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  • II. Strategic Elements

    The Unified or Combined State Plan must include a Strategic Planning Elements section that analyzes the State’s current economic environment and identifies the State’s overall vision for its workforce development system.  The required elements in this section allow the State to develop data-driven goals for preparing an educated and skilled workforce and to identify successful strategies for aligning workforce development programs to support economic growth.  Unless otherwise noted, all Strategic Planning Elements apply to Combined State Plan partner programs included in the plan as well as to core programs. 

II. a. 2. Workforce Development, Education and Training Activities Analysis

The Unified or Combined State Plan must include an analysis of the workforce development activities, including education and training in the State, to address the education and skill needs of the workforce, as identified in (a)(1)(B)(iii) above, and the employment needs of employers, as identified in (a)(1)(A)(iii) above.  This must include an analysis of—

  • A. The State’s Workforce Development Activities

    Provide an analysis of the State’s workforce development activities, including education and training activities of the core programs, Combined State Plan partner programs included in this plan, and required 6 and optional one-stop delivery system partners.7

    [6] Required one-stop partners:  In addition to the core programs, the following partner programs are required to provide access through the one-stops: Career and Technical Education (Perkins), Community Services Block Grant, Indian and Native American programs, HUD Employment and Training programs, Job Corps, Local Veterans' Employment Representatives and Disabled Veterans' Outreach Program, National Farmworker Jobs program, Senior Community Service Employment program, Temporary Assistance for Needy Families (TANF) (unless the Governor determines TANF will not be a required partner), Trade Adjustment Assistance programs, Unemployment Compensation programs, and YouthBuild.

    [7] Workforce development activities may include a wide variety of programs and partners, including educational institutions, faith- and community-based organizations, and human services.

  • B. The Strengths and Weaknesses of Workforce Development Activities

    Provide an analysis of the strengths and weaknesses of the workforce development activities identified in (A), directly above.

  • C. State Workforce Development Capacity

    Provide an analysis of the capacity of State entities to provide the workforce development activities identified in (A), above.

Current Narrative:

Nevada offers employers and job seekers extensive services that promote workforce development, catalyze employer successes and bolster job seekers’ skill development. Basic skills required of most in-demand occupations include, but are not limited to: reading comprehension, speaking abilities, critical thinking skills, basic writing skills, active listening skills, the ability to monitor, social perceptiveness, learning strategies, and coordination skills. If potential employees have mastered these basic skills, they can be trained to address specific needs upon employment. However, Nevada employers have indicated that it is difficult to find job seekers who possess even the basic skills. To that end, Nevada strives to collaborate with employers to locate the most qualified workers, while also assisting job seekers who need additional skill development.

Nevada’s Workforce Development Activities

Nevada focuses on creating a demand-driven workforce system that reflects the economic needs of the state and closely aligned with the local labor markets.  Nevada Revised Statute (NRS) 232.935 requires the Governor’s Workforce Development Board (State Board) to establish industry sector councils.  The eight industry sector councils established in Nevada are: Aerospace and Defense; Construction; Health Care and Medical Services; Information Technology; Manufacturing and Logistics; Mining and Materials; Natural Resources; and, Tourism, Gaming and Entertainment.  The Governor’s Executive Order 2016-08 established the policy that directs these industry councils’ charge regarding workforce development.  Specifically, that the State Board and its industry sector councils direct workforce development activities that align with the State’s economic need in identified in-demand industry sectors and occupations.  The State Board utilizes the Nevada Governor’s Office of Economic Development (GOED) Data Portal and the State’s Longitudinal Database (NPWR) in the development and deployment of workforce development activities that are administered by State and each of the required one-stop providers.  This demand-driven workforce system is driven by the industry sector councils’ data-driven activities.  Information generated by the industry sector councils is relayed to the State Board to facilitate a more integrated approach to address the workforce and economic needs of the state.  Since the majority of the State Board is comprised of Nevada employers, this ensues a business-led planning approach that results in a demand-driven workforce system throughout the State. 

The following is the state’s analysis of workforce development activities conducted by each of the required one-stop partners:

Title I. Adult Program, Dislocated Worker Program, Youth Program

LocalWorkforce Development Boards

Workforce Connections, the southern local workforce development board (‘local board’), and Nevadaworks, the northern local workforce development board (‘local board’) carry out system- wide development activities through the following workforce development activities:

One Stop Career Center


Education activities provided for WIOA Title I Youth include: tutoring; study skills training; evidence-based dropout prevention; alternative secondary school and dropout recovery services; financial literacy; and, education offered concurrently with workforce preparation activities and training for specific occupations or occupational clusters. Youth programs also include employment opportunities that are directly linked to academic and occupational learning, work-based learning opportunities that incorporate academic and occupational education, occupational skills training, on-the-job training and entrepreneurial skills training.

Adults and Dislocated Workers

Education and training activities for WIOA Title I Adults and Dislocated Workers programs include short-term prevocational services including assistance with learning skills, communication skills, interviewing skills, occupational skills training, on-the-job training, customized training that is designed to meet the specific employer needs. Services for incumbent workers include training to upgrade existing employees’ skills, internships and work experiences, which provide opportunities to gain the skills and knowledge necessary to perform a job through career counseling, and/or career pathways grounded in employer partnerships.

In support of workforce development activities, the local boards provide a number of activities that are designed to help employers thrive. Outreach to various constituents within the local workforce area includes specialized workforce events, participation in community events and employer compacts, convening of local stakeholders and/or subject matter experts, and public forums.

The local boards conduct intelligence gathering that is used to help address skills gaps, develop dropout recovery strategies, and create occupational skills training. Services assist with work experiences and transitional jobs and utilize on-the-job-training to employ individuals with disabilities and individuals facing other barriers to employment.

