Attachment C to 10/25/04 SDCES Minutes

Recommendations for Coordinating and Integrating

New Mexico’s State Workforce Development Programs

Mandated by Executive Order 2004-004

TABLE OF CONTENTS

PLAN SUMMARY ............................................................................................................6 Figure 1 - Current Program Approach ............................................................................ 7 Figure 2 - Effective Service Approach.............................................................................. 8

IMPLEMENTATION RECOMMENDATIONS .........................................................10

THE RECOMMENDATIONS .......................................................................................11 Recommendation 1 – Independent Oversight and Coordination Office........................11

Figure 3 - Services and Results Model ........................................................................... 12 Recommendation 2 – Shared Vision .............................................................................13 Recommendation 3 – Business Driven..........................................................................15 Recommendation 4 – Local Board Focus......................................................................16 Recommendation 5 – Comprehensive One-Stop Centers..............................................17 Recommendation 6 – Coordinated Educational System................................................19

ATTACHMENTS ............................................................................................................25 Attachment 1 - OWTD Transfer Of Integrated Programs .............................................26

Figure 4 - Integrated Programs Transferred to the OWTD for Grant, Fiscal and Program Administration ................................................................................................. 26

Attachment 2 - OWTD Coordinated Programs .............................................................27 Figure 5 - Programs that OWTD will have the statutory authority to require coordination and to monitor performance outcomes...................................................... 27

Attachment 3 - Specific Legislative Recommendations................................................28 Attachment 4 - Suggested Implementation Timeline ....................................................29 Attachment 5 - Functional Organization .......................................................................30

Figure 6 - OWTD Functional Organization ................................................................... 30 Attachment 6 - OWTD Program Interfaces and Integration..........................................31

Figure 7 - Program Area Integration and Responsible Organization............................ 31 Attachment 7 - OWTD Program and Functional Services Coordination at the local level at One-Stop Career Centers...................................................................................32

Figure 8 - Program and Functional Services Integration .............................................. 32 Attachment 8 - Acronyms..............................................................................................33 Attachment 9 - Integrated Programs Descriptions.........................................................34 Attachment 10 - Coordinated Programs Descriptions ...................................................35

Reese Fullerton EXECUTIVE DIRECTOR

Bill Richardson GOVERNOR

Governor’s Office of WORKFORCE TRAINING & DEVELOPMENT

October 20, 2004 Governor Bill Richardson Governor’s Office Capitol Building 4th Floor, Suite 400 Santa Fe, NM 87501

Dear Governor Richardson:

It is my pleasure to present the recommendations for coordinating and integrating New Mexico’s state workforce development programs as directed in your Executive Order (EO) 2004-004. This plan brings direction and accountability to New Mexico’s Workforce Development system while reducing the bureaucracy of administration.

The Office of Workforce Training and Development (OWTD) recommendations were reviewed by and valuable insights were provided by members of the business community, community college presidents, staff of several agencies, persons from the legislative perspective, business development specialists, and by persons leading successful local workforce programs for years both inside and outside New Mexico.

OWTD’s recommendations are simple and track your executive order 2004-004: (1.) Develop a comprehensive plan for the workforce system led by the State workforce Board following the principles of the Workforce Investment Act (WIA) of a business driven system that is focused on local needs and priorities and that will guide the planning efforts of all agencies involved in or supporting those citizens using workforce programs; (2.) Give OWTD legislative authority to provide fiscal and programmatic functions for Workforce Investment Act (WIA) and the TANF Works programs listed in Attachment 1 and, most importantly the authority to require coordination and performance outcomes for the programs listed in Attachment 2. The coordination and performance outcomes for each program will be tailored to meet the mission and purpose of that particular program.

The conclusion of OWTD and those that advised us was that all USDOL ETA programs and other required partners under the WIA be consolidated under one agency. Because of the conflicts of interest noted in the Legislative Finance Committee Audit and the need to monitor and provide oversight compliance of training programs in New Mexico by an office not involved in the delivery of services, we have concluded that it is imperative instead, to have the designated WIA agency be responsible for independent oversight for performance outcomes of all workforce development and training programs consistent with your Executive Order. This agency must hold the public workforce training programs accountable to fully coordinate with each other so that they effectively and efficiently use state and federal funds. Having the authority only to provide the fiscal and program monitoring of these programs, this agency will remain small, efficient and prohibited from competing for or providing direct services.

These recommendations are based on the problems and challenges found by the Legislative Finance Committee’s Audit Report and by various other reports consistent with the findings of the LFC. Implementation of these recommendations should result in eliminating from workforce programs noted conflicts of interest, under performance of one stops centers, centralized and oversized administrative costs, lack of adequate internal fiscal procedures, a bureaucratic focus rather than a focus on local needs, a program protection mindset rather than a service attitude among employees directed by local priorities, and the lack of credibility with the business community that continues to exist and has been mentioned in every report evaluating New Mexico’s Public Workforce System. Instead OWTD will hold programs accountable to performance standards that measure outcomes that will rectify these past findings that led to your EO.

In our many conversations with other states and workforce systems experts some harsh realities emerged: programs saying that they will re-establish credibility with the business community, that they will start being inclusive at one stop centers and that they will coordinate with each other, did not result in these goals actually being realized. Not until real changes were made and performance outcomes authorized by the Governor and the Legislature, did real changes occur. The authority for OWTD for performance accountability is the heart of these recommendations.

Governor Richardson, as we looked around the United States we found an array of options for improved structures to deliver multiple workforce programs: combining Economic and Workforce Development Agencies, combining Higher Education and Workforce systems, combining Human Services and workforce agencies and many other choices. Our recommendations to you and the Legislature are simpler and are taken directly from your Executive Order – to give oversight authority to the WIA agency over all of New Mexico’s workforce development and training programs. We believe that New Mexico can then evolve a very fine workforce system as we learn what additional functions, if any, need to be consolidated for the system to work effectively and efficiently. Two ingredients have been critical for every state that has successfully turned their workforce system around: (1.) the Governor and Legislature’s commitment to the principles and realities guiding the change, rather than to the current state agency structure; and (2.) changing from a

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centralized focus to a local and business-driven system that integrates and coordinates workforce, education, economic development and support services at the state and local levels. The consequence of not changing is the continued loss of New Mexico’s greatest assets to other states; our citizens who need good jobs and who want to improve their lives.

By coordinating funding streams and reducing duplicative centralized administrative functions there will be more funds for small rural communities, not now served, for facilities, for cross-trained staff, and for integrated services. Impacted agencies and local workforce boards will be part of the decision making process throughout the implementation of these recommendations.

I believe this plan captures your vision of New Mexico’s workforce system - it is strategic, focused and disciplined:

1. It requires coordination of workforce related programs and funding streams for improved efficiency and accountability.

2. It is driven by the current and future needs of New Mexico businesses. 3. It allows priorities for the use of funds to be determined by local boards guided by

a comprehensive state plan and subject to performance criteria. 4. It requires New Mexico to have one-stop centers with cross-trained staff to

provide an array of integrated services for job seekers and businesses. 5. It brings together the relevant education; economic development, workforce and

supportive service agencies to collaborate on comprehensive strategic goals that guide their planning and that are updated annually.

6. It demonstrates the need for every part of our education system to prepare students with the work ethic and competencies to thrive in life and in the workforce.

I appreciate the opportunity and confidence you gave to OWTD to develop this plan and I want to continue to work with you to realize this vision.

Sincerely, Reese Fullerton

Aspen Plaza ● 1596 Pacheco Street ● Suite 201● Santa Fe, New Mexico 87505 ● 505.827.6827 ● Fax 505.827.6812

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PLAN SUMMARY

Governor Richardson signed Executive Order (EO) 2004-004 on January 22, 2004, establishing the New Mexico Office of Workforce Training and Development (OWTD). As part of this order, the governor directed that “a unified, comprehensive plan for streamlining and integrating state workforce development programs including consolidation of the administration of workforce development, education and training programs into a single agency” be submitted to him and the Legislature by September 30, 2004.

