In a recent interview with Sacramento News & Review Publisher Jeff vonKaenel, California Workforce Development Board Executive Director Kaina Pereira shared his vision for workforce development boards (WDBs) and highlighted both the challenges and opportunities they face. Pereira provided thoughtful insights into the boards’ diverse approaches and effectiveness, emphasizing innovation, collaboration, and the critical role of community colleges and adult schools.

Appointed by Governor Gavin Newsom in March 2024, Pereira previously served as Deputy Director of the Governor’s Office of Business and Economic Development (GO-Biz). The California Workforce Development Board (CWDB) oversees a statewide system of 45 Local Workforce Development Boards, each addressing regional employment needs and industry challenges. With a budget of approximately $275.9 million in the 2022–23 fiscal year—sourced from federal, state, and local funds—the CWDB supports workforce initiatives across California.

Q: Workforce development boards vary significantly in their impact. Why is that, and what makes some boards more effective than others?

A: Local boards are as diverse as the regions and counties of this state. It really depends on leadership and focus. The ones that stand out go beyond the basic WIOA requirements. They’re building apprenticeships, bringing in local employers, even collaborating with other regions. That’s not easy—it takes creativity and hustle.

The most effective boards aren’t just sitting back waiting for federal money. They’re pulling in local funds, trade partners, private industry. That’s what moves the needle.

Q: The governor seems to have prioritized workforce development. Can you highlight some key programs?

A: Our reentry programs stand out, Prison to Employment and Helping Justice-Involved Reenter Employment (HIRE)—focus on people coming back from incarceration with support and skills to reengage with their communities. This population has many barriers and we are already seeing positive outcomes as illustrated in our Programs Overview Report. We are also engaged in targeted work in healthcare—especially with Indigenous communities and veterans.

These programs work because of the partnerships. The community-based orgs, the community colleges, the workforce boards—everybody has a lane. When they stay in it and collaborate, we have good outcomes for individuals.

Q: What are some major statewide initiatives involving community colleges and adult schools?

A: We’ve got the Master Plan for Career Education—it’s all about creating that ‘skills passport.’ Something folks can take to an employer and say, hey, I’ve got this, I’m ready.

California Jobs First focuses on sectors that create good jobs. We’re giving regions the flexibility to focus on what matters locally and have summarized the industries across the state in the California State Economic Blueprint.

California and the CWDB are committed to a vision for the state’s workforce development system that embodies the principles of job quality, worker voice, equity, and environmental sustainability. Implementing this vision through policy, programs, and other practices will benefit workers, job-seekers, and industry as well as the state’s workforce development system.

Q: Some workforce boards are partnering with community colleges and adult schools to stretch limited training dollars. Should that be a statewide best practice?

A: In a lot of cases it works. Community colleges know how to build curriculum. They know how to attract people. Same with adult schools. That partnership makes sense where the training isn’t equipment-heavy or highly specialized.

Sometimes the programs are too niche or too expensive for a community college to handle. Still, in most situations, that partnership works—workforce board brings the employer, college builds the training, and adult school helps fill gaps. Then you bring in a CBO to support folks—childcare, transportation, outreach. That’s when people can actually finish the training.

Q: You’ve seen that these public programs can cost much less than for-profits. Does the state promote these partnerships?

A: We want to shine a light on what’s working. We can coordinate and connect, but we can’t force it. These systems all have their own governance. We try to show them what’s possible and help them line it up for better results.

It’s not just about saving money—it’s also about delivering better results. If someone finishes a program, gets hired, and stays employed, that’s the win. And we’ve seen that happen when the systems actually talk to each other.

Q: Some students use their WIOA training vouchers at for-profit schools, but still have to pay out of pocket. Sometimes the programs don’t meet industry standards. How common is this, and what oversight exists?

A: That’s a packed question. If someone has multiple options and chooses a for-profit, it’s their option to make the best choice for themselves. But if that’s the only option—yeah, that’s a problem.

Oversight matters, but so does access. Sometimes folks don’t even know there are other options. That’s a system failure. We’ve got to do better at helping people understand all the choices before they make these big decisions.

Q: There’s controversy around the Eligible Training Provider List. Public programs get excluded, while some for-profits with violations stay on. Are reforms coming?

A: While public programs are not excluded explicitly, there may be burdens in compliance that are cumbersome based on the federal law. We have recently assembled a working group with adult schools, community colleges, local boards, EDD—all at the table. We just kicked it off.

We’re asking the hard questions: What are we measuring? Who should be on the list? What should quality look like? We don’t have all the answers yet, but we’re digging in. There’s too much inconsistency right now. One region’s ETPL can look totally different from another’s, and that causes confusion. We want to make sure that if you’re on the list, you’re solid—regardless of where you are in the state, and the process of maintaining the list is informed, fair, and consistent.

Q: What final thoughts do you have on how workforce boards, community colleges, and adult schools can better collaborate to serve job seekers?

A: They’ve got to talk to each other. That’s the first step. We are all trying to help people, but are often fighting over the same money and trying to be everything for everyone.

The current system came together over time. Adult schools filled gaps. Community colleges stepped up for workforce ed. Workforce boards brought in the employer voice. CBOs are connected to the communities and provide supportive service. Now we’ve got to get those entities aligned.

Individuals need options and flexibility—You connect the right pieces around the individual, and you get better outcomes across the board.