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CALIFORNIA COMMITTEE ON EMPLOYMENT OF PEOPLE
WITH DISABILITIES
FULL COMMITTEE MEETING
MARCH 5, 2020
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Table of Contents
Meeting Notice and Agenda................................................................3Full Committee Meeting Minutes (Draft)..............................................6March 2020 Planning Session Briefing Document............................10Governor’s 2020-21 Budget Summary..............................................19Guiding Principles.............................................................................28Strategic Priorities………………………………………………………..30Department of Better Jobs and Higher Wages..................................32Overview of the Special Joint Populations Advisory Committee.......37
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California Committee on Employment of People with Disabilities (CCEPD)
MEETING NOTICE AND AGENDAFull Committee Meeting -- Teleconference
Thursday, March 5, 20209:00 a.m. – 4:00 p.m.
Location: Department of Rehabilitation721 Capitol Mall, Room 169
Sacramento, CA
TELECONFERENCE INFORMATIONTeleconference: (888) 955-8795 Participant Passcode: 8100563
To access the California Relay Service (CRS), dial 711 to be connected and provide teleconference details to operator.
1. Welcome and Introductions 9:00 a.m.Damien Ladd, Chair, CCEPD
2. November 2019 CCEPD Full Committee Meeting Minutes (Act and Discuss)Damien Ladd, Chair, CCEPD
3. 2020 Planning Session (Act and Discuss) Damien Ladd, Chair, CCEPD Joel Isaac, Vice-Chair, CCEPDMaria Aliferis-Gjerde, Executive Officer, CCEPD
Break 11:15 – 11:30 a.m.
4. Status Update on the Department of Better Jobs and Higher Wages Dennis Petrie, Associate Secretary, California Labor and Workforce Development Agency
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Lunch Noon – 1:00 p.m.
5. Round-Robin, General Discussion on Governor’s Budget Damien Ladd, Chair, CCEPD
6. Overview of the Joint Special Populations Advisory Committee Tonette Salter, Equity Analyst, Joint Special Populations Advisory Committee
7. Updates from Joint Meetings with Lead Departments on Career Technical Education and YLF Curriculum Concept and Next Steps Damien Ladd, Chair, CCEPD Maria Aliferis-Gjerde, Executive Officer, CCEPD
8. 2020 YLF Update and Budget (Act and Discuss)Maria Aliferis-Gjerde, Executive Officer, CCEPDDaniel Gounder, YLF Project Manager, CCEPD
9. Agenda Items for Future Meetings
10. Public Comment
11. Adjournment 4 p.m.*
* The meeting will adjourn upon completion of agenda.
MEETING MATERIALS: This meeting notice and agenda and other supplemental materials may also be accessed on the website, located on the Advisory Committee Calendar view. All times indicated, and order of business are approximate and subject to change on the day of the noticed meeting. The meeting will adjourn upon completion of the agenda. Interested members of the public may use the teleconference number provided to listen to the meeting and/or provide public comment. The CCEPD is not responsible for unforeseen technical difficulties that may occur and is not obligated to postpone or delay its meeting in the event of unforeseen technical difficulties with the teleconference line.
PUBLIC COMMENT: Public comment on matters not on the agenda is taken at the end of the meeting and members of public can make
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comments on agenda items prior to any vote of the committee. Depending on the number of individuals wishing to address the committee, public comment may be limited to three minutes per person. Non-English speakers who utilize translators to make public comment will be allotted no more than six minutes, unless they utilize simultaneous translation equipment. The CCEPD is precluded from discussing matters not on the agenda; however, CCEPD members may ask questions for clarification purposes.
REASONABLE ACCOMMODATIONS: If you require a disability-related accommodation, materials in alternate format or auxiliary aids/services, please contact Margaret Balistreri at (916) 558-5878 or [email protected] by February 28, 2019. Providing your accommodation request at least five (5) business days before the meeting will help ensure availability of the requested accommodation. Any requests received after this date will be given prompt consideration, but logistical constraints may not allow for their fulfillment. In consideration of attendees who are sensitive to environmental odors created by chemicals and perfumes, please restrict the use of fragrances at this meeting.
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California Committee on Employment of People with Disabilities
(CCEPD)Full Committee MEETING MINUTES (DRAFT)
Thursday, November 14, 2019Location: Department of Rehabilitation
721 Capitol Mall, Room 169Sacramento, CA
CCEPD Members (In-Person): Victor Duron, Robert Fried, Eric Glunt, Sandra Hamameh, Joel Isaac, Damien Ladd, Michael Luna, Peter Mendoza, Kimberlee Meyer, Nicole Placencia, Linda Vann and Joseph Williams
CCEPD Staff: Maria Aliferis-Gjerde, Margaret Balistreri and Zak Ford
Members of the Public (In-Person): Cathy Brown and Robin Martino
1. Welcome and Introductions Meeting was called to order at 9:05 a.m. and quorum was established. The Executive Officer announced that the Chair was unable to attend the meeting and will facilitate the meeting until the new Chair is selected.
2. August 2019 CCEPD Full Committee Meeting Minutes Motion: It was moved/seconded (Mendoza/Isaac) for the August meeting minutes to be approved. Motion passed 10-0-1. (Yes – Duron, Fried, Glunt, Hamameh, Isaac, Ladd, Luna, Mendoza, Placencia and Vann; No – none; Abstain-Meyer).
3. Election of CCEPD Chair and Vice-Chair Executive Officer Aliferis-Gjerde provided an overview of the nomination process and announced the nominations for Chair, Damien Ladd, and Vice-Chair, Joel Isaac.
