State Employment & Training Commission
John J. Heldrich, Chair
Members
April Aaronson, Director, Division of Health & Human Services
Dana Berry, Executive Director, Starting Points for Children
Robert L. Bildner, President, RLB Food Distributors
Hal Burlingame, Sr. Executive Vice President, AT&T
Michael Cantwell, Business Manager, Plumbers & Pipefitters, Local 9
Jerry Cunningham, Chatham, New Jersey
Honorable George F. Geist, Assemblyman, District 4
Honorable Mel Gelade, Commissioner, Department of Labor
Honorable Michele K. Guhl, Commissioner, Department of Human Services
Henry F. Henderson, CEO, HF Henderson Industries
Honorable David Hespe, Commissioner, Department of Education
Stephen C. Hornik, Sr., Jackson Township, New Jersey
Andrea B. Karsian, Executive Vice President, Toresco Auto Group, Inc.
Honorable Jane Kenny, Commissioner, Department of Community Affairs
Frank H. Lehr, CEO, Frank H. Lehr Associates
Jody L. Levinson, Vice President, Health Care Systems – Johnson & Johnson
Rev. Msgr. William Linder, CEO, New Community Corporation
Honorable Robert Martin, Senator, District 26
Brian McAndrew, Superintendent, Monmouth County Vocational School
Honorable Gil Medina, CEO, Commission on Commerce & Economic Growth
Carol Novrit, Director, Morris/Sussex/Warren Workforce Investment Board
Harvey Nutter, CEO, Opportunities Industrialization Centers
Arthur J. O’Neal, Flemington, New Jersey
Robert Prunetti, Mercer County Executive
Julio Sabater, President, Universal Communication Enterprise
Herbert A. Whitehouse, Managing Attorney, Whitehouse Law Firm
Harriet Hems Wright, Owner, JH Wright Construction, Inc.
Henry Plotkin, Executive Director
Commission Staff
Cindy Chizmadia
Lansing J. Davis
Diane Evans
Edward Frontera
Karen Holmes
Nancy Kopp |
Paulette Laubsch
Deborah O’Kane
David Novak
Cynthia Povich
Marian Sulkowski
Ann Watkins |
September 1, 2000
Dear Commission Colleague:
I am pleased to present you with a copy of the 1999 Annual Report of the State Employment and Training Commission. This document reflects some of the highlights of last year’s activities and achievements.
Our Annual Report also provides an overview of the Commission’s ongoing initiatives to prepare the State to meet the federal requirements of the Workforce Investment Act, along with the current and future needs of its citizens.
As we embrace the challenges of the future, I am confident that our plans to improve New Jersey’s workforce investment system will make a difference.
By providing employment, education and training to all its citizens, you have truly made New Jersey a good place to live and work.
Sincerely,
John J. Heldrich Chairman
1999: Putting the Pieces Together
“…in New Jersey, we are hard at work
preparing our State for the increased
competition that increased globalizatio
will bring.”
Christine Todd Whitman
Governor, State of New Jersey
|
The passage of the Workforce Investment Act (WIA) of 1998 required all states to submit plans describing to the United States Department of Labor their policy and implementation strategies for a unified system of employment, education and training. Because New Jersey was ideally poised for early implementation, the State chose this option and was among the first states to submit its plan on April 1, 1999. Activities carried out throughout 1999 by the various partners focused on “putting the pieces together” – developing plans and processes that would assure that New Jersey’s workforce investment system remained a national leader under the Workforce Investment Act.
There has been a sense of accomplishment shared by the partners of the system. The Strategic Five-Year Unified State Plan for New Jersey’s Workforce Investment System was submitted to Washington in April 1999. The vision of the State was encapsulated in this submission and has received approval. In October 1999, the operational plan was submitted and awaiting approval. These Plans reflect a unified approach that involve representatives of Workforce Investment Boards, the private sector, state agencies, unions, local agencies, and a wide range of stakeholders in an open process that developed New Jersey’s vision for the future.
New Jersey is proud of the effort expended to ensure that its economy would continue to benefit from the availability of a skilled workforce. In the end, the purpose of the workforce investment system is to guarantee that students, workers, those seeking employment, and the employer community are provided the opportunities they need to succeed. New Jersey’s planning for the Workforce Investment Act was a crucial step in assuring sustained prosperity and economic opportunity.
In many ways, the Workforce Investment Act of 1998 reflected major policy innovations initiated in New Jersey over the past decade. For example, state and local Workforce Investment Boards were firmly established in New Jersey well in advance of the passage of WIA and One-Stop Career Centers were also implemented. Indeed, New Jersey should be proud of the extent to which federal legislation replicated its workforce investment policies.
