Narrative: III. a. 2. A.

ALIGN THE STATE’S COMMITMENT AND INVESTMENT IN MAINE’S WORKFORCE —IMPROVING ACCESS TO POSTSECONDARY CREDENTIALS Maine will establish a quantifiable state goal related to degree and credential attainment. The future success of Maine’s economy is directly connected to having an educated and skilled workforce. As such, efforts must be made to increase the education attainment levels for all citizens as well as increasing skills and related credentials in demand by employers. The State Board and the STEP will work to establish a realistic state degree and credential attainment goal that is supported by all stakeholders. ALIGN THE STATE’S COMMITMENT AND INVESTMENT IN MAINE’S WORKFORCE —COORDINATING WITH ECONOMIC STRATEGIES Maine will establish a State Board comprised of additional non–required WIOA partners who are involved in Education, Economic or Workforce Development, and have resources dedicated to educating and training a skilled workforce. The State Board, as required by WIOA, will have the benefit of additional knowledge, expertise, and resources related to educating and training a skilled workforce as a component of the State Board. As noted in, ALIGN THE STATE’S COMMITMENT AND INVESTMENT IN MAINE’S WORKFORCE —ALIGN WITH ACTIVITIES OUTSIDE THE CORE PROGRAMS, the State Board will work with the Maine Development Foundation (MDF) to ensure that workforce development is addressed as part of the Maine Policy Leaders Academy program curriculum and to provide opportunities for Legislators to learn about workforce development activity happening across the state. The Maine Policy Leaders Academy delivers a non–partisan educational program on Maine’s economy to Legislators. The program’s goal is better–informed decision–making by Maine’s Legislators who learn about Maine’s dynamic economy, the drivers of long–term growth and what it takes to achieve job creation. The State Board will also work to inform the Maine Legislature about workforce development activities, challenges, and infrastructure. The State Board submits an Annual Report to the Governor and Legislature regarding workforce development activity in the State for the previous year. The report is due January 1st each year: however, the Legislature is not in session on that date. Reports end up in a pile of competing papers waiting for Senators and Representatives to return. To increase the likelihood of elected officials having the opportunity to be educated and to understand the challenges and opportunities related to workforce development, the State Board will request time on the Labor Commerce Research & Economic Development Committee meeting agenda to present the report directly to the committee and answer any questions related to the report. Despite widespread support for Industry Partnership legislation, the statute was passed unfunded. The absence of financial resources as greatly restricted the ability to accomplish the goals of this important workforce legislation. The proposed expanded State Board will be the ideal catalyst for moving this statute off the page and into action and for expanding on the work objectives already outlined therein. The statute at Title 26, Chapter 39, Sections 3301 through 3401 can be access at: http://www.mainelegislature.or/legis/statutes/26/title 26sec3301.html

4. STRATEGIC OBJECTIVE: INCREASE WDS OPERATIONAL EFFECTIVENESS In order for Maine to achieve its vision, it is critical that the operational effectiveness of the workforce development system (WDS) increases. As a large geographic state with unique demographics and very limited resources, Maine needs to develop a nimble, efficient and effective approach to meet the workforce needs of current and future employers. Working together, the core partners are committed to aligning and integrating their systems to ensure optimal access for Maine’s workforce and employers. To that end, initiatives will be pursued that improve customer navigation, data sharing, and continuous improvement through evaluation, accountability, and data driven decision making. INCREASE WDS OPERATIONAL EFFECTIVENESS—CORE PROGRAM ACTIVITIES TO IMPLEMENT THE PROGRAM Maine’s core programs will review policies and procedures, make modifications to improve shared customer flow and standardize practices on a statewide basis. These will be agreed upon in written Memoranda of Understanding and implemented through individualized service strategies for both workforce participants and employers. WDS public facing points of contact will have a broad base of knowledge that will increase effectiveness in connecting customers to needed services. Data compilation and evaluation are the cornerstones to increase WDS operational effectiveness and the core programs will work to reduce barriers in data sharing while being vigilant about confidentiality and information security. This will result in a more accurate analysis of Maine’s WDS, and support continuous improvement within and across programs. INCREASE WDS OPERATIONAL EFFECTIVENESS—ALIGNMENT WITH ACTIVITIES OUTSIDE THE PLAN To increase WDS operational effectiveness, the core partners will make optimal use of other resources that can support Maine’s workforce and employers. Partnerships with other state agencies, such as the