JCCDRC - Job Corps Career Development Resource Center

Conference Issuance Meeting Product

1.1.1 - Develop and issue TARs aligned with industry standards and certification exams.
1.1.2 - Develop a template that demonstrates the concept of standards-based instruction.
1.1.3 - Develop applied academic and related basic skill standards as TARs are revised and issued.
1.2.1 - Identify and adopt industry-recognized certifications, licenses or credentials for each career technical training program.
1.2.2 - Identify and adopt national and state recognized academic assessments and credentials.
1.3.1 - Develop curriculum and training delivery strategies to support an integrated, standards-based training system.
1.3.2 - Identify curriculum, assessments, materials, and delivery methods that support achievement of standards-based training programs.
1.3.3 - Develop a comprehensive eLearning plan to support the standards-based curriculum that uses the Learning Management System (LMS) and the Job Corps
1.4.1 - Determine current levels of qualifications, credentials, and skills for teachersand instructors.
1.4.2 - Develop minimum national qualifications and competencies for teachers and instructors.
1.4.3 - Design and deliver professional development programs and training for teachers and instructors.
2.1.1 - Identify high-demand industry sectors and occupational offerings applicable to and appropriate for Job Corps.
2.1.2 - Clarify the design characteristics of a cluster.
2.1.3 - Review cross-cutting technical skills for each occupational/career cluster to identify common skills within industries.
2.2.1 - Develop a Labor Market Information (LMI) and market-driven decision process for rational allocation of career technical training offerings.
2.2.2 - Design and develop potential clustering models for use within Job Corps.
3.1.1 - Collaborate with the Department of Labor's Civil Rights Center (CRC) to identify program entry requirements by analyzing the basic skills and abilities needed to fully participate and succeed in program activities.
3.1.2 - Incorporate identified essential functions into Job Corps' eligibility requirements.
3.2.1 - Determine the feasibility and cost of performing pre-enrollment assessments.
3.2.2 - Develop a training pathway that illustrates/guides opportunities and training requirements from minimum entry through advanced training in Job Corps, with pointers to higher education.
3.2.3 - Develop a plan for implementing appropriate Job Corps pre-enrollment assessments.
3.4.1 - Assess Job Corps' current enrollment process to determine components and processes required to support the New Vision.
3.4.2 - Identify approaches for involving employers and for enhancing pre-enrollment career counseling and guidance on career path selection.
3.4.3 - Develop a model staffing pattern and configuration to support industry/cluster-specific outreach and admissions.
3.5.1 - Determine current levels of qualifications, credentials and, skills for outreach and admissions staff.
3.5.2 - Develop minimum national qualifications and competencies for outreach and admissions staff.
3.5.3 - Design and deliver professional development programs and training for outreach and admissions staff.
4.1.1 - Examine Job Corps' current outcome measurement system to assess its effectiveness in driving potential mission critical outcomes under the New Vision.
4.1.2 - Develop a performance measurement system that identifies mission critical outcomes under Job Corps' New Vision, supports system transformation, and effectively drives on-going operations under Job Corps' New Vision.
4.1.3 - Develop and refine systems to ensure they support and incentivize quality performance, including the PBSC Incentives and Award Term Contracts and the Past Effectiveness Evaluation System.
4.2.1 - Provide input for WIA Reauthorization to ensure that legislation is consistent with Job Corps' New Vision.
4.2.2 - Develop program guidance and policy that aligns with Job Corps' New Vision and includes definition of terms such as graduate, placement, and placement verification, among others, and updating the PRH, PAG, and RFPs.
4.2.3 - Evaluate and refine systems that assess quality measures of performance to align with the PRH, including the Student Satisfaction Survey, the Program Assessment Guide (PAG), and the Qualify Rating System.
4.2.4 - Develop tools and systems (MIS) to support National, Regional, and operator oversight, monitoring, and accountability for performance data and outcomes in support of Job Corps' New Vision.
4.3.1 - Identify potential costs related to system transformation (one-time costs) and on-going program operation under Job Corps' New Vision.
4.3.2 - Examine Job Corps' systems and practices for determining the cost of contracts (AAPP), and develop a general cost model for operations (centers, OA, CTS) for the transformed system.
4.3.3 - Develop a strategic resource allocation plan (including technology costs) that supports transformation and on-going operations under Job Corps' New Vision.
4.4.1 - Develop a system-wide technology plan to support operations and eLearning needs.
5.1.1 - Develop program models that incorporate after-hours and weekend instruction and learning activities into the living environment.
5.1.2 - Develop systems to evaluate, enhance, and expand the use of tutors, mentors, and guest speakers through the STARS project?
5.2.1 - Design and test a highly structured program delivery approach with expanded services to meet the developmental needs of 16-17 year olds.
5.2.2 - Develop a plan to respond to the Executive Order that mandates federal programs to provide equal access for English Language Learners (ELL).
5.2.3 - Design and test on-center support approaches to assist low achieving students?
5.3.1 - Identify/develop programs to improve students’ personal self-management skills, community living skills, and lifestyle.
5.4.1 - Determine current levels of qualifications, credentials, and skills for social development and support staff.
5.4.2 - Develop minimum national qualifications and competencies for social development and support staff.
5.4.3 - Determine the feasibility and requirements for obtaining Youth Development Practitioner credentials for staff.
5.4.4 - Identify/develop a Youth Development Practitioner certification program?
5.4.5 - Design and deliver professional development programs and training for social development and support staff.
6.1.1 - Develop a strategy to initiate contact, develop relationships with, and leverage resources from potential high-growth industry partners at national, regional, state and local levels.
6.2.1 - Develop a strategy to initiate contact, develop relationships with, and leverage resources from potential education and workforce partners at national, regional, state and local levels.
6.3.1 - Develop clear definitions and instructions for the establishment of industry/employer, education, and workforce partnerships.
6.3.2 - Provide training to center staff on building and maintaining partnerships with industry/ employer, education, and workforce partners.
7.1.1 - Research external best practices for post-center and post-placement career transition/support services to place and retain students (e.g., research other employment and training programs, higher education, and the military).
7.1.2 - Assess Job Corps’ current career transition, placement, and post-program support services to determine components and processes required to support the New Vision.
7.1.3 - Identify/develop strategies for involving employers and for enhancing post-center and post-placement career transition/support services to assist students in obtaining and retaining employment, and in guiding career path success.
7.1.4 - Develop a model staffing pattern and configuration to support industry/cluster-specific career transition services.
7.2.1 - Determine current levels of qualifications, credentials, and skills for career transition services staff, including the identification of professional needs to support industry-specific job development.
7.2.2 - Develop minimum national qualifications and competencies for career transition services staff, including those needed for industry-specific job development.
7.2.3 - Design and deliver professional development programs and training for career transition services staff, including those needed for industry-specific job development.

