WIOA State Plan Common Elements

During November and December 2019, the State Workforce Board (SWB) convened 10 strategic planning sessions attended by over 100 stakeholders, including administrators of core programs, employers, workforce developers, educators, youth, advocates, representatives of state agencies and policy makers, to discuss the workforce development system and create a vision for a bright and prosperous future.

Discussion centered on what success will look like for Maine’s workforce development system in five to ten years and what will need to occur in order to make the vision a reality. A broad range of ideas were shared and discussed, some were challenged and others were some honed. Ultimately, participants discovered that they shared many of the same ideals. The resulting vision addresses the requirements of WIOA and creates a defined direction for Maine’s future workforce system.

II.(b.1) Maine’s Strategic Vision for 2023

Maine’s residents and businesses will have economic opportunity and contribute to the growth of Maine through a responsive, networked and coordinated workforce development system across public and private sectors. All components of the workforce development system will be provided seamlessly, resulting in increased educational and employment attainment for residents with a focus on careers, not just jobs, and support Maine’s business sectors with skilled and qualified workers.

II.(b.2) Goals

In order to fulfill this vision, the following goals have been set.

1. Maine’s untapped labor pool will enter employment and advance into high-demand occupations of their choice through private and public investment in training, education, and supports.
2. Current and future workers will be equipped to meet industry talent needs, with the goal that 60 percent of Maine’s workforce will hold a credential of value by 2025.
3. Create a networked, aligned and demand-driven workforce system across public and private partners and fosters the growth of Maine’s economy while supporting equitable, safe, productive employment opportunities.

II.(b.3) Performance Goals

Title I Adult, Dislocated Worker and Youth

Adult Performance Goals PY2020 AND PY2021

Dislocated Worker Performance Goals PY2020 AND PY2021

Youth Performance Goals PY2020 AND PY2021

Title II Adult Education

Adult Education Performance Goals PY2020 AND PY2021

Title III – Wagner-Peyser

Wagner-Peyser Performance Goals PY2020 AND PY2021

Title IV Programs—Vocational Rehabilitation

Within the MDOL’s Bureau of Rehabilitation Services (BRS), Maine has two federally designated state units, the Division for the Blind and Visually Impaired (DBVI) and the Division of Vocational Rehabilitation (DVR), which deliver vocational rehabilitation (VR) services.

For the first two years of the 2020-2023 Unified State Plan, DVR and DBVI have two full years of data available for the Measurable Skill Gains indicator and thus have identified an initial expected level of performance on that measure only from which to negotiate with the Rehabilitation Services Administration. The following indicators will be designated as “baseline” for VR programs in PY 2020 and PY 2021:

• Employment (Second Quarter after Exit)
• Employment (Fourth Quarter after Exit)
• Median Earnings (Second Quarter after Exit)
• Credential Attainment Rate

Vocational Rehabilitation; Performance Goals PY2020 and PY2021

II.(b.4) Assessment

A State Plan Implementation Steering Committee tracks progress towards the goals set out in the unified plan. The committee is comprised of representatives of the core programs and local board directors. As part of their work, they will continue to monitor the employment of untapped labor pools. For example, the committee will use tools like the American Community Survey for monitoring the employment of people with disabilities.

The state’s economic plan identifies targets of increasing the annual wage by 10 percent and increasing the value of products sold per worker by 10 percent as measures of increased performance of workforce and economic development.

Members of the steering committee also participate in MaineSpark, an initiative striving to have 60 percent of Maine’s workforce have a credential of value by 2025. The State Board has been tasked with making an annual report on this goal to the joint standing committees on education and cultural affairs and labor, business, research and economic development.

The State Board will continue to monitor and advise the Governor and the State on progress towards meeting employer needs.

Each core program monitors achievement of its negotiated performance measures and reports these to our federal partners annually.