Career Pathways and WIOA: Systems Level Strategies Miranda Presented by: Dave Mayer, DEI SME on Career Pathways and Miranda Kennedy, Director of Training for DEI with the National Disability Institute May 2017

Presenter slide Presenter: Dave Mayer Title: DEI Career Pathways Subject Matter Expert, NDI Technical Assistance Team Organization: National Disability Institute Presenter: Miranda Kennedy Title: Director of Training, NDI Technical Assistance Team Organization: National Disability Institute Miranda 2

Learning Objectives DEI Grantees and DRCs will come away from the presentation able to: Understand the relationship between DEI and career pathways (CP) strategies and the link to WIOA Explain the six systems-level elements and each element’s components Assess the current status of your State/regional CP system and prepare an action plan to effectively collaborate with different CP systems Organize a state/regional CP team to demonstrate the value of aligning DEI and CP System strategies Miranda 3

Today’s Agenda Career Pathways (CP), WIOA and DEI Relationship Systems-Level CP Elements and Components Assess State CP Model(s) to Align with DEI Strategies and Resources Value of State-Level DEI/CP Alignment Dave Discuss parallels between WIOA, Career Pathways and Disability Employment Strategies. Talk about the elements of an effective CP system and the factors needed to develop each element I’ll discuss certain steps a State DEI team can take to understand the State’s current CP system and prepare an action plan to collaborate with that system And, finally, we will discuss how the WIOA system is positively effected by a well-developed alignment of career pathways and DEI strategies. 4

Career Pathways, WIOA & DEI: Intersecting Strategies Focusing on Long-Term Success Dave transition to Miranda

WIOA and Disability Unified and Combined State Plans Performance Accountability Job Center Accessibility Certification Focus on Financial Literacy Inclusive Career Pathways Miranda WIOA requires each State Plan to provide strategies to implement CP into WIOA core and partner programs. Focus on coordinated planning increases capacity of AJC’s to serve targeted groups. WIOA also suggests that State and Local Workforce Development Boards have standing committees to provide information and to assist with operational and other issues relating to the provision of services to PWD. States can ask for support to create such a committee from national experts, such as ODEP Policy staff, the LEAD Center, National Council on Disabilities and Advisory Committee on Increasing Competitive Integrated Employment for Individuals with Disabilities Common Performance Measures are now a focus of the required core WIOA programs. This is an area where Title I can assist other core programs to effectively capture and report required WIOA performance data. Section 188 prohibits discrimination on the grounds of race. Section 188 also requires that reasonable accommodations be provided to qualified individuals with disabilities in certain circumstances. Also covered by other regs. i.e. Section 504, and Titles 1 and 2 of the ADA. In a recent update to Section 188, each State’s Governor is required to do an annual assessment of the AJC systems’ adherence to WIOA Section 188 equal opportunity and non-discrimination language. The WIOA also encourages Financial Literacy as a career service, increasing the capacity of an individual to make informed financial decisions and to transform those decisions into desired actions in an effort to reach financial independence. Career Pathways and Financial Literacy have identical long-term goals—to assist an individual in becoming self-sufficient member of their community! As the individual moves toward earning a living-wage, individuals with little or no experience with saving, budgeting, or banking will benefit greatly from education and support to break the cycle of poverty. 6

What is a Career Pathways System? A system that supports design, implementation, and sustainability of career pathways that represent a combination of rigorous and high quality education, training, and other services that also: align with the skill needs of industries in the economy of the state or region involved prepare an individual to be successful in any of a full range of secondary or postsecondary education options, including registered apprenticeships include counseling to support an individual in achieving education and career goals include, as appropriate, education offered concurrently with and in the same context as workforce preparation activities and training for a specific occupation or occupational cluster Miranda Let’s define a CP system so that we can all have the same context moving forward. This is the official WIOA definition (read the slide). Dave, do you want to take on this next slide? 7

What is a Career Pathways System? A system that supports the design, implementation, and sustainability of career pathways that represent a combination of rigorous and high quality education, training, and other services that also: organize education, training, and other services in a manner that accelerates the individual’s educational and career advancement to the extent practicable enable an individual to attain a secondary school diploma (or its recognized equivalent) and at least one recognized postsecondary credential help an individual enter or advance within a specific occupation or occupational cluster. (WIOA, DOL-ETA, 2016) Dave The WIOA definition of CP articulates the interdependence of career pathway programming with industry sector strategies and identifies the specific features and functions of a career pathway program. Under WIOA, State Boards are responsible for aligning core partners and developing and improving the workforce system through the creation of career pathways. CP Plan must be consistent with the Unified/Combined State Plan required in WIOA. This work requires a change of mindset. Developing career pathways involves a process of coordinating and connecting different parts of multiple public and private services and activities to make up a comprehensive education and training system. WIOA increases the emphasis on cross-system alignment, strategic planning, performance measurement and data collection/utilization. 8