Motion: It was moved/seconded (Fried/Mendoza) to approve the nominations of the Chair (Damien Ladd) and Vice-Chair (Joel Isaac).
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Motion passed on 11-0-0 vote. (Yes – Duron, Fried, Glunt, Hamameh, Isaac, Ladd, Luna, Mendoza, Meyer, Placencia and Vann; No – none; Abstain – none).
4. Career Technical Education Comment Letter and Updates Chair Ladd outlined the State Plan for Career Technical Education (CTE) and an overview of the proposed comment letter. Due to the Joint Career Pathways Joint Advisory Committee delaying the release of the State Plan for CTE to the public, the CCEPD did not receive a copy of a proposed letter. Instead, the Employment and Training (E&T) Subcommittee Chair requested that the CCEPD allow a comment letter to be submitted, with input from E&T Subcommittee and CCEPD leadership.
Motion: It was moved/seconded (Hamameh/Mendoza) to approve the strategy for the comment letter on CTE. Motion passed 12-0-0. (Yes –Duron, Fried, Glunt, Hamameh, Isaac, Ladd, Luna, Mendoza, Meyer, Placencia, Vann and Williams; No – none; Abstain – none).
5. Youth Leadership Forum for Students with Disabilities (YLF) Curriculum Concept
Chair Glunt, Chair, Youth Event Subcommittee, provided an overview of the curriculum concept and performance measure concept. Members requested that a timeline for the new YLF 2.0 concept be created and provided to the Committee.
Motion: It was moved/seconded (Williams/Mendoza) to accept the YLF curriculum concept and submit it to the lead departments. Motion passed 12-0-0 vote. (Yes –Duron, Fried, Glunt, Hamameh, Isaac, Ladd, Luna, Mendoza, Meyer, Placencia, Vann and Williams; No – none; Abstain – none).
6. Overview of Workforce Innovation and Opportunity Act (WIOA) Unified State Plan
Sandra Hamameh, Legislative, Research and Policy Specialist, California Workforce Development Board gave an update on the Workforce Innovation and Opportunity Act (WIOA) Unified State Plan. Currently, the California Workforce Development Board has been meeting with core partners and partnership agreement partners to identify more concrete goals. Content and information from these meetings will be incorporated
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into the WIOA Unified State Plan. There will be a 30-day public comment period and must be submitted to the federal government by March.
7. Discussion Regarding Interaction with WIOA Unified State Plan
Members discussed interaction with the WIOA Unified State Plan, including.
Discussed providing public comments. Need to extend the Disability Employment Initiative. Need to identify best practices and embed them within the local
workforce development plans. Discussion centered on whether we know a best practice.
Need for more knowledge sharing among the partnerships.
8. 2019 CCEPD Annual Report and 2020 CCEPD Dates (Act and Discuss)
Executive Officer Aliferis-Gjerde provided an overview of the CCEPD annual report and 2020 full Committee meeting dates. Members agreed to the annual report and the 2020 meeting dates.
9. 2020 YLF Update and Budget (Act and Discuss)Executive Officer Aliferis-Gjerde provided an overview of the YLF budget. The YLF Governance Committee recommended that the CCEPD approve a 7-day event for at least 45 students.
Motion: It was moved/seconded (Mendoza/Meyer) to approve the 2020 YLF program for 7 days as long the event is within budget. Motion passed 12-0-0. (Yes – Duron, Fried, Glunt, Hamameh, Isaac, Ladd, Luna, Mendoza, Placencia, Vann, Meyer and Williams; No – none; Abstain – none).
10. Executive Officer and CCEPD Staff Project UpdatesExecutive Officer discussed the following projects:
Interviews for applicants to the CCEPD were being completed. Next steps are to work with the Health and Human Services Agency on appointments.
All members must complete ethics. Members will receive an email regarding certification.
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Integrated benefits policy recommendation was submitted to the Agency Secretaries as well as the CTE policy recommendation to the lead departments.
Discussion of potential partnership with the Joint Special Populations Advisory Committee.
CCEPD Zachariah Ford provided an overview of research projects, including reviewing studies on future of work in general and specifically to people with disabilities. Other projects include the update to YLF desk manual and risk management plan.
11. Agenda Items for Future Meetings Discussion centered on recent state disasters regarding how employers prepare for workers with disabilities.
12. Public CommentNo public comment.
13. AdjournmentMeeting adjourned at 1:42 p.m.
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March 2020 Planning Session Briefing Document
IntroductionThe California Committee on Employment of People with Disabilities (CCEPD) will review its mandates and current issues to have agreement on 2020 policy issue priorities. Since 2016, the CCEPD has aligned its work to the Workforce Innovation and Opportunity Act (WIOA) State Plan objectives and strategies. The CCEPD also agreed to develop both new policy recommendations and seek to influence policy being developed at the statewide level. Lastly, the CCEPD will review the Health and Human Services Agency priorities and guiding principles to incorporate and align those into ongoing policy discussions.
The outcome of the planning session is agreement on next steps for existing work and prioritization of new work based on the Governor’s initiatives and budget, the WIOA State Plan and the Health and Human Services Agency priorities and guiding principles. The CCEPD is mandated to provide policy recommendations to both Health and Human Services and Labor and Workforce Development Agency.
CCEPD MandatesAccording to Government Code Sections 12803.6 and 12803.65, the CCEPD consults and advises both the Health and Human Services and the Labor and Workforce Development Agencies on the development of sustainable and comprehensive strategies for the employment of people with disabilities. Overall, the CCEPD can also provide statewide leadership on statewide policy issues. The comprehensive strategy is the core of the CCEPD’s policy-making mandates:
1. Bring individuals with disabilities into gainful employment at a rate that is as close as possible to that of the general population.
