Post on 07-Sep-2018
WIA TITLE I
STRATEGIC PLAN
for
Central Western Maine Local Workforce Investment Board
Local Workforce Investment Area III
PY 2013 – 2017
Central Western Maine Workforce Investment Board
Serving Androscoggin, Franklin, Kennebec, Oxford, and Somerset Counties
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WIA TITLE I STRATEGIC PLAN
PY 2013 – 2017
Central Western Maine Local Workforce Investment Board
Local Workforce Investment Area III
Table of Contents
SECTION I: STRATEGIC PLAN............................................................................. ..2
A. Vision................................................................................................................... ..2
B. Overarching Strategies......................................................................................... ..2
C. Economic & Labor Market Analysis......................................................................7
D. Key Priorities and Goals ....................................................................................19
E. Desired Outcomes................................................................................................ 40
F. Plan Development................................................................................................. 42
SECTION II – OPERATIONAL PLAN....................................................................45
A. Communications.................................................................................................. 48
B. System Operations................................................................................................49
C. Business Services................................................................................................. 50
D. Participant Services.............................................................................................. 52
E. Administration and Performance.......................................................................... 65
SECTION III – PLANNING PROCESS ASSURANCES........................................ 69
ATTACHMENTS
A. Forty occupations: fastest projected rate of job growth/largest projected net job loss
B. Published Notice establishing timeline to obtain public input on local plan
C. Published comments received / addressed (none received)
D. LWIB PY13 Common Measures Negotiated Performance Goals
E. LWIB/CLEO Agreement
F. LWIB/One-Stop Operator Agreement
G. Priority of Service Policy(s)
1. Policy Governing Youth Enrollment Priority of Service
2. WIA & NEG Veterans’ Priority of Service Policy
3. WIA Adult & Dislocated Worker Enrollment Policy
H. LWIB Procurement and Sole Source Policy
I. Any other LWIB policies cited in the plan narrative
1. Policy Governing Individual Training Accounts (ITA)
2. WIA & NEG Participant Supportive Services Payment Policy
3. Incumbent Worker Policy
4. Policy Governing OJT
5. Reciprocity of Services Policy
J. CareerCenter Business Outreach Plans
K. Local Plan Guidance and Instructions
L. CWMWIB Organizational Chart
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SECTION I: STRATEGIC PLAN
A new integrated approach has been used to develop a 5-year strategic plan, guide investments,
and reach measurable goals within the established and accepted plan, which the Central Western
Maine Workforce Investment Board for the Local Area 3 (CWMWIB or Region 3) is responsible
for facilitating and implementing. Key partners and stakeholders have been created into three
committees: Education, Workforce, and Business/Economic Development. Participants took part
in guided focus groups to identify needs and challenges, prioritize them, find meaningful and
overarching solutions, and then communicate and execute those solutions in measurable actions.
Topics were provided and discussed to identify what the priorities/issues are and associated
strategies to carry those out. Ongoing focus groups and communication that is frequent and clear
is essential as these stakeholders are codependent on each other’s actions, results and feedback.
The businesses and employers must clearly state what their needs and gaps are in the available
workforce and in their own workers. Second, these needs must be communicated to educators
and trainers (i.e. teachers, principals, guidance counselors, superintendents) so they can
personalize their programs to meet the needs of the employers to creating a more employable and
satisfied workforce which ultimately will strengthen the local economy over time. Follow up
meetings are pending to discuss how the strategies will be accomplished and by whom.
A. Vision
Vision Statement:
“A diverse and satisfied workforce meeting the needs of employers.”
CWMWIB’s vision is a strong, vibrant, sustainable economy that generates growth opportunities
for employers and creates high demand-high wage jobs for job seekers. It is a system that
promotes active, engaged industry partnerships to create a highly trained, educated, and diverse
workforce leading to improved quality of life for the residents of Central/Western Maine.
The vision captures CWMWIB’s two most important variables: the workforce and the
employers. The 5-year Local Plan’s emphasis, through its priorities and strategies, is to help
build a motivated and skilled workforce. Identifying employers’ needs will be critical to the
human resource training and talent development initiatives. When skilled workers meet and
exceed the expectations of employers, they develop a sense of purpose for the work they
perform, inspiring intrinsic rewards, such as enjoyment of one’s job. The employers benefit
when they can consistently staff their human resource needs with satisfied, talented workers.
B. Overarching Strategies
1. The Local Workforce Investment Board will guide investments in workforce preparation,
skill development, education and training that will result in a diverse and satisfied workforce
meeting the needs of employers. These initiatives have been designed to consider and address the
demands and areas of focus for local employers, businesses, educators and trainers (i.e. teachers,
principals, guidance counselors, superintendents), as well as the skill and education gaps of the
available local workforce. Regular interaction between the education system, employers and the
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workforce development is absolutely necessary for the success of the 5-year plan. It is the
consensus that ongoing meetings on a regular schedule will ensure that all stakeholders are aware
of the capabilities and resources of each partner and will further identify opportunities for
collaboration. The Center for Workforce Research and Information (CWRI) Economic
Development Districts (EDD), industry associations, CareerCenters and other key organizations
will provide real-time data to determine current and future high-growth and high-paying
industries and occupations. Ongoing round table discussions between stakeholders and focus
groups can further identify skill gaps, recruitment challenges and solutions. The Business and
Economic Development Committee will assist in creating relationships and staying connected to
stakeholders in education and training so that the workforce development system (WFDS) is
aware of current educational and training opportunities.
2. Through unified and increased collaboration, the WFDS will promote an integrated approach
to addressing the workforce and industry skill and educational needs. This includes businesses,
educators, trainers, economic developers, ASPIRE, other key agencies, and providers and people
representing the entire workforce development system in Region 3. Workforce representatives
include Vocational Rehabilitation staff, consultants, and trained specialty staff. Vocational
Rehabilitation staff are invited to be members of the Board, and of the Workforce subcommittee.
Two CareerCenter consultants have been recently hired to work specifically with the
ASPIRE/Temporary Assistance for Needy Families (TANF) population to help them transition
off of welfare into employment. Lastly, two individuals were recently hired to work with
disabled population under the Disability Employment Initiative (DEI) Grant. These individuals
will assist this very capable and available, yet sometimes overlooked, population of the
workforce.
To further enhance collaboration between economic and workforce development, the Maine
Economic Development Districts Association (MEDDA) and the Maine Local Workforce
Investment Boards (LWIBS) who are both comprised of and lead by a private sector majority,
created the Maine Workforce and Economic Development Alliance in 2013. The intent of this
collaboration is to promote superior opportunities for Maine’s businesses and citizens through
private sector led initiatives among Maine’s regional workforce and economic development
agencies. CWMWIB regularly interacts with the two EDD’s (AVCOG, KVCOG) within its
region as noted throughout this plan.
Industry partnerships and sector strategies will be tailored to the Region’s economy as well as
mirror and support strategies for the State of Maine. This includes specific industries such as
healthcare, computer and information technology, call centers, and manufacturing among others
(also listed below). To address these crucial industries' needs, the Region has an active health
care industry partnership with Central Maine Medical Center (CMMC), Franklin Memorial
Hospital (FMH), Maine General Medical Center (MGMC), Alfond Center for Health, and St.
Mary’s Hospital. These were the original developers and writers of the successful Maine Health
Care Grant. In order to support this, CWMWIB continues to meet on a regular basis looking for
additional grant funding and new strategies to meet the needs of this industry for the future
changes in health care. CWMWIB with local partners also developed a call center training
curriculum that has been used to train potential workers for the multiple call centers in the region
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including NotifyMD and Sykes/Barclays. Another example of how Region 3 supports these
industry partnerships is through the work done with Central Maine Community College (CMCC)
on the $4.7 million dollar IT grant and the $900,000 Regional Advanced Machining Partnership
(RAMP) grant. CMCC was awarded this major grant from the National Science Foundation.
The three-year RAMP grant will pay for the college to develop a new advanced machining
program to address the pressing needs for highly skilled advanced machining workers.
3. In order to increase the participants throughout the region, focus group members have agreed
to connect with the workforce, students and educators out in the community. This can be done in
part through career and education fairs, in-person visits, and finding creative ways to make
CWMWIB more available and quickly address issues among stakeholders. Key industrial players
in the area have been identified as Health Care, Home Care, Precision Machine Tool &
Manufacturing, Leisure & Hospitality, Professional & Business Services, Customer Service Call
Centers, and Retail. The CareerCenters’ Business Services Teams will visit employers
individually to determine their current job openings, challenges in filling those positions, as well
as short and long term solutions for finding qualified employees. Those same Business Service
Teams offer an array of services that can help strengthen and broaden the economic base by
assisting small businesses and new startups with hiring, training, expanding and possibly other
needs as reasonably identified. CWMWIB wants to pursue the concept of integrating a “Rapid
Response” type approach with a team of experts who will be available for any new business that
wants to start up or move into Region 3. This will increase their ability to respond quickly to
businesses’ needs around workforce development. The CareerCenter works closely with the
community colleges so they can become immediately aware when a business needs customized
training to fill their more highly skilled job openings. Other training monies can be leveraged and
are available through grants, ASPIRE, WIA, and Vocational Rehabilitation training dollars and
employer sponsored trainings.
In order to foster their understanding of what the needs are in their local economy, employers
and educators (i.e. teachers, principals, guidance counselors, superintendents) should be making
better connections with students. It is important for students and adults in training programs to
discover how they can become more marketable and employable through relevant education and
training at the high school and college level. Region 3 needs to see an increase in the number of
adults with an education beyond high school. This can be accomplished using organizations such
as College for ME – Androscoggin (see page 38) as a conduit. Additionally, Region 3 is having
conversations and working with the area chambers of commerce, and key personnel at the
Androscoggin Valley Council of Governments (AVCOG), Kennebec Valley Council Of
Government (KVCOG), Somerset Workforce Connect, Kennebec Valley Community College
(KVCC), Central Maine Community College (CMCC), the University of Maine at Augusta
(UMA), the University of Southern Maine (USM), Kaplan University and all HR personnel at
the four major hospitals in the area. The goal is to increase the awareness and participation of
trainers and educators, which should ultimately overflow to the potential members of the
workforce.
Looking ahead over the next five years and beyond, the WFDS recognizes the importance of
connecting youth to education and training opportunities that lead to employment, ensuring that
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students, parents, teachers, counselors, and school administrators have access to quality data
regarding career pathways and options. It is equally important to ensure that eligible youth,
(including disconnected youth and those with multiple barriers) have the opportunity to develop
and achieve their career objectives. Education and workforce training will help with this so that
before local youth finish high school, they can be exposed to more career and educational
options. Counselors, mentors, parents, employers and teachers will help the youth define and
identify skill sets that compliment students’ choices. This integrated training approach will help
to offset shortages of school counselors and teaching time. In school, activities such as job
shadowing and field trips can allow for a more hands on approach to workforce exposure. When
learning how to best lead and mentor the local youth, all stakeholders should be invited to attend
teacher workshops and trainings including business leaders, students and parents. It has been
suggested that an “Adopt-a-School” program be established by businesses, or something similar.
4. CWMWIB markets OJT and customized training as an incentive to untapped employer pools
including new business, employer groups. Other local partners such as economic development
agencies, business and trade associations, business advisory groups, chambers of commerce,
educational institutions and other collaboratives will be encouraged to work with CWMWIB and
CareerCenters to support and promote demand-side training to meet business needs through OJT
and customized training.
CWMWIB has identified, targeted and partnered with high-growth, high demand industries and
economically vital industries to develop potential OJT and Customized Training strategies.
CWMWIB will continue to support Health Care, Information Technology, and Advanced
Manufacturing & Machining. More current sectors include Construction and Related Trades,
Retail and Service, and other specific local initiatives for job development in key parts of area-
specific sectors (such as agriculture/local foods and Ecotourism in Franklin and Somerset).
Labor Market Information and industry-specific surveys/studies support this emphasis. To ensure
that business receive services that directly benefit them, CWMWIB taps business partners to help
support the demand-driven strategy. Specific business needs will be determined by individual
businesses, business sector-forums, business and trade associations involvement, economic
development information and educational institution recommendations that are used to drive this
demand-driven strategy through joint planning, competency and curriculum development and
determine appropriate lengths of training.
CWMWIB leverages other resources through education, economic development and industry
associations to support OJT and customized training ventures. CWMWIB will utilize state
technical assistance to expand the use of OJT and Customized Training. To the extent possible,
WIA Title I funds will be used to leverage other funds that are available to support worker
training such as GTI, WIA, TAA and National Emergency Grant Funds. Additional policies and
collaborations between workforce and economic development will be developed throughout the
implementation of this plan to expand these training options. CWMWIB will recommend that
service providers utilize resources from economic development, trade associations, educational
institution and other WIA partners to enhance these training opportunities.
Other creative ways to market the CareerCenter Business Services are to speak at chamber of
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commerce breakfasts or be a spotlight business at a chamber event, speak to Kiwanis or Rotary
business audiences at their luncheons, post available business services on the CareerCenter
Facebook page and articles in the local paper about the CareerCenter Business Services offered
free to employers.
5. CWMWIB uses several methods for defining goals, measuring outcomes and reinforcing
agreements to evaluate the impact of its collaborations and services to the region. CWMWIB
regularly reviews the performance and effectiveness through routine monitoring of the system
both quarterly and annually. In addition to monitoring program and fiscal management, the
monitoring tool is designed to monitor activities that reflect LWIB policy compliance.
CWMWIB meets regularly with the CareerCenter Managers to discuss operations, performance
standards, best practices, customer need & capacity and access to services. As a result of these
meetings value to the employers, participants and partners are discussed and evaluated for
effectiveness and corrective action plans may be necessary to ensure high quality services.
Managers and staff from WIA, Wagner-Peyser and Vocational Rehabilitation have joint staff
meetings to discuss what each organization does so they can jointly work together on projects
beneficial to customers. These entities are part of the One Stop Operator Agreement and these
meetings enable the partners to reinforce the roles and responsibilities of the partners within the
One Stop as they relate to implementing, managing and operating the One Stop system.
6. Participation in the Disability Employment Initiative (DEI) will enable CWMWIB to take an
active role in creating sustainable systems and policies to better serve persons with disabilities at
the local area CareerCenters, including policies that increase/improve prospective employment
opportunities (for persons with disabilities) with businesses. See Section I D. 6 for details about
the DEI grant.
CWMWIB recognizes that attaining industry recognized credentials is an integral component to
many of the occupations that are high wage/high demand occupations. This need for higher level
learning and industry credentials is clear as noted in Section I C. Economic & Labor Market
Analysis “Projected Jobs by Usual Educational Requirement 2010 – 2020”:
“Forty-three percent of net job growth is expected to occur in
occupations requiring some form of post-secondary training or
credential; twenty-five of the forty fastest growing occupations fall into
this category. On the other end of the spectrum, of the forty occupations
expected to lose the most jobs, most are occupations that require a high
school diploma or less for entry. Workers entering or returning to the
job market with lower levels of education are less likely to find a job or
prosper in an economy that places a premium on education or training
beyond high school.”
With this in mind, CWMWIB will continue to work with employers and training partners to
increase the opportunities, access and participation in Customized training, OJT, and industry
recognized credentials that will be closely aligned with employers needs in the targeted industry
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sectors that are identified in this plan. CWMWIB will use the current policies that focus on
employer services and training opportunities to help facilitate this increase:
Customized Training
On-the-Job Training
Guidelines for Customers with Degrees/Licenses/Certificates
Incumbent Worker On-the-Job Training
Additional policies and collaborations between workforce and economic development will be
pursued throughout the implementation of this plan to expand these training options. CWMWIB
will recommend that service providers utilize resources from economic development, trade
associations, educational institution and other WIA partners to enhance these training
opportunities.
C. Economic & Labor Market Analysis
1. State Context
Maine’s economy has begun to recover from the worst downturn in 80 years during which nearly
30,000 jobs were lost before employment stabilized in 2010. Since mid-2011, non-farm
employment has increased by more than 10,000 jobs. Unemployment is trending down. At 7
percent (August 2013), the state’s unemployment rate is lower than the national rate (7.3 percent)
but remains high compared to pre-recession rates below 5 percent.
The state faces two major challenges. Demographic trends and restructuring of employment are
concurrently slowing labor force growth, causing shortages of workers with the education,
experience, or skills needed by employers in growing industries, and causing massive
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displacement of groups of workers whose background does not match the needs of employers in
growing sectors.
Demographic Trends
Trends in Maine’s population and workforce present challenges and opportunities. Maine has the
oldest population in the nation. The large baby boom generation, currently in their 50s and 60s,
is aging toward retirement. At the same time, the number of births per year has fallen below the
number of deaths, resulting in natural decrease in population (births minus deaths). Between
2010 and 2030 Maine’s working-age population (ages 20 through 64) is projected to shrink by
14 percent from 805,700 to 696, 300 – a loss of 109,400 potential workers.
In the near-term (through 2020) CWRI expects modest labor force growth as the first baby
boomers reach traditional retirement age and many continue to work. Labor force participation
among people over age 60 initially increases, presenting an opportunity to find ways to capitalize
on the skills and experience of older workers who continue in their current careers or in “encore”
careers.
In less than a decade, labor force participation is likely to decline as increasing numbers of baby
boomers age into their 70s and beyond. Exiting older workers will outnumber young people
entering the labor force. Compounding this situation is the fact that older workers generally have
more experience, higher earnings, higher labor force participation rates, and lower
unemployment rates than younger workers who are still developing the skills and experience
necessary for success. The challenge facing employers is two-fold: a deficit of younger workers
to replace older workers leaving the labor force; and accelerating losses of skilled and
experienced employees.
Structural Shifts in Employment
The recession accelerated the restructuring of employment on multiple levels. On an industry
level, jobs lost in the recession were concentrated in manufacturing and construction,
accelerating a long term decline in jobs related to producing goods relative to those providing
services. Many jobs in manufacturing and construction pay above average wages and are
accessible to workers without post-secondary education. Jobs such as these in well-paying
occupations with lower educational requirements are declining or growing very slowly.
Demand is also decreasing for administrative support occupations, long a source of a middle-
class lifestyle for many without a college education. Jobs in these occupations are projected to
grow at half the average rate for all occupations between 2010 and 2020.
Many workers displaced from production, construction, office and administrative support, and
other declining occupations lack the qualifications to fill jobs in growing occupations that offer
similar levels of pay. Because jobs lost from declining industries or in slow-growing occupations
are not expected to return, job prospects for those without post-secondary education are likely to
worsen in the years ahead without well-directed job training resources.
While many individuals find their years of accumulated experience are no longer in demand,
many employers are challenged to find the workers with the education, experience, or skills
needed to perform functions critical to their operations. Demand for workers in education and
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health care, professional and business services, and leisure and hospitality is rising. The staffing
needs of those industries are primarily for professional and technical functions—which generally
require post-secondary education or training and offer higher-than-average earnings—and for
service, sales, and administrative support functions—which generally do not require post-
secondary education or training and offer lower than average earnings. The result is job growth
concentrated at the upper and lower ends of the education and earnings spectrum.
2. Central-Western Maine Workforce Investment Area
The Central-Western Maine workforce investment area (WIA) encompasses about 30 percent of
Maine’s land area and is home to 28 percent of the state’s population and 26 percent of private
sector jobs. The largest population centers in the region are the cities of Lewiston and Auburn in
Androscoggin County, and Augusta and Waterville in Kennebec County.
Like the state, the region will be challenged by a rapidly aging population. Between 2010 and
2030 Central-Western Maine WIA is projected to lose 12 percent of working age population
(ages 20 through 64); within the region, outlook ranges from a loss of 3 percent (Androscoggin
County) to 20 percent (Franklin and Somerset counties) of working age population.
The 2012 annual average unemployment rate of 8 percent in the Central-Western region was
higher than the 7.3 percent statewide average. Within the region unemployment rates ranged
from a low of 7 percent in Kennebec County to a high of 9.8 percent in Somerset County.
