Workforce Investment Act Board Orientation

1
Workforce Investment ActBoard Orientation

• Center for Workforce Learning
• 6361 Timberbluff Circle
• Avon, Indiana 46123
• Phone [phone]
• Email MALaw528_at_aol.com
• www.workforce-learning.org

2
Table of Contents

• WIA Key Concepts.
• WIA Information - The Foundation.
• Changing Roles.
• Leadership Changes from JTPA.
• Management Changes from JTPA.
• Front-Line Changes from JTPA.
• Support Changes from JTPA.
• Workforce Board Challenges and Community
  Leadership.
• WIA Reauthorization.

3
WIA Key Concepts
4
Themes

• Customer Satisfaction.
• Business Results.
• Enhanced Partnerships.
• Accountability.
• Changing Roles.

Continuous Improvement
Reengineering
5
Customer Satisfaction
6
Why do we need it?
Its the LAW!

• The Workforce Investment Act
• WIA Section 136(b)(2)(B) the customer
  satisfaction indicator of performance shall
  consist of customer satisfaction of employers and
  participants with services received from the
  workforce investment activities authorized under
  this subtitle.

7
The Workforce Investment Act

• The legislation Section 136(b)(3)(A)(I) also
  requires that there be state-adjusted levels of
  performance for customer satisfaction that
• Can be expressed in an objective, quantifiable,
  and measurable form and,
• Show the progress of the state toward
  continuously improving in performance.

8
Why do we need it?
Its the Right Way to Do Business!

• Our customers are demanding it.
• Our competitors are doing it.
• We must become high-performing organizations that
  work with customer needs and expectations to
  achieve business results!

9
Organizational Impact

• Identify WHO the customers are.
• Find out customer needs and expectations.
• Review what services and products you have
  available.
• What are the gaps?
• How do you fill the needs?

10
Operational Impact

• Segment customers.
• Find out customer needs and expectations.
• Review processes for each function.
• Identify customer steps in each process.
• Revise process to address concerns and
  inefficiencies.
• Test changes.
• Revise as appropriate.

11
Board Impact

• Create the opportunities and environment to make
  all of these things happen.
• Establish Mystery Shopping.
• Require Surveying.

12
Business Results
13
Business Results

• Field of Dreams
• If you build it, they will come!
• Performance Standards do not go away.
• In a customer-driven system, however, they should
  be considered the floor and not the goal.

14
17 Measures for WIA Title I
Adults, Dislocated Workers, Older Youth Entered
Employment Rate Six Month Retention Rate Average
Earnings Change in Six Months Credential
Attainment Rate
Customer Satisfaction of Employers of Participants
Youth Skill Attainment Rate Diploma or Equivalent
Attainment Rate Retention Rate
15
(No Transcript)
16
(No Transcript)
17
Sharing

• Innovative and creative approaches to addressing
  business results.
• Rural?
• Metropolitan?

18
Enhanced Partnerships
19
Mandated Partners

• Title I of WIA
• Adult.
• Youth.
• Dislocated Worker.
• Native American Programs.
• Migrant Seasonal Farm Workers.
• Veterans Workforce Programs.
• Job Corps.

20
Mandated Partners

• Employment Service.
• Title V, Older Americans.
• Unemployment Insurance.
• Vocational Rehabilitation.
• Welfare-to-Work.
• HUD Employment and Training.
• Community Services Block Grant.

21
Mandated Partners

• Adult Ed and Literacy.
• Post Secondary Vocational Education.
• Trade Adjustment Assistance.
• NAFTA Assistance.

22
Mandated Partners

• One-Stop must be the front door for mandated
  partnerships.
• Mandated partners must deliver core services
  through the One-Stop.

23
Non-Traditional Partnerships

• Faith-Based.
• Clothing Closets.
• Food Shelters.
• Economic Development.
• Chambers.
• Manufacturing Associations.
• . . .

24
Enhanced Partnerships

• In a customer-driven, business results
  environment partnerships must be meaningful to
  create ownership and buy-in.
• Seamless is the key to customer satisfaction.
• Shared goals are key to business results.

25
Sharing

• Innovative and creative approaches to addressing
  enhanced partnerships.
• Rural?
• Metropolitan?

26
Accountability to the Public
27
Increased Accountability

• Consumer report cards will provide detail to the
  general public, Congress, and investors.
• Communicating business results will be essential.
• Organizational success will require skilled
  workers.

28
Sharing

• Innovative and creative approaches to addressing
  accountability.
• Rural?
• Metropolitan?

