1155 15 th street nw, suite 350 washington, dc, 20005 washington and beyond or, what is happening...
TRANSCRIPT
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Washington and Beyond
Or, what is happening on-the-ground
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Washington: Sunrise…Sunset?
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NAWB in DC
• IGO
• NDD
• CEF
• ASAE
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Senate 2016Solid D 7
Likely D 1
Lean D 1 (Bennet – CO)
Toss-Up D – NV (Reid)R – FL (Rubio)IL – KirkWI - Johnson
Lean R 4
Likely R 5
Solid R 12
• Democrats – 44• Republicans – 54• Independents – 2• 60 is the magic number
to effectively move legislation
• D – 10 seats up• R – 24 Seats Up• 4 is the magic number
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House 2016Solid D 169
Likely D 15
Lean D 6 (3 Rs)
Toss-Up 14 (D-3 & R-11)
Lean R 13 (1 D)
Likely R 13
Solid R 208
• Democrats – 188• Republicans – 247• 218 is the magic number to
organize the House• Redistricting– R = 202– D = 47– Commissions = 92– Split control forms = 87– Single state = 7
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Finding Common Ground
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1155 15th Street NW, Suite 350 Washington, DC, 20005 wwww.nawb.org www.workforceinvestmentworks.comQuoctrung Bui and Jacob Goldstein – NPR/planet money
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WIOA Budget Picture
FY '15 FY '16 FY '17 Fy '18Adult (Sec 136) 766,080,000$ 825,252,000$ 842,376,000$ 861,060,000$ Dislocated Workers (sec 136) 1,222,457,000$ 1,316,880,000$ 1,344,205,000$ 1,374,019,000$ Youth (Sec 136) 820,430,000$ 883,800,000$ 902,139,000$ 922,148,000$ Wagner-Peyser 664,184,000$ Job Corps 1,688,155,000$ 1,818,548,000$ 1,856,283,000$ 1,897,455,000$ Adult Literacy 577,677,000$ 622,286,000$ 635,198,000$ 649,287,000$
WIOA's Suggested Authorizations
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WHAT’S DRIVING CHANGE
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Technology…
Paul Sakuma/Associated Press
da Vinci Xi Surgical System
"In 2013, global robot sales will increase by about 2% to 162,000 units. The IFR Statistical Department expects that between 2014 and 2016 worldwide robot sales will increase by about 6% on average per year. In 2016, the annual supply of industrial robots will reach more than 190,000 units.” International Federation of Robotics
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eLearning…
Walter Sisulu University – South Africa
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“Traditional” Work is Declining Microbusinesses in the US; employ over 21M 5.2M businesses (1-20) 3.6M w/1-4 workers $748B+ in wages
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The Labor Force is Mobile International Labour Office
estimates; there are over 84M migrant
workers worldwide They are the 16th largest
“country” in the world between Egypt and Germany.
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HISTORY & PURPOSE
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WIOA – The Purpose
The purpose of WIOA is to better align the workforce system with education and economic development in an effort to
create a collective response to economic and labor market challenges on the
national, state, and local levels.
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WIOA Implementation
• Are we seeing a changing vision or is this WIA tweaked to make it a bit better/more relevant?–More focused on business workforce needs, regional thinking,
economic development?–Work-based training strategies replacing classroom training models?– Programs focused on disengaged out-of-school youth?
• Are staff (front line, as well as middle and senior management) supportive of this vision?
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Purpose of WIOA
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Increase the employment retention, and earnings of participants
Increase attainment of recognized post-secondary credentials by participants; and as a result,
Improve the quality of the workforce, reduce welfare dependency, increase requirements of employers, enhance the productivity and
competiveness of the Nation.
Provide workforce investment activities……through State and local workforce development systems,
that…
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THE WORK OF LOCAL WORKFORCE BOARDS UNDER WIOA
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WIOA and the Local Workforce Boards
• The Workforce Innovation and Opportunity Act has activities that a local board is responsible for undertaking and implementing.
• Collaboration and leadership are key to the successful undertaking and implementation of these activities.