The disparity of unemployment rates across the five counties is due in large part to variations in
economic structure within the region offering better job prospects in the central, more populous
counties (Androscoggin and Kennebec) than in the sparsely populated rim counties (Franklin,
Oxford and Somerset). The economic base in Androscoggin and Kennebec counties is
diversified across a broad spectrum of industries, with higher concentrations of jobs in
transportation, warehousing and utilities (Androscoggin) and retail trade and health care
(Kennebec) than the WIA or state. In addition, Kennebec County is home to Maine’s capitol city,
Augusta, and has a significant share of jobs in state government (28 percent of jobs compared to
3 percent of jobs statewide). In the rim counties, the economy is less diverse and more
concentrated in forest-based manufacturing and highly seasonal industries —forestry and logging
(Somerset) and leisure and hospitality (Franklin and Oxford).
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Compared to the state, the region as a whole has slightly larger shares of private jobs in health
care and social assistance and manufacturing and slightly smaller shares of jobs in leisure and
hospitality.
In 2012, of Central-Western Maine’s fifty largest private employers, nineteen were health care
and social assistance providers, nine were manufacturers, and seven were retailers. Recent
expansions of the region’s economic base include the opening of Oxford Casino in June 2012.
Oxford Casino created more than 400 jobs in 2012 and is stimulating further local development.
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EMPLOYER NAME EMPLOYMENT RANGE BUSINESS DESCRIPTION
CENTRAL MAINE HEALTHCARE CORP 2501-3000 General medical and surgical hospitals
MAINEGENERAL MEDICAL CTR 2501-3000 General medical and surgical hospitals
HANNAFORD BROS CO 1501-2000 Supermarkets and other grocery stores
T D BANK N A 1501-2000 Commercial banking
ST MARY'S REGIONAL MEDICAL CTR 1001-1500 General medical and surgical hospitals
VERSO PAPER CORP. 1001-1500 Paper, except newsprint, mills
CIANBRO CORPORATION 501-1000 Highway, street, and bridge construction
RUMFORD PAPER COMPANY 501-1000 Paper, except newsprint, mills
NEW BALANCE ATHLETIC SHOE INC 501-1000 Footwear manufacturing
BATES COLLEGE 501-1000 Colleges and universities
COLBY COLLEGE 501-1000 Colleges and universities
FRANKLIN MEMORIAL HOSPITAL 501-1000 General medical and surgical hospitals
S D WARREN 501-1000 Paper, except newsprint, mills
L.L.BEAN, INC. 501-1000 Retail sales
JOHN F MURPHY HOMES INC 501-1000 Residential developmental disability homes
REDINGTON FAIRVIEW GENERAL HOSPITAL 501-1000 General medical and surgical hospitals
SUNDAY RIVER SKIWAY 501-1000 Skiing facilities
PINE STATE TRADING COMPANY 501-1000 Tobacco and tobacco product merch. whls.
NORTH COUNTRY ASSOCIATES 501-1000 Nursing care facilities, skilled nursing
INLAND HOSPITAL 501-1000 General medical and surgical hospitals
HOME CARE FOR MAINE 501-1000 Services for the elderly and disabled
CENTRAL MAINE POWER CO 501-1000 Electrical power distribution
STEPHENS MEMORIAL HOSPITAL 501-1000 General medical and surgical hospitals
ST JOSEPHS COLLEGE 251-500 Colleges and universities
HUHTAMAKI INC 251-500 All other converted paper product mfg.
TAMBRANDS INC 251-500 Sanitary paper product mfg.
SHAWS SUPERMARKETS INC 251-500 Supermarkets and other grocery stores
T MOBILE USA INC 251-500 Telemarketing and other contact services
ROMAD COMPANY L.P, 251-500 Limited service restaurants
TRI-COUNTY MENTAL HEALTH SERVICES 251-500 Outpatient mental health centers
PER SE TECHNOLOGIES INC 251-500 Other accounting services
RITE AID OF MAINE INC 251-500 Pharmacies and drug stores
SUGARLOAF MOUNTAIN CORP 251-500 Skiing facilities
MAINEGENERAL REHAB & NURSING 251-500 Nursing care facilities, skilled nursing
ASSISTANCE PLUS 251-500 Services for the elderly and disabled
HOME DEPOT USA INC 251-500 Home centers
ANDROSCOGGIN HOME CARE & HOSPICE 251-500 Home health care services
PERRIER GROUP-POLAND SPRING 251-500 Bottled water manufacturing
ST MARYS DYOUVILLE PAVILION 251-500 Nursing care facilities, skilled nursing
DINGLEY PRESS, THE 251-500 Commercial printing, except screen and books
C N BROWN CO 251-500 Fuel dealers
GOODWILL INDUSTRIES OF NORTHERN N E 251-500 Vocational rehabilitation services
SPURWINK SERVICES INCORPORATED 251-500 Other individual and family services
MARDENS INC 251-500 Discount department stores
GREAT FALLS MARKETING 251-500 Telemarketing and other contact services
SEBASTICOOK VALLEY HEALTH 251-500 General medical and surgical hospitals
KENNEBEC VALLEY MENTAL HEALTH CTR 251-500 Outpatient mental health centers
UTC FIRE & SECURITY AMERICAS CORP 251-500 Other communications equipment mfg.
ADECCO USA INC 251-500 Temporary help services
CENTRAL-WESTERN MAINE WORKFORCE INVESTMENT AREA
FIFTY LARGEST PRIVATE EMPLOYERS, 2012
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Structural shifts in employment are exacerbating economic divisions between regions and
between rural and urban areas. These differences can be observed within the Central-Western
Maine WIA when, between 2001 and 2012, some counties weathered the statewide loss of jobs
better than others. While all counties lost manufacturing jobs, Androscoggin and Kennebec
counties added non-manufacturing jobs to offset the losses. Androscoggin County experienced
net growth (3 percent, or 1,200 jobs) while in Kennebec County there was no change. In contrast,
the rural rim counties lost both manufacturing and non-manufacturing jobs. Two counties lost
more than ten percent of private jobs: Oxford (-11 percent) and Somerset (-12 percent). Franklin
County lost 8 percent of private jobs. The shift toward professional and service occupations in
industries such as health care and social assistance, and business services and retail trade
conveys some economic advantages to Androscoggin and Kennebec counties where the region’s
largest population and service centers are located.
Outlook 2010 to 2020
Between 2010 and 2020, total employment is projected to increase by 5.5 percent. Among
industries, projected job gains are highest in health care, professional and business services,
leisure and hospitality, and retail; continued job losses are expected in manufacturing. Among
occupations, projected gains are concentrated in professional and service occupations and losses
in production jobs.
Healthcare practitioners and technicians represent 60 percent of the net job gain in professional
occupations and healthcare support jobs represent 26 percent of net gain in service jobs. Other
professional occupations with faster than average growth are: business and financial operations,
computer and mathematical, science, and legal occupations. Other service occupations with
faster than average growth are: personal care, food preparation and service, and buildings and
grounds maintenance occupations.
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Forty-three percent of net job growth is expected to occur in occupations requiring some form of
post-secondary training or credential; twenty-five of the forty fastest growing occupations fall
into this category. On the other end of the spectrum, of the forty occupations expected to lose the
most jobs, most are occupations that require a high school diploma or less for entry. Workers
entering or returning to the job market with lower levels of education are less likely to find a job
or prosper in an economy that places a premium on education or training beyond high school.
See Attachment A for details on forty occupations with the fastest projected rate of job growth
and the largest projected net job loss in Maine between 2010 and 2020.
In addition to the trend toward jobs at the upper and lower ends of the education and earnings
spectrums, the flattening of organizations in all sectors puts a premium on self-organization, self-
management, and personal initiative by workers at all organizational levels. Specialization of
functions is becoming a thing of the past as workers increasingly are given more diverse sets of
responsibilities not only requiring higher knowledge and skills but also raising occupational
qualifications. Jobs that once required little more than a strong back or manual dexterity now
require higher levels of reading comprehension and skills in communication, critical thinking,
and decision making.
Skill Gaps
Maine is home to many individuals who need a job or a better job and many businesses that need
qualified staff, yet mismatches between the two groups create barriers to employment. Job
vacancy surveys identify occupations with persistently high rates of openings and are an
effective way to precisely identify knowledge and skill gaps. The Maine Department of Labor is
seeking funding to survey employers so they can identify occupations in which employers are
persistently challenged to find staff. In conjunction with occupational projections, job vacancy
data will provide another tool with which to target limited training and educational resources,
better serving both employers and job seekers.
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Lacking current job vacancy data, CWRI can use O*Net skill importance ratings to compare and
contrast occupations in demand to occupations projected to decline between 2010 and 2020. The
adjacent table is an example, identifying potential skill gaps between growing and declining
occupations that require a high school diploma or less.
The table lists twelve skills of relative importance to eleven high-growth high-wage in-demand
occupations; only skills with an average rating of 50 or higher (where 100 = most important) are
selected for comparison. The eleven growing occupations have the following common attributes:
Projected employment growth greater than the 5.5 percent projected for all Maine occupations,
2010-2020. Median wage above the $15.63 per hour / $32,510 per year median wage of all
Maine occupations in 2011.
Each occupation is expected to have at least 20 openings per year between 2010 and 2020.
Usual educational requirement for entry is high school diploma or less.
Occupations in decline were selected on the basis of projected net job loss between 2010 and
2020. Thirty-four of forty occupations with the highest projected losses have an entry
requirement of high school diploma or less; of these, eighteen are production and seven are
office and administrative support occupations. Skill ratings for the declining occupations were
averaged for each group. Differences between the average for in-demand occupations and the
averages for declining occupations indicate potential skill mismatches.
Skill
Average skills importance rating
High Wage,
High Growth,
In Demand
Occupations
Declining Occupations
Production
Office and
Admin.
Support
Active Listening 64 47 63
Critical Thinking 63 50 51
Speaking 63 47 64
Reading Comprehension 60 46 52
Judgment and Decision Making 57 43 47
Monitoring 57 51 49
Social Perceptiveness 55 45 54
Complex Problem Solving 53 42 44
Coordination 53 45 51
Time Management 53 46 51
Writing 51 35 44
Active Learning 50 34 41
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On the whole, average skill ratings for office and administrative support occupations are closer
to growing occupations, with the largest gaps in critical thinking, judgment and decision making
and complex problem solving. Ratings for production occupations differ by a larger margin from
growing occupations in nearly all skills, with the largest gaps in active learning, writing, active
listening, speaking and judgment and decision making.
This analysis looks only at those good-paying, growing occupations that do not usually require a
post-secondary education or credential. The reality for many or most workers displaced from
declining occupations is that they will need additional education or training to qualify for work
in an occupation that offers similar wages. This is particularly true of workers displaced from
well-paying production and construction jobs.
Priority Industries
Region 3 is made up of Androscoggin, Franklin, Kennebec, Oxford, and Somerset counties; the
primary service centers are Lewiston, Auburn, Waterville and Augusta. The CWMWIB held
focus groups with educators, economic developers, chamber presidents, AVCOG, KVCOG,
Greater Franklin Development Corporation, Western Maine Economic Development Council,
the Lewiston Economic & Community Development Director, Kennebec Regional Development
Authority, various businesses, and service providers and received information and data from the
Center for Workforce & Research Information (CWRI) department at the Maine Department of
Labor, and an Economic Modeling Specialists International (EMSI) firm that provides economic
data sets to workforce development systems across the country.
3. Using all of the collective data sets from these various sources, (including the area economic
developers, EDDs/COGs, CEDS, CWRI and EMSI), three priority industries for Region 3 have
been designated: Health Care, Advanced Precision Machining, and Travel and Tourism, for all 5
counties. Information Technology (IT) is also included even though the industry has not been
targeted region wide; CWMWIB will focus on the sector as it relates to IT Professionals within
the region. To help move this industry forward in Region 3 and throughout Maine, the Maine
Community College System recently received a $13M Federal grant. As beneficiaries of this
grant, Central Maine Community College in Auburn (Androscoggin County) and Kennebec
Valley Community College in Fairfield (Kennebec County) received a combined total of $6.9M
in IT training and education funding. Maine is IT is designed to address the critical and growing
need in Maine for skilled IT workers, (see chart on page 15, SOC code 15-1141) across almost
all of Maine’s industries. The grant will use strategic alignments with major employers and
statewide industry associations who are working to increase the number of skilled IT workers
across Region 3 and the state of Maine. (NAICS 51 at bls.gov). CWMWIB has already met with
CMCC, the lead applicant for the grant to discuss how to assist in the process of development
and preparing the workforce to take these IT courses over the next 3 years. See page 35 for more
details about the Maine is IT program.
Central Maine Community College also received a $900,000 (NSF) National Science Foundation
grant to develop and implement a 3 year Regional Advanced Machining Partnership (RAMP).
The funds will enable CMCC to develop a certificate program in advanced precision machining.
It will be offered to those in the current workforce looking to advance their skills and help the
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precision machine manufacturing industry stay ahead of the curve in this fast growing,
competitive, and emerging industry. See page 34 for more details about the RAMP program.
Health Care is the number one high demand and high wage industry with over 7,000 to 10,000
people employed alone in the seven Region 3 hospitals. This does not count nursing homes,
medical offices or in-home care agencies which employ hundreds more (see chart on page 12).
This includes CMCC, St. Mary’s Regional Medical Center, Stephens Memorial Hospital,
Redington - Fairview General Hospital, Inland Hospital, Franklin Memorial Hospital, and the
recently completed $322M Maine General Hospital (Alfond Center for Health) in Augusta.
Maine General employs 2,300 workers at their new facility and up to another 1,300 at the soon to
be completed new Thayer Center for Health in Waterville, according to the Senior Vice
President for Human Resources with another 105 employed at the Harold Alfond Center for
Cancer Care adjacent to the new hospital. Over 2,000 people are employed at CMMC and St.
Mary’s with another 650 at Franklin Memorial Hospital making all three employers one of the
largest employers in their respective counties (see page 12).
Maine’s Health Care Grant helped over 1,000 incumbent and unemployed Maine citizens gain a
new health care credential and played a major role in generating new jobs, promotions, new
creative training programs and better staffed hospitals and health care facilities throughout
Maine. The health care industry will now continue to grow due to replacement needs and
demand over the next 5 years in Region 3 with its high density of health care facilities, and
throughout the state of Maine.
● Health Care will be 60% (7,800) of the net gain of all Professional & Related jobs over
the next 5 years. A total net increase of almost 13,000 jobs. (CWRI)
● Health Care Support jobs will represent a 26% (3,250) net gain out of the 12,500 new
service jobs over the next 5 years. (CWRI)
● 24 of the 40 Fastest Growing Jobs will be/are in Health Care & Related Occupations.
(CWRI)
● 18% of all workers employed in Region 3 are employed in Health Care. (Maine Health
Care Grant)
● It is the only industry in Maine and nationally that continued to grow every year
since 2002 and throughout the recession of 2008 to 2011. (CWRI)
Other key industries that should be focused on based on a survey of Region 3 economic
developers are:
● Forestry and Wood/Paper Products (Kennebec, Oxford, Somerset Counties)
● Agriculture/Food/Local Food (Androscoggin, Kennebec, Oxford, Somerset Counties)
● Transportation, Distribution, and Logistics (Androscoggin, Kennebec Counties)
● Bio-Tech (Franklin and Kennebec Counties, Manufacturers Association of Maine.)
● Renewable Energy (Kennebec, Somerset Counties)
● Call Centers – Customer Service/Electronic Retail (Androscoggin, Franklin Oxford
Counties)
● Construction (Somerset County)
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Priority Industries listed in AVCOG’s 2013-2018 CEDS:
Transportation/Distribution/Logistics: There are a number of assets within the sector that are
present in Lewiston/Auburn area. The Maine Intermodal facility, St. Lawrence & Atlantic and
Pan Am railroads, Interstate 95, Auburn/Lewiston Municipal Airport, significant distributions
centers, warehousing operations, industrial parks and foreign trade zone status including two
warehouse operations in Auburn offering dedicated space reserved for General Purpose Foreign
Trade Zone use for clients of any size. Next steps include private sector leaders in the
Transportation, Distribution and Logistics (TDL) sector assessing the assets and conducting a
value chain analysis to identify immediate, short term and future priorities to grow the cluster.
Sustainable Agriculture/Local Food: The sector is experiencing growth within the region
including a successful grain mill operation in Auburn that has put increased emphasis on
sustainable agriculture. AVCOG established two regional charitable funds to support agriculture
development - Western Maine Sustainable Agriculture Development Fund and Maine Organic
Milling Development Fund. To date $132,000 has been donated to support 3 private agriculture
infrastructure related activities. AVCOG has expanded its capacity to provide financing and to
support local agricultural production/distribution. Additional relationships with other agriculture
developers and interested parties are currently being pursued.
Manufacturing: Manufacturing remains an important sector to the tri-county regional economy.
In 2011, 18 % of the state’s manufacturing employment and wages occurred in the region. The
region produces 33% of the paper manufactured in Maine; 30% of wood products, 23% of
plastics and 17% fabricated metals. However, the industry continues to face challenges. While
the educational attainment of manufacturing workers is increasing, so is the average age. The
influence of the aging population, the rising labor force participation rate of the older population,
and the falling participation rate of younger workers on employment is significant. For
manufacturing to succeed in Western Maine, strategic actions must take place. Factors such as
the rising costs of offshore competitors, increasing innovation and increasing use of technology
can improve the competitiveness of the region’s manufacturers. Working with the Manufacturers
Extension Partnership program and small and medium sized manufacturers to identify asset
based opportunities that have strategic value and produce bottom-line results is a regional
priority. Creating opportunities for the region’s small and medium sized manufacturers by
helping them become more efficient, productive and globally competitive.
Androscoggin River: The Androscoggin River is recognized as a significant asset to the region
that is underutilized. A river conference was held in 2011 to look at opportunities for growth. To
follow up on the conference, 2 forums were held with a small working group, including Verso
Paper, to determine some actions that can be taken to more fully use the resource as an economic
engine for the region. They identified the potential to form an Androscoggin River Institute
(ARI) that would consider all aspects of the river from its tourism, education, recreation and
natural resource potentials. It would also consider the environmental quality and its impact on
the economic potential. A steering committee made up of key stakeholders including the
educational institutions working on river issues (i.e. Bowdoin College, Bates College and USM)
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was convened. The steering committee is in the process of forming an advisory committee to
assist in further development of an ARI mission and goals.
Healthcare Workforce: An action team being facilitated by CWMWIB is focused on “building
the healthcare pipeline” and exploring strategies to address staff shortages and education needs
with the regions hospitals. The Healthcare Workforce team includes St. Mary’s Health Systems,
Maine General Health, Central Maine Medical Center, School of Nursing, Franklin Memorial
Hospital, Central Maine Orthopedics, Central Maine Community College, Kennebec Valley
Community College and the Maine Department of Labor along with many others.
The healthcare workforce forum statewide initiative was funded by a US Department of Labor
Health Care grant and ended in 2013. As a result AVCOG and CWMWIB are working with the
four hospitals in the region, (including Maine General) to maintain that effort through an action
team. These major employers are committed to the effort and have expressed the need for
continuing the forum to examine staffing, mentoring, clinical placement opportunities now and
into the future.
Priority Industries listed in KVCOG’s 2013-2018 CEDS:
● Post-Secondary Education (6 post-secondary institutions in KVCOG area)
● Health Care
● Paper & Forest Products
● Main Street programs
● Bio-Science
● Tourism
● Agriculture* (see below)
*Farms and Food Production
The numbers demonstrate a virtual explosion of farming activity and food production in the
Kennebec Valley. Fueled primarily by the innovative programs of the Maine Organic Farmers
and Gardeners Association and by the availability of relatively inexpensive land, the increase in
the number of food producers is substantial. Most new entrants are young, many are from away.
The local food movement is rife with potential. Raising everything from bees to dairy goats
whose milk is sold to cheese makers for a high-end value added product; local producers are
better educated and connected to local and regional markets than ever.
