FOR TITLE I OF THE WORKFORCE INVESTMENT ACT AND THE WAGNER-PEYSER ACT

For the period of July 1, 2007 - June 30, 2009

2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Guam’s Workforce development has embarked on a major effort to plan the territory’s workforce future aligned with the new National Workforce Initiatives and guidelines. Vision: To provide leadership, strategic guidance, and resources that is valuable to the Workforce Investment System. Mission: Our commitment is to provide program services to improve the quality of life and (to improve the Standard of Living) of our citizens by maximizing their potential for employment in a competitive economy NEW STRATEGIC DIRECTION EMPHASIS AND CONTINUATION OF STRATEGIC GOAL AREAS (TRANSFORMATION CONTEXT) Guam’s Workforce Investment System continues to evolve reflecting a long history of the many GWIB dealings and the varied challenges and shifting priorities shaping our island economy and community. This experience continues and the latest round supports a demand-driven workforce system with a shift toward a broader scope entitled: “Planning for Transformation” aligned toward thinking regionally. The importance of thinking regionally allows our market economies to build on our unique competitive advantages and creating a culture and climate of entrepreneurship and innovation. The next two years leverages a more coherent operational base in support of purposeful growth and high impact strategies that will rely on how well we achieve the alignment of employment, education, and economic development resources and assets. This document represents the culmination of the many workforce conversations, meetings, conferences, and listening sessions over the past two years. These sessions continue to shape the outcomes, actionable strategies, and goal areas with specific input coming from surveys, capacity building sessions, and program delivery of pilot initiatives. This includes the most recent comprehensive assessment of the Agency for Human Resources Development- One Stop Career Center (OSCC) delivery system. The workforce strategic planning team presents a modified state plan with the corresponding plans of work integrating the latest national strategic emphasis 1 . This also includes the recent USDOL ETA, Region VI onsite review report requiring immediate corrective actions and are incorporated into the applicable goals and prescribed actionable strategies. This includes recommendations for refining current programming practices. These revisions continue to build on the progress realized in the first two years and serves as essential building blocks designed to enhance our workforce mission and vision. In summary, these discussions express a common consensus from responsiveness on leveraged and integrated systems toward transformation and refining/replicating best practices. This approach reflects our uniqueness and sensitivities toward providing solutions for those looking for the best employer, the best employee and the right career.

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
STRATEGIC PLAN FRAMEWORK The proposed strategic goals and the accompanying objectives in the modified and new work plan reflect a renewed emphasis on the success gained from implementing plans of work previously framed under 10 separate goal areas and now integrated through this modified plan under 5 core goals. The latest presentation continues to reaffirm the GWIB’s need to be relevant and to continue to foster a climate for working toward a broader unified focus on achieving the quality workforce Guam and the region deserves. This approach continues to integrate and transform the efforts of both Guam’s Workforce Investment Board (GWIB) partner policies and programs, to include the redirection of programs and resources directed by the Department of Labor/Agency for Human Resources Development. In line with this, the Department of Labor/Agency for Human Resources Development in concert with the GWIB have incorporated the latest addition of the regional economies posturing by the Western Chief Executives 2 . The first two years focused on years 1 and 2 strategic initiatives identified by past GWIB summits and conferences and which continue to be core areas of programming interest and support. These strategies follow the strategic direction in the U.S. Department of Labor State Planning Guidelines (SPG) for the Pacific jurisdiction. The actionable elements in years 1 and 2 describe the support of all the concerted efforts from the governance and programming levels. This includes plans that address the integration efforts for programming, data reporting, accountability, case and portfolio management, and expected overall improvements to our partnership and one-stop programming. The portfolio review continues to build on the ongoing One-Stop systems assessments and integration strategies for job development, job retention, and governance agreements. Performance will reflect SPG performance measures or be tailored to reflect existing programs. Criteria may change over this modified planning period for existing program review as issues and workforce priorities emerge. This approach continues our leveraging strategies and investing in capacity of our workforce system and begins to shape both economic analysis and workforce data that will strengthen program evaluation and policies. These overarching goals intend to be transformational goals that will begin to transition and institutionalize the success of today’s workforce system. We expect that this alignment will result in an effective delivery of programs responsive to a demand driven system for employers, employees, youth, and adults and shifting to the next threshold of transforming our system to be competitive. This plan continues to serve as a guiding piece for workforce funded collaborative programs and their respective planning units and as a reference in developing new areas for plans of work (POWs). These strategic goal areas embrace the following: Guam’s Workforce Investment Infrastructure anchor system, Guam’s Workforce Delivery system and Guam’s Workforce Community Collaboration system. In support of our posturing for high growth, Goal areas 1 and 2 address the environmental context to support growth-oriented businesses. This is will be realized through improving the quality of the delivery and information environment to provide the right sustainable connection to nurture and develop adaptable human resources. This also speaks directly to how well we deliver on the business of providing job seekers access to skills and job training.
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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
While the corresponding areas of working toward creating an acceptable business climate remain, providing the right investment incentives for Guam and businesses improve both quality and standard of living, provide adequate infrastructure necessary and establishes components for firms to grow and invest more. These continuous improvements require synchronizing efforts and equal attention from all fronts. We continue to strengthen and institutionalize the right processes that create a dynamic economy, sourcing various workforce best practices that reflect both today and preparing for the future demands of our work environment. To navigate successfully through the many workforce challenges that lay ahead, the modified and expanded goals provide the support needed and the necessary programming and delivery infrastructure. The OSCC, Goal 1, and Goal 2 (One Workforce Reporting System - Data collection and alignment) continue to be our programming emphasis. The addition of the eWorkforce initiative provides the just in time and right connection to the world of electronic commerce and two-way communications to receive information and disseminate current information for job seekers and employers. Delivering on the life long learning and learning continuum philosophy is captured through the nestled sub plans embedded within Goal 3; and represents our colorful descriptor of capturing Guam’s diverse audience and their placement within the modeled learning continuum. The YADIS represents our sensitivity to the unique challenges and issues that surround workforce development and investment pertaining to youth, adults, dislocated, incumbent workers, and the latest addition Senior Citizens. YADIS represents our purposeful blending strategy designed to ensure cross planning occurs across all workforce programs supporting but not limited to this core group. This includes programming efforts to fold continuing education into non-traditional pathways by engaging both communities and nongovernmental organizations. Moving the Youth learning continuum agenda calls for feeder initiatives and strategies for youth employability training/academic remediation achieved through the GWIB’s Youth-to-Work: Passports to Careers as a core emphasis. While there are many variations of programming, and training curriculums for youth, Passport-to-Careers begins a much needed shift to individual program efforts toward fostering a coordinated program environment through the offering of a family of common programs for youth career /training/education programs. All in support of increasing the opportunities for preparing Guam’s youth for productive careers and work. This sub plan area also represents the workgroup consortia composed of the various educational institutions and committees and represents our proposed strategies to address the neediest youth agenda (Sub POW 3A2). All this adds to the growing need to support a Talent Development strategy calling for overall support across the spectrum of job seekers accessing skills and job training and resources to offset the cost of continuing education and training (POW3E). The support for life long learning continuum welcomes the recent Apprenticeship programming efforts. This is evident in the passage of local legislation Public Law 28-42 the Guam Registered Apprenticeship Program 3 (GRAP) and the finalizing of rules and regulations for carrying out the program elements. This also includes broader support through the creation of a Joint-training board for Guam and the region creating a focal point for promoting and supporting a positive environment for connecting future apprentices to right training and career pathways (POW 3B). This goal area seeks to also expand and strengthen efforts around the many strategies designed primarily to create sustainable feeder systems for pre-apprenticeship and apprenticeship programs.
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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
The shift from a Guam only Workforce System towards a region wide workforce agenda represents the latest addition to the jurisdictions regional economies framework. This includes the establishment of the Regional Workforce Development Council and their specific task of developing a Regional Workforce Strategic Development Plan in support of the various workgroup workforce issues along the seven (7) priorities identified by the Western Chiefs of Micronesia 2 . (POW3F and Plan of Work 4F: 4F1, 4F2). Fostering the right environment for Entrepreneurship Education builds on the successful best practices from partners and collaborators both locally, regionally and nationally. This calls for specific investments in fostering an entrepreneurial climate that encourages local business startup and requires a myriad of innovative non-traditional strategies. These are start points that begin to build on the various strategies and aligns well with the regional economies approach (POW 3C). Goal area 4 and the ensuing sub plans of work weaves the empowering communities thread through the dynamic multi-stakeholder collaborator environment. The national trend for increased partnerships with community collaborators requires a firm understanding of collaboration and the desired outcome that bring members together to achieve certain desired results. Understanding the various community linkages and practices of the various levels of collaboration (networks, alliances, associations, partnerships, coalitions, etc.) will ensure that the power structures respond accordingly and have the right capacity. Creating effective boards and committees speaks to the general programming environment of engaging leadership and effective governance and shift from antiquated practices to updated protocol and accountability practices (Sub POW 4B and 4B1 Goal 5). Folded in Goal area 4 is the community-based approach toward the much-anticipated high growth impact of proposed military growth, posturing, and planning activities proposed by the established 11 Civilian Military Task Force Subcommittees. The Civilian Labor Workforce subcommittee (Sub POW 4C) continues to meet to address the range of workforce issues and challenges poised by this high growth agenda. Current efforts include the assessment of the OSCC program delivery and attention to both workforce capacity and support for military spouses and dependents (Sub POW 4C2), and community outreach and impact assessments (Sub POW 4C2, 4C3) add to the list of high priority strategies for addressing the island’s growth shock around this community. Goal 5 provides the context for accountability and shaping the range of technical assistance offerings that we can consider as part of our funding strategies. The latest commitment is the addition of the Department’s Retention and Monitoring Unit (RMU). This also provides the basis for continuing our efforts to build and invest in prudent fiscal and management systems and human capital resources as we engage resources and expertise and technical assistance. This is a continuing work in progress that will be refined and lead toward the (5) year comprehensive strategic plan. Suggested statements intend to provide realistic and achievable guidelines for program effectiveness, delivery, and accountability as intended by the SPG framework: *Note much of the proposed actionable strategies are designed to be flexible and may be amended as needed.
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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
STRATEGIC GOAL 1: ENHANCE ONE-STOP CENTER PROGRAM DELIVERY FOR EMPLOYERS, EMPLOYEES AND CAREER STRATEGIES Integrated and Leveraged One-Stop Career Centers Sharing Accountability and Outcomes Create a collaborative/integrated One-Stop Center culture that promotes the best OSCC system within agencies and among partners Internet-Based Workflow System OSCC Marketing & Outreach One-Stop Career Center Innovations and Solutions: eWorkforce Case Management Flow Processes and Protocol OSCC Assessment and Evaluation Programs & Services