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Activities the Local Board Must ConsiderPoints of Consideration
1 Local Unified Plan 9 Negotiate Local Performance
2 Workforce Research/LMI Analysis 10Coordination with Education
Providers
3 Convening/Brokering/Leveraging 11 Selection of Operators
4 Employer Engagement 12 Budget & Administration
5 Career Pathway Development 13Accessibility for Individuals
w/Disabilities
6 Proven & Promising Practices 14 Staff
7 Technology 15 Providing Training
8 Program Oversight 16 Career Services
21
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Overview of the Activities
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WIOA Component Responsibility (Implementation)
1 Local Unified Plan• Develop and submit to the Governor a
comprehensive 4-year local plan, in partnership with the chief elected official
2Workforce
Research/LMI Analysis
• Carry out analyses of the economic conditions in the region including the needed knowledge, skills, workforce, and workforce development activities in the region.
• Assist the Governor in developing the statewide workforce and labor market information system in the region.
• Conduct such other research, data collection, and analysis related to the workforce needs of the regional economy.
3Convening/Brokering/Leveraging
• Convene stockholders to assist in the development of the local plan.
• Leverage support for workforce development activities
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Overview of the Activities
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WIOA Component Responsibility (Implementation)
4Employer
Engagement
• Promote business representation on local board to develop effective linkages (including the use of intermediaries) with employers in the region.
5Career Pathway
Development
• Lead efforts (with representatives of secondary and postsecondary education programs) to develop and implement career pathways within the local area aligning the employment, training, education, and supportive services that are needed by adults and youth, particularly individuals with barriers to employment.
6 Proven & Promising Practices
• Identify and promote proven and promising strategies and initiatives for meeting the needs of employers, and workers and jobseekers
• Identify and disseminate information on proven and promising practices
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Overview of the Activities
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WIOA Component Responsibility (Implementation)
7 Technology
• Facilitate connections among the intake and case management information systems of the one-stop partner programs to support a comprehensive workforce development system in the local area
• Facilitate access to services provided through the one-stop delivery system involved, including facilitating the access in remote areas
8Program Oversight
• Conduct oversight for youth workforce activities to ensure appropriate use, management, and investment of funds for workforce development activities.
9Negotiate Local
Performance
• Negotiate and reach agreement on local performance accountability measures as described in section 116(c).
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Overview of the Activities
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Recommendation Purpose / Logistics
10
Selection of Operators
• Shall designate or certify one-stop operators as described in section 121(d)(2)(A); and 102
• Shall identify eligible providers of youth workforce investment activities in the local area
• Shall work with the State to ensure there are sufficient numbers and types of providers of career services and training services
11
Coordination with Education Providers
• Shall coordinate activities with education and training providers in the local area including providers of: workforce investment activities, adult education and literacy activities, providers of career and technical education and local agencies administering plans under title I of the Rehabilitation Act of 1973
12
Budget &
Administration
• Shall develop a budget for the activities of the local board in the local area, consistent with the local plan and the duties of the local board
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Overview of the Activities
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WIOA Component Responsibility (Implementation)
13
Accessibility for Individuals
w/Disabilities
• Annually assess the physical and programmatic accessibility Veterans Affairs
14 Staff
• May hire staff and shall establish and apply a set of objective qualifications for the position of director, that ensures that the individual selected has the requisite knowledge, skills, and abilities, to meet identified benchmarks
15 Providing Training
• Demonstrate programs of training services that prepare participants for an in-demand industry sector or occupation in the local area
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Overview of the Activities
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WIOA Component Responsibility (Implementation)
16 Career Services
• May provide career services described in section 134(c)(2) through a one-stop delivery system or be designated or certified as a one-stop operator only with the agreement of the chief elected official in the local area and the Governor
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Leader Characteristics of the Board Internal Investments
Negotiates performance standards that are a stretch
Develops/maintains a culture of continuous improvement, including conversations with the internal expertise of the staff & contractors
Has the necessary strategic conversations (i.e. budgeting, strategy, foci on the outcome, etc.)
• Roots decisions in data analytics
• Searches for Innovation with Continuous Improvement as a core value
External Investments Communicates market
conditions ENGAGES:
Sector discussions Pathway building with
education Collaboration with the
Governor’s State-wide investments
LOCAL elected officials AND, state & Federal policy makers
Supports the systems that surround workforce development
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Staff - Characteristics of Leadership Internal Investments
• Serves/coaches the Board• Focus on “management”
metrics• Supports Staff
– Development– Collaboration– Engagement
External Investments
• Builds collaborative networks
• Develops a regional “shared” plan
• Connects to the community – CBOs and support systems like housing, transportation, education, etc.
