Go to: OVERVIEW (SaveOurCounty) DETAILS (listener) PLANNING SCHOOLS ENVIRONMENT EROSION Report corrections+broken links to Webmaster Get updates on local issues
MISSION: The Region VII Workforce Investment will use federal,
state, and local programs to support one stop career and
training systems that flexibly sustain and enhance citizens' and
businesses efforts to participate in the global economy.
The Board published a block
advertisement in eight newspapers across the area in the editions closest to
September 27 and October 4. The
advertisement briefly reviewed the Plan’s purpose, encouraged the public to comment on the Plan by October 27, and stated the location review copies. The advertisement noted that the Board would
receive both written and email comments, Box
849, Parkersburg, WV 26847, or mearle@region8pdc.org. Finally, the notice provided the following
schedule of public meetings:
October 11, 2000
12:00 p.m. – 2:00 p.m.
Martinsburg Public Library
October 12, 2000
12:00 p.m. – 2:00 p.m.
Region 8 Conference Room
October 13, 2000
6:00 p.m. – 8:00 p.m.
Bank of Romney Community Room
Formatting is not always preserved in this web page, and page
numbers are not available.
Region VII Workforce Investment Board
For the period of January 1, 2001 to June 30, 2001
Eastern Panhandle Counties of
Berkeley
Grant
Hampshire
Hardy
Jefferson
Mineral
Morgan Pendleton
Local
Plan
Table of
Contents
Topic Page
Executive Summary 4
Local Area Vision and Goals 5
Local Area Market Analysis
Current and
Projected Employment Opportunities 7
Population 7
Educational
Attainment 8
Labor Force 8
Income 9
Current Job
Demand 10
Job Growth 10
Skill
Development Needs 11
Evolving
Needs Assessment 11
Plan Development Process 13
Local Area Governance
Role of
Local Elected Officials (LEO=s) 15
Functions
of Local Workforce Investment Board (WIB) 15
WIB Member
Participation 16
Coordination
between the WIB and LEO=s 17
Conflict of
Interest 18
WIB
Staffing 18
Rapid
Response 19
Youth
Council Coordination 19
Fiscal
Agent Selection 20
WORK4WV System for Service Delivery
WORK4WV
Development Strategy 22
Selecting a
One-Stop Operator 23
Chartering
of the One-Stop Operator 24
Customer
Services 25
Co-location
and Electronic Connectivity 25
Partnerships
with Business 26
Customer
Intake and Tracking 26
Open Line
of Communication 26
Continues
Quality Improvement 26
Commitment
to Staff Development 27
Resources
of Core and Intensive Services 28
Components
of Core Services 28
Components
of Intensive Services 33
WORK4WV
Meeting Customer Needs 35
WORK4WV
and Youth Activities 37
Services
Customer
Access 37
Core
Services 38
Intensive
Services 39
Training
Services 40
Adults and
Dislocated Workers
Employment
and Training Activities 41
Supportive
Payments 41
Needs-Related
Payments 41
Individual
Training Account (ITA) Policy 42
Limitations
to ITA 43
On-the-Job
Training 44
Customized
Job Training 46
Eligible
Training Providers 46
Priority
of Services 47
Fund
Transfers 48
Youth
Youth
Services 48
Child
Safety and Child Labor Laws 50
Awarding
Grants for Youth Activities 51
Additional
Youth Eligibility Criteria 51
Literacy
Skills Deficient 51
Procurement
Competitive
and Non-competitive policies 51
Equal Employment Opportunity 51
Performance Management 52
Signature Page 54
Attachment A
Local Elected Officials Agreement 55
B Memorandum of
Understanding between Local Elected Officials and
the Workforce Investment Board 56
C Organization Chart 60
D WORK4WV Business Plan and Memorandum of
Understanding 62
E Region VII Performance Standards 96
F Region VII Workforce Investment Board
Bylaws 97
Region VII Workforce Investment Board
Executive Summary
The Executive Summary
will be completed after the required public review and comment time has been
allotted and a review has been conducted by the Board of all comments that were
submitted.
