WHO, WHAT, WHEN AND HOW:

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1 WHO, WHAT, WHEN AND HOW: ADDING APPRENTICESHIP TO YOUR WORKFORCE DEVELOPMENT TOOLKIT Ron Painter, National Association of Workforce Boards Eric Seleznow, Jobs for the Future August 17, 2017

2 TODAY S AGENDA Welcome Setting the Stage Panel: How 3 Boards Approach Apprenticeship Jacob Maas, West Michigan Works! Sean Murphy, Pacific Mountain Washington State Keith Lawing, Workforce Alliance South Central Kansas Workforce Boards as an Apprenticeship Equity Strategy Discussion

3 ABOUT Our Mission Jobs for the Future () works to ensure that all lower-income young people and workers have the skills and credentials needed to succeed in our economy. Our Vision The promise of education and economic mobility in America is achieved for everyone.

4 ABOUT NAWB 10,000 business members making workforce investments work Represents ~550 Workforce Development Boards (WDB) and their 10,000+ business members Is the only association that advocates for WDBs Works closely with policy makers to inform national strategy as it relates to WDBs and our partners NAWB s mission is to support its members through a comprehensive program of advocacy, training and technical assistance, communication, and the promotion of strategic partnerships for the advancement of our nation s workforce.

5 SETTING THE STAGE FOR WORKFORCE BOARDS

6 HIGHLIGHTS FROM 6/5 Apprenticeship s earn and learn model is ideal for many served by the workforce system and combines on-the-job learning with related instruction, offers immediate employment opportunities, and continuing career advancement. US Department of Labor is invested in expanding Apprenticeship through partnerships that include WDBs. WDBs can use apprenticeships as a workforce development strategy to engage and meet the needs of both workers and employers.

7 5 CORE COMPONENTS OF APPRENTICESHIP Employer Involvement Is Integral Employer is the foundation for the Apprenticeship program and must be directly involved and provider of OJL Structured On-the-Job Learning with Mentoring Minimum of 2,000 hours Structured and Supervised Related Training and Instruction 144 hours recommended per year Parallel Front-loaded Segmented Options Rewards for Skill Gains Increases in skills brings about increases in earnings National Occupational Credential

8 TEGL Information about RA in WIOA, including sponsors as Eligible Training Providers, State and Local Boards, the use of WIOA funding, reporting, and suggestions on coordination.

9 HOW TO: PARTNERSHIPS Single Employer Model (e.g. Apprentice School) Multiple Employers + Intermediary Model (e.g. Joint Labor Management or Community College Centered Programs) Multiple Employers + Intermediary Model + Community College (e.g. New Century Careers, PA) Multiple Employers + Multiple Intermediaries Model (e.g. Workforce + Education + CBOs/Other)

10 HOW TO: PARTNERSHIPS Employers (OJT) Sponsors (Administrators) Must have employer(s) Responsible for Administering the Program Must Drive Program Design / RTI Provider of OJT/Work-Based Learning Can be Employer, Consortia of Employers, Industry Associations, Educational or Training Providers, CBOs, or Other Intermediaries! Public Workforce System Educational (RTI) Provider Provide basic skills/pre-apprenticeship Can be employer Provide training funds (through OJT contracts, ITAs, customized training) Can be Industry Associations Can be Community Colleges Provide support services Others (Non-profits)

11 HOW TO: UTILIZE FUNDS APPRENTICESHIP COMPONENT Prior to entrance Pre-apprenticeship Related instruction OJT component Apprenticeship overall Other supports WIOA SERVICE Assessment, case management Basic skills training, work experiences, and other support Individual training accounts Cohort funding a class Tutoring (youth) OJT reimbursement of up to 75% of wage rate for jobseekers or incumbent workers Customized training funds allowable for the training itself Minimum of 20% youth funds must be for work experience Incumbent worker training funds can be up to 20% of adult and dislocated worker or rapid response funds Supportive service and follow-up activities

12 HOW TO: UTILIZE FUNDS OJT On-the-Job Training or On-the- Job Learning (OJL) OJT is funded through contract, not through Individual Training Accounts (ITAs). OJT contracts can cover one or multiple apprentices and, in most states, the potential OJT reimbursement under WIOA has been increased from 50% to 75%. RTI Related Training and Instruction Under WIOA, all classroom training is funded through ITAs. In order to take advantage of potential ITAs, the Apprenticeship program must be on the ETP List. In addition to individual ITAs for individual apprentices, utilizing contracts for cohort training is also possible. Supportive Services Including Tools and Child Care WIOA formula funds can be utilized to provide a range of supportive services. Also, if an ITA is used to fund the RTI, the ITA can also be used to provide supportive services.