Plan of Work (POW) 1A: Sub POW 1A1 Sub POW 1A2 Sub POW 1A3 Sub POW 1A4 Sub POW 1A5 Sub POW 1A6 Sub POW 1A7

STRATEGIC GOAL 2:

EMPOWER PEOPLE AND COMMUNITIES THROUGH ENHANCED WORKFORCE REPORTING OF ECONOMIC AND WORKFORCE DATA FOR COMMUNITY SOLUTIONS Improving Workforce Information and Reporting System One Workforce Reporting System to expand the job development active ties of the Wagner-Peyser staff to include all workforce program needs. Expand job development activities of the Wagner-Peyser staff to include workforce program needs. Utilize a single Career Strategy Plan or Individual Service Strategy tilize among training programs to allow optimum training and support services to customers. Eliminate duplication of services and maximize training funds and placing emphasis on follow-ups Internet-Based Economic and Reporting Data System Promote collaborative, effective efforts by all partners, program staff, and service providers to acquire and use valid complete performance measures & program indicator data

POW 2A: Sub POW 2A1 Sub POW 2A2 Sub POW 2A3 Sub POW 2A4 Sub POW 2A5 Sub POW 2A6

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 2B Sub POW 2B1 Sub POW 2B2 Sub POW 2B3 Data for Economic and Community Solutions and Analysis Data Reporting, Validation System, and Data Reporting Conventions and Methodologies Technical Workgroup Support, Resources, and Training Data on Regional Economies Data Series Statistical Monographs

STRATEGIC GOAL 3:

ADOPT A YADI LIFE LONG LEARNING PHILOSOPHY AND INTEGRATE THE WORKFORCE LEARNING CONTINUUM AS THE GUIDING FRAMEWORK FOR THE POWER OF E3 ALIGNED WITH REGIONAL ECONOMIES Systems Approach to Youth, Adult, Dislocated Worker and Incumbent Worker (YADI) Programming Education Rewards Loan Program & Training Stipends Increased Opportunities for Preparing Guam’s Youth for Productive Careers and Work Youth-to-Work: Passport to Careers Youth Development Youth Resource and Asset Mapping Out-of-School and At-risk Youth Youth Cross-Agency Workgroup Youth Built & Job Corp Education Rewards loan Program

POW 3A Sub POW 3A1 Sub POW 3A2 Sub POW 3A2A Sub POW 3A2B Sub POW 3A2C Sub POW 3A2D Sub POW 3A2E

POW 3B Sub POW 3B1 Sub POW 3B2 Sub POW 3B3

Apprenticeship & Certification Programs Program Modeling & Replication Replication Job Coaches Capacity Building and Technical Assistance for Service and Training Providers Entrepreneurship Education Localizing Enterprise Facilitation Concepts Entrepreneurship Initiatives Career-based Learning Continuum Awareness and Integration Align workforce development with educational programs Talent Development
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POW 3C Sub POW 3C1 Sub POW 3C2 POW 3D: Sub POW 3D1 POW 3E

2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 3E1 POW 3F Sub POW 3F1 Sub POW 3F2 POW 3G: Sub POW 3G1: Talent Development through the learning continuum model Joint Training Board Local State Level Creation Regional Joint Training Council Career-based Learning Continuum Awareness and Integration Align workforce development with educational programs

STRATEGIC GOAL 4:

SUPPORT INCREASED ECONOMIC OPPORTUNITIES FOR GUAM RESIDENTS & COLLABORATION WITH BUSINESS, FEDERAL GOVERNMENT, AND NONGOVERNMENTAL ORGANIZATIONS AND FAITH BASED COMMUNITY Empower Communities Create a Multi-Stakeholder Workforce System & linkages for doing business and program delivery policies Marketing Branding and Workforce Outreach Initiatives, Marketing Campaign. Capacity Building & Technical Assistance for Faith-based Organizations Workforce Collaboration and General Programming Support

POW 4A: Sub POW 4A1 Sub POW 4A2 Sub POW 4B Sub POW 4B1

Sub POW 4C: Sub POW 4C1: Sub POW 4C2: Sub POW 4C3:

Civilian Labor Force Special Workforce Initiatives Civilian/Military & Special Impacts, Military Programming, and Workgroup Collaborators Military Workforce Strategy Initiative Military & Community outreach NGO’s Mayor’s

Sub POW 4D Sub POW 4D1 Sub POW 4E Sub POW 4E.1 Sub POW 4E2

Veterans and Work force Support and Training Veterans Programming and Technical Support Technical and Workforce Support for Women and Minority Groups (disadvantaged, disable, disabilities) Disadvantaged, Minority, and Women Programming Support and Technical Assistance Capacity Building and Program Shadowing and Mentoring, Technical

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Plan of Work 4F Sub POW 4F1 Sub POW 4F2 Regional Economies (WIRED Framework) Regional Workforce Council and Regional Workforce Strategic Development Plan External Economies: Regional Asset Resource Mapping and Needs Assessments

STRATEGIC GOAL 5:

Strengthen Guam’s Workforce Investment Governance and Workforce Community Leadership System GWIB Governance Flow Process GWIB Governance GWIB Resolutions, Official Communications and Memorandums Workforce Common Measures Integration Individual Training Accounts & Individual Strategy Plans Streamlining application process Waivers and Work Flex Program Awareness on educating communities about programs Workforce Property Leases Economic and Workforce Data Integration & Analysis Definitions and Standards and Acronyms

Plan of Work 5A Sub POW 5A1: Sub POW 5A2: Sub POW 5A3: Sub POW 5A4: Sub POW 5A5: Sub POW 5A6 Sub POW 5A7 Sub POW 5A8 Sub POW 5A9 Sub POW 5A10

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
STRATEGIC GOAL 1: ENHANCE ONE-STOP CENTER PROGRAM DELIVERY FOR EMPLOYERS, EMPLOYEES AND CAREER STRATEGIES 4 Integrated and Leveraged One-Stop Career Centers

Plan of Work (POW) 1A:

Realizing the power of e3 (Education, Employment, and Economic Development) for Guam’s Workforce Investment system begins to align the core programs critical for the long-term economic health and prosperity for our island community. Finding the right employer, the right employee and the right career through a leveraged and integrated one-stop system initializes the right investment priorities. This serves as the basis for benchmarking delivery capacity for emerging careers and focused areas of highest need. Goal 1 promotes the necessary program delivery and recruitment strategies among employers and employees. National Key Program Components: Enhanced integration of service delivery through One-Stop delivery systems nationwide; A demand-driven workforce system governed by business-led workforce investment boards; Maximum flexibility in tailoring service delivery and making strategic investments in workforce development activities to meet the needs of State and local economies and labor markets Sub POW: 1A.1 Objectives: A1.A A1.B A1.C A1.D A1.E A.1.F Sharing Accountability and Outcomes Attract, recruit, and retain a diverse quality workforce Carry out recruitment and participation strategies that reach and serve the best YADI base that distinguishes between job ready and job seeking. Set up enrollment targets to recruit the best not the most Integrate recruitment, coordination and articulation efforts among partners One-Stop-Career Center Resources GWIB Governance Support