Although the State had established A Unified State Plan for New Jersey’s Workforce Readiness System in 1992 and revised in 1996, the challenge for the State Employment and Training Commission (SETC) was to use its existing policy framework as the foundation for a five-year plan that would satisfy the requirements of WIA and meet the unique needs of New Jersey. The key decision made by the partners was that New Jersey would submit a Unified State Plan. This was a significant decision because it required all state agencies that were part of the workforce investment system to submit a common plan to the federal government. This necessitated unprecedented cooperation among the major state agencies and support from localities. The SETC orchestrated the process to facilitate the broadest possible participation. In the end, this resulted in the development of a plan that is as comprehensive as any in the nation.
The State Employment and Training Commission formed work groups consisting of representatives or designees from state agencies, local officials, unions, and the private sector to engage in a deliberative process, the goal of which was to write the most far-reaching plan possible. Since the plan was to be for a five-year period, it was decided that New Jersey’s plan would offer a comprehensive policy umbrella that would allow maximum flexibility for local WIBs. However, it was also determined that, consistent with New Jersey’s economic development efforts, the plan should be based on the labor market demand-side strategy. This means that New Jersey’s workforce investment system would be attuned to the rapidly changing labor market in the State and able to quickly adapt to provide the skill sets required by that labor market. For too many years, the workforce investment system has been reactive to the labor market and it is the firm goal of this plan to create a system to anticipate changes in the labor market.
It is fair to say that changes in the labor market are more profound than at any other time in America’s history. In New Jersey and across the nation a new economy has emerged that places an extremely high premium on a skilled and educated workforce. Skills that might have led to good jobs and good wages in the past are no longer sufficient in this new economy. At no time in America’s past has there been such a high correlation between what you earn and what you know.
At the core of the Commission’s strategy was the understanding that in all tiers of the occupational hierarchy - from entry- to high-level jobs – increased skills were being demanded. For example, secretaries now need to be information managers; auto mechanics must be able to read and understand computerized diagnostics; and workers on assembly lines need to be able to repair the machines they operate. A revolution in human knowledge has taken place. As computers and information technology dominated and transformed the workplace, whole occupational categories disappeared to be replaced by new occupational categories that were not even dreamed of a decade ago.
Whole new ways of doing business have arisen with startling speed. For instance, B2B (business to business) has become a more efficient way for businesses to interact with each other. Utilizing Internet-based technology, billions of dollars worth of goods are transferred between businesses. In a more popular vein, e-commerce has led to whole new businesses, B2C (business to consumer) in which millions of consumers buy products on-line. The way we purchase good and services, including homes, cars, books, medical advice and even groceries, is undergoing a deep transformation. All these changes mean new jobs requiring different skill sets. Designing Internet websites, installing DSL or cable modems, programming in Java or C++, repairing and installing networks, and providing same day delivery for products ordered on the Internet are among the growing occupations for this new economy.
It is fair to say that the transformation of the American economy and the rise of the Internet have not yet been fully grasped and the full implication of this new economy will play itself out over the coming years. The intent of the Strategic Five-year Unified State Plan for New Jersey’s Workforce Investment System is to ensure the anticipated future needs of the labor market are translated into employment, training and education programs that meet the needs of students, workers and those seeking employment and the employer community. In the end, the Commission’s goal is to make sure that no New Jerseysan is left behind.
The following sections provide a brief overview of the Commission’s ongoing responsibilities and efforts to prepare the State to meet the Federal requirements, and the current and future needs of its citizens.
Unified State Plan Activities
The State Employment and Training Commission coordinated a host of activities necessary to develop the Unified State Plan for its April 1st submission and the Operational Plan for the October 1st submission. In addition, the SETC formed a number of work groups and committees that met on an ongoing basis to develop policies and procedures necessary to ensure the smooth implementation of the various components of WIA. To understand the breadth of these efforts, the following sections summarize the work of these groups.
Administrative Data System
To meet the data collection needs of the system, this group addressed the development of a new One-Stop Operating System (OSOS). The Department of Labor has been investigating this type of system, and its workgroup was expanded to include representatives of the various partner agencies. As a result, the system design was modified to provide a mechanism for capturing all data elements necessary for the workforce investment programs as well as sharing information with the vendor report card system.
The work group recommended that the administrative data collection system and participant tracking system be designed for all workforce investment activities, ensuring linkages to the One-Stop Performance System, the Consumer Report Card, and the Career Information Delivery System. Allocations, disbursements, expenditures, fund balance information, tracking reports, and the ability to engage financial holdbacks were included in the design.