In preparing this plan, OWTD researched best practices both in New Mexico and other states; collaborated with businesses, community organizations and economic development, workforce and education professionals; interviewed state agency staff, legislators, local workforce board members and elected officials; and reviewed recent reports and analyses of New Mexico’s workforce system. New Mexico’s businesses and workforce development needs, both current and future, have driven the creation of this plan.

This plan: Requires coordination of workforce related programs for improved efficiency and accountability. Is driven by the current and future needs of New Mexico business and industry. Allows, consistent with the Workforce Investment Act, priorities and decisions for the use of funds to be made by local boards guided by a comprehensive state plan and subject to performance criteria. Requires the establishment of one-stop centers with cross-trained staff to provide integrated services for job seekers and a wide spectrum of timely and responsive services for businesses. Authorizes the State Workforce Board to lead the education, economic development, workforce and supportive service agencies to develop comprehensive strategic goals that guide their planning and are updated annually. Demonstrates the need for every part of our education system to prepare students with the work ethic and competencies to thrive in life and in the workforce. This will necessitate funding for both credit and non-credit courses system wide in order to be fully responsive to the needs of businesses and participants.

This approach will require coordination among all agencies assisting or involved in workforce programs. The result of having a single oversight agency is that these agencies will be held accountable for greater efficiency, standardization of program activities, and elimination of duplication of services, facility costs, and staff; thereby ensuring more effective expenditure of funds at the local level.

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Current Program Approach©

30+ Agencies & Funding SourcesProblem DrivenDisjointedLacks Accountability Antiquated Information Systems

Multiple AgenciesActivity & Criteria DrivenLack of Employment EmphasisLack of Accountability Antiquated Data Systems

©2004 by Strategic & Learning Services, Inc. Figure 1 - Current Program Approach

We recommend that the Office of Workforce Training & Development (OWTD) require that integrated business and workforce services be provided in local One-Stop Centers. Compliance with performance

standards of both the OWTD and local boards will be ensured by yearly program audits by the Office of Education Accountability created by

the legislature in 2004.

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AccessCustomizedIncentivesService culture ResultsContinuity of servicesOccupational TeamingLife / Employment SkillsSupportive ServicesCoordination

Well trained workforce Expanded employee poolCost effectiveCost savings through consolidation / coordination Employee recruitment and retention Independent TaxpayerAccess to Higher Wage JobsEmployment AdvancementSuccessful Job Placement

WELCOMEWELCOME

Trans-portation

Hiring Incentive

Job referrals Housing

Child Care Skill Training GED Prep

Job / Career Fair

Job Connections

Job Placement Retraining

HR Assistance

Pre-screening

Effective Service ApproachEffective Service Approach©©

©2004 by Strategic & Learning Services, Inc. Figure 2 - Effective Service Approach

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The OWTD has the following Vision and Mission:

Our Vision is: OWTD successfully assists New Mexico’s businesses to be competitive in the national and global markets because of the state’s skilled workforce.

Our Mission is: To meet the workforce needs of New Mexico businesses by providing integrated oversight, coordination and support of our state’s workforce, education, support services and economic development activities.

Those agencies with workforce programs will be held accountable for performance measures and will be required to collaborate with each other for efficient delivery of services and training for the workforce development system. The oversight coordination for each specific program will be developed with program staff and tailored to meet the mission and purpose of the program.

To accomplish this task, the proposed office will track and analyze each program’s federal and state regulations and remain current on all policy and procedural changes. Training and technical assistance to local boards and service providers will improve the quality of the delivery of those services to all businesses and job seekers.

The following principles guided this plan: Business needs will be the primary driver of our workforce system;

Authority and accountability for the delivery of coordinated services will be at the local level consistent with the priorities established by the state workforce plan;

An integrated delivery system will provide services for both businesses and job seekers;

and training will be targeted toward demand occupations;

A single, accountable office will ensure joint planning and coordination among education, supportive services, economic development and workforce programs.

Based on these guiding principles the plan will result in the following:

Businesses are able to hire an educated and trained workforce.

Our education and workforce system are working together to produce people who have the required life skills, work ethic and professional skills.

Businesses are receiving services that they need in a timely and responsive manner from New Mexico’s education, workforce and economic development agencies.

Job seekers are receiving access to services they need when they walk through the door of a One Stop Center. Programs and staff are integrated for improved services provided at a cost savings through cross-trained staff, integrated funding streams and local delivery of services.

New Mexico’s job seekers are receiving demand-driven jobs, competitive earnings and improved wages.

New Mexico’s Education & Supportive Services systems are providing the necessary education, training and support needed for our businesses and job seekers to thrive.

IMPLEMENTATION

RECOMMENDATIONS The plan establishes the following recommendations for a true One-Stop delivery system, with training provided by educational entities that are responsive to local business needs and who have established track records of training and placing customers in occupational clusters that are in high demand.

Recommendation #1: The Office of Workforce Training and Development will be the Governor’s grant recipient and administrative entity for the workforce funds and programs under WIA and the TANF Works programs as listed in Attachment 1. The Office will also have oversight and coordination authority over programs listed and described in Attachment 2.

Recommendation #2: A comprehensive plan and goals among economic development, public education, supportive services, and workforce systems shall be developed requiring collaboration to ensure New Mexico’s competitiveness in building a skilled workforce for our businesses. The State Workforce Board will lead the development of this plan with agencies, local boards and business involvement. This plan will be renewed annually and guide the planning of the relevant agencies

Recommendation #3: Business will be the primary driver of New Mexico’s workforce system to ensure that our job seekers are better prepared and trained for jobs both today and in the future.

Recommendation #4: The local workforce boards will be the focus of the state’s workforce system and program/funding sources will flow to the local level to establish an integrated system serving businesses, students and job seekers at the local level.

Recommendation #5: This office will insure that comprehensive One-Stop Centers are functionally integrated and co-located in a single facility under the direction and authority of the local boards and the designated One-Stop operator.

Recommendation #6: The public schools, community colleges and four-year institutions will be required to coordinate with the workforce development strategic plan. This will achieve a coordinated and responsive delivery system for training a highly skilled workforce. The system focuses on preparing New Mexico’s citizens (students, job seekers and workers) to excel in today’s economy and to be prepared for future economic trends.

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THE RECOMMENDATIONS

Recommendation 1 – Independent Oversight and Coordination Office

The Office of Workforce Training and Development should be Legislatively created because the system that it is overseeing is about serving business as well as serving job seekers.

This office will be the grant recipient and administrative entity for the workforce funds and TANF Works programs, as listed in Attachment 1.

The office will also have oversight and coordination authority over programs listed and described in Attachment 2.

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Public Works LLC, in its report, HELP WANTED: New Mexico’s Workforce Development System – and How to Make it Work, concludes that;

“the state’s workforce development system’s planning, oversight and administration are fragmented and lack coordination across agencies.”

It has been documented that there are no less than 165 federally funded workforce programs residing in at least 9 Executive Branch departments in our nation’s capital. New Mexico mirrors that federal model and dissipates the funds into even more state agencies. A 2001 National Conference of State Legislatures report identified 15 agencies with a total budget of approximately $300 million in workforce program dollars in New Mexico.

There is no cogent, or coherent collaborative plan for maximizing New Mexico’s workforce resources toward a shared vision of economic success. Too often these grants/programs are disconnected islands of activity, allowed to replicate and/or duplicate existing systems, functions and programs. Cost efficiencies are lost and programs, rather than increasing services and adding value, are just more “silos” in the fragmented system.

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The legislature should pass legislation to legislatively create the Office of Workforce Training and Development (OWTD), created by Executive Order as of July 1. This office will be responsible for the fiscal and program administration of WIA and the integrated TANF Works programs listed in Attachment 1, and responsible to monitor for specific performance outcomes and coordination of programs identified in attachment 2. This office will ensure that New Mexico’s vision for a coordinated, comprehensive education, workforce and economic development delivery system will be realized. The office should be given the authority to approve plans for and hold accountable programs identified in Attachment 2 in keeping with collaboratively developed goals and specific outcomes that fit the program’s mission and purpose.

The Integrated Services and Results Model© is shown in Figure 3.

