WIOA Implementation Strategies for Effective State Teaming December
WIOA Implementation: Strategies for Effective State Teaming December 15, 2015 U. S. Department of Labor
THE MODERATOR Jennifer Troke ETA Division Chief of Youth Services Employment and Training Administration, U. S. Department of Labor Have a question or comment about WIOA? E-mail DOL. WIOA@dol. gov
NATIONAL CONVENING How many of you are on a team and joining us at the WIOA National Convening? o Can’t wait – I’ll be there with bells on! o Not this time – but I can’t wait to hear back from my team when they get home!
WEBINAR AGENDA 1. Federal Perspective on Coordinated State Planning (Teaming) 2. Best Practice Presentations 3. Question & Answer Session 4. Upcoming TA
TODAY’S PRESENTERS Holly O’Brien Regional Administrator, Region 1 Employment and Training Administration U. S. Department of Labor Aaron Fichtner Deputy Commissioner New Jersey Department of Labor and Workforce Development Amy Anderson Director AWB Institute (Member of Washington Training & Education Coordinating Board) Beth Thew Eric Wolf Secretary-Treasurer Spokane Regional Labor Council (Member of Washington Training & Education Coordinating Board) Workforce Policy Associate Washington Training & Education Coordinating Board
Holly O’Brien Regional Administrator, Region 1 U. S. Department of Labor, Employment and Training Administration Have a question or comment about WIOA? E-mail DOL. WIOA@dol. gov
WIOA STATE PLANNING o WIOA gives us an opportunity to completely transform our system to better serve job seekers and business o While state plans are critical to guiding our transformational efforts, it’s the planning process behind the plan that can often determine real success o Who’s providing input into your plan? How? Who will champion the strategies?
COLLABORATIVE PLANNING (TEAMING) o Today: innovative approaches to WIOA planning and implementation through a “teaming” structure o Building a structured collaborative team is the key to great state planning and long-term WIOA success o Why this works, how it works, and how system transformation is within reach
NEW JERSEY Aaron Fichtner, Ph. D. Deputy Commissioner New Jersey Department of Labor and Workforce Development
New Jersey: Building a Blueprint for Talent Development Key Elements ‐ Shared vision and mission between key state departments ‐ Extensive opportunities for local partner participation ‐ Broad effort to involve all key stakeholders ‐ Focus on key policy frameworks that are broader than WIOA ‐ Development of key policies to ensure that WIOA implementation is aligned with state talent development goals
Established Six Working Groups December 2014 – June 2015 State Employment and Training Commission Governance and Planning Performance WIOA WORKING GROUPS State Council on Adult Learning and Education (SCALES) Shared Youth Vision Council Services for Youth Career Pathways One Stop Operations State Rehabilitation Council Services for Individuals with Disabilities
Strategy for Broader Stakeholder Engagement NJ WIOA Website: The website http: //lwd. state. nj. us/labor/wioa/ was launched in January 2015 to provide a place where stakeholders could receive up‐to‐date national and New Jersey‐specific WIOA information. Work Group Webinars: Starting in February, 2015, each Work Group hosted informational, interactive webinars to provide an overview of WIOA provisions and to provide an additional opportunity for feedback. Pathways and Partnerships Two-Day Conference On March 31 and April 1, 2015, the SETC and LWD jointly hosted a conference at Mercer County College with more than 300 stakeholders from across the state The conference featured: - Overview presentations from national experts about WIOA and critical trends in workforce development - Extensive breakout sessions were held on each of the six Work Group topics, offering the participants an opportunity for smaller group discussions and comments on key questions and issues relating to WIOA implementation. - Panel of national experts from the National Governors Association, the National Association of State Workforce Agencies, the National Skills Coalition and the Council of State Administrators of Vocational Rehabilitation - Panel of promising employer-driven partnerships in New Jersey
Blueprint for Talent Development Adopted: June 16, 2015 Vision Accelerate the Pace of New Jersey’s competitiveness in the 21 st Century global talent marketplace. Key Policy Frameworks 1. Regional Planning and Services 2. Employer-Driven High-Quality Partnerships 3. Career Pathways Mission New Jersey will increase the number of residents with an industry‐valued credential or degree through high quality partnerships and integrated investments. 4. Industry‐Valued Credentials 5. Locally-Driven One-Stop Career Centers 6. Career Guidance Network 7. Data-Informed Decision‐Making 13
Investments to Support the Blueprint Fall 2015 Partnership Development Talent Networks in 7 Industries PRODUCE AND DISSEMINATE INTELLIGENCE about workforce needs and trends ðAssists LWD in the identification of industry-valued credentials leveraging employer contacts in the industry network ðPartners with LWD-Labor Market Information analysts to craft annual “State of the Industry Report” ðHosts (1 -Day) Industry Summit to educate stakeholders about industry needs and about successful partnership models DRIVE the CREATION of employer-driven, High-Quality Partnerships ðFacilitates development of industry-focused partnerships in three regions of the state ðWorks closely with employers, education and training providers to craft a workforce strategy for each of the three regions 14
