1155 15 th Street NW, Suite 350 Washington, DC, 20005 Washington and Beyond Or, what is happening on-the-ground

1155 15th Street NW, Suite 350 Washington, DC, 20005 wwww.nawb.org www.workforceinvestmentworks.com

Washington and Beyond

Or, what is happening on-the-ground


Washington: Sunrise…Sunset?


NAWB in DC

• IGO

• NDD

• CEF

• ASAE


Senate 2016Solid D 7

Likely D 1

Lean D 1 (Bennet – CO)

Toss-Up D – NV (Reid)R – FL (Rubio)IL – KirkWI - Johnson

Lean R 4

Likely R 5

Solid R 12

• Democrats – 44• Republicans – 54• Independents – 2• 60 is the magic number

to effectively move legislation

• D – 10 seats up• R – 24 Seats Up• 4 is the magic number


House 2016Solid D 169

Likely D 15

Lean D 6 (3 Rs)

Toss-Up 14 (D-3 & R-11)

Lean R 13 (1 D)

Likely R 13

Solid R 208

• Democrats – 188• Republicans – 247• 218 is the magic number to

organize the House• Redistricting– R = 202– D = 47– Commissions = 92– Split control forms = 87– Single state = 7


Finding Common Ground

1155 15th Street NW, Suite 350 Washington, DC, 20005 wwww.nawb.org www.workforceinvestmentworks.comQuoctrung Bui and Jacob Goldstein – NPR/planet money


WIOA Budget Picture

FY '15 FY '16 FY '17 Fy '18Adult (Sec 136) 766,080,000$ 825,252,000$ 842,376,000$ 861,060,000$ Dislocated Workers (sec 136) 1,222,457,000$ 1,316,880,000$ 1,344,205,000$ 1,374,019,000$ Youth (Sec 136) 820,430,000$ 883,800,000$ 902,139,000$ 922,148,000$ Wagner-Peyser 664,184,000$ Job Corps 1,688,155,000$ 1,818,548,000$ 1,856,283,000$ 1,897,455,000$ Adult Literacy 577,677,000$ 622,286,000$ 635,198,000$ 649,287,000$

WIOA's Suggested Authorizations


WHAT’S DRIVING CHANGE



Technology…

Paul Sakuma/Associated Press

da Vinci Xi Surgical System

"In 2013, global robot sales will increase by about 2% to 162,000 units. The IFR Statistical Department expects that between 2014 and 2016 worldwide robot sales will increase by about 6% on average per year. In 2016, the annual supply of industrial robots will reach more than 190,000 units.” International Federation of Robotics


eLearning…

Walter Sisulu University – South Africa


“Traditional” Work is Declining Microbusinesses in the US; employ over 21M 5.2M businesses (1-20) 3.6M w/1-4 workers $748B+ in wages


The Labor Force is Mobile International Labour Office

estimates; there are over 84M migrant

workers worldwide They are the 16th largest

“country” in the world between Egypt and Germany.


HISTORY & PURPOSE


WIOA – The Purpose

The purpose of WIOA is to better align the workforce system with education and economic development in an effort to

create a collective response to economic and labor market challenges on the

national, state, and local levels.


WIOA Implementation

• Are we seeing a changing vision or is this WIA tweaked to make it a bit better/more relevant?–More focused on business workforce needs, regional thinking,

economic development?–Work-based training strategies replacing classroom training models?– Programs focused on disengaged out-of-school youth?

• Are staff (front line, as well as middle and senior management) supportive of this vision?


Purpose of WIOA

SETA Conference 2015 | 18

Increase the employment retention, and earnings of participants

Increase attainment of recognized post-secondary credentials by participants; and as a result,

Improve the quality of the workforce, reduce welfare dependency, increase requirements of employers, enhance the productivity and

competiveness of the Nation.

Provide workforce investment activities……through State and local workforce development systems,

that…


THE WORK OF LOCAL WORKFORCE BOARDS UNDER WIOA


WIOA and the Local Workforce Boards

• The Workforce Innovation and Opportunity Act has activities that a local board is responsible for undertaking and implementing.

• Collaboration and leadership are key to the successful undertaking and implementation of these activities.