Describe
your local area’s vision, mission, and goals for workforce investment and
indicate how they support the state’s overall vision and goals as defined in
the state’s workforce investment plan.
In recent years the
Eastern Panhandle has enjoyed a robust economy that has created a significant
number of jobs. This job creation has
fueled growth making the area a significant part of West Virginia’s changing
economy. Unfortunately, several areas
in the Potomac Highlands have not fully participated in the
revitalization. Challenges remain in
the growing area; many of these challenges are associated with workforce
development.
Against this backdrop the Region VII
Workforce Investment Board proclaims the following vision:
·
The Eastern Panhandle will continue
to lead West Virginia’s changing economy by creating jobs and providing
opportunities for new business, with an emphasis on technologically driven
business and/or industry.
·
The region’s most valuable
resource, its people, will be central to the area’s economy regeneration.
·
The residents of the area will
have opportunities to participate fully and continuously in the region’s robust
economy.
·
Residents will have an ability
to access job development and training services that flexibly respond to their
needs and allows them to participate fully in the ever-changing global economy.
The Region VII Workforce Investment
Board will work to fulfill this vision.
To this end the following mission can be stated: The Region VII
Workforce Investment will use federal, state, and local programs to support one
stop career and training systems that flexibly sustain and enhance citizen’s
and businesses efforts to participate in the global economy.
The Region VII Workforce Investment
Board will establish goals to define steps toward fulfilling the area’s vision
statement. Goals are as follows:
·
It is the goal of the Region
VII Workforce Investment Board to increase adult literacy in its service area.
·
It is the goal of the Region VII
Workforce Investment Board to increase the skill level of the labor force in
its service area.
·
It is the goal of the Region
VII Workforce Investment Board to provide a one-stop career and training system
that will effectively integrate services.
·
It is the goal of the Region
VII Workforce Investment Board to better incorporate workforce development into
the economic development process.
·
It is the goal of the Region
VII Workforce Investment Board to foster job creation and income growth.
Achieving the goals of the Region
VII Workforce Investment Board will result in a strong service delivery system
that can meet the needs of the region’s citizens and businesses. This will allow individuals to enhance their
skills for growth jobs and thereby increase their employment and income
potentials. Necessarily the area will
develop programs and systems that effectively serve the business community and
furthers its ability to compete globally by providing a pool of well-trained
workers. The end result is a healthy
regional economy that can continue to lead the state’s economy.
II.
Local Area Market Analysis
Describe the current and projected
employment opportunities in the local area.
Identify the local areas projected skill development needs by key
customer segments. Describe the job
skills necessary to obtain such employment opportunities.
The Region VII WIB is located in the eastern panhandle of
West Virginia. Two diverse but related
regions combine to form the WIA Region VII.
The Potomac Highlands Region contains the counties of Grant, Hampshire,
Hardy, Mineral, and Pendleton Counties.
Jefferson, Berkeley, and Morgan Counties make up the Eastern Panhandle
Region. Both regions have a very low
population density. County populations range from 8,100 persons in Pendleton
County to 71,000 persons in Berkeley County.
However, population of Region VII continues to grow, especially in the
Eastern Panhandle.
Regional
employment was 100,080 persons in July 2000 with agriculture, manufacturing,
and trade employing most of the active labor force.[1]
Even though the percentage of agriculture employment in the Region is higher
than state and national averages, agricultural employment has declined for many
years. In addition, for many years the
region experienced only limited manufacturing growth. This trend changed in the 1980’s when manufacturing employment
grew by almost 25%, but growth has slowed and even declined slightly in the
last decade.
The
civilian labor force for the region is 104,020. Total unemployed individuals are 3,940 giving the region an
unemployment rate of 3.8%. County
median family incomes exceed the state throughout the region. However, personal per capita income varies
greatly. Some areas of the region
exceed the state average for per capita income, while others fall short.
