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Briefing on WIA Memoranda of Understanding for Local Policymakers Insert your name place date.

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Presentation on theme: "Briefing on WIA Memoranda of Understanding for Local Policymakers Insert your name place date."— Presentation transcript:

1 Briefing on WIA Memoranda of Understanding for Local Policymakers Insert your name place date

2 What Well Talk About Today zWhat is a WIA MOU zWhy is it important zWhat is the role of: the Chief Local Elected Official(s); the Local Workforce Investment Board; & the One Stop Partners related to the MOU zWhere to Start the MOU Process zSeven Key Decisions you need to address

3 What is a Memorandum of Understanding (MOU) zThe MOU is developed by the Local Workforce Investment Board and Chief Elected Official with each partner and describes the following: system yServices to be provided through the One Stop system yHow the service and system operating costs will be funded yMethods of referral between one stop operator and one stop partners yThe duration of the MOU and procedures for amending yOther appropriate provisions agreed to by the partners

4 Why is the MOU Important One Stop System zThe key to building a high quality workforce development system in New York is the One Stop System. zThe MOU is the glue that, as the one stop system is designed, describes what services will be delivered, by whom, how, and at what cost. z In effect, the MOU defines the terms of each one stop partners participation in the one stop system.

5 Where should you start zBefore local negotiations can begin, WIBs and one stop partners must arrive at a common vision, define their local services, and allocate costs for this local system. Four excellent starting points are available at : zThe New York State MOU Template is an excellent piece of work, and the official starting point zAgreements at the State level provide guidance at MOU for Implementation of the Workforce Investment Act by Agencies of New York State, zThe Services and Funding Toolkit is geared to local policymakers and one stop partners, it deals with establishing your vision and basic cost allocation zThe accompanying MOU Toolkit, also designed for policymakers.

6 Seven Key Decisions about the MOU zWho are the required partners zResponsibilities of the one stop partners zBalancing mere compliance with high quality performance zWhat form should your agreement take zWhat is the best forum for negotiating MOUs zHow do you negotiate the MOU zWhat happens if you reach an impasse

7 Decision 1: Who are the One Stop partners required zWIA lists a number of required partners zBecause the Local WIB must be majority business, adding public sector partners means adding additional business partners zIt is permissible in some cases for one board member to represent multiple partners zAlthough most required partners will be known locally, not all the required partners, such as the Job Corps, exist in every workforce area zThe State Board or the Local Board can name optional partners zA good listing of required partners can be found on page 3 of the MOU Toolkit

8 Decision 2: Responsibilities of the One Stop Partners zAll One Stop Partners (required or optional) must commit to all of the following: zMake core services available to program participants through the one stop system zUse a portion of their program funds to create and maintain the one stop system and to provide core services, to the extent permitted by their own programs legislation zEnter into an MOU regarding the operation of the one stop system zParticipate in the operation of the one stop system zServe as a representative on the local workforce investment board zNote: Local Workforce Investment Boards have the option of adding additional expectations of partners.

9 Decision 3: Balancing Compliance with Building a High Quality System zRigorous performance measurement and the measuring of business and jobseeker customer satisfaction in order to continuously improve the local system are requirements of WIA zWhile it is a legal requirement that MOUs reflect compliance with WIA, it must be remembered that the ultimate goal in New York State is genuine systems integration and systems change to benefit all employers and workers. zContinuous improvement principles and suggestions are offered under Strategy 7, Services and Funding Toolkit.

10 Decision 4: What form should your MOU take zThere are several options that can be used for your MOU: zUmbrella agreement applying to all partners zIndividual, separate agreements applying to each partner zHybrid, or a combination of the best of the above two models zLets talk about the pluses and minuses of the three models (see pages 8, 9 in MOU Toolkit)

11 Decision 5: What is the best forum for negotiating MOUs zOne Stop partners have two sometimes conflicting roles: members of the local governance body (LWIB), as well as representatives of an agency providing services zFor partners to perform both roles to the full benefit of the community, they need an appropriate context to exercise them. zThe MOU Workgroup believes that the workforce board is a governance body, and not an appropriate venue to work through partnership issues. There could be an appearance of conflict of interest. zTherefore, although it is not required by WIA, the MOU Workgroup recommends that local areas develop a separate partner entity, a partners table, where partners can work out as many MOU issues as possible prior to their being taken up by the WIB.

12 Decision 6: How do you negotiate the MOU zHow you choose to negotiate the MOU is a local decision Services and Funding Toolkit, zAn excellent starting point is the Services and Funding Toolkit, which provides step by step guidance that may help you define what services will be delivered, by whom, how, and at what cost. zAlthough most believe that we need to build a genuine workforce development system in New York, it must be recognized that contributing partners have interests, resource constraints, and often their own legislative requirements. zIt will be important to focus on interests- yours and each partners, not just positions (see page 11 MOU Toolkit) zYou have many options locally, and particularly this year the tight timeframes dictate that you quickly settle on how you will negotiate.

13 Decision 7: How will you handle potential impasse situations all zThe entire community loses out if even one partner doesnt sign the MOU. An LWIB that does not have an MOU with all required partners is not eligible for state incentive grants. zIf impasse is not resolved, parties without an MOU cannot sit on the Workforce Investment Board. zPartners and Boards may seek help from NYSDOL as the agency designated to mediate impasse situations, their own respective agencies, the State Board, or as a last resort federal agencies. zLocal Boards and partners are required to negotiate in good faith, and document their efforts zPart of the initial negotiation meeting should address the negative effect on the community of any impasse, and possible solutions may be built into any negotiation protocols.

14 Where to go for assistance with MOU negotiations zNYSDOL Workforce Development and Training Division, (518) zA good list of resources can be found on page 28 of the Services and Funding Toolkit. (Also throughout the S&F Toolkit.)

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