The Workforce Investment System: A Local Area Perspective

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Wisconsins Workforce Development System A Local
Area P e r s p e c t i v e
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WAJTE Purpose

• Share information
• Identify and formulate policy stances
• Interface with state agencies on matters of
  policy
• Strategically align with the Council on Workforce
  Investment

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Objective

• Highlight the role of local boards within the
  overall workforce development system
• Background
• System strengths
• Challenges
• Opportunities
• Conclusion

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Wisconsin Association of JobTraining Executives
(WAJTE)
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Workforce Investment Act of 1998 (WIA)

• One-stop centers
• Customer choice
• Accountability
• Autonomy

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Legislated Responsibilities

• Governor
• Develop statewide strategy
• Designate local areas
• Certify local boards
• Establish eligibility procedures for training
  providers
• Allocate funds
• Appoint a state board

• Local Boards
• Develop regional strategy
• Designate one-stop operators
• Oversee local system
• Identify eligible service providers
• Develop a budget
• Appoint a youth council

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Additional Local Board Roles

• Coordinate workforce investment activities with
  economic development strategies and develop
  employer linkages
• Promote private-sector involvement in the
  statewide workforce investment system

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• WIA is an economic development program with
  social benefits, not a social program with
  economic development benefits.
• Emily Stover DeRocco
• Assistant Secretary for Employment and Training

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Align workforce development and economic
development
Comply with WIA regulations
Serve employers
Meet performance goals
Provide community leadership
Serve job seekers
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System Strengths

• Engagement with the private sector
• 200 Wisconsin business leaders

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System Strengths

• One-Stop Model
• 78 Job Centers

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State Performance Program Year 2004
System Strengths
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System Strengths

• Local Autonomy
• Capitalizes on existing relationships
• Essential for regional partnerships
• Increases responsiveness
• Encourages innovation

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Challenges

• Scarcity of resources

DOL support for workforce development in Wisconsin
1985 123.5 million
2004 70.9 million
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Challenges

• Maintaining One-Stop
• Infrastructure

Student Employment Services
Child Care Room
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Challenges

• Preparing a skilled workforce
• Closing the gap between job seeker skills and job
  requirements
• Transitioning dislocated workers into high-wage
  jobs
• Serving a diverse population

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Opportunities

• Understand and support local Workforce
  Development Boards
• Respect local autonomy and advocate for local
  areas with state and federal policy makers
• Be the premier connection with the business
  community

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Conclusion

• The Workforce Development System in Wisconsin is
  dynamic and responsive to both its job seeker and
  business customers.
• The local workforce development areas, through
  innovative programs and strong relationships with
  system stakeholders, are uniquely poised to
  advance the Governors mission to GROW Wisconsin.

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Dick Best, Executive Director West Central
Workforce Development Board
Beth Norris, Coordinator Southeast Wisconsin
Workforce Development Area
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