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 . 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
Table of Contents
Executive Summary 4
Local Area Vision and Goals 5
Local Area Market Analysis
Current and Projected Employment Opportunities 7
Educational Attainment 8
Labor Force 8
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
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 Services 48
Child Safety and Child Labor Laws 50
Awarding Grants for Youth Activities 51
Additional Youth Eligibility Criteria 51
Literacy Skills Deficient 51
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
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. 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.
(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.
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. 
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.
The Region 8 PDC will maintain cash receipts journal, a cash disbursement journal, and a general ledger. These will meet standards established for federal programs. The Council will keep these records separate from its own financial management system. The Council will support these records with appropriate source documentation such as invoices and timesheets.
The Council will provide the WIB with data to allow a comparison of budgeted and actual costs. The PDC staff will use federal cost principles to determine the reasonableness, allowability, and allocability of costs.
No JTPA property was carried into the WIA program. The Council on behalf of the WIB will maintain an inventory of property acquired with WIA funds. The inventory will include a description of the property, the property’s location, its acquisition cost and date, the source of funds used for acquisition, and final disposition. The PDC will tag all property with a permanent tag that bears a unique serial number. This serial number will be recorded as a part of the inventory system. The tag will indicate the property belongs to the Region VII WIB and was acquired with WIA funds. The Council will update the inventory as significant property is obtained and the Council will perform at least an annual reconciliation of records.
The WIB will have its financial management records audited on an annual basis to determine compliance with federal requirements.
Work4WV System for Service Delivery
Describe your region’s strategy for developing a Work4WV system, including: The planned mix of comprehensive and mini-sites in the region, and where known, their locations. At least one comprehensive site must be provided within the region.
The delivery service system in Region VII will be an evolving system, one that continues to improve on the quality of service, service accessibility, and remain adaptable in meeting the needs of area job seekers and employers. The system’s primary focus is to provide any and all services required to enhance a job seekers employability options, whether it be locating a job, developing workforce skills, or obtaining training. The delivery system will be dependent on computers and software protocols that will allow the immediate transfer and processing of information between rural satellite sites, WORK4WV Centers, and state and federal agencies. In keeping with the One-Stop delivery philosophy, the Board faces many challenges to provide services throughout a rural area. To meet the challenges, the Board is committed to maintaining one comprehensive WORK4WV site and numerous satellite sites throughout the region to enable universal accessibility by all job seekers and employers. During the initial start-up of Region VII's workforce investment activities, comprehensive WORK4WV Centers will be limited. However, as time progresses and both mandated and optional partners become more proactive in modern workforce investment initiatives, additional WORK4WV Centers should evolve throughout the region. With this evolution should be a broader range of services that in turn will enhance employment opportunities, skill development, and overall regional development.
The Board will offer WORK4WV services in all eight counties of the region. The rural makeup of the area combined with limited WIA funding will not allow for more than one comprehensive WORK4WV Center at this time. This comprehensive center is located in Martinsburg, WV and will be the central point of workforce investment services for the region. The Board is currently investigating additional sites for comprehensive centers in the Moorefield and Keyser area. Development of either of these sites is contingent on funding, partner support and the local area need. Until such time as other comprehensive sites are brought on-line, all intensive services will be coordinated by the Martinsburg location. Coordination of individual services will be carried out by: one-on-one interaction between staff and customers at the Martinsburg office; one-on-one interaction between partner staff and customers at the satellite sites; or by Martinsburg WORK4WVstaff making field visits to customers. Throughout the eight counties of the region, the Board will develop satellite sites with WIA partners. These satellite sites will have computers linked to the WORK4WV delivery system for job seekers and employers to access services. The Board plans to have multiple sites with computers in each county, allowing maximum accessibility. Job seekers will have at their disposal extensive listings of jobs that are available locally, across the region, state and nation. Employers will have access to an extensive database of available workers, online labor market information and the ability to post job listings on the network. Computers will be available during normal business hours and in some cases, dependent on the hosting location, on a 24-hour basis. Computers will have access to the Internet and be linked to the regional and state job information system by use of CAREER LINKS. Current computer locations are listed below with additional locations forthcoming:
Grant County South Branch Vocational Center in Petersburg
Shepherd College in Petersburg
Hampshire County Department of Corrections Parole Office in Romney
Rehabilitation Services in Romney
Hampshire Career Center
Hardy County Moorefield Job Service
Moorefield High School
Eastern West Virginia Community and Technical College in Moorefield
Jefferson County Jefferson County Adult Learning Center in Charles Town
Harpers Ferry Job Corps Center
Shepherd College in Shepherdstown
Mineral County Mineral County Technical Center in Keyser
Rehabilitation Services in Keyser
Potomac State College in Keyser
The process for selecting one-stop operator(s) and who have been selected as operators.
