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Early Lessons from the Workforce Innovation Fund

Early Lessons from the Workforce Innovation Fund. October 17, 2013 10:00–11:00 a.m. ( C ST). Purpose. Provide a general overview Workforce Investment Fund theory and structure

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Early Lessons from the Workforce Innovation Fund

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  1. Early Lessons from the Workforce Innovation Fund October 17, 2013 10:00–11:00 a.m. (CST)

  2. Purpose • Provide a general overview Workforce Investment Fund theory and structure • Hear directly from practitioners who are using Workforce Investment Fund resources to strengthen career pathways and support the completion agenda • Discover whether currently funded projects offer lessons you can use • Discuss how to promote and support innovation in your own communities

  3. Agenda • Welcome & Introductions • Overview of Workforce Innovation Fund • Baltimore County’s ACE Project • Facilitated Group Discussion

  4. Presenters • Stephen J. Lynch, Facilitator/WIF National Technical Assistance TeamProgram Director, Jobs for the Future • Beth Arman, ACE InitiativeDirector of Technical Training, Community College of Baltimore County (CCBC,) Continuing Education Division • Kent Smedley, ACE InitiativeDean of Workforce Development, CCBC, Continuing Education Division

  5. Background of the Workforce Innovation Fund • Grant Program authorized by the Full-Year Continuing Appropriations Act, 2011 (P.L. 112-10) • Funds support innovative approaches to the design and delivery of employment and training services that generate long-term improvements in the performance of the public workforce system • One of several Federal grant programs that promote evidence-based design and independent third-party evaluation (like I3 and SIF)

  6. Goals • More efficient service delivery & better outcomes, especially for vulnerable populations and LTU • Support system reforms and innovations that promote cooperation across programs and funding streams • Build knowledge about effective practices through rigorous evaluation • Take effective practices to scale, and promote increased cost efficiency in the broader workforce system

  7. So Far… • 26 Projects funded with awards between $1.5m and $12m • 12 Type A • 8 Type B • 6 Type C • 8 Random Control Theory Studies • 7 QED Studies • 11 Outcomes Studies • Pay for Success round 1 awards to be announced

  8. What They Are Trying to Do

  9. Who They Serve

  10. Network of Support

  11. Categories of Intervention

  12. Participant Services

  13. Business Services

  14. Data & Online Tools

  15. Systems & Policy Alignment

  16. Cost Efficiency

  17. Serving Specific Populations

  18. Visit: innovation.workforce3one.org

  19. What are the top two barriers to innovation? • Set Thinking • It is a natural tendency • Fear • Many sources, common roots

  20. How do we move past the barriers? • Creativity • Requires Usefulness • Confidence • Being right and getting results gets the world onboard, so proceed until apprehended

  21. ACE Participants – Baltimore County Lead • 9 Participating WIBs across the country • Baltimore County WIB (BCDED) lead agency • 6 Maryland WIBs • Plus 3 WIBs in • Georgia • Connecticut • Texas

  22. Community College of Baltimore County • Training provider for Baltimore County • Working with BCDED (LWIB agency) • 4 initial career training programs • Dental Assistant • Construction Pre-Apprenticeship • Utility Installer • Logistics Technician • Potential additional programs • Certified Apartment Maintenance Technician • CDL-B

  23. Training Format • Each program has a well-defined career pathway • MI-BEST instructional format • Based on I-BEST model from Washington • Combining Basic Skills/GED or ESOL training with occupational training • ~50% added to occupational instruction hours • Randomization process to create 2 groups and test the effectiveness of training

  24. Process  recruitment to training • Marketing to attract applicants • Information and assessment session • Math and reading assessments (CASAS) • Used to determine suitability to move to next stage – determining eligibility • Complete background check and drug screen • Results determine ability to move forward to randomization phase • 3-day workshop (job readiness and team skills) • Motivate students toward “learning”

  25. Process – Continued…… • At end of 3-day workshop • One-on-one interviews to determine final eligibility for randomization • Prior to randomization, a variety of factors may determine if individual is unfit for ACE training • Poor attendance, attitude, excessive social barriers etc. • If so…..not eligible for randomization • Randomization • “In” – treatment group and enter ACE training • “Out” – control group with business as usual towards training and seeking employment

  26. Lessons Learned • Selection of programs and target audience • Is there sufficient job demand, high enough wages? • Rejected Early Childhood Education - wages • How long is the training, particularly after adding GED/ESOL, case management, etc.? • Rejected Machinist – too long (and therefore too expensive for grant) • Are we attracting the right audience? • Construction: ESOL audience was working during the day; non-ESOL didn’t realize program wasn’t for them

  27. Lessons Learned • Selection of partners and logistics • Construction: government agency and stipends • Importance of clear roles and responsibilities • Importance of clear information to students upfront • Utility installer: • Private company had tried a limited pre-employment training program and realized they needed our help • They have content knowledge, equipment, etc. and are happy to work with us – and we’re happy to work with such an organized partner

  28. Lessons Learned • Schedule • Time for co-instructors to work together before program starts • Joint planning time (critical in I-BEST!) • Learning to appreciate one another’s strengths • Intensive is great, but 5 days/week can be too much • Especially if students need case management, meetings with parole officers, etc. • Match typical work schedule where possible • Manufacturing example • Construction example

  29. Lessons Learned • Selection Process • What criteria? • Construction – physical ability • Any grant-funded program: ability to work in U.S.; we have added background check and drug testing • Selection at what point? We now use a short “vestibule” to check attendance and work ethic • But vestibule should bear some resemblance to the training, include some hands-on

  30. THANK YOU FOR ATTENDING! For more information on the Workforce Innovation Fund please visit: innovation.workforce3one.org

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