Actionable Strategies (SA-SJ) SA1.A Career Path Programs in support of recruitment, retention, graduation placement of next generation of Workforce cohorts SA1.B Reorganize and reshape organizational structure of one-stop programs SA1.C Program evaluation & needs assessment using the appreciative method (See GWIB subcommittee assignments) SA1.D GWIB Governance Modeling RFP policy Framework 1. SA1.D1 Development and adoption of Resource Sharing Agreement amongst OSCC Partners o SA1.D1.a Development of Cost Schedule
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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
o SA1.D1.b Development of Guidelines and Allocation criteria 2. SA1.D2 Adoption and implementation of a Time Distribution System o SA1.D2.a FTE Allocation plan for employees assigned to multiple programs and supporting plans of work o SA1.D2b Activity Reports for Staff assigned on programs 3. SA1.D3 Cost Adjustments for Program Years cited o SA1.D3.a Cost Adjustment Plan for Compliance SA1.E SA1.F SA1.G SA1.H SA1.I SA1.J An automated OSCC program environment Updated OSCC Program material Job Bank linkages YADI Quarterly Reports OSCC outreach and Marketing Plan OSCC Program Brochures and E-OSCC

Outcome Indicators (OA-OL) OA1.A One-stop mailing list & semi-annual Newsletter OA1.B Needs Assessment Report OA1.C YADI Quarterly Reports placements OA1.D Number of persons participating in OSCC sponsored workshops, Job Fairs, and technical training. OA1.E OSCC Program Audit and Evaluation OA1.F Inventory of One Stop Resources Report & Linkage to Job Bank Services and programs OA1.G Training sessions for OSCC partners and support and program staff OA1.H Recruitment Plan OA1.I OSCC outreach & promotion plan OA1.J OSCC Governance MOU with partners OA1.K Automation and IT plan for client registry and services OA1.L OSCC Budget and Program Implementation Plan Year 1 & 2

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 1A2: Objectives: 1A2.A 1A2.B 1A2.C Create a collaborative/integrated One-Stop Center culture that promotes the best OSC system within agencies and among partners. Recognize and reward program administrators and program staff for exemplary performance and align closely with Governor’s Merit Cup Awards Program Standard reports Encourage and fund innovations for collaborative and interdisciplinary Approaches that improve the quality of program offerings

Actionable Strategies: (SA2.A-SA2.B) SA2.A Partner MOU revisions and realignment for Integrated and leveraged systems SA2.B Retreats and Training (Team Building Sessions) Outcome Indicators: (OA2.A-OA2.E) OA2.A Capacity Building OA2.B MOUs OA2.C Workforce Reports OA2.D Number of recognition and exemplary performance awards for best practices OA2.E Number of partner generated initiatives and localized workforce programs Sub POW 1A3 Objective 1A3.A 1A3.B 1A3.C Internet-Based Workflow System Showcase ways in which emerging technologies can help streamline workforce program delivery and improve coordination between participants, program people and the One-Stop System Website links to national Workforce data & program systems IT Infrastructure Resource plan

Actionable Strategies: (SA3.A-SA3.B) SA3.A Access to technology SA3.B Technical Training SA3.C Content and Software assessment for OSCC Outcome Indicators: (OA3.A-O3.E) OA3.A Use of Technology, and technology based tools supported learning activities 0A3.B Increased funding for technology programming and training OA3.C Automated reporting and number of networked systems OA3.D Number of program staff and administrators trained on systems, software and tools
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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
OA3.E 0A3.F Sub POW 1A4 Objective 1A4.A 1A4.B 1A4.C On-line registration systems Assessment and Resource Plan Marketing and Outreach Effective promotion of workforce-demand driven centered programs Target OSCC needs specifically (YADI) Incentives for innovative outreach and education: Consumer-centered programming

Actionable Strategies: (SA4.A-SA4.D) SA4.A Pilot “Workforce Minute” Promotions SA4.B Workforce Newsletter & Mailing lists SA4.C Workforce Brochures SA4.D Workforce Initiatives & Community Wide Campaigns Outcomes Indicators: (OA4.A-O4A.F) OA4.A Number of advertisements OA4.B Number of Radio spots OA4.C Number of Interviews OA4.D Number of Workforce Publications and Articles OA4.E Number of Information Requests or queries workshop attendance OA4.F YADI clients will increased their knowledge about workforce programs and training opportunities

Sub POW 1A5

One-Stop Career Center Innovations and Solutions: eWorkforce

The trends in connectivity provide the OSCC an opportunity to capitalize on the latest offerings of accessing the internet and improving OSCC program delivery to both clients and service providers. The context of electronic commerce and global trade calls for an appropriate programming platform responsive to the information needs and training needs of our workforce stakeholders. This sub plan focuses on increasing access to OSCC and Guam’s Workforce Investment system and expanding access to our regional markets. Additionally, this will include addressing the challenges/issues related to transportation needs of job seekers, employees looking for alternative transportation, and meeting other workforce needs. Objective 1A5.A 1A5.B 1A5.C OSCC eWorkforce curriculum beginner, intermediate OSCC Support Services OSCC Special Initiatives

Actionable Strategies: (S1A5.A-S1A5.C) S1A5.A Transportation Study in collaboration with transportation industry S1A5.B Assessment of partner support services
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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
S1A5.C Outcome Indicators: 01A5.A O1A5.B O1A5.C Sub POW 1A6 Needs assessments (O1A5.A-O1A5.C) Transportation Reports Inventory of workforce support services Number of transportation grants applied Case Management Flow Processes and Protocol

Over the last two years the OSCC system together with the various project teams have sought to increase the efficiency of the OSCC case management practices and implement right fit backoffice systems designed to streamline processes and case management interactions and accountability across programs and partners. As these practices begin to evolve and effect a systematic change across all programs and reporting systems as it relates to all YADI case referral, we hope to achieve improved programmatic accountability resulting in meeting customer/clientele training and referral needs. In addition we expect to deliver effective services that will facilitate the training and educational needs of the all OSCC and Workforce Investment Clients and collaborators. Objective 1A6.A 1A6.B 1A6.C Streamline Case management System and Promoting Overall Quality Welfare of Clients Standardized Reporting Systems that is Client-centered and Flexible Documentation, Monitoring, and Adjustments

Actionable Strategies: (S1A6.A-S1A6.C) S1A6.A Develop Comprehensive Case Management Resource Manual for Managers and Clients S1A6.B OSCC Peer Navigator Pilot System S1A6.C Program evaluation and periodic case system audits Outcome Indicators: 01A6.A O1A6.B O1A6.C Sub POW 1A7 Objective 1A7.A 1A7.B 1A7.C (O1A6.A-O1A6.C) Increased client referral systems Improved reporting of clients and placements Increase level of services across partners and service providers OSCC Assessment and Evaluation Programs & Services Periodic Program adjustment and Evaluation Updates and amendments to Case System Documentation, Monitoring, and Adjustments

Actionable Strategies: (S1A7.A-S1A7.C) S1A7.A Pilot Initiatives
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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
S1A7.B S1A7.C Outcome Indicators: 01A7.A O1A7.B O1A7.C Web Based Evaluation Systems Program Evaluation and Audits (O1A7.A-O1A7.C) Improved Programming Environment Feedback from Stakeholders, Clients, and Collaborators Increase Funding and Programming Levels

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
STRATEGIC GOAL 2: EMPOWER PEOPLE AND COMMUNITIES THROUGH ENHANCED WORKFORCE REPORTING OF ECONOMIC AND WORKFORCE DATA FOR COMMUNITY SOLUTIONS Improving Workforce Information and Reporting System

Plan of Work (POW) 2A:

Designing and improving the management and the accountability of programs supported by Federal funding for Guam’s Workforce system requires changes to the process by which partners and the workforce system operate. An integrated workforce reporting system provides the mandate, the direction and overall framework for workforce programming, timely reporting and credible information system. To be successful, this goal area builds on the initializing efforts of the Pacific WIASRD and is consistent with the intergovernmental partnership and programming structure of the Federal DOL ETA. A key feature of this section is the accountability components that begin to capture program outcomes that can quantify productivity and or determine efficiency and effectiveness of the current process practices. National Key Program Components: Customers making informed choices based on quality workforce information and accessing quality training providers; Improved development and delivery of workforce information to support workforce investment boards in their strategic planning and investments; Reporting against the common performance measures established for the Pacific Jurisdiction in concert with Region 6 of the Employment and Training Administration;

Sub POW 2A1

One Workforce Reporting System to expand the job development active ties of the Wagner-Peyser staff to include all workforce program needs.

