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KEY WIOA ISSUES FOR BOARDS

KEY WIOA ISSUES FOR BOARDS. The New Work of the New Boards. Board Evolution What’s In a Board New Membership Board Roles What’s Next Q&A Bob Knight— rknight@rescare.com Director, Workforce Policy ResCare Workforce Services. SHOULD WE DISCUSS:. MONEY. REGULATIONS.

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KEY WIOA ISSUES FOR BOARDS

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  1. KEY WIOA ISSUES FOR BOARDS

  2. The New Workof the New Boards • Board Evolution • What’s In a Board • New Membership • Board Roles • What’s Next • Q&A Bob Knight—rknight@rescare.com Director, Workforce Policy ResCare Workforce Services

  3. SHOULD WE DISCUSS: MONEY REGULATIONS

  4. NEW ROLES FOR THE GOVERNOR

  5. HOW DID WE GET HERE?IN THE BEGINNING (sort of) CETA • Consolidate many War-on-Poverty era programs • But morphed into a public job creation program • Criticism led to Title VII: Rise of the PICs (marketed as “New CETA”)

  6. PICs Take Over (sort of) JTPA • President Reagan ends Public Service Employment • Training is Emphasized • Focus is on Economically Disadvantaged • Business-led boards will bring support from and relevance to private sector

  7. ONE-STOP on the Road to Consolidation? WIA • Universal Service and One-Stops • Business Services Gain Importance • PICs become WIBs with enhanced authority but retain local LEO partnership structure

  8. Making the Case for Change • Dramatic changes in the world of work • Fundamental shifts in the economy • Ever-widening skills gap • Technological influences on talent seeking/fulfillment process • New educational/skilling strategies required by Business

  9. Finding a Balance: Targeted Services, Business Needs and Resources WIOA • New Day for One-Stops? -- Integration but not consolidation • Business Services but also Priority of Service • Work-based Learning Strategies • Business-led WDCs more strategic, with oversight and broader mandate

  10. Define Workforce Board • Group of volunteers who perform planning, oversight, evaluation for workforce investments in a defined geographic area • Planning staff to board who assist in above work • Administrative staff who perform functions related to workforce programs and funding • Service delivery staff who may work for board or for local government

  11. LOCAL BOARD MEMBERSHIP A minimum Workforce Board size of ? or “grandfather” the current Board • Majority business (at least 10) • Labor (2), apprenticeship (1), CBOs and youth serving organizations must make up at least 20 percent of the board (at least ?) • Higher education (1) • Adult Ed and Literacy (1) • Economic development (1) • State employment service(1) • Vocational rehabilitation (1) • Others identified by your local chief elected official or required by the Governor • Standing Committees—Requires board to establish standing committees for one-stop system, youth services and individuals with disabilities. • No Youth Council mandate

  12. LOCAL BOARD PLANNING FUNCTIONS • Develop plan (or regional plan), in partnership with LEO, and submit to governor • Workforce research and regional labor market analysis • Convening, brokering, leveraging • Employer engagement • Promote employer participation on the local board • Develop effective employer linkages • Support employer voice so workforce $ meet the needs of employers • Develop/implement promising practices meeting needs of employers/workers • Coordination with education providers • Budget and administration • Accessibility for people with disabilities

  13. Promote State-of-the-Art Programs • Career pathways development involving educators • Develop/support sectoral strategies • Identify and promote promising practices for employers and jobseekers

  14. Develop strategies for using technology to maximize the accessibility and effectiveness of the local workforce development system for employers, and workers and jobseekers, by— • facilitating 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; • facilitating access to services provided through the one-stop delivery system involved, including facilitating the access in remote areas; • identifying strategies for better meeting the needs of individuals with barriers to employment, including strategies that augment traditional service delivery, and increase access to services and programs of the one-stop delivery system, such as improving digital literacy skills; and • leveraging resources and capacity within the local workforce development system, including resources and capacity for services for individuals with barriers to employment.

  15. Program Performance • Negotiate local performance accountability measures • Conduct oversight for local youth, adult and dislocated worker activities and the one-stop delivery system in the local area; and • Ensure the appropriate use and management of funds to maximize performance outcomes

  16. Selection of Operators and Providers • Select or designate or certify one-stop operators • Award grants or contracts on a competitive basis for youth services (if Youth Committee is established, it makes recommendations in this regard) • Identify eligible providers of training services • Award contracts for career services if not provided by one-stop operator

  17. Other Issues and Questions? • What questions or concerns do you have? • What’s next?

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