workforce innovation and opportunity act (wioa) selected issues for metro north

WORKFO

RCE INNOVA

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Y ACT

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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

PLANNINGCross-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

• At least 50% business

• At least 20% representatives of workforce • New: representative of apprenticeship program

• Representatives of education and training activities

• Representatives of government and economic and community development

Standing Committees:

• Youth Council Youth Committee

• PFO/Career Center Committees One-Stop Delivery System

• Individuals with Disabilities Committee

• Others, at local option

BOARD ROLE - THIRTEEN POINTS• Local Plan

• Workforce Research and Regional Labor Market Analysis

• Convening, Brokering, Leveraging

• Employer Engagement

• Career Pathways Development

• Proven and Promising Practices

• Technology

• Program Oversight

• Negotiation of Local Performance Measures

• Selection of Operators/Providers

• Coordination with Education Providers

• 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

Board Participation

Influence policy Influence resource investment 

Industry Partnerships

Strategic planning Career pathways development Curriculum advice Training design 

Contributions

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

BUSINESS ENGAGEMENT

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?