1. North Carolina Workforce Development System
June

2. Overview NCWorks System Role of the Department of Commerce Funding
Structure
Workforce Innovation and Opportunity Act (WIOA)
Role of the Local Workforce Development Boards
Responsibilities
Integrated Service Delivery
Where we can help

3. NCWorks System
The Division of Workforce Solutions (Department of Commerce) is a key member of the NCWorks System
Apprenticeship
Adult, Dislocated Worker, Youth (WIOA Title 1)
Wagner-Peyser (WIOA Title 3)
Veterans
Agriculture
Trade Adjustment Assistance

5. Division of Workforce Solutions
Workforce Innovation and Opportunity Act
Funding
$80,366,911
Division of Workforce Solutions
(program oversight and grant administration) W I O A
Title 1
Adult
Dislocated Worker
Youth
Local Workforce Development Boards
U.S. Department of Labor
PY2016
Adult - $20,492,497 (85%)
Dislocated Worker - $18,628,998 (60%)
Youth - $21,450,065 (85%)
Total - $60,571,560 (75% of Total)
Title 3
Wagner-Peyser
Taxpayer
$19,761,644
PY 15 funding - $3,199,257
3% Increase of $102,287

6. So what is WIOA?

7. What is WIOA? Workforce Innovation and Opportunity Act
Federal law passed by Congress and signed by President Obama in July 2014
Full implementation July 2016
Replaces the Workforce Investment Act (WIA) passed in August 1998 for sunset in August 2003

8. WIOA Overview – Core Programs
WIOA brings together federal investments in skill development
Employment and training services
Title 1 – Adult, Dislocated Worker, Youth (local Workforce Development Boards through Commerce)
Title 3 – Wagner-Peyser (Commerce)
Adult education and literacy programs
Title 2 – Adult Education and Literacy (Community Colleges)
Programs that assist persons with disabilities obtain employment
Title 4 – Vocational Rehabilitation (Health & Human Services)

9. WIOA Purpose – Title 1 To provide workforce investment activities,
through statewide and local workforce development systems,
that increase the employment, retention, and earnings of participants, and
increase attainment of recognized postsecondary credentials by participants,
as a result,
improve the quality of the workforce,
reduce welfare dependency,
increase economic self-sufficiency,
meet the skill requirements of employers, and
enhance the productivity of the Nation.

10. WIOA Title 1 Process Isothermal Planning and Development Commission
County Commissioners:
Agree to create a local area
Request designation from the Governor
Develop a consortium agreement
Select a fiscal agent to receive and administer WIOA funding
Nominate members to local workforce development board
Rutherford
McDowell
Cleveland
Governor designates local areas through consultation with the NCWorks Commission and chief elected officials based on:
Areas consistent with labor market areas
Consistent with regional economic development areas
Have available federal and non-federal resources necessary to effectively administer activities
Polk
Isothermal Planning and Development Commission

11. Local Workforce Development Board Membership
Workforce – people that represent employee groups, training providers, apprenticeship

12. Local Workforce Development Board Has A Dual Focus
Local/Regional Workforce System Coordination
WIOA Resources
and Outcomes
Boards have a responsibility to oversee the title 1 programs
But also to be the regional conveners of workforce programs and stakeholder and developing a coordinated system
Challenge is to find the right mix
Some boards have one committee that focuses on the title 1 oversight and the full board is strategic – this keeps boards from getting bogged down

13. Local Workforce Development Board Functions
Develop and submit a local plan
Workforce research and regional labor market analysis
Convening local workforce stakeholders, brokering and leveraging support for workforce development activities
Lead efforts to engage a diverse range of employers
Lead efforts to develop and implement career pathways
Identify and promote proven and promising practices
Develop strategies for using technology to maximize accessibility and effectiveness of the local workforce development system by employers and workers

14. Local Workforce Development Board Functions
Program oversight in partnership with chief elected officials
Conduct oversight for local youth activities, local employment and training activities, and NCWorks Career Center system
Ensure appropriate use and management of funds
Maximize performance outcomes
Negotiation of local performance accountability measures
Selection of NCWorks Career Center operators and service providers
Coordination with education providers
Coordination with education providers
Local education and training providers
Adult basic education (Title 2)
Career and technical education (Perkins)
Local agencies administering education for vocational rehabilitation