Results for Business & Job Seekers

LOCAL BOARDS

New Mexico Office of Workforce Training & Development

Food MartOne Stop Shop

Coordinated Services Referrals

Direct Services

Funding Monitoring

Auditing Funding Monitoring

Results - Job placement - Job referral - Skill Development - Business Services - Higher Quality Services

Customized / Coordinated Service Delivery

- Staffing - Resource Management - Tracking / Reporting - Quality Services - Results Tracking

Local Control - Planning and Coordination - Service Delivery - Contract Management - Performance Tracking - Partnering

Policy Direction - Policy Direction - Fund Allocation - Statewide Planning - Compliance - Reporting - Performance Tracking

NMOWTD SERVICE & RESULTS MODEL ©

Food MartONE STOP SHOP

©2004 by Strategic & Learning Services, Inc. Figure 3 - Services and Results Model

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The logic of coordinating funds and programs rests on a basic assumption that an integrated, comprehensive delivery system is not dependent on a particular characteristic of a customer, i.e. Veteran, recent graduate, dislocated worker, disabled, but rather how a system maximizes its resources to meet customers’ needs. The proposed coordinated delivery system will create a holistic approach to serving our customers, and will maximize outcomes through the efficient, effective integration of services. Coordination will occur through oversight and joint planning.

The programs beyond WIA that will be moved to the OWTD are:

New Mexico Works – Temporary Assistance to Needy Families Training and Job Placement Services should be transferred to OWTD with 2 FTEs at the state level and all the rest of the funds will be contracted for and used at the local level. Both agencies believe this is the best way to mainstream TANF clients and use funds most effectively.

At the administrative level, coordination of activities and strategic planning will generate cost savings, thus expanding program dollars for direct services to New Mexico’s customers. The intrinsic value in this office is the opportunity to hold accountable New Mexico’s workforce programs. It is unrealistic to assume that existing organizations can undo 60+ years of culture that has framed the way workforce has been delivered. The new strategic vision and oversight authority will be unencumbered of turf and traditions, allowing for objective outcomes based oversight. This function will require a shift from a centralized program focus to a decentralized business service focus delivered at the local level.

In collaboration with the local and state workforce boards, the office will also plan, promote and fund the establishment of demonstration projects consistent with the priorities set by the State Board. The State Board should have the statutory authority to review and recommend approval or disapproval of plans for the contracting out of the demonstration project funds by OWTD and these projects will be subject to outcome based performance standards.

The vehicle for the implementation of this entire plan is the ability to substantiate performance. To that end, a management information system, finalized with the input of the state’s CIO, which collects, records and reports performance, both in a common and program specific data, will be the overarching glue that will validate the success of the workforce system. The performance measures compliance will include individual records for participants, a new consolidated report of workforce activities, financial reports that relate costs to activities, common performance measures, data validation, and information on services provided to employers through the one-stop system. One innovative aspect of this recommendation will be the development of statewide performance measures that requires collaboration among the programs identified in Attachment 1 and Attachment 2.

RECOMMENDATION 2 – SHARED VISION

New Mexico’s workforce system will be guided by a shared vision, articulated in one state wide strategic education, business and workforce development plan. This plan will be the collaborative effort led by the State Workforce Board with the economic development, workforce, supportive services and education systems.

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Public Works LLC, in its previously cited report HELP WANTED… recommends that;

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“…New Mexico lacks a coherent vision for developing the workforce to be a key driver of the state’s economic growth.”

Successful economic and workforce development relies on a coalition of partners, working together, for a shared outcome - creation, expansion and retention of New Mexico’s jobs. There is no collaborative effort in place at the state or local level to increase the competitiveness of New Mexico. Multiple plans, state and local, guide this disjointed effort. Successful business and workforce development is more the product of the vagaries of chance rather than the collective wisdom of well-developed partnerships.

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Guided by the New Mexico State Workforce Development Board, a Strategic Plan that coordinates education, business, supportive services and workforce development goals will be written. This plan will address a shared vision among departments involved in economic development, education, workforce and supportive services requiring collaboration to ensure that New Mexico is building a skilled workforce to meet the needs of our businesses.

Supported by the Economic Research and Analysis Bureau of NMDOL this collaboration will utilize common data assessing state and local workforce trends, industry clusters, skill gaps and businesses’ needs. Additionally, the OWTD will dedicate a regional economist for local regions to assist in developing local solutions to local needs.

Within the guidelines of New Mexico’s State Workforce Development Board, business will lead New Mexico’s workforce system so that the needs of both businesses and job seekers are better met. A study is underway, led by the Economic Development Department and the New Mexico Department of Labor, to support the Coordination Oversight Committee of the State Board and the local Ad Hoc Skills Councils established by the Executive Order in identifying industry clusters, ways of encouraging innovation and increased productivity, skills gaps and occupations in demand throughout the four local workforce areas. This plan will be updated annually so that it guides the use of current resources and the system’s responsiveness for future needs. The Coordination Oversight Committee and the Ad Hoc Skills Councils, established by the Executive Order, will develop their plans according to these recommendations. Once developed, these strategic goals will be used by local boards for planning and development of priorities. As a result New Mexico’s businesses will be well served to compete in the new economy, and our job seekers will be trained and educated to excel and meet employer needs in occupations with market-based wages.

Local education and training providers, armed with targeted research data and in collaboration with local boards, can then develop flexible, coordinated training in support of the findings and the needs of local businesses. The local boards will then be able to create solutions to local workforce issues.

The efficiencies of joint planning, shared data and a single plan are immediate. Uncoordinated plans are eliminated, resources are maximized to achieve shared results and New Mexico’s businesses will become competitive because they will have a skilled workforce.

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RECOMMENDATION 3 – BUSINESS DRIVEN

Business will be the primary driver of New Mexico’s workforce system to ensure that our job seekers are better prepared and trained for jobs both today and in the future.

NNEEWW MMEEXXIICCOO’’SS NNEEEEDD The Legislative Finance Committee audit report of November 2003 on New Mexico’s implementation of the federal Workforce Investment Act of 1998 stated that:

“…the provision of business services needs to be an integral part of the one-stop system.” It further stated that, “While actions taken…are commendable…they are not sufficient.”

Additionally, the State Workforce Development Board’s Special Task Force found that “the business needs for a skilled workforce are not driving the system” and that “workforce, education

and training programs are not funded or developed, necessarily, with the express needs of business and targeted economic development in mind.”

Quality provision of employer services is a key ingredient of a successful workforce system.

The evolution of our nation’s workforce system since the enactment of the Wagner-Peyser Act of 1933 has been molded by a supply-side operational bias. Whether it was a “work test” for eligibility for unemployment insurance or the “human resource development” model of the ‘60’s and ‘70’s, every reiteration of national legislation focused on the job seekers.

Not until the passage of the Job Training Partnership Act of 1983, when business’ acumen was acknowledged by creating a public/private partnership between government and the Private Industry Council, did we begin open public policy discussions on how to organize our workforce system with business at the table. With the signing of the Workforce Investment Act of 1998, national workforce public policy embraced the importance and necessity of closing the gaps between the needs of business for a skilled workforce and a system’s ability to meet those needs.

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Focus on employer and business services will be required. Staff dedicated to business services, with clear performance criteria is the best way to meet this goal. All local boards and One-Stop operators will be evaluated on serving business with clear performance measures, jointly developed by business, education, economic development and workforce agencies.

Coordinating all workforce goals and the goals of economic development as performed by the Job Training Incentive Program (JTIP) and Small Business Development Centers (SBDC), which are administered by community colleges, will be a primary mandate for the OWTD. Guided by the comprehensive plan proposed in Recommendation 2, educational institutions working in concert with local workforce boards will be better able to provide training to meet local business needs.

Business will have a primary role in describing the skill training that will meet current and future economic development needs. The public workforce system must be guided by future economic development so that New Mexico is ready to compete in the global economy.

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RECOMMENDATION 4 – LOCAL BOARD FOCUS

The local workforce boards will be the focus of the state’s workforce system, consistent with state and federal law. OWTD will assist local boards to insure that the programs and state agencies are coordinating with each other in the use of funds for addressing local needs and priorities and for the establishment of a true One-Stop delivery system.

