Narrative: III. a. 1.

(1) State Board Functions

Describe how the State board will implement its functions under section 101(d) of WIOA (i.e., provide a description of Board operational structures and decision-making processes to ensure such functions are carried out).

Overview of New Hampshire's Workforce Development Structure:

The New Hampshire Office of Workforce Opportunity (OWO) plays a key role as the state-level administrative entity for the administration of Workforce Innovation and Opportunity Act (WIOA) funds designated for Adult, Dislocated Worker, and Youth programs. This financial support is provided by the U.S. Department of Labor (USDOL). The Department of Business and Economic Affairs (BEA) serves as the state entity fiscal agent and the official recipient of WIOA funds. Oversight and technical assistance from USDOL's Region I Boston office ensure federal compliance and support for OWO.

Designation as a "Single State Local Area": New Hampshire, under the directive of the Governor and in accordance with section 106(d) of WIOA, has been designated as a "Single State Local Area." This distinctive status has led to the establishment of a highly integrated governance and administrative structure. This structure is designed to provide policy direction, establish performance goals, and ensure effective oversight, holding the entire workforce development system accountable.

Role of State Workforce Innovation Board (SWIB): The State Workforce Innovation Board (SWIB) serves as the advisory body, guiding the development, updating, and evaluation of the planning process. This strategic oversight ensures that workforce development programs in New Hampshire remain responsive to the dynamic economic development and labor market needs of the state. SWIB collaborates with the New Hampshire Works Consortium (The Consortium) and the NH Works American Job Centers to execute the functions of a state workforce board as outlined in section 101(d) of WIOA.

Coordination between State and Local Agencies: State agencies work in a cohesive manner to oversee the implementation of various workforce development programs. Local agencies or community-based administrative arms of state agencies are entrusted with the management of workforce programs and the direct provision of services to customers.

Collaborative Workforce Development System: The New Hampshire workforce development system, illustrated in subsequent pages, facilitates collaboration among SWIB, the New Hampshire Works Consortium, and NH Works American Job Centers. This collaborative effort ensures the effective execution of state workforce board functions, with a nuanced approach considering New Hampshire's status as a Single State Local Area.

Functions of a State Workforce Board under WIOA:

1. Development and Updating of the State Plan:

• SWIB plays a central role in shaping and revising the State Plan.

2. Review of Statewide Policies and Programs:

• SWIB conducts a thorough review and offers recommendations for aligning workforce development programs.

3. Continuous Improvement of the Workforce Development System:

• SWIB focuses on identifying barriers, developing strategies for career pathways, ensuring effective outreach, and improving the one-stop delivery system.

4. Identification and Dissemination of Best Practices:

• SWIB oversees the effective operation of one-stop centers and facilitates the development of impactful local boards and training programs.

5. Development of Statewide Policies Affecting One-Stop Delivery:

• SWIB formulates policies for effective one-stop center operation, allocation of infrastructure funds, and roles of entities within the one-stop delivery system.

6. Technological Improvements and Data System Alignment:

• SWIB strategizes for technological advancements, digital literacy, and aligning data systems across one-stop partner programs.

7. Allocation Formulas for Fund Distribution:

• SWIB designs allocation formulas for the equitable distribution of funds for employment and training activities.

8. Preparation of Annual Reports:

• SWIB compiles comprehensive annual reports, presenting the progress and outcomes of workforce development programs.

9. Development of Statewide Workforce and Labor Market Information System:

• SWIB takes the lead in establishing a robust statewide system for workforce and labor market information.

10. Promotion of Statewide Objectives:

• SWIB develops policies to enhance workforce development system performance and align with statewide objectives.

The collaborative efforts of OWO, BEA, SWIB, and local agencies create a dynamic and responsive workforce development system in New Hampshire, ensuring the alignment of programs with the evolving economic landscape and labor market needs.