Title II.  Adult Education and Family Literacy Act Program

Nevada Department of Education

Nevada's Adult Education and Family Literacy Act (AEFLA) Program includes seven current WIOA Title II-funded providers:

Clark County

  • Catholic Charities of Southern Nevada’s English Language program
  • College of Southern Nevada’s Adult Literacy and Language program
  • Clark County-Las Vegas Library District’s Community Adult Learning in Libraries (CALL) program

Northern Nevada

  • Great Basin College’s Adult Basic Education
  • Northern Nevada Literacy Council
  • Truckee Meadows Community College’s Adult Basic Education
  • Western Nevada College’s Adult Literacy and Language programs

These seven programs receive approximately $5.6 million dollars in basic instruction and Integrated English Literacy/ and Civics Education (IELCE) funding and serve approximately 96,000 qualifying students per year. Programming includes foundational skills, high school equivalency preparation, integrated education and training, workforce preparation (i.e., workplace readiness skills), IELCE, career pathways, and transition to postsecondary education. Foundational skills are defined as a combination of literacy, numeracy and English language (i.e., listening, reading, writing, speaking in English, digital literacy, and the use of mathematical ideas), and employability skills required for participation in modern workplaces and contemporary life.

In addition, Nevada has 14 state-funded adult high school programs that are operated by Nevada’s school districts. Although these programs do not currently receive AEFLA funding and therefore are not subject to the same WIOA reporting requirements. However, they are an essential part of Nevada’s basic skills and workforce education system, offering adult standard diploma programming as well as high school equivalency (HSE), English literacy, corrections education, and vocational/industry-recognized credential training. These state-funded adult high school programs serve over 15,000 qualifying students each year.

TitleIII. Wagner-Peyser Act of 1933 Program

The state of Nevada employs strategies and conducts workforce activities designed to strengthen the state’s workforce system and streamline employment related services. While Wagner-Peyser does not provide education or training, it does provide labor exchange services connecting Nevada employers to job seekers and refers to partners that are able to assist with education and training services. Additionally, the state has implemented innovative programs that contribute to the success of Nevada’s businesses thereby helping the state’s workforce system prosper.

As mandated by Nevada legislation in 2009, on behalf of the state workforce board, DETR established industry sector councils to provide industry intelligence regarding in-demand occupations (NRS 232.935). With the signing of the Governor's Executive Order 2016-08, responsibility for the state workforce board and the sector councils was transferred to the Governor's Office of Workforce Innovation. In the 2017 Nevada Legislative Session, OWINN was codified in Nevada law (NRS 223.800) pursuant to Senate Bill 516.  The mission of OWINN is to help drive a skilled, diverse, and aligned workforce in the state of Nevada by promoting cooperation and collaboration among all entities focused on workforce development.  Outcomes of said cooperation and collaborations include: (1) preparing all K-12 students for college and career success; (2) increasing the number of Nevadans with postsecondary degrees and credentials; and, (3) increasing employment outcomes in training and credentialing programs.  OWINN’s coordination of a cohesive and aligned workforce system has resulted in, and will continue to promote, fulfilling the workforce needs of Nevada employers through a skilled workforce pipeline.

Governor’sOffice of Science, Innovation and Technology (OSIT)

NRS 223., The mission of OSIT is to coordinate and align efforts by K-12 and higher education, workforce development and employers to improve science, technology, engineering, and mathematics (STEM) education, STEM workforce development, and STEM economic development so that Nevada’s workforce can meet the demands of its growing economy

A skilled workforce is critical to Nevada’s continued economic development and diversification. Likewise, education and skills training help workers qualify for jobs that provide family-sustaining wages. A recent Brookings Institution report found that STEM jobs pay a wage premium of nearly 50 percent over non-STEM jobs requiring a similar level of education.

OSIT has a number of STEM education and workforce development programs that build interest and familiarity with STEM starting in early grades and provide industry-demanded skills and training in secondary and postsecondary settings. OSIT’s flagship STEM workforce development program, STEM Workforce Challenge Grants, seeks to spark the creation of lasting partnerships between industry and workforce providers. These partnerships must result in:

  1. The identification of STEM-specific skills needed by employers in Nevada;
  2. The creation of programs that provide the STEM education and skills training to workers that match the needs of employers;
  3. Programs that are aligned with present and future workforce needs in Nevada as identified by relevant labor market information.; and,
  4. Programs that are sustainable after grant funds have been exhausted.

OSIT solicits applications for its STEM Workforce Challenge Grant program and competitively awards startup funding to programs that meet the criteria outlined above. Between 2015 and 2019, OSIT funded programs in the following STEM industry sectors: Information Technology and cybersecurity, advanced manufacturing, healthcare, construction, and aviation and unmanned aerial systems. 

Outcomes of the STEM Workforce Challenge Grants program between 2015-2019 include:

  • Total Funding Awarded: $4,103,067
  • Funded Programs: 30
  • Number of Enrolled Students: 2, 570
  • Number of Completed Degrees or Certificates: 1,323
  • Number of Employed in a Related Field: 1,248
  • Percentage of Enrolled Students from Underrepresented Backgrounds: 56%
  • Average Wage: $61, 376

Beyond these grants, OSIT has partnered with the Nevada Department of Education and provided nearly $500,000 to seven high schools throughout the state to build new career and technical education (CTE) cybersecurity programs. These programs will establish partnerships with previously funded postsecondary cybersecurity programs to provide pathways to employment in this growing field. OSIT plans to continue to work with its partners in secondary and postsecondary systems to create additional pathways to STEM careers.

OSIT also leads the state’s efforts to grow its physician workforce by expanding the number and capacity of physician residency and fellowship programs. Nevada’s physician workforce per capita lags significantly behind the national average at just 175 physicians per 100,000 compared to 261.8 nationally. Most of the state is considered a physician workforce shortage area in most specialties. Since 2015, OSIT has awarded 24 grants totaling $20,000,000 to ACGME accredited institutions to create or expand graduate medical education (GME) programs in the state. These new GME programs have a total training capacity of over 130 residents across 14 different specialties and subspecialties.

Nevada JobConnect (NJC)

Nevada facilitates a labor exchange system that provides services to both job seekers and employers.  The Nevada JobConnect (NJC) system is comprised of 10 NJC career centers that provide services including: job finding workshops, referral and placement services to job seekers, reemployment services to unemployed insurance claimants, job counseling, and recruitment services to Nevada businesses with job vacancies.