Adult Literacy
This group investigated the adult literacy delivery system currently in place and developed preliminary recommendations, pending the establishment of the State Council for Adult Literacy and Education Services. The recommendations included developing a mission statement, consolidating literacy resources at the WIB level, and the revision of funding to better support extended and intensive literacy training.
Demand Side Strategy
This work group acted on specific steps necessary for New Jersey to bring together information on jobs and the workforce with information on skills training, education, technology and future labor market demands. The goal of the group was to establish a clear strategy for matching government programs and services with real needs of the employers and citizens. The group outlined a regional planning strategy flexible enough to allow for reconfiguration as needed to address specific issues. Another major recommendation was to make available certain labor market information at each Workforce Investment Board (WIB) meeting to ensure that the local WIBs were focusing on local as well as state issues.
Funding and Area Designation
The work group studied available resources, the geographic configuration of One-Stop partner programs, transportation issues and other relevant materials and recommended that New Jersey’s workforce investment system be county-based. This recommendation was followed to the extent that the WIA permitted and resulted in the designation of 17 local areas. The areas recommended to the Governor were: Atlantic/Cape May, Bergen, Burlington, Camden, Cumberland/Salem, Essex, Gloucester, Hudson/Jersey City, Mercer, Middlesex, Monmouth, Morris/Sussex/Warren, Newark, Ocean, Passaic, Somerset/Hunterdon, and Union. The WIBs will develop an administrative funding budget that will be in accordance with the local plans.
Other issues addressed by the group included the use of the “hold harmless” provision, permitted during the initial year of implementing the Workforce Investment Act, and the use of alternative formulas permitted by the Act. It was recommended that the “hold harmless” be maintained and alternative allocation formulas not be used to provide New Jersey’s local areas with stable funding irrespective of short-term changes in pay rates and unemployment. The removal of the “hold harmless” provision would have dramatically shifted the allocation of resources within the State at a time when local areas were transitioning to the One-Stop system.
Guidelines for Workforce Investment Boards
Issues of Workforce Investment Board (WIB) membership and guidelines for operation were addressed by this work group. The guidelines established included recommendations for diverse WIB membership, membership qualifications, appointment procedures, and creation of subcommittees.
Guidelines for Workforce Investment Boards -
Chief Elected Officials Agreement
New Jersey recommended that a Memorandum of Understanding (MOU) be developed between the Workforce Investment Board (WIB) and the Chief Elected Official (CEO) to ensure a clear understanding of roles and responsibilities of each entity. An MOU template was developed for such a document that reflects changes in federal and state policy regarding workforce investment activities in the local area.
Guidelines for Workforce Investment Boards -
One-Stop Partner Memorandum of Understanding
This work group was charged with developing the guidelines for the WIBs on the MOUs that must be negotiated at the local level. A template for this MOU was developed along with the recommendations that local MOUs address the following:
· Expected performance standards and goals for partners; including service protocols;
· Identification of One-Stop operators;
· Identification of One-Stop partners;
· Services to be provided to individuals;
· Services to be provided to employers;
· Certifications of nondiscrimination and equal opportunity provisions;
· Funding of operating costs; and,
· Duration of agreement and procedures to amend the agreement.
A checklist for One-Stop implementation was developed to provide a comprehensive list of items that should be considered in the development of local MOUs and local plans. This comprehensive list provides a menu of services, administrative activities, and possible roles for the partners. Some items listed may not apply to specific local areas.
Individual Training Account Payment (ITAs) System
The design of a payment system for Individual Training Accounts (ITAs) was this work group’s responsibility. The system will be linked to the One-Stop Operating System (OSOS). This will integrate the payment of vendors and reporting of individual grant activities. The system will also be linked to the Vendor Approval Process.
The group recommended that, in general, ITAs would be limited to an average of $4,000 for skill training programs for dislocated workers and adults. The ITAs for low-income individuals will have no state imposed limit. The average amount for remedial education, including English as a Second Language, will be $1000. The ITAs must join other financial resources such as PELL grants, Tuition Waiver Program and the Workforce Development Partnership Program. The ITAs are awarded with customer choice as a primary focus. In cases with multiple vendors providing the same quality course, the amount awarded will be the lowest amount unless there are other compelling reasons (such as availability of transportation) for selecting another vendor.