Population
|
County |
Population |
|
Berkeley |
71,000 |
|
Grant |
11,100 |
|
Hampshire |
19,000 |
|
Hardy |
11,800 |
|
Jefferson |
41,400 |
|
Mineral |
26,700 |
|
Morgan |
13,600 |
|
Pendleton |
8,100 |
(Source: Bureau of Business and Economic Research
College of Business and Economics, West
Virginia University
Released March 2000)
County populations vary greatly
throughout the region. As the table
indicates, the least populated county is Pendleton which has 8,100
persons. The most populated county is Berkeley,
with 71,000 persons. And, the second
largest is Jefferson County with 41,400.
The large populations of these two counties can be attributed to their
close vicinity to the Washington, DC metropolitan area. These counties offer rural living with ease
of commute and lower property taxes.
Both areas exceeded the state
population growth rate of .1 percent per year.
Potomac Highlands recorded a growth rate of .7 percent per year and the
Eastern Panhandle counties recorded a growth rate of 1.9 percent per year. In addition, the Eastern Panhandle exceeded
the national rate of 1.0 percent, while the Potomac Highlands fell short.[2]
The educational attainment levels of
Region VII are very similar to those of the state of West Virginia. Most of the population (around 39%) has a
high school diploma or equivalent as their highest level of education. Nearly 18% of the population only reached a
level of education somewhere between 9-12 grade and 14.% did not even complete
the 9th grade. Fourteen
percent of the population has completed some college but never obtained a
degree. Only about 4% have obtained an
associate’s degree and nearly 7% have obtained a bachelor’s degree. Just fewer than 4% of the population has
completed graduate studies. [3]
According to the
West Virginia Bureau of Employment Programs, there were 104,020 persons
employed or seeking employment in Region VII in July 2000. The unemployment rate for the region was
3.8% representing a slight decline since June.
The strong influence
of the agriculture and construction sectors results in seasonal increases in
unemployment during the summer and early fall.
The Region experiences a related annual upsurge in unemployment during
the winter. The winter upsurge is
compounded as several major manufacturing employers layoff workers for a short
period each winter to carry out major plant maintenance/adjustments.
Describe
the process followed in developing the Plan.
This might include groups that were included in the planning process,
meetings that were facilitated, how the WIB and the Local Elected Officials
each participated in the plan development, among other issues. Be sure to describe the public comment
process, and how those comments were considered in the development of the plan.
Participation from a broad range of
groups and individuals is critical to developing an effective workforce
investment plan. Recognizing the
critical nature of such participation, the Region VII Workforce Investment
Board (WIB) committed itself to developing an open planning process capable of
obtaining input from a variety of people and organizations. The Board assigned the Region 8 Planning
and Development Council, the Board’s administrative agent, the responsibility
for preparing a draft plan.
The regional council’s staff began
its effort by reviewing planning guidelines.
The staff then began an effort to collect relevant data from sources
such as the Bureau of Employment Programs and the Bureau of Business and Economic
Research at WVU. The Council contracted
with Community & Economic Development Consultants, LLC to provide a partial
labor market analysis of Berkeley, Jefferson, and Morgan Counties. The staff combined this information with a
labor market study of Grant, Hampshire, Hardy, Mineral, and Pendleton
Counties. Likewise, the staff prepared
a WIB Region VII economic forecast using forecasts prepared for the Eastern
Panhandle and the Potomac Highlands.
This effort established an economic and statistical base for the
Workforce Investment Plan.