Adults and dislocated workers, including low income adults who need new or upgraded skillsets, have access to education and training programs through the NJC system. Individuals are provided the opportunity to access services at any of the 10 NJC centers and/or through local area service providers who are affiliates of Nevada’s statewide workforce development system.

To meet the skillset needs of existing and emerging employers, as well as those needed for high- growth occupations, this dual-pronged approach to customers (ie. job seekers and employers) ensures that all associated NJC partners collaborate and coordinate clients’ employment and training activities. Through statewide coordinated efforts, employment and training agencies have the ability to leverage their resources, while providing quality support to job seekers and businesses.

Through industry sector councils, partnerships and statewide workforce development collaborations, Nevada has firmly established an aligned workforce system. Representatives associated with community colleges, business and labor organizations, registered apprenticeships, civic groups, and community-based organizations are in alignment utilizing workforce development strategies to drive both industry and regional economic development.


The health of Nevada’s workforce system depends on a robust and thriving business community. Through the Business Services offices (BSOs), Nevada businesses and employers are provided a wide variety of services to support workforce development including, but not limited to:

  • Job recruitment services
  • Local/state/national recruitments
  • Talent pre-screening
  • Applicant assessments
  • Hiring event assistance
  • Interview space
  • Hiring financial incentives
  • Workforce intelligence
  • Labor market data

Nevada employers continue to express their satisfaction with the value-added benefits from a single workforce system for locating job-ready and skilled employees that meet their needs. Through the NJC career centers, employers have a single point of contact to provide information about current and future skills needed by their employees and a centralized statewide system in which to post job openings.

The state has determined what factors are critical to ensure the success of services to employers. These factors include identifying the type of business model that will increase employer satisfaction. It has been determined that clear niches of focus exist that connect the state to specific industries, economic development partners and/or community colleges. This design consideration has allowed DETR to further leverage funding and/or human resources. Other critical success factors include maintaining a comprehensive case management/service delivery system that tracks contacts, delivery of services and outcomes. In 2018, Nevada implemented a new case management system, EmployNV, which serves as the state's comprehensive service delivery database that is utilized in the NJCs. This system has allowed Nevada JobConnect to design a statewide menu of employer services that can be readily accessed.

The NJC is constantly evaluating the state‘s strategies to improve services to business customers. NJC utilizes the single point of contact model for business service. NJC operates two regional business service offices that employ dedicated, specialized business service representatives who establish relationships with employers and industries. This specialized staff conducts local area outreach to individual employers and become the employer‘s primary point of contact in that process. This approach has encouraged employers to post job openings with NJC centers, and helps to eliminate duplication of effort of partnering agency staff who may also engage employers.                                                                        

The southern and northern Nevada BSOs incorporated a telephone placement unit into their business model. This unit is staffed with experienced workforce service representatives whose sole responsibility is to match and refer qualified individuals to job postings and openings. The purpose of this process is to respond quickly to the workforce needs of Nevada employers.

Incentive/Training Programs

In the efforts to encourage businesses to hire people who are unemployed, the state offers financial incentives. These incentives include:

Employer-Based Training: This incentive provides laid-off workers who qualify for unemployment insurance benefits to simultaneously receive on-site workplace training. Training allowances of up to $200 biweekly, for a maximum benefit of $599, are available. During this program, job seekers are required to train 24 hours per week for up to six weeks while continuing to search for work regularly. Business services representatives at the NJC centers develop training sites and coordinate the completion of all the necessary employer and participant documentation. There is no cost to the employer.

On the Job Training Program: Under this incentive, employers enter into a contract that establishes an agreed upon wage, number of hours required to master the job tasks identified, and the maximum amount of reimbursement based on the wage paid. Employers are reimbursed up to a maximum of 50 percent of the participant's agreed upon gross wage for the contract period, with a maximum of 40 hours per week. Contract length is based on the time estimated to complete requisite training. Employers submit a timesheet, invoice and progress report monthly to receive the reimbursement.

Incentive-Based Employment: This initiative supports employers who hire and retain eligible individuals in full-time employment (i.e., 30 hours or more per week) by providing a wage and training subsidy based on the total amount of time the qualified individual remains actively employed. The employer enters into an employer agreement that outlines the role and responsibility of the employer to the employee, which is executed by both the employer and the agency representative.   

Upon completion and satisfaction of specified requirements, the employer may receive a wage retention supplement up to $2,000, payable in four equal increments of $500 following each 30 days of successful employment, up to 120 days.

Work Opportunity Tax Credit: Another financial incentive available to employers is the Work Opportunity Tax Credit (WOTC), which provides eligible employers with a tax credit up to 40 percent of the first $6,000 of first-year wages of a new employee, if said employee is part of a targeted group, e.g., an individual with a disability, provided the appropriate government agency has certified the employee as disabled. The credit is available to the employer once the employee has worked for at least 120 hours or 90 days.

Career Enhancement Program: The Career Enhancement Program (CEP) assists job seekers and employers. CEP is an employer-funded training and reemployment program that provides job seekers with training opportunities designed to improve earning potential and increase job skills required in today's workplace. This program also provides job seekers with intensive re-employment assistance by paying for job-related expenses (e.g., certifications, work permits, uniforms, and small tools) that businesses require in order to facilitate entry or reentry into the workforce.

Title IV Rehabilitation Act of 1973 Program

DETR’sRehabilitation Division

Incentives: Vocational Rehabilitation (VR) supports workforce development activities by providing employment services to businesses by educating them about how people with disabilities can contribute to the success of their operations. VR offers hiring incentives that are applicable to the benefits of employers hiring people with disabilities, such as the WOTC, the disability access credit and barrier removal tax deduction. VR also provides training incentives to employers that hire people with disabilities. VR also assists employers in bringing diversity into their workplaces. Disability adds another dimension to diversity efforts, contributing to the development of unique and creative business solutions.