15. Local Workforce Development Board Functions
Budget and administration
Develop a budget for the activities of the local area consistent with the local plan
Administration of grant funds (chief elected official serves as the local grant recipient and is liable for any misuse of grant funds)
Annually assess the physical and programmatic accessibility for individuals with disabilities
Coordination with education providers
Local education and training providers
Adult basic education (Title 2)
Career and technical education (Perkins)
Local agencies administering education for vocational rehabilitation

16. Local Elected Officials
Appoints members
Selects a grantee
Regional WDB
Administrative Entity
Selects service provider(s) for Title 1 services
Hires a Director and staff
Oversees Career Centers
WDB
Director
Manages contracts and reports to WDB
NCWorks Career Center

17. NCWorks Career Centers
How do NCWorks Career Centers Work?

18. Regional Operations Director
DWS
Regional Operations Director
Regional WDB Director
Partners to manage Career Centers
NCWorks Career Center Operator
Contractor – Title 1 services providers
DWS staff – Title 3 services provider
NCWorks Career Center

19. NCWorks Career Center Oversight
Workforce Development Board
Know the needs of the community – be demand driven
Determine the number and locations of centers
Work with agency partners to maximize center resources
Provide oversight to the local re-certification process
Select an operator
Select a service provider(s)

20. NCWorks Career Center Operations
Workforce Development Board Director
Partner with DWS Regional Operations Director
Implement integrated service delivery model
Cross-train staff
Hold all staff accountable for common performance measures

21. What is Integrated Service Delivery?
Customer-service focused, not programmatic silos
Model that values both skills development and job placement
Increases the number of people gaining new skills
Streamlines service delivery and removes bureaucratic barriers
Redesign of employer services
Everyone working towards the same performance goals

22. Workforce Services Prior to Integrated Service Delivery
I can help you find training to qualify for a job.
Workforce Services Prior to Integrated Service Delivery
I can help you find training to qualify for a job.
Title 1 Services
TAA Services
Center services are provided by different staff
Spending valuable time and resources
I can help you get a job if you’re a Veteran.
I can help you find a job.
Veterans’ Services
Title 3 Services
Customers go from one person to another to receive services

23. Integrated Service Delivery
We can help you get all the services you need to get a job.
Changes the way we serve our customers when they
walk in our doors

24. Integrated Service Delivery
Jointly selected by WDB Director and DWS Regional Operations Director
Center Manager
Register
Orientation
Assessment
Welcome Team
Employment Team
Skills Team
Develop career plan
Assess skills, experience
Connect to training
Explore career options
Job Search
Job referrals
Employer Services Team
Labor market info
Job fairs
Posting jobs
Referring candidates

25. Local Area Performance
Federal measures set by WIOA
State measures set by NCWorks Commission
NCWorks Career Center measures (under development)

26. WIOA Federal Performance Measures
Adults and Dislocated Workers
Percent employed 2nd quarter after exit
Percent employed 4th quarter after exit
Median earnings 2nd quarter after exit
Credential attainment within 4 quarters after exit
Youth
Percent in education, training, or employed 2nd quarter after exit
Percent in education, training, or employed 4th quarter after exit
Employers
Indicators of effectiveness in serving businesses (TBD)
Measures are looking at the quality of the service provided – looking whether or not a person had a job 6 months and 1 year after receiving services

27. State Performance Measures
Outreach and Engagement
Provide staff-assisted services equal to or greater than the number of unemployed people in the area
Provide staff-assisted services to at least 2% of the youth living in poverty in the local area
Provide staff-assisted services to at least 5% of the total private businesses in the local area
At least 10% of all private business receiving staff-assisted services will be new customers
At least 25% of all private businesses receiving staff-assisted services will be small business, less that 100 employees

28. State Performance Measures
Skills Gap
Provide training services to at least 3% of adult participants
Enroll at least 25% of youth served in the WIOA Youth program in a work- based learning activity
Process
Engage in the creation of at least two NCWorks Certified Career Pathways
All career centers in the local area will be certified career centers

29. DWS and Local Area Partnership
DWS Regional Operations Director and WDB Director work together to:
Manage Career Centers
Meet performance measures
Identify training needs
Determine cost sharing
DWS state office provides:
State policy
Technical assistance team
Training for staff
IT support

30. Questions?