2. Support the goals of equality of opportunity, full participation, independent living, and economic self-sufficiency for these individuals.
3. Ensure that state government is a model employer of individuals with disabilities.
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4. Support state coordination with, and participation in, benefits planning training and information dissemination projects supported by private foundations and federal grants.
According to the statute, CCEPD can also facilitate, promote and coordinate collaborative dissemination of information on employment supports and benefits, including Ticket to Work and health benefits, to individuals and supports a youth event. Members should note that these mandates should be conducted using existing resources and funds.
Prior AgreementsAt the August 2016 meeting, the CCEPD agreed to influence statewide policy as it is being developed by various entities and to develop new policy recommendations, if needed. Three committees (Employment and Training, State Coordination and Youth Event) were also created to address both the CCEPD mandates and areas of the WIOA State Plan. Since then, the goal for the CCEPD is to work on at least three issues annually and provide either policy recommendations or direct comments. Members should discuss whether this should be the case due to the number of the policy initiatives that the Governor is undertaking.
California’s WIOA State Plan As required by federal law, each state must develop a Unified State Plan every four years with a modified version every two years. The California Workforce Development Board (CWDB) has developed, in collaboration, with multiple partners a 2020-2023 California Unified State Strategic Workforce Development Plan (State Plan). The State Plan will be submitted to the federal government in March 2020. Although the objectives and strategies remain the same, a new vision and guiding values was created to guide the work of the workforce development system. This section provides an overview of California’s principles, objectives and strategies for the workforce development system.
The vision for the future of workforce development is centered on the concepts of a high road system. The high road system focuses on meaningful industry engagement and placement of Californians in quality jobs that provide economic security. The principles driving
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high road objectives and strategies are job quality, worker voice, equity and environmental sustainability. These principles are intertwined and serve as a basis for the policy objectives and state workforce strategies:
Job quality is about supporting California employers who provide quality jobs and connecting individuals to high quality jobs. More importantly, job quality orients the workforce system towards higher paid jobs in high road industries.
Worker voice recognizes that the worker is the focus of the workforce development system. Including the wisdom of workers allows the state to identify current workforce gaps, address expected changes due to technology and maintain or increase competitiveness.
Equity means that populations who are marginalized have opportunities in high road industries, upskilling and greater participation in the labor market.
Environmental sustainability as a principle is a recognition that climate change is affecting every industry sector and occupation to some degree. This principle also recognizes how a carbon neutral economy will reshape industries, occupations and training needs. Including this principle incorporates development of strategies to help transform industries.
The high road principles of job quality, worker voice, equity and environmental sustainability form the foundation and lens in developing policy objectives and strategies for workforce development. It both provides the engagement needs and how the workforce system will serve the job-seeking individual. The following three objectives continue to affect state-level policy, administrative practices across programs and local policy and service delivery.
1. Fostering demand-driven skills attainment – Workforce and education programs should be aligned with industry sector needs.
2. Enabling upward mobility for all Californians – Ensure workforce and education programs are accessible for all Californians and all Californians have marketable skills and access to education needed to get a good job that allows for self-sufficiency and economic security.
3. Aligning, coordinating and integrating programs and services – Determine the use of limited resources to achieve scale and
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impact, while providing the right services needed based on each consumer’s unique needs and skill development needs.
In order to achieve the three objectives, the following strategies form the basis of the objectives and help create programs and services for all Californians. The seven policy strategies are:
1. Sector Strategies2. Career Pathways3. Regional Partnerships4. Earn and Learn5. Supportive Services6. Creating Cross-System Data Capacity7. Integrated Service Delivery
These policy strategies will be used through partnership agreements and the Regional and Local Plans to operationalize regional coordination and to align service delivery at the local level. These objectives and strategies form the basis of the workforce development strategic planning for the State of California and is used as the policy framework for the CCEPD’s legislative mandate work. Because the high road principles are intertwined in all objectives and strategies, the policy recommendations and influence of policies will always reflect the four principles on behalf of people with disabilities in the work of the subcommittees.
California Health and Human Services Agency Priorities and Guiding PrinciplesIn the last four years, the CCEPD used the framework of the State Plan as the basis and framework for our policy discussions. Although the CCEPD will continue to use that framework, the Executive Officer and CCEPD leadership also wanted to discuss the California Health and Human Services Agency’s strategic priorities and guiding principles as ways to incorporate the priorities and principles into the framework as well. In 2019, the Agency Secretary released the following three priorities for all programs and services within the Health and Human Services Agency. The following three priorities are:
Build a Healthy California for all Integrate health and human services Improve the lives of the most vulnerable
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Each priority included key policy priorities that may be incorporated into our policy framework. Members should consider which of the policy priorities can be incorporated into the conversations of employment and training and how some of these priorities fit into the support services needs for people with disabilities. Should some of these policy priorities be incorporated into the work of the subcommittees? If so, how should and what subcommittees can incorporate them?
Build a Healthy California for all includes the following: Create a system in which every Californian, regardless of origin
or income, has access to high quality, affordable health care coverage.
Ensure all Californians have meaningful access to care by modernizing the health workforce and expanding care delivery capacity.
Reduce the rate of growth of health care costs in California through implementing approaches such as bulk purchasing of prescription drugs, moving toward single-payer principles and other strategies that emerge out of the Healthy California for All Commission; and
Promote a whole person orientation to care, including inclusive cultural, linguistic and accessibility competencies.