The State Workforce Innovation Board (SWIB) shoulders significant responsibilities mandated by the Workforce Innovation and Opportunity Act (WIOA). These responsibilities encompass the development, implementation, and modification of the State Plan, ensuring its adaptability to dynamic economic landscapes. SWIB engages in a thorough review of statewide policies and programs, offering recommendations to align and enhance the coherence of workforce development initiatives. Moreover, SWIB provides guidance on strategic actions to align workforce development programs, reviewing and commenting on State plans for one-stop partners' programs outside the core, fostering a comprehensive and streamlined workforce development system. In essence, SWIB's diligent efforts contribute substantially to shaping a responsive and cohesive workforce development framework aligned with the broader economic needs of New Hampshire.

The State Workforce Innovation Board (SWIB) is actively engaged in the continuous enhancement of the workforce development system in New Hampshire. This includes:

• Identifying and addressing barriers within the system to enhance coordination, alignment, and prevent duplication of programs and activities.
• Developing strategies to facilitate the use of career pathways, providing workforce investment activities, education, and supportive services for individuals, including low-skilled adults, youth, and those with barriers to employment, including individuals with disabilities, to enter or retain employment.
• Creating strategies for effective outreach and improved access for individuals and employers who could benefit from services provided through the workforce development system.
• Expanding strategies to meet the needs of employers, workers, and jobseekers, particularly through industry or sector partnerships related to in-demand industry sectors and occupations.
• Identifying regions, including planning regions, and designating local areas, taking into account New Hampshire's status as a Single State Local Area.
• Continuously improving the one-stop delivery system in local areas, with a focus on providing technical assistance to the statewide one-stop delivery system, given the absence of local boards in New Hampshire.
• Developing strategies to support staff training and awareness across programs supported under the workforce development system.
• Updating comprehensive State performance accountability measures, including State-adjusted levels of performance, to assess the effectiveness of core programs in the State, considering New Hampshire's Single State Local Area status.
• Identifying and disseminating information on best practices, including effective operation of one-stop centers, business outreach, partnerships, and service delivery strategies, especially for individuals with barriers to employment.
• Developing effective local boards, focusing on factors contributing to enabling local boards to exceed negotiated local levels of performance, sustain fiscal integrity, and achieve other measures of effectiveness. The SWIB will emphasize the development of an effective state board and its subcommittees and contractors, enabling the state to surpass negotiated levels of performance.
• Implementing training programs responsive to real-time labor market analysis, utilizing direct assessment and prior learning assessment to measure an individual’s prior knowledge, skills, competencies, and experiences. These programs evaluate such skills and competencies for adaptability, supporting efficient placement into employment or career pathways.

The SWIB is actively involved in the development and review of statewide policies governing the coordinated provision of services through the State's one-stop delivery system, as outlined in section 121(e). This involves:

• Establishing objective criteria and procedures for use by local boards in assessing the effectiveness and promoting continuous improvement of one-stop centers, ensuring that the State utilizes these criteria and procedures universally for the assessment of all one-stop centers.
• Providing guidance for the allocation of one-stop center infrastructure funds under section 121(h), ensuring equitable distribution and effective utilization of resources to enhance the overall functionality of one-stop centers.
• Defining policies concerning the appropriate roles and contributions of entities carrying out one-stop partner programs within the one-stop delivery system. This includes developing approaches to facilitate equitable and efficient cost allocation within the system, ensuring transparency and fairness in resource distribution among partner programs.

The SWIB is engaged in developing comprehensive strategies for technological enhancements within the one- stop delivery system to ensure improved access and quality of services and activities. These strategies include:

• Enhancing digital literacy skills, as defined in section 202 of the Museum and Library Services Act (20 U.S.C. 9101), referred to in this context as 'digital literacy skills.' This involves initiatives to empower individuals with the necessary skills to navigate and utilize digital technologies effectively.
• Accelerating the acquisition of skills and recognized postsecondary credentials by participants, fostering a learning environment that supports the attainment of relevant skills and credentials for career advancement.
• Strengthening the professional development of providers and workforce professionals, ensuring that those involved in delivering services through the one-stop delivery system have access to continuous training and resources to enhance their expertise.
• Ensuring that technology is accessible to individuals with disabilities and those residing in remote areas, promoting inclusivity and equitable access to services.