The Kennebec Regional Development Authority, FirstPark and KVCOG are working to develop
agri-businesses in Kennebec County along with KVCC’s new campus at the 120 acre Goodwill-
Hinckley farm property now being revitalized. This will become central to a new farm-to-table
program in sustainable agriculture, culinary arts, and food science. AVCOG is also interested in
developing this new and expanding industry as well as Oxford County (as noted above on page
19). Maine is one of the few states in the country where the number of new farms over the last 5
years is actually expanding instead of declining. CWMWIB will continue to support the
development of this industry sector by creating/strengthening connections within the region with
the goal of expanding the sector across Region 3.
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According to a draft report in 2009 by the Franklin County Agricultural Task Force, entitled
“The Changing Face of Agriculture in Franklin County” the market value of agricultural
production increased from $5.9 million in 2002 to $8.4 million in 2007 and the number of farms
increased by 22%. The encouraging news is that a good part of that increase is attributed to
younger farmers between the ages 21 to 34 and mid–life career-changers in their 40’s and 50’s.
Some examples of the new farms and their products are organic dairy farmers, turkey farms,
bio-fuels farming (corn), Christmas Tree farms, and sheep, goats and their products including
meat, milk and cashmere wool.
“The preliminary Census of Agriculture results show that Maine continues to lead New England
in the number of farms,” said Governor Paul R. LePage. “The market value of Maine’s
agricultural products has increased 24% since 2007. The fact that Maine has made progress in a
number of areas during a challenging economic environment is a testimony to the resilience and
hard work of farmers and processors. My administration will continue to promote future growth
in agriculture and our natural resource economy”, (Governor Paul LePage (2/20/14) Maine
Government News Report). CWMWIB’s support for this industry is another example of how
Region 3’s Local Plan aligns with the Governor’s priorities and his effort to promote this
industry and others statewide.
CWMWIB will continue its efforts to integrate workforce information into its planning and
decision-making at the local level, including State and local CareerCenter operations, and case
manager guidance. CWMWIB works diligently to assure that its work is responsive to a plethora
of economic data, labor market information, census data, input from key trade & professional
associations, studies & recommendations from educational & training providers, and—perhaps
most relevant—data and information exchange with EDDs, chambers of commerce, community
business organizations, and employers. Of primary importance to the work of CWMWIBs in
Maine is the flow of information and data from the Maine DOL through CWRI. A
representative from CWRI frequently attends Board meetings to update the Board on the latest
Labor Market Information for the region. Communication among all internal and external
partners is essential to program planning, implementation, and continuous improvement.
D. Key Priorities and Goals
1. The major findings CWMWIB had in all of its focus groups with the educators, businesses,
and economic developers along with workforce development partners was improved
communication, more regular interaction between all stakeholders, reduce the skills gap, and
improve the overall education system so it becomes a better fit for the business partners and the
changing economy. The following strategies, goals and proposed activities will be part of
CWMWIB’s plan over the next five years to improve in all of these areas to reach the vision of
“A diverse and satisfied workforce meeting the needs of all employers”.
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Key Priorities
Improved Communication – Business (existing employers and economic developers) and
Education (K-12, post-secondary, adult education, and sector-specific trainers) need a two-way
communication system to insure that education and training are developing systems to create a
skilled workforce to meet current and future demands. This includes backwards planning of
training with pipelines designed for specific employment opportunities. Identify new skills
through employer involvement that are/will be needed and to help them go to the next level up in
skill or complexity in their jobs.
Goal(s)
1. Support and facilitate industry sector development.
2. Increase employer engagement in workforce development system.
3. Improve educators understanding of employers’ workforce needs/skills requirements.
4. Reduce the mismatch between job seeker skills and employer needs.
Balance Supply and Demand of Labor – Reduce the current number of unemployed,
streamline policies and practices to access skilled immigrants and refugees (see Section II D. 7;
Section I D. 6 – New Mainers for information about support for this population), improve
opportunities for family-sustaining wages to preserve and/or attract younger workers, and look
for ways to better use mature workers looking for post-career work opportunities. There is a
definite need to increase the support system for many students who are living in poverty at home
and lack a support system to overcome barriers they have to succeed in learning in all five
counties.
Goal(s)
1. Reduce the mismatch between job seeker skills and employer needs and increase the
support system for youth.
2. Increase employer engagement in workforce development system.
3. Improve educators understanding of employers’ workforce needs/skills requirements.
Improve Foundational Learning and Adaptability Skills – Basic literacy, numeracy and
academic skills should be developed for all participants in Adult Ed programs and students
seeking to attain their GED or high school diploma. Schools need to develop and teach higher
level thinking habits, complex reasoning skills, and problem solving skills, “habits of mind” for
all students K-12 and beyond. All students need the ability to “to change lanes” in employment,
training and career pathways. Increase the awareness of the youth population’s ability to “change
lanes” and the importance of it. There is a need to start that awareness and process early on
(possibly as early as Pre-K) as one of the messages that children receive from teachers and
mentors. The whole community needs to support and be involved in the effort and to promote
the importance of critical thinking and good academic habits to the community at large.
Goal(s)
1. Reduce the mismatch between job seeker skills and employer needs and increase the
21
support system for youth.
2. Increase employer engagement in workforce development system.
2. Proposed Strategies
Strategy One – Improve Communication within the Workforce Development System The
combined committees would like to create a pipeline of employment by linking new training to
existing jobs. In order to build that bridge and allow the workforce to cross it, the region must
build upon existing coalitions and collaborations to improve dialogue and two-way
communication between the workforce, trainers/educators and employers. (e.g. Maine
Workforce and Economic Development Alliance).
Strategy Two – Identify and Implement Sector and Asset-Based Models
As previously stated, Region 3 can increase efficiencies by using current data available through
Mobilize ME for all regions in the state. The information obtained through these reports, enables
local and regional economic development entities to support and facilitate growth opportunities
for both companies and targeted industries. Region 3 will review and revise its 16 career and
industry cluster list and align it with any new sector identified. This list is used to determine the
occupational training opportunities with the best potential for employment. This has essentially
been done with the data that is available in this report (Section I C). The overall emphasis is to
develop a better ability to match and forecast skill requirements in order to meet employers
workforce needs; this is a critical step and must have increased employer involvement in order to
gain accurate data.
Strategy Three – Increase Opportunities for Educators to Know and Experience the
Workforce Needs of Employers Region 3 will support educators (i.e. teachers, principals, guidance counselors, superintendents)
in their efforts to create and deliver relevant course offerings linked to industry needs. Employers
and educators will need to form better connections with students so that they can help them to fill
future employment demands.
Strategy Four – Balance Supply and Demand of Labor The goal is to reduce the current number of unemployed workers, streamline policies and
practices to access skilled untapped/underutilized labor pools. This can be done by reducing
mismatch between job seekers skills and critical employer needs. A key element in this strategy
is improved communication as described above. CWMWIB needs to keep an open line of
communication to all partners who work directly with existing, growing/expanding, and new
businesses so the workforce development system can screen, educate, train, and prepare workers
in advance before the employer is in a critical need of employees.
Strategy Five – Foundational Learning and Adaptability Skills The foundation of a student’s success will be through education and developing the ability to
grow their skill sets. Basic literacy, numeracy, and academic skills should be developed by all
participants. Students need to develop good flexibility skills so they have the ability to “change
lanes” in employment, training, and career pathways. CWMWIB supports the critical need for
22
schools and trainers to develop and teach higher level thinking habits, critical thinking, complex
reasoning skills, problem solving skills, and good “habits of mind” for all students K-12 as well
as in post-secondary settings. For this reason, CWMWIB supports Adult Education’s focus on
career pathways as an integral component to enabling people to move forward in the workforce
and those preparing to enter.
2a. Governor’s Priorities
● The level of strategic collaboration between industry and workforce stakeholders needs
improvement to address current and emerging skill gaps.
Local Plan Alignment CWMWIB has established working focus groups made up of local area economic
developers, chambers of commerce, educators, businesses, industry associations
and representatives from the regional EDDs (AVCOG and KVCOG, also aligns
with the chamber regions) that provide the workforce economic development
system in Region 3 with guidance and strategies to address current and future
skills gaps. Strategic collaboration is an integral component of the Key Priorities
and Proposed Strategies for CWMWIB as described throughout the plan.
● The educational and workforce systems need to respond to the needs of the current and
rapidly changing economy.
CWMWIB has an established education committee made up of area Adult Ed
Directors, CTE directors, K-12 officials, CMCC and KVCC representatives,
College For ME Androscoggin, and USM & UMA officials who can provide us
customized training on demand for any industry or business that needs
customized training for their current workforce or new employees for a business
planning to locate in the area. This model is currently being implemented with a
local welder/fabricator in Lewiston that needs up to 20 welders. Informed and in-
touch educators and the workforce development system is an integral component
of the Key Priorities and Proposed Strategies for CWMWIB as described
throughout the plan.
● Local areas currently cover vast regions, making response to distinctions in economies,
populations, proximity to educational or other resources facing rural areas less specific to
their needs. The current local (removed area) Board’s composition does not reflect the
geographic or economic diversity of the entire local area.
CWMWIB will continue to improve the local Board to above 51% local
business/private sector membership. In the past year CWMWIB had two Chamber
representatives, an ASPIRE supervisor, a VR supervisor, AFL/CIO, CEI,
CareerCenter, Somerset Economic Development Corporation and community
college representation along with the members from the private sector from all 5
counties. This diverse and widespread representation allows CWMWIB to
respond rapidly to the changing needs of workforce development and the
23
businesses in the Central Western Maine location. There are two Chamber
Regions within Region 3 and they are geographically aligned within CWMWIB’s
service area: Kennebec & Moose River Valley Region (includes Kennebec and
Somerset County) and the Lakes & Mountains Region (includes Androscoggin,
Franklin, Oxford Counties). These two Chamber regions are also aligned with the
two EDD regions: Androscoggin Valley Council of Governments (includes
Androscoggin, Franklin, Oxford Counties) and the Kennebec Valley Council of
Governments (includes Kennebec and Somerset County). The advantage of
having the Chamber Regions and EDD regions within Region 3 is that it enables
CWMWIB to draw from these “sub-regions” to serve on the Board and
collaborate on workforce development initiatives that reflect the economic and
geographic diversity of the employers and job seekers.
Governor’s Goals
● Expand the available funding for job training.
Local Plan Alignment CWMWIB will continue to use as much of the WIA funds it can for direct
training costs while leveraging other training dollars from employers, the ASPIRE
program, Maine Quality Centers, IT grants and the new Regional Advanced
Machining Partnership(RAMP). There is a possibility that in the future, CSSP
training funds may potentially be used for OJT’s and industry recognized
apprenticeships in the near future.
● Be more relevant to businesses by increasing the private sector’s involvement in the
workforce development system.
CWMWIB’s new Business/Economic Development work group will continue to
meet on a regular, or as needed basis to continue their engagement in the planning
process for employer driven training and workforce development along with an
increased presence of private sector businesses on the Board. See Section I D. 2,
2b, 2c for specific details about how CWMWIB will engage employers in the
workforce development system in Region 3.
● Expand business and community input at the local level.
CWMWIB will continue to use its Board members representation from both
private sector and local community service providers as a current and future
conduit to developing employer driven training that addresses local needs. See
Section I D. 2, 2b, 2c for specific details about how CWMWIB will engage
employers in the workforce development system in Region 3.
● Increase coordination with local economic development agencies and trade associations.
CWMWIB is currently connected to over a dozen area economic developers and
24
chambers of commerce as well as the Maine Manufacturing Extension Partnership
and the Manufacturers Association of Maine. They are either members of
CWMWIB’s Board, steering committee, or CMWWIB is working with them in
another capacity like an advisory board for the Regional Advanced Machining
Partnership (RAMP). See Section I D. 2, 2b, 2c for specific details about how
CWMWIB will engage with economic development agencies in the workforce
development system in Region 3.
2b. CWMWIB collaborates with chambers of commerce and other associations to develop
specific roles and partnerships that aim to establish and maintain programs, and activities, which
engage employers in workforce development planning and connect them to workforce
development services. These partnerships are to ensure awareness of - and linked to - the
CareerCenters, with the intended outcome of increasing effective, business-led workforce
development activities. These activities include, but are not limited to, employment of
individuals in high wage and high growth occupations and industry, and business-responsive job
training programs. A closer connection with the chambers of commerce in the region also
reinforces the Governor’s interest in chamber partnerships and supports the SWIB 5-yr plan.
Chambers of Commerce potential roles:
Provide a monthly column on employment issues/ in their newsletters.
Encourage members to list job vacancies with Maine Job Bank.
Hold their meetings at CareerCenters.
Co-host/co-sponsor events (job fairs, conferences, targeted events for specific industries
or specific job seeking populations, business awards, roundtables, workshops, etc.).
Invite CWMWIB and/or CareerCenter personnel to speak at Chamber meetings and
events.
Provide website links to CareerCenters, LWIBs, other workforce development entities,
provide info on Chamber website on LWIBs/CareerCenters.
Co-support job training programs.
Connect businesses with the Business Services Teams at CareerCenters.
Assist workforce development partners with grant proposals.
Partner on special projects to increase presence of older workers, persons with
disabilities, Veterans, women, youth, and minority individuals in their members’
workforces.
CWMWIB/CareerCenters potential roles:
Use the Chamber as a mechanism to identify local industry partnerships and develop
programs to meet local industry partnership needs.
Use their connection to chambers of commerce to perform outreach to businesses.
Offer technical assistance programs to chamber of commerce members on: OJTs,
Apprenticeship, CSSP, foreign labor needs, SafetyWorks!, labor market information,
posting job vacancies with the Job Bank, wage and hour law, child labor law, other labor
law updates and reviews.
Help businesses identify training providers for their workforces.
25
Offer to write columns and articles for Chamber publications.
Co-host/co-sponsor events (job fairs, conferences, targeted events for specific industries
or specific job seeking populations, business awards, roundtables, workshops, etc.).
Invite Chamber members to business-targeted/business only programs, events.
Provide website links to chambers of commerce; provide info about local chambers of
commerce on CWMWIB and CareerCenter websites.
Facilitate connections among chambers of commerce and other programs and services
that serve job seekers and workers, especially local community based organizations and
service providers.
2b. Strategy One – Improve Communication within the Workforce Development System
Employers must be able to express their needs. Educators must be able to create training and
education programs that are in line with what businesses are asking for. Finally, the workforce
must understand the needs of the industries and the resources available to them so they can better
prepare themselves to enter into the workforce and fill those employment gaps. There is a need
for better integration and communication among all partners in the Workforce Development
System. As a result of the focus groups activities described in Section I F. Plan Development,
the following activities have been identified as opportunities that will increase communication
and strengthen the workforce development system:
Region 3 should mirror Mobilize Maine data for all the regions and not duplicate what
data is already out there or already being compiled.
Contact EDDs, determine if they value the inventoried skill sets for their local employers
that are/will be expanding and or for business attraction.
Refer to Rapid Response workers to fill existing job openings and keep the WFDS
informed of what occupations are coming offline.
Increase awareness on customized training and partnerships with employers (e.g. Maine
Quality Centers) specifically small employers with 50 or less employees.
Develop list of employer “Champions” (recipients) of CareerCenter services and use a
team approach to get them to talk with other businesses.
Education and training organizations will increase communication between them to
support each other’s opportunities so all trainings events are filled to capacity.
2b. Strategy Two – Identify and Implement Sector and Asset-Based Models
The Workforce Development System in Region 3 will listen to feedback from stakeholders and
continue to match skills, training and job opportunities as needed. The Maine Job Bank analytics
will be used to find employers hiring in specific industries. Meanwhile, business services
outreach (through CareerCenters) ensures that all staff understands the job order process and is
able to walk an employer through the process. However, a key starting point to this strategy may
also be the identification of industries and companies that are and/or have the potential to grow
and expand thus increasing employment opportunities in the region. Identifying specific
companies and engaging them to participate in the workforce development system will facilitate
opportunities for employers and educators to work together and convene a discussion between
26
them to develop training modules and programs that address the skills gap. One way to do that is
through industry-lead subcommittees which can also serve as a critical component for
connectivity between industry and education. These connections will also give employers an
opportunity to participate in activities such as the CAP-EDU and Professional Development Day
for teachers. The results of this collaborative effort are a strengthened economy, companies in
competitive positions, and an employee workforce earning a livable wage with career pathways
for advancement.
Successful implementation of this strategy can be measured by Region 3’s ability to successfully
identify targeted industries with high growth/high wage occupations (see pages 18-22) and the
employers throughout the region that are in these growth categories. It is CWMWIB’s goal to
ensure that relationships are formed with those businesses that have available employment and
ask them to determine and classify common skills across these growth industries and additional
skills that need to be developed for these jobs. Soft skills have already been listed out in large
part and the data can be viewed on pages 17 & 37. CWMWIB will continue to work with the
EDDs as outlined earlier to support the priority industries that are identified in their CEDS
documents; see Section I C. 3 for a list of these industries. Through improved communication
additional industry specific occupational skills will be identified.
Industry and Employer Advisory Boards (Universities, CTE’s and RAMP at CMCC,) have the
ability to identify co-investment opportunities quickly and act on them. Once identified, the
Industry/Employer Advisory Boards and CWMWIB should be able to align occupation and
training lists so that everyone knows what industries to invest in or what all partners are
investing in. Business Visitation Surveys will be done through Survey Monkey for the purpose
of discovering who already does certain things well, and then replicate it wherever necessary.
New information can also be gathered by networking at Job Fairs, Chamber functions and
various Trade Association meetings.
2b. Strategy Three – Increase Opportunities for Educators to Know and Experience the
Workforce Needs of Employers This can be accomplished better when educators are aware of what the various industries have to
offer. Providing increased opportunities for educators responsible for developing or
implementing curriculum to visit both large and small employers and vice versa (e.g. Career and
Technical Education (CTE) program advisory committee at Oxford Hills Technical School) will
provide a “training for the trainers” type of experience. This should help to expand opportunities
to assist educators in knowing and experiencing employer needs with work readiness, work
ethic, problem solving, effective communication, initiative, decision-making, independence,
collaboration, and innovation.
2b. Strategy Four – Balance Supply and Demand of Labor
When employers are involved in the training program design and development for those
occupational training opportunities, they will be more applicable. It will be important to engage
employers at the beginning of the discussion along with the educators. Including them in
defining and designing curriculum, program instruction, using their facility for training, field
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trips to the facilities allows for a great deal of customization and understanding to take place.
2b. Strategy Five – Foundational Learning and Adaptability Skills
Focusing on this issue for the long term will make great strides in reducing the labor skills
mismatch and employer workforce needs. Schools can do this by utilizing productive, successful
and motivated students as mentors to encourage other classmates. Use local media and other
venues to highlight success stories and inform the public and leverage examples of student
success wherever and whenever possible. This should include making connections with students
about realistic and available careers, but also giving them an “and, either, or” option. For
instance, telling the student that there are more than just the two options of either getting a four-
year degree, or a job and instead explain all the other options they have in between.
Options can be explored through jointly packaged services [e.g. Individual Employment Plan
(IEP), or Vocational Rehabilitation (VR) Services] and team approaches when helping students
make decisions about their future. Teacher Workshops will be held and taught by employers and
business leaders (employer engagement) about specific industry and careers associated with
industry. The students, their parents and local business leaders should be there at the same table.
This will create and expand work experience and opportunities for youth before they finish high
school. It is important that activities be connected to the real world of work and future
employment. These connections can be made through increased exposure to high growth/high
wage careers (field trips to employers, mentors, job shadowing) in schools for all students
(define & identify skill sets required for specific occupations) Using this integrated approach
means that the team will include parents, and will addresses career topics/guidance to offset
shortages of school counselors and teaching time. It is important to figure out how to engage
parents at the beginning of training so they buy in to the process and they can understand
firsthand how it benefits their child and them. Another option could be to use VR’s IEP as a best
practice; and “Business Adopt a School Program” for employer engagement.
