21st Century Registered Apprenticeship and the Workforce System John Ladd, Administrator Office of Apprenticeship

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1 21st Century Registered Apprenticeship and the Workforce System John Ladd, Administrator Office of Apprenticeship NAWB Conference March 27, 2017 Employment and Training Administration Office of Apprenticeship

2 ApprenticeshipUSA An exciting national renewal and reimagining of registered apprenticeship is taking place across the country. Opportunity to leverage this renewal to support Administration goals to promote business growth while providing more Americans the ability to participate in an expanding economy.

3 ApprenticeshipUSA: Double and Diversify the Number of Apprentices 375, ,000 FY 17 Annual Goal 513,348 FY 17- Q1 Number of Active Apprentices 750,000

4 Core Components of Registered Apprenticeship Employer Involvement Is Integral Employer is the foundation for the RA program and must be directly involved and provider of OJL Structured On-the-Job Learning with Mentoring Minimum of 2,000 hours Structured and Supervised Related Training and Instruction 144 hours recommended per year Parallel Front-loaded Segmented Options Rewards for Skill Gains Increases in skills brings about increases in earnings National Occupational Credential

5 You are part of a movement to expand Registered Apprenticeship across America. Branding Apprenticeship USA Strategic Approach AAGI Grantees FY 16 Apprenticeship Appropriation SEA s & Accelerator Sessions Outreach LEADERs International Agreements Flexibility Partnerships Organization Flexible Program Design and Partnership Models NASTAD & SAA s RACC Fed. Agencies Foundations Technology Training Resources Innovation ApprenticeshipUSA

6 WIN WIN - WIN Impressive Individual Outcomes $300,000+ Lifetime Earning Advantage Impressive Public Benefits $28 in benefits for every $1 invested by the Government.* #ApprenticeshipWorks Impressive Business Outcomes For every dollar spent on apprenticeship, employers get an average of $1.47 back in increased productivity. *(Source: An Effectiveness Assessment and Cost-Benefit Analysis of Registered Apprenticeship in 10 States, Mathematica Policy Research, 2012)

7 The FY 16 ApprenticeshipUSA Initiative Features $90 Million to Expand Registered Apprenticeship. $90 million Accelerator Industry & Equity Partners $9.5 million $30 million $50.5 million State Expansion $175 million American Apprenticeship

8 Many companies are using registered apprenticeship Background Companies Registration Opportunities

9 SEAs Established In Key Industry Sectors Boston, MA Information and Communication Technologies (ICT) San Francisco, CA Advanced Manufacturing Chicago, IL Construction Philadelphia, PA Energy Dallas, TX Community Colleges Washington, DC Public Service Washington, DC Transportation and Logistics Atlanta, GA

10 Transforming Apprenticeship Registered Apprenticeship College Consortium (RACC) 957 Apprenticeship Training Centers Electrical Training ALLIANCE Finishing Trades Institute Heat & Frost Insulators & Allied Workers Sheet Metal and Air Conditioning Industry National Elevator Industry Educational Program United Association of Plumbing & Pipefitting 15 National, Regional, State Organizations American Association of Community Colleges AFL-CIO Building and Construction Trades Council on Adult and Experiential Learning (CAEL) Colorado Community College System North Carolina Community College System Ohio Association of Community Colleges Ohio Board of Regents Oregon Department of Community Colleges and Workforce Development 302 colleges joined the RACC Collegiate Consortium for Workforce and Economic Development South Carolina Technical College System Southeast Maritime & Transportation Center (SMART) Technical College System of Georgia (TCSG) University of Alaska System VA Tidewater Consortium for Higher Education 10 Wisconsin Technical College System

11 High School Registered Apprenticeship Employers Dual enrollment High School College High school student Registered Apprenticeship and CTE

12 Registered Apprenticeship Works for Industry and Workers Build a Competitive Workforce Employers Facing Complex Workforce Challenges in Competitive Domestic and Global Markets Time-Tested Model Proven Strategy for Recruiting, Training and Retaining World-Class Talent Used by Industry for Decades (and longer!) Adaptable and Flexible Registered Apprenticeship is a Solution and Can Be Integrated into existing Training and Human Resources Development Strategies!!!