NNEEWW MMEEXXIICCOO’’SS NNEEEEDD In its report to the Legislative Finance Committee, the Audit Team states:

“Local Boards must influence and monitor service delivery by holding one-stop operators accountable.” It further stated that the National Association of Workforce Boards (NAWB), reported that the local “board’s main task is to get heretofore independent agencies to work

together. Additionally, the report stated that, “The one-stop system is in need of movement beyond its current status.”

Local success is predicated on local decisions and implementation. What has been severely lacking to this point in New Mexico’s workforce system is local board control over non-WIA programs. With all of the various departments and the many “silos” that control state programs identified in this report, local success has often been obtained in spite of the currently fragmented state system. What is now needed is clear state policy guidance that then gives the local boards the ability to set and implement local policies based upon local needs.

NNEEWW MMEEXXIICCOO’’SS AANNSSWWEERR It is imperative that local boards have the ability to set and implement local policies based upon the present and future employment needs of their local areas. Local Boards under WIA are statutorily authorized to exercise their discretion in prioritizing, planning and spending, guided by the requirements of federal and state laws and regulations and the plan of the State Workforce Board. New Mexico law needs to support and track this federal mandate

Local boards will be required to establish their own priority of services for job seekers and create policies and procedures to support those priorities. Services for all of New Mexico’s businesses and job seekers will be available at a local one-stop center.

Local Boards, consistent with Recommendations 2 & 3 will establish the types of Occupational or “In-Demand” training and will fund and monitor the performance of their service providers in the delivery of that training. Coordination with all levels of career and technical education as identified in Recommendation 6 will ensure that our workforce is being trained to meet current and future needs of New Mexico’s businesses and communities.

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Because OWTD will coordinate among funding streams and programs, local businesses and job seekers will be able to access these services in their communities such as Roy, Reserve, Cuba or Loving, where services were not previously available. The authority for coordination and oversight by the OWTD will play an important part in requiring programs to coordinate with the One-Stop at the local level. This will occur with either physical co-location, coordinated referrals to the appropriate services and through a virtual system. Workforce programs and related services will be required to coordinate at the local level.

New Mexico’s businesses are the local board’s primary customer so that job seekers will be the beneficiaries. The vision and priorities for education, training and services must be developed with and reinforced by the voices of business, education, students and community members. It is important that local boards know, serve and develop their current and future priorities guided by the business community so that job seekers are well served.

The Office’s primary obligation is to ensure the success of New Mexico’s four local workforce boards. These two functions will be carried out by OWTD as it provides performance expectations, tracks and monitors performance, requires corrective actions as appropriate, and provides technical assistance and staff development in support of the local board’s role. The fiscal auditing functions will entail ensuring adherence to internal fiscal and accounting procedures, monitoring the proper expenditure of funds and specific overhead percentages for programs, and cost allocations agreements consistent with state and federal laws. These activities performed by OWTD will help the local boards and programs succeed while holding them accountable for performance. The Office will be a clearinghouse for information that includes best practices.

Local boards will be connected to the state board through the board chairs and administrative entities, establishing a working relationship with their counterparts at the state level.

RECOMMENDATION 5 – COMPREHENSIVE ONE-STOP CENTERS

The OWTD will assist the local boards in developing comprehensive One-Stop Centers through functional integration of appropriate programs over which it has coordination authority that will be located in a single facility under the direction and authority of the local boards and the designated One-Stop operator. These One-Stops will be served and supplemented by a Virtual One-Stop System (VOSS) that will also effect an integration of programs, access, referrals and information.

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The Audit Team for the Legislative Finance Committee reported that:

“New Mexico’s self identified one-stop centers do not comprise a comprehensive one-stop system.”

New Mexico does not have a comprehensive One-Stop system. At best, our system reflects a minimal attempt at compliance with the Workforce Investment Act of 1998. If viewed in the context of the spirit and intent of the Act, it fails to achieve even the basic integration of mandatory workforce programs.

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The Legislative Finance Committee Report states that, “the provision of business services needs to be an integral part of the one-stop system.” With few exceptions, New Mexico’s One-Stop offices are void of business services designed to attract New Mexico employers. Traditional labor exchange functions such as recruitment, screening, etc. are often available. Anecdotally there are numerous stories that even the job referral function does not provide businesses with the job seekers screened or qualified to meet their needs. However, businesses have needs beyond workers. Businesses, to remain competitive, need information about prevailing wages, tax credits, and about compliance with state and federal regulations to name a few. Many of our businesses do not have a Human Resource Department and our public workforce system has the opportunity to meet this need for our small businesses. To achieve these goals, Small Business Development Centers will be part of the integrated services focus of the OWTD.

New Mexico is third in the nation for business failures, which are mostly small businesses. Our services need to be designed to remedy this problem. Our One-Stops currently remain focused on job seekers at the expense of addressing the needs of local businesses.

Hampered by the traditional model of “silo” funding and fragmented administration among a myriad of cabinet level departments, New Mexico has not embraced the over-arching principle of integration of workforce programs demanded of the Workforce Investment Act.

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This One-Stop system must create universal access to the full range of services for New Mexico’s businesses and job seekers.

We can better serve New Mexicans by providing quality, accessible, comprehensive employment-related and supportive services that are responsive to the needs of employers, job seekers and the community. The co-location and integration of services is expected to result in cost savings that will then allow the system to support more activities in rural areas. These integrated one-stops will make New Mexico’s job seekers the beneficiaries of a system driven by business customers’ needs. The result is a new system moving from the current duplicative and inefficient model to one of integration of funds, staff and facilities, resulting in integrated services. It focuses on the real business of achieving the vision of an integrated workforce system, providing comprehensive services to all those who walk through the door, and enabling them to compete in the global economy.

The New Mexico State Workforce Development Board will establish criteria for the certification of New Mexico’s One-Stop system. Utilizing documented best practices, both in New Mexico and across the nation, such criteria will redefine New Mexico’s service delivery system and be aligned with the state plan. The integration of programs, funding and functions will require the development of a state certified staff position of “workforce generalist” in New Mexico’s One-Stops, capable of providing services for multiple programs. A system designed to support common intake, case management, enrollment and management information with reduced duplication/redundancy, will generate cost savings for expanded services to customers and will allow the workforce system to being driven by the needs of business.

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The Workforce Investment Act has been in effect for 5 years so OWTD, as part of performance outcomes will require each local region to have more than the minimum of one certified Comprehensive One-Stop. The One-Stop will be a facility within a local community where businesses and job seekers will receive access to comprehensive services. This holistic approach will insure that services are available to individuals with disabilities. ADA accessibility will be complied with throughout the entire spectrum of services provided in the One Stop Centers. In addition, in every community where there is currently more than one workforce related program or funding stream serving a particular set of clients, it is expected that co-location, integration of staff and funding will occur. It is anticipated that co-location will occur no later than July 2007.

The coordination of program funds and services will eliminate the historical obstructions to full integration. The OWTD will work with local boards, communities and local educational entities to ensure that local facilities are placed where they can have the best impact. Local communities that have already used this process will be models for the balance of the state in their process of co-location.

RECOMMENDATION 6 – COORDINATED EDUCATIONAL SYSTEM

Public Education, Community Colleges, Branch Colleges and Four-Year Institutions shall collaborate with the workforce system to create a coordinated and responsive service delivery framework that educates and trains system to educate and train a highly skilled workforce focusing on in-demand careers.

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A skilled, educated workforce is the key to New Mexico achieving a healthy and thriving economy. Without this basic resource, local businesses and industries will be forced to seek qualified employees from other states or will have to relocate in order to take advantage of a more qualified pool of employees. The public school and post-secondary education programs in New Mexico are currently the primary means for preparing young people to enter the workforce, and the high school diploma or college degree is generally seen as the culmination of the educational experience, without regard to a career as an equally important goal.

For New Mexico to achieve economic progress, the development of a highly skilled, intelligent and reliable workforce is essential. This cannot be accomplished through a fragmented approach to workforce education. Public education has often existed within its separate, isolated frames of reference, in our primary and secondary schools, high schools, community colleges, branch colleges and four-year institutions. Within all of these educational systems there are separate perspectives on “academic” and “career” education. These viewpoints and management systems are usually more efficient for administrative and political purposes than they are for the student and the prospective employer. Citizens have a right to expect more than a fragmented system of education, that progresses in unrelated steps from elementary school through college graduation with career preparation included as only a catch-phrase rather than as an accepted standard.