2c. CWMWIB will continue to participate on a regular basis in the work of the Maine DOL’s
Bureau of Employment Services to assist in developing on-going business relationships between
key trade associations in Maine and the CareerCenters for both placements and training needs
within key membership sectors.
CWMWIB integrates business services, including Wagner-Peyser Act services, to employers
through the CareerCenters. In Local Area III, the CareerCenters use a collaborative approach to
business services. They have formed working relationships with their local economic
development entities, chambers of commerce, civic organizations, adult education, high schools,
colleges, universities and other area resources. This approach allows them to obtain information
on business needs from many sources and meet those needs in a timely manner by utilizing
working, effective partnerships. Specific stakeholders include: chambers of commerce, the
Governor’s Account Executives, Service Core of Retired Executives (SCORE), Small Business
Development Center, Maine Manufacturing Extension Partnership, AVCOG, KVCOG, Maine
Center for Women Work & Community, Vocational Rehabilitation and Community Action
Programs. CWMWIB’s goal is to help facilitate opportunities for these partners to engage
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increase communication within the Workforce Development System.
Whatever the business needs are, a team of committed, enthusiastic and interested people are
ready to assist them. The Business Services Team has resulted in much less duplication of
services and enables the CareerCenters in Local Area III to maintain a consistency of effort,
presentation and effectiveness as well as a more balanced approach. The use of Labor Market
Information (LMI) is an integral part of providing professional services to the business
community. Economic Development partners utilize LMI to assist businesses in making
relocation and other business decisions. The CareerCenters utilize LMI to identify employers in
growing industries in order to target training and job placement opportunities. LMI is also
readily available through the CareerCenters to assist local employers in their workforce
decisions.
Integration of business services is part of the “no wrong door” approach in Local Area III. Its
Business Services Team has assisted many businesses with issues and initiatives; most situations
lend themselves best to the team or collaborative approach. The CareerCenters use effective
communication skills – telephone, e-mail, and site visit or data entry in OSOS to document
services and keep all partners “in the loop”. Wagner-Peyser services such as job recruitment, job
matching and referral are an integral part of the total business services package. When members
of the Business Services Team contact employers, all services offered through the CareerCenter
are presented. Examples of some business service activities may include:
● Members of the CareerCenters’ Business Services Teams visit employers one-on-one to
determine their current job openings and challenges in finding qualified employees.
● Those same Business Services Teams offer an array of business services that can help a
business start-up, hire, expand, and train their employees and stay connected to them by
regular phone and e-mail follow-ups to see if their needs are being met.
● Collaborate to promote job fairs, resource fairs, offer on-site business needs assessments
and business consultation.
2c. Strategy One – Improve Communication within the Workforce Development System
The following is a strategy to improve communication that CWMWIB will to pursue for
replication within the region as applicable. There are many other proposed activities described
in the plan that will assist in improving communication among partners.
Proposed Activity:
The Capital Area Economic Development Union (CAP-EDU) in Kennebec County prepares
students for entry into the business world. CAP-EDU brings together on a semi-regular and
informal basis the area’s business leaders, higher education officials, legislators, as well as other
community and education leaders (i.e. teachers, principals, guidance counselors, and
superintendents). Its purpose is to share information, exchange ideas, and explore ways to partner
that foster economic growth through job and educational opportunities for the people in the
Kennebec region. Replicating this activity throughout the region will facilitate and reinforce
existing coalitions and build new ones that will improve dialogue within the workforce
development system. This strategy will enable employers to express workforce needs and
provide educators with direct access to targeted industries so they are able to create relevant
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occupational training opportunities that will work toward reducing the mismatch between job
seeker skills and employer needs. It will also facilitate additional opportunities to better engage
employers in training program design and implementation. CWMWIB will collaborate with the
Kennebec Chamber of Commerce and meet with other chambers within the region to present the
concept and the benefits of the program. The goal is to expand the concept of CAP-EDU to
other chamber regions either by starting new coalitions and/or building and supporting existing
ones.
2c. Strategy Two – Identify and Implement Sector and Asset-Based Models
As noted earlier, manufacturing and advanced machining are targeted industries in this region.
CWMWIB will be pursuing the advancement and direct support of three programs in Maine that
will facilitate both targeted training opportunities and job placement in these complementary
industries: Dream It–Do It, Manufacturing Day Open House and Central Maine Community
College’s RAMP program. These programs support CWMWIB’s 5-yr plan in the following
ways; they promote and facilitate overall industry sector development; the programs promote and
highlight the importance of foundational learning and adaptability skills; there is an increase
connectivity between the industry and economic development entities that can lead to company
and industry growth; they support and reinforce improved communication within the workforce
development system and/or they work toward eliminating the mismatch between job seeker skills
and employer needs.
Proposed Activity:
Dream It–Do It is a program sponsored by the Manufacturers Association of Maine (MAMe),
where students are allowed on site and given the opportunity to visit high technology
manufacturing companies. The program is a national network and campaign focused on local
workforce initiatives to underpin the next generation of manufacturing, a unique network to
engage, educate and employ today's students in high-quality manufacturing jobs while promoting
manufacturing to parents and educators. CWMWIB views this program as an excellent avenue
for strategic connections between students and employers, educators and employers, and students
with educators. The strategy will reinforce the manufacturing sector development and will help
to attract, educate and recruit a qualified manufacturing workforce pipeline. This will be
accomplished utilizing CareerCenter youth counselors as well as other partners in the workforce
development system to promote the program; which will provide students with firsthand
knowledge about how the manufacturing industry has changed to a more high tech “clean
environment”. CWMWIB’s goal is to support the Manufacturers Association of Maine (MAMe)
by promoting the program region wide; create linkages within the region between employers and
educators to participate in the program as well as offer them opportunities to participate in CAP-
EDU and Professional Development Day for Teachers. CWMWIB’s support and promotion of
this program offers local manufacturers, schools, community-based organizations and other
stakeholders the opportunity to partner with a respected national platform to promote
manufacturing as a top tier career choice.
Proposed Activity:
The National Association of Manufacturers spearheads the National Manufacturing Day held the
first Friday of October with a mission to focus on altering the perception of manufacturing and
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highlighting students and technology. This program is similar in nature and purpose of the
Dream It–Do It initiative that CWMWIB plans to actively support and promote. Both of these
strategies will reinforce the manufacturing sector development and will help to attract, educate
and recruit a qualified manufacturing workforce pipeline. To commemorate National
Manufacturing Day, Manufacturing Extension Partnerships across the country along with other
organizations; i.e. the Manufacturers Association of Maine, will host statewide events to
illustrate what manufacturing is. Plant tours and other events allow students, parents, educators,
legislators and job seekers to learn about the innovative and challenging environments of today's
manufacturers and the rewarding careers available for those with the right skills and training. By
opening shop floors to young individuals and incorporating hands-on activities, the students can
comprehend that manufacturing is a technology-driven industry that offers secure and good-
paying jobs. CWMWIB views this program as an excellent avenue for strategic connections by
utilizing CareerCenter youth counselors as well as other partners in the workforce development
system. CWMWIB’s goal is to support the Manufacturers Association of Maine (MAMe) by
promoting the program region wide; create linkages within the region between employers and
educator to participate in the program.
Proposed Activity:
CWMWIB continues to focus on demand driven strategies and is involved with CMCC in its
effort to develop a new advanced machining program to address the pressing needs for highly
skilled advanced machining workers. CMCC recently received a $900,000 National Science
Foundation (NSF) grant to develop and implement a 3-year Regional Advanced Machining
Partnership (RAMP) training program. CWMWIB supports the effort by serving as a member of
the RAMP industry advisory board at CMCC and will assist in pre and post training activities.
To ensure the program is demand driven, CMCC will work closely with advanced precision
machining manufacturers in Maine to develop new certificate program in advanced precision
machining. The higher level training will be offered to those in the current workforce looking to
advance their skills and help the precision machine manufacturing industry stay ahead of the
curve in this fast growing, competitive, and emerging industry. The success of this program is
critical and is directly related to CWMWIB’s strategic goals.
Proposed Activity:
CWMWIB promotes and values the importance of an educational experience that prepares both
students and job seekers to enter employment in high wage/high demand occupations. In an
effort to provide students with an increased understanding of the relevance of high school
requirements as preparation for STEM opportunities, CWMWIB will actively support and
promote participation in the Maine Research Internship for Teachers and Students (MERITS)
program within region 3 through the workforce development systems. The MERITS program is
part of the Maine Space Grant Consortium, and provides research opportunities for highly
motivated high school students who are interested in science, technology, engineering and
mathematics (STEM) careers to experience "real time" applications of STEM in a research-
focused work world at host institutions conducting research and technology development. The
intent of the MERITS program is to expose students to career opportunities in Maine to provide a
direct way by which Maine businesses and research communities can attract young people with
high potential for possible future employment. CWMWIB’s goal is to support the MERITS
program by promoting the program within the workforce development system and region wide;
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and create linkages within the region between employers and educators to participate in the
program.
Proposed Activity:
Health care continues to be the most significant industry in Region 3 in terms of the workforce
skills gap, current labor needs, and future labor shortages as a result of the pending need for
replacement workers due to a significant aging workforce. CWMWIB works closely with
industry representatives to identify and address workforce issues and will actively promote two
programs that will help eliminate the mismatch between job seeker skills and employer needs.
The new health care statewide clinical placement software system (funded by the Maine Health
Care Grant in 2012) and the Scrub Club are two existing programs that will support CWMWIB’s
sector development strategy; improves communication within the health care workforce partners
and supports the goal of reducing the current number of unemployed RN’s by helping to reduce
the down time between clinical training and job placement. The software system electronically
lists clinical sites used statewide by RN students and sending colleges/universities that allow the
state of Maine to maximize use of all available clinical sites for those student nurses. Promoting
this software system through the workforce development system will help ensure that health care
students are aware of its capabilities and clinical opportunities.
Scrub Club is a summer day camp which introduces 8th
– 11th
graders to health care careers.
This program has been ongoing for 7 years; 50 students from Franklin and Androscoggin
Counties engage in activities such as casting, dental simulation, giving injections, physical
therapy, pharmacy and suturing on pigs feet. Up to 30 different health careers are covered
during the week. Tracking students to see who has chosen to go into a health career field is
ongoing. Expanding the Scrub Club program to other medical facilities will help students
understand the importance of foundational learning and adaptability skills necessary for
employment. CWMWIB’s goal is to support the program by promoting it within the workforce
development system and to pursue the feasibility of expanding it across Region 3.
Proposed Activity:
Maine is IT is designed to address the critical and growing need in Maine for skilled information
technology workers across many of Maine’s industries. The grant will use strategic alignments
with major employers and statewide industry associations that are working to increase the
number of skilled IT workers across Region 3 and the state of Maine (NAICS 51). CWMWIB is
supporting CMCC and KVCC in both pre-training and post-training activities to prepare the
workforce that will result in successful completion of the IT courses. Connecting with employers
early in the implementation of the grant will allow the talent pipeline to be developed for job
placement as the students complete training. As a result of this grant there will be a workforce
with improved entry level and higher level computer skills that will enable the area as a whole to
be more competitive for employers that need a trained IT workforce for expansion and/or to re-
locate in Region 3.
Proposed Activity:
CWMWIB will continue to seek innovative ways to assist students in their employment pursuits.
A new initiative that has CWMWIB’s attention is called EPIC Maine (Exploring Pathways to
Industries & Careers) and will take place in the Bangor area. On April 24, 2014 at Eastern
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Maine Community College, the Tri-County Workforce Investment Board is presenting “EPIC
Maine” Career Exploration Hands-On for 16 to 24 yr. olds. There will be four different career
clusters represented by employers in that specific industry with hands on experience. Students in
Local Area 2 will be able to attend the daylong event and explore the industry and career
opportunities Maine has to offer. The event will offer demonstrations and hands-on activities to
help students find their future career. Pathways to industries, careers and education will be
explored. Professionals who do the work will be able to answer students’ questions. CWMWIB
will observe the implementation of this program and may pursue replicating a similar event in
the region possibly in 2015.
Proposed Activity:
Use social media, technology and non-traditional methods to get appropriate messages across to
the workforce, educators, businesses and stakeholders. Facebook, LinkedIn, Twitter, Survey
Monkey, and other social media can be used to quickly get messages, information, updates and
job postings out to the public. Other state government departments are using this technology
such as police departments, the Department of Transportation and MDOL. Educators and
businesses are using it efficiently and appropriately as well.
2c. Strategy Three – Increase Opportunities for Educators to Know and Experience the
Workforce Needs of Employers
Proposed Activity:
Lewiston High School hosts a professional development day for teachers at the Lewiston
Regional Technical Center (LRTC) to spend time with skilled manufacturers. This training event
gives teachers the experience and exposure to manufacturing businesses they need to be better
equipped to teach what businesses need for curriculum. Career Days will also be held for
students around skilled manufacturing businesses locally in the Lewiston and Auburn area.
Similar in nature to the CAP-EDU strategy described above, replicating this activity throughout
the region will provide educators’ the opportunity to develop and implement relevant education
and training based on real-world applications. This strategy will improve communication which
will enable employers to express workforce needs and provide educators with direct access to
targeted industries. The intended outcome is to reduce the mismatch between job seeker skills
and employer needs. Providing this avenue for employers and educators to interact and exchange
information throughout the region will also facilitate additional opportunities to better engage the
employers in training program design and implementation. Direct involvement with
manufactures as a result of this strategy will give educators a better understanding and
application of sector strategy concepts and how integral education is in strategy development and
implementation. CWMWIB will collaborate with LRTC and meet with other CTE’s and high
schools within the region to present the concept and the benefits of the program. The goal is to
expand the LRTC model of professional development day for teachers and Career Days for
students to other areas of the region within the next three years.
Proposed Activity:
Leadership Maine: Education Leaders Experience, founded in partnership with Unum and the
Maine Principals’ Association, is designed for K-12 education leaders and is a program of the
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Maine Development Foundation. This program offers established educational leaders a unique
experiential learning opportunity which is designed to build strong relationships between
educational leaders and business partners and to build a collaborative support network of leaders
statewide. CWMWIB’s objective is to promote this program within the workforce development
system as an additional avenue to improve communication. The intent is for participants within
Region 3 to benefit from access to key community and business leaders who provide meaningful
insight into how to prepare Maine students to tackle Maine’s critical economic issues.
2c. Strategy Four – Balance Supply and Demand of Labor
To help job seekers apply online and/or learn how to effectively apply online, CWMWIB and the
CareerCenter Business Services Teams will advocate for streamlined job postings which are
easier to access and available through user-friendly online applications. This will give the
workforce consistent access to diverse job openings, and will better showcase the high interest
and demand jobs to job seekers who need to be educated on LMI.
The stakeholders and the Board will focus on creating an accessible and universal design around
the needs of the workers such as transportation and child care. There will also be increased
access for foreign trained workers who have the ability to work in the United States with their
skills and education.
A few colleges are offering college credit for professional experience for licensing of dislocated,
low income, foreign born, disabled, and Veteran job seekers. This will shorten overall length of
training when coupled with their experience and possible previous transfer credits from
unfinished degrees or training programs. This will be accomplished through translation of
credentials of foreign trained workers, acceptance of prior training by professional associations,
licensing boards, and employers, and the recognition of new assessments to document
knowledge, skills and abilities. Communication between all partners that are working with
growing/expanding, existing and new businesses, so the workforce development system in
region 3 can educate, train, screen, and prepare workers in advance, before the business needs
them.
2c. Strategy Five – Foundational Learning and Adaptability Skills The table on page 17 list twelve relatively important “soft” skills to high growth/high wage
occupations that will continue to show growth between now and 2020 according to CWRI.
Those skills are listed as:
Active Listening
Critical Thinking
Speaking
Reading Comprehension
Judgment and Decision Making
Monitoring
Social Perceptiveness
Complex Problem Solving
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Coordination
Time Management
Writing
Active Learning
CWMWIB has long been a proponent of WorkReady and has either partially or wholly funded
multiple WorkReady Training programs throughout Region 3 over the last five years. Surveys
conducted by the Business Services Team of businesses and HR professionals have continually
shown these are needed “soft” skills from the current workforce. The evidence is clear that this
training is needed and WorkReady will continue to be strongly supported by CWMWIB in
Region 3. CWMWIB envisions a day when the State of Maine will put WorkReady training into
the high schools and CTE’s as standard curriculum required of all students before completing
their high school diploma. CWMWIB is a member of the statewide Steering Committee for
WorkReady, and discussions have started with School systems in Region 3 and around the state
that see the importance of incorporating WorkReady training into their school’s curriculum. If
this is adopted state-wide, it will help ensure a diversified, high quality, workforce able to learn,
adapt, and change with the new technologies and skill sets required by all high growth/high
demand industries of the next 5 years in the region and throughout the economy.
Proposed Activity:
The importance of an educational experience that prepares both students and job seekers to enter
employment in high wage/high demand occupations is valued and promoted by CWMWIB. In
an effort to provide students with an increased understanding of the relevance of high school
requirements, CWMWIB will actively support and promote participation in the “JA in a Day”
program. This interactive JA (Junior Achievement) curriculum is traditionally presented once per
week for six weeks. This one-day event enables volunteers from one or more employers to
present all lessons during one visit. While volunteers present the interactive curriculum and join
their students at a school, place of business or on a university campus, teachers enjoy the benefits
of having a business professional teach their class for an extended time period. CWMWIB’s
goal is to support the JA in a Day program by promoting it within the workforce development
system region wide; create linkages within the region between employers and educators to
participate in the program.
Proposed Activity:
Access to training and higher education opportunities for entry and advancement in the
workforce is a critical element to having a productive labor force that is qualified and adaptable
in meet the changing needs of employers. This is and has been a fundamental priority for
CWMWIB. In an effort to increase the number of people with college degrees (Associates and
Bachelor’s), one year certificates, state licensure, or nationally industry-wide recognized
certification, CWMWIB supports College for ME – Androscoggin (C4ME-Androscoggin) and
recognizes the need to increase the numbers of adults in all counties with post-secondary
education beyond high school diploma using such organizations as C4ME-Androscoggin as a
conduit. This program has been invaluable in assisting people to further their education. It has
also helped employers to recognize the value of educating their incumbent employees to help
their business succeed and grow and plan for succession. It is CWMWIB’s intent to work with
C4ME-Androscoggin to pursue the feasibility of replicating this program in other counties within
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the region. This will be accomplished by meeting with other workforce development partners in
each of the four counties and present the concept and the benefits of the program. The goal is to
expand the concept within the region either by starting new coalitions or building and supporting
existing ones.
2d. Including new partners in workforce collaborations will be essential in order to grow
participation and awareness. New partners can and should include employers/businesses, local
and state leaders, education leadership and policy makers. Partners will be kept engaged, share
stories of success and communicate their need for interdependence and collaboration among
stakeholders. Stakeholders will give job seekers and youth opportunities to experience the
workforce first hand. Information on needs, job openings, future industry growth and
training/education opportunities should be transferred to multiple interested parties. Once
workers are trained and a solid base of skilled workers is formed, the region can use an inventory
of available skill sets as an incentive for relocation and to develop/expand businesses.
Communication via email, social networking and other inexpensive yet efficient means can be
used to make it easy to forward information to all appropriate parties, provided that the
information doesn’t require any more work or edits.
All of the EDDs across the state are doing cluster strategies for Mobilize Maine
http://mobilizemaine.org/ and getting data for each of the regions. Local Workforce Investment
Boards (LWIBs) are working closely together with EDDs and Mobilize Maine to minimize any
duplication and leverage resources. The four LWIBs now have an alliance with the EDDs and
COGs throughout the state. Mobilize Maine (MM) utilizes regional benchmarks that are
consistent within the State of Maine for all EDDs, similar to the Common Measures for LWIBs.
The MM benchmarks are designed to guide investments and measure progress (which includes
workforce development). CWMWIB will refer to the MM benchmarks as another tool to
determine how best to guide investments that support both workforce and economic development
within the region. There are best practices that occur within Region 3 that are working toward
eliminating the significant mismatch between job seeker skills and employer needs. These
targeted activities are designed to improve communication among specific partners that all play
an integral part in meeting the needs of the local employers as well as offering relevant training
opportunities that will lead to employment.
