Wisconsin’s Workforce

Development System

A Local Area P e r s p e c t i v e

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

Objective

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

Wisconsin Association of JobTraining Executives (WAJTE)

Steve Terry

Jim Golembeski

Sally Cutler

Cheryl Welch

Francisco Sanchez

Gerard A. Randall, Jr.

Beth NorrisBob Borremans

Pat Schramm

Dick Best

Jerry Hanoski

Workforce Investment Act of 1998 (WIA)

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

Legislated ResponsibilitiesGovernor• 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

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

“WIA is an economic development program with social benefits, not a social program with economic development benefits.”

Emily Stover DeRoccoAssistant Secretary for

Employment and Training

Meet performance goals

Comply with WIA regulations

Servejobseekers

Provide community leadership

Align workforce development and economic development

Serve employers

System Strengths• Engagement with the private sector

– 200 Wisconsin business leaders

System Strengths

• One-Stop Model– 78 Job Centers

State Performance: Program Year 2004

Program Meet Exceed

Adult

Dislocated Worker

Older Youth

Younger Youth

Customer Satisfaction

System Strengths

System Strengths

• Local Autonomy– Capitalizes on existing relationships

– Essential for regional partnerships

– Increases responsiveness

– Encourages innovation

Annual Synergy Conference

HealthCare Alliance

NEW Economic Opportunity Study

Youth Center Displays

Talent Profiling

Employer of Choice Awards

Career Pathways Initiative

Future Fields Program

CNC Bootcamp

Customized Surgical Technologist Training

“Keys to Work” Transportation Assistance

Challenges

• Scarcity of resources

1985

$123.5 million

2004

$70.9 million

DOL support for workforce development in Wisconsin

Challenges

• Maintaining One-Stop Infrastructure

Student Employment Services

Child Care Room

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

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

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 Governor’s mission to GROW Wisconsin.

Beth Norris, Coordinator

Southeast Wisconsin Workforce Development Area

Dick Best, Executive Director

West Central Workforce Development Board