From Strategy to Implementation - gseta.org · Maher & Maher, an IMPAQ Company | 24 Outcomes Overall Outcomes • By 2016, IDOC offered apprenticeships in 19 occupations, such as

Maher and Maher | Presentation Title | 1

From Strategy to Implementation

Expanding Apprenticeship and Building Career Pathways at the State and Regional Level

Maher & Maher, an IMPAQ Company | 2

Your Presenter

Christina Herzog

Senior Analyst and Project Manager

Maher & Maher

ETHICS DISCLAIMER

“This presentation reflects my (personal) views of the changes implied by WIOA and the actions

a proactive workforce system professional may want to consider in preparing for the new Law. It

is not reflective of Federal policy nor, in any way, shaped by any specific knowledge thereof.”


About Maher & Maher

• Talent development and change management consultants

– Nexus of workforce development, economic development, and education

• Expertise:

– Technical assistance and training

– Strategic planning and facilitation

– Industry sector strategies and career pathways

– Systems assessment and redesign

• Primary practice areas:

– Federal government and NGOs

– States, regional areas, and community colleges

– Private sector

• 31 years in operation

• Headquarters in New Jersey with offices in Washington DC


Today’s Objectives

• Overview of Alignment for Apprenticeship, Sectors, and Career Pathways

• Delve into 3 promising avenues for Apprenticeship expansion with Case Studies

• Explore potential regional strategies and alignment opportunities for NJ

4


“ “Currently, in New Jersey, we can boast more than 7,000 residents enrolled in apprenticeship programs. But, when we look beyond our borders to our competitor states, we see that our numbers are dwarfed significantly. I look at Massachusetts, as I often do, and I see apprenticeship programs that enroll 50 percent more residents than we do.

Governor Phil MurphyJune 8, 2018

New Jersey Apprenticeship Network https://www.nj.gov/governor/initiatives/economy/apprenticeships.shtml

Apprenticeships, Sector Strategies, and Career Pathways


Sector Strategies, Apprenticeship and Career Pathways: From Policy to Practice


Lanier or N. GA Industrial Maintenance Training programs / modules

Lanier or N. GA Manufacturing Training programs / modules

High SchoolTechnical programs

Supervisor (Technologist)

(Industrial Technology, Engineering, Training and Development, Management and Supervision)

Technician

Senior Industrial Maintenance Person

Lanier or North Georgia Technical

College AA / AS Degree Industrial Maintenance Person

Electrical Mechanical

Kennesaw or UNG BS / BA Degree

On the Job Training / ApprenticeshipOn the Job Training

or Lanier / N GA modules

On the Job Training or Apprenticeship

= OJT / Apprenticeship

Entry Industrial Maintenance Person

Training from Adult Education System

Senior Operator

Operator

Entry Operator

MechanicsRepair people

Machinist

WelderMillwrightFabricator

Hire from Another

Company

= Classroom Training


Examples of a Integrated Approachto Sectors, Pathways, and Apprenticeship

• Target sectors are identified using the most currently available state and regional labor market data.

• Clearly reflected in goals and actions of strategic plans.

• Industry partnerships include key sector employers who are driving the initiative forward and are also informing career pathways development and offering Apprenticeships/work-based learning.

• Gives clear direction to operators / intermediaries / sponsors regarding industry sectors to be targeted, including quantified expectations and targeted service and training resources.

• Coordinates with education providers, human service partners, and industry associations in the design and delivery of career pathways aligned to skill needs identified sector strategy efforts and complementary Apprenticeships.

• Engages in a collaborative, demand-driven approach to respond to employers’ immediate needs in partnership with economic development entities and service providers.

• Develops linkages with employers to encourage employers to use the system and to support local talent development needs.


Examples of Staff Changes to align with this model for Sectors, Career Pathways, & Apprenticeship

OccupationBeginning

Application

Full

ImplementationWhat this Means for Staff

Case Manager Access to and

review of

Labor Market

Information

(LMI)

Ability to interpret

and apply

knowledge of

sector occupations

in demand.