From these set of goals, there is a good intersection on the discussion of modernizing the health workforce. All 14 Regional Planning Units have health care as a continued, growing industry sector. There has been an ongoing discussion of improving the training and wages for workforce in the caring economy. CCEPD can also promote a whole person framework to incorporate and consider the needs of people with disabilities within the discussions of professional development in multiple professions within health care and human services.
Integrate health and human services include the following: Enhance the accessibility and quality of California’s mental
health and substance use disorder systems as manifest by increasing the availability of community-based outpatient prevention and treatment service capacity and stabilizing and expanding the overall number of community-based
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placements, locked and unlocked, for individuals who require residential support on their road to greater independence;
Integrate clinical, financial, and system structures among physical health, mental health, substance use disorder services, social services and developmental services to facilitate seamless care delivery; and
Address upstream social determinants, including early childhood trauma, that drive disease and worsen health and economic disparities.
Many of these strategies address aligning systems and programs and services, which is part of the CCEPD’s mandates to support continued state coordination. The CCEPD may want to engage with Newson Administration initiatives to ensure that goal of employment and strategies for people with disabled is incorporated into the initiatives. Which initiatives should the CCEPD interact?
Improve the Lives of California’s Most Vulnerable includes the following:
Reduce homelessness, especially chronic homelessness, by focusing on building up permanent supportive housing and the support services needed by those we house, including employment support as a path out of poverty.
Expand diversion and re-entry services so that anyone released from an incarcerated setting has a service access plan and our jails cease being the default behavioral health treatment setting for those with serious mental illness.
Improve outcomes for children living in extreme poverty and in foster care, including a focus on addressing adverse childhood experiences; and
Address the needs of our growing aging population including issues such as care, support, housing and transportation for our most vulnerable seniors.
Many of these strategies provide an emphasis or focus on support services needed for many populations within California, including people with disabilities. Support services is also listed in the State Plan. Members should consider where the CCEPD support interact on in these areas.
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The following guiding principles are: Adopt a culture of collaboration and innovation Focus on outcomes and value generation Use data to drive action Put the Person back in person-centered See the whole person
Although many of these principles are geared towards the programs and services within the California Agency, the CCEPD should incorporate the framework approach to CCEPD policies.
CCEPD SubcommitteesThe two policy subcommittees (Employment and Training and State Coordination) have been aligned to the State Plan’s objectives and strategies and the Health and Human Services priorities. The Youth Event Subcommittee will continue its work of moving the Youth Leadership Forum to the 2.0 model of having regional events and continued, statewide event. In this section, the Executive Officer has incorporated both the State Plan and The Employment and Training Subcommittee will continue to focus on the following objectives and strategies:
Fostering Demand-Driven Skills Attainment (objective) Enabling upward mobility for all Californians (objective) Sector Strategies Career Pathways Earn and Learn Business engagement Health workforce (priority)
Members have also wanted to develop an initiative around business engagement. Business engagement can be done through the Employment and Training Subcommittee. The Executive Officer would like members to discuss how the Committee should develop business engagement and in what areas do we want to use business engagement.
The State Coordination Subcommittee will continue to focus on following objectives and strategies:
Aligning, Coordinating and Integrating Programs and Services (objective)
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Regional Partnerships Supportive Services Integrated Service Delivery Integrate Health and Human Services (priority)
Although creating cross-system data capacity is not included for either subcommittee, data plays an important evaluative role in assessing programs and services. Therefore, the subcommittees should consider how to use data in its policy discussions and types of data needed for policy discussions as it is occurring.
Overview of 2019 Policy DiscussionsIn 2019, the CCEPD submitted both policy recommendations and comment letters on the topics below:
Comment letter to the CWDB on policy directive for strategic co-enrollment.
Policy recommendation on career technical education and comment letter to the Joint Career Pathways Advisory Committee and California Department of Education on the State Plan for Career Technical Education.
Comment letter to CWDB on the State Plan from 2020-2023. Submitted an integrated benefit planning approach to the
Agency Secretaries. Submitted a Youth Leadership Forum (YLF) curriculum
framework concept and developed performance measures for the youth event to be submitted in early Spring 2020.
Possible 2020 Issues The Executive Officer made these suggestions as a starting point to assist with the planning session discussion. Members should also review the Governor’s budget briefing document for additional issues. At this planning session, the goal is to agree on at least three issues and/additional ways in engaging with new administration initiatives.
Create continued engagement on career technical education, including direct comment letter to state’s strategic plan and further engagement with the Joint Special Populations Advisory Committee.
Advocate for more inclusive apprenticeship strategies. Continue implementing the YLF 2.0 curriculum concept.
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Engage on strategic co-enrollment and common intake efforts. Engage on the issue of long-term services and support and
workforce issues for the caring economy through the Master Plan on Aging.
Engage with the Future of Work Commission and recommendations that will be issued by providing direct comments and create an ongoing feedback loop.
Ongoing engagement with the Department of Better Jobs and Higher Wages.
Engage with the behavioral health community regarding employment.
Focus on transition-age youth and how the WIOA partners are working together to create a coordinated system.
Governor’s 2020-21 Budget Summary
OverviewOn January 10, 2020, Governor Gavin Newsom proposed a $222.2 billion budget for Fiscal Year (FY) 2020-21, which projects a $5.6
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billion surplus. Annually, the Governor submits a proposed budget to the Legislature by January 10th. Throughout the Spring, the Governor’s Administration and the Legislature discuss elements of the proposed budget proposal. Final approval of budget occurs in June. The Department of Finance has the budget summaries of the Governor’s proposed budget.