Activities the Local Board Must ConsiderPoints of Consideration

1 Local Unified Plan 9 Negotiate Local Performance

2 Workforce Research/LMI Analysis 10Coordination with Education

Providers

3 Convening/Brokering/Leveraging 11 Selection of Operators

4 Employer Engagement 12 Budget & Administration

5 Career Pathway Development 13Accessibility for Individuals

w/Disabilities

6 Proven & Promising Practices 14 Staff

7 Technology 15 Providing Training

8 Program Oversight 16 Career Services

21


Overview of the Activities


WIOA Component Responsibility (Implementation)

1 Local Unified Plan• Develop and submit to the Governor a

comprehensive 4-year local plan, in partnership with the chief elected official

2Workforce

Research/LMI Analysis

• Carry out analyses of the economic conditions in the region including the needed knowledge, skills, workforce, and workforce development activities in the region.

• Assist the Governor in developing the statewide workforce and labor market information system in the region.

• Conduct such other research, data collection, and analysis related to the workforce needs of the regional economy.

3Convening/Brokering/Leveraging

• Convene stockholders to assist in the development of the local plan.

• Leverage support for workforce development activities





4Employer

Engagement

• Promote business representation on local board to develop effective linkages (including the use of intermediaries) with employers in the region.

5Career Pathway

Development

• Lead efforts (with representatives of secondary and postsecondary education programs) to develop and implement career pathways within the local area aligning the employment, training, education, and supportive services that are needed by adults and youth, particularly individuals with barriers to employment.

6 Proven & Promising Practices

• Identify and promote proven and promising strategies and initiatives for meeting the needs of employers, and workers and jobseekers

• Identify and disseminate information on proven and promising practices





7 Technology

• Facilitate connections among the intake and case management information systems of the one-stop partner programs to support a comprehensive workforce development system in the local area

• Facilitate access to services provided through the one-stop delivery system involved, including facilitating the access in remote areas

8Program Oversight

• Conduct oversight for youth workforce activities to ensure appropriate use, management, and investment of funds for workforce development activities.

9Negotiate Local

Performance

• Negotiate and reach agreement on local performance accountability measures as described in section 116(c).




Recommendation Purpose / Logistics

10

Selection of Operators

• Shall designate or certify one-stop operators as described in section 121(d)(2)(A); and 102

• Shall identify eligible providers of youth workforce investment activities in the local area

• Shall work with the State to ensure there are sufficient numbers and types of providers of career services and training services

11

Coordination with Education Providers

• Shall coordinate activities with education and training providers in the local area including providers of: workforce investment activities, adult education and literacy activities, providers of career and technical education and local agencies administering plans under title I of the Rehabilitation Act of 1973

12

Budget &

Administration

• Shall develop a budget for the activities of the local board in the local area, consistent with the local plan and the duties of the local board





13

Accessibility for Individuals

w/Disabilities

• Annually assess the physical and programmatic accessibility Veterans Affairs

14 Staff

• May hire staff and shall establish and apply a set of objective qualifications for the position of director, that ensures that the individual selected has the requisite knowledge, skills, and abilities, to meet identified benchmarks

15 Providing Training

• Demonstrate programs of training services that prepare participants for an in-demand industry sector or occupation in the local area





16 Career Services

• May provide career services described in section 134(c)(2) through a one-stop delivery system or be designated or certified as a one-stop operator only with the agreement of the chief elected official in the local area and the Governor


Leader Characteristics of the Board Internal Investments

Negotiates performance standards that are a stretch

Develops/maintains a culture of continuous improvement, including conversations with the internal expertise of the staff & contractors

Has the necessary strategic conversations (i.e. budgeting, strategy, foci on the outcome, etc.)

• Roots decisions in data analytics

• Searches for Innovation with Continuous Improvement as a core value

External Investments Communicates market

conditions ENGAGES:

Sector discussions Pathway building with

education Collaboration with the

Governor’s State-wide investments

LOCAL elected officials AND, state & Federal policy makers

Supports the systems that surround workforce development



Staff - Characteristics of Leadership Internal Investments

• Serves/coaches the Board• Focus on “management”

metrics• Supports Staff

– Development– Collaboration– Engagement

External Investments

• Builds collaborative networks

• Develops a regional “shared” plan

• Connects to the community – CBOs and support systems like housing, transportation, education, etc.