Investments to Support the Blueprint Fall 2015 Training Investments Skills Partnership Grants INCUMBENT WORKER Customized Training ðIndividual companies eligible for grants Talent Development Centers NEW Industry-Focused CENTERS of EXCELLENCE ðThree Incumbent/Dislocated Worker Grants to be awarded to higher education institutions to become Centers for Excellence ðApplicants must provide a plan to create customized, employer-driven curriculum in one of three key industries: Health Care, Advanced Manufacturing, and Transportation, Logistics and Distribution ðPlan must demonstrate industry intelligence; identification of in-demand credentials; and evidence of employer involvement in curriculum development ðMulti-employer, industry-specific consortia applicants eligible for larger awards Opportunity Partnership Grants DISLOCATED WORKER Employer-Driven Training ðApplicants must demonstrate extensive employer involvement in identification of valued credential and in the development of curriculum ðPartnering employers must make a commitment to interview and consider for hire individuals who successfully complete the training program 15
State Plan Update Key Policies SETC and LWD staff developed 16 key policy statements based on feedback gathered through the development of the Blueprint. Stakeholder Feedback Sessions On December 10 th and 11 th, SETC and LWD hosted stakeholder information sessions with approximately 100 participants to obtain feedback. - Stronger Role for Local Boards - Requirements for Regional Planning - Industry‐Valued Credential List - Redefinition of Roles in One-Stop Career Centers - Competitive Selection of One-Stop Operator - Focus on Employment First / Career Pathways - Eligible Training Provider List - New Performance Metrics 16
WASHINGTON Amy Anderson, Director AWB Institute (Member of Washington Training & Education Coordinating Board) Beth Thew, Secretary-Treasurer Spokane Regional Labor Council (Member of Washington Training & Education Coordinating Board) Eric Wolf, Workforce Policy Associate Washington Training & Education Coordinating Board
Governor Inslee’s Charges to the Workforce Board 1. Help more people find and keep jobs that lead to economic self‐ sufficiency, with a focus on disadvantaged populations. 2. Close skill gaps for employers, with a focus on in‐demand industry sectors and occupations. 3. Work together as a single, seamless team to make this happen.
Governor Inslee Workforce Board WIOA Steering Committee Education/Career Pathways • Youth Services TF Local Governance/Sector Strategies • Regional Planning TF • Sector Strategies TF • One‐Stop Cert/Assessment Criteria TF • Unified or Combined Plan TF • Professional Development TF • Accessibility and Technology TF Accountability & Eligible Training Provider List • Core Measures TF • Youth Measures TF • ETPL/Career. Bridge TF
WIOA Implementation Subcommittees Subcommittee Charges Performance Accountability and ETPL Local Governance and Sector Strategies Career and Education Pathways through Integrated Service Opportunities Task Forces: Reframing Current Performance Measures; ETPL Standards; Youth Provider Evaluation System; Co. Enrollment Implications Task Forces: Sector Strategies; Regions; Local Governance Task Forces: WIOA Youth Services Short-Term Conduct data analysis on data collection and reporting systems Develop processes to align ETPL with WIOA parameters Establish procedures for WIOA performance target setting Develop recommendations for ETPL Criteria Develop performance criteria systems for Youth Develop performance criteria system of On-the-Job Training Make recommendations for technology plan Short-Term • Conduct data analysis for local/regional planning regions • Consult with CLEOs and WDCs on area designations and local board configuration • Develop recommendations for local and regional planning regions • Develop recommendations for on local board configuration • Establish process for local council certification • Conduct data analysis for identification of state and local targeted sectors • Develop recommended guidelines for identification and targeting of state and local sectors • Make recommendations for technology plan Long-Term Data collection and reporting systems are in place Align current data system to WIOA for all core that significantly improve outcomes and access for disadvantaged adult populations • Develop recommended guidelines and policies for integrated service delivery • Develop recommended strategies that lead to economic self-sufficiency • Develop recommendations for leveraging 75%/25% WIOA Title I-B Youth Program funds • Develop recommendations for the state technology plan Long-Term • Develop recommended guidelines for incumbent worker training programs • Identify critical skill gaps and develop recommended solution strategies • Develop guidelines and recommendations for 1. Developing a plan for development of cross-system 1. Developing Sector strategy recommendations around 1. Engaging businesses as partners in the career measurement capability. 2. How to provide support for multiple levels of coenrollment under consideration 3. Updating the existing ETP to WIOA standards by December 30, 2015. 4. Design of new ETP for disparate types of Youth services. consistent definitions and possible training. 2. Recommending local board certification criteria. 3. Designating possible regions based on feedback we receive from local areas and local CLEOs on the regions letter sent last month. pathways concept the Steering Committee and Workforce Board have already designed. 2. Developing recommendations related to WIOA’s youth services provisions. 3. Discussing integrated service delivery and the pros/cons related to customer experience and onestop administration. programs Establish and implement procedures for performance target setting Develop guidelines for coordinated performance goalsetting across programs Issues Considered by Subcommittee Short-Term • Develop recommendations for policies and guidance statewide integrated services delivery • Develop strategies and make recommendations to improve outcomes for individuals with disabilities • Develop strategies and make recommendations to enhance employer engagement • Develop strategies and make recommendations to enhance career-connected learning • Create career pathways that are integrated through an ideal One Stop system