Legal and Regulatory Issues
Current state laws and regulations to compare with the federal WIA legislation was investigated by this work group. Although the general consensus was that the SETC was in compliance as a “grandfathered” entity, it would be in the best interests of the State to broaden the SETC membership. This will be accomplished by expanding certain membership categories and ensuring at least a 51% private sector membership.
It was logical that a state entity also be implemented to address all youth issues and that it would parallel the relationship between the State Workforce Investment Board (the SETC) and the local Workforce Investment Boards. Therefore, the Commission is working with the Governor’s Office to establish the State Youth Council through an Executive Order to be signed next year.
Local Planning Guidelines
The Workforce Investment Board (WIB) Membership and Guidelines Work Group developed local planning guidelines. The guidelines included all aspects required by the federal legislation, but were in a form that addressed New Jersey’s priorities. The guidelines included parts needed in the plan - the introduction, administrative information, needs of both business and individual customers, assessment of resources, and the One-Stop System – and emphasized the State’s position that local plans must address the system and not only the WIA-funded programs. In addition to the topics mandated by the State, local plans must address any regional planning efforts in which the WIB is involved.
One-Stop Career Center System
The One-Stop Work Group developed guidelines for operating protocols for the local One-Stop Career Center System. The relationship of services within the system was charted so all partners could understand how individuals were linked to appropriate services regardless of the funding mechanisms. Guidance concerning specific protocols was established in conjunction with the One-Stop Technical Assistance project. Minimum service criteria for partner agencies in the system were developed.
The major recommendations from this group included: The WIB areas would impose operating protocols on the One-Stop system service delivery; agencies whose facilities were not designated as “core” locations would be known as “members” of the system; and the WIBs could impose additional criteria for designation.
Vendor Assessment System/Consumer Report Card
The work group proposed linking the Vendor Approval and Performance Management System to the Consumer Report Card System that the Evaluation Committee had proposed, based on the recommendations from the John J. Heldrich Center for Workforce Development, Bloustein School of Planning and Public Policy, Rutgers University. The group also discussed linking various systems with the Approved Provider List. The Work Group recommended that the:
· Heldrich Center template be accepted as the basis for the Consumer Report Card;
· Common standards for the system be developed;
· Social Security Numbers be used as identifiers for participants and vendor reporting;
· Follow-up activities be in 6-month intervals over a two-year period; and,
· All partners adopt the vendor approval and performance process being developed by the SETC.
Functions and working relationships will change as a result of this process. A chart showing the relationship was developed so the various partners of the system could identify their roles.
Youth Investment Councils
This work group developed guidelines for the creation of Youth Investment Councils. These Youth Investment Councils will have the responsibility for planning and overseeing each area’s service delivery system for young people. The objective is to develop a comprehensive service system designed to improve career and employment opportunities for all youth. The planning requirements for the Youth Investment Councils will be incorporated into the planning instructions for the WIBs.
It is important that these plans link federal, state and local youth initiatives into a comprehensive youth strategy and plan. Guidelines for the design of the system and the design of youth programs were issued. Definitions of program elements for youth programs were also developed.
Capacity Building
One-Stop Technical Assistance Meetings
During 1999, the State Employment and Training Commission conducted seven one-day training sessions, in conjunction with the Camden County Workforce Investment Board/One-Stop Career Center System Technical Assistance, Analysis, Facilitation and Evaluation Services. More than 125 participants from One-Stop partnering agencies attended each statewide meeting. Key topics on the agendas were:
· Review the information concerning the implementation of the One-Stop System under the Workforce Investment Act of 1998, using USDOL regulations and state planning requirements. Teams were formed to deliberate on key One-Stop issues relative to the Strategic Five-Year Unified State Plan for New Jersey’s Workforce Investment System.
· Discussion of key One-Stop issues relative to the Unified State Plan submitted to Washington in April 1999. The results of three meetings provided the committee feedback on local issues involving One-Stop Core and Intensive services.
· Discussion of goals and implementation strategies for the Workforce Investment Act, One-Stop Career Centers, and the Unified State Plan.
· Development of definitions for Core and Intensive services as well as Memoranda of Understanding. The results of the work teams were shared with the all participants to assist others in “Best Practices” statewide.
· Discussion of excerpts from the Unified State Plan applicable to the One-Stop Career Center System and review information from local teams as to how they relate to local operations.
Ongoing Projects
Evaluation Committee
The Evaluation Committee was responsible for a number of tasks that included the review of the report “Toward a Performance Management and Vendor Evaluation System Under the Workforce Investment Act.” The Heldrich Center for Workforce Development provided a proposal for a system to evaluate vendor performance that had been contemplated prior to the passage of the Workforce Investment Act (WIA.)