THE UNDERTAKING – OUR APPROACH


Activity: Crafting Our Strategic Direction - Who do we need at the table?

Who are the critical partners needed for each activity?

• Who’s already doing things that already inform our plan? How is economic development being done? How is transportation being done?

• How do we connect with those who are already doing?

• What best practices can we glean from?

• What best practices do we have to share that can be used as a strategy to reposition us?



Five Principles of Collaboration

• Requires ALL team members work together toward a common goal

• Values ALL participants • Embraces the unique perspective of ALL

team members• Its basis is a strong sense of purpose• Requires trust and a sense of shared

responsibility



Theory U Co-initiating:

uncover common intent Co-sensing:

observe, observe, observe Co-inspiring:

connect to the source of inspiration and will

Co-creating: prototype the new

Co-evolving: institutionalize the new

practices



WRAP-UP & NEXT STEPS


Critical Decisions that We Might Discuss

• Local and regional area issues• Truly integrated on-stop career centers• Local boards that act strategically• Competitive procurement• Performance Standards• Priority of service• Fiscal issues• Lack of buy-in from ______ [boards, elected officials, state agencies, local

nonprofits, schools, organized labor, other]• Other ????


Elected Officials and the New Boards

• Elected officials play a key role and often have been overlooked as WIA became predictable; now they must make key decisions and board appointments

• Orientation for elected officials essential but also for new boards and community partners


Key Board Decisions• What sectors to focus on and who leads these efforts• One-Stop Operator• Service Providers• MOUs and One-Stop Infrastructure Costs (some ambiguity as

to whether this is a board or operator function)• Development of a Strategic Plan for Local Area or Region


Moving Forward: Our Map

• This is what we must do• This is how we will do it• This is when we will get

it done• These are the strategic

partners who we need at the table

• This is how we will define and measure success



The Time has Come the Walrus said…



One-Stops: Are They the Same or Will We See Big Changes?

• Board must choose its role: operator, service provider, both, neither

• Board must define the roles of the operator–What is the view of the board, local officials, state and current

providers on this issue?

• Board establishes competitive procurement process for operator, youth and maybe service providers


FIREWALLS!!!

State RegulationsFinal Federal RegulationsLocal Boards Need to Settle these

issues up front and soon


Work-Based Learning

• Do boards have the capacity to organize key economic sectors? Are sectors supportive? Are affordable solutions to workforce needs likely?

• Can WIOA staff “sell” OJT, organize customized training programs, develop work experience, try-out employment and internships on a significant scale?

• Can one-stops succeed at helping low-wage workers combine that work with education and training opportunities? What priority will it get?


…More Decisions

• Board can hire staff and develop a budget• Board can set its legal structure: nonprofit, part of government

agency, other• CLEO chooses fiscal agent• The oddity of Bylaws in the NPRM• Training provider, especially in rural areas• OJT, customized training and incumbent worker policies


THANK YOU !

http://nawb.org/nawb/forum/


What Practices do we already do that would help us enact the leadership characteristics?

SAMPLE MEETING AGENDA

Agenda Topic

Strategic Discussion(What things should we be

discussing?)

Data (Information)

Has this already been done?o If so, where, when, how? Is

their LWIA similar to ours (i.e., demographics, geography, funding, etc.)? Can they be used as a model/are they reputable?

Who do we need at the table? o Do we have already formed

partnerships or do we need to form new alliances?

Are there any implications we need to consider (i.e., political, relational, ethical, financial)?

Do we have the resources?

What data points should we be looking for?

Do we have what we need to make a decision or take action?

What else do we need?



Activity: Thinking Through the Agenda

EXAMPLE - AGENDA TOPIC

Agenda Topic Strategic Discussion(What things should we be

discussing?)

Data

(Information)

Proven & Promising Practices:

Identify and promote proven and promising strategies

and initiatives for meeting the needs of employers, and

workers and jobseekers.


Documents

1155 15 th Street NW, Suite 350 Washington, DC, 20005 Washington and Beyond Or, what is happening on-the-ground