Why Career Pathways? Career pathways align well with sector strategies WIOA requires state and local collaboration to establish Career Pathways systems Systems must be in alignment for successful sector partnerships and CP systems Transform employers from customers to partners Dave The WIOA definition of CP articulates the interdependence of career pathway programming with industry sector strategies and identifies the specific features and functions of a career pathway program. Under WIOA, State Boards are responsible for aligning core partners and developing and improving the workforce system through the creation of career pathways. CP Plan must be consistent with the Unified/Combined State Plan required in WIOA. This work requires a change of mindset. Developing career pathways involves a process of coordinating and connecting different parts of multiple public and private services and activities to make up a comprehensive education and training system. WIOA increases the emphasis on cross-system alignment, strategic planning, performance measurement and data collection/utilization. 9

Career Pathways Systems-Level Elements and Components Dave transitions to Miranda

Career Pathways Systems A series of connected education and training and support strategies that enable individuals to secure industry relevant certification and obtain jobs within an occupational area. Miranda At the systems level, career pathways development is a broad approach for serving populations that may experience significant barriers to employment and can substantively alter the way the workforce system delivers its services and its relationship with partner organizations and stakeholders. offers an effective approach to the development of a skilled workforce by increasing the number of workers in the U.S. who gain industry-recognized and academic credentials necessary to work in jobs that are in-demand. offer a more efficient and customer-centered approach to workforce development because they structure intentional connections among employers, adult basic education, support service providers, occupational training, and postsecondary education programs and design the systems to meet the needs of learners and employers. 11

Career Pathways – Framework for WIOA Implementation Miranda According to Dave this is the most famous slide in CP History. This just shows the connection between the 6 key elements which we will be diving into more in the rest of the presentation and how they inter-relate to a primary focus of WIOA. The framework needs to first be established at the systems level and then implemented at the program level with each individual Career Pathway program. This ultimately benefits the participant in the program as they seek achieve their career aspirations. So let’s take a quick look at those 6 key elements before Dave dives into those… (Read the slide) Dave is going to break this down in the next several slides.

Career Pathways Element 1 Build Cross-Agency Partnerships A cross-agency leadership team clarifies the roles and responsibilities of each partner and gains high level support from political leaders for an integrated career pathways system. Miranda (just read notes) So let’s take a look at Career Pathways Element 1: Building Cross-Agency Partnerships This is where a cross-agency leadership team clarifies the roles and responsibilities of each partner and gains high level support from political leaders for an integrated career pathways system. 13

Career Pathways Element 1 Build Cross-Agency Partnerships Key Components Include: Engage cross-agency partners and employers. Establish a shared vision, mission, and set of goals. Define the roles and responsibilities of all partners. Develop a CP partnership work plan and/or MoU. Dave 14

Career Pathways Element 2 Identify Sector/Industry and Engage Business Sectors and industries are selected and are partners and co-investors in the development of career pathways systems. Miranda 15

Career Pathways Element 2 Identify Sector/Industry and Engage Business Key Components Include: Conduct labor market analysis to target high demand and growing industries. Survey and engage key industry leaders from targeted industries and sector partnerships. Clarify the role of employers in the development and operation of programs. Dave 16

Career Pathways Element 2 (continued) Identify Sector/Industry and Engage Business Key Components Include: Identify existing training systems within industry as well as the natural progression and/or mobility Identify the skill competencies and associated training needs. Sustain and expand business partnerships. Dave (career ladders/lattices). At the end of slide 17 – Dave will say, “This sure sounds familiar, doesn’t it Miranda” Miranda “It sure does! It sounds like DEI, Dave!” 17

Career Pathways Element 3 Design Education and Training Programs Career pathways programs provide a clear sequence of education courses and credentials that meet the skill needs of high-demand industries. Miranda 18

Career Pathways Element 3 Design Education and Training Programs Key Components Include: Identify and engage education and training partners. Identify target populations, entry points, and recruitment strategies. Review, develop, or modify competency models with employers; develop and validate career ladders/lattices. Dave 19

Career Pathways Element 3 (continued) Design Education and Training Programs Key Components Include: Develop or modify programs to ensure they meet industry recognized credentials. Analyze the state and regional education and training resource and response capability. Research and promote work-based learning opportunities within business and industry. Provide flexible delivery methods. Dave 20

Career Pathways Element 3 (continued) Design Education and Training Programs Key Components Include: Develop integrated, accelerated, contextualized learning strategies Provide career services, case management, and comprehensive supportive services. Provide employment assistance and retention services. Dave 21

Career Pathways Element 4 Identify Funding Needs and Sources Necessary resources are raised and/or leveraged to develop, operate, and sustain the career pathways system and programs. Miranda 22

Career Pathways Element 4 Identify Funding Needs and Sources Key Components Include: Identify the costs associated with system and program development and operations. Identify sources of funding available from partner agencies and related public and private resources and secure funding. Develop long-term sustainability plan with state or local partners. Dave 23

