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Workforce Investment Act Board Orientation. Center for Workforce Learning 6361 Timberbluff Circle Avon, Indiana 46123 Phone: 317/838-5487 Email: Table of Contents. WIA Key Concepts. WIA Information - “The Foundation”. Changing Roles.

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workforce investment act board orientation

Workforce Investment ActBoard Orientation

Center for Workforce Learning

6361 Timberbluff Circle

Avon, Indiana 46123

Phone: 317/838-5487


table of contents
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.
  • Customer Satisfaction.
  • Business Results.
  • Enhanced Partnerships.
  • Accountability.
  • Changing Roles.







why do we need it
Why do we need it?

It’s 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.”
the workforce investment act
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.
why do we need it1
Why do we need it?

It’s 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!
organizational impact
“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?
operational impact
“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.
board impact
“Board Impact”
  • Create the opportunities and environment to make all of these things happen.
  • Establish Mystery Shopping.
  • Require Surveying.



business results
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”.
17 measures for wia title i
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


Skill Attainment Rate

Diploma or Equivalent Attainment Rate

Retention Rate



of Employers

of Participants

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



mandated partners
Mandated Partners
  • Title I of WIA:
    • Adult.
    • Youth.
    • Dislocated Worker.
    • Native American Programs.
    • Migrant Seasonal Farm Workers.
    • Veterans Workforce Programs.
    • Job Corps.
mandated partners1
Mandated Partners
  • Employment Service.
  • Title V, Older Americans.
  • Unemployment Insurance.
  • Vocational Rehabilitation.
  • Welfare-to-Work.
  • HUD Employment and Training.
  • Community Services Block Grant.
mandated partners2
Mandated Partners
  • Adult Ed and Literacy.
  • Post Secondary Vocational Education.
  • Trade Adjustment Assistance.
  • NAFTA Assistance.
mandated partners3
Mandated Partners
  • One-Stop must be the front door for mandated partnerships.
  • Mandated partners must deliver core services through the One-Stop.
non traditional partnerships
Non-Traditional Partnerships
  • Faith-Based.
  • Clothing Closets.
  • Food Shelters.
  • Economic Development.
  • Chambers.
  • Manufacturing Associations.
  • . . .
enhanced partnerships
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.
  • Innovative and creative approaches to addressing enhanced partnerships.
    • Rural?
    • Metropolitan?


to the Public

increased accountability
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.
  • Innovative and creative approaches to addressing accountability.
    • Rural?
    • Metropolitan?
system opportunity
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.
creating alignment
Creating Alignment
  • Alignment in WIA achieved through:
    • System-wide understanding of goals.
    • Planning strategies for execution.
    • Leading staff, partners in same direction.
  • Workforce Investment Boards/Board Staff.
    • Community Issues.
    • The “Big Picture”.
    • Policy.
    • Labor Market Analysis.
    • Strategic Plan.
    • Lead Meaningful Change.
    • Diverse.
    • Business Connection.
  • 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.
front line
  • Direct Customer Contact.
    • Integrated Case Management.
    • Cross-Cutting Knowledge.
    • Process Review.
    • Customer-Focused.
    • Accountability.
    • Decisions Related to Customers.
  • 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.
  • 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.
  • Universal access.
  • Customer choice.
  • Integration.
  • Performance-driven & outcome-based.
  • Cross-cutting funding.
  • 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.
  • 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.
community leadership
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.
wia reauthorization1
WIA Reauthorization
  • State Board
    • No business majority required
    • Chair still from business community.
    • Governor may expand membership.
    • Cannot grandfather in state or local boards.
wia reauthorization2
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.
wia reauthorization3
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.
wia reauthorization4
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.
wia reauthorization5
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.
  • Customer-Driven.
  • Business Services.
  • Outreach and Recruitment.
  • Performance/Business Results.
  • Universal Access.
  • Menu of Options.
  • Life-Long Learning.