Objectives: (2A1.A-2A1.H) 2A1.A Harmonized Data Reporting System 2A1.B Consistent Data Availability 2A1.C Automatic Generation of Federal/Local Reports 2A1.D Enhanced Payment Mechanism 2A1.E Real-time Statistics Based on Partner Requirements 2A1.F Automatic Digital System Edit Checks 2A1.G Digital Internal Controls for Audit Purposes 2A1.H Monitoring and Data Systems– Full integration and implementation of the Pacific WIASRD system for increased accountability

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Actionable Strategies: (S2A.A-S2A.G) S2A.A Data Needs Assessments S2A.B Centralized Reporting System S2A.C Shared Workforce Data Products and Reports S2A.D Capacity Building S2A.E Commission IT and Data Plan S2A.F Data Governance, Accountability and Policies S2A.G Adoption of IASRD system Outcome Indicators: O2A.A O2A.B O2A.C O2A.D O2A.E (O2A.A-O2A.E) Needs Assessment and Workforce Data Plan Technical Training for Staff and Management Number of data products used by partners Improved YADI programming Increased program accountability

Sub POW 2A2 Objective: 2A2.A 2A2.B 2A2.C

Expand job development activities of the Wagner-Peyser staff to include workforce program needs. Single point of contact for initial employer services Building job bank for all workforce programs Increase educational program access

Actionable Strategies: (S2A2.A-S2A2.C) S2A2.A Build Guam’s Workforce Brand or trademark S2A2.B Capacity Building S2A2.C Technical Training & Workshops, Seminars Outcome Indicators: (O2A2.A-O2A2.D) O2A2.A Number of participants attending and completing training O2A2.B Number of participants giving referrals to OSCC programs or case management O2A2.C Number of employers using the OSCC programs and services O2A2.D Number of education programs offering Life Skills training

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 2A3 Objective: 2A3.A 2A3.B 2A3.C 2A3.D To utilize a single Career Strategy Plan or Individual Service Strategy among training programs to allow optimum training and support Services to the customer. Provide quality service to our clients and maximize customer-training funds. Service and Training provider orientation and capacity development Promote teaming and collaboration among service and training providers Programming for dislocated and incumbent workers

Actionable Strategies: (S2A3.A-S2A3.D) S2A3.A Pilot mini-grant training incentives for alternative programs S2A3.B Training provider initiatives and Incentives for compliance S2A3.C Awards for program excellence among providers and partners S2A3.D Development of Training Orientation Modules and policies Outcome Indicators: O2A3.A O2A3.B O2A3.C O2A3.D (O2A3.A-O2A3.D) Number of participants submitting grants Case worker adoption Increase in training programs, technical and program resources Number of training materials and resources for case workers

Sub POW 2A4: Objective: 2A4.A 2A4.B 2A4.C 2A4.D

Eliminate duplication of services and maximize training funds and placing emphasis on follow-ups Provide information to facilitate informed decisions affecting services and use of funds Promote communication forums among partners, program staff and administrators GWIB Portfolio Management Evaluation of GovGuam Incumbent Training Programs

Actionable Strategies: (S2A4.A-S2A4.D) S2A4.A Program Evaluation and Needs Assessments by outside audit teams S2A4.B Accountability Workshops S2A4.C Pilot Workforce client registry system among partners and businesses S2A4.D Creation of a retention/follow-up unit whose sole purpose is to track client performance outcomes by uniform survey for all programs

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Outcome Indicators: (O2A4.A-O24.C) O2A4.A Developed performance measurements and monitoring standards O2A4.B Number of workshops and capacity building offered to staff and partners and administrators O2A4.C Costs savings realized and accountability Sub POW 2A5: Objective 2A5.A 2A5.B 2A5.C 2A5.D Internet-Based Economic and Reporting Data System Showcase ways in which emerging technologies can help streamline workforce program delivery and improve coordination between participants, program people and the One-Stop System Website links to national Workforce data and program systems Computer Infrastructure Resource plan and support Provide increased access to Workforce programs and service information Workforce community in a cost-effective manner.

Actionable Strategies: (S2A5.A-S2A5.D) S2A5.A Partner Website links to Guam Workforce Website & file sharing S2A5.B Pilot Web-based Learning Center with Partners & Workforce community S2A5.C Pilot Web based curriculum offering the best program and learning content S2A5.D Distance Education on Grantsmanship Outcome Indicators: O2A5.A O2A5.B O2A5.C O2A5.D (O2A5.A-02A5.D) Village based OSCC on-line registrations for programs and training IT and Program Plan Distance Education Module development Number of YADI clients accessing and requesting information and enrollment Promote collaborative, effective efforts by all partners, program staff and service providers to acquire and use valid complete performance measures & program indicator data Share and utilize suggestions by program staff and data creators and data users for improvements in program information and methods for use and acquisition. Development of a well-organized and accurate performance reporting that is user friendly, cost-effective and convenient for all.

Sub POW 2A6:

Objective: 2A6.A 2A6.B

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Actionable Strategies: (S2A6.A-S26.B) S2A6.A Development of standardized performance worksheets S2A6.B Conduct customer satisfaction surveys Outcome Indicators: (O2A6.A-O26.C) O2A6.A Adoption of program measures information to identify strengths and weaknesses O2A6.B Improvements made to program O2A7.C Increased funding and number of program initiatives developed and implemented. Sub POW 2B Sub POW 2B1 Objective: 2B1.A 2B1.B 2B1.C 2B1.D 2B1.E Data for Economic and Community Solutions and Analysis Data Reporting, Validation System, and Data Reporting Conventions and Methodologies Meet national strategic direction (US DOL) for Increased Economic and Workforce Information Data Integration and Analysis Produce, Analyze, and deliver timely labor market statistics in support of economic decision-making. Development of a well-organized and accurate reporting network amongst programs and data workgroups that is user friendly, cost-effective, timely and convenient for all. Institutionalize data reporting and data validation framework across programs, promote new data and economic analysis initiatives Foster increased coordinated surveys and adoption of Federal Data/Survey conventions and methodologies

Actionable Strategies: (S2B1.A-S2B1.B) S2B1.A Development of data plans of work across agencies and workgroups S2B1.B Produce and make available but not limited to just-in-time economic and labor market information, economic and workforce monographs, community monographs: o Current Labor Force Surveys o Consumer Price Index o Employment forecasts o Household Income Expenditure Surveys o Bureau of Labor Statistics & Prevailing Wage Rates o OSHA Reporting o Develop family of all current and as needed workforce and Economic Reports o User guides and handbooks

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
S2B1.C S2B1.D Establish data validation teams and technical workgroup provide support role for economic data/assessment and policy teams address economic analysis and issues. Provide programming and technical support to include latest software tools for increased capacity for data reporting/ analysis and appropriate training across programs and data workgroups.

Outcome Indicators: (O2B1.A-O2B1.B) O2B1.A Increased in number of reports provided through publications, brochures, CDs, Posters, and references cited, and presentations. O2B1.B Improvements and increased funding and number of data reporting program initiatives developed and implemented. Sub POW 2B2 Objective: 2B2.A 2B2.B 2B2.C Technical Workgroup Support, Resources and Training Strengthen and build technical workgroup partnerships across boards, between and amongst agencies to include development of comprehensive training plan for programs. Leverage and identify capacity and expertise pool with collaborators. Strengthen training and capacity building programs that anticipates both agency service requirements as well as meeting the technical needs of partners and collaborators.

Actionable Strategies: (S2B2.A-S2B2.D) S2B2.A Pilot data certification training for reporting and validation S2B2.B Develop Program orientation curriculum for administrators, program staff and collaborators as part of cross programming among and between programs as part of ongoing S2B2.C Establish and promote linkages with Human Resources across all organizations. S2B2.D Manpower assessment and audits of positions and functions and capacity; to include identification and creation of new job series and or reclassification of current position functions to include consideration of following: • Creation or reclassification or expanded job functions to include: o Data Validation Position Series (RMU alignment) o Creation of Chief Information Officer for Economic and Data Collection o Data Validation Coordinator

21

2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Outcome Indicators: (O2B2.A-O2B2.B) O2B2.A Increased staff productivity and program effectiveness O2B2.B Number of new programs and trainings, presentations and capacity building sessions offered and evaluations/input from staff adopted, positions reclassified or new positions hired. Sub POW 2B3 Objective: 2B3.A 2B3.B 2B2.C Data on Regional Economies Data Series Statistical Monographs Strengthen and build technical workgroup partnerships across regional boards. Leverage and identify capacity and expertise pool with regional collaborators. Strengthen training and capacity building for collection and analysis for economic and workforce data collection in the region.