Career Pathways Element 5 Align Policies and Programs State and local policies and administrative reforms have been revised to align with implementation of a career pathways system. Miranda 24

Career Pathways Element 5 Align policies and programs Key Components include: Identify state and local policies necessary to implement career pathways systems. Identify and pursue needed reforms in state and local policy. Implement statutory and administrative procedures to facilitate cross-agency collaboration. Dave 25

Career Pathways Element 6 Measure Systems Change and Performance Appropriate measures and evaluation methods are in place to support continuous improvement of the career pathways system. Miranda 26

Career Pathways Element 6 Measure Systems Change and Performance Key Components include: Define desired system, program, and participant outcomes. Identify the data needed to measure system, program, and participant outcomes. Implement a process to collect, store, track, share, and analyze data. Design and implement a plan for reporting system and program outcomes. Dave 27

Assessing the Alignment of DEI Strategies and the State Career Pathways Model Miranda

State Level DEI/CP Team State team supports local team and assists in the development of an administrative and regulatory environment that aids local implementation and statewide development of an inclusive CP system Miranda (read slide then notes) WIOA puts emphasis on active endorsement of CP systems by the Governor and State WDB, suggesting they provide leadership to promote and/or steer the partnerships that are necessary to build and sustain a state level career pathways system. To be most effective, the state-level representatives on the cross-agency leadership team include, at a minimum, from the state agencies responsible for: • Workforce development • Health and Human services • Secondary and post-secondary education • Adult basic education • Economic development Rehabilitation Services Employment First 29

Understand Expectations Review the Unified/Combined State Plan Review the DEI Statement of Work Reach Out to State Workforce Board to Clarify State/Regional Career Pathways Strategies Contact Lead State CP Agency(ies) for Current Status Dave

Assess State/Regional CP Model Identify the State/Regional CP System Partners Explore CP System Mission, Vision & Goals Distinguish Existing CP Model Strengths and Challenges State DEI Team completes DEI CP Readiness Assessment Tool Action Plan Focuses on Ensuring Progress toward a more INCLUSIVE CP System Dave

Value of DEI/CP Alignment at Systems Level Dave

Benefits of Career Pathways Transforms employers from customers to partners to co-leaders Offers a more efficient & customer-centered approach to workforce development Discourages different pathways from multiple systems Promotes an Integrated Service Delivery Flow Dave 1. By aligning educational offerings with business needs, CP systems engage business in the development of educational programs up front by helping to transform the role of employers from a customer to a partner and a co-leader and co-investor in the development of the workforce. Employers have a high stake in the development of career pathways that lead to an increase in their pipeline of qualified workers. 2. Because they structure intentional connections among employers, adult basic education, support service providers, occupational training, and postsecondary education programs and design the systems to meet the needs of learners and employers. 3. By developing a system that draws from the strengths of the agencies, WIOA partners can more effectively create a service delivery process that allows for one pathway for each jobseeker 4. WIOA encourages states to align state resources to support integrated service delivery across Federal and state funding streams and to ensure that interested partners and agencies – whether focused on education, workforce development, or human and social services – are aware of this joint commitment for improved collaboration and coordination across programs and funding sources. 33

Value of DEI/Career Pathways Systems Alignment Increase business community awareness Integrate systems changes Align policies, practices, and leverage funding across systems Establish measurable goals Develop strong evaluation methods Dave Of benefits and return on investment of hiring PWD, as well as how to recruit skilled jobseekers with disabilities. By ensuring inclusivity in service delivery design and in relevant programs serving PWD. As much as possible, to expand the capacity of the public workforce system and its partners to provide integrated CP programs. That will increase the participation of PWD in CP systems and programs. To determine successful outcomes and models which can be replicated/expanded after DEI. 34

Food for Thought Don’t Start from Square One New CP programs may be appropriate Do your research FIRST Invite ALL disability service providers to the table Building inclusive CP Models aren’t only good for all, they’re required Focus on your “value” to the existing CP model Dave

Miranda

Resources TEN No. 25-16 - Career Pathways Toolkit: An Enhanced Guide and Workbook for System Development (2016) https://wdr.doleta.gov/directives/corr_doc.cfm?DOCN=8120 DEI CP Readiness Assessment Tool (2016) https://dei.workforcegps.org/resources/2016/05/11/11/30/Career_Pathway_Readiness_Assessment_Tool_for_DEI Workforce GPS-CP Community of Practice https://careerpathways.workforcegps.org/ Integrating & Implementing CP/Apprenticeship within a Sector Strategy https://businessengagement.workforcegps.org/resources/2016/05/12/13/09/Integrating-Implementing-Career-Pathways-Apprenticeship-within-a-Sector-Strategy Miranda

Contact Information Name: Dave Mayer- NDI DEI Career Pathways SME Phone: (916) 802-7425 Email: dmayer@ndi-inc.org Name: Miranda Kennedy- NDI DEI Director of Training Phone: (720) 890-3990 Email: mkennedy@ndi-inc.org Miranda