Additionally, the SWIB is focusing on the development of strategies to align technology and data systems across one-stop partner programs. This involves enhancing service delivery and improving efficiencies in reporting on performance accountability measures through:

• Designing and implementing common intake processes, data collection mechanisms, case management information systems, and performance accountability measurement and reporting processes.
• Incorporating local input into the design and implementation of these systems, fostering collaboration and coordination of services across one-stop partner programs.

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

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

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. 49l–2(e)); and

The development of such other policies as may promote statewide objectives for, and enhance the performance of, the workforce development system in the State.

The following describes the relationship between the board’s operational structure, including sub-groups within the workforce development system, and the implementation of the state board functions described in points 1 through 12 above. The table below provides an outline of each group’s function(s) but is not meant to be all inclusive as many groups overlap within the collaborative system. Several of the functions of a state board also take a different form in New Hampshire due to the state’s status as a single state workforce area.

State Workforce Innovation Board

The State Workforce Innovation Board (SWIB) is chaired by a businessperson and 51% of all members are business representatives. The Board is charged with implementing WIOA in New Hampshire in a way that meets the demands for a 21st century workforce including the following priorities:

• Career Awareness and Exploration
• Providing Advocacy and Policy Guidance
• Talent Attraction and Retention
• System Communication and Collaboration
• Work-based Learning
• Soft Skill Development

The SWIB mission is to promote and advocate for talent development by partnering with businesses, agencies, educational institutions, and organizations to support a unified workforce development system that meets the needs of industry. The Board’s vision is that healthy and vibrant communities provide a workforce to meet industry needs and create a competitive economic advantage for New Hampshire.

The SWIB and the workforce ecosystem stakeholders in New Hampshire have collaboratively identified the following goals to continue efforts that will give the state competitive advantage in workforce development:

• Promote services available through the talent development system to support businesses and individuals.
• Enhance the talent development system by focusing on system advocacy and partner collaboration and communication.
• Support a demand-driven talent development system that bases strategies, services, and investments on a data-informed approach that anticipates the needs of businesses.
• Create a talent development system that leverages talent attraction, retention, and development strategies.
• Provide and improve access to work-and-learn opportunities that are aligned with business and industry needs including the development of career pathways.

Executive Committee

The Executive Committee is chaired by the Chairperson of the Board and is comprised of current SWIB members. The Executive Committee has the authority to exercise all powers of the Board. Each member of the Executive Committee serves a 1-year term, or until his or her successor is duly elected and takes office. Membership consists of the Chair, Vice Chair, and the chairpersons of the three standing committees of the SWIB. The Chairperson has general charge and supervision over the OWO affairs, in conjunction with the State Board and Executive Committee, and works as a microcosm of the board. The Executive Committee allows the board to be flexible and proactive in the needs of the workforce development system.

Performance and Evaluation Committee

The Performance and Evaluation sub-committee consists of representatives from business and core and non- core program agencies. The group provides leadership and direction for the development, implementation, and oversight of WIOA performance measures. The team is also tasked with establishing standards for the NH Works System to improve statewide uniformity for customer services and delivery. The group oversees the Eligible Training provider list system. By including business representation, the team ensures that these activities align with industry demands and assist in the overall customer-centric focus of the workforce development system.

Sector Partnership Initiative Committee

The Sector Partnership Initiative Committee advises Sector Partnerships, Key Industry Networks, and Business Services. The committee oversees development and improvement of industry sector strategies across the state of New Hampshire to ensure that the education and training system is delivering the skills needed by employers to address workforce needs and challenges.

Sector partnerships are employer-driven, sustained partnerships of business, workforce development, education, and other community stakeholders. They are facilitated by a convener or intermediary organization that is trusted by the industry. Sector partnerships work to identify the highest priority workforce challenges and opportunities within a specific industry and develop solutions for multiple employers within a geographic region, driven by industry need. This committee is working to advance the New Hampshire Sector Partnership Initiative.