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As this document is being written, the students who will enter the workforce in the year 2010 workforce are in middle school and the 2020 workforce is in kindergarten. The question that we must ask is whether those students will be able to qualify for employment in modern business and industry that is both personally and financially rewarding by the time they graduate. And, what of those students who are closer to the time of their workforce entry? Can anything be done to improve our public education system’s approach to workforce preparation that will enable secondary and post-secondary students who are already approaching graduation to succeed beyond our state’s current standard? Are there means and methods by which New Mexico’s public education system and its public workforce system can form a symbiotic relationship that produces graduates who will not only succeed in their chosen occupational coursework while in school, but who also have the full range of skills to form the skilled and educated workforce that will encourage local business development as well as attract new businesses and industries to New Mexico?

We believe that such a relationship between the workforce and the educational system can be forged through bold action that stems from the recognition that all New Mexico students are entitled to receive educational services that not only lead to a diploma but also to a successful career by their acquisition of all the skills, personal and professional, that are necessary to pursue one’s chosen path in life. To achieve this aim will require a broader and more integrated view than is currently evident in either of these two systems, as well as the understanding that the education of a student must be focused beyond his or her graduation date.

In order to provide the most effective preparation for careers, these separate levels of education must become integrated into a coherent, progressive, yet flexible system based upon business and industry needs that enables and encourages each student to realize his or her potential for employment. Students, at whatever stage of life, must be able to build upon courses and credits taken earlier and at different schools and institutions. Nothing less is acceptable in other states with whom New Mexico competes and nothing less must be the expectation in New Mexico if the state is to compete successfully with other states. Governor Richardson has declared that the state’s community colleges “need to be on the front line of economic development in New Mexico.” We would also add that the state’s secondary schools have an equally significant role to play in providing students with the essential life, academic and technical skills that will make their post-secondary experience, and their eventual careers, successful.

Preparing students for the next level, whether work or post-secondary education depends on the approach taken by the public education system. Local school boards are required to set focus areas and goals with input from parents, community leaders, teachers and administrators through the school district’s Educational Plan for Student Success (EPSS). Many, but not all, school districts have chosen to address links with career and technical education in these focus areas and goals. Recent efforts by the New Mexico legislature, such as the “Next-Step Plan” (HB522) and alignment of secondary and post-secondary schools curricula (HB 186/SB 62) have mandated that closer attention be paid to post-high school expectations. The implementation of “career pathways” in high schools has been proposed at the state level, and is successful at many school sites, but local input and adoption is necessary for the statewide success of this initiative.

Finally, while the Federal No Child Left Behind Act addresses sweeping educational reform, it is silent on career and vocational issues. As a result, career and technical education may well be overlooked in the current educational reform climate. This is especially true in rural and small school districts.

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Career preparation in our secondary schools, whether academic or technical, must be recognized as a necessary element in a “seamless” workforce development system. These programs are vital in preparing students for post-secondary programs, not only for the technological complexity of modern business and industry, but also to provide secondary students with the requisite life skills, academic knowledge, and work ethics desired by employers.

In New Mexico, poverty rates are high. Accordingly, we recognize that there will be many students who must seek employment immediately after high school graduation and who cannot afford to delay entrance into the workforce for an additional two to four years. To meet their needs, high school programs must permit students to develop the requisite skills to secure more than mere subsistence wages after graduation. Stronger linkages with apprenticeship programs, new initiatives such as the vocational charter high schools and career-technical centers, and efficient concurrent enrollment opportunities will allow these students to secure a higher quality of life and greater economic security, contributing to the state’s overall economic development. These students must also have the same opportunities and incentives to enroll in post secondary education when they have the opportunity to do so.

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To meet these needs we recommend a secondary and post-secondary educational system in which re-organized and re-vitalized curricula direct students towards the reality of a successful career as a central component of a successful life, and which insures their achievement of their chosen career goals.

We recommend an educational system in which a student may “step off” into employment after high school graduation, if economic needs demand, AND in which, a student may “step up” or “step back into” a higher level of education, when career ambitions and opportunities make this the next necessary stage in achieving her/his career dreams.

Furthermore, we foresee an economic landscape in which New Mexico business and industry can thrive and expand with confidence knowing that the educational system funded by the taxpayers will provide a constant flow of highly-trained and reliable wage-earners deserving of competitive salaries and rewarding careers required in today’s job market.

To achieve this vision, career education must be perceived by educators, students and the public as an integral part of the educational experience and not merely as an expensive add-on or an alternative type of program for students who are not perceived as college-bound. Every student, regardless of his or her post-graduation plans, must leave high school with the awareness that he or she must earn a living and with the preparation to make sensible decisions about what type of career they will pursue. Only in this way, by capturing the imagination and understanding of the student, will the system by truly integrated in the public education arena.

For an educational system to achieve excellence, academic standards and benchmarks as well as recognized industry skill standards for all trades and professions must become integral and equal elements in the curriculum. This system should be centered upon a career pathway culture across the educational spectrum that is developed in concert with local school boards, education professionals and business, starting with secondary education and continuing through post-secondary experiences.

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Educators must design and adopt curricula that lead to the accomplishment of nationally recognized skill standards and by providing the prerequisite coursework needed for entry into higher education for the student’s chosen career field. Post-secondary coursework must also be based not only on career pathways, and on business, educational and professional standards. All coursework must be equivalent and transferable among secondary schools and among post-secondary institutions. The adoption of a common set of achievement standards is the key to this concept.

There must be renewed emphasis on the EPSS plans within each school district so that those plans effectively link all career and technical education resources to the EPSS goals. This would also allow local workforce boards the ability to assess those needs and work effectively with their post-secondary partners.

The federal definition of secondary education includes grades 7 through 12. It is critical from both an educational and development standpoint, to begin this “career pathways culture” during these earlier years, as it will allow students to begin to focus their attention on career opportunities and directions. While the formal, curricular “pathway” might not be available until the 9th grade, it is critical that attention to career opportunities and direction begins at the middle school level, as this developmental period is one of cognitive and emotional reorganization. Without this feature in the school system at this period, the students’ perspective on the world is developed without this critical aspect of life being included. Consequently, the failure of the educational system to begin significant career exploration activities at this level of education can place the student at a developmental disadvantage. Furthermore, there already exist significant career-oriented and career-technical skill development programs at many of the state’s middle schools.

A clear policy for this career preparedness system must be developed, with input and guidance from the Public Education Department, school district and community representatives, and our two-year and four-year institutions, for this career preparedness system. It should be noted that Public Works LLC in its HELP WANTED Report asserts that

“one important aspect in the coordination of workforce preparation within higher education is how well New Mexico designs a system that allows and

encourages students to enroll at community colleges and credits that work toward a four-year degree.”

New Mexico’s workforce and educational systems must be supported by a robust information technology infrastructure for the collection and use of educational performance data. This data must be linked to the workforce management information system.

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The Office of Workforce Training and Development will have the authority to assist in coordinating the development of partnerships among secondary schools, community colleges, branch colleges, four-year institutions and private educational entities to upgrade learning standards and programs for vocational and career-technical curricula and pathways. In order to comply with performance standards of OWTD, public education, community colleges and branch colleges will be required to work with four-year institutions, technical schools, new Vocational Charter High Schools, the State and Local Workforce Boards, and business to promote career pathways for students and workers at all stages of their careers. Although the legislature has addressed the funding of career and technical education at the post-secondary level, public high school career and technical education programs have not yet received similar and necessary funding. To be truly responsive to business and community needs, the K-20 education system must also focus on developing work ethics and basic life skills in every program delivered. These goals will be evaluated by performance measures, jointly developed by education and workforce staff.

