Narrative: II. a. 2. B.

STRENGTHS AND WEAKNESSES OF WORKFORCE DEVELOPMENT ACTIVITIES Strengths and weaknesses of Maine’s workforce development activities are discussed below. These attributes and characteristics reflect the views of the core partners and the WIOA Steering Committee. Strengths: • Commitment and willingness among the core partners and other stakeholders to build a better workforce development system—directors of the core programs have been meeting at least monthly throughout 2015 to collaborate on the development of an integrated, performance–based employment and training system. While the process has had many challenges, the partners have remained steadfast in their willingness to collaborate in creating solutions that benefit customers. This commitment to bring the shared vision to fruition is foundational to the repositioning of Maine’s WDS. • Quality of service, programs and operations—following several years of each agency striving to improve its core services, the core programs are now soundly positioned to affect change. This is reflected in recent operational successes. The Adult Education and Workforce Systems both exceeded performance and were recently awarded an incentive grant award; while Vocational Rehabilitation has eliminated a persistent backlog of unserved participants through better planning and re–focusing on the fundamentals of the business. • Accessibility to stakeholders, business leaders and key decision makers—collaboration and partnering are core strengths of Maine’s WDS activities. Maine’s close–knit workforce development communities foster an environment where business relationships can be easily maintained, resources mobilized quickly and access to key decision makers is abundant. This is a state with relatively little bureaucracy, which fosters access to decision makers and resources. Weaknesses: • Maine’s large geographic size and dispersed population present barriers to the efficient delivery of services. As noted in the economic analysis section of this plan, jobs that were once abundant in the state’s outlying areas have disappeared, leaving many communities in a state of economic hardship, with above average unemployment rates and scores of individuals in need of retraining and employment services. Delivering services to these rural areas is a challenge. Moreover, limited public transportation networks make it difficult for many, including those with barriers, to access employment opportunities. • Lack of coordination, communication and alignment within the WDS. Maine has a variety of workforce development, education and training activities occurring within the state, but these programs and activities are typically governed by different federal agencies. This often results in a lack of coordination and alignment among workforce development programs. Maine is taking steps to better coordinate activities, starting with the creation of a statewide vision and goals for the WDS. • Data—virtually all stakeholders recognize the importance of using valid and reliable information to drive decision making, program evaluation and to support policy initiatives. Unfortunately, the core partners are currently working with three separate and discreet Management Information Systems. The realities of current financial constraints leave the state without the means to develop a system for integrating data. • Maine has limited financial resources to address its many workforce development challenges. Under WIA, and now WIOA, federal program funds are allocated to states based on population size. Within these federal funds the allowable allocation for program administration has always been capped at 5 percent of the total. As a result, less populous states such as Maine have substantially lower levels of funding to cover the fixed costs and required administrative activities in order to be in compliance.