In selecting the comprehensive “one-stop” site for the region, the Board focused on finding a site that would provide a full range of services for a maximum populous. Due to the rural consistency of the region and the “in-progress” enlisting of mandated and optional One-Stop partners, the Board concentrated on establishing one comprehensive site, meeting the requirements of the Workforce Investment Act (WIA) and the Governor’s Workforce Investment Office (GWIO). The Board conducted a review of services offered throughout the region by mandated partners, service organizations, public entities, non-profit organizations, employers, and educational institutions. Factors considered by the Board in the One-Stop selection process were:
· location (accessibility, parking, ample space, etc.);
· availability of mandatory partners;
· potential numbers of customers in the area;
· availability of optional partners;
· employer concentration;
· public transportation; and
· cost of one-stop operation.
Within Region VII exist two (2) job service offices which are mandatory partners under WIA. The existing job service office in Martinsburg has been operating within an established network providing human services for some time. A review of the capabilities of the Martinsburg location determined the physical site to have at least three mandatory partners who would agreed to operate a one-stop center. Although the site would require administrative process changes to conform to WIA protocols, the Board decided these changes were minimal when compared to issues relevant to finding a new location and setting up operations. The Martinsburg site is located within an Metropolitan Statistical Area (MSA) making it a prime location, serving both the greatest concentration of residents and employers. The site provides unlimited parking space for customers and is accessible to public transportation. The second job service site located in Moorefield is currently an extension of the Randolph County office. This site does not offer the extensive services or amenities of the Martinsburg office. However, the Board has agreed to consider this location for development into a future comprehensive WORK4WV Center. The Martinsburg consortium will continue managing One-Stop operations until the Board has had an opportunity to issue a competitive bid for these services.
Describe how each Work4WV site will be chartered by the local WIB in compliance with the State Plan and chartering policy.
The current WORK4WV Center, located in Martinsburg, has been provisionally chartered by GWIO through December 31, 2000. The Board will ask for a continuation of its provisional charter for the period of January 1, 2001 through June 20, 2001. The request for continuation is based on the following issues: (1) to allow sufficient time for dialog between the Board and both mandated and optional partners to establish a framework for comprehensive services at one location; and (2) as an outcome of the dialog, determine if the Martinsburg location can provide the space and other amenities needed for a comprehensive One-Stop Center.
Upon approval by GWIO of a continuance of the provisional chartering as outlined above, on July 1, 2001 and as mandated by the Act and reiterated in GWIO Policy Guidance Letter 12-00, the Region VII WIB will assume certification responsibilities for all regional One-Stop operations. The Board will utilize the guidance outlined in GWIO Policy Guidance Letter 12-00 as the minimum framework for establishing the regional certification process.
Describe how customers will move among the core, intensive and training services offered through the Work4WV centers.
Job seekers and employers in Region VII will have unlimited access to core services. Core services can be obtained through the WORK4WV Center located in Martinsburg, through partners at satellite sites, and can be accessed by use of any computer with Internet access. Individuals that cannot obtain employment through core services will be provided intensive services. Intensive services will be coordinated through the Martinsburg office, either on-site, at satellite sites, or through staff field visits, and will
involve evaluation, testing, assessment, case management services, and development of the Individual Employment Plan (IEP). The Board recognizes the need to provide intensive services at various locations throughout the region and is working to provide additional intensive service sites through partnerships. In the event that intensive services do not result in employment for the individual, additional assessment and case management services will be provided. At this point the individual will be qualified for either on-the-job training or occupational training in a demand occupation specific to the regional labor market. On-the-job training will have priority over contracted occupational training. Individuals eligible for the Individual Training Account (ITA) will be provided training conducted by a training provider approved by the Board and GWIO.
