Wisconsin’s Workforce Development System A Local Area P e r s p e c t i v e.

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Presentation transcript:

Wisconsin’s Workforce Development System A Local Area P e r s p e c t i v e

WAJTE Purpose Share information Identify and formulate policy stances Interface with state agencies on matters of policy Strategically align with the Council on Workforce Investment

Objective  Highlight the role of local boards within the overall workforce development system –Background –System strengths –Challenges –Opportunities –Conclusion

Wisconsin Association of Job Training Executives (WAJTE) Steve TerryJim GolembeskiSally CutlerCheryl WelchFrancisco SanchezGerard A. Randall, Jr.Beth NorrisBob BorremansPat SchrammDick BestJerry Hanoski

Workforce Investment Act of 1998 (WIA) One-stop centers Customer choice Accountability Autonomy

Legislated Responsibilities Governor Develop statewide strategy Designate local areas Certify local boards Establish eligibility procedures for training providers Allocate funds Appoint a state board Local Boards Develop regional strategy Designate one-stop operators Oversee local system Identify eligible service providers Develop a budget Appoint a youth council

Additional Local Board Roles Coordinate workforce investment activities with economic development strategies and develop employer linkages Promote private-sector involvement in the statewide workforce investment system

“WIA is an economic development program with social benefits, not a social program with economic development benefits.” Emily Stover DeRocco Assistant Secretary for Employment and Training

Meet performance goals Comply with WIA regulations Serve job seekers Provide community leadership Align workforce development and economic development Serve employers

System Strengths Engagement with the private sector –200 Wisconsin business leaders

System Strengths One-Stop Model –78 Job Centers

State Performance: Program Year 2004 ProgramMeetExceed Adult Dislocated Worker Older Youth Younger Youth Customer Satisfaction System Strengths

Local Autonomy –Capitalizes on existing relationships –Essential for regional partnerships –Increases responsiveness –Encourages innovation

Annual Synergy Conference HealthCare Alliance NEW Economic Opportunity Study Youth Center Displays Talent Profiling Employer of Choice Awards Career Pathways Initiative Future Fields Program CNC Bootcamp Customized Surgical Technologist Training “Keys to Work” Transportation Assistance

Challenges Scarcity of resources 1985 $123.5 million 2004 $70.9 million DOL support for workforce development in Wisconsin

Challenges Maintaining One-Stop Infrastructure Student Employment Services Child Care Room

Challenges Preparing a skilled workforce –Closing the gap between job seeker skills and job requirements –Transitioning dislocated workers into high- wage jobs –Serving a diverse population

Opportunities Understand and support local Workforce Development Boards Respect local autonomy and advocate for local areas with state and federal policy makers Be the premier connection with the business community

Conclusion The Workforce Development System in Wisconsin is dynamic and responsive to both its job seeker and business customers. The local workforce development areas, through innovative programs and strong relationships with system stakeholders, are uniquely poised to advance the Governor’s mission to GROW Wisconsin.

Beth Norris, Coordinator Southeast Wisconsin Workforce Development Area Dick Best, Executive Director West Central Workforce Development Board