Northern Virginia Workforce Development Board New Member Orientation

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Northern Virginia Workforce Development BoardNew
Member Orientation

• An Introduction July 2015

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ORIENTATION AGENDA

• Overview of Northern Virginia Workforce
  Development Board (NVWDB) Vision, Mission, Goals
  (Strategic Plan)
• Overview of NVWDB Structure and Committees
• Overview of the Workforce Innovation and
  Opportunity Act (WIOA)
• Discussion What are your individual interests
  in becoming part of the NVWDB and how can we help
  you pursue them?

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Strategic Planning Process

• The NVWDB conducts bi-annual strategic planning.
  Each Committee uses the strategic plan to drive
  their activities.
• A Planning Team made up of NVWDB members and
  stakeholders meets to take the information and
  frame the strategic approach the NVWDB will take
  over a 2 or 3 year period.
• Focused on Strategic Thinking to set Strategic
  Direction for the next 3 years (Strategic Plan)

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Strategic Planning Process

• The Planning Team meets over several months to
  complete a full strengths, weaknesses,
  opportunities and threats (SWOT) analysis which
  includes an examination of the external
  environment, the organizational environment, and
  the regulatory environment.

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Northern Virginia Workforce Development Board
VISION

• We envision a vibrant business and workforce
  region that is globally competitive.
• From the Strategic Plan July 2014 through June
  2016

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Northern Virginia Workforce Development Board
Mission

• To facilitate and enhance the employability of
  individuals seeking employment and employer
  access to a qualified workforce.

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Value Proposition

• We are consultative in meeting businesses needs
  by creating a flow of ready and prepared
  potential workers helping businesses envision
  and implement alternative workplace environments
  that enhance the ability of workers to be more
  effective in the workplace and providing
  resources to support skills development for
  future and current workers.
• TAG LINE We Help Northern Virginia Work.

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Primary External CUSTOMERS

• Businesses
• Jobseekers (emerging, transitional, and incumbent)

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NVWDB as Convener and Catalyst of the Workforce
Development System
Workforce Development System
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Workforce System Key Functions

• The workforce system is the central element in
  bringing together resources and key players to
  begin to address challenges to our workforce.
• Source of funds, source of talented workers, and
  provider of direct services to both jobseekers
  and businesses.

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Workforce Organizational StructureNVWDB as
Policy Body with 501(c)(3) as Operating Arm
NVWDB
Local Elected Officials
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FUNCTIONS

• NVWDB
• Policy setting
• Provide direction to Committee work
• Oversight of WIA
• Conduct Quality Assurance oversight visits as
  deployed by staff
• Identify opportunities

• SkillSource Group, Inc.
• Implement NVWDB policies
• Staff Committees
• Conduct oversight responsibilities, e.g.,
  monitoring
• Fundraising write proposals create
  opportunities
• Administration of WIA grant

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NVWDB STRUCTURE Standing Committees

• Executive Committee
• All officers and Committee Chairs
• Design Team Committee
• Leadership Team Committee
• Policy Council
• Program Planning Committee
• Quality Assurance Committee
• Youth Committee

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SkillSource Center Locations
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Workforce Development System Evolution

• Siloed Programs and Funding Sources
• Collection of Agencies
• Integrated System
• of Services

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Workforce Innovation and Opportunity Act (WIOA)

• It amends the Workforce Investment Act of 1998 to
  strengthen the United States workforce
  development system through innovation in, and
  alignment and improvement of, employment,
  training, and education programs and promotes
  individual and national economic growth.

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WIOA Overview

• Broad vision of workforce programs reaffirms
  ongoing role of American Job Centers and also
  requires coordination and alignment of key
  employment, education, and training programs.
• Promotes program alignment at the Federal, State,
  local, and regional levels.
• Builds on proven practices such as sector
  strategies, career pathways, regional economic
  approaches, work-based training.

