Sector Results Now: Apprenticeship and WBL as Pathways to Jobs and Performance Results GSETA Conference October 5, 2017

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1 Sector Results Now: Apprenticeship and WBL as Pathways to Jobs and Performance Results GSETA Conference October 5, 2017 Maher and Maher Presentation Title 1

2 Agenda I. Brief Review of Sectors and Regionalism II. The President s Executive Order on Apprenticeship III. West Michigan Works! Case Study IV. Intermediary Model Washington Technology Industry Association V. International Youth Model Switzerland VI. Questions and Discussion Maher & Maher 2

3 Welcome and Introductions Maher & Maher 3

4 About Maher & Maher Talent development and change management consultants Nexus of workforce development, economic development, and education Expertise: Technical assistance and training Strategic planning and facilitation Industry sector strategies and career pathways Systems assessment and redesign Primary practice areas: Federal government and NGOs States, regional areas, and community colleges Private sector 30 years in operation Self-certified small business Headquarters in New Jersey with offices in Washington DC Maher & Maher 4

5 Sample Maher & Maher Projects US DOL ETA Office of Apprenticeship Industry Sector meetings and White House Summit Apprenticeship Quick Start Toolkit Online ApprenticeshipUSA Community of Practice State Apprenticeship Expansion Grants (Coaching, Promising Practices, Tools and Resources, Webinars) Florida SWOT analysis, 4 regional Sectors TA workshops, development of state TA plans for the Regions, Strategic Sectors policy development, One Stop certification standards, mapping of key occupations, Career Pathways webinar series South Carolina Multi-agency Leadership team for Sectors, Talent Pipeline Implementation project (Data, Funding Mapping, Unified Business Engagement, Operationalizing SS/CP in One Stops) Kentucky Sector Strategies toolkit, Sectors 101 training program, Framework for success factors / white paper, self-assessment tool, training institute Arkansas State and Regional Sector Strategy development, direct coaching assistance to regional implementation teams Maher & Maher 5

6 Setting the Stage: The Mission of New Jersey s Talent Development Strategy New Jersey will increase the number of residents with an industry valued credential or degree through high quality partnerships and integrated investments. ~ New Jersey Combined State Plan for WIOA Maher & Maher 6

7 NJ Talent Development Strategy - Five Key Strategic Themes Theme 1: Building Career Pathways with a focus on Industry Valued Credentials Theme 2: Expanding High Quality Employer Driven Partnerships Theme 3: Providing Career Navigation Assistance through One Stop Career Centers and Broad Partnerships Theme 4: Strengthening Governance through Effective Workforce Development Boards and Regional Collaborations Theme 5: Ensuring System Integrity through Metrics and Greater Transparency Maher & Maher 7

8 How have regional strategies evolved since WIRED? Career pathway systems were not a central part of WIRED guidance or TA Work-based learning was not emphasized in the same way New partners at the table. Partners such as Adult Ed, Voc Rehab and others were not necessarily considered primary players in service delivery. Significantly more momentum now devoted to how regions coordinate service to employers through integrated business services (and Performance measures) Maher & Maher 8

9 The Executive Order, Apprenticeships, and Workforce Strategy Driving Sector Strategies Outcomes Maher & Maher 9

10 The Executive Order President Trump s Executive Order calls for a number of things: Providing industry associations, unions, and other stakeholders the flexibility to develop standards for industry-recognized apprenticeships Increasing engagement of the private sector and intermediary organizations Establishing a Task Force Reviewing and streamlining 43 workforce programs across 13 agencies Roughly doubling previous ApprenticeshipUSA funding to $200 million Expanding apprenticeship to new sectors and special populations to include youth, veterans, and formerly incarcerated Maher & Maher 10

11 US Department of Labor Secretary Acosta has shared a broad definition of Apprenticeships: A program where people are working and attending classes at the same time; involves hands-on, as well as classroom learning; and includes pay for apprentices. He said the department will issue a more precise definition this fall. Secretary Acosta has also called for several things, including: Increased linkages with Workforce Boards A curriculum sharing capability so that program curricula might be shared (rather than continuously re-developed for each application) Maher & Maher 11