An economic and demographic analysis
does not provide a sufficient basis for developing a sound workforce investment
plan. A sound planning effort requires
information available only by discussion with a range of individuals. Unfortunately, a lack of time and staff
prevented the Council from using one on one interviews to collect this
information. The council’s staff turned
to a series of facilitated meeting to collect additional information. The staff held meetings in Moorefield on
September 20, 2000, in Martinsburg on September 22, 2000, and Romney on
September 25, 2000. All meetings began
at noon and lunch was served to make it easier for individuals to attend. The Board extended invitations to its
members, local elected officials, economic developers, educators, service
providers, community leaders and representatives of industry and business. The staff opened each meeting by discussing
the need for a workforce investment plan and by reviewing the purpose of the
meeting. Participants were then given a
brief written exercise that ask them to identify jobs that required training
resources. The staff then encouraged a
round table discussion of workforce development and training issues. The staff maintained a record of the
discussion. The Board used notes from
these meetings and the written exercise to adjust the market analysis, to
formulate goals, and to fine-tune the service delivery system. Over twenty people participated in the
facilitated meetings.
The draft Workforce Investment Plan
was made available to all board members and local elected officials. The Planning Committee requested that
members and LEO’s provide comments to the committee by October 20, 2000. Simultaneously, the Board made the document
available for public review. The Board
supplied copies of the draft plan to libraries in Charlestown, Martinsburg,
Berkeley Springs, Romney, Keyser, Moorefield, Petersburg, and Franklin. Regional Council’s in the WIB region also
made the plan available for public review.
The Workforce Investment Board asked the Governor’s Workforce Investment
Office (GWIO) to provide a notice of the Plan’s availability for review on its
web site. The Board published a block
advertisement in eight newspapers across the area in the editions closest to
September 27 and October 4. The
advertisement briefly reviewed the Plan’s purpose, encouraged the public to
comment on the Plan by October 27, and stated the location review copies. The advertisement noted that the Board would
receive both written and email comments.
Finally, the notice provided the following schedule of public meetings:
October 11, 2000
12:00 p.m. – 2:00 p.m.
Martinsburg Public Library
October 12, 2000
12:00 p.m. – 2:00 p.m.
Region 8 Conference Room
October 13, 2000
6:00 p.m. – 8:00 p.m.
Bank of Romney Community Room
The Board provided all service
providers with a copy of the draft Workforce Investment Plan. The transmittal memorandum encouraged
providers to comment on the Plan. The Workforce
Investment Board asked the Governor’s Workforce Investment Office to provide a
notice of the Plan’s availability for review on its web site. The Board held a meeting to discuss the plan
and receive service provider comments on October 20, 2000 at the Region 8 Office Building in Petersburg.
As it received
them, the Regional Council provided copies of the written comments to the
Board’s planning committee. The
Committee, on behalf of the entire Board, reviewed all comments. The committee directed changes to the Plan
where appropriate. The final draft of
the Plan included copies of all written comments and the document was provided
to board members prior to its adoption.
Describe
the role of Local Elected Officials in the governance and implementation of the
Workforce Investment Act and the decision process between the Local Elected
Officials.
Recognizing the need for greater
local implementation of federally funded training programs the Workforce
Investment Act made local elected officials central to its implementation. Local elected officials (LEOs) nominate
workforce investment board (WIB) members and in partnership with the WIB they
are responsible for establishing policy.
Importantly, financial accountability ultimately rests with the LEOs.
The West Virginia Governor’s
Workforce Investment Office identifies chief local elected officials as
presidents of county commissions and mayors of municipalities of 10,000 or more
people. The Region VII Workforce
Investment Area contains eight counties and one eligible municipality
(Berkeley, Grant, Hampshire, Hardy, Jefferson, Mineral, Morgan, and Pendleton
Counties, and the City of Martinsburg).
These nine officials, or their representatives, came together to form an
ad hoc governing board not long after the beginning of the year. This ad hoc board has continued to oversee
the implementation of WIA.
The LEO board ask each eligible unit
of government to submit lists of potential WIB members. The LEO board reviewed the lists and using
appropriate criteria developed a list of WIB nominees that it submitted to the
Governor. The LEOs met with WIB members
upon the Board’s appointment by the Governor.
At this time the local elected officials charged the Board with its
responsibilities.