Departments of Health and Human Services and Economic and Community Development, are critical to maximizing federal and state resources while reducing duplicative or parallel efforts. Although out of the direct purview of the WDS, Maine’s infrastructure directly impacts the success of Maine workers and employers; the core partners will work to ensure that activities conducted as part of the Unified State Plan are in alignment with the realities and opportunities of such things as transportation and broadband technology. INCREASE WDS OPERATIONAL EFFECTIVENESS––COORDINATION, ALIGNMENT AND PROVISION OF SERVICES TO INDIVIDUALS The core programs are in agreement about the importance of a coordinated customer service approach that reflects aligned and integrated goals to ensure the operational effectiveness of Maine’s WDS. Specifically, a project has been identified that focuses upon the ease of participant navigation; articulates pathways from education to careers; makes effective use of the web for information and a broad range of learning experiences; and ultimately aligns programs, so that they are user friendly and easily accessible to participants, including those with disabilities. Direct input from workforce participants will ensure that the design is human–centered and effective. Individualized career plans will be the primary tool used to ensure that activities are coordinated and that resources are effectively used across programs to provide comprehensive and high quality services. INCREASE WDS OPERATIONAL EFFECTIVENESS—COORDINATION, ALIGNMENT AND PROVISION OF SERVICES TO EMPLOYERS The core programs are in agreement about the need to recognize employers as important WDS customers and intend to use local, regional and state plans to align programs and activities to best provide services to employers. Partnerships with businesses and sector strategies will assist the WDS in being knowledgeable about current and projected workforces needs, so that workforce training, education and employment placement are job–driven and forward thinking. INCREASE WDS OPERATIONAL EFFECTIVENESS—PARTNER ENGAGEMENT WITH EDUCATIONAL INSTITUTIONS Educational institutions are key partners of the core programs in Maine’s WDS. This strategic objective intends to increase the effectiveness in how partners work together. Through the establishment of articulation agreements, joint professional development and a focus on best practices that reduce barriers to employment, partners will define and align the education system to meet the strategic vision. The State’s education and training systems must provide job–driven instruction as part of a cohesive continuum that includes secondary schools, adult education, community colleges, and universities, as well as on–the–job training and apprenticeship. INCREASE WDS OPERATIONAL EFFECTIVENESS—LEVERAGING RESOURCES TO INCREASE EDUCATIONAL ATTAINMENT Maine’s core partners have limited funding. Subsequently, all available resources must be accessed for Maine’s workforce to increase its educational attainment and for the WDS to be as operationally effective as possible. Frontline case managers need to be fully knowledgeable of what is available and able to guide individuals to appropriate core program services, and other available benefits such as Federal Financial Aid, TANF/ASPIRE, and other grants. Data sharing and greater transparency of outcomes will assist in determining the best return on investments in developing an educated and skill workforce that meets the needs of Maine employers. INCREASE WDS OPERATIONAL EFFECTIVENESS—IMPROVING ACCESS TO POSTSECONDARY CREDENTIALS As mentioned previously, Maine has identified a project that focuses on the ease of participant navigation and articulates pathways from education to career to improve access to activities that lead to recognized postsecondary credentials. Articulation agreements will be developed to improve the admission practices for adult learners and establish better supports to successful completion. These steps will result in more workers being able to obtain the necessary credentials for career advancement. As part of increasing the WDS operational effectiveness, the core partners will address student loan debt issues that prohibit readmission and consider incentives for graduates to stay and work in Maine. Additionally, efforts will be made to improve the transition of students from high school to community college and university, including advocating for smoother credit transfers between institutions. INCREASE WDS OPERATIONAL EFFECTIVENESS—COORDINATING WITH ECONOMIC STRATEGIES For optimal effectiveness, WDS programs will take deliberate steps to align with regional economic development initiatives throughout the state. The WDS will collaborate with the Department of Economic and Community Development to support incentives for businesses to relocate or remain in Maine. Ongoing audits of existing programs will ensure either continuous improvement or elimination of activities that do not meet expected outcomes. Communication mechanisms will be enhanced to enhance data sharing for workforce preparation and economic development, specifically ensuring that it is available to the frontline employment counselors, job seekers, and employers.