Community-BasedAssessments:Vocational Rehabilitation partners with approximately 605 employers statewide to provide community-based assessments for VR clients that are individuals with disabilities. Community- based assessments provide the ability to examine participants’ work- related skills and abilities at actual job sites performing hands-on job duties. These assessments also help identify barriers individuals with disabilities may have in the workplace. VR then provides services and support to mitigate these barriers. While on the job, VR participants in community- based assessment programs are paid wages by VR through a third-party temporary agency. Assessments last up to 100 work hours.

EducationalTraining:VR provides opportunities to its clients with disabilities to participate in vocational training programs such as warehousing, clerical, forklift driving, cosmetology, culinary, and gaming. VR also provides opportunities for obtainingindustry-recognized credentials, such as commercial driver’s license and certified nursing assistant, as well as postsecondary education support, high school equivalency (HSE) preparation and testing, and English as a second language instruction.  VR is unique in that it may pay for college tuitionand associated costs.

Job Search and Preparation Skills: VR assists individuals with disabilities in the VR programs who are in “job ready” status by providing job seeking services to them through its business development team and/or through contracted providers of job seeking or job development services. Job seeking services include assessment of strengths and weaknesses, instruction on attendance, professionalism, problem-solving, critical thinking, proper communication, enthusiasm and attitude, networking, teamwork, conflict resolution, resume building, interviewing techniques with mock interviews, instruction and assistance with online and other job search and job application methods.

Work Readiness Training: Additionally, VR delivers work readiness training programs for individuals with disabilities, through employer partnerships including at the Starbucks® Carson Valley Roasting Plant and Distribution Center in Minden, Sephora and Amazon in Las Vegas and DIPACO in Reno. These programs provide six weeks to nine weeks of pre-training in the classroom and onsite training. Participants learn about the employer’s culture, vision and mission; conflict resolution; teamwork; problem-solving and critical thinking; professionalism; and workplace, communication. Said teachings are followed up with on-the-job training and skills development that is relevant to the individual employer’s worksite. At Starbucks and DIPACO, VR pays the wages for these individuals through a third-party temporary agency whenever they are performing on-the-job work tasks. If hired, they are then onboarded and wages are paid by the employer. At Sephora and Amazon, wages are paid by the employer during the training and VR provides payment for either the training instructor or the job coaching. In all settings, trainees are considered for employment if vacancies exist and performance meets employer’s needs. Starbucks has employed 48 VR participants to date. DIPACO has employed 11.  Sephora has hired 13 candidates from 3 classes and Amazon has employed five to date.

Third Party Cooperative Arrangements: To serve youth with disabilities, VR has a third party cooperative arrangement (TPCA) with the Washoe County School District (WCSD) in northern Nevada, and Clark County School District (CCSD) in southern Nevada to provide students with disabilities, up to the age of 22 , with transition and pre-employment transition services. Vocational Opportunities for Inclusive Career Education (VOICE) is a WCSD program for students with disabilities, aged 18- 22. It provides career coaching and skills development to assist students with job searching and work readiness. Students then interact with employers in the community, who provide them job shadowing opportunities and hands-on work assessments. Job Exploration and Expectation Program (JEEP) is a CCSD program for students aged 18-22, that provides similar soft skills and work skills training and experiences. Students rotate every nine weeks to experience several different job opportunities in four different work settings during the school year.

Through TPCAs with Western Nevada College (WNC) and Truckee Meadows Community College (TMCC), VR provides CareerConnect services to individuals with disabilities entering into postsecondary education at WNC or TMCC. The CareerConnect program provides new or expanded services designed to ensure skills mastery and education leading to employment. Services include academic support and intensive tutoring; hands-on work experiences through internships, job shadowing opportunities or volunteer work; employment preparation; job placement services including job development, site visits, job matching, and job coaching; transportation training; and, assistive technology assessments, equipment and training. VR works closely with WNC and TMCC throughout the referral, eligibility and follow-up processes leading to successful employment outcomes.


NevadaDivisionof Welfare and Supportive Services (DWSS)

The  DWSS  offers  comprehensive  workforce  education  and  training  programs  that  include  a successful in-house three -week job preparation and job search program called Working In Nevada(WIN). The WIN curriculum encompasses self-discovery, life (i.e., soft)  skills,  money management, mock-interviews, and job retention information with primary emphasis placed on current job seeking techniques. The WIN program is specifically designed to meet the needs of the Temporary Assistance to Needy Families (TANF) New Employees of Nevada (NEON) participants and provide solutions to their participant’s most common employment barriers. WIN participants graduate from the program with appropriate interview attire, a master job application, a professionally designed resume, knowledge of up-to-date job search and successful interview techniques, and the confidence to successfully secure employment.

Graduates of the NEON WIN program provide local employers with job ready candidates eager for an employment opportunity. Each month, WIN graduates who have not yet obtained employment participate in a business and community partner presentation day, wherein businesses and partners are invited to speak to NEON-WIN graduates about employment options. These services help foster employer relations for the Division, while promoting NEON participants as a workforce pool.

TANF NEON recipients with significant barriers to employment (e.g., substance abuse, domestic violence issues and /or mental health issues) are provided case management services by the Division's licensed social workers. Drug and alcohol treatments, domestic violence shelter and counseling, and mental health treatment are available to work-eligible TANF recipients via contracts with service providers and referrals to community agencies and organizations.

Additionally, DWSS provides referrals to community colleges, adult education providers, WIOA- funded partners, and other community agencies for education and training services available in the participants’ geographical regions. In collaboration with the Clark County School District (CCSD), DWSS offers high school equivalency testing and online preparedness classes with an onsite instructor at the DWSS Belrose District Office. Individual education and training contracts are utilized to provide TANF recipients with access to a wide variety of training opportunities in the community (e.g., truck driving, table game dealer school, certified nursing assistant training, and culinary training).

The Supplemental Nutrition Assistance program (SNAP) provides a job preparation orientation and requires participants to engage in active job searches. Recipients are provided training opportunities to assist in preparing for employment.