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THE UNDERTAKING – OUR APPROACH
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Activity: Crafting Our Strategic Direction - Who do we need at the table?
Who are the critical partners needed for each activity?
• Who’s already doing things that already inform our plan? How is economic development being done? How is transportation being done?
• How do we connect with those who are already doing?
• What best practices can we glean from?
• What best practices do we have to share that can be used as a strategy to reposition us?
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Five Principles of Collaboration
• Requires ALL team members work together toward a common goal
• Values ALL participants • Embraces the unique perspective of ALL
team members• Its basis is a strong sense of purpose• Requires trust and a sense of shared
responsibility
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Theory U Co-initiating:
uncover common intent Co-sensing:
observe, observe, observe Co-inspiring:
connect to the source of inspiration and will
Co-creating: prototype the new
Co-evolving: institutionalize the new
practices
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WRAP-UP & NEXT STEPS
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Critical Decisions that We Might Discuss
• Local and regional area issues• Truly integrated on-stop career centers• Local boards that act strategically• Competitive procurement• Performance Standards• Priority of service• Fiscal issues• Lack of buy-in from ______ [boards, elected officials, state agencies, local
nonprofits, schools, organized labor, other]• Other ????
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Elected Officials and the New Boards
• Elected officials play a key role and often have been overlooked as WIA became predictable; now they must make key decisions and board appointments
• Orientation for elected officials essential but also for new boards and community partners
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Key Board Decisions• What sectors to focus on and who leads these efforts• One-Stop Operator• Service Providers• MOUs and One-Stop Infrastructure Costs (some ambiguity as
to whether this is a board or operator function)• Development of a Strategic Plan for Local Area or Region
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Moving Forward: Our Map
• This is what we must do• This is how we will do it• This is when we will get
it done• These are the strategic
partners who we need at the table
• This is how we will define and measure success
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The Time has Come the Walrus said…
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One-Stops: Are They the Same or Will We See Big Changes?
• Board must choose its role: operator, service provider, both, neither
• Board must define the roles of the operator–What is the view of the board, local officials, state and current
providers on this issue?
• Board establishes competitive procurement process for operator, youth and maybe service providers
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FIREWALLS!!!
State RegulationsFinal Federal RegulationsLocal Boards Need to Settle these
issues up front and soon
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Work-Based Learning
• Do boards have the capacity to organize key economic sectors? Are sectors supportive? Are affordable solutions to workforce needs likely?
• Can WIOA staff “sell” OJT, organize customized training programs, develop work experience, try-out employment and internships on a significant scale?
• Can one-stops succeed at helping low-wage workers combine that work with education and training opportunities? What priority will it get?
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…More Decisions
• Board can hire staff and develop a budget• Board can set its legal structure: nonprofit, part of government
agency, other• CLEO chooses fiscal agent• The oddity of Bylaws in the NPRM• Training provider, especially in rural areas• OJT, customized training and incumbent worker policies
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THANK YOU !
http://nawb.org/nawb/forum/
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1155 15th Street NW, Suite 350 Washington, DC, 20005 wwww.nawb.org www.workforceinvestmentworks.com
What Practices do we already do that would help us enact the leadership characteristics?
SAMPLE MEETING AGENDA
Agenda Topic
Strategic Discussion(What things should we be
discussing?)
Data (Information)
Has this already been done?o If so, where, when, how? Is
their LWIA similar to ours (i.e., demographics, geography, funding, etc.)? Can they be used as a model/are they reputable?
Who do we need at the table? o Do we have already formed
partnerships or do we need to form new alliances?
Are there any implications we need to consider (i.e., political, relational, ethical, financial)?
Do we have the resources?
What data points should we be looking for?
Do we have what we need to make a decision or take action?
What else do we need?
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1155 15th Street NW, Suite 350 Washington, DC, 20005 wwww.nawb.org www.workforceinvestmentworks.com
Activity: Thinking Through the Agenda
EXAMPLE - AGENDA TOPIC
Agenda Topic Strategic Discussion(What things should we be
discussing?)
Data
(Information)
Proven & Promising Practices:
Identify and promote proven and promising strategies
and initiatives for meeting the needs of employers, and
workers and jobseekers.
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