Workforce Innovation Fund (WIF)

 
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    CFDA#

    17.283
     

    Funder Type

    Federal Government

    IT Classification

    B - Readily funds technology as part of an award

    Authority

    U.S. Department of Labor (DOL), Employment and Training Administration (ETA)

    Summary

    The purpose of the WIF is to support this job-driven approach to workforce development by funding innovative approaches to the design and delivery of employment and training services that generate long-term improvements in the performance of the public workforce system, outcomes for job seekers and employers, and cost-effectiveness. ETA seeks to ensure that these innovative approaches form the basis for broader change and continuous improvement in the operation of the public workforce system. Therefore, ETA will invest in projects that focus on change at both the service delivery and the system levels, while requiring rigorous evaluation of each investment. The lessons learned and findings from the WIF grants will enable ETA to contribute to the identification and documentation of evidence-based practices within the field of workforce development. It is ETA’s expectation that successful strategies will be sustained beyond the grant period through existing workforce system funding streams.

    Grants funded under the WIF will achieve the following within the workforce system:

    1. better results for jobseekers and employers – such as reduced duration of unemployment, increased educational gains that lead to work readiness, academic and industry-recognized credential attainment, increased earnings, increased competitiveness of employers, etc.;
    2. greater efficiency in the delivery of quality services - such as more customers (job seekers or employers) served, decreased program attrition, increased customer throughput, faster entry into employment, achieving outcomes at a lower cost, or reduction in duplicative program components and related administrative costs; and
    3. stronger cooperation across programs and funding streams – such as integrated data management information systems, braided funding, or changes that create a more seamless service delivery experience for participants who need help from multiple programs.

    The WIF grant program allocates funds based on a “tiered evidence” framework: proposals that have not been rigorously tested receive the smallest grants, and proposals supported by the most rigorous evidence receive large grants that enable expansion. All WIF projects are required to conduct an independent evaluation in order to expand understanding of what works in workforce development, and to help answer questions about for whom and in what contexts specific interventions and activities are most effective.
    ETA will support achievement of WIF goals by:

    • providing grantees with a comprehensive program of support for the achievement of grant objectives and outcomes throughout the life of the grant;
    • providing a national evaluation coordinator, who will work with grantees’ evaluators to ensure consistent and high quality evaluations; and
    • broadly disseminating what ETA learns about what worked, and what did not.

    ETA expects that WIF grantees will actively participate in both implementation and evaluation technical assistance activities and facilitate dissemination activities, as a condition of grant award. Because the WIF supports innovation at both the system design and service delivery levels, it presents an opportunity for states and local areas to create systemic change within their workforce systems that improves services and better aligns activities across programs. States and local areas that have good ideas about how to make those changes are strongly encouraged to apply through this solicitation for grants to fund projects that will achieve systemic reforms and program alignment. In addition, potential applicants should note that the Department plans to offer a separate funding opportunity under the WIF in Fall 2014 consisting of planning grants for states interested in undertaking the types of large-scale systemic reform and systems alignment projects that require further planning and preparation. In 2015, the Department anticipates awarding implementation grants to recipients of the planning grants whose planning processes have yielded the most innovative and highest-impact ideas. More information on the Fall funding opportunity will be made available at http://www.doleta.gov/workforce_innovation.

     

    History of Funding

    Information about previous award winners under the WIF program is available at:
    http://www.doleta.gov/workforce_innovation/grant_awards.cfm.

    Additional Information

    To provide a better understanding of the types of service delivery and system reform strategies that are appropriate for the WIF, ETA is providing examples in five categories. This list includes only a few of the many innovations and evidence-based practices that would be appropriate for the WIF. The list is intended to be illustrative, not limiting. Applicants should propose projects that best meet the specific challenges and needs in their state or local area, and should propose only those strategies that they are well-positioned to implement and evaluate during the grant period.