Goal 1 Rigorous and Relevant Academic and Career Technical Training Curriculum
Goal 2 Industry-focussed Career Technical Training and Occupational Clustering
Goal 3 Comprehensive Admissions Process
Goal 4 Resource Management and Accountability
Goal 5 On-Center Support System
Goal 6 Industry, Education and Workforce Partnerships
Goal 7 Post-Center Support and Placement ServicesSupport

1.1 Adopt basic academic, applied academic, career technical, and career success standards to serve as a framework for curriculum development.
1.2 Adopt standards-based assessment tools that provide diagnostic, progress and program information for reporting and other purposes.
1.3 Develop an integrated standards-based training system.
1.4 Develop a comprehensive professional development system to support teachers and instructors.
2.1 Align Job Corps training with high-demand industry sectors.
2.2 Identify which career technical offerings to be provided by which centers.
3.1 Establish essential functions for participation in Job Corps.
3.2 Identify assessment tools and methods for determining applicant eligibility, academic ability, and occupational training aptitudes and interests.
3.4 Establish a model enrollment process.
3.5 Develop a comprehensive professional development system to support outreach and admissions staff.
4.1 Establish a comprehensive performance measurement and accountability system that drives and supports achievement of Job Corps' New Vision.
4.2 Implement a comprehensive program management and oversight process that supports system transformation and operation under Job Corps' New Vision.
4.3 Implement a resources management process that supports on-going program operations and system transformation.
4.4 Implement a technology infrastructure that supports and ensures effective program operations, program management, and integrity of program data.
5.1 Expand structured student learning opportunities beyond the traditional training day to increase academic and technical achievement.
5.2 Identify specialized programs and supports for students with special needs.
5.3 Adopt programs and supports that ensure student self-sufficiency.
5.4 Develop a comprehensive professional development system to support social development and support staff.
6.1 Identify and develop relationships with partners from high-growth industry sectors at the national, regional, state and local levels.
6.2 Identify and develop relationships with national, regional, state and local education and workforce partners.
6.3 Develop guidelines, models, and tools for creating partnerships.
7.1 Establish a model career transition services process to support the New Vision.
7.2 Develop a comprehensive professional development system to support career transition services staff, including specialized staff expertise in industry-specific job development.

Bradshaw-Morris Branch Chowning Conboy Fry Logan Marshall Massey Webster Zhang Team Lead

Austin Branch Kirkpatrick Chevalier Collins Curiel Day Fischer Floyd-Nelson Gregoriou Jackson Johnson Keiter Ketchum Limon Logan Marshall Manning Massey McLaren Paul Pedroza Pharr Theis Warren Wild Williams Zhang Xueying Test

Austin Branch Kirkpatrick Chevalier Collins Curiel Day Fischer Floyd-Nelson Gregoriou Jackson Johnson Keiter Ketchum Limon Logan Marshall Manning Massey McLaren Paul Pedroza Pharr Theis Warren Wild Williams Zhang Xueying Test