Transcript Workforce innovation and opportunity act (wioa)

REGIONAL DESIGNATION
• In alignment with labor market areas and economic
development regions
• Through consultation of governor with state board and with
chief elected officials and local boards
• Initial (two-year) approval upon request by existing local areas
demonstrating successful performance/fiscal integrity
• Subsequent approval if successful fiscal and programmatic
performance
PLANNING
Cross-Secretariat/Cross-Disciplinary Planning
 Unified planning process across workforce development, adult education,
vocational rehabilitation, Wagner-Peyser
 Requires planning with economic development
 Performance indicators shared across titles; co-enrollment and shared data
encouraged
 Performance indicators emphasize earning recognized credentials, making
skill gains
 Career pathways to provide education/training/employment assistance
 Performance indicators require long-term follow-up to capture outcomes
Regional Planning across Workforce Areas
 Assumes homogeneous regions vs. customized partnering by industry
CAREER CENTERS
 Career center operators must be procured through a competitive process
 Delay rechartering process in Metro North?
 Wagner-Peyser services must be co-located with career centers
 Metro North is one of four MA regions with a WIA waiver to allow operator
staff to provide Wagner-Peyser employment services
 Will we be allowed to continue our current model?
 Career center partners must contribute to infrastructure costs; MOUs to
include cost-sharing requirements
 Career centers must go through certification process defined at state
level, but implemented locally
 Career Center Partners:
 Adds Second Chance, TANF, and Unemployment Assistance
 Removes Job Corps
EMPHASIS ON WORK-BASED LEARNING
Emphasis on job-driven/work experience service models
 OJT, apprenticeship, internships, work experience
 20% of youth funds to work experience
 Adds option for incumbent worker training
 Ability to shift 100% of funds between Adults and Dislocated Workers
WORKFORCE DEVELOPMENT BOARD (WDB) COMPOSITION
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At least 50% business
At least 20% representatives of workforce
• New: representative of apprenticeship program
•
Representatives of education and training activities
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Representatives of government and economic and community development
Standing Committees:
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Youth Council  Youth Committee
•
PFO/Career Center Committees  One-Stop Delivery System
•
Individuals with Disabilities Committee
•
Others, at local option
BOARD ROLE - THIRTEEN POINTS
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Local Plan
•
Workforce Research and Regional Labor Market Analysis
•
Convening, Brokering, Leveraging
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Employer Engagement
•
Career Pathways Development
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Proven and Promising Practices
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Technology
•
Program Oversight
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Negotiation of Local Performance Measures
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Selection of Operators/Providers
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Coordination with Education Providers
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Budget and Administration
•
Accessibility for Individuals with Disabilities
IMPORTANT DATES
• Draft regulations 7/11/2015
• Partial implementation 7/1/2015
• Full implementation 7/1/2016
BUSINESS ENGAGEMENT
Board Participation
Contributions
 Influence policy
 Influence resource investment
 Equipment donations
 Staff time for: instruction, mentors,
guest lectures, industry sessions
 Career exposure/work experience:
 Job Shadowing
 Internships
 OJTs
 Summer Jobs/Part-time Jobs
for Youth
 Interview training completers
 Commitment to hire qualified
candidates
Industry Partnerships
 Strategic planning
 Career pathways development
 Curriculum advice
 Training design
BUSINESS ENGAGEMENT
How can we convincingly frame what we do as a joint effort and of joint
value to business and workforce development/education?
What obstacles are there for business participation?
 What are the costs?
What incentives are there for business participation?
 Is succession planning/pipeline development a factor?
 Is preparing the workforce a business problem?
 Could there be long-term cost reductions due to participation?
Business leadership
 How do we identify/develop industry champions?
 Should these partnerships be employer-led? How can we facilitate this?