The LEOs have assumed financial
responsibility. They acted to select
the Region 8 Planning and Development Council as their fiscal agent. Through their chairman, they participated in
the development of an interim WIA budget for FY 2001 and concurred in the
issuance of a temporary plan for the first half of FY 2001. Individual LEOs continue to attend Region 7
Board meetings.
The LEOs of the Eastern Panhandle
look forward to the implementation of the Workforce Investment Act. The LEOs will continue to participate in the
Act’s implementation. During the coming
months the LEOs look forward to replacing the ad hoc governing board with a
formalized arrangement.
Describe
how the WIB will carry out its functions, including both the requirements for
public funds accountability and for community leadership and planning. Include a description of how
the Board
will carry out its responsibility for oversight, monitoring, and corrective action
of the Title I program.
The Region VII Workforce Investment
Board will carry out its activities in an open manner so as to build public
trust for WIA programs. The Board will
comply with the “West Virginia Sunshine Law” that requires public notice of its
meeting and agenda. All meetings will
be held in accessible places and a variety of formats will be used to
distribute notices of meetings. The
Board will refrain from making decisions out of the public sight. The Board will adopt its budget after
appropriate public discussion. The
Board will adopt financial management policies that will assure that
expenditures result from a known process that promotes accountability,
efficiency, and effectiveness. To this
end the Region VII WIB will adopt a procurement policy as least as stringent as
OMB Circular 20 CFR Past 667.
The Board will use an open planning
process that encourages participation by community leaders and the public. The process will feature meetings to allow
input from a wide range of community leaders.
The board will make the draft planning documents available to the public
prior to their adoption. Citizens will
be encouraged to review and comment on draft plans. Public meetings will serve to educate the public and as a forum
for collecting comments. All comments
will be considered and appropriate adjustments will be made.
While planning and early decision
making serve as the basis for implementation, oversight, monitoring and
corrective action are essential to a successful Workforce Investment Act
delivery system. The Board will
establish performance measures for its and its partners’ activities. The WIB staff will continuously monitor
these measures. Using reports from the
staff, the Board will participate in the development of improvement
efforts.
The seven Malcolm Baldridge
principals of leadership, strategic planning, customer – market focus,
information and analysis, human resource focus, process management, and
business results are central to the Board’s evaluation and improvement
process. The Board will base its
process on the State’s quality principles as developed by the Governor’s
Workforce Investment Office to assure compatibility with the other WIB regions. A State led work group is working to produce
these quality principles. WIB Region
VII will delay formalization of its program until the State work group has
provided consistent guidance.
Describe
what the WIB will do to enable its members to fully participate in their
planning, oversight, and other responsibilities.
Individual members are the strength of the
Workforce Investment Board. The Board’s
operations must encourage their fullest participation in all activities if the
Board is to succeed. To this end, the
Board will hold all of its meetings in accessible places at times and locations
convenient to Board members. The Board
will meet at least six times each year.
Members will receive notices of meetings at least five days in advance
of regular meeting and at least three
days in advance of special meetings. The
meeting notice will describe the purpose of the meeting and will be in a format
appropriate to the needs of each member.
To the greatest extent possible members will receive documents, reports,
and other items requiring action prior to the meeting in which they will be
considered. Their format will be
appropriate to the individual needs of the members. A quorum must be present for action during a meeting.
The Board will make a special effort to
involve its members in the Workforce Investment Act planning process. Members will receive notification of all
planning meetings, including those for community leaders. The Board will distribute copies of draft
planning documents to members and will solicit their comments.
The Board has appointed specific
committees to address issues concerning WIA mandates and delivery services of
the region’s WORK4WV Center. These
various committees provide feedback to the Board concerning strengths and
weaknesses within the service delivery structure. Committee feedback is openly discussed at each Board meeting to
keep WIB members abreast of WIB activities and compliance factors. WIB active committees include:
1)
Local Plan Committee
2)
Performance and Evaluation Committee;
3)
One-Stop Committee;
4)
Executive Committee; and
5)
Youth Committee
At all times the staff will have
responsibility for taking actions to encourage member participation. The staff will act to inform members of
options and will refrain from taking actions appropriate for members.