Actionable Strategies: (S2B3.A-S2B3.B) S2B3.A Pilot regional data certification training for reporting and validation S2B3.B Manpower assessment and audits of positions and functions and capacity; Outcome Indicators: O2B3.A O2B3.B O2B3.C (O2B3.A-O2B3.B) Regional Workforce and Economic Reports and White Papers Increased collaboration and technical capacity building Regional database list serve

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
STRATEGIC GOAL 3: ADOPT A YADI LIFE LONG LEARNING PHILOSOPHY AND INTEGRATE THE WORKFORCE LEARNING CONTINUUM AS THE GUIDING FRAMEWORK FOR THE POWER OF E3 ALIGNED WITH REGIONAL ECONOMIES

Strategic Goal 3 serves as the anchor framework necessary to begin the systematic leveraging of programming resources and expertise among workforce partners and industry collaborators. Focus is on direct alignment with education program delivery and student learning environment. Through innovation and adoption of proven best practices of school-based learning and the matching transition initiatives, students gain advice, guidance, and a solid experience building on workplace standards and expectations of the ever-evolving career offerings. National Key Program Components: Alignment to New Strategic Direction for meeting training needs of most neediest youth; Implementation of a demand-driven workforce system; Improved development and delivery of workforce information to support workforce investment boards in their strategic planning and investments; Providing tools and products that support business growth and economic development; Providing quality career guidance directly to students, job seekers and their counselors through One-Stop Career Centers POW 3A Systems Approach to Youth, Adult, Dislocated Worker and Incumbent Worker (YADI) Programming

National Key Program Components: Providing quality career guidance directly to students and job seekers and their counselors through One-Stop Career Centers; Quality training providers; Sub POW 3A1 Objectives: 3A1.A Education Rewards Loan Program & Training Stipends Create an incentive system aligned through the One-Stop Career Centers for learning continuum participants

Actionable Strategies: (S3A1.A-S3A1.C) S3A1.A MOUs with Partners for development and implementation S3A1.B Pilot YADI based initiatives that integrate all goal areas-YADI Lifelong Learning Incentives to include adoption of guidelines of CCA programs S3A1.C Program evaluation Outcome Indicators: (O3A1.A-O3A1.B) O3A1.A Funding allocated to new initiatives 03A1.B # of YADI participants enrolling through OSCC partners program

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4

Sub POW 3A2

Increased Opportunities for Preparing Guam’s Youth for Productive Careers and Work

Career development and career choices within the youth context are strategies that come into play in occupational choices and the eventual career a student considers. Career education and life skills as well as formal education are key reasons reinforcing this goal area. How best to prepare Guam’s youth group for emerging job demands continues to be a challenge for Guam’s current workforce system especially disadvantaged youth and youth without postsecondary education or training. This section provides a focused area to identify the strategies that can help youth make informed career choices and finally prepare youth transition to work, gain experience and job satisfaction, and have better job choices in the future. This includes close alignment of the Workforce Investment Act (10) Youth elements: 1. Tutoring, study skills, training, an instruction leading to the completion of secondary school including dropout prevention strategies; 2. Alternative secondary school services; 3. Summer employment opportunities directly lined to academic and occupational learning; 4. Paid and unpaid work experiences, including internships and job shadowing; 5. Occupational skill training; 6. Leadership development opportunities; 7. Supportive services; 8. Adult mentoring for the period of participant; 9. Follow-up services not less than 12 months after exit; 10. Comprehensive guidance and counseling; National Key Program Components: A refocusing of the WIA youth investment on out-of-school youth populations, collaborative service delivery across federal programs, and increased accountability A youth program focused on targeting out-of-school populations with increased accountability for employment and/or increased secondary and post-secondary education outcomes; New Strategic Direction for Most Neediest Youth Sub POW 3A2A Objectives: 3A2A.A 3A2A.B 3A2A.C Youth to Work– Passport to Careers Youth Development Build and align programs that provide mechanisms that assist parents, schools, and community to provide learning experiences or service learning that communicate the importance of local employment. Internships cohorts & experience based (youth apprenticeship models) Increase programming efforts in school-to-work linkages

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Actionable Strategies: (S3A2.A-S3A2.E) S3A2A.A Village based program Initiatives & Interagency, NGOs program leveraging working directly with youth serving organizations S3A2.A.B Integrate learning continuum in all youth programming and year round S3A2.A.C Youth mini-grants for learning scholarships S3A2.A.D Promote Science, Technology, Engineering, Math (STEM) career pathways Initiatives. S3A2.A.E Youth internships & service learning Outcome Indicators: O3A2.A.A O3A2.A.B O3A2.A.C Sub POW3A2B Objectives: 3A2B.A 3A2B.B (O3A2.A.A-O3A2.A.C) # of participants in programs # of Youth Internships and sponsors supporting Passport to Careers Increased funding to Passport to Career and related programs Youth Resource and Asset Mapping Establish initializing program elements to build Career ladder system Career Mentorship

Actionable Strategies (S3A2B.A-S3A2B.G) S3A2B.A Monitoring and Data Systems– Full integration and implementation of the Pacific WIASRD system for increased accountability S3A2B.B Strengthen the infrastructure that supports continuum innovations. S3A2B.C Recruit and develop and retain outstanding service providers S3A2B.D Support early childhood education intervention S3A2B.E Establish systems to encourage career mapping S3A2B.F Train youth for core employability competencies S3A2B.G Improve computer facilities available to youth, possibly through IT outsourcing Outcome Indicators: (O3A2B.A-O3A2B.D) O3A2B.A # of participants in program O3A2B.B Partner and industry recruitment O3A2B.C # of service and training providers supporting programs O3A2B.D # of programs and initiatives and increased funding support

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 3A2C Objectives: 3A2C.A 3A2C.B Out-of-School and At-risk Youth Matching youth career interests with OSCC programs and services Focus on alternative Education through the Learning Continuum and OSCC

Actionable Strategies: (S3A2.A-S3A2.F) S3A2C.A Promote community based programs for Out-of-School and At-risk Youth • About Face Programming • Village and community based • Passports to careers S3A2C.B Promote and encourage village based partnerships, Pilot Out-of-School, and At-risk program modules that develop basic skills and identify learning disabilities. S3A2C.C Inventory and search for effective alternative school curriculum and modules & program materials. S3A2C.D Mini grants initiative for service providers, faith-based program development, piloting Out-of-School, and At-risk Youth modules. S3A2C.E Develop proposal for Distance Education Alternative Education programming leveraged through partners (GCC & UOG) aligned through life long learning & Learning continuum. S3A2.C.F Create a dedicated Youth Case Worker for all Youth Case File Management across the ARTE 4 programming framework. Outcome Indicators: (O3A2C.A-O3A2C.D) O3A2C.A # of youth serving organizations participating in programs O3A2C.B # of youth curriculum resources inventory and enhanced life skills programming O3A2C.C Increased academic achievement O3A2C.D Decreased involvement in risky behaviors Sub POW 3A2D Objectives: 3A2D.A 3A2D.B 3A2D.C Youth Cross Agency Workgroup Promote and encourage Youth Initiatives Focus on importance of cost avoidance strategies Establish appropriate Youth coalitions

Actionable Strategies: (S3A2D.A-S3A2D.D) S3A2D.A Promote Youth program best practices to include but not limited to the following: • About Face Programming • Village and community based • Passports to careers

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
S3A2D.B S3A2D.C S3A2D.D Outcome Indicators: O3A2D.A O3A2D.B O3A2D.C Promote and encourage village based partnerships, Pilot Out-of-School, and At-risk program modules that develop basic skills and identify learning disabilities. Inventory and search for effective alternative school curriculum and modules & program materials. Establish Youth Council and Promote venue to encourage cross planning among and between youth groups and collaborators. (O3A2D.A-O3A2D.C) # of youth serving organizations participating in programs Establishment of Youth Council Increase in youth programming support for workforce training and career pathways Youth Build & Job Corp Matching youth career interests with OSCC programs and services Focus on alternative Education through the Learning Continuum and OSCC

Sub POW 3A2E Objectives: 3A2E.A 3A2E.B

Actionable Strategies: (S3A2E.A-S3A2E.C) S3A2E.A Promote community based programs for homeless youth, youth with disabilities, youth offenders and youth transitioning out of foster care. S3A2E.B Conduct feasibility of establishing pilot or satellite Micronesian Job Corp Program for Guam & region. S3A2E.C Evaluation of youth transition programs and promoting of best practices Outcome Indicators: (O3A2E.A-O3A2E.C) O3A2E.A # of youth serving organizations participating in programs O3A2E.B # of youth entering unsubsidized employment POW 3B Apprenticeship & Certification Programs

From its inception, the value of apprenticeship programs continue to make an impact in meeting workforce challenges and creating opportunities as the need to strengthen our island’s human capital becomes critical. Apprenticeship programming in the context of shared workforce community building is necessary agenda. This strategy serves as the harmonizing piece for meeting workforce priorities. Emphasis is being placed on developing both a feeder program system as well as establishing an integrated pre-apprenticeship recruitment pipeline initiative aligned with youth and current recruitment program practices.