WIOA Implementation Task Forces One-Stop Certification Technology and Accessibility Professional Development • Recommending appropriate professional Unified/Combined Plan Task Force Charges • Establish one-stop certification • Develop recommendations focusing on an procedures and one-stop assessment criteria. • Inform guidelines for development of Memoranda of Understanding for onestop partners, including infrastructurecost sharing. • Outline a competitive process for procurement of one-stop operators. accessible technology strategy for: o Workforce customers to access all WIOA services and programs for career and employment goals, o Attain the education and training to attain employment and access Career Pathways with continuous learning, o Employer engagement and programs and services for employer customers, o Work. Source (One Stop) programs and services by reducing barriers to Workforce systems and programs. • Develop recommendations for policies and guidance that significantly improve outcomes and access for disadvantaged adult populations Issues Considered by Task Force 1. Identifying one-stop certification 1. Promoting a “paperless” one-stop where 1. Identifying current best practices in workforce 1. Whether a unified or combined plan is the criteria by examining the current practices of local areas. 2. Managing and sustaining the critical resource-sharing element among required one-stop partners. brochures and training materials are digitized and made accessible on any device. 2. Encouraging wireless Internet accessibility at one-stops. 3. Designing an advisory committee to local area boards that identifies accessibility issues at one -stops and produces a formal annual report on efforts to improve accessibility. development staff professional development. 2. Topics that professional development for staff must cover to achieve the braided service delivery experience called for by WIOA. appropriate vehicle to express the state’s strategic vision for the workforce development system. 2. If a combined plan is chosen, which of the noncore system partners should be included in the plan. 3. Examining the extent to which inclusion in a combined plan will impose certain obligations on the non-core partners chosen for inclusion. development for frontline and leadership/management staff within all core programs and one-stops that is sustainable throughout the state and ensures accessibility and flexibility for all staff. • Explore fully the benefits of a combined plan versus a unified plan, including an analysis of any current barriers to accomplishing a combined plan. • Conduct an examination of integrating the Temporary Assistance for Needy Families (TANF) program into the workforce system, including recommendations for serving the most at-risk TANF clients. Health and human services stakeholders must be a key constituency in forming this set of recommendations.
Washington’s WIOA Combined Plan • A task force recommended Washington pursue a combined WIOA plan – – – Encouraged as many partner programs as possible to join, after consideration of impacts to customers—job‐seekers AND businesses Partners could ask to opt‐in or opt‐out by letter to the Workforce Board and Governor After 2 years, partners may reassess their participation in combined planning and petition the Board and Governor to opt‐out Roles of Partners in the WIOA Combined Plan… Increase Education and Training Opportunities Improve Both Worker Retention and Earnings Progression Identify how Partners can Help Customers Collaboratively and Efficiently
Washington’s Key Strategic Priorities for WIOA Integrated and Streamlined Customer Service Next Generation Performance Accountability Strengthened Business Engagement Accessible, Technologically Savvy System
July 28 Steering Committee adopts Task Force and Subcommittee recommendations August 17 Workforce Board Meeting Elects to create a combined plan with as many participating partners as possible. Approves Chapters 1‐ 3 of High Skills, High Wages plan (economic overview and performance accountability). Phase 2 November – January WIOA Strategic Plan posted for public comment September 17 Workforce Board Meeting Take action on Plan Outline February Workforce Board adopts Final Combined Plan and sends to Governor’s Office JULY 2015 MARCH 2016 Key Plan Writing Period July 30 -31 Workforce Board Retreat Approves workforce plan’s focus August 25 WIOA Writing Team Weekly Meetings start November 19 Workforce Board Meeting Take action on Workforce Draft Plan March 1 Plan shipped to U. S. Department of Labor with celebration on March 3 January Finalize Operational Plan Components Phase 1 Workforce Plan September & October Public Forums 9/11 Vancouver & 9/15 Spokane
QUESTION & ANSWER
TECHNICAL ASSISTANCE Thank you for participating in today’s webinar! REMINDER: Upcoming WIOA Implementation Teams Calls WIOA Implementation Conference Call: Single Area States January 6 th, 2016, 4: 00 p. m. – 5: 00 p. m. EST National Convening Team POC’s Webinar #2 January 8 th, 2016, 2: 00 p. m. – 3: 00 p. m. EST
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