    1. Improving coordination among programs and partners:

    • Improving partnerships across WIA, Adult Education, Vocational Rehabilitation, Temporary Aid to Needy Families (TANF), Unemployment Insurance, boards of education/educational institutions, economic development, and human service agencies including child care agencies and referral services, and state and local government commissions on the status of women with the goal of coordinating, braiding, and/or blending funds as appropriate and creating coordinated planning and governance structures;
    • Improving the connection between the Workforce Investment Act (WIA) and Unemployment Insurance (UI) systems to enhance reemployment services for all unemployed job seekers and shorten durations of unemployment of UI claimants through the creative use of technology and integrated service strategies;
    • Integrating services at a regional level to align with regional labor markets and existing and emerging economic growth strategies;
    • Incorporating Registered Apprenticeship sponsors and pre-apprenticeship programs in partnerships that result in new Registered Apprenticeship program(s), and deliver Registered Apprenticeship opportunities for underserved populations, including women, minorities, veterans, and foster, homeless, disabled, and other at-risk youth given the strong evidence for the impact of Registered Apprenticeship and its potential for expansion in most states;
    • Developing partnerships with and leveraging resources from non-government entities and privately-funded programs to meet the continuing needs of job seekers and business;
    • Strengthening outreach and connections between American Job Centers (AJCs), formally known as One-Stop Career Centers, and libraries, as well as other community-based organizations, that guide jobseekers in primarily self-directed career exploration and job search;
    • Implementing comprehensive career pathway approaches that align and bridge training, education, employment, and supportive services at the local and state level, partner with employers, and enable individuals to move beyond adult basic education to postsecondary education, earn industry-recognized credentials, and advance along a career path;
    • Integrating adult basic education and occupational skills training to enable individuals to increase their educational learning gains and earn industry-recognized credentials while completing basic skills training;
    • Connecting the multiple systems and structures that serve individuals with limited English proficiency through mechanisms such as coordinating WIA Titles I and II to support effective contextualized programs that result in increased fluency in the English language and the attainment of credentials that are relevant to employers;
    • Connecting the multiple systems that serve disconnected youth, such as partnering with human service agencies to support summer employment and educational work experiences throughout the year; developing innovative pre-apprenticeship programs that lead to successful placement with Registered Apprenticeship programs; or improving coordination among existing programs, such as Job Corps and Youth-Build;
    • Designing and implementing a collaborative case management, intake, and assessment approach cutting across multiple funding streams; or
    • Creating data-sharing agreements and/or additional statewide performance measures among agencies involved in the delivery of training, education, and employment services and in the development of economic development policies.
    2. Improving service delivery at American Job Centers (AJCs) through activities such as:
    • Developing models to help individuals easily navigate and access different programs for which they are eligible;
    • Using data to provide information on expected employment and earnings outcomes to individuals; or
    • Improving the customer service experience at AJCs.
    3. Piloting or scaling programs and strategies that improve linkages between employment and training services and business needs, such as:
    • Programs and activities to ensure that workers, job seekers, and businesses access high quality information regarding job demand, skills matching, supports, and education, training, and career options, including providing customers with information about in-demand jobs, including non-traditional occupations for both men and women;
    • Programs for out-of-school youth that combine training in high-growth industry sectors with basic skills remediation and that incorporate placement into subsidized or unsubsidized employment opportunities;
    • Innovative models to support and strengthen partnerships with business at the state and regional level; partnerships with businesses, business associations, and community colleges or high schools to combine general academic instruction with occupational training; or
    • Registered Apprenticeship, pre-apprenticeship, and other on-the-job training programs structured in innovative ways designed to lead to long-term career success.
    4. Implementing new procurement strategies:
    • Adjusting procurement and cost allocation strategies to allow the use of multiple funding streams for a common purpose with less administrative burden; for example, by finding more efficient ways to report time and effort for case managers serving participants in more than one program;
    • Incentivizing effective services to those with the greatest barriers to employment by making a portion of a service provider’s funding dependent on outcomes, and providing higher payments for achieving positive outcomes for the hardest-to-serve;
    • Encouraging cost efficiency by driving down the costs of achieving successful outcomes through competition among multiple service providers; or
    • Developing innovative ways to collaborate with and leverage funds from the private sector, foundations, and investors.
    5. Piloting or expanding new uses of technology:
    • Expanding the availability and quality of on-line job training, distance/blended learning, accelerated learning technology, virtual case management, and web-based career navigation tools;
    • Leveraging social media, text messaging alerts, and other technology to provide job-matching services to the unemployed;
    • Leveraging social media and other Web 2.0 technologies to support strong networks among job seekers and employers and improve outreach and strategic communication; or
    • Enhancing the use of real-time labor market information and other data analysis to improve services to job seekers and employers.

    Contacts

    Jeannette Flowers, Grants Management Specialist

    Jeannette Flowers, Grants Management Specialist
    Office of Grants Managmenet
    Employment and Training Adminstration
    U.S. Department of Labor
    Frances Perkins Building, 200 Constitution Avenue, NW
    Washington, DC 20210
    (877) 872-5627
     

  • Eligibility Details

    Eligible institutions are:

    • State Workforce Agencies;
    • Local Workforce Investment Boards; and
    • entities eligible to apply for WIA Section 166 grants.

    Current WIF grantees are eligible to apply; however, the proposed project cannot be an expansion of the current WIF project and must be entirely separate from any existing project funded under the WIF.

    Deadline Details

    The deadline to submit an application was June 18, 2014. Similar deadlines are anticipated annually.

    Award Details

    Funding will be provided in the form of a grant. Approximately $53 million is expected to be available to fund approximately 8 - 15 grants. No individual grant will exceed $12 million. Applicants must conform to the specific funding limit associated with the proposed Project Type as listed below:
    • Proposals under Project Type A must not exceed $3 million, and evaluation costs must be no less than 15 percent of the total grant award.
    • Proposals under Project Type B must not exceed $6 million, and evaluation costs must be no less than 15 percent of the total grant award.
    • Proposals under Project Type C must not exceed $12 million, and evaluation costs must be no less than 15 percent of the total grant award.

    ETA will make awards prior to the end of fiscal year 2014. The period of performance for grants will be 60 months from the effective date of the grant, which will consist of:

    • 12 months for planning and start-up;
    • 36 months for technical grant performance; and
    • 12 additional months to complete evaluation activities.

    Related Webcasts Use the links below to view the recorded playback of these webcasts


    • Funding Classroom Technology to Empower Students and Teachers - Sponsored by Panasonic - Playback Available
    • Maximizing Technology-friendly Workforce Development Grants - Sponsored by Panasonic - Playback Available
    • Funding Data-driven Workforce Development Projects - Sponsored by NetApp - Playback Available

 

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