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
National Key Program Components: Maximum flexibility in tailoring service delivery and making strategic investment in workforce development activities to meet the needs of State and local economies and labor markets Sub POW 3B1: Objectives: 3B1.A 3B1.B 3B1.C 3B1.D Program Modeling & Replication Allied Health Program Modeling Construction Trades Program Modeling Industrial Trades Program Modeling Hospitality Trades Program Modeling

Actionable Strategies: (S3B1.A-S3B1.C) S3B1.A Promote and develop career ladder initiatives for the following core areas but not limited to: • Allied Health; • Construction and Related Trades; • Industrial Trades; • Hospitality S3B1.B Establishing a regional or satellite job corp. program for Micronesia S3B1.C Promote and develop innovative Pilot Feeder Program Pre-Apprenticeship Recruitment Pipeline Initiatives (PARPI) and strategies Outcome Indicators: O3B1.A O3B1.B O3B1.C Sub POW 3B2: Objectives: 3B2.A 3B2.B 3B2.C 3B2.D (O3B1.A-O3B1.C) Number of participants graduating in each of the program initiatives Increased funding and programming support Increased partner participation and support Job Coaches Job Coaches Certification Career Counselors Vocational Rehabilitation Counselors and Supervisors Program Review & Resource Mapping

Actionable Strategies: (S3B2.A-S3B2.D) S3B2.A Pilot Job mentoring Initiatives with partners and industry S3B2.B Grantmanship S3B2.C Capacity building S3B2.D Mentoring and Coaching Modules and Curriculum development

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Outcome Indicators: O3B2.A O3B2.B O3B2.C O3B2.D Sub POW 3B3: Objectives: 3B3.A 3B3.B 3B3.C (O3B2.A-O3B2.D) Number of participants involved in mentoring and related initiatives Number of programs created Increased funding and program support Number of locally developed material for mentoring & coaching programs Capacity Building and Technical Assistance for Service and Training Providers Promote collaboration and partnerships with service and training providers Align funding systems to build leveraging opportunities with partners Increase access to training funds through effective grantmanship

Actionable Strategies: (S3B3.A-S3B3.C) S3B3.A Technical training and grantmanship workshop S3B3.B Mini-grants for feasibility trials S3B3.C Promote peer mentoring program incentives Outcome Indicators: O3B3.A O3B3.B O3B3.C O3B3.D POW 3C: (O3B3.A-O3B3.D) Number of collaborative proposals submitted and awarded Number of grants sessions offered to providers Increase in number of capacity building programs Increased in pool of service and training providers

Entrepreneurship Education

This Sub plan of Work area recognizes the need to support strategies building on increased entrepreneurship education. This supports the e3 framework and speaks to economic development. Communities will have access to a range of guided programs that help individuals increase their income and business generation options. Using existing business technical assistance resources of the partners allows for effective leveraging that will enable individuals, businesses and economic development agencies achieve their common economic development agendas. The e3 framework reflects the workforce design of a multidisciplinary team/partner approach towards enterprise facilitation. National Key Program Components: Customers making informed choices based on quality workforce information and accessing quality training providers; Improved development and delivery of workforce information to support workforce investment boards in their strategic planning and investments; providing tools and products that support business growth and economic development;

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 3C1 Objectives: 3C1.A 3C1.B 3C1.C 3C1.D 3C1.E Localizing Enterprise Facilitation Concepts Understanding & being able to develop action plans (Business planning and business plans). Entrepreneurship Resource Mapping of programs and successes Community Based Resource Assessment Organize Producer/Marketing Cooperatives OSCC based resources and business plans

Actionable Strategies: (S3C1.A-S3C1.B) S3C1.A Create a HYBRID of Enterprise Facilitation modules & pilot program S3C1.B Program development for all GWIB partners and collaborators to promote the concept of entrepreneurship Outcome Indicators: O3C1.A O3C1.B O3C1.C Sub POW 3C2: Objectives 3C2.A 3C2.B 3C2.C (O3C1.A-03C1.C) Number of Entrepreneurship programs offered through partners and OSCC Usage of entrepreneurship resources and business plan adoption Reports of Entrepreneurship programs Entrepreneurship Initiatives Mini-grants for Entrepreneurship Initiatives Coordinated Entrepreneurship Seminars and Conferences Provide education activities that give participants basic business skills to evaluate their proposed venture and potential feasibility

Actionable Strategies: (S3C2.A-S3C2.D) S3C2.A Coordination of SBDC and GEDCA programs S3C2.B Entrepreneurship Summit & OSCC Business partner series S3C2.C Pilot Community based Village Enterprises S3C2.D Promote Guam Product Seal Program Outcome Indicators: O3C2.A O3C2.B O3C2.C O3C2.D (O3C2.A-O3C2.D) Increased funding to programs # participants in workshops and receiving grants # of workshops offered #of business licenses secured by participants (OSCC)

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
POW 3D: Sub POW 3D1 Objectives: 3D1.A 3D1.B 3D1.C 3D1.D Career-based Learning Continuum Awareness and Integration Align workforce development with educational programs Promote Youth Career Ladder programming Articulation of secondary and postsecondary programs that offer career preparation for participating students and provide graduates with lifelong learning and training for career development in emerging growth areas. Link workforce development jobs with Educational Programs aligned to learning continuum in priority or focused areas: MOUs & MOAs Structured programs supporting youth core initiatives Youth Councils and GWIB representation

Actionable Strategies: (S3D1.A-S3D1.F) S3D1.A School Based Workforce Initiatives S3D1.B Curriculum mapping between secondary and post secondary programs S3D1.C Joint-faculty partnerships between the Guam community college and the University of Guam in program delivery and teaching, to include local and regional partnerships with the Pacific Post-Secondary Education Council. S3D1.D Pilot certifications for pathways to emerging growth clusters S3D1.E Village based capacity building programs aligned to community assets and industries S3D1.F Incorporating National Guard Bureau Family of Programs with Passports to Careers Outcome Indicators: O3D1.A O3D1.B O3D1.C POW 3E Sub POW 3E1 Objectives: 3E1.A 3E1.B 3E1.C (O3D1.A-O31.C) Community based program alignment Increased youth programming Increased youth governance Talent Development Talent Development Through the Learning Continuum Model Promote Youth Career Ladder programming Articulation of secondary and postsecondary programs that offer career preparation for participating students and provide graduates with lifelong learning and training for career development in emerging growth areas. Link workforce development jobs with Educational Programs aligned to learning continuum in priority or focused areas: MOUs & MOAs Structured programs supporting youth core initiatives

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Actionable Strategies: (S3E1.A-S3E1.C) S3E1.A School Based Workforce Initiatives S3E1.B Curriculum mapping between secondary and post secondary programs S3E1.C Joint-faculty partnerships between the Guam community college and the University of Guam Outcome Indicators: O3E1.A O3E1.B O3E1.C POW 3F (O3E1.A-O3E1.C) Community based program alignment Increased youth programming Increased youth governance Joint Training Board

Establishing a Joint Training Board continues to be a recurring discussion among workforce planning circles. The demand for training and apprenticeship programming requires direct access to programs and resources and expertise provided by the various training programs. A Joint Training Board Plan of Work will help facilitate and create the start points to institutionalize a local Joint Training Board. This builds on a leveraged and transformed training system for Guam and eventual transition into the regional economies as provided by the Western Pacific Chief Executives Summit Communiqué. (Refer to Communiqué). Sub POW 3F1: Objectives: 3F1.A 3F1.B 3F1.C Local State Level Creation Promote collaboration and partnerships with service and training providers Align funding systems to build leveraging opportunities with partners Cost Avoidance and Savings

Actionable Strategies: (S3F1.A-S3F1.C) S3F1.A Development of Guam Training Calendar S3F1.B Mini-grants for feasibility trials S3F1.C Promote peer mentoring program incentives S3F1.D Assessment of Government Recruitment programs to include but not limited to: • Government of Guam’s “Doc Sanchez” Public Administration Program • Yamashita Teacher Corp Outcome Indicators: O3F1.A O3F1.B O3F1.C (O3F1.A-O3F1.C) Number of collaborative proposals submitted and awarded Number of grants sessions offered to providers Increase in number of capacity building programs

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 3F2: Objectives: 3F2.A 3F2.B 3F2.C Regional Joint Training Council Promote regional collaboration and partnerships with service and training providers Align funding systems to build leveraged opportunities with collaborators Increase access to training funds through effective grantmanship

Actionable Strategies: (S3F2.A-S3F2.C) S3F2.A Technical training and grantmanship workshop S3F2.B Mini-grants for feasibility trials S3F2.C Promote peer mentoring program incentives Outcome Indicators: (O3F2.A-O3F2.C) O3F2.A Multi-island training initiatives and pilot programs & signature workshops O3F2.B Number of training cohorts identified and streamed into recognized apprenticeship programs. O3F2.C Increase in number of capacity building programs POW 3G: Sub POW 3G1: Objectives: 3G1.A 3G1.B Career-based Learning Continuum Awareness and Integration Align Workforce Development with Educational Programs Promote active recruitment and stronger collaboration with all public schools career counselors focused on career guidance, training support and overall support for career outreach Reach new and underrepresented audiences through effective youth programs and with strong collaborators.

Actionable Strategies: (S3G1.A-S3G1.C) S3G1.A Provide training and capacity building sessions for youth workers S3G1.B Active marketing of career-based learning continuum S3G1.C Increase programming support for peer navigator programs Outcome Indicators: (O3G1.A-O3G1.B) O3G1.A Number of capacity building sessions O3G1.B Number of advertisements and active marketing campaign

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
STRATEGIC GOAL 4: SUPPORT INCREASED ECONOMIC OPPORTUNITIES FOR GUAM RESIDENTS & COLLABORATION WITH BUSINESS, FEDERAL GOVERNMENT, AND NONGOVERNMENTAL ORGANIZATIONS AND FAITH BASED COMMUNITY.