3. See the following sections for descriptions of increasing engagement with partners within the
workforce development system: Section I B. 2, 3, 4; Section II C. 1.
4. Local area 3 has an active Health Care industry partnership with CMMC, FMH, MGMC,
(Alfond Center for Health) and St. Mary’s, which were the original developers and writers of the
successful Maine Health Care Grant. The partnership continues to meet on a regular basis
looking for new grant money and new strategies to meet the needs of their industry for the future
changes in health care. CWMWIB has developed a call center training curriculum that has been
used to train potential workers for the multiple Call Centers in the region including NotifyMD
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and Sykes/Barclays. CWMWIB is working with Central Maine Community College (CMCC) on
a $4.7 million IT grant and its $900,000 Regional Advanced Machining Partnership (RAMP)
Grant from the National Science Foundation. The three-year RAMP grant will enable the college
to develop a new advanced machining program to address the pressing needs for highly skilled
advanced machining workers. CMCC already has a machine program with a strong reputation.
The new certificate program will include six courses on advanced machining. The program will
offer more than the existing two-year degree program and will be for graduates of the two-year
machine program and those in the workforce looking to advance their skills. As indicated
throughout this plan CWMWIB is focused on industry partnerships and sector development as a
major factor in facilitating economic opportunities for employers and increasing employment
openings in the region. This is also viewed as an important strategy for the State of Maine and
by working together to strengthen sectors in Region 3. The industries identified above will
support the overall sector strategies for Maine. See 2a above for the Local Plan’s alignment with
the Governor’s priorities and goals.
5. To ensure and encourage coordination of discretionary and formula-based investments,
CWMWIB will continue working closely with partners in the workforce development system to
identify opportunities to use program funds to leverage other funding sources. Examples of this
are described above in #4, and Section II C. 3, 4.
6. The strategies of a previous grant program entitled Able ME have helped to address
programmatic, communication and physical barriers which has enable CWMWIB to make a full
array of One-Stop services are available to persons with disabilities and that the services are fully
accessible. Able ME has been instrumental in developing activities to improve integration of
CareerCenter programs to provide seamless service delivery to customers with disabilities who
are accessing the workforce investment system.
Region 3 was recently awarded a 3-year grant to implement Round 4 of the Disability
Employment Initiative program in Maine. The DEI grant is jointly funded and administered by
the U.S. Department of Labor’s (DOL) Employment and Training Administration (ETA) and
Office of Disability Employment Policy (ODEP). The DEI grant is designed to improve
education, training, and employment opportunities and outcomes for adults with disabilities who
are unemployed, underemployed and/or receiving Social Security disability benefits.
Two Disability Resource Coordinators have been hired to implement the program through
February 2017; one staff is located at the Augusta CareerCenter and the other position is at the
Lewiston CareerCenter. The Disability Resource Coordinator (DRC) works with CWMWIB to
support the One-Stop Employment Service CareerCenter system in the successful inclusion of
low income persons with disabilities in the workforce. The DRCs work to build effective
community partnerships that leverage public and private resources to better serve persons with
disabilities and to improve employment outcomes.
Another important element of the DRC’s role is to work to improve coordination and
collaboration among employment and training programs carried out at the state and local level,
37
as well as to expand the use of ENs, with a focus on growing BES's Ticket to Work program.
This initiative is designed to assure the accessibility of one-stop services and programs for all
community members with disability and serve as a resource to CareerCenter and partner staff
and employers where the employment of persons with disabilities is concerned. Participation in
this initiative enables CWMWIB to take an active role in creating sustainable systems and
policies to better serve persons with disabilities at the local area CareerCenters, including
policies that increase/improve prospective employment opportunities (for persons with
disabilities) with businesses.
A major component of CWMWIB’s work is to promote a public workforce investment system
that is coordinated, integrated, and effective for the widest range of jobseekers and responsive to
business customers’ needs. The DEI grant enables CWMWIB to accomplish this by improving
the accessibility, capacity, and accountability of the One-Stop CareerCenter system to serve
persons with disabilities resulting in education and career pathways that lead to unsubsidized
employment and economic self-sufficiency.
The Department of Health and Human Services (DHHS) recently awarded Maine Medical
Center (MMC) a grant to do assessments on ASPIRE/TANF and SNAP recipients, and will use
space at the CareerCenters to conduct their assessments. MDOL was also recently awarded a
grant to assist in job search and job development. In Lewiston there will be two CareerCenter
Consultants to work with this population and with employers. The positions are for 2 years with
the potential for renewal. The customer flow pattern should be: start at DHHS - referred to
MMC - referred to CareerCenter – enter a job or back to DHHS for additional Services.
New Mainers: The Lewiston CareerCenter has a dedicated consultant that works almost exclusively with any
New Mainer that visits the CareerCenter. The role of the consultant is to assist them in their
pursuit to seek employment and to act as the point person for connections to employers.
Information on resources to overcome barriers to employment is also available at the Lewiston
CareerCenter, such as access to ESL training. The current Consultant is well established in this
role and is known throughout the new Mainer and Somali community and by employers who
regularly hire them.
Another partner that collaborates with the Lewiston CareerCenter to serve the New Mainer
population is the local ASPIRE office. There are two Somali ASPIRE Specialists to help the
New Mainers with their education, ESL, and support services so they can obtain employment
and get off TANF/welfare. The City Welfare Director for Lewiston also coordinates with DHHS
and ASPIRE to make sure there is no duplication of effort and those who are eligible for state or
local assistance receive what they need to go to work. See Section II D. 7 for more information
about services for New Mainers.
7. Local Area III provides comprehensive, integrated services to eligible youth by using
appropriate assessment strategies, jointly developing individual service plans, and enrolling
youth in appropriate activities which include the availability of the “Ten Elements”.
CareerCenter staff assess youth needs using a variety of tools such as structured interviews and
38
standardized testing instruments. Staff work with youth to develop an individualized plan to
address the needs or barriers identified in the assessment process. Youth participate in an
appropriate mix of services from the “Ten Elements” to achieve their educational or employment
goal.
CareerCenter staff develop and maintain good working relationships with local businesses,
public and private agencies, education providers and community resource providers to coordinate
services for the participants. Local Area III maintains close working relationships with a number
of partnering agencies to promote the provision of comprehensive, integrated services to youth.
The partnering agencies are responsible for workforce development, foster care, education,
human services, juvenile justice, as well as other agencies that work with youth with barriers to
employment or who are at-risk.
The CareerCenters operate under a “no wrong door” approach for youth. It maintains close
contact with many community partners throughout the area that serve youth. When youth walk
into any of the locations, their needs and goals are assessed both formally and informally. A
tentative plan is sketched out to determine what steps are needed in order for youth to reach their
goals. Since no single agency is usually able to do it all, partners network to see who can
provide the identified services; depending on needs, one partner may provide shelter, another
mentoring, a third work experience, etc.
One partner will generally be the “lead” agency and will meet with the others to assure that
youth needs are being met and they are progressing toward their goals. Youth case managers
begin by assessing youth’s interests to determine education and training opportunities. Once
interests are clarified, labor market information is explored through the Center for Workforce
Research and Information, O*NET, and other resources to establish if their interests match high
wage, high demand fields and what the career pathways are that lead to those jobs. Labor market
resources are readily available to parents, teachers, counselors, and school administrators through
the internet. Youth case managers are available to assist people in understanding the data as
well.
Eligible youth, including those who are disconnected and with multiple barriers, are best able to
achieve goals when:
● A comprehensive assessment is completed using a variety of instruments suited to the
youth.
● Youth are involved in setting their own goals.
● Partner agencies work together, each contributing their areas of expertise.
● Supportive services, mentoring, and follow-up are available as needed.
Below are descriptions of the partners in the region that work closely with the CareerCenters in
providing assistance to youth as they prepare for employment.
YETE is a program which works with youth in AOS92, selecting 20 students annually from
Waterville High School (and alternative high school & teen parent program), as well as from
Winslow High School, and receive 1 elective school credit for completion. Students are selected
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by team meeting with school staff, special-education teachers, guidance counselors, and school
nurse. All are “at-risk” by being enrolled at the alternative high school, and/or are eligible for
free/reduced lunch, and/or have a disability which isn’t deemed necessitating assistance of
vocational rehabilitation services (although many or most fit the criteria). Coincidentally by
these criteria, students recently have been eligible for funding by the Augusta/Skowhegan
CareerCenter to pay for a 100-hour education/work experience. After completing YETE, the
CareerCenter then is tasked with helping the youth obtain further employment and/or enroll in a
2-year college.
Both pre and post data are collected, qualitative and quantitative and testimonial. Pre and post
data is also taken to gauge knowledge gained using the Alfond Youth Center’s Money Matters
and Career Launch curricula after 36-hours classroom training (soon to be evidence based). Pre
and post Developmental Assets Profile (via Rand Corporation) is collected, as well as employer
and parent surveys. Data is analyzed for efficacy via the Reach Collaborative.
YOUTHBUILD provides education and job training including, but not limited to, high school
equivalency prep, vocational skills training (NCCER Construction Training, Lead Safe
Renovator Training, CertiPort IC3 Digital Literacy Training, college transition support, career
exploration, job readiness training and job search instruction and assistance. The CareerCenter
Youth Counselors work closely to refer eligible youth to their programs and when applicable
provide supportive services and funds for training.
The Nutrition Center (NC) programs at St. Mary's are almost entirely integrated with each other.
Older youth lead children's programs with the support of staff both at schools, libraries, and
housing locations. NC’s newest program, the Youth Campaign Crew involved youth who have
been involved as Summer Youth Gardeners and Youth Interns. They are developing and running
a program in partnership with LPS' Nutrition Service Director to "Put Change on the Menu" in
their schools. They are engaging their peers greatly in this effort.
All youth involved in NC programs have significant barriers to accessing quality education and
job opportunities. Its programs offer youth job training, leadership skills, team building skills,
and both hard and soft communication skills. The NC is a reference for many youth who apply to
unsubsidized work or education programs after participating in its programs. WMCA, the WIA
youth service provider for the Lewiston CareerCenter, works closely with Lots to Gardens and
Tree Street Youth. The following is an example of how services are integrated: WMCA
provides assessment, work experience wages, supportive services, workshops, and follow-up.
Lots to Gardens and Tree Street provide worksites, mentoring, leadership development and assist
with follow-up. Youth may start in their junior or senior year of high school. If they remain in
the program for 2 years, they start in beginning positions on the worksites and progress to team
leaders with added responsibility.
8. YETE is a “high support, high expectations” program and many youth do not complete the
program due to unforeseen barriers (approximately 75% complete the experience). This suggests
that a challenging group is selected, and screening for barriers and unforeseen breakthroughs and
challenges during the program is very unpredictable. Interest assessments as well as desired
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vocational placements, supervisor matching, and aptitudinal ability are all weighed when an
employment match is made for the work experience. Support is available by the classroom
instructor, and by the coordinator by phone, text, Facebook and email. If substance use arises,
students sign a form stating he/she will attend a diversion program or other evidence-based
program to help if necessary to continue. Selection criteria are discussed in Section I D.7.
E. Desired Outcomes
1. Benchmarks in support of the key priorities are aligned with the Proposed Activities
identified in Section I D. 2. As the activities are implemented benchmarks will include but not
be limited to:
● The identification and implementation of Industry sector strategies have begun.
● The expansion of a “CAP-EDU” like program to other parts of the region.
● There will be an increase in opportunities that have been developed for educators (i.e.
professional day at LRTC) to gain a better understanding of the targeted industries in the
region and what skills employers need within their organization.
● An increased participation rate in the Leadership Maine: Education Leaders Experience
program from Region 3 as a result of additional support and promotion.
● There will be an increased awareness and participation in activities such as Dream it – Do
it, National Manufacturing Day in support of the Manufacturing sector as a result of
increased promotion within the region.
● Students are enrolled and completing the new IT training programs at both CMCC and
KVCC, and obtaining employment.
● The expansion of The “College for ME – Androscoggin” model to other parts of the
region.
● There is an increased usage rate for both clinical sites and students seeking placement
opportunities on the statewide clinical placement software system for the health care
industry.
● The interest and expansion of The Scrub Club program to other health care facilities
within the region.
● Students are enrolled and completing training in the new RAMP programs at CMCC,
resulting in improved skill levels in advanced machining with increased wages as an
outcome and/or increased skill sets of precision machining industry employees that
allows the employer to attract more diversified customers.
Over the next two years, in addition to the benchmarks mentioned above, as the strategies are
implemented in the plan and progress is made, CWMWIB will also set other measurable
performance outcomes that reflect the accomplishments of this plan; such as increasing the
number of On-The-Job Training contracts developed, increasing the number of placements in
high-wage; high growth industrial sectors, and increasing participation rates for Apprenticeships.
These performance measures will be tracked to verify if the proposed goals were achieved. Each
of the outcomes established will be assessed in the context of meeting the vision and goals of
CWMWIB.
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2. The process used to develop the expected performance levels is a combination of a review of
prior year’s performance levels and negotiations with the State of Maine Department of Labor.
A majority of the analysis is determined based on reviewing outcomes from prior years,
determining service strategies and desired program outcomes for the next two years with service
providers and then determining appropriate performance goals for the next two years.
Quantitative Measures – Common Measures
Adult Program
Common Measures Planned
Entered Employment 83.4%
Employment Retention 86.8%
Average Earnings $10,900
Dislocated Workers Program
Common Measures Planned
Entered Employment 87.5%
Employment Retention 90.5%
Average Earnings $15,147
Youth Program
Common Measures Planned
Placement in Education Employment or Education 64.8%
Attainment of a Degree or Certificate by Participants 70.0%
Literacy and Numeracy 30%
3. As noted earlier, CWMWIB is focused on industry sector development to facilitate both
economic opportunities for employers as well as increased employment for job seekers in higher
wage/higher demand occupations. The negotiated levels of performance (Common Measure) for
the Adult and Dislocated Workers Programs; Entered Employment, Employment Retention and
Average Earnings; naturally align with CWMWIB’s focus. As CWMWIB moves forward in the
implementation of this plan through the strategies identified earlier, there should be a direct
correlation between accomplishment of the plan and meeting and/or exceeding the Common
Measures. This also holds true for the Youth Program Common Measures and the strategies
outlined in this plan; such as expanding the College for ME – Androscoggin model within the
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region, increased participation in Dream it – Do it, Manufacturing Day, and Scrub Club.
Through increased communication and expanding coalitions within the region between
employers and educators, there should be a direct correlation between the implementation of
these efforts and meeting and/or exceeding the Common Measures; Placement in Education
Employment or Education, Attainment of a Degree or Certificate by Participants, Literacy and
Numeracy.
4. See Section I E. 1 above for descriptions of goals and benchmarks.
5. Regional activity performance is regularly monitored through a number of methods.
CWMWIB tracks and measures performance in all WIA Adult, Dislocated Worker, and Youth
programs by means of both regular quarterly reports from each CareerCenter and an Area-wide
Quarterly Report developed by CWMWIB Staff. These reports are distributed to the CWMWIB
Board and CLEO and; CWMWIB staff works with the Maine DOL/BES to review performance
levels and to develop corrective action as necessary. In addition to the regular reporting and
annual program monitoring, activity performance reviews and evaluation takes place on a
monthly basis at the regional CareerCenters Managers meetings as well as the Youth Counselor
meetings. The emphasis of these ongoing meeting is to review performance measurements and
discuss corrective action plans if needed as well as exchange information and share best
practices.
F. Plan Development
1. An integrated approach was and will be used to guide investments – to develop CWMWIB’s
5-year strategic plan and modifications to the plan over the next five years. In order to develop
the local plan, CWMWIB developed several all-volunteer sub committees and an overall
Planning/Steering Committee. The sub-committees were made up of a Workforce Committee, a
Business/Economic Development Committee, and an Education Committee as described in this
section. As the working subcommittees met and minutes were reported out, CWMWIB staff met
frequently with the Steering Committee to keep them abreast of the progress and feedback from
the various sub-committees. The Steering Committee made suggestions for improvement or
suggested other people or partners who should be at the table for the various groups and helped
make the contacts possible. At the same time all members of the Board were invited to attend at
least one sub-committee meeting if they had time, or to provide their input via e-mail. This
turned out to be an excellent process to get feedback, new ideas, best practices and the many
challenges that the current workforce development system will have to confront in order to
realize the goals of a “strong, vibrant, sustainable economy that generates growth opportunities
for employers and high demand-high wage jobs for job seekers.”
2. CWMWIB invited key partners/stakeholders to participate in 1-3 focus groups from late
November 2013 into January 2014. The majority of these were held at the Lewiston
CareerCenter with the Education Focus Group meeting held at Central Maine Community
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College in Auburn. They had a combination Business/Economic Development Focus Group, an
Education Focus Group, and a Workforce Focus Group. The Business/Economic Development
Group was facilitated by the director of Lewiston Adult Education and included two chamber of
commerce presidents, the City of Lewiston Economic Developer, economic developers from the
surrounding counties, the Governor’s Account Executive, Franklin Memorial Hospital, and the
two regional EDDs (AVCOG, KVCOG). The Education focus group included partners from
area community colleges, UMA, USM, Kaplan University, K-12 admin in Auburn, the local
ASPIRE Program Manager from DHHS, and several adult education directors. Improved
communication between the business world and education was one of the key issues identified
through this process, CWMWIB staff moved immediately to address this issue and brought all
the members of the Business Economic/ Development group and combined them with Education
group for one large meeting held 1/16/14 at the Lewiston CareerCenter so they could speak to
and discuss with each other their common challenges and issues to improve the workforce
development system in Region 3.
The Workforce Focus Group included most of the One-Stop CareerCenter staff members who
worked on describing the array of participant services to a variety of different populations that
are served including youth, Veterans, older workers, disabled workers, ex-felons, etc. These
planning events with the aforementioned Focus Groups have been encouraging and the
consensus is to continue these meetings on a regular schedule to ensure that all partners are
aware of the capabilities/resources of each partner and to identify opportunities for collaboration.
Follow up meetings are pending to discuss how the strategies will be accomplished and by
whom. CWMWIB will continue to use these focus groups for future workforce development
meetings (and electronic surveys) to keep the lines of communication open for all of the
business/education/training partners so that they always have input into the strategic plan and can
suggest changes to the plan as the economy and new and emerging industries change the
landscape of Region 3. The focus groups convened and ideas/comments and dialogue from all meetings were recorded
on a digital recorder and all meeting notes were sent (via e-mail) out to all attendees, the CLEO,
the CWMWIB Board and the Steering Committee. All Board members and CLEO were
routinely included in the process and were invited to attend any of the scheduled meetings. They
were also encouraged to submit written input/comments they wanted to make for building a
highly effective workforce development system. Everyone involved in this system had a chance
to be heard. The draft plan was given to the Steering Committee on February 28, 2014 for their
review and comments. The draft plan was sent to the CWMWIB Board on 3/7/14 for their
review and approval. Once the Board approved the draft plan it was sent to the CLEO, all
participants of the focus groups and all partners in the One Stop CareerCenter for review and
comment on the draft plan. The draft plan was posted for a 30 day public comment from March
12, 2014 through April 11, 2014. No public comments were received during that time period.
3. CWMWIB staff used both electronic and personal communication to engage key players for
input in the development of this Local Plan as explained above. A DRAFT of Area III’s Local
Plan was completed and posted on CWMWIB web site [mainefocus.org] on March 12, 2014 and
its availability was announced in at least two area publications [Kennebec Journal, Sun Journal]
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no later than March 12, 2014. The Final Plan was submitted on April 14, 2014 to MDOL –
Bureau of Employment Services.
4. Summary of Public Comments – To be included after the public comment period ends on
April 11, 2014. No public comments were received during the public comment period (March
12, 2014 through April 11, 2014).
