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

15

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

16

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)

18

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

27

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