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System Intent

• WIOA funds are central to building the system
  infrastructure (one stop center and services)
• Intended to leverage and coordinate the existing
  resources of the core partners
• Build and provide a talent supply chain to meet
  regional workforce needs
• Convene stakeholders (e.g., education, business,
  economic development) to solve systemic workforce
  challenges (e.g. skills gap, hard to fill jobs,
  etc)

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Changes

• The Law went into effect July 1, 2015.  It
  contains new provisions for Workforce Services
  and Adult Education as part of a comprehensive
  national employment/education/training strategy. 
•  Requires common metrics across 4 core programs
•    

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KEY THEMES

• Alignment and unification among core programs
• Career pathways
• Industry sector partnerships
• Services to employers
• Regionalization
• Use of evidence based, best practice research
• Access for those with disabilities
• Using integrated technology for alignment,
  access, and management

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Core Programs

• The Law Identifies 4 Core Programs
• Workforce Development Activities for Adults,
  Dislocated Workers and Youth (Title I)
• Adult Education and Literacy (Title II)
• Wagner Peyser (Title III)
• Vocational Rehabilitation (Title IV)

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Promotes Accountability and Transparency

• WIOA ensures that Federal investments in
  employment and training programs are
  evidence-based and data-driven, and accountable
  to participants and tax-payers.
• Core programs and other authorized programs are
  required to report on common performance
  indicators
• Eligible training providers are required to
  provide data on performance outcomes for all
  students in a training program.

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Required Outcome Measures

• Performance Indicators
• of program participants who are in unsubsidized
  employment during the second quarter after exit
  from the program
• of program participants who are in unsubsidized
  employment during the fourth quarter after exit
  from the program
• the median earnings of program participants who
  are in unsubsidized employment during the second
  quarter after exit from the program

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Performance Indicators (continued)

• of program participants who obtain a recognized
  postsecondary credential, or a secondary school
  diploma or its recognized equivalent during
  participation in or within 1 year after exit from
  the program
• of program participants who, during a program
  year, are in an education or training program
  that leads to a recognized postsecondary
  credential or employment and who are achieving
  measurable skill gains toward such a credential
  or employment and
• the indicators of effectiveness in serving
  employers established by the Secretaries of
  Education and Labor

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Functions of the Local Board in the Act

• Eleven functions designated in the Law
• Develop and submit a local plan to the Governor
• Conduct workforce research and local labor market
  analysis
• Convening, brokering and leveraging
• Employer engagement
• Career Pathways development (youth and adults)
• Proven and promising practices - identify and
  promote proven and promising strategies and
  initiatives for meeting the needs of employers,
  and workers and jobseekers

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Functions of the Local Board

• Technology - the local board shall develop
  strategies for using technology to maximize the
  accessibility and effectiveness of the local
  workforce development system for employers, and
  workers and jobseekers
• Conduct program oversight
• Negotiation of local performance measures
• Selection of operators and providers
• Coordination with education providers

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Improves American Job Center System

• WIOA increases the quality and accessibility of
  services that job seekers and employers receive
  at their local AJCs.
• States will establish criteria to certify AJCs at
  least every 3 years to ensure continuous
  improvement, access to services (including
  virtual services), and integrated service
  delivery.
• Key programs and services will be available at
  AJCs
• Wagner-Peyser Employment Service is required to
  co-locate at AJCs.
• TANF is a new AJC required partner.
• States/local areas will integrate intake, case
  management, and reporting systems, including
  fiscal and management accountability systems.

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Improves American Job Center System

• AJC partner programs are required to dedicate
  funding for infrastructure and other shared
  costs.
• DOL is required to implement a common identifier
  for the workforce system.

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Enhances Workforce Services for Adults and
Dislocated Workers

• WIOA ensures that unemployed and other job
  seekers have access to high-quality workforce
  services.
• WIOA provides career services and training
  services
• Local areas can transfer up to 100 of funds
  between Adult and Dislocated Worker programs.
• Local areas can use up to 20 percent of their
  Adult and Dislocated Worker program funds for
  incumbent worker training programs.
• Job seekers who are basic skills deficient, in
  addition to those who are low-income individuals,
  have priority for services for the Adult program.

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Improves Services to Employers and Promotes
Work-based Training

• WIOA contributes to economic growth and business
  expansion by ensuring the workforce system is
  job-driven matching employers with skilled
  individuals.
• State/local boards are responsible for activities
  to meet workforce needs of local and regional
  employers.
• State/local boards will promote use of industry
  and sector partnerships to address workforce
  needs of multiple employers within an industry.
• Local areas can use funds for proven work-based
  strategies, including incumbent worker training,
  Registered Apprenticeship, transitional jobs,
  on-the-job training, and customized training.
• There are increased reimbursement rates for
  employers for on-the-job and customized training.
  