The Region VII WIB Bylaws are attached as
Appendix D.
Describe
how the WIB will coordinate and interact with LEOs.
The Region VII Local Elected Officials and
Workforce Investment Board have jointly adopted a Memorandum of Understanding
(MOU) that creates a basis for their interaction, including their coordination
of effort. The memorandum identifies
activities that are the responsibility of the WIB. These would include, but are not limited to, identifying service
providers, overseeing youth activities, employment and training, and One-Stop
systems. Other activities are the sole
responsibility of the LEOs. These would
include, but are not limited to, nominating WIB members, serving as the local
grant recipient, and identifying a fiscal agent. Other tasks including adopting a budget, preparing the Workforce
Investment Plan, and certifying a one stop operator are jointly shared
tasks.
The memorandum calls for a LEO to serve as
an ex-officio member of the WIB executive committee. LEO and WIB members receive copies of each others’ meeting
notices.
Individual LEOs attend WIB meetings and
the chair of the WIB has participated in LEO meetings.
The Memorandum of Understanding between
the Local Elected Officials and The Workforce Investment Board is attached in
Appendix B.
Identify
the circumstances that constitute a conflict of interest for any local
workforce investment board member.
The Region VII Workforce Investment Board
Bylaws state that no director, officer, employee, or agent of the WIB shall:
·
cast a vote on the provision of service under the training plan by that
member, by any member of his/her family, or by any organization of which that
member or any member of his/her family is an officer, owner, or employee;
·
vote on any matter which would provide direct financial benefit to that
member, or
·
participate in the award or administration of any grant or contract
that is funded through the job training plan, where he or she knows that any of
the following has a financial interest in the person or organization that will
receive the grant or contract: (a) the officer, employee, or agent; (b) any
family member of the officer, employee or agent; (c) any partner of the
officer, employee, or agent or (d) any persons or organization that employs
that employs, or is about to employ, any persons described in (a), (b) 0r (c),
The Region VII Workforce Investment Board
will use §6B-2-5 of the Code of West Virginia as its ethic standard. The Board will also adopt the Governor’s
Workforce Investment Office’s (GWIO) Conflict of Interest Policy as its policy
following GWIO is adoption of the policy.
The draft Conflict of Interest Policy is attached in Appendix G.
Describe
how the local board will be staffed.
The Region VII Workforce Investment Board has
elected to contract administrative services from the Planning and Development
Division of the Region 8 Planning and Development Council. The Region 8 Planning and Development
Council operates through two operating divisions. The Planning and Development Division provides those services
traditionally associated with a Regional Council in Grant, Hampshire, Hardy,
Mineral, and Pendleton Counties. The
Potomac Highlands Support Service Division provides services human service
programs in eastern West Virginia.
These services include Welfare to Work and Senior Employment
Programs. For many years each division
operated under the supervision of a director that reported directly to the
Regional Council. Although, the
Council’s Bylaws reflect operation with two directors, currently one person
(Kenneth Dyche) holds both positions.
Don Thorne will serve as Director of
Workforce Investment Activities. Mr.
Thorne is an employee of the Planning and Development Division and will report
directly to the Workforce Investment Board.
Other employees assigned workforce investment duties will report to Mr.
Thorne. The Potomac Highlands Support
Services will perform all service delivery.
The Region 8 Planning and Development Council believes that the staff
arrangement meets the spirit of GWIO guidance on separation of investment
staffing, training, and One-Stop operations.
However, to assure an additional level of comfort the Council has
requested that the Governor and the Chief Local Elected Official grant a waiver
as provided under WIA.
Describe
how the local WIB will ensure coordination of workforce investment activities
in the local area with the statewide rapid response activities.