With the WIA implementation, it became apparent that this proposed system could be the framework for the Consumer Report Card that is required by law. Recommendations made by the committee for the performance management and vendor evaluation system were incorporated into the proposal and became the basis of the Consumer Report Card. This was also a part of the April 1 submission of the Unified State Plan. As the recommendations for this vendor evaluation system are implemented, the new system will provide information that can be used by the citizens of the State as well as program administrators.
Workforce Development Partnership Program Evaluation
During 1999, the Heldrich Center conducted the evaluation of the Workforce Development Partnership (WDP) Program. This was the second year of a two-year contract. The Technical Assistance Group (TAG) reviewed the work done by Rutgers and provided information and recommendations to better reflect their evaluation of the system. The report provided descriptive information on participants of the individual training grant component and program impacts by training and worker characteristics. Comparison information on the WDP program impacts on earnings and employment were also presented. Additionally, the study looked at the impact of the Customized Training program as perceived by the employer and the training participant. The results of this evaluation provide information for future policy in the area of training.
WIB Directors Meetings
There were a total of nine WIB Directors meetings held last year. A major focus of these meetings was developing strategies for WIB Directors to implement WIA at the local level. Discussion also included initial steps to be taken in a strategic planning process and One-Stop activities.
Interagency Activities
State Rehabilitation Council
Both an SETC member and staff member sit on the State Rehabilitation Council (SRC). This group focuses on the needs of individuals who are blind or visually impaired or have other disabilities. Although interested in all facets of life for these individuals, there has been a renewed interest in ensuring accessibility to the One-Stop Career Center System. Presentations have been made as to what the system is and what is envisioned for the future. As an advocate group for one part of the population, the SRC has been attempting to bring to light special needs of this group and how these needs can be met.
One-Stop Operating System
The US Department of Labor began designing a participant tracking system that would be used for the One-Stop system. This tracking system, known as the One-Stop Operating System (OSOS), is being modified in New Jersey as the data collection source for all participants and will be linked to the performance management systems that are part of the Consumer Report Card. The planning for such a system involved representatives from the various partner agencies including: the Departments of Human Services, Labor, and Education; the Commission on Higher Education; and local Workforce Investment Boards.
Wage Record Interchange System
The Workforce Investment Act requires the use of wage record data for follow-up information on system participants. A significant limitation is the fact that a number of individuals who are part of the population for which outcomes are being tracked secure employment in another state. There is a need to share wage information from other states to capture data on that part of the population.
The Department of Labor has a committee looking at the federal Wage Record Interchange System (WRIS) and how it would impact New Jersey if we chose not to participate in the program. The SETC has participated on this committee since it has responsibilities for evaluating the training programs and the information from WRIS could be very useful.
NJIT Brownfields Economic Redevelopment Program
New Jersey Institute of Technology (NJIT) and the New Jersey Transportation Planning Authority (NJTPA) submitted a proposal for funding a Transportation and Community and System Preservation Pilot Program. This proposal was designed to look at the economic redevelopment potential of Brownfields properties in the State and develop plans for transferring these properties into viable sites. The SETC was involved at the early stages of this process since the proposal included sections on how human capital needs would be addressed as these sites were developed. The NJIT and NJTPA contacted the SETC for grant input. Now that the grant has been awarded, the SETC will continue its involvement in this project by serving on both the Advisory and Steering Committees.
The Project/Policy Oversight Group
The Project/Policy Oversight Group (POG) is comprised of representatives of the Departments of Transportation and Labor, the State Employment and Training Commission, and New Jersey Transit. This group has been meeting on a regularly scheduled basis for the past two years to ensure that Job Access and Reverse Commute Grant Program resources and information are disseminated throughout the State.
The Job Access program provides competitive grants to assist states and localities in developing flexible transportation services to connect welfare recipients and other low-income persons to jobs and other employment-related services. The Reverse Commute Program is authorized to provide transportation services for all populations to suburban employment centers from urban, rural and other suburban locations.
The POG reviewed the Job Access and Reverse Commute grant applications using the following criteria:
· Coordinated human services/transportation planning process involving state or local agencies that administer Temporary Assistance to Needy Families (TANF) and Welfare-to-Work programs, the community to be served, and other area stakeholders;
· Unmet need for additional services and the extent to which they will be met through this grant;
· Project financing, including sustainability of funding and financial commitments from human service providers and existing transportation providers; and,
· Use of innovative approaches, employer-based strategies, and linkages to other employment-related support services, and other methods that are effective in meeting program goals.