Through the community work experience program, DWSS provides training opportunities to clients regarding workplace expectations and behaviors in areas of interest. On-the-job training program incentives are available for employers willing to develop the right candidate for their job openings, and eligible payroll costs are reimbursable up to 50 percent with a cap of $1,999.99 per participant.

DWSS is currently re-engineering the NEON Program with the help of outside contractors to integrate workforce development-based programming into the program. These changes will provide the NEON participants enhanced career and educational opportunities.

To serve the WIOA system partnership and integrate services, Divisional representatives are placed at “One Stop” Comprehensive Career locations in northern and southern Nevada and six “One-Stop” library locations in Clark County. These positions provide a multitude of opportunities for program participants including access to resources and community work experience. The TANF program will continue to expand and develop using innovative employment strategies within this partnership.

In addition, the Division’s Belrose District Office became an affiliated “One Stop” location in 2017, bringing expanded access to in-house employment and training opportunities. A referral and communications process was developed to facilitate a warm handoff for TANF NEON participants to enroll in Title One WIOA services.

A strong collaboration with system partners continues to be the catalyst to enhancing opportunities for TANF NEON and SNAPET participants and recipients. The DWSS and the Foundation for an Independent Tomorrow (FIT), an organization committed to linking employers with the appropriate justice involved job seekers or individuals facing re-entry, are working together to develop a co-case management process which includes opportunities to braid funding when possible, improve communication between the organizations, and ensure participants are receiving the services they need to succeed.

The DWSS has established a Workforce Development Team to work with WIOA partners and community organizations to create career pathways that include involvement with identified employers and educational institutions. Programs will be designed to meet the needs of the participating employer and assessment processes will be developed to ensure participants are placed in the right programs for their interests and skills. 

In partnership with College of Southern Nevada (CSN) and the Las Vegas Clark County Library District, two separate soft skills classes are being designed to increase new hires and job retention. DWSS will continue to work with CSN to identify and develop other essential job preparatory and vocational training classes to meet the needs of common and high-demand industries within our communities.

The Supplemental Nutrition Assistance Program (SNAP) has begun providing job readiness training and a supervised job search activity to SNAP recipients who have voluntarily enrolled in the program. The SNAP Employment and Training (SNAPET) program also provides a voluntary educational component to SNAP recipients who would like to receive short-term training to obtain a certificate in a high-demand occupation. The educational component is currently offered in Washoe County and the Division is working diligently to expand this opportunity statewide. The Workforce Development Team will begin to establish employer relationships, increased coordination with workforce development partners, community organizations, and educational providers to build pathways and pipelines to employment.

It is important to look at the current system’s strengths, as well as its challenges, in order to fully assess the work that lies ahead with the full implementation of WIOA.

OTHER – Jobs for Veterans State Grants (JVSG)

The Nevada Department of Employment, Training and Rehabilitation (DETR) administers the Jobs for Veterans State Grant (JVSG), which is a mandatory, formula-based staffing grant funded in accordance with a funding formula defined in the statute (38 U.S.C. § 4102A (c) (2) (B) and regulation and operates on a fiscal year (not program year) basis. However, performance metrics are collected and reported (ETA-9173 Reports) quarterly (using four “rolling quarters”) on a program year basis (as with the ETA-9173). In accordance with 38 U.S.C. § 4102A(b)(5) and § 4102A(c), the Assistant Secretary for Veterans' Employment and Training (ASVET) makes grant funds available for use in each state to support DVOP specialists and LVER staff.

Nevada’s JVSG program has an emphasis on priority of service (POS) to veterans in a one-stop environment.  The success of Nevada’s workforce system is predicated on partnerships that continuously strive to improve services to all job seekers and employers, while ensuring veterans continue to receive priority of service. The State of Nevada is committed to ensuring program integration and coordination of employment and training services through the Nevada JobConnect (NJC) system.  To improve and enhance the delivery of employment and training services for veterans, all the NJC offices are integrated with other WIOA program partners to create the NJC system.  This one-stop system is the primary source of information and service for Nevada’s job seeking veterans.  NJC staff, which includes DVOP specialists, work together to obtain employment, training and related services for veterans through the WIOA partner programs, including Vocational Rehabilitation, which is a fully integrated NJC partner.  DVOP specialists are stationed in all NJC full service and most affiliate locations.  

Services are provided to veterans and eligible persons by JVSG staff members according to the needs of the veteran, any significant barrier to employment (SBE) they may possess and the roles and responsibilities of JVSG personnel. DVOP specialists and LVERs are essential parts of and fully integrated into the workforce development network. They are included among the NJC system and the Workforce Innovation Opportunity Act (WIOA) partner staff, which consists of all staff employed by programs or activities operated by WIOA partners listed in 29 U.S.C. § 2841(b) that provide online and/or in-person workforce development or related support services as part of the workforce development system.  Other NJC partner staff members include staff of WIOA, Wagner Peyser (WP) and other NJC network partner programs.

In addition to providing Individual Career Services and reviewing open case files, DVOP specialists and other NJC career specialists fully trained in case management and networking conduct outreach at off-site locations including, but not limited to, U.S. Department of Veterans Affairs offices, Community Based Outpatient Clinics (CBOC) for the Homeless Veterans' Reintegration Program (HVRP) grantee. The purpose of these outreach efforts is two-fold. The first purpose is to find SBE veterans in need of services and offer the needed services to them. The second purpose is to network and develop relationships with supportive service providers in the area so that SBE and other veterans can be referred to those agencies for services.

Local Veterans Employment Representatives (LVER) and Business Service Representative (BSR) staff conducts outreach to numerous organizations and entities throughout Nevada to promote the hiring of veterans to local employers.  Various methods are used in conducting these outreach services including the use of information through NJC marketing resources, Nevada websites, NJC staff training and meetings, and the provision of technical assistance to job seeking veterans in the NJC resource centers.  LVER staff members are domiciled in the NJC Business Services Office, one LVER is stationed in the Maryland Parkway Business Services office and the other LVER is stationed at and works out of the Reno Business Services office. The area of responsibility for each LVER staff member has been adjusted to align with that of the two major Market areas of Nevada. The LVER coordinates with regional industry sectors and members of the Business Service Office to advocate to employers on behalf of veterans and to develop job opportunities specifically for veterans.  Nevada has retained two LVER staff to promote veterans’ employment services to Nevada employers. 

