Located in:
- 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—
- 2. Implementation of State Strategy
- a. State Strategy Implementation
III. a. 2. B. Alignment with Activities Outside the Plan
Describe how the activities identified in (A) will be aligned with programs and activities provided by required one-stop partners and other optional one-stop partners and activities provided under employment, training (including Registered Apprenticeships), education (including career and technical education), human services and other programs not covered by the plan, as appropriate, assuring coordination of, and avoiding duplication among these activities.
Current Narrative:
Indiana has a talent development system comprised of wide-ranging and broad workforce development and education programs spanning Federal acts, State initiatives, and private investments. This has been beneficial for Hoosiers and Indiana employers, as there are multiple resources and supports available. Indiana will leverage work being done by and between our Core, required, and optional partners to drive our initiatives and coordinate alignment of new projects among partners.
Indiana recognizes that coordinated alignment among partners and activities is vital to ensuring an effective workforce system where activities are not duplicated. As a primary convener of Indiana’s workforce system, the GWC will drive collaboration and alignment among and across the State agencies and key stakeholders involved in carrying out the activities identified in this Plan. A WIOA steering committee, comprised of core program partners, will convene regularly throughout the four-year lifespan of the plan for continuous improvement, progress tracking and implementation. DWD and FSSA (i.e., VR), as the entities administering the core programs, will assist in cascading the Plan’s goals, strategies, and action steps to their own partners, including partners within the LWDAs. Alignment will be achieved through a variety of strategies requiring cross-program and cross-partner collaboration, including:
Cross-training
Strategic co-enrollment
Co-location
Data sharing
Cohesive outreach and engagement with individuals and employers
Several of the activities listed in III.a.2.A., along with the goals and strategies identified in Section II.b., involve significant alignment across a variety of partners and key stakeholders. Some examples include:
PIVOT (previously known as the Workforce Recommendation Engine or WRE): Coordination among workforce partners is vital for the effectiveness of PIVOT. PIVOT leverages data the State already collects during daily governance activity to better serve workers. The goal is to use data in an algorithm to identify training programs and career pathways that align with an individual’s educational and work background and desired future state (e.g., increased wages, length of training, cost of training, distance willing to travel for training, etc.) rather than asking citizens to take an assessment to provide us with this data. By streamlining this approach, Indiana hopes to reduce duplication of services among program partners and make coordinated recommendations using technology and data from unemployment insurance administrative records.
Digital Equity: Alignment across partners and activities outside the Plan is also a necessary component for the State’s digital equity goals and strategies. As noted earlier, for example, Title II already has WIN as a resource available within DWD and the LWDAs. Some LWDAs also have separate digital literacy tools to assess and assist their customers. In the space of digital literacy and readiness, it is important that Indiana’s partners are mindful of current projects and efforts to determine where activities could be expanded or aligned. Additionally, various stakeholders, including DWD, were members of Indiana’s Digital Equity Taskforce, which created the first digital equity (DE) plan for Indiana. DWD will align work and activities to support implementation of the DE Plan’s recommendations. Further, through DWD’s work with the QUEST DWG and other partner collaborations, such as the Indiana Broadband Office, DWD will assist with digital equity work in the broadband space as funds are made available to the State.
Childcare Barriers and Childcare Employment Pathways: Meeting the State’s goals toward affordable and accessible childcare will involve multiple partners implementing specific segments of the work, from DWD and FSSA cross system referrals for customers with childcare barriers, to low or no cost training in childcare occupations, to supporting the development of employer-based childcare benefits.
High School Equivalency (HSE) Testing: To eliminate the barrier HSE testing fees impose on adult learners, Indiana Adult Education now covers HSE testing fees for students enrolled in adult education programs. This began as a pilot project during the pandemic in PY 20. The response was so great that it was continued in subsequent years using the non-match State adult education allocation. Efforts to remove this barrier for adult learners exhibits coordination between Federal and State funding through complementary service approaches.
Work-Based Learning (WBL) and Apprenticeship: Multiple partners are involved in successfully implementing WBL and apprenticeship throughout Indiana. DWD’s Office of Work-Based Learning and Apprenticeships (OWBLA), for example, drives initiatives such as providing education and training to one-stop business service professionals and providing guidance and tools to assist with apprenticeship creation. Career coaches, counselors, and others involved in case management can access OWBLA training and resources to determine individual needs and offer WBL options and capture data and outcomes. Further, as DWD is the recipient of both WIOA Core Program funding and U.S. Department of Labor apprenticeship funds, strategies are aligned across programs and partners to encourage co-enrollment and provide funds for on-the-job training (OJT), related technical instruction (RTI), as well as to address supportive service needs.
Workforce Education Initiative (WEI): DWD’s Title II Adult Education team continues to partner with adult education providers and employers to implement the WEI program. Additionally, Title II staff are also working with Erskine Green Training Institute (EGTI) to assist more individuals with disabilities to enter the workforce using our WEI program. Manufacturing employers are encouraged to upskill incumbent workers using the Employer Training Grant or another funding source, backfilling the vacant position with a candidate from Erskine Green. EGTI partners with Title II to offer onsite training for these new employees. Title IV services are accessed as well when needed.
One Stop to Start: The GWC launched a marketing campaign in early 2024 to build awareness of the State’s programs for individuals and employers; to connect workers to training that aligns with critical need and emerging employer demand industries; and to assist employers in connecting with training resources and skilled workers. A targeted ad and marketing campaign will direct traffic to a web-based portal which will serve as the State’s one-stop hub for individuals and employers to learn about workforce, education, and training programs the State offers. It will also provide real-time, personalized help via one-on-one navigators. These navigators will help individuals and employers connect to the resources that best fit their needs through direct handoffs to the appropriate workforce, higher education, family and social services, or corrections agencies, local workforce development boards, or community college systems.