5. STRATEGIC OBJECTIVE: GROW AND DIVERSIFY MAINE’S WORKFORCE THROUGH IMPROVED ACCESS AND ENGAGEMENT Due to natural attrition and low levels of in–migration, Maine’s population is no longer increasing. In addition, the age structure of the population is such that, the number expected to retire and flow out of the workforce over the next 20 years exceeds the number of youth that are projected to enter. These dynamics threaten Maine’s economic vitality. According to economic projections, six out of every seven job openings in Maine over the next several years will be to replace existing workers leaving the labor force. There must be a commitment to grow and diversify Maine’s workforce to improve access and engagement by implementing two basic strategies: increasing participation in the workforce among the existing population, and attracting people from outside the state to live and work in Maine. GROW AND DIVERSIFY MAINE’S WORKFORCE THROUGH IMPROVED ACCESS AND ENGAGEMENT—CORE PROGRAM ACTIVITIES TO IMPLEMENT THE STATE’S STRATEGIES To meet this challenge, Maine’s core programs are committed to grow and diversify Maine’s workforce through improved access and engagement by developing strategies to engage populations that tend to have lower labor participation rates including, but not limited to, people with disabilities, veterans, women, older workers, people without a high school diploma, ex–offenders, individuals with language barriers, female heads of households with dependent children and out of school youth. Reflecting these ideas, state agencies are adopting the slogan, “We need every Mainer.” The State Board recognizes that innovative strategies and policies must also be created to attract new residents. Current policies such as Veteran’s pensions being state tax exempt create powerful incentives to draw new Mainers. The State Board is investigating the factors that cause in–migration, researching best practices regarding relevant policy actions and considering strategies to incentivize the flow of individuals to Maine. The State Board recognizes that innovative strategies and policies must also be created to attract new residents. Current policies such as Veteran’s pensions being state tax exempt create powerful incentives to draw new Mainers. Accordingly, the Board is investigating the factors that cause in–migration, researching best practices regarding relevant policy actions and considering strategies to incentivize the flow of individuals to Maine. Core programs will also offer increased support and engagement for Maine’s growing foreign born populations–refugees, asylum seekers, and foreign trained professionals. To grow the economy, transitioning these populations into employees must become a priority for policy makers and for employers. The Bureau of Rehabilitation Services has an established record of success in increasing access to employment for individuals with barriers, as well as conducting successful employer outreach. They will take the lead and work closely with other core partners in designing and implementing a coordinated approach to services. In Maine, the Bureau of Rehabilitation Services is housed under the Department of Labor and as such, already has an established presence at one–stops throughout the state. With the Bureau of Rehabilitations Service’s guidance, core programs will develop an outreach plan to better support target populations. The outreach plan will include the following components: • Integrated, comprehensive intake and assessment process; • Case management system for navigational support; • Shared vision of a career pathways system accessible for all participants; • Identification of barriers specific to each group to better align strategies and provide support; • Ensured accessibility of universal services among all core partners; • Interagency professional development, training, and cross– information regarding accessibility practices and available services; • Coordinated employer outreach and engagement. To tap into the full potential of the overlooked populations of the labor pool, it is essential to develop a system where the coordination of services and a robust referral system are the norm. Central to the outreach plan outlined above is the development of a cross agency case management system for all program participants. The case management approach is especially relevant for participants with barriers to employment to ensure accessibility to universal services. Case managers will help participants navigate through the workforce development system and serve as liaisons between departments and agencies. Core partners are committed to working together to develop statewide, interagency training of frontline staff to ensure that all partners are aware of the programs and services offered within the workforce development system. GROW AND DIVERSIFY MAINE’S WORKFORCE THROUGH IMPROVED ACCESS AND ENGAGEMENT—ALIGNMENT WITH ACTIVITIES OUTSIDE OF THE PLAN Veterans and incarcerated individuals are just two of the target populations whose primary agencies are outside the core partners. As such, establishing strong partnerships with the Bureau of Maine Veterans Services and the Department of Corrections (DOC) is essential. For example, the Coastal Counties local workforce development region has a Veterans Services Workgroup. The number of prisoners sentenced to the DOC each year from the courts has been approximately the same for several years and is anticipated to remain stable. In 2014 the MDOC received a total of 1,218 prisoners from the courts. With the average length of incarceration being 18 months, DOC anticipates releasing approximately 1,200 prisoners this year. Over the next 5 years, approximately 6,000 prisoners will be released from DOC and return to communities all over the state. From the moment someone enters into the corrections system, efforts should be underway to provide them with the education and skills needed to prepare for