Empowering communities requires a comprehensive long-term strategy. Goal 4 provides the programming environment to support the range of right community based initiatives sensitive to the needs of the area, scale of development, and place dependent. This includes the following proposed work effort presented below as start points for increased community collaboration: Village Initiatives: • Satellite one-stop districts @ GWIB proposed $5K pilot project • District pilot programs aligned with partners & distance webinars etc. model. Civilian Military Initiatives: • How best to determine the community wide impact of the $15 billion plus investment into the island community; • How best to build consensus and garner support of and community involvement regarding core decisions that speaks to defining and assessing the benefits for citizens of Guam. This includes a range of concerns but not limited to the following: o Building advocacy and expanding on existing networks and workgroups o How do we continue to engage all federal counterparts in building a comprehensive assistance strategy that addresses the differences between quality of life and raising the standard of living for the entire island community? o Determining the level of appropriate assistance package for overall buildup. o Sensitivity to Guam’s uniqueness as a forward position military base; noting that the typical template review of military bases is not comparable to island infrastructure and island characteristics. Important to stress this distinction in comparing Guam with growth framework. o Build up program will evolve over long-term period (12 years) @ 40,000 plus buildup composed of both military, dependents. While the Marines account for half of the buildup, 90% of the Marines will leave. Specific Strategies and Support Initiatives for: • ‘Boots on the ground’ • Air force Influx • Transient group

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Plan of Work 4A Empower Communities Capacity building across communities continues to be a high emphasis area as organizations address succession issues, cohort development strategies as they tackle the complex problems that organizations face and the increasing ability to respond effectively. Sub POW 4A1: Create a Multi-Stakeholder Workforce System & linkages for doing business and program delivery policies

National Key Program Components: Providing tools and products that support business growth and economic development; Customers making informed choices based on quality workforce information and accessing quality service providers Objectives: 4A1.A 4A1.B 4A1.C 4A1.D 4A1.E 4A1.F 4A1.G 4A1.H 4A1.I Program policies aligned with fiscal programming support and GWIB board decisions and commitment Accountability for financial resources, meeting performance measures and results Community Needs Assessments building on assets of the communities Create Village-based resource centers Create advisory groups for the GWIB Encourage pilot sites for One Stop Village Center Fairs Integrate Workforce Development Board and GEDCA Schedule quarterly meetings with Policy makers Alignment of ServeGuam Commission Programs with Workforce Programs

Actionable Strategies: (S4A1.A-S4A1.Q) S4A1.A WIA mini-demonstration projects for villages promoting career ladder and skill development S4A1.B Use faith-based groups for intake and link with service learning, using new funding sources S4A1.C Workshops for WIB staff and partners and service providers S4A1.D Develop effective public relations practices S4A1.E Effectively use communication vehicles S4A1.F Create image and branding– Use Blueprint for Economic Development S4A1.G Become the recognized source for workforce information S4A1.H Set up electronic one-stop at each church S4A1.I Create corporate-sponsored learning centers S4A1.J Develop career ladders (GED, GCC,UOG) S4A1.K Publish Electronic directory of services and entry into the system (jobsonguam.com) S4A1.L Develop brochures, posters promoting One-Stop Career Center programming S4A1.M Develop criteria for strategic partners
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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
S4A1.N S4A1.O S4A1.P S4A1.Q Identify Economic Development Plan (Chamber and GEDCA) Gather information at Summit Team and partner with other WIB’s Leverage Funds among partners

Outcome Indicators: (O4A1.A-O4A1.G) O4A1.A Entry into unsubsidized, non-subsistence employment & Entry into subsistence employment O4A1.B # of Youth participants attaining secondary diploma certificates or GED O4A1.C Attainment of credentials or skills certificate other than secondary school of its equivalent O4A1.D # of Youth Initiatives and partnerships established O4A1.E Increased funding O4A1.F # of youth based community programs established and aligned O4A1.G Increased program awareness in # of Ads and program materials Sub POW 4A2: Objectives: 4A2.A 4A2.B Workforce Outreach Initiatives Promoting and making a brand connection for workforce products and services Provide a full range of employment and training programs to consumers that are current and relevant

Actionable Strategies: (S4A2.A-S4A2.B) S4A2.A Increased levels of customer service and evaluation of services S4A2.B Coordinated marketing and promotion activities S4A2.C Workforce Marketing and Branding Plan of Work Outcome Indicators: O4A2.A O4A2.B O4A2C (O4A2.A-O4A2.C) Funding commitment to outreach programs and support of Marketing POW Increase in advertisements, workforce brochures, marketing campaigns Increase collaboration and share promotions

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 4B Sub POW 4B1 Objectives: 4B1.A 4B1.B Capacity Building & Technical Assistance for Community and Faithbased Organizations and Volunteer Groups. Workforce Collaboration and General Programming Support To collaborate, and assist NGOs, workgroups, technical teams, committees, policy makers in developing community strategies that resolve community conflicts. To promote, encourage, and assist community and faith-based leaders and decision makers in developing appropriate program linkages and strategies that address workforce challenges and promoting best practices.

Actionable Strategies: (S4B1.A-S4B1.C) S4B1.A Develop a Collaborator Registry S4B1.B Conduct Network Mapping of collaborators and partners S4B1.C Develop a training/curriculum for training and working with collaborators Designed to address technical issues around organizations, fiscal capacity and to be effective committee/board members Outcome Indicators: (O4B1.A-O4B1.C) O4B1.A Increase in training programs and workshops O4B1.B # of formal organizations participating in workforce and community programs Plan of Work 4C Sub POW 4C1: Objectives: 4C1.A Civilian Labor Force Special Workforce Initiatives Civilian/Military & Special Impacts, Military Programming, and Workgroup Collaborators Incorporating Civilian/Military Workgroup with workforce programming and work force planning teams, promoting collaboration and partnerships with service and training providers. This includes strategic planning, needs assessment, focus groups designed to provide cross-planning linkages and common programming platforms to identify and address but not limited to following: • Civilian growth and community impact • Socio-economic impacts and economic leakages • Workforce Analysis, and modeling exemption for foreign labor impact Align funding systems to build leveraging opportunities with partners Increase access to training funds through effective grantmanship

4C1.B 4C1.C

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Actionable Strategies: (S4C1.A-S4C1.D) S4C1.A Technical training and grantmanship workshop S4C1.B Mini-grants for feasibility trials S4C1.C Promote peer mentoring program incentives S4C1.D Establish a Foreign Labor Technical workgroup to evaluate and assess policy impact of future deployment of foreign labor for high growth impact situations. Workgroup will convene to develop scope of work and recommendations to cover gamut of foreign labor issues to include but not limited to monitoring, training/education/ enforcement (worker protection laws), quarters, health care and training, short-term to long-term impact of foreign labor. Outcome Indicators: (O4C1.A-O4C1.C) O4C1.A Number of collaborative proposals submitted and awarded O4C1.B Number of grants sessions offered to providers O4C1.C Increase in number of capacity building programs Sub POW 4C2: Military Workforce Strategy Initiative Officializing workforce response teams ‘workforce change agents’ designed to develop right solutions and response pilot and program initiatives designed to address local and regional workforce needs through structure plans of work. Promote collaboration and partnerships with service and training providers Align funding systems to build leveraging opportunities with partners through planning grants and bridge grants structures. Increase access to technical assistance and discretionary funds and training funds in support of the following: Grantmanship Compilation of Baseline Information and Community Needs Assessments related to workforce related areas and power of e3.

Objectives: 4C2.A 4C2.B 4C2.C

Actionable Strategies: (S4C2.A-S4C2.E) S4C2.A Technical Data Teams and Research groups’ recruitment and appointments (FTE appointment to serve in planning and research capacity through buying of time), Creation of Workgroup Directory and expertise and project descriptions S4C2.B Mini-grants for pilot initiatives and program support S4C2.C Military Spousal and Dependents Support Initiative Localizing best practices of military spousal dependents with appropriate delivery systems with OSCC and Community programs S4C2.D Integrate Planning Systems with NEG BRAC with other growth Planning framework for displaced or impacted clients
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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
S4C2.E Peer Navigator and Mentor programs supporting Women own and minority groups etc to access grants and contracts environment

Outcome Indicators: (O4C2.A-O4C2.C) O4C2.A Number of collaborative proposals submitted and awarded O4C2.B Number of grants sessions offered to providers O4C2.C Increase in number of capacity building programs Sub POW 4C3: Objectives: 4C3.A 4C3.B 4C3.C Military & Community outreach NGO’s Mayor’s Promote collaboration and partnerships with community groups, Mayor’s council and NGO’s to include partnering with Land Grant Institutions Impact and Solutions Outreach Initiative/campaign for grassroots Increase access to training funds

