Delaware WIOA Leadership Team

1. Delaware WIOA Leadership Team Planning Retreat February 19-20, 2019 Buena Vista, DE

2. Today’s Presenters Beth Brinly Vice President of Workforce Innovation Maher & Maher • bbrinly@mahernet.com Susan Duffin • Senior Consultant • Maher & Maher • sduffin@mahernet.com

3. Today’s Agenda 1:00 pm Welcome and Introductions 1:15 pm Introduce Maher Team 1:20 pm Focus of the Planning Retreat 1:30 pm Celebrating Our Successes 1:40 pm Business Engagement Overview 2:10 pm Action Planning Process 2:20 pm Break 2:30 pm Action Planning for Business Engagement 3:15 pm Roles and Timelines 3:45 pm Wrap Up 4:00 pm Adjourn

4. Today’s Objectives • Celebrate successes of the Team • Share promising practices • Advance the action planning around agreed upon priorities from January self assessment and survey • Develop the road map for tracking our progress

5. Vision for Delaware’s One-Stop System To bring together workforce development, educational, and other human resource services in a seamless, customer-focused service delivery network that enhances access to the programs’ services, assists individuals in obtaining suitable employment, enables employers to obtain qualified employees, and improves long-term employment outcomes for Delawareans.

6. WIOA Combined Plan Goals and Strategies RESOURCE ALIGNMENT • Strengthen committee functioning capacity and build partnerships • Optimize resource alignment and leveraging opportunities • Develop and implement a sustainability plan • Drive the alignment of resources and services among interagency partners

7. WIOA Combined Plan Goals and Strategies PROCESS REDESIGN • Enhance the client assessment, referral and case management processes • Improve online services for customers, including a suite of valuable new tools • Develop a unified business services model across agencies • Build a cohesive and unified workforce system brand • Create a social media campaign

8. WIOA Combined Plan Goals and Strategies CULTURAL TRANFORMATION • Build cultural transformation engagement across agencies • Develop consistent messaging of vision and strategic direction of resource alignment • Identify skill and training needs of system personnel • Establish a process of assessment and continuous improvement of professional development

9. WIOA Combined Plan Goals and Strategies PATHWAYS EVOLUTION • Align secondary, post-secondary and adult education and training programs across Delaware’s career pathways systems • Focus education and workforce funding on middle- and high-skill occupations in key industry sectors, including apprenticeship • Strengthen employer engagement and outreach across pathways’ programs and partners • Coordinate activities that support in-school and out-of-school youth across the career pathways system • Develop a shared accountability model across Delaware’s career pathways system

10. Celebrating Our Successes • Collaborating and establishing common ground towards an outcome • Sharing of information and initiating a hard referral tracking system • Being open and committed to change • Putting the success of the customers of our workforce system ahead of our specific program success • Understanding what each of the partners can do

11. Our Greatest Challenges • Finding a universal case management system • Aligning services (service integration) and processes and still meet the requirements of individual grants • Sharing data and client specific information • Prioritizing…so much to tackle

12. Other Thoughts and Ideas

13. Business Engagement

14. One POC for Businesses • WIOA Required & Optional Partners HUD CTE Perkins TANF Senior Employment WIOA Title II CSBG Leveraging Resources, Minimizing Duplication Veterans Coordinated Business Services Team Economic Development CBOs Ex-Offender TAA WIOA Title I Vocational Rehabilitation Higher ED Unemployment Wagner Peyser

15. Strategic and Operational Components 15

16. Identifying Target Employers

17. How Agencies Facilitate Engagement • Customer Service • Streamlined Resources • Unified Marketing & Performance Measuring • Talent Pipeline Development

18. Northern Kentucky • 2001: 4 WIBs (OH, IN, KY) come together, with NKY Chamber, to address major layoffs • 2008: NKWIB guided system overhaul, placing the employer at the center of its service delivery approach • Organized changes along the region’s target industry sectors: advanced manufacturing, healthcare, IT/business/finance, logistics/distribution, and maintenance/installation/repair

