1. WIOA and the Local Board
Carol Wargo and Julie Wirt
March 23, 2016

2. Agenda Overview of WIOA Workforce Development System
The Workforce Development Board
Being a Strategic Board
Local Planning
Timeframes for WDB Activities
CCMEP: A New Way to Work

3. WIOA Overview Enhance Service Delivery
Designation
Regions
Procurement of OhioMeansJobs Center Operator
Enrich Services to Customers and Businesses
Emphasis on career pathways/sector initiatives
Increased importance on serving disengaged young adults

4. WIOA Overview Advance Partner Linkages Increase Return on Investment
Establishment of core programs
Local and regional planning
Increase Return on Investment
Performance measures
Flexible spending

6. Workforce Development Board
Business – Majority
Workforce Representatives – 20%
2 or more – labor organizations
1 or more – joint-labor management registered apprenticeship
May include community-based organizations

7. Workforce Development Board
Education and Training
Provider of the Adult Basic and Literacy Education (ABLE) program
Higher education institutions that provide workforce training
May include representatives of local education agencies and community-based organizations

8. Workforce Development Board
Government and Economic Development
Economic development entity
Wagner-Peyser employment services
Vocational Rehabilitation
Others may be appointed to the WDB
Transportation
Housing
Public Assistance
Philanthropic organizations

9. Workforce Development Board
Multiple Entity Representation
Authority of Board Members
Optimum decision-making

10. Role of the Workforce Development Board
Develop and submit local plan
Conduct workforce research
Convene workforce development system stakeholders
Lead efforts to engage employers
Develop and implement career pathways
Identify promising workforce strategies

11. Role of the Workforce Development Board
Conduct oversight of WIOA programs
Negotiate performance measures
Negotiate Memorandum of Understanding (MOU)
Procure providers of services and OhioMeansJobs center operator
Develop budget for activities of the WDB
Certify OhioMeansJobs center
Establish board by-laws

12. Workforce Development Board
The WDB has both strategic planning responsibilities as well as operational duties for the local area.

13. Being a Strategic Board
Workforce Development Board members can be:
Advocates
Labor Market Advisors
Connectors
Innovators

14. Being a Strategic Board
Strategically plan and develop policy
Encourage all partners to operate as an aligned system “row in the same direction”
Build a regional system
Link the workforce system to economic development and education systems
Initiate/participate in special projects and grants

15. Being a Strategic Board
Identify and forecast the needs of business
Determine which industry sectors to prioritize and assist
Champion a robust menu of business services
Identify critical performance areas and how to measure success

16. Being a Strategic Board
Questions to Consider
What do board members think are our most critical workforce issues?
Can we articulate the value the Workforce Development Board adds to the community?

17. Local and Regional Planning
The local plan is the primary vehicle for communicating the local WDB’s vision for the local workforce system and aligning and integrating local service delivery across programs in a region to ensure that the workforce system is job-driven and matches employers with skilled individuals.

18. Local and Regional Planning
Local Plan
Provides the framework for local areas to define how their workforce development systems will achieve the purposes of WIOA.
Serves as the 4-year action plan to develop, align, and integrate the local area’s job-driven workforce development systems.
Provides the platform to achieve the local area’s visions and strategic and operational goals.

19. Local and Regional Planning
The local plan represents a collaborative process among:
Local elected officials
Core Programs (WIOA, Wagner-Peyser, ABLE, and Vocational Rehabilitation)
Required partners (e.g., economic development, education, and private sector partners

20. Local and Regional Planning
The local plan creates:
A shared understanding of the local area’s workforce investment needs
A shared vision of how the workforce investment system can be designed to meet those needs
Agreement on the key strategies to realize this vision

21. Local and Regional Planning
WDB is required to submit a local plan to the State.
If the local area is part of a planning region, the WDB will submit its local plan as part of the regional plan.

22. Time Frames for WDB Activities
OMJ Center Certification: June 30, 2016
WDB Initial Certification: September 1, 2016
Negotiate Performance Measures: Spring 2016
Local/Regional Planning: Anticipated Late 2016
Procurement of Youth Services: January- March 2017

23. Time Frames for WDB Activities
Procurement of Career Services/OMJ Operator: January-March 2017
Develop MOU – June 30, 2017
Oversight of Program: Continuous

24. A New Way to Work
Comprehensive Case Management and Employment Program (CCMEP)
Effective July 1, 2016, CCMEP will become the operational framework used to deliver case management and employment services across Ohio’s 88 counties.
Statewide integration of TANF youth and WIOA youth programs.

25. A New Way to Work Program components Single lead agency
OhioMeansJobs.com as case management tool
Standardized comprehensive assessment
Personal employment plan
Intensive case management
Common performance metrics

26. A New Way to Work The Workforce Development Board’s Role:
Procurement of WIOA youth program services
Development of policies
Coordinate and collaborate with lead agency on the strategy to deliver services
Coordinate with lead agency on the development of a plan

27. Resources
WIOA Website: WIOA Combined State Plan Office of Workforce Development WIOA Information:

28. Resources
U.S. Department of Labor’s WIOA Information: At Your Service: Welcoming Customers with Disabilities

29. Questions? Julie Wirt Julie.Wirt@jfs.ohio.gov OWDPOLICY@jfs.ohio.gov
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