13 HOW TO: PERFORMANCE Apprenticeship Supports the WIOA Required Metrics OJT is funded through contract, not through Employment in Individual 2 Since Training Apprenticeship Accounts (ITAs). IS employment, OJT contracts this would Qtr After Exit can cover be one a or positive multiple outcome apprentices as long and, as in the apprentice most states, remains the potential in the Apprenticeship OJT reimbursement program or Employment in under 4 th WIOA completes has been the increased Apprenticeship from 50% program to 75%. Qtr After Exit Median Earnings in 2 nd Qtr After Exit Credential Attainment Measurable Skill Gains Apprentices earn a wage from day one and programs include progressive wage increases commensurate with skill gains as a core component An Apprenticeship Certificate of Completion is a recognized post secondary credential under WIOA and can be attained during participation or up to a year after exit Unlike other metrics which are exit based, this metric pertains to interim progress as in a longerterm Apprenticeship program (e.g., completion of one year of the OJT component)

14 RESOURCES

15 DOL.GOV/APPRENTICESHIP RESOURCES Quick Start Toolkit 5 Step Format to take you from exploring to launching a Apprenticeship Program. f Federal Resources Playbook for Apprenticeship Guide to resources from the Departments of Labor, Education, Veterans Affairs, Agriculture, Transportation, and Housing and Urban Development to support Apprenticeship DOL Registration Site An electronic apprenticeship standards builder that allows potential new sponsors to build and register their program online.

16 s CENTER FOR APPRENTICESHIP AND WORK-BASED LEARNING Launched in June 2017 To harness this national momentum and address ongoing workforce challenges that employers and jobseekers face. Bring together national resources, proven and promising practices, and technical assistance in a central place to support the development of successful apprenticeship and other work-based learning strategies. The center will also pilot and deploy new solutions designed to drive the adoption and scale of these critical approaches to talent development.

17 HOW THREE BOARDS APPROACH APPRENTICESHIP

18 JACOB MAAS West Michigan Works! WHO are the critical partners needed for implementing Apprenticeship with the board as a sponsor? WHAT was the biggest challenge that you had to address to become a sponsor? WHEN did you realize that you had the potential to align WIOA and Apprenticeship? HOW would you recommend other boards begin the process of considering Apprenticeship sponsorship?

19 SEAN MURPHY Pacific Mountain Washington State WHO are the employers that have the most interest in working with you on pre-apprenticeship? WHAT is the role in pre-apprenticeship that you seek as a board? WHEN did you start exploring pre-apprenticeship, and when do you anticipate beginning to invest in it? HOW are you addressing any concerns about aligning pre-apprenticeship activities with WIOA regulations?

20 KEITH LAWING Workforce Alliance South Central Kansas WHO are your partners most interested in Apprenticeship? WHAT questions do you still have about how workforce boards can engage in Apprenticeship? WHEN did you first see Apprenticeship as a potential strategic asset to your board? HOW are you determining the best way to move forward with Apprenticeship?

21 WORKFORCE BOARDS AS AN APPRENTICESHIP EQUITY STRATEGY

22 BUILDING EQUITY IN APPRENTICESHIP Increase referrals and build relationships with Apprenticeship sponsors Promote quality Pre-Apprenticeship programs Introduce improvements and services to Apprenticeship programs

23 CONTACT CONTACT INFO Eric Seleznow Senior Advisor Ronald Painter President This project has been funded, either wholly or in part, with Federal funds from the Department of Labor, Employment & Training Administration under contract Number DOL-ETA-16-C-0124 the contents of this publication do not necessarily reflect the views or policies of the Department of Labor, nor does mention of trade names, commercial products, or organizations imply endorsement of same by the U.S. Government.

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