The State has developed veteran employment service marketing materials for the purpose of increasing public awareness of available services, as well as the benefits of hiring veterans.  These materials include veteran specific brochures, the Veterans’ Nevada web page at www.nevadajobconnect.comand Veteran’s Day announcements and other press releases.  The brochures are updated annually and are provided to VETS and NJC partner staff for distribution to job seeking veterans and employers. 

All DVOP specialists work closely with the state’s Career Enhancement Program (CEP) and WIOA providers in their particular regions.  When referrals are made, the information is entered into the state’s case management information system, EmployNV, and it is tracked and monitored using the same system.  . After screening the veteran for an SBE, the DVOP specialists provide labor market information, job referrals, and referrals to other supportive services and ongoing case management services.

If the client is job ready, the DVOP works with VR&E to develop rehabilitation plan for employment services only.

  • VR&E forwards job ready client information to the Intensive Service Coordinator (ISC).
  • ISC assigns client to DVOP in the office closest to the client.
  • Assigned DVOP contacts client and registers into EmployNV within 10 business days.
  • Assigned DVOP provides intensive services, resume assistance, Labor Market Information (LMI), job referrals, or employer contacts on behalf of Chapter 31 clients.
  • If the client is not job ready, the DVOP provides the intensive services necessary for the veteran to become job ready.  These may include LMI and employment information on potential career paths.  If not job ready, works with VA to enroll veteran in VA funded training and refers client back to VR&E.

DVOP staff are only assigned to NJC offices and DVOP staffing levels are determined by area population.  Rural offices may have half time DVOP staff providing services to veterans on an itinerant schedule, with the remaining 50% of the time charged to the WP program.

  • Veterans in need of SBE intensive and case management services are assigned to DVOP staff trained in case management. 
  • Case management services are provided, which may include all or some of the following services; job readiness assessment, labor market information, resume preparation, referral to the VA or other community partners, referrals to job openings, job development contacts.
  • DVOP specialists provide outreach activities with homeless shelters throughout Nevada.  The DVOP specialists network on behalf of the homeless veterans with community resources by obtaining shelter, food and clothing from community resources.

Strengths and Weaknesses of Workforce Development Activities

In consultation and collaboration with stakeholders, a general consensus of the state's current workforce system is structured to:

  • Connect Nevadans to jobs and supportive services.
  • Support business retention, expansion and employer services.
  • Improve integration of education and workforce data to produce high-quality, relevant labor market information.
  • Produce education and training opportunities that prepare Nevadans for self-sustaining jobs and careers.
  • Provide skill upgrade opportunities for incumbent workers.

From these discussions, the following strengths and weaknesses face Nevada’s current workforce development activities:


WIOA Title I: Adult, Dislocated Workers and Youth Programs

Workforce Connections (southern local board):

The southern local board effectively administers WIOA Adult, Dislocated Worker, and Youth services to a large geographic area of more than 40,000 square miles and a population exceeding 1.5 million people (age 16 and older). Our partners including the one-stop operator and service providers are uniquely qualified to recruit and serve particularly hard-to-service populations (e.g., veterans, individuals with disabilities, offenders and high school dropouts). All one- stop career centers and affiliate sites will have a dedicated focus on youth and individuals with barriers to employment.

The strengths of the southern local board include:

  • The coordination with the state as a result of the establishment of two local boards;
  • Access to public officials, governing bodies and other stakeholders;
  • Geographic expansion throughout the designated workforce development areas in partnership with four local library districts;
  • Considerations of diverse stakeholder perspectives;
  • Concerted efforts directed upon specialized populations; and,
  • A quality-focused service delivery system.

Nevadaworks (northern local board):

The northern local workforce development board provides WIOA Adult, Dislocated Worker and Youth services to a geographic area of over 70,000 square miles with a population of roughly 750,000 people. WIOA services are made available through the designated one-stop center, funded service providers, affiliate one-stop centers and partner agencies spread across the local area to better serve populations in the areas that they live, including the rural areas.

The strengths of the northern local board include:

  • Coordination with DETR;
  • Exchange of best practices between local boards;
  • Adult, dislocated worker and youth service providers actively working together;
  • Adult, dislocated worker and youth service providers meeting and/or exceeding negotiated performance levels;
  • Local elected officials actively involved in the selection of programs and services to provide to the designated workforce development areas;
  • Geographic expansion throughout the designated workforce development areas; and,
  • Diversity of stakeholder perspectives.

WIOA Title II:  Adult Education and Family Literacy Act Programs

The strengths of AEFLA (Title II) activities include an effective, efficient system in place to address foundation skills, secondary education and English language deficiencies of the Nevada workforce, wherein nearly 325,000 adults lack a high school diploma or its equivalent, and  over 160,000 adults lack proficiency in English. Nearly 80 percent of Title II students are non-native English speakers. In October 2013, Nevada became the first state in the nation to approve multiple high school equivalency (HSE) assessments, which included the HiSET® exam, GED® and the test assessing secondary completion (TASC®). In addition, adult learners have access to free adult standard diploma programs across the state that offers adults multiple options and pathways to secondary education. Nevada Title II programs are cost-effective, with a cost-per-student of less than $800. Program opportunities currently exist in the arenas of career pathways and expanding transitions to postsecondary education and training; all current Title II-funded programs are required to offer such programming. WIOA will strengthen alignment of adult education with postsecondary and workforce activities, as well as strengthen career pathways, integrated education and training, and link IELCE with integrated education and training.

The state of Nevada benefits from an effective and efficient system that addresses the deficiency in foundational skills, secondary education and English language skills of the Nevada workforce. Many of Nevada’s approximately 325,000 adults lack a high school diploma or its equivalent, and  over 160,000 adults lack proficiency in English.