Building on 2019 investments, the administration continues to invest in early childhood education, healthcare and emergency preparedness. In 2020, the Governor’s Administration is consolidating programs, such as workforce into the Department of Better Jobs and Higher Wages, creating a new Department of Early Childhood to incorporate various programs and continued the work of moving the Division of Juvenile Justice to the California Health and Human Services Agency in the new Department of Youth and Community Restoration.
This review will concentrate on initiatives related to the work of the California Committee on Employment of People with Disabilities (CCEPD) in the areas of education, health and human services, and workforce. Members should review this briefing document to determine if additional engagement is needed for various initiatives. Departmental representatives will also share budgetary items from their respective departments, which provides an opportunity to discuss various initiatives. The briefing document did not incorporate all proposals only those proposals that may inform the work of CCEPD.
EducationLast year, Governor’s Administration has incorporated a “cradle to career” perspective that supports efforts to strengthen children’s lives and their opportunities as they grow from infants into adults. Some of the proposals focus on increasing funding for childcare, but many proposals focus on the support services for students.
The below section includes early childhood development, K-12 education, and higher education.
Early Childhood
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Investments in the early years of a child’s life set the foundation for the child’s future. The proposed budget aims to address the need for increasing childcare slots and begin developing a more coordinated infrastructure for early childhood.
To this end, the budget proposes the establishment of the Department of Early Childhood Development within the California Health and Human Services Agency (CHHS), effective July 1, 2021. The new department will consolidate childcare funding streams and programs, and work in partnership with the Department of Education. The administration has allocated $8.5 million to establish a transition team at CHHS.
In last year’s budget, the administration included $5 million one-time funds for the development of a Master Plan for Early Learning and Care to address universal preschool and childcare. Recommendations and findings are due to be submitted October 1, 2020.
Several budget proposals seek to increase the number of childcare slots, including the following:
An increase of $53.8 million to reflect changes in CalWORKs childcare cases. Additionally, the budget proposes an additional $10.3 million from the Cannabis Fund to increase General Child Care slots.
An increase of $31.9 million in 2020-21 and $127 million ongoing, to support 10,000 additional preschool slots at non-local education agencies, beginning April 1, 2021.
2019’s AB 48 placed the $15 billion “Public Preschool, K-12, and College Health and Safety Bond Act of 2020” on the March 3, 2020 ballot. If approved, grant funding will support the construction and modernization of facilities on school campuses, including potentially those for full-day kindergarten and preschool facilities. If approved, the administration will propose statute authorizing the State Allocation Board to provide grant enhancement to local education agencies (LEAs) and require applicable facilities be used to expand the number of preschool students.
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Additionally, the administration is funding a cross-sector adverse childhood experiences training program, accredited by the Office of the Surgeon General at the allocation of $10 million. The training program would address childhood trauma and continues the efforts to implement trauma-informed practices.
K-12 EducationThe proposed budget aims to improve opportunities and outcomes for every child in K-12 public schools throughout the state. The proposed Proposition 98 funding for K-12 schools and community colleges for FY 2020-21 is $84 billion and a $2.4 billion increase over FY 2019-20.
Special EducationThe FY 2020-21 budget proposes an increase of $900.1 million to special education funding. The Administration and the Legislature engaged with researchers and collaborated with stakeholders to determine best practices and opportunities and agreed on several key items:
Skillful teaching in inclusive classrooms improves outcomes for all students, not just students with disabilities.
Needs associated with student mental health and social-emotional issues are becoming more prevalent.
Many teachers are not fully prepared to adapt curriculum to meet the changing needs of students, especially students with disabilities in a general education classroom.
Shortages in special education teachers and specialists make providing services more costly, less effective, and difficult to schedule; and
A clear and consistent message from the state is needed to allow teachers, parents, administrators, and school boards to fully embrace a move towards more inclusive classrooms and eliminate education siloes.
These findings are creating three-phase, multi-year process to improve special education finance, services and student outcomes, which are reflected in the Governor’s budget.
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The increased funding would go for the following initiatives: $645 million for a new special education base formula that uses
a three-year rolling average of a LEAs average daily attendance and a 15% increase over the funding provided last year.
$250 million to increase or improve services to preschool-age children with disabilities being served by school districts.
$4 million for dyslexia research, training and a statewide conference.
$500,000 for a study of current Special Education Local Plan Areas governance and accountability structure.
$600,000 for two workgroups to study improved accountability for special education service delivery and student outcomes.
K-12 WorkforceIn addition to increased funding for special education, the budget includes funding for educator recruitment and professional development. The following funding initiatives include:
$350 million one-time Proposition 98 General Fund to augment funding provided in the 2019 Budget Act for the Educator Workforce Investment Grants, which support competitive grants for professional learning opportunities for teachers and paraprofessionals. These funds can be used to address high need areas, including trainings in special education and mental health interventions.
$193 million for the Workforce Development Grant Program to address workforce shortages in high-need subjects and areas, which includes special education.
Addressing the Achievement GapThe Governor’s Administration is proposing $300 million one-time Proposition 98 General Fund to establish community school grants for Local Education Agencies supporting innovative community school models. These models can integrate and coordinate student wrap-around services, including intensive health, mental health, and social services, as well as early screening and intervention for learning and other needs. They may also include collaborative leadership and support for educators, including professional development in student mental and behavioral health, trauma-
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informed care, social-emotional learning, restorative justice, and other key areas.