29
Changing Roles
30
System Opportunity

• WIA provides opportunity to create world-class
  system.
• Managing Programs ? Managing a System.
• High-Performing, Results-Oriented,
  Customer-Driven System.
• Need to Build Quality in Up-Front.
• Leadership is the Key to Success.

31
Creating Alignment

• Alignment in WIA achieved through
• System-wide understanding of goals.
• Planning strategies for execution.
• Leading staff, partners in same direction.

32
Leadership Changes From JTPA
33
Leadership

• Workforce Investment Boards/Board Staff.
• Community Issues.
• The Big Picture.
• Policy.
• Labor Market Analysis.
• Strategic Plan.
• Lead Meaningful Change.
• Diverse.
• Business Connection.

34
Management Changes From JTPA
35
Management

• One-Stop Operators/Partnership Executives/Board
  Executive Staff.
• Cross-Functional Teams.
• Shared Goals.
• Continuous Improvement Teams.
• Fact-Based Decisions.
• Human Resource Development.
• Communication.
• Business Results.

36
Front-Line Changes From JTPA
37
Front-Line

• Direct Customer Contact.
• Integrated Case Management.
• Cross-Cutting Knowledge.
• Process Review.
• Customer-Focused.
• Accountability.
• Decisions Related to Customers.

38
Support Changes From JTPA
39
Support

• Support to Direct Customer Contact.
• Knowledge of Operations.
• Process Review in Conjunction with Front-Line
  Staff.
• Communication Flow.
• Problem-Identification.
• Problem-Solving.
• Integrated Systems.
• Tracking.

40
Challenges
41
Challenge

• Not business as usual!
• Business community leads.
• Supply and demand.
• Understanding the need to attract and retain
  employers by upgrading skills of the local
  workforce.
• Helping workers get and keep good jobs.

42
Challenge

• Universal access.
• Customer choice.
• Integration.
• Performance-driven outcome-based.
• Cross-cutting funding.

43
Challenge

• Establish a comprehensive plan to meet community
  workforce development needs.
• System focused rather than program focused.
• Attention to community goals.
• Customer base job seekers AND businesses.

44
Challenge

• Board MUST be the place people look to for
  workforce investment guidance.
• Equal partners to economic development.
• Create a mainstream system where people go first
  job seekers plus and businesses.

45
Community Leadership

• Identify your local community workforce
  development issues.
• Community planning.
• Respond to and manage community issues.
• Establish accountability measures for community
  issues.
• Advocate.
• Align multiple partners,
  resources, plans strategies.

46
WIA Reauthorization
47
WIA Reauthorization

• State Board
• No business majority required
• Chair still from business community.
• Governor may expand membership.
• Cannot grandfather in state or local boards.

48
WIA Reauthorization

• State Board
• Develop criteria for, and the issuance of,
  certifications of one-stop centers.
• Criteria for allocation of one-stop center
  infrastructure funding under section 121(g), and
  oversight of the use of such funds.
• Approaches to facilitating equitable and
  efficient cost allocation in one-stop delivery
  systems and
• Such other matters that may promote statewide
  objectives for, and enhance the performance of,
  one-stop delivery systems within the State.

49
WIA Reauthorization

• Local Boards
• Membership should be streamlined by eliminating
  the One-Stop partner programs from the local
  boards.
• Partner officials would retain involvement
  through MOU process.
• Local Board has option of creating an Operating
  Committee comprise of One-Stop partners to
  provide advice on operational issues.
• Local Board has option of creating a Youth
  Council to provide advice on operational issues.

50
WIA Reauthorization

• Local Boards
• Membership Business, Worker Advocates, Economic
  Development, Faith Based, Superintendents of
  Local Schools, Presidents of Community Colleges.
• State has sole authority to designate areas.
  Eliminates local area appeals of non-designation
  to the Secretary of Labor. Appeal rights would
  end at the state level.
• 2 year planning cycle rather than 5 year.

51
WIA Reauthorization

• Resource Sharing
• Operational cost of system to be financed through
  One-Stop infrastructure funding where each
  partner program contributes a portion of their
  funds either at the federal level or as a
  set-aside at the state level.
• New Partners Disability Organizations, Ticket
  to Work, Child Support Enforcement.

52
Considerations

• Customer-Driven.
• Business Services.
• Outreach and Recruitment.
• Performance/Business Results.
• Universal Access.
• Menu of Options.
• Life-Long Learning.