WIOA Title III: Wagner-Peyser Act of 1933 Programs

The Wagner-Peyser programs operating under the brand Nevada JobConnect career centers provide a high-volume dynamic employment service with a regulatory connection to the unemployment insurance program.


  • Ongoing development of the largest database of skilled, qualified workers in the state.
  • Ability to meet the human capital needs of a demand driven workforce system.
  • Operation of 10 NJC career centers that provide employment, training, rehabilitation, and business services in each of the geographically diverse locations in the state
  • Offices are located in the metropolitan population centers of Las Vegas, Reno, Sparks, Henderson, and Carson City; offices also exist in the state’s rural areas of Fallon, Winnemucca, Elko, and Ely.  The geographic diversity of the NJC career centers offices provides access to workers with skills relevant to the regional business sectors germane to those areas (e.g., mining, hospitality and gaming, manufacturing, and ranching).
  • The NJC brand is highly visible and recognized throughout the state as a resource to the business community and relevant job seekers. Business services staff in both the southern and northern NJC locations engage in close working relationships with state and local economic development organizations, and are regularly included in meetings with companies that are considering relocating and/or opening new facilities in Nevada.

WIOA Title IV: Rehabilitation Act of 1973

The strengths of vocational rehabilitation include:

  • Established relationships with employers and maintenance of good communication.
  • Ability to provide training, services and support necessary to prepare people with disabilities for the workforce.
  • Ability to provide incentives to employers, including information and assistance in applying for tax credits, and outreach training about hiring people with disabilities and other disability- related issues.
  • Ability tofacilitate fast-track hiring of people with disabilities through Schedule A and the state of Nevada’s 700-hour program.
  • Ability to provide assistive technology assessments, training and equipment to remove barriers to employment for people with disabilities, and to ensure their success in obtaining and maintaining employment.
  • Ability to participate and support on-the-job training, job coaching and onboarding activities for   as long as needed.
  • Ability to provide no-cost community-based assessments and no-cost internships to employers.
  • Ability to leverage federal sec. 110 Rehabilitation Act grant funding through third party cooperative arrangements (TPCA), which would otherwise be relinquished due to a lack of matching funds. Additionally, these TPCAs create new and/or expanded services for individuals with disabilities, and often provide work experiences for youth and adults who have never worked prior to their participation in these programs.

Other: TANF

The strengths of the TANF NEON program include:

  • One hundred percent engagement of all TANF work-eligible individuals.
  • Case management services, which include the development and modification personal responsibility plans, based on the results of comprehensive job readiness assessments.
  • Licensed social workers that provide intensive case management services to families with the most significant and complex barriers to employment.
  • Availability of a full array of support services for employment readiness and work activities, which include transportation, child care, job search, employment-related clothing, equipment, special needs, and access to domestic violence services, mental health and substance abuse treatment services.
  • Professional workforce development services providing comprehensive career assessment and planning strategies adopted from current industry standards and practices that have been proven successful. These strategies will include the use of newly acquired learning and assessment tools and engagement with WIOA system partners and workforce organizations.
  • The Online, Automated Self-sufficiency Information System (OASIS), which is the statewide employment and training case management system. The system tracks and records multiple TANF NEON program functions including forms and notices, sanctions, budget tracking, issuance of supportive services, vendor payments, data gathering, and federal reporting.

Other: SNAP

The strengths of the SNAP program include:

  • The program is available to all eligible SNAP recipients.
  •  The Online Automated Self-sufficiency Information System (OASIS), which is the statewide employment and training case management system. The system tracks and records multiple SNAPET program functions including forms and, which supports the case management, notices, sanctions, budget tracking, issuance of supportive services, vendor payments, data gathering, and federal reporting.
  • Program operation flexibility allows education and skill attainment to be prioritized.
  • Workforce development strategies similar to NEON, such as WIOA system partnering, and the development of employer relations activities that will enhance employability for SNAP recipient.


WIOA Title I: Adult, Dislocated Workers and Youth Programs

Workforce Connections (southern local board):

The southern local board has identified the following challenges, including:

  • Limited resources and funding to adequately serve the potentially eligible population;
  • Opportunity for integration and improvement for the coordination of resources and services;
  • Lack of integrated employment and training management information systems;
  • Opportunity for increased community awareness of available programs and services;
  • Quality deficiencies of workforce practitioners within the system;
  • Lack of colocation of core programs (Title I-IV); and,
  • Administrative redundancies of sub-recipient work.

Nevadaworks (northern local board):

  • Limited resources and funding to adequately serve the potentially eligible population;
  • Limited access to workforce development services and public transportation in rural Nevada;
  • Lack of an integrated employment and training management information system;
  • Minimal community awareness of workforce development programs and services;
  • Quality deficiencies of workforce practitioners within the system;
  • Lack of colocation of core programs (Title I-IV)in affiliate sites; and,
  • Administrative redundancies of sub-recipient work.

WIOA Title II:  Adult Education and Family Literacy Act Programs

The weaknesses within Title II programs include the absence of a statewide career pathways system with on-rampsavailable for Title II students, and current integrated employment and training offerings that are dependent upon local agreements between AEFLA-funded programs and postsecondary training providers. WIOA presents an opportunity to develop a coherent, statewide strategy to better serve the needs of low-skilled job seekers through the development of foundation skills, obtainment of a secondary diploma or high school equivalency certificate, and transition to postsecondary education or training programs that lead to a family-sustaining job that exists within the job seeker’s locality.

WIOA Title III: Wagner-Peyser Act of 1933 Programs

The weaknesses within Wagner-Peyser programs include:

  • Deficiencies of sufficient promotional resources to improve the service penetration in the business communities.
  • The demand for employment assistance often exceeds the capacity of staff available to provide those services causing long wait times in metropolitan offices.