employment. Maine Adult Education works closely with the Department of Corrections to provide integrated and aligned professional development opportunities for Corrections educators. Existing MOUs at both the state and local level established high school equivalency education and testing in corrections facilities. Both agencies are working together on re–entry efforts to provide incarcerated individuals with a smoother, more fluid transfer from the corrections facilities to further education and training through adult education. Additionally, the Bureau of Rehabilitation Services has identified liaisons to each of Maine’s correctional facilities as outlined in an MOU, which ensures that those with disabilities have the opportunity to access VR services upon their release from incarceration. There is also a need for increased accessibility for Maine’s growing ESOL populations. Refugees, asylum seekers, and foreign trained professionals face unique challenges to entering the workforce. Cumbersome credentialing issues and limited financial assistance to pay for prior learning assessments keep many new Mainers from accessing appropriate training and employment opportunities. In addition to creating additional opportunities for English language acquisition, core partners will engage with other WDS stakeholders to work with the state licensing department to try and streamline the foreign credentialing process. Robust navigation services among all partners are essential to ensuring full accessibility for Maine’s most in need. Core partners are committed to reaching out to the following programs to establish articulation agreements and MOUs where they do not exist and to strengthen them where they do. Programs included in outreach efforts include, but are not limited to, Catholic Charities, DHHS, Goodwill, the University and Community College Systems, LearningWorks, Coastal Enterprises, the Department of Corrections, National Farmworkers Jobs Program, Council for Adult and Experiential Learning (CAEL), National Able (SCSEP), faith based organizations, recovery centers and other community based organizations. GROW AND DIVERSIFY MAINE’S WORKFORCE THROUGH IMPROVED ACCESS AND ENGAGEMENT—COORDINATION, ALIGNMENT AND PROVISION OF SERVICES TO INDIVIDUALS In addition to the outreach plan designed specifically to ensure accessibility of programming among those most in need, Maine’s core partners will strive for a statewide universal design of coordinated activities and resources to provide high quality, customer centered services to all individuals. Core partner coordinated activities include: • Learner–centered approaches to instruction and occupational training; • Appropriate and meaningful assessments of participants’ educational and occupational skills (including prior learning assessments) and needs (including accessibility needs for participants with disabilities); • Supportive services, including academic supports (e.g., tutoring and advising); nonacademic supports (e.g. child care, transportation, and financial assistance); career exploration; and navigation assistance through the career pathway program and ideally, into retained employment; • Expanded use of technology to increase access to workforce development services; • Quality work experiences, including job placement assistance and ideally, quality sector/occupation specific pre–employment work experiences (e.g., apprenticeships, internships). With this customized approach, all participants, including the target populations, are able to access the programming and services necessary to become fully engaged in the workforce system. For example, by working with individuals using various tools, such as Discovering Personal Genius and Customized Employment, the Bureau of Rehabilitation Services will encourage some individuals with significant disabilities to consider self–employment as a viable option with appropriate supports. GROW AND DIVERSIFY MAINE’S WORKFORCE THROUGH IMPROVED ACCESS AND ENGAGEMENT—COORDINATION, ALIGNMENT AND PROVISION OF SERVICES TO EMPLOYERS As spearheaded by the Bureau of Rehabilitation Services, the core partners will coordinate and align services to employers that will encourage and support them in the hiring of individuals with disabilities. Partners will inform employers of the value in Maine’s Business Leadership Network, which is offered through the Maine State Chamber of Commerce and supported by the Maine Department of Labor and the Department of Health and Human Services. The Network provides a forum that encourages business to business discussions about hiring people with disabilities. The Bureau of Rehabilitation Services will also utilize in–house business relations specialists to help provide the needed connections between Vocational Rehabilitation staff, clients seeking employment, providers and employers. Core partners are committed to providing a coordinated approach to simplify and streamline the flow of information to employers. For example, employers need clear, concise information regarding the hiring of foreign trained workers, including information on credentialing, as well as worker visa distinctions and refugee status definitions. A coordinated approach to integrated staff development throughout the core partners and a streamlined informational repository will give employers quick and easy access to the information on their own. This repository will also provide the same, consistent information throughout the workforce system. Given the prospect of a declining population and workforce, businesses will be encouraged to adopt more flexible work policies to attract and maintain older or remote workers, and to utilize technology to overcome skill and geographic gaps. Internships have also proven to be an effective strategy in keeping graduates in–state for employment. The State Board is investigating strategies and policy actions to encourage the use of internships in order to bolster growth in the workforce.