19. Northern Kentucky Business Services Team (BST) • Core team = region’s Business Services Representatives, Gateway Community  & Technical College’s workforce staff, economic development, other WIB staff • Team meets 2x/month to coordinate business outreach, share findings from business visits • Orgs. use a CRM database (Salesforce) to capture intel; info is accessible to all team partners • Other partners, including TANF and workforce readiness service providers, are integrated into meetings as appropriate

20. Northern Kentucky • Sector Leads: NKWIB positions certain staff as Sector Leads. Leads meet quarterly with regional higher ed, training providers for focused conversations on key industry trends/solutions, by sector. • Measuring outcomes: NKWIB has started tracking more meaningful employer outcomes in its target industries (beyond simple referrals, job postings and into longer-lasting engagements like OJT & WBL activities)

21. And NKY’s Model Affects Job Seeker Side One-StopCareer Center Orientation At the conclusion of the orientation, participants are assigned to a Career Planner (e.g. Case Manager) specialized in one of the following sectors (based on their career interests)*: Intro to One-Stop services, partners, and resources Labor Market Index (LMI) data Info on high-demand sectors AdvancedManufacturing Healthcare Installation/Maintenance IT / Business /Finance Logistics / Distribution /Transportation *Participants who are uncertain of which career/sector they would like to pursue are assigned to a Career Planner (via round-robin rotation)

22. Northern Kentucky Lessons Learned • Converted from a Single-Point of Contact to Primary Point of Contact approach = more practical • Salesforce (CRM) utilization better to enhance communication, data retrieval (previously Google Docs) • Established Sector Leads among Career Planners and BSR’s • Hosting and sponsoring industry sector information sessions, company tours, virtual tours • Greater focus on delivering regional/mobile, responsive, digital, and nimble sector-based services, versus traditional/ office-based services

23. Career Pathways: Anoka Co, MN

24. Anoka County Perspective Positive Impacts: Challenges: Funding: braiding, timelines, duplicative reporting, and uncertainty; We need FAFSA eligible programs that are short term and lead to credential; Resources/ Support services including child care assistance and housing are not available for everyone (income guidelines); and Colleges may not recognize the value of ABE training vs. Developmental Education classes. • Built capacity for large population to obtain a credential in a high demand occupation; • Credit-based training: built confidence and a clear path to continue education; • Increased partnership/understanding of colleges, ABE, employers and WorkForce Center; and • Streamlined services and one contact for student and educators. Advice starting up – Make sure you have the right people in the planning process.

25. Career Pathways: South Central Kansas No Wrong Door Approach

26. Career Pathways: SUCCESS! GED Prep/Testing /OSHA 10 Certificate Advanced Aerostructures Training Employment/Continued Manufacturing Education Aviation Career Pathway

27. South Central Kansas Perspective Positive Impacts: • Employment and credential attainment • Streamlined processes • Increased communication • Adult/DW performance outcomes well above goal Ongoing Challenges: • Communication • Availability of Workforce funds • Continued employer engagement

28. Employers said: • Deliver solutions, not programs and processes • Be consistent and dependable and deliver on promises • Demonstrate that you (as a unified system) understand the environment that we operate in today • Be agile and responsive: we need solutions immediately, not in weeks or months • Anticipate and understand our talent supply chain needs • Define career pathways that fuel our talent pipeline • Understand our talent needs at the competency level and provide screened and skilled workers that are well-matched to our needs • Provide a single/primary point of contact; we don’t want to be contacted multiple times by different entities • Align your strategies and activities!