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SECTION II – OPERATIONAL PLAN
Local Workforce Board Organization
The organizational chart (Attachment M) describes the organization and structure of the
Central/Western Maine Workforce Investment Board, Ins. under which CWMWIB is organized
and operates.
CWMWIB has 29 members: of these members, 15 represent the Private Sector and 14 represent
organizations and entities involved in the Board’s work. The Nominations Committee works
with the Executive Director and other Staff to solicit nominations to CWMWIB from appropriate
entities and organizations:
● Representatives from the education community are normally nominated by educational
agencies, particularly community colleges and secondary schools.
● Representatives from the labor community are normally nominated by local labor
federations, trade and service unions, and employee associations.
● Representatives for economic development are nominated from a variety of sources,
including chambers of commerce, local, county, and regional economic development
organizations, and trade associations.
● DOL nominations are normally made by the Maine DOL/BES.
● Nominations of community-based organization members are from One-Stop community-
based organizations in Area III.
● The Nominations Committee will also consider nominations from other sources, including
current Board members, as long as they are made by appropriate representatives from the
nominating organization/entity on letterhead.
● Nominations for business sector membership are normally from local business entities,
trade associations, or current Board members. The Nominations Committee will consider
all nominations of business representatives with policy-making, hiring authority, or
management responsibilities. The Committee attempts to establish a balance of business
members to represent all five counties in Area III.
After nominations are reviewed by the Nominating Committee, they are presented to the Chief
Local Elected Officials [CLEO] Board which reviews the nominations and makes initial
appointments. Normally, Local Board members serve a three-year, renewable term.
CWMWIB is constituted to create diversity in membership representing businesses, key
workforce partners, stake-holding organizations, and private individuals. With the Board’s
emphasis on demand-side strategies, business services, and recognizing business as a primary
customer, there are currently 29 members, 15 of whom are representatives from the private
sector. Because of this diverse membership the Board is enabled to achieve the vision described
above. This ratio helps to create a culture on the Board that prioritizes beneficial service
intervention with employers. Within this constituency, chambers of commerce, trade
associations, not-for-profit businesses, small businesses, and business members who are
prominent in economic development organizations are represented.
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Members from the education community (including Adult & Community Education), both
community colleges in the Area, labor unions, economic development members, members from
Health and Human Services, Rehabilitation Services, and other primary CareerCenter partners
assure that the Board maintains a dual focus on the training and education programs for people
most in need to become better equipped to find quality employment, providing them with a
sustainable wage and the appropriate benefits to increase both individual and community
prosperity and growth.
CWMWIB ensures that the public (including persons with disabilities) has access to Board
meetings and information regarding CWMWIB Board activities, including membership and
meeting minutes through email notices and postings on the Board’s web site, provided in
advance to all members, participating partners, and upon request to people who are added to the
Board’s distribution list. Members also receive email reminders regarding upcoming Board
meetings. Summaries/Minutes of Board Meetings are available by e-mail and at the web site
[http://www.mainefocus.org], sent automatically to all Board members, to people attending the
meeting, and to those on the distribution list or by e-mail and/or hard copy on request.
Summaries of Committee Meetings [both standing and ad hoc] are available to the public upon
request. Members of the CLEO Board receive copies of all Local Board Summaries & Minutes
at both Board and Committee levels.
Individuals who serve on CWMWIB, Youth Council, and other Committees [standing or ad hoc]
agree to abide by the following conflict of interest provisions as required by the WIA of 1998:
Restricted Activities. No member shall cast a vote or participate in any decision-making
capacity on any matter under consideration regarding the provision of services by such member
(or by an entity that the member represents) or that would provide direct financial benefit to such
member or the immediate family of such member; engage directly or indirectly in any business
transactions or private arrangement for profit which accrues from or is based upon his or her
official position or authority on the Board; participate in the negotiation of or decision to award
contracts or grant, the settlement of any claims or charges in any contracts or grants, the
certification of any eligible providers or the establishment of any designation of local workforce
investment areas or the establishment of any one stop delivery systems, with or for any entity in
which he or she has a financial or personal interest. No individual may be placed in a Workforce
Investment Act employment activity if a member of that person’s immediate family is directly
supervised by or directly supervises that individual.
Representation of Interest. No member of CWMWIB, or any Council or Committee [both
standing and ad hoc] shall represent or act as an agent for any private interest, whether for
compensation or not, in any transaction in which the members have direct and substantial interest
and which could be reasonably expected to result in a conflict between a private interest of the
member and the member’s official responsibility.
Misuse of Board Facilities and Equipment. No member of the Board shall use any Board
equipment, supplies, or properties for his or her own private gain or for other than official
designated purposes.
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Duties of Board Members. It shall be the duty of all Board members to:
Recuse themselves from their official Board duties if there is a conflict of interest.
Advise the Board of any potential conflicts of interest.
Ask the Board for an opinion if they have any doubts that a specific situation involves a
conflict of interest.
Violations of the Conflict of Interest Code. If, after an investigation, the Board believes that this
Code has been violated it can recommend to the Chief Local Elected Officials Board that the
individual who has violated the Code be removed as member of the Board. The CLEO has the
authority to remove a member of the Board for a violation of this Code, even if the Board has not
made such a recommendation.
Conflict of Interest Disclosure. In order to avoid conflict of interest or the appearance of such
conflict, each member shall disclose any potential conflict of interest to the appropriate
committee thereby complying with the By-Laws as adopted by the CWMWIB membership.
Minutes of meetings shall record the abstentions of members who are prohibited from voting due
to conflict of interest. These prohibitions shall apply to regular, special, and committee meetings
of the CWMWIB.
The Board members of CWMWIB, regional partners and staff instituted a strategic planning
process that started in 2011 but was postponed while the future of CWMWIB operations was
uncertain due to Maine’s desire to consolidate the four LWIBs into one state operated WIB.
The theme for the CWMWIB Board’s original strategic planning process that began in 2011
under the direction of the current executive director was “public awareness”. The thinking and
work performed by CWMWIB during the strategic planning session has created a framework
that places a premium on CWMWIB using its resources and influence to educate the local region
on workforce development challenges, opportunities and solutions. This strategic plan emerged
from discussion, analysis and formulation by the CWMWIB members and led by the current
Chairperson and facilitated by a national Workforce Development Consultant. Over 20
CWMWIB members participated in the strategic planning process as well as the Director of
Maine’s Bureau of Employment Services. The process, which took place over two half-day
meeting sessions, was open, transparent, and inclusive. CWMWIB was guided by a set of
guidelines that included an honest appraisal of:
● A WIB self-evaluation based on the re-orientation training they received as a precursor to
the strategic planning sessions.
● Changes to the local community since the last strategic plan.
● Potential changes the local community will face in the near future.
● Recent and potential changes to the workforce development business.
● Characteristics of a winning workforce system and Workforce Investment Board, and an
analysis of the current performance of each entity.
● Current internal strengths and weaknesses, and external opportunities and threats.
From that list, CWMWIB identified a set of current challenges that provided the basis for
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determining the Board’s vision, mission, and goals for the next year. The entire process gave
those who participated an opportunity to re-examine the organizational values, capabilities,
products and services, and CWMWIB’s customers. As a result of this effort; several workgroups
were created to further develop the identified goals and create strategies that will accomplish the
specific goal.
The planning process began again in the latter half of PY 12 with the existing workgroups
meeting to update the goals and objectives they were working on previously. The industry sector
development continued during PY 12 and used the strategies outlined in the initial plan for
guidance. The business model developed and implemented in the Health Care Sector grant will
be instrumental moving forward to continue a demand – driven workforce investment strategic
plan that has been incorporated into the 5-yr Local Plan.
A. Communications
1. Communication to the public will need to be consistent, clear, relevant to the audience and
well-coordinated as a joint effort between key collaborators in the business, economic, workforce
development and educational sectors. CWMWIB policies, performance goals and strategic
direction will be communicated by email and in person to all Board members on a regular basis
and at Board meeting throughout the year including any policy or by-law amendments. The
strategic direction and performance goals will also be communicated by posting on CWMWIB’s
website and a monthly newsletter will become available to all partners and stakeholders on the
website or sent by email.
As in all public communication, the best way to get the message out is through a multi-tier
approach paying special attention to the audience that the information is being delivered to.
Several media outlets will be used as well as a regular newsletter, social media, like Facebook,
Twitter and LinkedIn. Other forms of digital communication will include CWMWIB’s website
with back links to businesses and schools and e-mail and communication technology such as
“Go-to-Meeting” or “Google Talk”. These can improve communication from a distance and
reach formerly unavailable job seekers, partners, and stakeholders. Regular meetings should also
be held in person when possible. Board and chamber of commerce meetings should be utilized as
often as possible to spread the word, communicate successes and seek out suggestions for
improvement based on the needs of the community. The communication flow through the
recently established focus groups from the Business, Economic Development, and Education
partners from the five counties will be a conduit to communicate the goals, successes and best
practices.
2. CWMWIB policies will be included for discussion as needed at Board meetings and
evaluated by monitoring visits from the Maine Department of Labor and internal audits. The
One Stop CareerCenters’ partners including WMCA and BES will be advised at regular monthly
manager meetings of any changes in policy, performance goals or strategic direction. See
Section I B. 5 for additional information about communication and monitoring of LWIB policies.
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3. This has been described in #2 above and in Section I B. 5.
B. System Operations
1. CWMWIB uses specific methods for assessing the effectiveness of its service configuration
within the region. These meetings enable CWMWIB to regularly review the performance and
effectiveness of its workforce development system. Routine monitoring of the system both
quarterly and annually also provide insight to the effectiveness of the existing CareerCenter
configuration.
● CWMWIB meets regularly with the CareerCenter Managers to discuss operations,
performance standards, best practices, customer need & capacity and access to services.
● Managers and staff from WIA, Wagner-Peyser and Vocational Rehabilitation have joint
staff meetings to discuss what each organization does so they can jointly work together
on projects beneficial to customers.
● The One Stop Operator Agreement helps specify the role and responsibilities of the One
Stop Operator as they relate to implementing, managing and operating the One Stop
system.
2. The CareerCenters of Central/Western Maine deliver the services of the required One-Stop
partners in a seamless and integrated manner to job seekers, Veterans, incumbent workers, youth
and businesses. During 2012, the CWMWIB developed a comprehensive MOU in the form of
the One Stop Operator Agreement between CWMWIB; Area III Service Providers; the Maine
DOL, Bureau of Employment Services and Bureau of Rehabilitation Services, Division of
Vocational Rehabilitation and Division for the Blind and Visually Impaired. The purpose of the
Agreement is to specify the role and responsibilities of the One Stop Operator as they relate to
implementing, managing and operating the One Stop system in Androscoggin, Franklin,
Kennebec, Oxford, and Somerset Counties, otherwise known as the Local Workforce Investment
Area 3 under the Workforce Investment Act. This document has helped integration and delivery
efforts by outlining how the services provided by each of the required and optional partners are
coordinated and made available through the CareerCenters.
The CareerCenters employ additional methods for integrating its services with other workforce
programs. Managers and staff from WIA, Wagner-Peyser and Vocational Rehabilitation have
joint staff meetings to discuss ways they can jointly work together on projects beneficial to
customers. They meet review/exchange information to make sure there is no duplication.
Implementing this strategy enables them to jointly determine whether there are any gaps or
duplication in the One-Stop Center’s (or community’s) service delivery structure.
Technology System Improvement: The OSOS system is the common case management system
that enables the coordination and delivery of common services and providing access to all
partner programs. Any Staff member can access both WIA and Wagner-Peyser information on a
customer in order to coordinate and develop a single service plan. This joint case management
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cannot be shared electronically with VR at this time, although coordination may occur on a case-
by-case basis between case managers. OSOS also provides tools to document services being
provided by other partners to WIA enrolled customers to enhance coordinated service delivery
for CareerCenter customers. This tool promotes integrated access to WIA/Wagner-Peyser
services, eliminating unnecessary duplication, providing customers with a friendly interface, and
reduction of overall implementation costs.
3. Operational collaboration of workforce investment activities and other related activities
and programs outlined in the Statute have been facilitated by the collaboration between the
MDOL/BES and the LWIBs. This is accomplished through frequent, ongoing dialogue
between the MDOL/BES and the LWIBs during each program year. See #2 above for
information about how CareerCenters in Region 3 employ methods for integrating services
with other workforce programs. One example is through the development of an MOU to
specify roles to improve operational collaboration of workforce investment activities and
services.
C. Business Services
1. Business services and outreach will play an integral role in promoting partnerships with
professional service organizations and local businesses, and supporting sector goals. CWMWIB
and the CareerCenters in Region 3 will promote regular contact of their business partners through
the CareerCenter Business Service Teams, invitations to the local CareerCenters for mini and
major Job Fairs, business visits by the Business Services Team member(s) to offer free business
services that are applicable to their current challenges, and opportunities for businesses to recruit
prospective employees using the CareerCenter facilities to fill their current job openings. The
CareerCenters will continue to reach out to contact those businesses with the most job openings
on the Maine Job Bank System and those employers that are in high-wage/high demand
industries like Health Care and Precision Manufacturing. In all interactions with employers, the
CareerCenter Business Services Teams/Team Member will continue to promote the fact that all
business services are at no charge and have the potential to save the employer both time and
money. See Attachment K for examples of CareerCenter Business Outreach Plans.
In addition to the Business Services Teams, the CareerCenters use a collaborative approach to
business services within the region. They have formed working relationships with a variety of
partners and stakeholders and area resources. This approach allows them to obtain information
on business needs from many sources and meet those needs in a timely manner by utilizing
working, effective partnerships. Examples of some of the partners include but are not limited to:
chambers of commerce, the Governor’s Account Executives, Service Core of Retired Executives
(SCORE), Small Business Development Center, Maine Manufacturing Extension Partnership,
Androscoggin Valley Council of Governments, Kennebec Valley Council of Governments,
Maine Center for Women Work & Community, Vocational Rehabilitation and Community
Action Programs. The partners work together to promote job fairs, resource fairs, offer on-site
business needs assessments and business consultation services.
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Whatever the business needs, a team of committed, enthusiastic and interested people are ready
to assist them. The business Services Team has resulted in much less duplication of services and
enables the CareerCenters in Local Area III to maintain a consistency of effort, presentation and
effectiveness as well as a more balanced cost sharing. The use of Labor Market Information
(LMI) is an integral part of providing professional services to the business community.
Economic development partners utilize LMI to assist businesses in making relocation and other
business decisions. The CareerCenters utilize LMI to identify employers in growing industries
in order to target training and job placement opportunities. LMI is also readily available through
the CareerCenters to assist local employers in their workforce decisions.
Integration of business services is part of the “no wrong door” approach in Local Area III. Its
Business Services Team has assisted many businesses with issues and initiatives; most situations
lend themselves best to the team or collaborative approach. The CareerCenters use effective
communication skills – telephone, e-mail, and site visit or data entry in OSOS to document
services and keep all partners “in the loop”. Wagner-Peyser services such as job recruitment, job
matching and referral are an integral part of the total business services package. When members
of the Business Services Team contact employers, all services offered through the CareerCenter
are presented. See Section II B. 3 for additional information.
2. The following market strategies are implemented to attract local employers and connect them
with CareerCenter services: CareerCenter participation in chamber of commerce events,
providing informational speakers to other organizations, providing recruitment assistance for
new businesses and existing businesses, contacting employers listing in the MJB, word of mouth
from one employer to another, attending job fairs, partnering with WMCA, Franklin County
Community College Network, Franklin County Resource Team, Adult Education, CTEs, JMG,
colleges and Universities.
3. As noted throughout this plan, an integrated approach to workforce development is a critical
component to meeting the sometimes complex labor needs of each employer in the region. This
“team approach” was used to implement the recent highly effective health care sector grant. See
#4 below for additional information on integrated approaches to workforce development. The
following is an example of how this approach has been used:
● To meet the needs of SF Pathway-Metroflex the “team approach” was used to develop
training curriculum and funding for certified welder/fabricators using multiple sources
from WIA to ASPIRE to VR funds for training to provide qualified trainees who have
completed a 12 week, 360 hour welding course. The CareerCenter is the lead agency and
will recruit, advertise and select the candidates for the training program with employer
input into the entire process.
4. Businesses are informed by the CareerCenter staff of layoff aversion strategies such as
employee buyouts, upgrading of skills where appropriate and linking needs of the employer with
state and local economic development agencies for working capital or trained workforce. They
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are also informed about the Maine DOL’s Rapid Response program. CWMWIB, along with the
CareerCenters also have the primary responsibility to encourage the development and marketing
of OJT and Customized Training as a tool for promoting skills attainment within high growth,
high wage industries. See Section I B. 4 for more details about strategies that maximize and
leverage resources.
5. Regular business surveys are sent out to employers who have used the CareerCenter services
to identify how to improve business services similar to what is done when 30 to 40 employers
attend a Job Fair or 5-6 attend the mini-Job Fairs. The Business Services Team members from
the CareerCenters and the Director of Employer Services personally hand out business/employer
surveys to find out the major challenges they are having in recruiting qualified workers and have
conversations with them about their responses and issues and challenges they face. Some of the
more common responses from the businesses are:
“Need to have people who can pass both our background checks and drug screens”
“Ability to work all three shifts and weekends”
“People with computer skills”
“Workers who don’t call out and work as scheduled”
“Strong technical aptitude”
“Direct customer service experience”
“Motivated, dependable and honesty”
D. Participant Services
1. CareerCenters in Local Area III regularly coordinate services with the Disabled Veterans
Outreach Program and the Local Veterans Employment Representatives. In CareerCenters where
a DVOP/LVER staff is not housed, consultations are held with service provider staff. These
meetings help identify eligible Veterans for enrollment in WIA services or for referral to other
programs that will enhance prospects for job training, job development, employment and
retention supports consistent with the Jobs for Veterans Act. If necessary, the CareerCenters
hold “slots” in their workshops just for Veterans; dedicate computer stations for Veterans; hold
training slots for Veterans. As for WIA funds, if a Veteran and a non-Veteran are requesting
training assistance, and both have completed assessment and met the criteria, and only one
person could be assisted, the Veteran would get priority over the non-Veteran.
The DVOP Veterans representatives implement a variety of methods to contact Veterans and
provide services. They meet with numerous Veterans every day; and they share the information
with other Veteran representatives so they can either look up job opportunities or visit employers
that have or meet those needs. Information is also shared between the VETS Team when they
receive a notification of an employer specifically looking for a Veteran; the DVOP keep track of
who they are meeting with and send out referrals as they come in. The VETS Team regularly
hold classes once a quarter oriented toward Veterans. They also send out “welcome” emails to
Veterans coming into the CareerCenter for the first time or if those signing up for unemployment
insurance, email blasts are sent out to Veterans looking for work in within the region for job fairs
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and specific job openings. The CareerCenters follow CWMWIB’s policy on Priority for
Veterans Services. CWMWIB will continue to support and direct the following activities and
services in Area III CareerCenters:
● Direct front-end Staff (Reception and Information Centers) to make inquiry about
Veteran status, and upon request refer Veteran customers to a Veterans’ Representative.
● Assure that procedures are established to insure that the Maine Job bank and Local
CareerCenters match Veterans as established in the OSOS system to job orders on a
regular basis as appropriate.
● Create and maintain a Veterans Services display area in the lobby.
● DVOPs and/or LVERs can make presentations at staff meetings to inform staff about
Veterans services updates.
● Press releases can be written regularly promoting services to businesses and Veterans.
● The Lewiston CareerCenter VETS team has created and presented a workforce
development video series (12 programs) for Veterans entitled Changing LIVES (Local
Information for Veterans Employment and services).
● Interview Workshop for Veterans; during this workshop the basics of interviews as well
as interview questions are discussed and why employers ask the questions they do.
Informational interviews are also discussed as well as the importance of conducting them
during a Veteran’s job search and exploration.
● Veteran focused job and resource fairs, including an Occupational Licensing & Job Fair.
● Direct outreach of CareerCenter services to employers at least once a week in the region.