Higher EducationBuilding on last year’s investments, the proposed budget continues investments in the state’s colleges and universities, enabling them to expand access, improve student success, and address achievement gaps. The budget proposes $36 billion for higher education. The total reflects growth of approximately $111 million compared to revised FY 2019-20 expenditures.
The Governor’s Administration continues to support apprenticeships and work-based learning opportunities in California’s community colleges by providing $83.2 for apprenticeships:
To augment the California Apprenticeship Initiative, $15 million is allocated to support the creation of apprenticeship opportunities in priority and emerging industry sectors.
To expand work-based learning opportunities, $20 million is allocated to expand models and programs.
To support projected growth in reimbursable apprenticeship instructional hours, $48.2 million is provided. Of $48.2 million allocated, $20.4 million is on-time funds to support projected growth in reimbursable apprenticeship instructional hours.
For higher education, the Governor’s Administration continues to invest in graduation certification completion and developing or expanding degree and certificate completion programs.
Health and Human ServicesThe Health and Human Services Agency budget includes $167.9 billion for health and human services programs. CCEPD staff did not include all budget proposals for all state departmental representatives only highlighted some areas that may be of interest based on CCEPD’s legislative mandates and emphasis on support services and system change and alignment that the administration is supporting and proposing funds.
The Governor continues to make affordable health care a priority, including more reasonable prescription prices. In these efforts, the administration plans to establish the Office of Health Care
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Affordability. The goal of the office will be to return savings to consumers through price and quality transparency, developing strategies and cost targets for different sector of the health care industry, and establishing financial consequences for organizations that fail to meet targets. The office will also establish strategies to address costs by region through delivery system consolidation and create standards for administrative simplification.
The Department of Health Care Services (DHCS) has launched a Medi-Cal Healthier California for All initiative, formerly known as CalAIM, to build upon successes of waiver demonstration programs. The initiative’s primary goals are to identify and manage member risk through whole person care, move Medi-Cal to a more consistent and seamless system, and improve quality outcomes. To implement the initiative, the budget includes $695 million, growing to $1.4 billion in each of the following fiscal years. Beginning in 2019, the Department of Health Care Services has engaged with stakeholders on these efforts and these efforts continue in 2020. These efforts will also include enhanced care management and in-lieu services, expansion of whole person care.
In alignment with the Medi-Cal Healthier California for All initiative, the budget includes $45.1 million for FY 2020-2021 and $42 million for FY 2021-2022 to implement a Behavioral Health Quality Improvement Program, which will provide funding to county-operated community mental health and substance abuse disorder systems to incentivize system changes and process improvements.
At the Department of Social Services, funding to the In-Home Supportive Services (IHSS) program included funding ($1.1 billion) for minimum wage increases and additional funding ($3.7 million) for county social workers and managers to conduct needs assessment for IHSS recipients to promote consistency. The budget also included funding to CalFresh for application assistance ($5 million), budgeting methodology ($26.9 million) and program improvements ($3 million).
The Department of Developmental Services is continuing in the process of closing three developmental services centers and continues to develop ways to reform the developmental services system. Other significant adjustments include supplemental rate
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increases for additional service codes ($18 million); enhanced caseload ratios for young children ($16.5 million); systemic, therapeutic, assessment, resources and treatment training ($4.5 million); and the warm shutdown of the Fairview developmental center ($11.9 million). Funding was included for the Performance Incentive Program for Developmental Services, administered through the regional center system, at $78 million. The program will provide incentive payments to regional centers to increase the quality of services and address disparities while improving data collection to demonstrate value. The reason for this is because the composition of regional center consumers has significantly changed over the past decade. Consumers have more behavioral needs, and the ages and ethnicities of consumers have also shifted.
The budget also included $7.5 million to develop five enhanced behavioral support homes with secure perimeters aimed at providing long-term IST placement, which would become operational in 2021-22, and $1.1 million for post-placement follow-up activities with residents transitioning from the remaining developmental centers into the community.
At the Department of Rehabilitation (DOR), continued funding ($1.2 million) for the traumatic brain injury program that was extended into FY 2023-2024. The budget extended the DOR’s reimbursement authority to allow DOR and the California Public Utilities Commission to continue an interagency agreement for the pilot program that provides accessible devices for the use of telephone communication networks. Service delivery is expected to begin in the spring of 2020 and the pilot is expected to run through the FY 2020-21.
Behavioral Health InitiativesThe Governor’s budget discussed efforts under the Medi-Cal Healthier Californians for All work on system integration and creating more consistent benefits. The Governor is proposing a new Behavioral Health Task Force established in the California Health and Human Services Agency. The Task Force will review existing policies and programs to improve the quality of care, and coordinate system transformation efforts to better prevent and respond to the impacts of mental illness and substance use disorders in California.
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The Administration plans to make changes to the Mental Health Services Act (MHSA) to update the law because behavioral health needs have evolved. The MHSA, also known as Proposition 63, was approved by voters in 2004 that imposes a 1 percent tax on personal income more than $1 million. The proposal will be submitted this spring.
Labor and Workforce Development AgencyThe budget proposes $17.85 billion for the Labor and Workforce Development Agency to address issues related to California workers and their employers. As known, the Governor is proposing a realignment of programs and services within the Labor and Workforce Development Agency. The new Department of Better Jobs and Higher Wages will merge the following programs together: the California Workforce Development Board, the Employment Training Panel, Workforce Services Branch and Labor Market Information Division, which are currently in the Employment Development Department, and the Division of Apprenticeship Standards, currently in the Department of Industrial Relations. The budget includes $2.4 million one-time funds to establish executive staff for the new department.