The first round of funding was completed in 1999, and a second round will be awarded in 2000.
Town Meetings
The development of the Unified State Plan involved many individuals from various departments and agencies. Prior to both submissions, local town meetings were convened to solicit input into the process. These activities were held throughout the State and provided useful comments that were incorporated into the two documents.
Publications
Primer for Local Elected Officials
A primer was developed and distributed to all Local Elected Officials (LEOs). This publication provided an easy-to-read compendium of important aspects of the Workforce Investment Act. Since both the Workforce Investment Boards and the Local Elected Officials have major roles in creating, changing and implementing workforce investment policies that will enhance local economic development and also meet the needs of the local labor market, it is essential that the LEOs understand the system and its ramifications. Considerable time and effort were expended to ensure that the document provided sufficient information for the officials to assume their roles in the system.
Conferences
Job Retention Conference
The Department of Human Services’ Office of Policy and Planning joined the Department of Labor and the State Employment and Training Commission to use grant monies from the United States Department of Health and Human Services/Administration for Children and Families to provide a one-day statewide conference and three regional forums, as well as acquiring technical expertise and consultant services to assist in this process. The statewide conference was held in May.
Hundreds of stakeholders (clients, employers, local program operators, and other professionals attended the conference which focused on the employment and advancement needs of this population, developed a more targeted policy focus, investigated alternative solutions to retention and career advancement issues, and identified retention barriers for Work First New Jersey participants.
The sessions provided the following outcomes:
· Provided summary descriptive information on job retention and advancement strategies in operation throughout the state;
· Developed expectations and performance measures for post-employment service providers;
· Developed data on outcomes for recipients of retention services; and,
· Reviewed the effectiveness of retention services offered as part of Work First New Jersey, New Jersey’s welfare reform program.
The work undertaken through this initiative will contribute to state policy discussions and may be included in national discussions.
One-Stop Conference
The 1999 One-Stop Conference “Putting the Pieces Together” was held December 13-15, 1999. The conference focused on private sector leadership for the millennium, transition to WIA, value added to human resources, future planning for youth and building partnerships in a One-Stop environment as envisioned by the Unified State Plan for New Jersey’s Workforce Investment System. During the three-day conference, over 45 workshops were offered that covered a broad range of topics relating to the One-Stop system. More than 700 people registered for the conference and an average of 500 participants present each day. Plenary sessions included presentations by: Mel Gelade, New Jersey Commissioner of Labor; Warren Simmons, Director of the Annenberg Institute for School Reform; Brown University; James W. Hughes, Dean, Bloustein School of Planning and Public Policy, Rutgers University; Joseph Seneca, Chair, Governor’s Council of Economic Advisors and Academic Affairs, Rutgers University; Grace Kilbane, Administrator, Office of Workforce Security, US Department of Labor and Rev. Keith A. Marshall, Sr. Pastor, Macedonia Baptist Church. An exhibit area was provided for non-profit organizations to display information and materials. These displays provided an opportunity for participants to learn more about other organizations. A computer room, equipped with four computers and a technician, was set up for participants to explore the Workforce New Jersey Public Information Network (WNJPIN) and other related One-Stop information.
Regional Forums
As a follow-up to the Statewide Job Retention Conference, three regional forums were held in the state. These sessions focused on regional needs and issues relating to job retention and advancement. Employers and system professionals shared information on processes that were successful and those that needed more work. In addition, the employers met separately prior to the sessions to discuss their roles in the system.
Training
Vendor Evaluation and Performance Management
At the January 1999 Commission meeting, staff from the Heldrich Center for Workforce Development gave a presentation on a proposed system for vendor evaluation and performance management. This presentation was done in conjunction with the delivery of the technical report they developed in accordance with the Memorandum of Understanding (MOU) between the Heldrich Center and the Commission. This technical report and the creation of a web site on vendor evaluation were funded through the One-Stop Implementation grant. This concluded the tasks that were to be delivered by Rutgers for One-Stop evaluation under the existing MOU.
One-Stop Career Development Curriculum
A One-Stop Career Development training curriculum was developed for One-Stop Front Line Workers. The course was available to all One-Stop partners. This course was designed to prepare those working in a variety of career/workforce development settings to work more effectively with their customers. Fourteen community colleges participated and had instructors attend “train the trainer” sessions. A total of 250 One-Stop Front-Line Workers attended the course during 1999. At the end of the course, the SETC sent a questionnaire to participants to assess their satisfaction with the course and to determine how to improve it.