● Veteran Representatives will be doing continuous outreach to homeless shelters, Veteran
service organizations, and other resource providers to try to serve more Veterans in the
community. The goal is to reach out to as many public sources as possible in which
Veterans are or may possibly utilize.
● Additional outreach strategies and services for Veterans that will be implemented by the
DVOPs and LVER are:
o Will offer case management services based on Veterans’ needs.
o Provide direct assistance on Resume development, interview skills/mock job
interviews, dress for success, career decision making.
o Conduct outreach efforts to community partners to explain Veteran services so
that agency staff can make referrals to CareerCenter when they are meeting with
Veterans.
o Use LinkedIn, Twitter and/or Facebook to connect to younger Veterans.
o Continue taping the Public Access TV shows for Veterans.
o Continue working with VSOs as it appropriate.
2. The decision on allocating funds for training opportunities will be based on high-growth,
high-demand, and economically vital occupations. Training services authorized under this
policy shall be provided through the use of Individual Training Accounts (ITAs) to eligible
individuals through the CareerCenter. ITAs place training resource information in the hand of
the participant. Rather than being directed to a provider of training by an agency, participants
will be able to select high quality training for in-demand occupations from a list of approved
training providers. The list of eligible training providers is compiled and made available
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electronically by the Maine DOL. Consumer information about eligible training providers is
available to all training seekers electronically through the CareerCenter.
Participants will receive assessment, counseling, and development of an Individual Services
Strategy (ISS) through intensive services prior to issuance of an ITA. The participant will
research the labor market demand for the desired training and establish that this training will
result in a viable occupational goal. Upon completion of an Individual Services Strategy for an
ITA, the ITA funds will be obligated, and customers will work with case managers assigned to
assist them to achieve their goals and be responsible for managing their ITAs.
Participants will provide their case manager with verification of successful progress as outlined
in their ISS to continue to receive ITA funds for extended training. The limits on funds and
training time for each ITA issued will balance customer needs and the availability of training
funds. The case manager, in developing the plan, will need to document that there is no
duplication of funds and that all other funding avenues have been explored and exhausted. The
participant will be kept informed of his/her account status. Disbursement of funds will be in
accordance with the approved Individual Training Contract. Monies cannot be used for up-front
payment for training.
The ITA policy will be communicated in simple, understandable language to customers of the
CareerCenter. The customers will have access to the list of Eligible Training Providers (ETP)
and will be able to use their ITA to acquire services from eligible providers. Participants may
choose between OJTs (on-the-job training), customized training, apprenticeship or use of ITA for
tuition in a training program provided by an approved training provider. The determination of
the best option will be discussed with and jointly agreed upon by the participant and case
manager, with the final approval of the CareerCenter Manager.
Participants may request training for an occupation not on the “demand list” if they can provide
sufficient and verifiable documentation to demonstrate demand. Employer information and
commitment to hire (at a wage rate that meets or exceeds the minimum earnings threshold for
self-sufficiency as required for other funded occupations in the local area) is required for
approval of these requests.
If there are two approved eligible providers providing the same training, similar quality and
geographic accessibility (based on performance and customer satisfaction data, schedules and
support services, ADA capacity, etc.) and total costs for training and support package are
different, the provider with the most cost effective program must be selected.
The ITAs may be used for education and job skills training for employment in one or more of the
careers shown to be locally in demand in the reports from CWRI and O*NET. ITAs may be
used to obtain specific skill certification leading to one of the occupations in current demand in
the local labor market as determined by CWMWIB. It is imperative that a customer’s
occupational choice be consistent with an individual employment plan developed with
professional guidance.
CWMWIB has the following Service Policy, which governs the enrollment of public assistance
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recipients and other low-income individuals for intensive and training services if funds allocated
to a local area for adult employment and training activities are determined to be limited.
Policy & Procedures Governing Adult and Dislocated Worker Enrollment
The following policies and procedures will govern the application of enrollment of customers in
Adult and Dislocated Worker services provided under the Workforce Investment Act (WIA).
These policies and service guidelines assume that all CareerCenter customers will receive
universal core services and have full access to Information Center service options, including
enrollment in the variety of existing workshops for developing job search and application skills.
The policies and procedures outlined below apply to the use of funds for training programs for
basic employability skills and more extensive career transition and technical training skills.
Since training resources are severely limited with demand far outweighing supply, case
managers will work with individuals to explore a number of training/career redirection options,
including internet resources available to the general public, adult education, community
programs for skills development (such as literacy development programs, local training
initiatives, faith-based program options). The following guidelines are meant as a guide to case
managers and Area III CareerCenter Managers to evaluate individual needs for training:
Specific WIA Enrollment Considerations:
● Is the customer unable to find employment by using CareerCenter self-directed and
informational services only?
● Is the customer enrolled in a partner program? If so, how much, if any, is that program
able to assist the customer with his/her employment goals? Does the partner program
have funds that can be leveraged with WIA funds?
● Will participation in the program have an impact on increasing employment for those
who are unemployed or an impact on increasing wages and retention for those who are
underemployed or incumbent workers?
● Will participation in the program have a positive impact on participants retaining
employment for six months and longer following program closure? Employment does
not have to be with the same employer.
● Will participation in the program result in higher average earnings? Average earnings in
the second and third quarter after exit for adults will be based on the average earnings set
by MDOL’s performance goals for WIA.
General Considerations:
These are things to consider in deciding appropriate activities for customers, not factors to
consider in whether to enroll:
● Ability to achieve employment goals without additional.
● Level of work maturity (level of commitment, motivation, focus).
● Developed achievable and realistic employment goals.
● Work history (positions in last two years, retention, job progression/history, progression
in positions held, for examples).
● Level of reading/math skills (include ESL/ESOL issues).
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● Level of writing and verbal communication skills.
● Basic computer skills.
Priority of Service Considerations:
Under WIA Section 134 (d)(4)(E) it states that if funds allocated to a local area for adult
employment and training activities are limited, priority for intensive and training services will be
established. Customers already enrolled in training will not be displaced even when funds are
limited. In addition, customers who apply after funding has been determined as limited must still
meet eligibility criteria. Priority of Service in Area III will be as follows:
● Low income veterans and/or their spouses.
● Adults receiving public assistance or those who are low income.
● Adults with disabilities whose income meets the eligibility criteria.
While the WIA adult priority of service does not apply to WIA Dislocated Workers or National
Emergency Grants, in Area III if dislocated worker or NEG funds become limited, priority will
be given to new customers who meet WIA Dislocated Worker or NEG eligibility criteria as
follows:
● Veterans and/or their spouses.
● Dislocated workers who have become low income or are receiving public assistance.
● Dislocated workers who have disabilities.
Dislocated worker or NEG customers already enrolled in training will not be displaced even
when funds become limited.
If WIA Dislocated Worker funds are not available, and WIA Adult funds are available, after first
considering applicants in the priority of service categories for WIA Adult, WIA Dislocated
Workers who are also WIA Adult eligible may be considered.
Training services are intended for WIA Title I participants who are low income (70% of LLSIL
Guidelines) who are unable to obtain or retain employment through intensive services, or whose
jobs provide inadequate wages, and who can benefit from such training, provided that they were
determined to need training, that the training programs are directly linked to employment
opportunities, and that they are unable to obtain sufficient grant assistance such as Pell Grants.
Training services will be available to Adults and Dislocated Workers who have met the
eligibility requirements for intensive services and are unable to obtain or retain employment
through those services. Training services and delivery strategies will focus largely on the
issuance of Individual Training Accounts. Adult and Dislocated Worker customers are eligible
for training services if:
● Assessment and counseling services have been received through core and intensive
services that result in an individual employment plan.
● The individual employment plan defines the purpose of training (occupational goal) and
the amount of the ITA as well as the participant’s interest and capacity.
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● The training is selected from the statewide demand and growth occupational training
program list.
● The average wage level for employees with this training is significantly greater than the
participant can earn without this training, and this wage level can lead to self-sufficiency.
● The participant can meet the requirements for admission into the training program.
● The participant is unable to obtain grant assistance from other sources to pay the cost of
such training.
Priority for training services will be given to those Adult program customers (other than those
who are being served through dislocated worker funding) who meet the above criterion. This
process is described in the Eligible Training Providers Eligibility Policy and the Individual
Training Account policy. The One-Stop partners will also provide training to ensure that staff
can provide high-quality counseling to customers. In addition, eligible customers may receive a
variety of education, training, and support services supported by a partner or multiple partners as
identified in the CWMWIB WIA & NEG Participant Supportive Services Payment Policy.
3. The Level One core forms the foundation upon which all CareerCenter programs are built.
Level One is the point of full intersection for the four investing partners: job training, labor
exchange, rehabilitation services and services for the blind and visually impaired. The
CareerCenter One-Stop system in Local Area III is designed to provide customers with easy
access to services and information provided by partner agencies. Each of the comprehensive/full
service centers provide an array of core services available to all customers. All core service
elements are designed to be delivered in both self-service and staff assisted formats. Each of the
CareerCenters in the region provide Information Center level assistance to job seekers and
employers. When possible, volunteers from partner programs and the community will help
support the staffing of the Information Center. During peak times, when customer demand
exceeds the capacity of the assigned Information Center staff, staff members including Wagner-
Peyser and other contributors are called upon to provide customer services on a rotating basis.
All core services, delivery modes and methods, staffing designs and recruitment and marketing
efforts will be customized for each CareerCenter location. Staff and resources will be identified
by each partner agency within each CareerCenter location to provide delivery of core services.
All CareerCenter staff assigned to the Information Center will be responsible for providing all
WIA core and intensive level services as well as working with Wagner-Peyser and Rehabilitation
Services staff in general customer services arising from the universal access service nature of the
CareerCenter.
In particular, WIA and Wagner-Peyser staff are cross-trained in a number of areas including
customer reception and registration, information center orientation and assistance, facilitating
workshops and providing general labor market services. Special workshops and seminars for
universal customers pertaining to self-service tools and resources such as basic computer usage,
using the Internet and preparing a resume are facilitated by staff from the WIA Service Provider
and Wagner-Peyser as well as others wishing to participate on a scheduled rotating basis thus
promoting a seamless service delivery system.
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Customers who are determined to be ineligible for WIA or other partner intensive or training
services may participate in intensive services specifically provided by Labor Exchange for the
universal access customer base. All services for WIA eligible and ineligible customers will be of
the same content and quality.
Intensive services are provided as an extension of the core self-directed and staff assisted service
menu. Entrance into these more specialized and individualized service activities is based on
eligibility (for WIA customers) and need is determined by an assessment interview with the
customer. A monthly menu of core and intensive level service activities are published for each
CareerCenter. Information Center Specialists, WIA case managers and Labor Exchange
specialists will coordinate the referral of customers in need of intensive level services to the
activities based on individual service plans. Workshops and seminars are delivered by a
combination of WIA and Labor Exchange staff, trained in the particular service area. Workshops
and case management practices will be the primary mode of intensive service delivery. Full
assessment and plan development services will be tailored to meet the needs of the individual
customer. Intensive level services will be of equal content and quality regardless of customer
eligibility.
4. Some of the methods CWMWIB uses to leverage resources to provide increased access to
training opportunities are: apprenticeships, OJT’s, training dollars from WIA, VR, ASPIRE,
CSSP, Non-WIA grants, PELL grants, employer sponsored training, tuition reimbursement
programs, MEP funding opportunities, in-kind funding, etc. All resources will be used or
sought out to improve access to training opportunities for job seekers in CWMWIB Region 3.
Additional support will be provided by CWMWIB to identify and obtain diverse funding
opportunities that will be targeted for specific training such as WorkReady. This strategy will
also enable CWMWIB to expand its revenue streams to help offset any future decreases in WIA
funding.
5. CWMWIB will follow the State policy and guidance for promoting OJT with respect to both
worker and business responsibilities. The following guidelines will be used:
● On the Job Training can be provided to both WIA eligible unemployed workers and to
incumbent workers.
● WIA-eligible individuals are enrolled in OJT as appropriate based on their individual
employment plans.
● Training provided through use of OJT does not require the use of an individual training
account (ITA).
● Incumbent workers: OJT contracts may be written for employed workers when the
employee is not earning a self-sufficient wage as determined by CWMWIB policy, the
requirements are met and the OJT relates to the introduction of new technologies,
introduction to new production or services procedures, upgrading to new jobs, that
require additional skills, workplace literacy, or other appropriate purposes identified by
CWMWIB.
● Providers of OJT are not subject to the requirements for Eligible Training Providers
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found in WIA sec.122(a) through (e). However, CareerCenters are responsible for
collecting performance information from OJT providers as the Governor may require
(WIA sec.122(h).
CWMWIB, along with the CareerCenters also have the primary responsibility to encourage the
development and marketing of OJT and Customized Training as a tool for promoting skills
attainment within high growth, high wage industries. OJT and customized training are promoted
as an incentive to untapped employer pools including new business, employer groups. Other
local partners such as economic development agencies, business and trade associations, business
advisory groups, chambers of commerce, educational institutions and other collaboratives will be
encouraged to work with CWMWIB and CareerCenters to support and promote demand-side
training to meet business needs through OJT and customized training.
CWMWIB has identified, targeted and partnered with high-growth, high demand industries and
economically vital industries to develop potential OJT and Customized Training strategies.
CWMWIB will continue to support Health Care, Information Technology, and Advanced
Manufacturing & Machining. More current sectors include Construction and Related Trades,
Retail and Service, and other specific local initiatives for job development in key parts of area-
specific sectors (such as agriculture/local foods and Ecotourism in Franklin and Somerset). See
Section I C for more information about priority industries and Section I D. 2, 2b for sector
strategy development.
Labor Market Information and industry-specific surveys/studies support this emphasis. To ensure
that business receive services that directly benefit them, CWMWIB taps business partners to help
support the demand-driven strategy. Specific business needs will be determined by individual
businesses, business sector-forums, business and trade associations involvement, economic
development information and educational institution recommendations that are used to drive this
demand-driven strategy through joint planning, competency and curriculum development and
determine appropriate lengths of training.
CWMWIB leverages other resources through education, economic development and industry
associations to support OJT and customized training ventures. CWMWIB will utilize state
technical assistance to expand the use of OJT and Customized Training. To the extent possible,
WIA Title I funds will be used to leverage other funds that are available to support worker
training such as CSSP, WIA, TAA and National Emergency Grant Funds. Additional policies
and collaborations between workforce and economic development will be developed throughout
the implementation of this plan to expand these training options. CWMWIB will recommend
that service providers utilize resources from economic development, trade associations,
educational institution and other WIA partners to enhance these training opportunities. Another
approach to OJT and Customized Training is to identify those employers who have multiple long
term unfilled job listings on the MJB and contact them about the available services, using OJT
and apprenticeships to leverage other resources and monies.
6. The Business Services Team (BST) assists in the development of pre-apprenticeships and
apprenticeships as a training option and promote the programs to area employers. The BST
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directly refer interested employers to the Maine Apprenticeship program and will meet as a team
to determine if apprenticeships can be used to meet the employer’s labor needs. The Board will
support (to the extent funding allows) an on-going emphasis on staff training for more effective
implementation of both apprenticeship and OJT options.
7. CareerCenters are open to all customers looking for information, assistance with job search,
resources for education and training. The “Universal Access” mandate presupposes a variety of
customers and customer needs, ranging from first-time job seekers to highly educated
professionals seeking the next job. Many of the CareerCenter programs to reach special
populations are statewide in scope. For example, Veterans services are a fully integrated part of
One-Stop services; National Emergency Grants in all areas of Maine include standard,
comprehensive services for dislocated workers; and, many of the Centers have partnered with
DHHS and specifically the TANF program to provide coordinated and complementary delivery
of service. In Region 3, a number of programs have been developed to respond to the needs of
special populations. Examples include:
The Department of Health and Human Services (DHHS) recently awarded Maine Medical
Center (MMC) a grant to do assessments on TANF and SNAP recipients, and will use space at
the CareerCenters to conduct their assessments. MDOL was also recently awarded a grant to
assist in job search and job development. In Lewiston there will be two CareerCenter
Consultants to work with this population and with employers. The positions are for 2 years with
the potential for renewal. The customer flow pattern should be: start at DHHS – referred to
MMC – referred to CareerCenter – enter a job or back to DHHS for additional services.
Job Search Tips for People with a Criminal History; this workshop is held at CareerCenters and
is for job seekers that have a criminal back ground and are having trouble finding work. This
workshop gives job search tips, suggestions on how to respond to those hard to answer
questions, and where best to seek employment which will lead to a successful job search.
The Professionals Moving Ahead (PMA); the PMA Group is a networking group for un- and
under-employed professionals from all trades and industry sectors. Presenters, usually from the
business community, discuss job search, personal and professional development topics. Time
during the workshop is allotted for networking and resource sharing. The local chamber of
commerce donates two tickets to its business breakfast each month at which the Chamber
President announces the guests and the type of work they are seeking. All PMA members make
valuable connections at the breakfast meeting and many have received job offers as a result.
Veterans:
See Section II D. 1 for service strategies specifically for Veterans.
Persons with Disabilities:
See Section I D. 6 for service strategies specifically for persons with disabilities.
Youth:
See Section I D. 7 for service strategies specifically for youth.
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New Mainers: See Section I D. 6 for more details about services to New Mainers. CWMWIB will monitor a
recently introduced program in Portland for New Mainers to determine the feasibility of either
expanding the service area to include Lewiston/Auburn area and/or create a similar program. A
summary of this new program follows:
● Portland Adult Education is starting a pilot program, the New Mainers Resource Center,
to help new Mainers who are professionally trained pursue their careers in Maine. This
program is being started with support from the Maine Legislature (LD 90). Some of the
types of services to be offered will include career case management, English courses
related to specific professions, job placement and job retention services, employer
networking and assistance with licensing and the credential review process.
8. Through the CareerCenter services in Region 3, eligible youth can participate in a summer
youth project. CWMWIB strongly encourages and supports summer youth programs. One of
the main benefits of investing in summer youth programs is that they are an effective tool to
assess employment readiness. To facilitate opportunities that can lead to employment in high
wage/high demand jobs as discussed in previous sections, the Wilton CareerCenter has begun to
focus on STEM occupations (over 100 occupations listed on O*Net). In the summer of 2013, the
Wilton CareerCenter implemented a STEM focused program for out of school youth with
barriers to employment. Students were able to receive firsthand experience using computers in
the workplace during their summer youth training. Some of the occupations the students
participated in included engineering, computer sciences, firefighting (which lead to building
construction), pharmacist, welding, and business (math and technology). As part of this
initiative, the CareerCenter works with STEM oriented employers to set up a work experience
program that allows a student to gain knowledge of basic industry specific principles and the
importance of computer skills needed for that particular company and/or industry. Students are
placed at a company to learn how computer sciences are used in the employer’s environment.
While they are placed on the summer job, they also have assigned to them a mentor with
backgrounds in the career the students have chosen. Other learning opportunities have included
going over all aspects of JAVA programming, computer science classes, jobs (future and while
going to college), newest technology being used, importance of communication, team skills
needed when working on projects, written skills and documentation needed, computer ethics and
potential company ethics. See Section I D. 2; Strategy 1a, 1b for more information about sector
development and educators’ understanding of employers workforce needs in these industries.
Local Area III utilizes the Youth Council as the forum to guide and inform the Board regarding
an integrated vision for serving youth. Having membership from crosscutting organizations, the
Youth Council represents most facets of the youth employment and training arena. The Youth
Council also convenes on an as needed basis, ad hoc advisory groups to create and develop
specific program initiatives.
Local Area III CareerCenters work with a variety of “community partners” to promote
collaboration in the delivery of services to youth that are most in need or have significant barriers
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to employment. The collaborative goal of these partnerships is to connect youth to educational
and training opportunities that lead to successful employment. Career decision making is
available through the Adult Education programs; The Maine Centers for Women, Work and
Community and the CareerCenters. The information obtained is transferable to other assessment
partners that is used to determine training opportunities. This strategy is instrumental in
CWMWIB’s commitment to an integrated approach to addressing workforce skill needs.