GROW AND DIVERSIFY MAINE’S WORKFORCE THROUGH IMPROVED ACCESS AND ENGAGEMENT—PARTNER ENGAGEMENT WITH EDUCATIONAL INSTITUTIONS To grow Maine’s skilled workforce, the core programs will reach out to all educational partners to create a State Team of Education Pathways (STEP) committed to working together to create a shared vision of universal accessibility to Maine’s Workforce system. Key components of this vision include: • Increased awareness and understanding of the necessity of foundational skills attainment; • A commitment to supporting all learners along their career pathway; • Appropriate and meaningful assessments of participants’ educational and occupational skills (including prior learning assessments) and needs (including accessibility needs) for participants with disabilities; • Learner centered approaches to instruction and occupational training; • Supportive services, including academic supports (e.g., tutoring and advising); nonacademic supports (e.g., child care, transportation, and financial assistance): career exploration; and navigation assistance through the career pathway program and, ideally, into retained employment; • Streamlined credentialing of foreign trained professionals. Additional Information The State will bring together providers of adult education, postsecondary education, training, career and technical education, eligible providers, libraries, and workforce partners to work with employers, and office of economic development to identify educational and training elements that will be necessary to establish appropriate pathways to employment. It is critical that these groups meet to develop programs and services that are in alignment with available employment opportunities. In addition to the State Employment Partners (STEP), meetings will be held regularly with one-stop partners and the local workforce boards to prioritize needs and identify resources that can be brought to bear to address these needs. With the establishment of a career pathways approach, educational and training providers will work with employers to identify sectors and identify the role various providers can play in aiding adults to pursue their career pathway for employment within that sector. GROW AND DIVERSIFY MAINE’S WORKFORCE THROUGH IMPROVED ACCESS AND ENGAGEMENT—LEVERAGING RESOURCES TO INCREASE EDUCATIONAL ACCESS The core partners recognize that only by leveraging the systems resources as a whole will the State be able to produce and maintain a highly educated and skilled workforce. Using a coordinated approach and utilizing resources from each core and workforce system partner, increased educational access can be achieved by addressing the following: • Forgiveness of non–federal student financial obligations to postsecondary institutions that may prevent readmission; • Explore options for employers incentives to support educational opportunities for entry–level and incumbent workers; • Joint professional development for intake and advising staff of educational and workforce system partners to improve integration of services and the ability to engage any and all appropriate providers to best meet client needs; • Greater access to Prior Learning Assessments; • State resources to provide low and no–cost evaluations of foreign secondary and postsecondary credentials; • Articulation agreements between core partners and educational institutions to increase referrals to adult education to optimize its use as a low cost alternative to developmental courses; • Increased support for integrated education and training opportunities; • Advances in technology and assistive devices used to improve access to skills training and employment for all, including individuals with disabilities. GROW AND DIVERSIFY MAINE’S WORKFORCE THROUGH IMPROVED ACCESS AND ENGAGEMENT—IMPROVING ACCESS TO POSTSECONDARY CREDENTIALS The accomplishment of this strategy begins while youth are still in high school and the adult client first enters into the postsecondary educational and workforce development systems. Effective strategies include intake, career and academic advising and assessments, career exploration, financial literacy counseling, development of goals and the identification of any needed support services. The following have been identified as essential to improve access to postsecondary credentials: • Establish enhanced integration of the efforts of the workforce system with the K–12 system to increase student awareness of careers and career pathways. • Clearly articulated Career Pathways will be established by educational institutions and employers that outline the step–by–steps to career attainment and advancement; • MOUs to govern the secondary, adult