The budget includes $10 million in one-time funds to provide training and business startup supports for targeted low-income populations including immigrants, regardless of immigration status, and refugees at the California Workforce Development Board.
Additional Areas of NoteThe Governor’s Administration continues to make homelessness and housing a priority. The Governor is allocating $750 million in one-time funds to establish the California Access to Housing and Services Fund that will be administered by the state's Department of Social Services. The primary goals of the proposed fund are to reduce homelessness by moving individuals and families into stable housing, and to increase the number of units available as a stable housing option for individuals and families who are homeless or at risk of becoming homeless. Funding for housing is throughout the Governor’s budget.
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The Governor’s Administration has made the goal that the State California will lead as an employer. Beginning in September 2019, discussions have been occurring to develop an inclusive and equitable workplace. There are four task forces addressing Sexual Harassment and Discrimination Response and Prevention, Public Safety Diversity, Diversity and Inclusion and Racial and Gender Pay Equity. These tasks forces are overseen by the Governmental Operations Agency, with assistance from the Department of Human Resources, State Personnel Board, and Department of Finance. Final recommendations will be presented to the Governor by July 2020.
ConclusionBeginning this year, the CCEPD will offer a briefing on the Governor’s proposed budget and hold discussions of what to watch and engage at the policy implementation efforts at the statewide level. CCEPD staff will continue to follow many of these various changes and believe it can pose potential partnership opportunities for further engagement on a variety of issues both at the subcommittee and full committee meetings.
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Guiding PrinciplesPerson Centered, Data Driven
Adopt a Culture of Collaboration & InnovationWhen possible, program design should be developed across departments, including those outside the Agency, implemented in a collaborative manner, and supported by our entire Agency. We will courageously try new approaches to solve our most intractable problems. The unceasing pursuit of innovation, applied thoughtfully, will catalyze our improvement efforts.
Focus on Outcomes & Value GenerationWe must ensure that the delivery of our programs and services are centered on the needs of the people we serve. We therefore focus our attention and energy on work which will directly improve the lives of the people.
Use Data to Drive ActionWhile we have built good systems to amass data, we find ourselves data rich but information poor. We must better leverage our data to understand the conditions in our community, the impact of our current programs, and the opportunities to improve our service delivery. Actionable data can help us advance social and economic
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mobility and improve the health and well-being of children, families, and individuals across California.
Put the Person back in Person-CenteredSomehow many “person-centered” programs stopped being about people and became focused on satisfying a specific funding source or administrative process. We must engage the people and their communities so that programs are structured to meet the diverse and unique needs of each community and constituent.
See the Whole PersonRegardless of which department is leading on a given issue, we should always be thinking about what each person needs comprehensively to thrive and integrating opportunities to meet those needs – both within government and with our community partners.
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Strategic Priorities
Person Centered, Data Driven
Together we must work with counties, cities, and communities, as well as our public, private, faith, and
educational partners to make California a healthy, vibrant, inclusive place to live, play, work, and learn.
Build a Healthy California for All Create a system in which every Californian,
regardless of origin or income, has access to high quality, affordable health care coverage.
Ensure all Californians have meaningful access to care by modernizing the health workforce and expanding care delivery capacity.
Reduce the rate of growth of health care costs in California, move toward single-payer principles and other strategies that emerge out of the Healthy California for All Commission; and
Promote a whole person orientation to care, including inclusive cultural, linguistic, and accessibility competencies.
Integrate Health and Human Services
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Enhance the accessibility and quality of California’s mental health and substance use disorder systems as manifest by increasing the availability of community- based outpatient prevention and treatment service capacity and stabilizing and expanding the overall number of community-based placements, locked and unlocked, for individuals who require residential support on their road to greater independence;
Integrate clinical, financial, and system structures among physical health, mental health, substance use disorder services, social services and developmental services to facilitate seamless care delivery; and
Address upstream social determinants, including early childhood trauma, that drive disease and worsen health and economic disparities.
Improve the Lives of California’s Most Vulnerable
Reduce homelessness, especially chronic homelessness, by focusing on building up permanent supportive housing and the support services needed by those we house, including employment support as a path out of poverty.
Expand diversion and re-entry services so that anyone released from an incarcerated setting has a service access plan and the main behavioral health treatment setting for those with serious mental illness stops being our jails by default.
Improve outcomes for children living in extreme poverty and in foster care, including a focus on addressing adverse childhood experiences; and
Address the needs of persons with disabilities and our growing aging population including issues such as care, support, housing and transportation for our most vulnerable seniors.
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PowerPoint Presentation Text Only
Slide OneThe Labor and Workforce Development’sDepartment of Better Jobs and Higher Wages.