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Provides Access to High Quality Training

• WIOA helps job seekers acquire industry-recognized
  credentials for in-demand jobs.
• Training that leads to industry recognized
  post-secondary credentials is emphasized.
• States/local areas will use career pathways to
  provide education and employment and training
  assistance to accelerate job seekers educational
  and career advancement.
• Local areas have additional procurement vehicles
  for training to increase customer choice and
  quality individual training accounts, pay for
  performance contracts, and direct contracts with
  higher education.

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Makes Key Investments for Disconnected Youth

• WIOA prepares vulnerable youth for successful
  employment through increasing use of proven
  service models.
• Local areas must increase percentage of youth
  formula funds used to serve out-of-school youth
  to 75 from 30 under WIA.
• Local areas must spend at least 20 of youth
  formula funds on work experience activities such
  as summer jobs, pre-apprenticeship, on-the-job
  training, and internships so that youth are
  prepared for employment.
• Eligibility criteria are changed for the youth
  formula program In school youth are ages 14-21
  and out of school year are ages 16-24.
• 5 new program elements to the youth formula
  program.
• Additional allowable activities include financial
  literacy education and entrepreneurial skills
  training.

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Potential Areas of Opportunity

• Strategic Alignment, Unified Planning, Regional
  Planning
• Improving One Stop Delivery
• Procurement for one stop operator
• Services to Adult and Dislocated Workers
• Priority of services, no longer income criteria
  alone
• Discussion Services to Youth
• Disconnected, up to 24, 75 of funds on OYS
• Alignment to Adult Basic Education Title II

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System Governance State to Local
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15 WORKFORCE BOARDS IN VIRGINIA
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System Governance Local Workforce Areas
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Northern Virginia Workforce Investment Boards
Four Core Businesses

• Provision of workforce services to businesses and
  jobseekers through full service and affiliate
  One-Stops
• Collect data and create workforce intelligence.
• Certification for Organizational Quality
  providing a license to display the SkillSource
  logo to both funded and non-funded organizations.
• Fostering partnerships and community awareness.
• Web site http//www.myskillsource.org/

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GUIDE TO WORKFORCE ACRONYMS

• ADA Americans with Disabilities Act
• CBO Community Based Organization
• CLEO Chief Local Elected Official
• DOE Department of Education
• DW Dislocated Workers
• ETA Employment and Training Administration
  (US Department of Labor)
• FBO Faith Based Organizations
• GED General Education Development
• ITAs Individual Training Accounts
• LEO Local Elected Official
• NAWB National Association of Workforce Boards
• NEG National Emergency Grant

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GUIDE TO WORKFORCE ACRONYMS

• LMI Labor Market Information
• LWA Local Workforce Area
• NAFTA North American Free Trade Agreement
• OJT On the Job Training
• TAA Trade Adjustment Assistance
• TANF Temporary Assistance to Needy Families
• TJTC Targeted Jobs Tax Credit
• USDOL United States Department of Labor
• UI Unemployment Insurance
• VEC Virginia Employment Commission
• VCCS Virginia Community College System
• WIA Workforce Investment Act
• WIOA Workforce Innovation and Opportunity Act

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About Strumpf Associates

• Lori Strumpf is president and founder of Strumpf
  Associates Center for Strategic Change (CSC), a
  firm dedicated to facilitating organizational
  change in public organizations. The Centers
  practice is focused on change management
  consulting in state and local organizations. The
  primary focus of the company is on organizations
  that contribute to community development. The
  firm is dedicated to the vision of developing
  quality in public service and community based
  organizations. SA works nationwide as an
  organizational change consultant, helping public
  institutions and multi-agency initiatives
  incorporate, merge, develop boards, and transform
  organizations to quality managed workplaces. SA
  provides technical assistance on how to design
  and implement quality youth and adult programs
  that move individuals into training, post
  secondary education and jobs.
• Strumpf Associates has assisted over 400 local
  Workforce Investment Boards develop one stop
  service delivery systems, improve practices with
  regard to delivering services to employers, and
  developing quality data collection and analysis
  systems that lead to data-driven decision making.