and postsecondary education and training relationships, • Co–location of basic skills instruction at appropriate core partner facilities and institutions of higher education; • College ready adult learners as the result of adult education’s implementation of research–based best practices and College and Career Readiness Standards for Adults; • Establishment of interventions to help students avoid developmental education and move forward to degree attainment courses; • Combining contextualized foundational skills with occupational and/or college coursework. • Integration of foundational skills into credit–bearing classes to accelerate path to certificates and credentials through Integrated Education and Training (IET); • Flexed schedules of educational and training offerings to reduce scheduling conflicts for working students; • Expansion and promotion of use of technology and reasonable accommodations to broaden student access to educational offerings; • Increasing the availability of credit bearing college classes at adult education sites. GROW AND DIVERSIFY MAINE’S WORKFORCE— COORDINATING WITH ECONOMIC DEVELOPMENT STRATEGIES The State Board recognizes that, given the projected decline in Maine’s working age population, innovative strategies and policies must be created to attract new residents to the state. Accordingly, the Board is investigating the factors that cause in–migration, researching best practices regarding relevant policy actions and considering strategies to incentivize the flow of individuals to Maine.

6. STRATEGIC OBJECTIVE: CREATE AND ALIGN OUTREACH AND COMMUNICATIONS TO ACHIEVE THE VISION The creation and implementation of a comprehensive Outreach and Communications plan is foundational to achieving the goals of Maine’s workforce development system. This plan must address the “need to know” of a variety of internal and external stakeholders: workforce development board members, employers, local and state agencies, municipalities, policy makers, potential and incumbent Maine workers, workforce system partners, postsecondary and training institutions, as well as employees of the core partners. CREATE AND ALIGN OUTREACH AND COMMUNICATIONS TO ACHIEVE THE VISION— CORE PROGRAM ACTIVITIES TO IMPLEMENT THE STATE’S STRATEGY The core partners are committed to ensuring that employees and clients of their agencies understand the vision for workforce development in Maine, the services that are available to users of the system, and the role and responsibilities of each partner relative to the success of the vision. To meet the strategy of Aligning Outreach and Communications, core partners will take the following steps: • Create a WDS Message Coordinating Council staffed by representatives of each core partner, including a representative of the One–Stop Operators group; • Provide extensive professional development and cross training for core partners so each can deliver a consistent message on WDS services and practices (i.e. data/resources, recruiting, training opportunities, educational opportunities, layoff assistance); • Each core partner will contribute to a WDS informational website for external stakeholders; • Create a map of committees that identifies membership, roles and responsibilities; • Maintain a current intranet for informational updates for core partner employees; • Develop marketing materials that highlight the core partner collaborative approach to service delivery; • Post partner information on each core partner’s website; • Create and disseminate WDS marketing materials in alternate formats that are accessible to workers and potential workers with disabilities; • Create and disseminate WDS marketing materials for employers regarding disability related services; • Coordinate partner approach to employer services. CREATE AND ALIGN OUTREACH AND COMMUNICATIONS TO ACHIEVE THE VISION—ALIGNMENT WITH ACTIVITIES OUTSIDE OF THE PLAN • Conduct WDS summits and seminars; • Coordination of WDS services through clear communication and guidance to Corrections, Veterans and other special populations on how to access such services; • Creation of a committee to deal with WIOA policy development and implementation to facilitate access to services; • Establishment of MOUs with partner organizations; • Create communication streams between and amongst local collaborating agencies. CREATE AND ALIGN OUTREACH AND COMMUNICATIONS TO ACHIEVE THE VISION—COORDINATION, ALIGNMENT AND PROVISION OF SERVICES TO INDIVIDUALS • Partners promote the WDS vision on promotional materials, websites, etc.; • Client referrals for services are made to partner agencies when appropriate; • Policy audits will be conducted to eliminate barriers