Coaching instead

of Case Mgmt

Case Managers “coach” job seekers on current

occupations and associated training,

apprenticeships, and work-based learning that may

match transferrable skill sets, and coach customers

to make their decisions based on current regional

hiring needs that align sectors with high growth

potential to career pathways for the job seeker.

Business

Service

Representative

Contact and

develop

relationships

with

employers

within sectors

Develop strategic

and customized

solutions for

businesses that go

beyond

transactional one-

off’s to relationship

management

Business relationship developers move beyond

simply looking at workforce and occupational data, to

using data to set future goals, and create strategic

plans for the industries they work with in the region.

They know key challenges the employer is facing

before meeting with them, and have a firm

understanding of how apprenticeship works, and

how it can solve employer problems. They work

collaboratively across institutions in unified business

services teams, and present industry with one

system voice. The sector partnerships act as the

vehicle for that voice.

Job Center

Manager

Share

industry

information

with staff,

make sector

assignments

Ensure staff knows

their sectors,

create incentives,

and ensure

accountability

Job center managers train staff to understand

sectors, career pathways, apprenticeships, work-

based learning, and their roles. They introduce

methods to meet industry demand goals, provide

resources, and measure outcomes to track progress.


Examples of Staff Changes to align with this model for Sectors, Career Pathways, & Apprenticeship

OccupationBeginning

Application

Full

ImplementationWhat this Means for Staff

Local Board

Members and

Staff

Manage current

sector projects,

programs, and

funding streams

Guides system

development by

defining goals and

supporting

transformational

partnerships

Local boards move away from managing

sector projects, and more toward capacity

building, act as an intermediary or

apprenticeship sponsor, emphasizing lasting

connections between core programs and

relationships with industry. Solutions are

program agnostic, and designed to drive

regional workforce and economic development.

Sector efforts are led by businesses or industry

champions, rather than staff led.

Agency Staff Determine

“success” by

reviewing

outcomes relative

to short-term

performance

measures

Evaluates system

performance using

measures and

targets that are

reflective of local

and regionally-

defined needs

State agency staff emphasize regional sector

planning and alignment with economic

development strategy, creation of career

pathways, and development of work-based

learning for the long-term success of the

workforce. They establish, maintain, and

review metrics that measure outcomes rather

than processes.


Questions & Discussion


– Established system serving

thousands of businesses and

apprentices

– Works well in construction and

manufacturing

– Growing in healthcare and

information technology

What Is Registered Apprenticeship?

The RA system has trained America's skilled workforce for over 80

years. It combines job-related technical instruction with structured

on-the-job learning experiences. RA’s must meet parameters

established under the National Apprenticeship Act. Standards are

approved by US DOL OA or State Apprenticeship Agencies.


Components & Models

Five Core Components ofRegistered Apprenticeship

Employer Involvement

Structured On-the-Job

Learning

Related Instruction

Rewards for Skill Gains

National Occupational

Credential


Driving Apprenticeship Expansion to Non-Traditional Industries and Diversifying the Talent Pipeline

How Might We Expand?

➢ State Agency and Regional Alignment

➢ Diversifying the Talent Pipeline

➢ Expanding Business Engagement


Maryland

Case Study – State Agency and Regional Alignment


Maryland

Challenge

• Division of Labor and Industry, where RA was housed, was separated from Department of Labor

• Under-staffed, and State outreach staff unfamiliar with apprenticeship

• Focus on oversight of existing programs, rather than engagement and expansion

Solution• Realigned the divisions through legislation

• Trained existing business services staff across agencies and across regions on a common understanding of RA to unify business service approach to industry

• Large scale outreach program and new service methodology including cross-training

Link to case studies: https://apprenticeshipusa.workforcegps.org/resources/2017/08/29/13/40/Apprenticeship-Promising-Practices-Aligning-State-Systems-and-Partnerships

https://apprenticeshipusa.workforcegps.org/resources/2017/08/29/13/40/Apprenticeship-Promising-Practices-Aligning-State-Systems-and-Partnerships


Apprenticeship Outcomes

• Expanded to new industries

• Dramatically increased number of

employer sponsors

• Engaged new intermediary partners

who are up and running

• Unified business services


How might we replicate this success?