Responding to a sudden employment
dislocation will represent a priority for the Region VII Board. WIB Region VII will assign personnel to
rapid response teams as needed. The
Region VII WIB is awaiting the development of statewide policies for rapid response. This section will be completed once state
policy is published.
Describe
the process used in the local area to solicit, select, and replace members of
the local youth council. Describe what
the local youth council will do to enable its members to fully participate in
their planning, oversight, and other responsibilities. Describe how the local youth council will
coordinate and interact with the local WIB.
The LEO and WIB Board chairs asked
their members to submit lists of potential Youth Council members. The chairs requested that members solicit
input from individuals and organizations representative of the groups required
or suggested to participate in the youth council. Where needed, nominations were solicited directly from
individuals and organizations representative of groups interested in
youth. The LEOs and WIB reviewed names
and developed a membership that met the criteria for WIA. In filling future vacancies, the Region VII
WIB and LEOs will send letters requesting membership nominations to groups,
agencies, and organizations with special interest in youth.
As with the WIB, individual members are
the strength of the Youth Council. The
Council’s operations must encourage members’ full participation in all
activities, if the Council is to succeed. To this end the Council will hold all
of its meetings in accessible places at times and locations convenient to its
members. Meeting locations will vary to
encourage participation. Members will
receive notices of meetings at least five days in advance of regular meeting
and at least three days in advance of special meetings. The meeting notice will
describe the purpose of the meeting and will be in a format appropriate to the
needs of each member. To the greatest
extent possible members will receive documents, reports, and other items
requiring consideration prior to the meeting where they will be
considered. Their format will be
appropriate to the individual needs of the members.
If not a WIB member, the chair of the
Youth Council will serve as an ex officio, non-voting member of the Workforce
Investment Board. The Youth Council
chair will report council activities to the Region VII WIB at monthly board
meetings. The Youth Council chair will
report the results of WIB meetings to the Youth Council. The Youth Council will make special reports
to the WIB as appropriate.
Identify
the entity selected by the local elected officials to be the fiscal agent for
the local area. Describe how the fiscal
agent will ensure there is coverage for wrongful acts and how it will carry out
its fiduciary responsibilities.
The Region VII Local Elected Officials
selected the Region 8 Planning and Development Council to serve as their fiscal
agent. The Region VII WIB understands
that GWIO’s coverage with the State Board of Risk and Insurance Management
affords it some coverage for errors and omissions. The Region 8 Planning and Development Council has coverage with
the State Board of Risk and Insurance Management that provides it coverage for
wrongful acts – errors and omissions.
The State Board’s coverage provides the Regional council with a fidelity
bond in the amount of $1 million.
Attachment C is an organization chart for
the WIB, Region 8 PDC, and the One-Stop Center.
Describe
the fiscal controls system used by the fiscal agent for administering WIA funds. Describe the fiscal agent’s property
management system for JTPA property carried into the WIA program and any new
property purchased with WIA funds.
The Region 8 PDC is familiar with federal
government’s requirements for financial management. The PDC will use a double entry electronic accounting system to
maintain financial information on a fund basis. The financial management system will provide the following:
·
Accurate, current, and complete disclosure of financial results
·
Records that adequately identify the sources and application of grant
funds
·
Effective control over and accountability for all funds, property, and
other assets
·
Comparison of actual outlays with amounts budgeted for the grants
·
Procedures to minimize the time elapsing between transfer of funds from
the U.S. Treasury and the disbursement
·
Procedures for determining reasonableness and allowable costs
·
Accounting records that are supported by source documentation
·
A systematic method to assure timely and appropriate resolution of
audit findings and recommendations.
To this end Don Thorne will be responsible
for financial management for the Region VII WIA funds. The Region VII WIB will establish a
non-interest bearing bank account in a bank with FDIC insurance coverage. The WIB will seek collateral coverage for
any amount greater than the FDIC limit.
The WIB will use pre-numbered checks and two signatures will be required
on all checks. Bank records will be
maintained and reconciled on a monthly basis.