to agency coordination of services. CREATE AND ALIGN OUTREACH AND COMMUNICATIONS TO ACHIEVE THE VISION—COORDINATION, ALIGNMENT AND PROVISION OF SERVICES TO EMPLOYERS • Convene a statewide employer focus group to share the WDS vision, learn their needs, inform them of services, and develop strategies for increasing employer engagement; • Determine process for employer contact; • Reduce duplication of services; • Enhance WDS communication to employers to streamline their access to appropriate services. CREATE AND ALIGN OUTREACH AND COMMUNICATIONS TO ACHIEVE THE VISION—PARTNER ENGAGEMENT WITH EDUCATIONAL INSTITUTIONS • Engage with secondary schools to expand student awareness of Maine’s career pathways, in–demand occupations and employment opportunities • Involve postsecondary educational institutions and training organizations in the messaging of the WDS; • Create and distribute common WDS message that clarifies the roles and services of each WDS partner for other educational institutions; • Engage educational institutions in the development of career pathways; • Create MOUs with postsecondary institutions and adult education regarding implementation of Ability to Benefit.

CREATE AND ALIGN OUTREACH AND COMMUNICATIONS TO ACHIEVE THE VISION—LEVERAGING RESOURCES TO INCREASE EDUCATIONAL ACCESS • Explore uses of Supplemental Nutrition Assistance Program Employment and Training (SNAP E&T) funds to include more job training; • Regular WDS communication to increase awareness of opportunities to braid funds to increase services; • Sharing Transition Career Exploration Workshop (for students with disabilities) (TCEW) curriculum with schools for their use. CREATE AND ALIGN OUTREACH AND COMMUNICATIONS TO ACHIEVE THE VISION—IMPROVING ACCESS TO POSTSECONDARY CREDENTIALS • Develop and share a clear, concise consumer handbook with information on postsecondary services; • Publicize no–cost and low–cost training opportunities; • Promote availability for Vocational Rehabilitation to collaborate and coordinate with educational institutions in provision of services for students with disabilities. CREATE AND ALIGN OUTREACH AND COMMUNICATIONS TO ACHIEVE THE VISION—COORDINATING WITH ECONOMIC DEVELOPMENT STRATEGIES • Engage Maine’s Department of Economic and Community Development (DECD) in all communication regarding WDS Mission; • Promote the alignment between strategies of the WDS and DECD; • Develop communications strategies that identify people with disabilities as a resource in economic development; • Offer consistent messaging amongst all state agencies to promote WDS.

Requested Revision; STATE OF MAINE DEPARTMENT OF LABOR BUREAU OF EMPLOYMENT SERVICES 55 STATE HOUSE STATION AUGUSTA, MAINE 04333-0055 MAINE WORKFORCE DEVELOPMENT SYSTEM Subject of Policy: Customer Co-Enrollment Policy No. PY16-06 To: State WDB Local WDBs Chief Elected Officials WIOA Core & Required Partners From: Edward D. Upham, Director Bureau of Employment Services Issuance Date: TBD Status: DRAFT References WIOA §107(d)(5) and §108 (b)(1)(F)(3) Preamble to WIOA Final Regulations; 20 CFR 677.160(a)(1)(ii); 678.500 (b)(1) TEGLs: 03-15; 08-15; and 04-16 Purpose: To provide guidance to WIOA partners regarding the purpose and practice of customer co-enrollment. Background: Co-enrollment has long been encouraged by the USDOL between programs serving dislocated workers (Title I Dislocated Worker program, National Emergency Grants and Trade Adjustment Assistance for example); and Labor Exchange services for all Title I participants involved in job search activities. Co-enrollment permitted customers access to necessary services and resources that may not have been available through the other program, or allowed them to access services prior to approval of a specific program such as while waiting for a layoff event to be Trade Certified. Under the Workforce Innovation and Opportunity Act (WIOA), co-enrollment is promoted as one method for aligning and coordinating services between core programs and to streamline services in order to promote efficiency and provide a seamless service experience for the customer. Co-Enrollment: is defined as an enrollment in two or more WIOA programs, and/or State or Local grant-funded programs. A customer may be enrolled in another WIOA-funded program that does not require coordination of services between programs; however, coordinated services may be in the best interest of the customer. When this is the case the co-enrollment may be referred to as a Duel-enrollment or a Coordinated-Enrollment. Coordinated- or Dual-enrollment allows service providers to leverage additional resources on behalf of the customers thus enhancing performance outcomes. Coordinated