• Take the Time to Educate Your Partners. As one staff member put it, “We didn’t realize how worthwhile the time investment in training other business service reps on apprenticeship was. It was worth its weight in gold!”

• Well-trained and informed partner staff can be champions for apprenticeship. With ongoing training, support, and inclusion in the world of apprenticeship, they will promote and advocate for the program and suggest ideas to improve.


Considerations for Replication

• Upgrade Technology - upgrade to an advanced

electronic data system before embarking on a

program expansion effort. Maryland lacked a

modernized system, and updating it was an

extensive undertaking.


Iowa

Case Study – Diversifying the Talent Pipeline


Iowa

Challenge

• Low unemployment and talent shortage, skill gaps, and

need to reduce recidivism for the re-entry population

Solution

• In 2011, Iowa’s Department of Corrections (IDOC) decided to reduce recidivism and improve the ability of offenders to provide for themselves and their families.

• IDOC worked with US DOL OA State Director to get approval for 10 RA’s, which provide nationally recognized credentials

• IDOC acts as the program sponsor. Apprentices are employed by IDOC or Iowa Prison Industries and earn wages that progress from sixty cents to two dollars per hour.


Outcomes

Overall Outcomes

• By 2016, IDOC offered apprenticeships

in 19 occupations, such as welder,

plumber, cook/food service, and

computer operator.

Success Story• While serving a 14-year prison sentence for armed robbery, one individual

resolved to change the direction of his life. He enrolled in the IDOC RA Program

and graduated with the highest grade point average in the program’s history. Six

weeks before his release he interviewed with Frontier Co-op in Norway, Iowa

and was hired. He began work immediately after his release. “He exceeded

expectations immediately,” says the HR manager for Frontier Co-op, “He was

actually promoted within his first two months.”



• Communication is a central component for effectively starting or expanding an apprenticeship program –communication with US DOL staff, with employers and community colleges, with prisoners, and with management to build knowledge and buy-in.

• Work closely with employers to address misconceptions and fears about the re-entry population.

• Let business need drive selection of Apprenticeship occupations.


Idaho

Case Study – Expanding Business Engagement


Idaho

Challenge

• Employers were frustrated by needing to talk to different

agencies, through multiple conversations, and the state

needed to unify their business services

Solution

• Created a business outreach team for each region with a full-time “Regional Business Specialist” from the Job Center and a halftime Apprenticeship Training Coordinator (or “Solutions Specialist”) from the workforce training/ continuing education department of the technical or community college in each of the state’s six regions.

• Idaho DOL and CTE co-leads created unified training program, and invested in Insightly CRM tool



• Treat outreach as a consultative sales process, focusing on companies with a need.

• Bring education and workforce together.

• Invest in local capacity, regardless of barriers.

• Intensive training up front creates buy-in and consistency of messaging.

• Create common language across institutions to speak with one voice.

Regional Strategy Alignment

New Jersey


Activity

Write answers to the following questions on a note and post to the board:

• What do you have in your region that is working well that others should know about?

• What is an obstacle you just can’t get past?


Brainstorm

• Where might we want to focus our energies in the coming six to twelve months?


Questions & Discussion


Contact Us:

3535 Route 66, Building 4Neptune, NJ 07753

Phone: 732-918-80001-888-90MAHER

(888-906-2437)

Fax: 732-918-9059

www.mahernet.com

Christina Herzog

Senior Analyst and Project Manager

Maher & Maher

[email protected]


Bonus Slides

• If there are questions about RA


What Is an IRAP?

– Accredited by independent

organizations to minimize the role

of government

– Maximum flexibility to meet

industries’ rapidly changing needs

– Lower cost of entry through

industry-supplied support and

standardized solutions

– May be tailored to meet the unique

needs of small businesses

An innovative apprenticeship model through which an individual obtains workplace-relevant knowledge and skills via programs that are established with standards set by industry.


OJT and RTI Models

Five Core Components

of

Registered

Apprenticeship


Registered Apprenticeship Models

• Models types – time-based/hybrid/competency

Documents

From Strategy to Implementation - gseta.org · Maher & Maher, an IMPAQ Company | 24 Outcomes Overall Outcomes • By 2016, IDOC offered apprenticeships in 19 occupations, such as