13 B O A R D Membership State and Local Board membership was recommended before and now required under WIOA Strategic Opportunities: Review and development of statewide policies to support alignment Continuous improvement of the workforce system Reviewing/Commenting on State (or Local) Plan A representative who is a member of a labor organization or training director from a joint labor-mgt apprenticeship program or, if no joint program exists, a representative from an apprenticeship program.

14 P L A N N I N G Registered Apprenticeship is required to be incorporated into strategic planning. A discussion of career pathways is also required for both State and Local/Regional Plans and RA is included in the definition of career pathways. State and Local Plans have been inconsistent and varied in terms of the level of incorporation of RA as a talent development strategy. Two-Year Plan Modifications represent another opportunity that will be here before you know it.

15 E T P s and the E T P L The ETPL or Eligible Training Provider List pertains only to the RTI component of a Registered Apprenticeship program (and ITAs are needed to access ETP training options). RA program sponsors are automatically eligible to be ETPs and are required to provide only minimal information in order to be placed on the ETPL. There has been inconsistent implementation of statutory intent insofar as minimum burden Lengthy application requirements Requirements to apply to every Local Board

16 F U N D I N G R A The Workforce System Can Support the Pieces of RA Programs. OJT On-the-Job Training or On-the- Job Learning (OJL) OJT is funded through contract, not through Individual Training Accounts (ITAs). OJT contracts can cover one or multiple apprentices and, in most states, the potential OJT reimbursement under WIOA has been increased from 50% to 75%. RTI Related Training and Instruction Under WIOA, all classroom training is funded through ITAs. In order to take advantage of potential ITAs, the RA program must be on the ETP List. In addition to individual ITAs for individual apprentices, utilizing contracts for cohort training is also possible. Supportive Services Including Tools and Child Care WIOA formula funds can be utilized to provide a range of supportive services. Also, if an ITA is used to fund the RTI, the ITA can also be used to provide supportive services.

17 P E R F O R M A N C E Registered Apprenticeship Supports the WIOA Required Metrics Employment in 2 nd Qtr After Exit Employment in 4 th Qtr After Exit Median Earnings in 2 nd Qtr After Exit Credential Attainment Measurable Skill Gains Since Registered Apprenticeship IS employment, this would be a positive outcome as long as the apprentice remains in the RA program or completes the RA program Apprentices earn a wage from day one and programs include progressive wage increases commensurate with skill gains as a core component A Registered Apprenticeship Certificate of Completion is a recognized post-secondary credential under WIOA and can be attained during participation or up to a year after exit Unlike other metrics which are exit-based, this metric pertains to interim progress as in a longerterm Registered Apprenticeship program (e.g., completion of one year of the OJT component)

18 DOL.GOV/Apprenticeship: New Resources Quick-Start Toolkit 5 Step Format to take you from exploring to launching a Registered Apprenticeship Program. prenticeship_toolkit.pdf Federal Resources Playbook Guide to resources from various Federal Agencies to support Registered Apprenticeship. ces/playbook.pdf DOL Registration Site An electronic apprenticeship standards builder that allows potential new sponsors to build and register their program online. RACC Site Find information on becoming a RACC member and a database of college members and sponsors.

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27 ALIGNING RESOURCES FOR REGISTERED APPRENTICESHIP Geri Scott, Program Director Building Economic Opportunity Group Jobs for the Future March 8, 2017

28 ABOUT JFF Jobs for the Future works to ensure that all lowerincome young people and workers have the skills and credentials needed to succeed in our economy. The promise of education and economic mobility in America is achieved for everyone. To achieve our mission, we focus on three goals: 1. All lower-income young people graduate high school on a clear path to college completion and career success. 2. All underprepared students gain the skills they need to earn postsecondary credentials with high labor market value. 3. All lower-skilled workers obtain the education and training required to move into family-supporting careers with clear paths for advancement.

