1. WORKFORCE INNOVATION AND OPPORTUNITY ACT (WIOA) SELECTED ISSUES FOR METRO NORTH

2. REGIONAL DESIGNATION In alignment with labor market areas and economic development regions Through consultation of governor with state board and with chief elected officials and local boards Initial (two-year) approval upon request by existing local areas demonstrating successful performance/fiscal integrity Subsequent approval if successful fiscal and programmatic performance

3. PLANNING Cross-Secretariat/Cross-Disciplinary Planning  Unified planning process across workforce development, adult education, vocational rehabilitation, Wagner-Peyser  Requires planning with economic development  Performance indicators shared across titles; co-enrollment and shared data encouraged  Performance indicators emphasize earning recognized credentials, making skill gains  Career pathways to provide education/training/employment assistance  Performance indicators require long-term follow-up to capture outcomes Regional Planning across Workforce Areas  Assumes homogeneous regions vs. customized partnering by industry

4. CAREER CENTERS  Career center operators must be procured through a competitive process  Delay rechartering process in Metro North?  Wagner-Peyser services must be co-located with career centers  Metro North is one of four MA regions with a WIA waiver to allow operator staff to provide Wagner-Peyser employment services  Will we be allowed to continue our current model?  Career center partners must contribute to infrastructure costs; MOUs to include cost-sharing requirements  Career centers must go through certification process defined at state level, but implemented locally  Career Center Partners:  Adds Second Chance, TANF, and Unemployment Assistance  Removes Job Corps

5. EMPHASIS ON WORK-BASED LEARNING Emphasis on job-driven/work experience service models  OJT, apprenticeship, internships, work experience  20% of youth funds to work experience  Adds option for incumbent worker training  Ability to shift 100% of funds between Adults and Dislocated Workers

6. WORKFORCE DEVELOPMENT BOARD (WDB) COMPOSITION At least 50% business At least 20% representatives of workforce New: representative of apprenticeship program Representatives of education and training activities Representatives of government and economic and community development Standing Committees: Youth Council  Youth Committee PFO/Career Center Committees  One-Stop Delivery System Individuals with Disabilities Committee Others, at local option

7. BOARD ROLE - THIRTEEN POINTS Local Plan Workforce Research and Regional Labor Market Analysis Convening, Brokering, Leveraging Employer Engagement Career Pathways Development Proven and Promising Practices Technology Program Oversight Negotiation of Local Performance Measures Selection of Operators/Providers Coordination with Education Providers Budget and Administration Accessibility for Individuals with Disabilities

8. IMPORTANT DATES Draft regulations 7/11/2015 Partial implementation 7/1/2015 Full implementation 7/1/2016

9. Board Participation  Influence policy  Influence resource investment Industry Partnerships  Strategic planning  Career pathways development  Curriculum advice  Training design Contributions  Equipment donations  Staff time for: instruction, mentors, guest lectures, industry sessions  Career exposure/work experience:  Job Shadowing  Internships  OJTs  Summer Jobs/Part-time Jobs for Youth  Interview training completers  Commitment to hire qualified candidates BUSINESS ENGAGEMENT

10. How can we convincingly frame what we do as a joint effort and of joint value to business and workforce development/education? What obstacles are there for business participation?  What are the costs? What incentives are there for business participation?  Is succession planning/pipeline development a factor?  Is preparing the workforce a business problem?  Could there be long-term cost reductions due to participation? Business leadership  How do we identify/develop industry champions?  Should these partnerships be employer-led? How can we facilitate this?