1. Enhancing Student Opportunities Certifications and Specialized Career and Technical Education

2. 2 I. Welcome  Introductions  Theme  Objectives

3. 3 Marie Mackintosh Director of Adult Education Programs Indiana Department of Workforce Development Ken Mall Managing Director, Workforce Consulting Educational Data Systems, Inc. 3

4. 4 Theme – Employer Engagement We will present concepts from three different states focused on responding to employers’ need for workers with the skills to meet current job requirements and to grow with technologically driven change, and workforce development systems’ desire to help people attain employment in family sustaining jobs.

5. 5 Objectives  Demonstrate successful partnerships between adult education providers and employers  Increase awareness of innovative approaches to workforce development and skill attainment  Demonstrate how traditional classroom training can be merged successfully with e-learning to create a culture of continuous learning

6. 6 Programs  Southcentral WIB (PA)  WorkIndiana  Metropolitan Atlanta Rapid Transit Authority (MARTA)

7. 7 Southcentral WIB - Industrial Maintenance: Training Needs Analysis Develop an industry based training program to help meet current and future skilled workforce needs.

8. 8 Southcentral WIB - Industrial Maintenance: Training Needs Analysis  Blue Collar continues to go high-tech  Within five years, as many as 3 million manufacturing jobs could come back to the U.S.  They will almost exclusively be high-skill, high demand positions  Critical shortage of precision machinists and industrial maintenance technicians  Employers in the region projected to create 17,000 jobs over next decade

9. 9 Southcentral WIB - Industrial Maintenance: Training Needs Analysis  Regional focus on improving curriculum and employment outcomes through partnerships between adult education providers and manufacturing employers  Determined skill needs and gaps; leading to potential curriculum modifications  Improved employer flexibility and creativity around hiring and training

10. 10 Southcentral WIB - Industrial Maintenance: Training Needs Analysis  Rural Pennsylvania  WIB is comprised of 8 counties around the City of Harrisburg - significant Manufacturing Hub – Harley-Davidson – Voith Transmission – York Peppermint Patty – Starbuck’s Coffee – Hershey

11. 11 Partners Manufacturing  Beck Manufacturing  Hershey Park  JLG  McClarin Plastics  Manitowoc Cranes Maxima  Snyder’s - Lance  Tate Access Floors  Tucker  Turkey Hill  Weldon Volvo Education  Lebanon County Career and Technology Center  Franklin County Career and Technology Center  Cumberland-Perry Area Vocational Technical School  Lancaster County Career and Technology Center  Harrisburg Area Community College  Penn State University – Harrisburg  PA State System of Higher Education (PASSHE)  York County School of Technology

12. 12 Process Determine the best metric to track success Implement Solutions Jointly develop solutions to address the gap. Not all the solutions are the responsibility of the training provider Develop Solutions Identify gaps between employer needs and training provider capacity Determine Curriculum Gaps Analyze curriculum based on employer needs Identify Training Provider Capacity Identify jobs and analyze skills needed to perform the jobs Determine Employer Needs

13. 13 Outcomes  Curriculum appeared to deliver skills employers say they are looking for  Core mechanical skills addressed but, not to depth employers are asking for  Employers are unconvinced of level of hands-on experience provided

14. 14 Solutions  Define the Machine Operator Maintenance Career Ladder – Partnerships with degree programs for higher level skills  Implement Apprenticeship and OJT programs  Hire during training  Create an ideal curriculum based on consensus of employer requests  Align curriculum with the Manufacturing Skill Standards Council (MSSC) certifications

15. 15 Keys to Success  Communication with Partners  Commitment  Analysis – data driven decision making  Open to Modifying Curriculum

16. 16 WorkINdiana: The Challenge  1 in 6 in Indiana do not have a high school diploma  1 in 3 in Indiana’s workforce do not have the postsecondary skills necessary to have a sustainable job  Often difficult to identify appropriate programs and obtain credentials through traditional methods.

17. 17 WorkINdiana: The Structure  Statewide framework that focuses on six industry sectors  26 certifications offered that align with high- growth and/or high-demand jobs in Indiana  Seed funding awarded to build the programs  Performance-based funding awarded to regions for vouchers to pay for students.  Adult education students earn a GED/high school diploma and an industry-recognized certification concurrently in an abbreviated timeframe (16 weeks or less)

18. 18 WorkINdiana Framework

19. 19 Regional Consortium Model

20. 20 Workforce Service Areas

21. 21 Consortia Determine the “How”  Certifications chosen from statewide framework based on local needs  Training providers are community college, community-based organizations, or local career and tech education centers  Consortia determine entry requirements  Employers engaged through career days for students, PD events for teachers, internships, and more  Career pathways responsibility of consortium

22. 22 WorkINdiana: The Results So Far  695 students enrolled since August 2011  83% completion rate 72% certification rate 43% employment rate (completers) 54% emplyment rate (certifications)  Top certifications – CNC Operator, Welding, CNA

23. 23 Metropolitan Atlanta Rapid Transit Authority (MARTA)  Two-thirds of MARTA’s workforce can retire over the next 5 – 8 years (approximately 5,000 people)  Difficult to hire and recruiting for many of their technical and skilled positions  MARTA has taken a multifaceted approach to preparing for their future workforce needs.

24. 24 Metropolitan Atlanta Rapid Transit Authority (MARTA) Piedmont Technical College Future Workforce MARTA University Current Workforce – Career Ladders Alstom Current Workforce - New Technology

25. 25 Metropolitan Atlanta Rapid Transit Authority (MARTA) Piedmont Technical College  Develop the skills of the future workforce  Focusing primarily on the foundational skills that are important to success of new workers in the public transit industry  Two year degree and certificate programs

26. 26 Metropolitan Atlanta Rapid Transit Authority (MARTA) MARTA University  MARTA has developed extensive internal technical training programs  MARTA University (web based)  Offers current employees career ladder opportunities  MARTA University delivers training in ways ideal for a new generation of workers and addressing training delivery challenges through the flexibility of e-learning methods

27. 27 Metropolitan Atlanta Rapid Transit Authority (MARTA) Alstom  Investing $115 million in infrastructure and new technology  Includes a substantial human capital and training investment  Upgrading the skills of more than 800 workers

28. 28 Outcomes  Blended approach to meet MARTA’s current and future needs  Sustainable – Technical college programs – MARTA U  Includes advanced technology

29. 29 Discussion 29

30. 30 Marie Mackintosh Director of Adult Education Programs Indiana Department of Workforce Development MMackintosh@dwd.IN.gov Ken Mall Managing Director, Workforce Consulting Educational Data Systems, Inc. kmall@edsisolutions.com 30