We propose that community colleges and branch colleges be the primary delivery vehicle for workforce and basic life skills classroom education, training and development for businesses and job seekers who are not enrolled in the public schools. The community colleges and branch colleges should achieve this goal in coordination with four-year institutions, private post-secondary institutions and secondary education programs. In order to achieve this goal, New Mexico’s funding formulas for both secondary and post secondary education must address and fund non-credit courses and training that meet the needs of businesses. New Mexico should also give community colleges the authority to issue bonds for training programs that would be paid back from a portion of taxes of employees and employers who gained from the training. This will add to New Mexico’s economic development incentive options and to our tax base.

Local Boards will work with post-secondary institutions to establish programs that address the supportive services and education requirements for current and further employment needs. One mission of such programs will teach “life skills” as a part of supportive services and special occupational training programs for jobs of the future.

Local boards will be responsible for assessing the workforce development needs within their assigned geographic areas and will be critical to the development of local plans for the application of funds under the Carl Perkins Act. The OWTD will collaborate with the local boards and members of other representative groups required by the Perkins Act, in the creation of the Carl Perkins State Plan under the direction, coordination and oversight of the State Workforce Development Board, which has been selected as the eligible entity for Carl Perkins.

Further, the local boards, acting as the agents of the Workforce Development Board, will have responsibility for evaluating the progress of local recipients of the Perkins grant in meeting the requirements of the state plan and the federal performance measures. The local boards will recommend modifications to the state board and to the recipients as needed.

All educational entities will focus on the U. S. Department of Labor Secretary’s Commission on Achieving Necessary Skills (SCANS). The educational expectations for secondary students will include the “Next Step Plan” and the Career Readiness Standards and Benchmarks.

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Innovative concepts in career and technical education will be coordinated and developed with the assistance of businesses and local workforce boards. These include articulation agreements, concurrent enrollment and/or dual credit for classes, the use of distance learning to link secondary and post-secondary schools, and the ability to access those resources from rural areas in the state.

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ATTACHMENTS

Attachment 1 shows the Integrated Programs Transferred to OWTD

Attachment 2 shows the Programs Coordinated by OWTD

Attachment 3 identifies a list of Suggested Legislative Actions.

Attachment 4 identifies the Implementation Timeline

Attachment 5 displays the OWTD Functional Organization

Attachment 6 shows the OWTD Program Interfaces and Integration

Attachment 7 shows the Functional Integration of Services

Attachment 8 lists the Acronyms

Attachment 9 – 10 Description of Integrated and Coordinated Programs

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ATTACHMENT 1 - OWTD TRANSFER OF INTEGRATED PROGRAMS

INTEGRATED PROGRAMS

Workforce Investment Act (OWTD)

Temporary Assistance to Needy Families Training and Job Placement Services –New Mexico Works Program and Food Stamp Employment and Training (HSD)- Teamworks (Commission on Status of Women)

Figure 4 - Integrated Programs Transferred to the OWTD for Grant, Fiscal and Program Administration

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ATTACHMENT 2 - OWTD COORDINATED PROGRAMS

COORDINATED PROGRAMS

All State or Federal Funds received by the state of New Mexico for workforce training purposes

Adult Basic Education and Literacy Programs (CHE)

Apprenticeship Programs (DOL)

Carl Perkins Act Programs (PED)

Commission for the Blind Training Programs (Commission for the Blind)

Commission on the Status of Women Training Programs (C status of Women)

Community Colleges, Branch Colleges and Four-Year Institutions

Correctional Education and Training Programs (Corrections)

Division of Vocational Rehabilitation (DVR)

Economic Research and Analysis (DOL)

Federal Bonding (DOL)

Job Training Incentive Program (EDD)

Job Corps (through MOUs) (NM Contractors)

Migrant Farm Workers Program (DOL)

Reed Act Funds (DOL)

Senior Employment Programs (Aging)

Small Business Development Centers

Trade Adjustment Act (DOL)

Trade Readjustment Act (DOL)

Unemployment Insurance (DOL)

Veterans Programs (DOL)

Wagner-Peyser (DOL)

Youth Conservation Corps (Energy and Minerals)

Community Block Grant Individual Development Accounts (DFA)

Figure 5 - Programs that OWTD will have the statutory authority to require coordination and to monitor performance outcomes

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ATTACHMENT 3 - SPECIFIC LEGISLATIVE RECOMMENDATIONS

Specifically, the Legislature should: Amend state law to include legislation consistent with Executive Order 2004-004

identifying the renamed Office of Workforce Training and Development as the fiscal and administrative agent for the New Mexico WIA activities. Amend state law to move the fiscal and program administrative functions to the OWTD.

Provide the new office with the authority to require all agencies with workforce development activities to adopt common performance measures beginning in FY 06 along with those required by federal and state laws.

Require that the General Services Department to collaborate in promoting and implement the co-location of agencies and coordinated programs into physical One-Stop centers within two years.

Insert language in the General Appropriations Act that requires co-location of workforce programs.

Amend state law that outlines specific membership requirements for the state board to reduce the size of the board.

Oppose waivers that would remove state workforce board or drastically reduce the impact of local workforce boards in the workforce development process.

Amend funding formula for post-secondary schools to cover non credit courses Address funding for High Schools Career and Technical Education Programs Amend state law to move TANF Job Training and Placement Services functions

from the Human Services Department to OWTD.

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ATTACHMENT 4 - SUGGESTED IMPLEMENTATION TIMELINE

Staff including integrated partners and coordinated entities and community partners including union, business and education representatives and economic development will work in formalized teams and will be trained to understand performance standards and program outcomes. Implementation activities will require the active collaboration and cooperation of all involved, including union, business and education representatives and economic development

Phase I – July 2004 State Workforce Board is officially engaged as the Carl Perkins eligible entity. Office of Workforce Training and Development becomes an independent office. TANF Works is transferred to the Eastern Board.

Phase II – January 2005 OWTD finalizes detailed transition plan for implementation, including VOSS

(with OWTD since 10/04), staff, facilities and coordination authority. Legislation Creating OWTD introduced at Legislative session Local Boards planning for transfer of TANF Works

Phase III – July 2005 OWTD established by legislation TANF Works transitioned into OWTD. TANF Works transferred to local boards

and ODBW assumes statewide oversight

Phase VI – June 2006 State coordinated programs are established in One-Stops and into integrated

VOSS

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ATTACHMENT 5 - FUNCTIONAL ORGANIZATION

OFFICE OF WORKFORCE TRAINING DEVELOPMENT

Vision: OWTD successfully assists New Mexico’s businesses to be competitive in the national and global markets because of the state’s skilled workforce.

Mission: To meet the Workforce needs of New Mexico’s businesses by providing enhanced oversight, coordination and support of our state’s workforce, education, support services and economic development activities.

Programs Fiscal Auditing Program Monitoring Temporary Assistance to

Needy Families (TANF) Works Workforce Investment

Act (WIA) Individual Development

Act Accounts And provides oversight

performance monitoring for all workforce development and training programs

Policy Guidance Training Fiscal controls Technical Assistance Remediation Follow-Up

Adherence of Federal/State Law Incentives Sanctions Performance

(overarching) Corrective action Technical assistance Priority of services Follow-Up

Figure 6 - OWTD Functional Organization

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ATTACHMENT 6 - OWTD PROGRAM INTERFACES AND INTEGRATION

RESPONSIBLE ORGANIZATION PROGRAM AREA

Office of Workforce Training and Development/State Board

Policy Direction Fund Allocation Planning Program Development Contract Management Compliance Monitoring Technical Assistance and Support Workforce Staff Training and Certification Information Systems Marketing and Research State and Federal Reports Impose Incentives and Sanctions Program Data Collection and Integration Develop performance measures for Department and guiding, assisting and certifying performance measures for local boards Performance Tracking and Reporting

Local Workforce Boards Local Planning and Coordination Service Delivery Management Resource Development Contract Management Performance Tracking and Reporting Coordinate and Cooperate with State Board and OWBD Establish effective Relationships with Partners

One-Stop Centers Service Delivery Staff and Resource Management Performance Tracking and Reporting

Figure 7 - Program Area Integration and Responsible Organization

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ATTACHMENT 7 - OWTD PROGRAM AND FUNCTIONAL SERVICES

COORDINATION AT THE LOCAL LEVEL AT ONE-STOP CAREER

CENTERS

LOCAL BOARDS Programs Policy Monitoring

WIA TANF Works Carl Perkins Sch. Dt. WP Apprenticeship USDOL ETA Progs.