Technical Assistance and Training Corporation
“Best Practices” Group
The SETC convened a meeting with staff from the Departments of Education and Labor to provide information for approving training providers in New Jersey. This meeting was held at the request of the Technical Assistance and Training Corporation, Washington, D.C., contracted by the USDOL to hold “Best Practices” group meetings to discuss the process for approving training providers under the Workforce Investment Act.
Grant Activities
In its planning and oversight roles, the SETC was involved in various grant-writing activities. A summary of such activities includes:
· Individual Training Account Grant Proposal – The SETC convened a group that represented both state and local interests and developed a proposal for a demonstration grant to address some innovative ways of dealing with an at needs population.
· Regional Consortium Building Activities – The SETC assisted the AFL-CIO with developing the necessary contacts for a consortium building grant proposal. The SETC also provided assistance to the Gloucester County College Consortium that also submitted a grant proposal.
· Transportation and Community and Systems Preservation Pilot Program – NJIT and the NJTP developed a proposal to address the Brownfields redevelopment. The SETC provided input into the proposal and convened appropriate WIB Directors for an orientation session. The SETC also participated on the Advisory and Steering Committees.
Legislative Activities
On September 12, 1999, the Senate approved Bill S-1448 that established, within the State Employment and Training Commission, a permanent Council on Gender Parity in Labor and Education. The Council oversees the State’s efforts to provide gender equity in labor, education, and training. The Council consists of 13 members who are individuals with experience in the fields of labor, education, and training or gender equity. New Jersey is in the forefront of gender parity as there is no other entity like this Council in the United States.
1999 Calendar of Activities
January
8 - WDP Program Review, Trenton
19 - SETC Meeting, Piscataway
21 - WIB Directors Meeting, Lawrenceville
27 - Evaluation Committee Meeting, Trenton
29 - One-Stop Technical Assistance Meeting, Edison
February
3 - Unified State Plan Meeting, Trenton
10 - Administrative Data Subcommittee meeting, Trenton
17 - Evaluation Committee Meeting, Trenton
17 - Unified State Plan Meeting, Trenton
18 - WIB Directors Meeting, New Brunswick
23 - Town Meeting, Randolph
26 - State Rehabilitation Council Meeting, New Brunswick
March
3 - Unified State Plan Meeting, Trenton
5 - Literacy Focus Group Meeting, Trenton
10 - Technical Advisory Group for WDP Program, Trenton
11 - WIA Implementation Training, Philadelphia, PA
12 - WIA Implementation Training, Philadelphia, PA
15 - Unified State Plan Meeting – All-Day Retreat, New Brunswick
16 - One-Stop Technical Assistance Group Meeting, Trenton
17 - Core USP Planning Committee Meeting, Trenton
18 - WIB Chairs and Local Elected Officials Meeting, New Brunswick
22 - SETC Meeting, Piscataway
24 - Best Practices Meeting, Trenton
26 - Unified State Plan Town Meeting, Trenton
31 - Customized Training Meeting with Bloustein School, Trenton
31 - OSOS Project Team Meeting, Trenton
April
15 - WIB Directors Meeting, Lawrenceville
20 - Meeting with Customized Training and Community College
Representatives, Bloustein School, New Brunswick
21 - Public Sector Planning Committee Meeting, Trenton
30 - Evaluation Committee Meeting, Trenton
May
3 - WRIS Meeting, Cromwell, Connecticut
Quality and Continuous Improvement Symposium, USDOL, Trenton
4 - Job Retention Conference, Cherry Hill
5 - OSOS Project Team Meeting, Trenton
6 - ITA Meeting, Trenton
11 - USP Core Planning Meeting, Trenton
14 - Meeting with DOL on Evaluation Committee Recommendations, Trenton
14 - Meeting with Response Team, Trenton
17 - Business Service Representatives Meeting, New Brunswick
19 - ITA Meeting, Trenton
20 - WIB Directors Meeting, Lawrenceville
24 - Funding Issues Committee, Trenton
24 - OSOS Meeting, Trenton
25 - Evaluation Committee Meeting, Trenton
26 - Older Worker Annual Awards, Lawrenceville
26 - Youth Council Committee Meeting, Trenton
26-27 NJ DOL Youth Program Regulations Work Group Meeting, Trenton