Strategic Planning Committee (ad hoc)

The Strategic Planning sub-committee consists of representatives from the Board leading the development, maintenance, and implementation of the SWIB strategic plan. The group provided input into the development of the Board’s vision, mission, goals, and strategies, and is tasked with providing guidance and direction throughout the life of the strategic plan.

One-Stop Operator Consortium (NH Works Consortium)

The NH Works Consortium is a standing committee of the SWIB and serves as the One-Stop Operator in New Hampshire. Membership is assigned by the OWO on behalf of the Board, and is comprised of Commissioner, Deputy Commissioner, State Director and/or other executive level staff from the state agencies responsible for the 6 WIOA core programs and other workforce system partners (i.e., NH Employment Security (NHES), New Hampshire Department of Education (NHED), NH Community College System (CCSNH), NH Department of Business & Economic Affairs (BEA), NH Department of Health and Human Services (DHHS) and the WIOA Adult Service provider (currently Southern New Hampshire Services). The Commissioner of NHES serves as the Chair of the Consortium. Decisions at the Consortium level is reached by consensus, or in consultation with the SWIB and/or the Governor, as appropriate. The Consortium guides the work of the Interagency Business Team (IBT) and Professional Development Team (PDT), which in turn works with management staff within each partner agency, creating a flexible system that can respond to the needs of the State. The Consortium also oversees the implementation of system-wide workforce development strategies and goals at the service delivery level, consistent with the vision and goals set forth by the SWIB. The Consortium is the primary committee charged with designing and implementing continuous improvement tools and processes for the day-to-day operations at the NH Works Centers.

Interagency Business Team

The Interagency Business Team (IBT) is a system improvement team established by the SWIB in collaboration with the NH Works Consortium. Members are assigned by the OWO in consultation with the NH Works Consortium. Like the other groups, the IBT includes core and non-core partners of this plan, as well as additional agencies outside of the plan. IBT members must currently have a position within their agency that allows for them to have day-to-day contact with the business community and therefore have a working knowledge of their local NH Works service delivery system and the direct needs of the businesses in their respective areas.

The IBT functions as a collaborative mechanism to facilitate communication between partner agencies involved with current and ongoing employer services offered through the NH Works Centers. The IBT is a strategic alliance of the system partners, providing a streamlined employer service structure. This helps to eliminate duplicated services and promotes information sharing among agencies. The goal of the team is to identify strategies for better coordination of business services and provide a frontline voice to policy makers. Recommendations identified by the IBT for continuous improvement, and/or replication of best practices for working with employers at the local level, are submitted to the IDG for comment prior to being submitted to the NH Works Consortium for further discussion and/or final approval.

Professional Development Team

The Professional Development Team (PDT) is an interagency team established by the Consortium in collaboration with the NH Works Consortium. The team serves as a state-level capacity building and planning team whose mission is to “Build the Capacity of NH Works Staff to Enhance Customer Service" within the workforce development system. The PDT’s primary customers are NH Works Center staff and WIOA Youth providers. Team members coordinate partner agency training opportunities to reduce duplication, leverage existing training resources (e.g., trainers, training funds, training rooms, etc.) from within the system and/or the region to affect system efficiencies, as well as plan, develop and implement staff training opportunities. The PDT approach fosters continuous improvement throughout the system by sharing information and skill development among the partners. All decisions at the PDT level are submitted as recommendations to the Consortium for further discussion. Training plans and/or other staff training recommendations are submitted to the NH Works Consortium for final approval.

Sector Strategy Team

The Sector Strategy Team is a team developed to assist in creating a more demand-driven workforce system that is flexible to the needs of business and jobseekers. The team is focused on sector strategies that include regional, industry-focused approaches to workforce and economic development that improve access to good jobs and increase job quality in ways that strengthen a specified industry’s workforce. The Sector Strategy Team utilizes a multi-entity team-based approach to align the needs of business with the services delivered in the workforce system. In addition, the Sector Strategy Team is tasked with spearheading the system’s career pathway agenda. The team works under the guidance of the Office of Workforce Opportunity and reports to the Sector Partnership subcommittee of the Board.