Guidelines Policies Training Cost Allocation Priority of Service Supportive Service

Monitoring Incentives Sanctions Corrections Follow-up

ONE-STOPS Coordinated Services Direct Services Providers Child Care Food Stamps Transportation Counseling Life Skills

Business Services Designated business staff Referral Training ITAs OJTs Cross-trained staff Cost allocations Regional economists

Adult Literacy ABE ETPL Community Colleges Public Schools Youth Providers Vocational

Rehabilitation

CUSTOMERS Businesses and Job Seekers Veterans Disabled Dislocated Workers Displaced Homemakers Migrants & Seasonal Farm

Workers Job Seekers Youth Business Dropouts Offenders TANF Clients Entrepreneurs

Figure 8 - Program and Functional Services Integration

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ATTACHMENT 8 - ACRONYMS

ABE Adult Basic Education

CHE Commission on Higher Education

DVR Division of Vocational Rehabilitation

EDD Economic Development Department

EPSS Education Plan for Student Success

ER&A Economic Research and Analysis

HSD Human Services Department

ISD Income Support Division

JTIP Job Training Incentive Program

LFC Legislative Finance Committee

MIS Management Information System

NCLB No Child Left Behind Act

NMACC New Mexico Association of Community Colleges

NMDOL New Mexico Department of Labor

OWTD Office of Workforce Training and Development

PED Public Education Department

SBDC Small Business Development Center

SCANS Secretary’s Commission on Achieving Necessary Skills

TANF Temporary Assistance to Needy Families

UI Unemployment Insurance

VOSS Virtual One-Stop System

WIA Workforce Investment Act

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ATTACHMENT 9 - INTEGRATED PROGRAMS DESCRIPTIONS

WORKFORCE INVESTMENT ACT Current Administrative Agency (CAA) Governor’s Office of Workforce Training and Development Funding Source: Federal $20,220,098.

This program is designed to provide quality employment and training services to assist eligible individuals in finding and qualifying for meaningful employment, and to help employers find the skilled workers they need to compete and succeed in business. Services are provided through One-Stop Career Centers. There are three levels of service available to all jobseekers: Core services: outreach, job search/placement assistance, and labor market

information; Intensive services: comprehensive assessments, development of individual

employment plans and counseling and career planning; and Training services: available to those who have been unable to find employment

through intensive services. Customers are linked to job opportunities in their communities, including both occupational training and training in basic skills. Participants use an “individual training account” to select an appropriate training program from a qualified training provider.

NEW MEXICO WORKS - TEMPORARY ASSISTANCE TO NEEDY FAMILIES TRAINING (TANF) AND JOB PLACEMENT SERVICES

(CAA) Human Services Department Funding Source: Federal $10,876,869.

New Mexico Works is the state implementation of the TANF program. The purpose of the program is to improve the quality of life for parents and children by increasing family income, assisting parents to develop the discipline necessary for self sufficiency and to improve their self-esteem. The further purpose of the program is to increase family income through family employment and support and by viewing financial assistance as a support service to enable and assist parents to participate in employment. The Food Stamp Employment program requires all recipients, unless exempted by law, to register for work at the appropriate employment office, participate in an employment and training program if assigned by a state agency, and accept an offer of suitable employment. The program helps participants gain skills, training, or experience that will increase their ability to obtain regular employment. Teamworks is part of TANFWORKS (CAA): Commission on the Status of Women (from Human Services Department) Funding Source: Federal $1,440,000.

The Commission’s TANF (Temporary Assistance for Needy Families) program improves the employability and long-term social and economic success of women transitioning from welfare to work. Services include: family/life skills, employability skills, GED classes, computer training, placement assistance and structured internships.

Total Integrated Program Workforce Dollars…………………………..$32,536,967.

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ATTACHMENT 10 - COORDINATED PROGRAMS DESCRIPTIONS

All Others State Or Federal Workforce Development Programs:

STATE APPRENTICESHIP (PUBLIC WORKS COLLECTION PROGRAM) Current Administrative Agency (CAA): Dep. of Labor Public Education Department Funding Source: $433,000. (collected from business not participating in the program)

The apprenticeship program covers all aspects of the trade and includes both on-the-job training and related instruction. Related instruction generally takes place in a classroom.

Apprentices work under experienced workers known as journey workers, the status they will attain after successfully completing their apprenticeships. An apprentice’s pay starts out at about 45% to 50% of a journey workers’ wages and increases periodically throughout the apprenticeship. The sponsor of the apprenticeship program plans, administers, and pays for the program. Sponsors can be employers or employer associations and sometimes involve a union.

The National Apprenticeship Act of 1937 authorized the Secretary of Labor to work with the State apprenticeship agencies, the Department of Public Education, and the representatives of labor and management for the welfare of the apprentices. Apprenticeship programs are registered with the Federal Government or a federally approved state agency. Apprentices who successfully complete registered programs receive certificates of completion for the State Apprenticeship Council.

NEW MEXICO STATE APPRENTICESHIP COUNCIL (SAC) (CAA): Department of Labor Funding Source: No funding associated

Authority for the council is derived from approval by the Secretary of the USDOL. This gives the (SAC) the authority to determine whether an apprenticeship program conforms with the Secretary’s published standards and the program is, therefore, eligible for those Federal purposes which require such a determination by the Secretary. There are currently over 100 programs operating in the state. The SAC is composed of nine voting members from three interest groups as follows: Three members known to represent Employers Three members known to represent Labor organizations Three Public members Ex-Officio members include the L and I Division Director & the State Supervisor

of Trade and Industrial Education. Ex-Officio members are non-voting The New Mexico State Director of the US DOL BAT and the Director of the New

Mexico Commission on the Status of Women, or persons serving in these capacities, shall be invited to become consultants to the SAC and to participate in public Council meetings and serve as special advisors to the SAC

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The SAC Director shall serve as Executive Secretary of the Council without a Vote. The SAC Director is subject to the general direction and control of the Council and the Division Director

ADULT BASIC EDUCATION (ABE) Current Administrative Agency (CAA): Department of Education Funding Source: Federal and State $9,521,141.

This program supports activities that assist adults in securing literacy, gaining knowledge and skills necessary for employment and self-sufficiency and in obtaining educational skills necessary to become full participants in their children’s education. ABE programs are free of charge and serve individuals who are at least 16 years of age, do not have a high school diploma, or equivalent education, and are not enrolled in school.

ADULT LITERACY PROGRAMS (CAA): Department of Education and Commission on Higher Education Funding Source: See Above

These programs include GED, Family Literacy, EL/Civics, Citizenship, ESL, Literacy, and Workplace Literacy.

CARL D. PERKINS VOCATIONAL AND EDUCATIONAL ACT (CAA): Public Education Department Funding Source: Federal $10,296,877.

This program develops more fully the academic, vocational, and technical skills of secondary students and post secondary students who elect to enroll in vocational and technical education programs by: building on the efforts of States to develop challenging academic standards; promoting the development of activities that integrate academic, vocational, and

technical instruction, and that link secondary and post secondary education for participating vocational and technical education students;

increasing State and local flexibility in providing services and activities designed to develop, implement, and improve vocational and technical education, including tech prep education; and

disseminating national research, and providing professional development and technical assistance, that will improve vocational and technical education programs, services, and activities.

COMMISSION FOR THE BLIND TRAINING PROGRAMS (CAA): Commission for the Blind Funding Source: Federal and State $7,162,400.

This program provides career training, training in the skills of blindness and promotes the belief that blindness is not a barrier to employment.

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COMMUNITY BLOCK GRANT INDIVIDUAL DEVELOPMENT ACCOUNTS (CAA): Department of Finance Funding Source: State $250,000.

This program provides an economic stimulus and poverty reduction by assisting working families to build personal assets for starting or expanding businesses, to fund higher education expenses, for purchasing a vehicle necessary to obtain or maintain employment and for purchasing a home and/or for making home improvements.

DISPLACED HOMEMAKER TRAINING (CAA): Commission on the Status of Women Funding Source: Federal and State$464,100.