WIOA Title IV:  Rehabilitation Act of 1973

The weaknesses of vocational rehabilitation (VR) include:

  • The potential of duplication of effort with workforce partners.
  • The competition between multiple partners seeking the same funds and opportunities.
  • The need for increased alignment of existing resources. Improvement is needed in effective and focused organization and coordination of programs, services and resources.
  • The state continues to lack a unified system for data collection and sharing, and a common intake system across core partners. There needs to be an improvement in coordination of service delivery across programs and partners, of which a statewide, unified system would address.
  • The inability to fully match federal sec.110 Rehabilitation Act grant funds, which has led to the relinquishment to the federal government of a total of $ 7.5 million in FFY 18 and $5.7 million in FFY 19.
  • A   shortage of  training  opportunities  and service providers, specifically medical and psychological, and transportation options in rural Nevada.
  • Continual challenges with access in rural Nevada, of which improved transportation and technology would address to some degree.

Other: TANF

The weaknesses of the TANF NEON program include:

  • The population served includes individuals with the most significant barriers to employment (e.g., low education levels, those lacking marketable job skills and employment histories, homeless/unstable housing, food insecurities, generational poverty, physical and mental health concerns, disabilities, high prevalence of domestic violence, and substance abuse issues ).
  • The federal TANF work participation rate performance measures focus on countable work activities within prescribed time limitations and quick engagement in employment. This results in TANF recipients being employed in low wage, often part-time jobs with limited stability. An investment in education and skill attainment activities would expand a recipient’s capacity for long- term employment with wage gain
  • DWSS lacks the expertise to effectively utilize workforce data to guide an individual toward attaining the education, skills and/or experience needed to compete for in-demand occupations.
  • The lack of partners in the local employer sector
  • The administrative burden of verifying, documenting and reporting actual hours of participation is extremely high and restricts the amount of time that case managers could utilize in coaching and supporting recipients more efficiently and effectively.

Other: SNAP

The weaknesses of the SNAP program as indicated by DWSS include:

  • Limited funding for support services.
  • Limited access to vocational training opportunities that lead to employment
  • The expansion of the 50 percent reimbursement program is slow due to the need to identify eligible match funds.

Nevada’s Workforce Development Capacity

WIOA Title I:  Adult, Dislocated Workers and Youth Programs

The local boards, Workforce Connections and Nevadaworks, oversee approximately $23.9 million of Title I-B funding to serve the state of Nevada, utilizing a network of youth and adult and dislocated worker service providers. In 2018, Nevada served 2,567 adults, 575 dislocated workers and 1,3851 youth in Title I programs. In the adult population, $12,441,318was spent for a total cost per participant of $4,847. In the dislocated worker population, $1,952,250 was spent for a total cost per participant of $3,395. In the youth population, $8,428,672was spent for a total cost per participant of $6,086.

The local boards competitively procure service providers strategically and geographically located throughout the local workforce designated areas, as well as providers uniquely qualified to recruit and serve targeted populations. The target populations for the local workforce designated areas consist of veterans, youth, and adults who receive low income and face significant barriers to employment and education.

Accordingly, the local boards fulfill their capacity by:

  • Partnering with service providers who are uniquely qualified to serve particularly hard-to-serve populations (e.g., veterans, individuals with disabilities, offenders and high school dropouts).
  • Providing multiple workshops, hiring events and community forums throughout the year to increase awareness.
  • Maintaining and seeking employers who have pledged to work in tandem with the local boards and service providers.
  • Operating a mobile one-stop delivery system to provide outreach and intake throughout the workforce development areas.
  • Hosting ongoing panel discussions with subject matter experts that provide community-wide perspectives and intelligence related to targeted populations.
  • Providing various trainings and technical assistance throughout the year to increase and enhance the system’s capacity.

WIOA Title II:  Adult Education and Family Literacy Act Programs

To support economic diversification priorities, there is an urgent need to increase the number of adults with postsecondary credentials. That demand cannot solely be met through the K-12 school system; rather, the solution to economic diversification must also be met through the state’s adult education population reentry into postsecondary education.

Adults with deficiencies in reading, writing, mathematics, and technology will encounter significant challenges and barriers in the 21st century workforce. In Nevada, thousands of youth drop out of school each year. It is estimated that approximately 325,000 Nevadans are adults who lack a high school credential. Without a high school diploma or equivalency certificate, these individuals are far more likely to be unemployed or on government assistance. Furthermore, the majority of adults cycling in and out of the prison system lack a high school diploma or equivalency certificate.

In addition to the numbers of high school dropouts and non-completers, over 160,000 Nevada adults are non-native English speakers. Federally funded adult basic education programs serve a student population comprised of over 70 percent non-native English speakers, with nearly 60 percent of adult learners pre- and post-tested advancing two or more grade level equivalents.

WIOA Title III: Wagner-Peyser Act of 1933 Programs

In PY 2018, Nevada served 68,872 under the Wagner-Peyser programs. Total expenditures were $6,881,853.00 with a total cost per participant of $100.00. The total number served (excluding reportable individuals) was 49,923 for a total cost per participant of $138.00.

WIOA Title IV:  Rehabilitation Act of 1973

The most recent labor force projection information available is for 2018. Therefore, the actual number of new clients that came to VR in 2018, who were made eligible was 2,419 (“VR Eligible”).  Data for 2019-2025 is projected data.  Currently with 51 rehabilitation counselors and 2 public service intern counselors, it appears that VR will have sufficient counseling staff to serve the modest increase in clients that is projected through 2025.  It also appears that VR will have sufficient funding to cover these projections, when considering all sources of funding for client services (i.e. Section 110 federal grant funds, program income, and funding through Third Party Cooperative Arrangements).  The VR program will have to monitor closely its funding, especially as it relates to increases in clients and service provision.  Economic changes and/or changes to available funding sources could have impacts on these projections and the ability for the VR program to serve Nevadans with disabilities. 

Labor Force Participation  - Individuals With Disabilities

Other: TANF and SNAP

The TANF program serves all TANF NEON work-eligible individuals. The caseload ranges from 5,000 to 6,000 per month (NOTE:This is not unique person count). The SNAP program served approximately 12,700 SNAP participants in FFY 2018. The project number of SNAP participants is expected to decrease due to the program changes in FFY2020; however, the program participants should increase as the program expands.