Community groups that Local Area III partners with is quite extensive and include but is not
limited to: State Agencies – VR, DHHS, BCFS; Staffing Agencies – Kelly , Manpower and
Bonney Staffing; Youth Programs – Job Corps, Youth Build, New Beginnings, Boys and Girls
Clubs; Educational/School Programs – Alternative Ed Programs, CTE’s, After School Programs,
Mid-Maine Technical Center; Support Services – Driver’s Ed, Atlee and Gleaton Eye Care,
Goodwill-Hinckley, Kennebec Behavioral Health, South End Teen Center of Waterville, and
many more. In all these partnerships, roles are identified and the delivery of service is negotiated
to the benefit of the youth.
Local Area III provides comprehensive, integrated services to eligible youth by using appropriate
assessment strategies, jointly developing individual service plans, and enrolling youth in
appropriate activities which include the availability of the “Ten Elements”. CareerCenter staff
assess youth needs using a variety of tools such as structured interviews and standardized testing
instruments.
Staff work with youth to develop an individualized plan to address the needs or barriers
identified in the assessment process. Youth participate in an appropriate mix of services from the
“Ten Elements” to achieve their educational or employment goal.
CareerCenter staff develop and maintain good working relationships with local businesses,
public and private agencies, education providers and community resource providers to coordinate
services for the participants. Local Area III continues to promote the provision of
comprehensive, integrated services to youth by participating with a number of partnering
agencies responsible for workforce investment, foster care, education, human services, juvenile
justice, as well as other agencies that work with youth with barriers to employment or who are
at-risk. See Section 1 D. 7 for more information about serving youth.
YETE utilizes all of these sectors and provisions as necessary with work experiences, school
credit, and prevention of substance use (indicated by pre and post data). Manufacturing
employment opportunities have happened based on ability/aptitude.
WMCA supports all eligible youth in NC programs by financing their pay. This has enabled the
NC to deepen the responsibilities of several youth who are now taking on roles formerly carried
out by college students, most of whom are not from the Lewiston area. They partner with several
organizations in the L/A area, such as the juvenile justice system, New Beginnings, and Tree
Street to outreach for their programs and support youth who are involved in 2 or more of
WMCA’s partner organizations.
In Area III, youth case managers work closely with a variety of organizations that serve at-risk
youth. They use the same strategy as mentioned above under integrated cross-program
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strategies. The case managers work with adult education, community colleges, and other
training facilities to provide occupational skills training as well as with area businesses that have
specific training needs and refer youth for that type of training credential. Direct referrals are
made to Job Corps and youth case managers assist youth returning from Job Corps with job
placement or continued education.
9. CWMWIB awards grants for youth activities as funding allows and are mainly directed at
summer employment and work experience. The process CWMWIB uses includes issuing a
Request for Proposal (RFP) for summer youth employment programming and/or worksites in
Androscoggin, Franklin, Kennebec, Oxford and Somerset Counties. The period for the Summer
Youth Employment Program is typically from June 1st through September 30th. In order to
maximize the effectiveness of funding youth activities, CWMWIB allows flexibility when
awarding grants; in such that there may be several projects awarded at different amounts or one
proposal that is awarded the total grant amount available. The current Workforce Investment
Act (WIA) service providers (Western Maine Community Action and Bureau of Employment
Services) determine eligibility and certify all participating youth.
“Summer employment” may include any set of allowable WIA Youth services that occur during
the above referenced summer months as long as it includes a work experience component. Work
experience is defined as:
An activity designed to provide a planned, structured learning experience that
takes place in a workplace for a limited period of time. Work experience may
be paid or unpaid, as appropriate. A work experience workplace may be in
the private, for profit, sector, the non-profit sector, or the public sector. (§
663.200(b)) Work Experience positions are temporary and are not covered by
Unemployment Insurance. [Maine Law Section 1043(21)(e)].
For the purpose of the Summer Youth Employment Program the criteria used to identify
effective and ineffective youth activities and providers of such activities follows the elements
described as follows: the all program work experiences will be paid wages using summer Current
PY funding. In addition, the work experience of the participants should not replace the work of
employees who have experienced layoffs (see 20 CFR 667.270 for non-displacement
requirements). Youth summer employment should be a work experience intended to increase
work readiness skills of participants. Work experiences provided to summer employment
participants should be structured to impart measurable communication, interpersonal, decision-
making, and learning skills. Basic criteria for evaluation of proposals used to award grants shall
be as follows:
● Ability to meet current and projected service requirements.
● Reasonableness of fees per identified service.
● Completeness and clarity of proposal.
Proposals will also be scored according to responses to the specific information requested below.
Bidders must respond to all categories and be sure to include sufficient detail to demonstrate the
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bidder’s technical understanding and compatibility for the work to be performed. The maximum
points that can be assigned to each category are also identified below. The firms with the top-
ranking proposals may be interviewed before the successful firm is chosen.
Subcontractor Responsibilities:
● Use the CareerCenters to provide WIA eligibility determination and selection and to
provide the pre-assessment of work-readiness skills.
● Provide a means for each participant to achieve a work-readiness credential.
● Provide both experiential employment training and an on-site employment opportunity
during and (if possible) after the Program’s conclusion.
● Provide CareerCenters with customer information that will be entered into the One Stop
Operating System (OSOS) for required tracking and reporting.
● Supportive daily supervision of the youth by designated supervisor(s).
● Provide on-site orientation to the work experience and worksite.
● Assist youth in completing timesheets, evaluations, and other required documentation in
a thorough and timely manner.
● Introduce and reinforce the rigors, demands, rewards, and sanctions associated with
holding a job.
● Coordinate with CareerCenter staff for visits and monitoring of the summer program
opportunity.
● Must adhere to all Labor Laws and Child Labor Laws.
10. Youth in the YETE program obtain 100-hour educational and work experience, which often
shapes career trajectory. Assistance is handed-off to CareerCenter which is tasked with getting
the youth into further vocations and/or 2 year college, connecting academic and occupational
learning: Career Launch and Money Matters curriculum knowledge is applied directly in the
workplace for a 64 hour (minimum) work-experience. Preparing youth for unsubsidized
employment: CareerCenter liaison’s goal is to have the youth leave the system completely and
connecting youth to the business community through intermediary entities and explain how the
WFDS will incorporate the required youth program elements: YETE embeds its most at-risk
youth into the employment/professional local community and teaches the employment
community (ideally) that if they want an employable, independent, and reliable future workforce,
it needs to help develop this for themselves and their community.
The NC connects with outside organizations and businesses to further support the youth in
gaining these skills. They also integrate resume building and interview practice into youth
program curricula.
The CareerCenters use labor market information gathered through O*NET, CWRI, local
employers, and other resources to assist youth in making career choices. They provide work
experience opportunities, job shadowing, work readiness assessment, and job fairs to connect
youth to the business community and to prepare them for employment. Partnering with other
youth organizations helps the CareerCenters to provide the 10 youth elements in an efficient and
more comprehensive way. Each partner has strengths which can build off from what another
partner can offer. See the example given under integrated cross-program strategies.
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11. Non-eligible youth are able to receive all of the information center and Wagner-Peyser
services available at the CareerCenter. The CareerCenter managers follow CWMWIB’s Youth
Enrollment Policy. These services include use of computers, fax, copier, and phones;
participation in a wide variety of workshops; assistance with on line applications; access to labor
market information, educational, and self-assessment materials; referrals to community
resources; job fairs; and, specialized employer recruitment events. Since there are many eligible
youth in need of assistance, CareerCenters do not enroll or spend WIA support or training dollars
on non-eligible youth.
12. Feedback from CareerCenter Consultants, ASPIRE Specialists, VR Counselors, employers,
staffing agencies, educators and trainers in Region 3 that work with anyone looking for work on
a daily basis. The Support Services Committee has already identified several key barriers and
agencies and providers that help people deal with those barriers. They primary barriers to
employment in Region 3 are child care, transportation, soft skills, education, and a combination
of substance abuse, mental illness, and previous criminal background.
13. Working relations with Job Corps and other youth programs are developed and fostered to
create and maintain clear lines of communication. To further integrate these programs, Job Corps
and other youth program agencies serve on the Youth Council. Through this collaborative
understanding staff in Local Area III give and receive direct referrals from Job Corps and other
youth programs such as Jobs for Maine’s Graduates, Technical Center programs, and life-skill
programs. Meetings with Job Corps recruiters, youth and other youth programs take place as
needed and typically occur onsite at the youth program agency. Take 2 (T2) is a program
operated by YOUTHBUILD and brings participants to CareerCenter trainings and Job Fairs as
appropriate.
Many youth come back for career guidance years after YETE. Many prefer off-site
opportunities, and Job Corps has been utilized. Some need help with college, and have been
driven in-person to campus for assistance by YETE associates. Some need resume assistance,
and are referred to Waterville’s Business and CareerCenter. Some need a complete refresher and
Work-Ready is utilized. CareerCenter connection is continued after YETE completes and
coordinator works closely with representatives and action plans.
E. Administration and Performance
1. The CareerCenters of Central/Western Maine deliver the of the required One-Stop partners
in a seamless and integrated manner to job seekers, incumbent workers, youth and businesses.
During 2012, the Area III Board developed a comprehensive MOU in the form of the One Stop
Operator Agreement between the Central/Western Maine Workforce Investment Board; Area III
Service Providers; the Maine DOL, Bureau of Employment Services and Bureau of
Rehabilitation Services, Division of Vocational Rehabilitation and Division for the Blind and
Visually Impaired. The purpose of the Agreement is to specify the role and responsibilities of
the One Stop Operator as they relate to implementing, managing and operating the One Stop
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system in Androscoggin, Franklin, Kennebec, Oxford, and Somerset Counties, otherwise known
as Local Workforce Investment Area 3 under the Workforce Investment Act. This document has
helped integration and delivery efforts by outlining how the services provided by each of the
required and optional partners are coordinated and made available through the CareerCenters.
The CareerCenters employ additional methods for integrating its services with other workforce
programs. Managers and staff from WIA, Wagner-Peyser and Vocational Rehabilitation have
joint staff meetings to discuss what each organization does so they can jointly work together on
projects beneficial to customers. They meet review/exchange information to make sure there is
no duplication. Implementing this strategy enables them to jointly determine whether there are
any gaps or duplication in the One-Stop Center’s (or community’s) service delivery structure.
See Section II B. 2 for more information on seamless service delivery strategies.
Working with Partners CareerCenters have several partners with whom they coordinate in order to provide services to
customers. They are continually developing new linkages with groups that wish to have a
presence in the CareerCenter and hope to increase the number beyond those listed below as
needs dictate.
Unemployment Compensation: The CareerCenters work closely with the Bureau of
Unemployment Compensation to ensure fair and seamless service to mutual customers.
CareerCenter staff have been trained to assist customers with the new Internet claim filing
system; fax and phones are also available for customers to file claims. Training approval letters
are now sent electronically to UI, thus, reducing the chances for delays in UI checks. The
required follow-up for WIA enrolled customers is based on the UI wage records, which are also
available to CareerCenter staff.
Labor Market Information System: There are Labor Market Analysts available from the
Maine Center for Workforce Research Information to job seekers, employers, and staff on a
referral basis to provide in-depth Labor Market Information (LMI). In addition the LMI system
has been upgraded to be more user-friendly for CareerCenter staff and customers.
Job Corps: Job Corps information and recruiter are available upon request to meet with and
assist youth interested in accessing Job Corps services as well as those returning to the area upon
completion of their Job Corps training. This staff person is also a member of CWMWIB Youth
Council.
Title IVC Veteran’s Program: A Title IVC Veteran’s Representative assists Veterans in the
CareerCenter Information Center(s) with core services and meets with referred Veterans to
determine eligibility for Veterans training funds. Customers may be co-enrolled in WIA for
comprehensive and seamless case management. See Section II D. 1 for details about services for
Veterans.
Department of Health and Human Services: MDOL has a Memorandum of Agreement with
Department of Health and Human Services to affect public assistance recipients with regard to
their work experience and employment needs. This new memorandum of agreement is being
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carried out with the 12 full service CareerCenters and the 16 DHHS offices. In addition,
customers utilize WIA core services at the CareerCenters and some choose to work more in-
depth with an Employment Counselor. Intensive and Training services are also available to
DHHS participants if needed. The same service options are also part of the Rapid Response
Initiative process.
The Department of Health and Human Services (DHHS) recently awarded Maine Medical
Center (MMC) a grant to do assessments on TANF and SNAP recipients, and will use space at
the CareerCenters to conduct their assessments. MDOL was also recently awarded a grant to
assist in job search and job development. In Lewiston there will be two CareerCenter
Consultants to work with this population and with employers. The positions are for 2 years with
the potential for renewal. The customer flow pattern should be: start at DHHS – referred to
MMC – referred to CareerCenter – enter a job or back to DHHS for additional services.
Adult Education: Adult Education is also a major partner in providing the WorkReady
Credential and ESOL courses for Lewiston’s multinational population. They come to the
Lewiston CareerCenter to meet with customers and provide information about programs offered
at adult education locations. Adult Education is a significant service provider for the other
CareerCenters as well and they meet onsite with customers.
SCSEP: Senior Community Service Employment Program information is available in the
CareerCenters to assess potential customers who wish to learn more about and participate in this
employment program. The CareerCenters can also serve as an onsite training facility for SCSEP
recipients.
2. CWMWIB reviews performance in all WIA Adult, Dislocated Worker, and Youth Services
programs by means of both regular quarterly reports from each Center and an Area-wide
Quarterly Report developed by LWIB Staff. These reports are regularly discussed and evaluated;
the Board works with the Maine DOL/BES to review performance levels and to develop
corrective action as necessary.
Program monitoring has two primary purposes: (1) to ensure that the CareerCenter system is in
compliance with the intent and substance of the rules governing funding streams, and (2) to
provide an understanding of the systems operating to achieve overall workforce investment
goals. Monitoring tools explore the working relationships that make a difference to customers in
terms of the breadth and depth of services. The objective of monitoring programs is to learn how
the partners are working together for seamless integration of services, not to make a
determination of whether the level of integration is above or below an arbitrary level. Ideally
therefore, monitoring has a formative rather than a summative function.
These standards are evaluated and corrective actions are taken if the performance falls short of
expectations. The required performance measures are monitored on a quarterly basis upon
review of the quarterly reports. Additionally, service strategies are discussed and planned prior
to the commencement of the plan year to meet desired outcomes. If the goals are not met on a
quarterly basis, the CWMWIB Executive Director will ask the service provider to provide a
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written explanation outlining why the goal has not been achieved and what steps will be
implemented to ensure compliance with the goals and when the estimated date of compliance
will be. In some instances, the Executive Director and/or the Board will also request the Maine
Department of Labor to provide technical assistance to local service providers.
The local area engages in continuous improvement activities by using performance data to
contribute in this process. Staff training is done on an integrated basis between WIA funded
staff and Wagner-Peyser staff to determine service strategies to achieve each funding programs
negotiated performance.
3. CWMWIB will follow the outlined process below which will result in competitive selection
of service provider(s) that will offer intensive services for WIA adults and dislocated workers, as
well as youth design framework services and youth program element services provided with
WIA funds – effective on or before July 1, 2014. CWMWIB, in collaboration and partnership
with the CLEOs of Androscoggin, Franklin, Kennebec, Oxford and Somerset counties, will begin
the process of developing RFPs for Adult/Dislocated Worker service delivery and Youth service
delivery. The following benchmarks and schedule has been established that will result in
competitive selection of service providers:
DATE ACTIVITY
July 1, 2014 Research/develop procurement materials
October 1, 2014 RFP solicitations are published
October 22, 2014 Bidder’s Conference is held
November 5, 2014 Conference response posting
December 19, 2014 Proposals are due 4pm (EST)
February 13, 2015 Finalist presentations if needed
February 27, 2015 Successful bidder is announced
July 1, 2015 Contractor/s begins PY 2015
In reference to awarding grants and contracts for activities carried out under WIA Subtitle I,
CWMWIB and its two service providers (BES, WMCA) refer exclusively to the Eligible
Training Provider List (ETPL) that is maintained by MDOL when procuring training services. If
one of the service providers wants to secure training outside of the ETPL, they refer the vender
to MDOL to be registered on the ETPL. See Section II D. 2 for further explanation regarding the
selection of training venders. Community-based organizations and faith-based organizations are
made aware of any procurement opportunities in the same manner as other venders; typically
through an announcement in one or more local newspapers, announcement to the Board and
CLEO members and the Youth Council.
4. CWMWIB promotes efficient use of administrative resources at the local level to avoid
duplicative administrative costs that could otherwise be used for service delivery and training.
Eliminating duplication has been and continues to addressed through purposeful integration of
services as described earlier in Section II E. 1. To ensure there are no duplicative administrative
costs the following activities occur on an annual basis, each one provides an avenue to monitor
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administrative costs:
A cost allocation plan is developed.
A fiscal monitoring review is conducted on-site at CWMWIB by the Maine Department
of Administrative and Financial Services.
A fiscal financial audit is conducted by an independent auditing firm.
5. The four LWIBS have a Reciprocity of Services Policy Statement for WIA programs. This
policy is designed to partner with other LWIAs for efficiency purposes and includes reciprocity
of services within a local area and for services involving two or more local areas. The efficiency
gained is through Staff from each LWIB working closely together to ensure that seamless and
easily accessible services are offered with the customary high level of customer service. In all
cases, the case manager who sees the customer first usually notifies other potentially involved
CareerCenter immediately of customer arrival. Additional efficiencies occur through
collaboration between LWIBS for grant applications that have been sought for statewide
workforce development initiatives (e.g. Aging Worker Initiative).
6. See the following sections for descriptions on ways in which CWMWIB will utilize the
following waivers – Customized Training, Incumbent Worker training: (Section I B. 6; Section
II D. 4).
SECTION III - PLANNING PROCESS ASSURANCES
1. See Section I F for details on the process of input into the development of the local plan.
WIA 5-yr Local Plan Process and Timeline
Activity Start Date End Date
Data collection by sub-committees 11/21/2013 1/17/2014
Create draft local plan 1/20/2014 2/28/2014
Steering Comm. Review/approve draft Local Plan 2/28/2014 3/4/2014
Board review of local plan 3/5/2014 3/7/2014
Board meeting to approve local plan 3/7/2014 3/7/2014
Draft local plan revisions/additions 3/7/2014 3/12/2014
Public Comment period 3/12/2014 4/11/2014
Address public comments received 4/11/2014 4/15/2014
Submit local plan to MDOL 4/15/2014 4/15/2014
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2. The draft plan was given to the Steering Committee on February 28, 2014 for their review and
comments. The draft plan was sent to the CWMWIB Board on 3/7/14 for their review and
approval. Once the Board approved the draft plan it was sent to the CLEO, all participants of the
focus groups and all partners in the One Stop CareerCenter that are responsible for planning or
administering programs covered in the local plan for review and comment. The draft plan was
posted for a 30 day public comment from March 12, 2014 through April 11, 2014. No public
comments were received during that time period.
Attachments
A. Forty occupations: fastest projected rate of job growth/largest projected net job loss
B. Published Notice establishing timeline to obtain public input on local plan
C. Published comments received / addressed (none received)
D. LWIB PY13 Common Measures Negotiated Performance Goals
E. LWIB/CLEO Agreement
F. LWIB/One-Stop Operator Agreement
G. Priority of Service Policy(s)
1. Policy Governing Youth Enrollment Priority of Service
2. WIA & NEG Veterans’ Priority of Service Policy
3. WIA Adult & Dislocated Worker Enrollment Policy
H. LWIB Procurement and Sole Source Policy
I. Any other LWIB policies cited in the plan narrative
1. Policy Governing Individual Training Accounts (ITA)
2. WIA & NEG Participant Supportive Services Payment Policy
3. Incumbent Worker Policy
4. Policy Governing OJT
5. Reciprocity of Services Policy
J. CareerCenter Business Outreach Plans
K. Local Plan Guidance and Instructions
L. CWMWIB Organizational Chart