This program provides women in transition and displaced homemakers with the skills and confidence to help them achieve economic and emotional self-sufficiency for themselves and their families. Services include work search skill improvement and mentoring.

CORRECTIONAL EDUCATION AND TRAINING PROGRAMS (CAA): Corrections Department (Educational Bureau) Funding Source: Federal and State$739,632.

These programs enhance the rehabilitation, education and vocational skills of inmates. Specific educational services include Adult Basic Education and Technical Vocational instruction, which also include those with educational disabilities. In addition, Correction Industries encourage the productive involvement in enterprises and public works of benefit to state and local agencies.

DIVISION OF VOCATIONAL REHABILITATION (CAA): Public Education Department Funding Source: Federal and State$32,256,200..

This program provides direct and consultative services to persons with disabilities. The services include vocational evaluation, identification of transferable skills, vocational training, academic training, on-the-job training, work adjustment training, job seeking skills training, job placement assistance, systems and devices, job site modification and/or restructuring, guidance and counseling, and post employment services.

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ECONOMIC RESEARCH AND ANALYSIS (CAA) Department of Labor Funding Source: Federal $1,415,000. State $120,000.

This program collects, develops, analyzes, and publishes labor market information for New Mexico. Funding to finance its operations is received from federal and state government sources.

FEDERAL BONDING (CAA) Department of Labor Funding Source: Federal $125,000.

This bond is given to the employer free-of-charge, and serves as an incentive to the company to hire a job applicant who is an ex-offender or has some other “risk” factor in their personal background. The employer is then able to get the workers’ skills without taking any risk of worker dishonesty on the job.

GOLDEN OPPORTUNITIES FOR LIFELONG DEVELOPMENT (GOLD) MENTOR PROGRAM

(CAA) Aging and Long-Term Services Department Funding Source: Federal $2,148,193.

This program partners retired individuals who mentor youth and younger adults as they prepare for the workplace. Services include tutoring for GED completion, specific workplace skills, and life skills.

JOB TRAINING INCENTIVE PROGRAM (CAA): Economic Development Funding Source: State $25,726,455.

This program supports New Mexico business expansion and relocation of business to New Mexico by reimbursing qualified companies for a significant portion of training costs associated with job creation. Funding is available for trainee wages, qualified custom classroom instruction at a public New Mexico educational institution, and approved travel expenses. The amount of funding for trainees depends on the company location, the number of trainees, the complexity of the jobs, and trainee wages.

JOB CORPS (THROUGH MOUS) (CAA): Two New Mexico Contractors Funding Source: Federal $12,807,660.

This program is a no-cost education and vocational training program that helps young people ages 16 through 24 get a better job. Students learn a trade, earn a high school diploma or GED and get help in finding a good job. Job Corps supports its students for up to 12 months after they graduate from the program.

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MIGRANT AND SEASONAL FARM WORKER PROGRAM (CAA) Department of Labor Funding Source: Federal $50,00.0 (under Wagner-Peyser)

This program assists migrant and other seasonally employed farm workers and their families achieve economic self-sufficiency through job training and other related services that address their employment related needs.

REED ACT (CAA) Department of Labor Funding Source: Federal $1,760,546. (FY05 distribution)

This program is provided to New Mexico’s unemployment benefit account to support unemployment needs. Allowable uses include the support of one-stop systems, including facilities, computer equipment and training of staff, more specifically: Revolving Funds for UI and ES Automation. UI and ES Performance Improvement. Reducing UI Fraud and Abuse. Improvement in UI Claims Filing and Payment Methods One-Stop Administration. In general Reed Act funds may be used in the same

manner that Wagner-Peyser Act funds are used to support One-Stop systems. Examples of activities that support administration and service delivery of employment and workforce information services in One-Stop Career Centers (OSCC’s) include:

– Staff for delivery of appropriate services – Equipment and resources for resource rooms – Staff for delivery of reemployment services to UI claimants, including

referrals – Payment for rent, utilities, & maintenance of facilities, including common

spaces – Shared costs for operation of local OSCC’s, including payment for

operators – Development of products that support service delivery, like job bank

technology – Computer & telecommunications equipment that support ES delivery – Training and TA of staff who deliver ES services – Improving access for indiv. with disabilities, including remodeling

OSCC’s – Improving access for indiv. with limited English proficiency (voice

messages)

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SENIOR COMMUNITY SERVICE EMPLOYMENT PROGRAM (CAA) Aging and Long-Term Services Department Funding Source: Federal and State See GOLD Program

This is a part-time training program for low-income persons age 55 or over. Program participants are placed at community and government agencies for training and a re paid the Federal or State minimum wage, whichever is higher. They may also receive specialized training and can use their participation as a bridge to other employment positions that are not supported with Federal funds.

SMALL BUSINESS DEVELOPMENT CENTERS This program is designed to provide high quality business and economic development assistance to small businesses and nascent entrepreneurs in order to promote growth, expansion, innovation, increased productivity and management improvement. To accomplish these objectives, SBDCs link resources of the Federal, State, and local governments with the resources of the educational community and the private sector to meet the specialized and complex needs of the increasingly diverse small business community. Services include business planning, marketing and financing, information on international trade – import and export, women and minority owned business programs, veterans information programs, and young entrepreneurs programs.

TRADE ADJUSTMENT ACT (CAA) Department of Labor Funding Source: Federal $946,365.

This program and the Alternative Trade Adjustment Assistance (ATAA), assist individuals who have become unemployed as a result of increased imports from, or shifts in production to foreign countries. TAA certified workers may access a menu of services that include income support, relocation allowances, job search allowances, and a health coverage tax credit. TAA participants that require retraining in order to obtain suitable employment may receive occupational training. In addition, the ATAA program for older workers provides an alternative to the benefits offered under the regular TAA program. Participation in ATAA allows older workers, for whom retraining may not be suitable, to accept reemployment at a lower wage and receive a wage subsidy.

TRADE READJUSTMENT ALLOWANCES (CAA) Department of Labor Funding Source: see above

This program provides income support to persons who have exhausted Unemployment compensation and whose jobs were lost or whose hours of work and wages were reduced as a result of trade imports from other countries.

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UNEMPLOYMENT INSURANCE (CAA): Department of Labor Funding Source: Federal $11,663,879.

This program is a joint federal-state system. Unemployment taxes are paid in the state and used to pay unemployment benefits to laid-off workers. Unemployment taxes also are paid into a federal trust fund. The federal trust fund money is used to pay extended benefits in times of recession and to make loans to states when they run out of funds to pay benefits.

VETERANS EMPLOYMENT SERVICES (CAA) Department of Labor Funding Source: Federal $1,016,000.

These programs ensure that job and training services are offered to veterans on a priority basis. Veterans have priority over non-veterans in regard to job placement, counseling, testing, referral to supportive services, job development, and job training. Local veteran employment representatives (LVERs) and disabled veterans outreach program representatives (DVOPs) provide these services to veterans in New Mexico.

WAGNER-PEYSER (CAA) Department of Labor Funding Source: Federal $8,254,446. (which includes $1,760,546. Reed Act Distribution)

This program is funded by employers’ federal unemployment taxes and state unemployment taxes. Ninety percent of the funds received in the state can be used for job search and placement services to job seekers, recruitment services and special technical services for employers, providing labor market and occupational information, and administering Worker Profiling and Re-Employment for the State Unemployment Insurance program.

YOUTH CONSERVATION CORPS (CAA): Energy, Minerals, and Natural Resources Department Funding Source: State $3,390,713.

This program provides funding for the employment of New Mexicans between the age of 14 and 25 to work on projects that will improve New Mexico’s natural, cultural, historical and agricultural resources.

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COMMUNITY COLLEGES, BRANCH COLLEGES & FOUR-YEAR AND CONTINUING EDUCATION INSTITUTIONS

As stated in Executive Order 2004-004, community colleges shall work with statewide and regional business and other partners and the members of the State Workforce Development Board to create career pathways and align curriculum and facility plans with the Economic Development strategic plan. In addition, these facilities are encouraged to be utilized for one-stop locations, co-location opportunities and specifically designed training programs.

Total of Dollars in Coordinated Programs ……………………………….$130,537,607