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  • III. Operational Planning Elements

    The Unified or Combined State Plan must include an Operational Planning Elements section that supports the State’s strategy and the system-wide vision described in Section II(c) above.  Unless otherwise noted, all Operational Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs.  This section must include—

    • a. State Strategy Implementation

      The Unified or Combined State Plan must include–

      • 2. Implementation of State Strategy

        Describe how the lead State agency with responsibility for the administration of each core program or a Combined Plan partner program included in this plan will implement the State’s Strategies identified in Section II(c). above. This must include a description of—

III. a. 2. G. Leveraging Resources to Increase Educational Access

Describe how the State’s strategies will enable the State to leverage other Federal, State, and local investments that have enhanced access to workforce development programs at the above institutions, described in section (E).

Current Narrative:

Idaho’s State Plan strategies are well positioned to leverage the state’s Workforce Development Training Fund. This fund is supported by 3% of the unemployment insurance taxes collected in Idaho. From this fund, the Workforce Development Council approves industry sector and innovation grants to increase the pipeline for a variety of in-demand occupations. Many of the funds have directly fortified the post-secondary education opportunities in the state. Some examples include, doubling the capacity of the computer science program at Boise State University, providing state of the art medical equipment to Idaho State University, and training incumbent workers with technical skills to receive a license in log scaling and badges in programmable logic control.

Additionally, the state’s strategy to develop and align career pathways with our target sectors has encouraged additional support from employers and the private sector in the form of investments in Idaho’s post-secondary institutions and technical schools.  Through the state’s apprenticeship efforts, many sector employers have demonstrated their interest in establishing their own means of training new employees.  And the state’s strategy to improve rural service delivery has also helped to leverage existing resources and innovations in the private sector, such as with apprenticeship—especially regarding remote delivery—which our post-secondary institutions can adapt for educational purposes.

Research and implementation of promising delivery models for distance education and remote service delivery has been shared among workforce development partner programs to improve knowledge of, and access to, alternative learning modalities. For example, the Legislature, through Idaho Career & Technical Education, continues to invest in CTE Digital through, online career-and-technical education courses to serve rural students who don’t have access to live CTE programs.