12 WIOA Outcomes Apprenticeship is a win-win for all of the WIOA required metrics 1. Employment in Q2 post-exit* 2. Employment in Q4 post-exit 3. Median Earnings in Q2 post-exit 4. Measurable Skill Gains 5. Credential Attainment 6. Effectiveness in Serving Employers * 2 nd quarter after exit Maher & Maher 12

13 More on WIOA Outcomes Apprenticeship is a job from day one WIOA Implication Enroll eligible individuals before they become an apprentice to meet the low income priority; positive outcomes post-exit including higher earnings Apprenticeship Completion Certificate WIOA Implication Recognized postsecondary credential; portable and stackable; not inconsistent with college degree; supports credential attainment rate if individual completes while enrolled or a year post-exit Longer term Apprenticeship programs WIOA Implication Measurable skill gains; more strategic choices for workforce system engagement Maher & Maher 13

14 Sector Strategies and Career Pathways From Policy to Practice Maher & Maher 14

15 Examples of Staff Changes to align with this model for Sectors, Career Pathways, & WBL Occupation Current State Future State What this Means for Staff Case Manager Access to and review of Labor Market Information (LMI) Ability to interpret and apply knowledge of sector occupations in demand Case managers counsel job seekers on current occupations and associated training, apprenticeships, and work-based learning that may match transferrable skill sets, and coach customers to make their decisions based on current regional hiring needs that align sectors with high growth potential to career pathways for the job seeker. Business Service Representative Job Center Manager Contact and develop relationships with employers within sectors Share industry sector information with staff, make sector assignments Develop strategic and customized solutions for businesses that go beyond transactional one-off s Ensure staff knows their sectors, create incentives, and ensure accountability Business relationship developers move beyond simply looking at workforce and occupational data, to using data to set future goals, and create strategic plans for the industries they work with in the region. They know key challenges the employer is facing before meeting with them, and have a firm understanding of how apprenticeship works, and how it can solve employer problems. They work collaboratively across institutions in unified business services teams, and present industry with one system voice. The sector partnerships act as the vehicle for that voice. Job center managers train staff to understand sectors, career pathways, apprenticeships, work-based learning, and their roles. They introduce methods to meet industry demand goals, provide resources, and measure outcomes to track progress. Maher & Maher 15

16 Examples of Staff Changes to align with this model for Sectors, Career Pathways, & WBL Occupation Current State Future State What this Means for Staff Local Board Members and Staff Manage current sector projects, programs, and funding streams Guides system development by defining goals and supporting transformational partnerships Local boards move away from managing sector projects, and more toward capacity building, act as an intermediary or apprenticeship sponsor, emphasizing lasting connections between core programs and relationships with industry. Solutions are program agnostic, and designed to drive regional workforce and economic development. Sector efforts are led by businesses or industry champions, rather than staff led. Agency Staff Determine success by reviewing outcomes relative to short-term performance measures Evaluates system performance using measures and targets that are reflective of local and regionallydefined needs State agency staff emphasize regional sector planning and alignment with economic development strategy, creation of career pathways, and development of work-based learning for the long-term success of the workforce. They establish, maintain, and review metrics that measure outcomes rather than processes. Maher & Maher 16

17 West Michigan Works! Case Study Board as sponsor for Registered Apprenticeships Maher & Maher 17

18 West Michigan Works! Board Strategy Challenge Board operated as intermediary for multiple sector strategies Health Care sector members continue to report shortage of Medical Assistants They identified a pain point, and asked an important question do you want to continue to cannibalize, or collaborate? Solution 3 large employers and local CC s came together to develop RA program and common curriculum West Michigan Works! secured funding for 72% of the training costs for the first cohort of Medical Assistant apprentices and 100% for the second cohort. Link to case study: pprenticeship/resources/2017/08/28/15/00/apprenticeship-promising-practices- Expanding-Business-Engagement Maher & Maher 18

19 Role of the West Michigan Works! Board Act as intermediary - negotiate the common curriculum, on-the-job training, competencies, recruitment, student financial aid, and supportive services. Serve as the sponsor of the apprenticeship program coordinate administrative aspects, remove administrative burdens from employers. Braid funding to offset costs for apprentices and employers. Employer tuition contributions Pell Grants State s Skilled Trade Training Fund (that pays up to $3,000/apprentice) Individual Training Accounts On-the-Job Training subsidies through WIOA Other grants and local resources Maher & Maher 19