28 - MOU Committee Meeting, Lawrenceville
28 - OS Meeting, Trenton
28 - WRIS Meeting, Trenton
June
1 - SETC Meeting, Piscataway
4 - Review with USDOL representatives on WIA Plan, Trenton
4 - One-Stop Meeting, Trenton
NJ Commission on National and Community Service Meeting, Cherry Hill
7 - One-Stop Technical Assistance Meeting, Edison
8 - TSG Meeting, Trenton
9 - WIB Guidelines Meeting, Trenton
9 - Youth Council Meeting, Trenton
10 - WRIS Meeting, Trenton
11 - OSOS Project Team Meeting, Trenton
15 - SETC Evaluation Committee meeting, Trenton
16-17 GSETA Conference, Atlantic City
22 - One-Stop Technical Assistance meeting, Trenton
23 - Public Sector Planning Meeting
Youth Council Meeting, Trenton
24 - ITA Meeting, Trenton
28 - ITA Subgroup Committee Meeting, Trenton
29 - USP Core Planning Group Meeting, Trenton
July
1 - NJIT Brownfields presentation, Trenton
1 - Vendor Assessment Meeting, Trenton
6 - One-Stop System Services to Employers, Trenton
7 - Brownfields Steering Group, Trenton
7 - Youth Council Meeting, Trenton
8 - One-Stop Technical Assistance Meeting, Edison
13 - Meeting with Project 55 Plus Coordinator, Trenton
13 - Demand-Side Strategy meeting, Trenton
13-16 1999 JETT-CON Conference, Washington, DC
15 - WIB Directors Meeting, Lawrenceville
15 - ITA Meeting, Trenton
20 - Youth Council Meeting, Trenton
20 - ITA Committee Meeting, Trenton
20 - OSOS Meeting, Trenton
21 - TSG Meeting, Trenton
23 - Welfare-to-Work Review, Trenton
26 - Public Sector Planning Committee Meeting, Trenton
27 - WIB Guidelines, Trenton
29 - WDP-TAG Meeting, Trenton
August
3 - Meeting on SOICC and Skillsnet, Trenton
4 - Meeting on Customized Training Data Needs, Trenton
4 - Evaluation Committee Meeting, Trenton
5 - WIB Directors Meeting, Trenton
12 - OSOS Committee Meeting, Trenton
18 - Capacity Building Meeting on Business and Education, Trenton
September
6 - OSOS – Vendor Approval Interface Meeting, Trenton
7 - ITA Eligible Grant Proposal follow-up Meeting, Trenton
14 - Southern Regional Forum on Job Retention, Camden
15 - Meeting with Prosperity New Jersey, Trenton
21 - WIB Directors meeting, Lawrenceville
21 - NJ Data Center Conference, Princeton
27 - Eligible Training Providers Process Meeting, Trenton
28 - Consortium Grant Meeting, Gloucester County College
29 - Meeting with AFL-CIO on Consortium Grant, Trenton
November
1 - Meeting on Skillsnet with Heldrich Center, New Brunswick
5 - Statewide Independent Living Council Conference, Toms River
16 - SETC Commission Meeting, Piscataway
18 - WIA Workshop, New Brunswick
29 - WDP TAG Meeting, Trenton
30 - WRIS Meeting, Trenton
December
10 - State Rehabilitation Council Meeting, New Brunswick
13-15 New Jersey One-Stop Conference, Atlantic City
22 - Annual Quality Cup of Excellence Competition, Salem County Vocational Technical School, Woodstown
Acronyms
AFL-CIO American Federation of Labor – Congress of Industrial Organizations
ASPA American Society of Public Administrators
CEO Chief Elected Official
CIDS Career Information Delivery System
DHS Department of Human Services
DOL Department of Labor
GSETA Garden State Employment and Training Association
ITA Individual Training Account
JETT-CON Joint Employment and Training Technology Conference
LEO Local Elected Official
MOU Memorandum of Understanding
NJDOL New Jersey Department of Labor
NJDVRS New Jersey Division of Vocational Rehabilitation Services
NJIT New Jersey Institute of Technology
NJTPA New Jersey Transportation Planning Authority
OS One-Stop
OSCC One-Stop Career Centers
OSOS One-Stop Operating System
POG Policy Oversight Group
SCALES State Council on Adult Literacy and Education Services
SETC State Employment and Training Commission
SILC Statewide Independent Living Council
SOICC State Occupational Information Coordinating Committee
SRC State Rehabilitation Council
TAG Technical Advisory Group
TANF Temporary Assistance for Needy Families
TSG Technical Steering Group
USDOL United States Department of Labor
USP Unified State Plan
WDP Workforce Development Partnership
WFNJ Work First New Jersey
WIA Workforce Investment Act
WIB Workforce Investment Board
WNJPIN Workforce New Jersey Public Information Network
WRIS Wage Reporting Information System
YIC Youth Investment Council
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