29. A Systemic Approach

30. Levels of Business Engagement Source: JFF’s A Resource Guide to Employer Engagement https://bit.ly/2IVj1lL

31. WINTAC Recommendations • Identify current partner activities and approaches related to business engagement • Review other states’ approaches to aligning multi-partners in business engagement outreach and service delivery and select an approach agreeable to partners • Skills and Competencies – assess current knowledge and practice levels • Determine the approach to brand identity in concert with the Outreach/Branding priority • Increase and improve communication and coordination between business services representatives and local supervisors and counselors • Consider a common business needs assessment • Business contact identification and tracking options • Assistance with business services common performance measures and tracking • Collaborative activities • Explore VR specific services for business

32. Action Planning Process Guidelines: • Use How Might We questions to drive brainstorming • Build on each other’s ideas • No restrictions • Eliminate “but” or “no” from the discussion. Instead say “yes, and…”

33. howmight we … assume solutions exist

34. how might we … reduce commitment

35. how might we … do it together

36. Action Planning • How might we efficiently and effectively assess the current way business engagement is being done by all the partners? • How might we coordinate business outreach across partners? • How might we align employer services with adult pathway efforts?

37. World Café • Read the HMW individual brainstorm, write one idea on each post-it. (5 min.) • Team members share ideas (15 min.) • Rest of group adds their similar/same ideas, group post-it’s together • Do not critique others’ ideas, only add-on to similar ones, YES AND • Discuss and cluster similar ideas (5 min.) • Create buckets, themes of similar ideas • Say: “Are there any ideas that stood out to you? Do you have anything to add on to any of the ideas? Are there any ideas we can combine?” • Display ideas/post-it notes on easel for the next group. (5 min.) • Suggestion: Draw a circle or a square around groups of post-it notes to indicate separate ideas.

38. Questions?

39. Break

40. Action Planning • How might we efficiently and effectively assess the current way business engagement is being done by all the partners? • How might we coordinate business outreach across partners? • How might we align employer services with adult pathway efforts?

41. World Café • Read the HMW individual brainstorm, write one idea on each post-it. (5 min.) • Team members share ideas (15 min.) • Rest of group adds their similar/same ideas, group post-it’s together • Do not critique others’ ideas, only add-on to similar ones, YES AND • Discuss and cluster similar ideas (10 min.) • Create buckets, themes of similar ideas • Say: “Are there any ideas that stood out to you? Do you have anything to add on to any of the ideas? Are there any ideas we can combine?” • Display ideas/post-it notes on easel for the next group. (5 min.) • Suggestion: Draw a circle or a square around groups of post-it notes to indicate separate ideas.

42. Roles and Timelines • Review the additional ideas from other groups • Begin filling out the Action Plan for your strategy • Strategy • Key Deliverables • Due Dates • Lead Partner • Be prepared to share highlights

45. Today’s Agenda 9:00 am Welcome and Recap Day 1 9:15 am Front End Services Overview 9:45 am Action Planning for Front End Services 10:30 am Break 10:45 am Roles and Timelines 11:30 am Case Management Overview Noon Lunch 1:00 pm Action Planning for Case Management 1:45 pm Roles and Timelines 2:30 pm Setting the Stage for April Session 3:00 pm WIOA Leaders Update 4:00 pm Adjourn

46. Front-End Services

47. Staff Development Training Considerations • Objectives for Module and Individual Learning Components • Learning Content that Influences Information Sharing, Knowledge Building & Application Through Relevant Scenario-based Q&A that Builds Application of Skills • Learning Where to Access Key Resources to Find Solutions • Quick Access to Key Terms and Concepts in a Glossary • Taking Action to Identify Resources & Build Partnerships

48. Visual of Considerations

49. NY Staff Training and Assistance: • Gather/Share a training inventory of what is being provided by state agency partners and local area practitioners • Develop a statewide plan to identify and deliver important training to staff • Identify ways of sharing what has been developed and delivered and what is still needed to support WIOA implementation

50. NY Staff Training and Assistance: There is an Emphasis on Serving Individuals with Disabilities Through: • Increased Collaboration with Outside Agencies • Autism Awareness and Employment Staff Training Series with assistance from Autism Speaks! • Effects of Poverty on Mental Health Training • More to come!