20 Partner Roles Michigan Works! Service Center staff recruit and screen candidates and assist with remediation, basic skills preparation, and supportive services. Nonprofit community partners working with underrepresented populations also help with recruitment and job readiness, ensuring a diverse pipeline into the apprenticeship program. Outcomes Two classes have successfully made their way through the program, and a third is beginning this fall Employers are so happy with the program, that apprenticeships are being developed in other healthcare occupations: Central Sterile Processing Technician and Surgical Technician. 2 new employers have signed on to the apprenticeship program. Based on the success of the HC program, the IT sector strategy team is exploring an apprenticeship program for Network Administrator. Maher & Maher 20

21 How might we replicate this success? Apprenticeship efforts must be employer driven Deb Lyzenga, Regional Director of Business Solutions, says, The first step is to educate your employers about apprenticeship, then wait. When they are ready, they will come to you. Don t push it on them. Begin with a few innovators in small pilot projects, then build on that success Listen to employers and make adjustments Maher & Maher 21

22 Considerations for Replication Creative work-arounds may be needed to conform to licensing rules. Streamlining the recruitment process will make the program more accessible. Consider the board as sponsor. Maher & Maher 22

23 Intermediary Model What other models are there for intermediaries working with employers to arm job seekers with industry recognized credentials? Maher & Maher 23

24 Washington Technology Industry Association (WTIA) WTIA launched Apprenti, a RA program in IT Focus on mid-tier technical positions Apprenti brings together industry, education and workforce partners, IT employer partners include Microsoft, Accenture, F5 Networks and Amazon Partnering with training providers including TLG, Code Fellows, Northeastern University, Coding Dojo, as well as colleges Accelerated, in-depth ( hours) training prior to beginning work Maher & Maher 24

25 Innovative Strategies Hybrid competency- and time-based apprenticeship Targets employer-vetted high-demand occupations Focusing recruitment on women, minorities and veterans Screening begins with assessment of math, logic and critical thinking, and soft skills Hiring partners interview/contract apprentices before classroom training Individuals accepted into the program begin with 2-5 months FT technical training at no cost to trainees After technical training - and attainment of an industry-recognized credential - participants begin a one-year paid on-the-job training program within one of the participating companies Maher & Maher 25

26 International Youth Model What other models are there for aligning youth with industry recognized credentials? Maher & Maher 26

27 The Swiss Model Dual track education of theory (classroom) and practice (on-the-job) Students earn wages while working for host companies Companies teach students practical skills related to nationally approved training guidelines Intercompany training centers provide the early practice for students to learn industry specific skills and knowledge Maher & Maher 27

28 Questions & Discussion Maher & Maher 28

29 Discussion How do we change mind sets so we can define our workforce system work by problems that we solve, rather than by programs that we fund? What is the compelling reason for stakeholders in workforce, education, and economic development to align with business to support apprenticeship and work based learning? What is the role of WDB s and One Stop Centers, specifically, in regional planning and execution that links sectors, career pathways, apprenticeships and work based learning? What policies can we develop to support statewide partnerships and system alignment around apprenticeship and work-based learning? What resources might agencies and partners bring to the table to advance this work? Maher & Maher 29

30 Your Next Steps Review your Assets - Who should be on your local / regional Leadership Team that isn t already? Adapt - What is the role of the local WDB in relation to One Stop operations related to sectors, apprenticeships, and workbased learning? Learn - What promising practices will your Board or One Stop adopt? Grow - What staff development is needed? Maher & Maher 30

31 For more information Community Colleges Webinar on advancing apprenticeship through partnerships and systems alignment - Apprenticeship-Statewide-Systems-Alignment-Partnerships State Apprenticeship Expansion promising practices - 9 case studies for expanding apprenticeship through business engagement, talent pipeline development, and statewide strategies - prenticeship-sae-grantee-promising-practices Apprenticeship Partnership Models in Action 3 different models for apprenticeship - prenticeship-partnership-models-in-action WIOA and Apprenticeships WIOA Wednesday webinar - _WIOA-Implementation_and_Registered_Apprenticeship_Programs Maher & Maher 31

32 Contact Us: Rick Maher President and CEO Maher & Maher 3535 Route 66, Building 4 Neptune, NJ Phone: MAHER ( ) Fax: Christina Herzog Senior Analyst and Project Manager Maher & Maher Maher & Maher 32

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