29 JFF S CURRENT APPRENTICESHIP WORK American Apprenticeship Initiative grant to expand Industrial Manufacturing Technician (IMT) Apprenticeship to eight states Manufacturing Single Industry Partner (Manufacturing) Office of Apprenticeship (OA) contract Equity Partner OA contract Sub-contractor to Working for America Institute H1B grant to design and implement new IMT Apprenticeships in three states Sub-contractor to National Retail Association Multi-Industry Partner (Retail and Hospitality) OA contract Sub-contractor to Maker & Maher as coach to OA Expansion states Technical Assistance provider to YouthBuild USA to expand their pre-apprenticeship strategies to new industries.

30 KEY ELEMENTS OF JFF S APPRENTICESHIP STRATEGY Engage workforce intermediaries to market apprenticeship to unions and employers Use intermediaries to provide ongoing support in managing apprenticeship programs Leverage federal, state, and local resources to underwrite training costs of apprenticeship Educate employers, unions, industry associations, etc. on the apprenticeship model and its comparative advantages using multimedia approaches Embed apprenticeship in career advancement strategies by accessing industry credentials and academic credit

31 KEY ELEMENTS OF JFF S APPRENTICESHIP STRATEGY Collaborate with national partners to expand access to targeted audiences Build small scale community of practice among intermediaries and partners to: Strengthen knowledge of apprenticeship regulations and procedures Exchange ideas on successful employer and union outreach techniques Strategize innovative ways to access training resources Leverage expertise for presentations to employers, conferences, etc.

32 EXAMPLES OF ALIGNMENT 1. Accessing Training Tuition Resources Problem: JFF s American Apprenticeship Initiative grant pays for intermediaries to provide marketing, TA in becoming RA sponsor, and implementation support, but not tuition for training. Solutions: Intermediaries help sponsors apply for ITAs from local workforce boards Intermediaries reached out to states to be included in state Accelerator and Expansion proposals to OA Intermediaries participated in applications for America s Promise grants Intermediaries leveraged MEP training funds JFF provided one-time incentive funds from Manufacturing Partner contract

33 EXAMPLES OF ALIGNMENT 2. Employer Engagement Problem: Some AAI grantees have encountered problems marketing their apprenticeship programs to employers. Solutions: JFF deployed industry and apprenticeship subject matter experts from our Manufacturing Industry Partner contract to conduct mini job task analysis with prospective employers to demonstrate the relevance of the apprenticeship programs to the companies skill development needs. JFF s manufacturing marketing executive attended AAI meeting to build relationships and offer ongoing TA in designing employer outreach plans.

34 EXAMPLES OF ALIGNMENT 3. Scheduling RTI with minimal disruption to production schedules Problem: Some employers have too few apprentices to form a cohort, or are not located near an appropriate training provider. Solutions: AA- funded intermediaries develop training cohort comprised of apprentices from multiple companies, each with smaller number of apprentices AAI grant formed partnerships with TAACCCT grantees to leverage distance learning capacities developed under TAACCCT to deliver RTI to apprentices at company location. Both grants were able to take credit for the outcomes.

35 EXAMPLES OF ALIGNMENT 4. Offering quality pre-apprenticeship programs Problem: Apprenticeship candidates, particularly those from non-traditional backgrounds, do not pass apprenticeship screening criteria. Solutions: OA s Equity and Industry Partners, as well as other intermediaries, can help analyze apprenticeship curricula to identify the educational and skill pre-requisites to incorporate into pre-apprenticeship programs AA- funded intermediaries develop training cohort comprised of apprentices from multiple companies, each with smaller number of apprentices Pre-apprenticeship programs operated by organizations with special expertise in issues of women, limited English speakers, people of color, or other non-traditional groups incorporate special coaching and curriculum features to address their specific needs, such as tool identification, physical fitness, or dealing with harassment.

36 GERI SCOTT Program Director Building Economic Opportunity Group TEL FAX Broad Street, 8 th Floor, Boston, MA (HQ) 122 C Street, NW, Suite 650, Washington, DC th Street, Suite 900, Oakland, CA