Narrative: III. a. 1.

Maine’s State Workforce Board meets the WIOA state board composition requirements and will implement the functions under section 101 (d) of WIOA. The State Workforce Board will assist the Governor in:

1. The development, implementation, and modification of the state plan

2. The review of state policies and programs and recommendations on actions to align programs to support a streamlined system, including the review and provision of comments on the State Plans, if any, for programs and activities of one-stop partners that are not core programs

3. The development and continuous improvement of the workforce system, including:

a. The identification of barriers and means to remove them to better coordinate, align, and avoid duplication among programs and activities carried out through the system
b. The development of strategies to support use of career pathways for the purpose of providing individuals, including low-skilled adults, youth, and individuals with barriers to employment, with workforce investment activities, education and supportive services to enter or retain employment
c. The development of strategies for providing effective outreach to and improved access for individuals and employers who could benefit from services provided through the workforce development system
d. The development and expansion of strategies for meeting the needs of employers, workers, and jobseekers, particularly through industry or sector partnerships related to in-demand industry sectors and occupations
e. The identification of regions, including planning regions, for the purposes of sec 106(a) and the designation of local areas under section 106, after consultation with local boards and chief elected officials
f. The development and continuous improvement of the one-stop delivery system in local areas, including providing assistance with planning and delivering services
g. The development of strategies to support staff training and awareness across programs supported under the workforce development system

4. The development and updating of comprehensive state performance accountability measures, including state adjusted levels of performance, to assess effectiveness of core programs in the state as required under section 116(b)

5. The identification and dissemination of information on best practices, including best practices for:

a. The effective operation of one-stop centers, relating to the use of business outreach, partnerships, and service delivery strategies, including strategies for serving individuals with barriers to employment
b. The development of effective local boards, which may include information on factors that contribute to enabling local boards to exceed negotiated local levels of performance, sustain fiscal integrity, and achieve other measures of effectiveness, and
c. Effective training programs that respond to real-time labor market analysis, effectively use direct assessment and prior learning assessment to measure an individual's prior knowledge, skills, competencies, and experiences, and that evaluate such skills and competencies for adaptability to support efficient placement into employment or career pathways

6. The development and review of statewide policies affecting the coordinated provision of services through the state’s one-stop system described in sec 121(e), including the development of:

a. Objective criteria and procedures for use by local boards in assessing the effectiveness and continuous improvement of one-stop centers
b. Guidance for the allocation of one-stop center infrastructure funds under sec 121(h)
c. Policies relating to the appropriate roles and contributions of entities carrying out one-stop partner programs within the one-stop delivery system, including approaches to facilitating equitable and efficient cost allocation of such system

7. The development of strategies for technological improvements to facilitate access and improve the quality of services and activities provided through the one-stop system, including improvements to:

a. Enhance digital literacy skills (as defined in sec 202 of the Museum and Library Services Act (20 U.S.C. 9101), referred to in this Act as “digital literacy skills”)
b. Accelerate participants’ acquisition of skills and recognized postsecondary credentials 
c. Strengthen the professional development of providers and workforce professionals
d. Ensure technology is accessible to individuals with disabilities and individuals residing in remote areas

8. The development of strategies for aligning technology and data systems across one-stop partner programs to enhance service delivery and improve efficiencies in reporting on performance accountability measures. This includes the design and implementation of common intake, data collection, and case management information, and performance accountability measurement and reporting processes, and the incorporation of local input into such design and implementation, to improve coordination of services across one-stop partner programs

9. The development of allocation formulas for fund distribution to local areas  for employment and training activities for adults and youth workforce investment activities as permitted under sections 128(b)(3) and 133(b)(3)

10. The preparation of annual reports described in paragraphs (1) and (2) of section 116(d)

11. The development of the statewide workforce and labor market information system described in section 15(e) of the Wagner-Peyser Act (29 U.S.C. 491-2(e)

12. The development of policies that promote statewide objectives for, and enhance the performance of, the workforce development system in the state.

Board membership complies with WIOA-required percentages of business and workforce representatives, government and state agency representatives, and representatives from community-based organizations.

Board membership was expanded in 2019 to include a third county commissioner to ensure representation from each local workforce area. Additionally, legislation was passed to add a seat representing the Department of Economic and Community Development (DECD) to the board (26 MRSA §2006, sub-§2-A). While the DECD representative had previously participated as an advisory member, this legislation codified their role on the board as a voting member. With the addition of these members, new employers and workforce partners were also added to the board to ensure it meets the employer majority and at least 20 percent workforce member requirements.

This same legislation also made members of the State Workforce Board subject to review by the joint standing committee of the legislature having jurisdiction over labor matters, and confirmation by the Legislature.

The board benefits from additional input from the Commissioners of Health & Human Services, Corrections, and Transportation, as well as representatives of the Maine Community College and the University of Maine systems.

The State Workforce Board meets quarterly and decisions are made by a vote of the majority present as articulated in the State Workforce Board by-laws.  The by-laws also require a quorum of at least 50 percent of the appointed members and at least 50 percent of the quorum being business representatives.

The State Workforce Board is funded by the Maine Department of Labor and staffed by a director, a workforce development program coordinator and a labor program specialist.

It has six constituent committees that make recommendations to the board about service delivery and policy: Apprenticeship, Commission on Disability & Employment, Older Workers, Veterans, Women’s Employment, and Younger Workers. These committees meet four to eight times annually. State Workforce Board members are active on the Youth, Veterans and Commission on Disability and Employment.   Other committees are working on enhancing their membership and identifying State Workforce Board members to participate on the committees.   To ensure continuity between the larger board and committees, the State is integrating regular committee updates into Board meetings as well. As the State moves to implement the State Plan, committees will be instrumental in participating in the activities and providing feedback on implementation. The State Workforce Board staff also sit on the State Rehabilitation Councils for the Division for the Blind and Visually Impaired and the Division of Vocational Rehabilitation. 

The State Workforce Board is in the process of implementing a process of providing updates to Board members between meetings. During the recent Covid-19 pandemic, updates were being provided on at least a weekly basis, at times, daily, and the intent is that updates will continue on at least a monthly basis when businesses reopen and information slows.  

The State Workforce Board and the State Workforce Agency (SWA - Maine Department of Labor) will work together to establish and convene workgroups that focus on required implementation and service delivery components of WIOA.

Working closely with the SWA, core program staff and the workgroups, the State Workforce Board will fulfill its responsibilities to assist the Governor with all the required functions in section 101(d) of WIOA.