Northern Virginia Workforce Development Board New Member Orientation - PowerPoint PPT Presentation

1 / 40
About This Presentation

Northern Virginia Workforce Development Board New Member Orientation


State/local boards are responsible for activities to ... Local areas must spend at least 20% of youth formula funds on work experience activities such as summer ... – PowerPoint PPT presentation

Number of Views:252
Avg rating:3.0/5.0
Slides: 41
Provided by: LoriS163


Transcript and Presenter's Notes

Title: Northern Virginia Workforce Development Board New Member Orientation

Northern Virginia Workforce Development BoardNew
Member Orientation
  • An Introduction July 2015

  • 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?

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)

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.

Northern Virginia Workforce Development Board
  • We envision a vibrant business and workforce
    region that is globally competitive.
  • From the Strategic Plan July 2014 through June

Northern Virginia Workforce Development Board
  • To facilitate and enhance the employability of
    individuals seeking employment and employer
    access to a qualified workforce.

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.

Primary External CUSTOMERS
  • Businesses
  • Jobseekers (emerging, transitional, and incumbent)

NVWDB as Convener and Catalyst of the Workforce
Development System
Workforce Development System
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.

Workforce Organizational StructureNVWDB as
Policy Body with 501(c)(3) as Operating Arm
Local Elected Officials
  • 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.,
  • Fundraising write proposals create
  • Administration of WIA grant

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

SkillSource Center Locations
Workforce Development System Evolution
  • Siloed Programs and Funding Sources
  • Collection of Agencies
  • Integrated System
  • of Services

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.

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.

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,

  • 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

  • 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

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)

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
  • Eligible training providers are required to
    provide data on performance outcomes for all
    students in a training program.

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

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

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
  • 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

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

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
  • Key programs and services will be available at
  • 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.

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

Enhances Workforce Services for Adults and
Dislocated Workers
  • WIOA ensures that unemployed and other job
    seekers have access to high-quality workforce
  • WIOA provides career services and training
  • 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.

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
  • State/local boards are responsible for activities
    to meet workforce needs of local and regional
  • 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.

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.

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
  • Additional allowable activities include financial
    literacy education and entrepreneurial skills

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

System Governance State to Local
System Governance Local Workforce Areas
Northern Virginia Workforce Investment Boards
Four Core Businesses
  • Provision of workforce services to businesses and
    jobseekers through full service and affiliate
  • 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//

  • 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

  • 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

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.
Write a Comment
User Comments (0)