co-enrollment is when the program staff, from each separate program work to together for the benefit of the customer to eliminate any unnecessary duplication of services and or to coordinate and streamline services such as working to decide which program will conduct an assessment, development an individual employment plan, assist with job search, or provide supportive or training services. Coordinated co-enrollment may be used to expand the type and level of resources that can be dedicated on behalf of a participant, for example for OJT approved training for a TAA participant allows the TAA Program to reimburse employers up to 50 percent, but WIOA allows a reimbursement of up to 75 percent, a co-enrollment in WIOA Title I could leverage an additional 25 percent employer reimbursement bringing the total reimbursement to the employer up to 75 percent. Coordinated co-enrollment requires program staff from each program to connect on behalf of participants; it should be clear to both the participant and partner staff which of the services identified in his or her individual plan will be provided by which partner. If some services have already been provided by one partner, the extent to which the other partner will recognize and accept the service outcome for the purpose of co-enrollment must also be spelled out, for example acceptance of the initial or comprehensive assessment that has already been conducted or the acceptance of the individual employment plan that has already been developed and already outlines a career pathway for the participant. Coordinated Co-enrollment will require staff to: a. Determine, at time of intake, if a customer is already enrolled in another WIOA-funded program. Note: tracking and reporting of co-enrollment in other WIOA-funded programs is an annual reporting requirement for all Core WIOA programs. b. Initiate customer consent for staff from each program, in which a customer is already enrolled or being referred to, to discuss his/her individual plan and the type and level of services each program will provide to best meet his/her needs. c. In order to reduce confusion for the customer, the programs must determine which one is to be the primary enrolling entity (usually the provider who made the initial enrollment). d. The primary enrolling entity will be responsible for coordinating activities and ensuring all services are documented and IEP/ISS is updated as required by each program. e. Partners must discuss the level and type of information that will be shared between the partners, for example sharing of placement and outcome information. f. For the purpose of common exit, service providers must follow the State policy on common exit and if directed must establish a way to ensure that the participant does not exit one program until the services of the other program have been completed (with the exception of follow-up services). Note: Common Exit Policy has not yet been developed Co-enrollment is strongly encouraged and/or required for use of certain WIOA funds for: Integrated Education and Training: WIOA promotes the integration of adult education services with occupational education and training and workforce preparation, as well as the creation of career pathways for Youth in Title I WIOA Youth Programs. The definition of “career pathway” is codified in WIOA Section 3(7). Title II authorizes the use of funds for integrated education and training and workforce preparation activities. Title I authorizes the use of Adult and Dislocated Worker Training funds for: • Work readiness training that is provided in combination with occupational training; and • Education and literacy activities, including English language acquisition and integrated education and training programs, provided concurrently or in combination with occupational training. In addition, leveraging funding between WIOA Title II and the Title I Youth Program provides an opportunity to create a service strategy that concurrently enrolls OSY in education programs combined with workforce preparation and training. Partnering with Title II programs and leveraging resources effectively can assist local areas in meeting their requirement to develop and implement career pathways by aligning the employment, training, education, and supportive services youth need. (WIOA Section 107(d)(5)) Homeless Veterans Grantee participants are required to be enrolled in Employment Services, Jobs for State Veterans Gran and/or WIOA Title 1 Adult, DW or Youth programs. MOUs: Local Area may negotiate and articulate other co-enrollment practices by and between partner programs that improve streamlining and integration of services as part of the partner MOUs.