Purpose, Vision, Strategy, and Organization
Slide TwoChallenges of the Status Quo
• One of every three California workers earns low wages• 32% of California workers earned less than $14.35 in 2017• This is down from 33% in 2014, but up from 30% in 2000• That translates into 4,900,000 low-wage workers
Slide ThreePurpose of the Reorganization
1.Promote employment and economic security2.Share prosperity3.Adapt to changing economic conditions with sufficient public
investment4. Innovate to create and scale up good jobs and career pathways
Slide FourVision for the Department of Better Jobs & Higher Wages
An inclusive - 21st Century Social Compact
Slide FiveObjectives
1. High Road Training Partnerships2. Demand Driven Skills Attainment3. Upward Mobility for All4. Program Alignment and Partnership
Slide SixStrategies
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Regionalism Sector Partnerships Career Pathways - Apprenticeships Earn and Learn Data-Sharing Integrated Services Supportive Services
Slide SevenOrganizational Structure
Current Organizational Structure of Workforce and Training Programs
Governor
Labor and Workforce Development Agency
Agricultural Labor Relations Board
California Workforce Development Plan
Department of Industrial Relations: Division of Apprenticeship Standards
Employment Development Department: Workforce Services Branch Compliance Review Office
Employment Training Panel
Public Employment Relations Board
Slide Eight
Workforce Training Programs
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California Workforce Development Board
Department of Industrial Relations
Employment Development Department
Employment Training Panel
WIOA Policy Development
Sets Apprenticeship Standards
WIOA Administrative and Fiscal Agent
Funds incumbent worker training
WIOA State Plan Development
Assists Employers with Apprenticeship Development
WIOA Compliance Monitoring
Funds unemployed worker training
WIOA State Board Support
Enforces Apprenticeship Laws and Standards
WIOA Guidance and Technical Assistance to Local Areas
Vocational Skills Training for Business Creating New Jobs
WIOA Program Performance & Evaluation
Approves Pre-Apprenticeship Programs
State Special Projects – Grants and Initiatives Fiscal Agent
Administrative and Employer Technical Assistance
Workforce Data Collection and Research
Approves on the job Trainee Programs
State Special Projects – Compliance Monitoring
GoBiz Critical Proposal fast tract for employers.
State Special Projects – Grants and Initiatives Management
National Dislocated Worker Grant Administration
Workforce Innovation Grant Administrator
Employment Training Tax CollectionEmployment Services and Job Match in all America’s Job CentersReemployment
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Services and Eligibility AssessmentsTrade Adjustment Assistance Training ServicesVeteran Training Programs and ServicesCollects Labor StatisticsNational Farmworker Jobs AdministrationH2A Guest Worker Administration and Enforcement
Slide NineProposed Organization Structure
Proposed organizational structure of Workforce and Training Programs
Governor
Labor and Workforce Development Agency
Agricultural Labor Relations Board
Future of Work Department:o California Workforce Development Plano Division of Apprenticeshipso Employment Training Panelo Workforce Services Boardo Compliance Review Office
California Unemployment Insurance Appeals Board
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Department of Industrial Relations
Employment Development Department
Public Employment Relations Board
Slide 10
Various California State Logos of Existing Departments
Slide 11
Frequently Asked Questions
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OVERVIEW OF JOINT SPECIAL POPULATIONS ADVISORY COMMITTEE
Note: This only has the text of the PowerPoint slides.
SLIDE ONEPhoto of students and name of the Joint Special Populations Advisory Committee.
SLIDE TWOJoint Special Populations Advisory Committee (JSPAC)
Began in 80’s Established 2000 Joint Effort of California Department of Education and
California Community College Chancellor’s Office
SLIDE THREEThe Intent
Empower educators with the tools (knowledge and training) of implementing equity and access resources that addresses barriers for Career Education/Career Technical Education students recognized as special populations, marginalized, underrepresented, second chance, disproportionately impacted, veterans, WIOA populations, and ESSA.
SLIDE FOURStatewide Professional Learning
Cohesively integrates cultural responsiveness, equity, and diversity
Emphasizes a broader movement in secondary and post-secondary
Deeper attention to professional learning and training for practitioners to address disparities or gaps related to special populations
Multiple delivery modalities: in person (annual conferences) and online (webinars)
SLIDE FIVE
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JSPAC ServesPractitioners (K-14)
Career Technical Education/Career Education Counselors General Academic Instructional Student Support Business, Industry, Social Services Grant Managers
SLIDE SIXCalifornia Department of Education Enrolled Students
6.2 Million students in CA Public Schools 2.6 Million speak a language other than English at home Over 200,00 are homeless 55,000 are from migrant families 38,000 are foster youth 1200 Charter Schools 65 Juvenile Court Schools and 435 Continuation Schools 278,085 enrolled in Alternative School Programs
SLIDE SEVENCalifornia Community Colleges’ Enrolled Students
2.1 Million Students 115 Community Colleges
SLIDE EIGHTSpecial Populations
English Learners Economically Disadvantage Single Parents, including Students with Disabilities Non-Traditional Training Out of workforce individuals Homeless to include youth who are in or aged out of foster care
systems and youth with an active military parent to special populations
SLIDE NINEEnrolled Students of Disabilities – (K-12)795,047 (up to 22 years)
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Ethnicity Intellectual Specific Learning Disability (SLD)
Native American 273 2374Asian 3382 9204Pacific Islander 191 1088Multi 1446 9771Hispanic 26,985 197,750African American 3672 25,641White 7822 54,467
SLIDE TENEnrolled Students of Disabilities- (CC) Disable Student Programs and Services (DSPS) 76,905Ethnicity Developmental
Delayed LearningLearning Disable
Native American 31 97Asian 244 664Pacific Islander 20 81Filipino 76 239Multi 528 875Hispanic 1705 10,835African American 352 1602White 1110 4759Unknown/Non respondent
533 875
SLIDE ELEVENEnrollment of Students with Disabilities – Adult Education Program 29,437
Ethnicity Programs for Adults with Disabilities
ESL, AVE, ASE, CTE
Native American 88 110Asian 1059 749Pacific Islander 55 25Filipino 310 271Multi 333 470
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Hispanic 5115 6179African American 1201 1259White 6058 3129
SLIDE 12Discussion
Did you notice trends?
What conversations should we be guiding?
SLIDE 13Thank you
Equity Analyst Tonette Salter @ [email protected] [email protected]
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