Actionable Strategies: (S4C3.A-S4C3.D) S4C3.A Technical training and grantmanship workshop S4C3.B Mini-grants for feasibility trials pilot programs S4C3.C Promote peer mentoring program incentives S4C4.D Integrating Website Linkages through all partners and collaborators promoting Community Impact and Awareness to all stakeholders Outcome Indicators: (O4C3.A-O4C3.C) O4C3.A Number of collaborative proposals submitted and awarded O4C3.B Number of grants sessions offered to providers O4C3.C Increase in number of capacity building programs and Education campaigns Plan of Work 4D Sub POW 4D1 Objectives: 4D1.A 4D1.B 4D1.C Veterans and Work force Support and Training Veterans Programming and Technical Support Community Development and Leadership Capacity Building Increase Veteran Programming Promote the concept of “Workforce Change Agents”

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Actionable Strategies: (S4D1.A-S4D1.E) S4D1.A Develop and implement Community Leadership Training S4D1.B Develop and implement Veterans Initiative and GWIB recruitment S4D1.C Promote and support capacity building networks with Veteran’s organizations Guam and region S4D1.D Promote Networking Initiatives both local and federal to support program alignment with all workforce partners, Veteran Peer Navigator Program, Veteran’s Registry S4D1.E GWIB Workforce Program Mentoring Initiative Outcome Indicators: O4D1.A O4D1.B O4D1.C (O4D1.A-O4D1.C) # of participants and workshops attending and sponsored # of NGO’s recruited and partnering with OSCC Recruitment of NGO and Veterans on Workforce Board

Plan of Work 4E Sub POW 4E.1 Objectives: 4E1.A 4E1.B

Technical and Workforce Support for Women and Minority Groups (disadvantaged, disable, disabilities) Disadvantaged, Minority, and Women Programming Support and Technical Assistance Increase participation and representation of women interests in GWIB board programs and committees Provide access to leadership and capacity building opportunities/programs

Actionable Strategies: (S4E1.A-S4E1.C) S4E1.A Support programs to increase awareness and provide programming technical support for women groups and organizations. S4E1.B Develop and implement Women and minority groups’ cross-planning initiative. S4E1.C Establish a women’s affairs advisory subcommittee for the GWIB S4E1.D Support Strategic Planning and grants technical training Outcome Indicators: (O4E1.A-O4E1.C) O4E1.A # of women participants and workshops attended O4E1.B Increase in level of engagement and participation in planning groups and committees O4E1.C # participating in workforce programs and community programs and grants submitted.

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 4E2 Objectives: 4E2.A 4E2.B 4E2.C Capacity Building and Program Shadowing and Mentoring Technical Foster a positive and progressive climate for community networks to thrive Promote strategic planning throughout organizations Promote strong communication strategies

Actionable Strategies: (S4E2.A-S4E2.D) S4E2.A Active promotion and dissemination of organization mission, vision statement S4E2.B Develop innovative and relevant Community List serve for collaborators for community wide networking and information sharing S4E2.C Promote training programs and training calendars and training subsidies S4E2. Develop leadership academy for identified cohorts Outcome Indicators: (O4E2.A-O4E2.C) O4E2.A Leadership development and increase in skill areas in working with collaborators and people skills O4E2.B Increase and sustaining workgroup programs O4E2.C Improved communications amongst partners and collaborators Plan of Work 4F Sub POW 4F1 Objectives: 4F1.A 4F1.B 4F1.C 4F1.D Regional Economies (WIRED Framework) Regional Workforce Development Plan Council and Regional Workforce Strategic

To support initializing framework for U.S. DOL WIRE Initiative To provide technical assistance to conduct regional asset/resource mapping and needs assessments To promote regional communities understand the interdependence of the power of e3 plus 1 and other relevant community factors. To align workforce development, vocational education, and training programs

Actionable Strategies: (S4F1.A-S4F1.C) S4F1.A Support Innovation Micronesia− A Regional Collaboration Initiative S4F1.B Creation of Regional Workforce Training Consortium S4F1.C Coordinate and support regional planning efforts aligned closely to Military Growth Impact on Guam. S4F1.D Develop and support communication framework for collaboration related to training and capacity building.

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Outcome Indicators: (O4F1.A-O4F1.C) O4F1.A Training and technical sessions provided and Newsletters and publications of efforts. O4F1.B Development of workgroups and technical teams organized around workforce issues. O4F1.C Increased programming and cross planning efforts and initiatives in support for regional collaboration

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
STRATEGIC GOAL 5: Strengthen Guam’s Workforce Investment Governance and Workforce Community Leadership System

Plan of Work 5A

GWIB Governance Flow Process

The direction of the GWIB board requires capacity building to support the initializing goals and overarching goals to achieve the vision and mission of the ideal workforce for Guam. The governance serves as the anchor for creating accountable systems that include program design, program delivery and outreach across all program platforms. This is necessary to assess the effectiveness of governance tools and practices. This Goal intends to initialize and align all business policies as approved and prioritized by the Board. One important outcome of planning towards a demand driven workforce begins with redefining the performing and governance environment for training and service providers, partners, industry and the community. Governance posturing will include more resources and commitment to support this expected increased in programming. This will include the need for additional program personnel such as additional planners, access to legal counsel for reviewing contracts and RFP disputes and other related legal issues. The services of a procurement officer will also be of value and will be included as a standard protocol in all RFP reviews, design and selection. National Key Program Components: Realizing the reforms envisioned by the WIA; Incorporating new statutory and regulatory requirements that have evolved since the passage of WIA, such as priority of services for veterans as prescribed by the Jobs for Veterans Act (P.L. 107-288); Enhanced use of waiver provisions in WIA to provide greater flexibility to States in structuring their workforce investment systems; Reporting against the common performance measures Sub POW 5A1 GWIB Governance Support for Board training Visioning session Objectives: 5A1.A 5A1.B 5A1.C 5A1.D 5A1.E Transition strategies and building on new governance policies Updates of By-laws, Revisions of Executive Orders and appropriate corresponding Policy documents. Adopt the logic process flow model as a standard for development for Workforce proposals, grants, and MOU, MOA, and action plans. GWIB Governance Support Increase technical support and capacity building in governance and accountability.

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
• • • • • • 5A1.F Audit Procedures & Protocol Procedures for Full and Open Competition Source selection Method of Procurement Mitigation Organizational Flow process and structures

Outsourcing program components except (Program Eligibility) (Conduct feasibility, pilot systems) Policy.

Actionable Strategies: (S5A1.A-S5A1.D) S5A1.A Additional planners or technical assistance S5A1.B Revamping of RFP and notice of interest adherence to adjudication process 1. S5A1.B1 GWIB Code of Conduct and adherence to Conflict of Interest Statement related to each request for proposal action: a. S5A1.B1.a GWIB Board Members a. S5A1.B1.bSpecific for GDOL Staff and workgroup(Current6 months) 2. S5A1.B2

Development of guidelines for cost/price analysis

3. S5A1.B3 Modification of all active sub-contracts and inter-agency agreements to include missing clauses and conditions 4. S5A1.B4 Adoption and implementation of a Wagner Peyser SelfAppraisal System specific to: a. S5A1.B4.a Quarterly Quantitative Appraisal b. S5A1.B4.b An Annual Qualitative Appraisal 5. S5A1.B5Development of Classification Cost Schedule and Manual and criteria a. S5A1.B5.a Policy on 15% Statewide Activities Funds Guidelines and allowed use

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
b. S5A1.B5.b Tracking 5% administrative Limit and development accounting code for all categories of use

6. S5A1.B6Development of planning grants and bridge grants programming/selection criteria closely aligned to federal programs structure. S5A1.C S5A1.D S5A1.E GWIB access to legal council Recruitment of procurement Officer or buying time for services Updating and development of policies and guidelines specific to: 1. S5A.1.E1 2. S5A.1.E2 3. S5A.1.E3 4. S5A.1.E4 S5A1.F GDOL Allowable Cost Policy Monitoring and Audit Audit Resolution Process Training Refunds Policy

Policy Orientation and Dissemination as part of broader capacity building efforts specific to: 1. S5A.1.F1 2. S5A.1.F2 Staff Orientation Subcontractor orientation

S5A1.G GWIB access to legal council S5A1.H Recruitment of Procurement Officer or buying time for services Outcome Indicators: O5A1.A O5A1.B 05A1.C (O5A1.A-O5A1.C) Updated governance and policies guiding programs and reporting Increased programming efficiency Improved methods and procedures adoption

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2007-2009 GUAM’S WORKFORCE STRATEGIC PLAN: YEARS 3 and 4
Sub POW 5A2: Sub POW 5A3: Sub POW 5A4: Sub POW 5A5: Sub POW 5A6 Sub POW 5A7 Sub POW 5A8 Sub POW 5A9 Sub POW 5A10 GWIB Resolutions, Official Communications and Memorandums Workforce Common Measures Integration Individual Training Accounts & Individual Strategy Plans Streamlining application process Waivers and Work Flex Program Awareness on educating communities about programs Workforce Property Leases Economic and Workforce Data Integration & Analysis Definitions and Standards and Acronyms

1 2

USDOL ETA National Strategic Direction (Appendix N) 7th Western Micronesian Chief Executives’ Summit Communiqué (Appendix O) 3 Public Law 28-142 GRAP Legislation (Appendix P) 4 ARTE stands for (Assessment, Recruitment, Training, and Exit)

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