Describe how services provided by each of the required and optional Work4WV partners will be integrated and made available through the Work4WV system.
The Board’s local One-Stop system reflects the core principles of the Workforce Investment Act. Specifically, universality, customer choice, continuous improvement, performance outcomes and integrated service guide not only the management of the system but are put into practice as part of daily operations. At the present time, the Martinsburg WORK4WV is working will all mandated partners in the development of the site as a full service Center under WIA. It is the intention of the Board to continue improving and expanding on the Center’s services and migrate toward the establishment of additional full service One-Stop Centers. This will be achieved by replicating the best practices used to establish a full service One-Stop Center. These practices represent the components of the Martinsburg One-Stop System. They include the following:
1. Co-Location and/or Electronic Connectivity – The Board is committed to ensuring that job seekers and businesses have full access to the information and resources necessary to meet their needs. Availability of most of the mandated services and the electronic connectivity of a variety of other community resources have helped to achieve this goal. Additionally, the WORK4WV Center is in the process of enhancing its internet/website presence and developing kiosks, both capable of providing customers with information 24 hours a day, seven days a week. These components will help to reduce the cost of physical facilities as resources are channeled directly into services for customers.
2. Partnerships with Business – The Board has implemented several mechanisms for utilizing the expertise and knowledge of the business community to guide and refine the service delivery system. These include: employer services offered at the WORK4WV Center focused on providing streamlined, user-friendly, responsive services to employers. The Center utilizes a toll-free jobs line, fax machines and a website to handle incoming job orders. These orders are subsequently matched to potential applicants with follow-up contacts made to employers within 72 hours. This internal consulting is combined with external marketing efforts to ensure that a
wide range of employers are aware of the resources available through the One-Stop system. Additionally, existing employer committees comprised of local businesses are active in providing feedback related to the needs of employers and work with One-Stop partners to ensure that service delivery focuses on meeting those needs. The WORK4WV Center also participates in activities sponsored by Chambers of Commerce, Economic Development Councils, and the Joint Employment Services Advisory Council (JESAC) in order to keep abreast of labor market trends and to establish new initiatives with business partners.
3. Customer Intake and Tracking – The WORK4WV Center has developed and implemented a Customer Tracking (CT) program focused on three functions: gathering demographic information for all customers; conducting a cursory self-assessment to assist customers in identifying services most appropriate to their needs; and tracking customers over time and across agencies/services.
CT is used by all partners and serves as an efficient and effective way to track customers and services.
4. Open Lines of Communication – The Board is committed to the inclusion of all sectors of the community and believes in soliciting their input as part of the planning and implementation of the One-Stop system. This is evident through a variety of established practices including, but not limited to, the following: active participation of Board members in a variety of subcommittees; use of local website and the Internet to provide information and solicit input; the establishment of Memorandums of Understanding (MOUs) specifying expectations and responsibilities; monthly Board meetings to address WORK4WV issues and delivery issues; and joint training sessions to ensure that all partners are aware of policies as well as state-of-the-art techniques for providing quality services.
5. Continuous Quality Improvement – The Board is in the process of
formalizing a continuous improvement plan using the Enterprise and Malcolm Baldridge principles. The Enterprise designation is a national continuous quality improvement recognition of performance excellence in the area of workforce development. Enterprise organizations must meet high standards of service in results, customer satisfaction and management practices. Service delivery will be certified through a rigorous, independent review process, modeled after the criteria of the Malcolm Baldridge National Quality Award. This program will incorporate the resources and assistance of all partners.
In addition, the Board formed a Quality Services Committee to assess the quality of services being provided by the Region VII WORK4WV delivery system. The committee is chaired by a WIB Board member and includes all partner agencies and will focus on One-Stop quality improvement over the next year.
6. Commitment to Staff Development – The Board attributes the success
in delivering quality services to customers in Region VII to the high caliber of staff operating throughout the One-Stop system. All partners have an individual and collective commitment to ongoing staff training as a way of promoting both innovation and accountability. The Board will ensure the ongoing availability of physical space for staff development activities and will make available it’s facilities to the business community and statewide partners in need of a fully equipped facility.
These practices have enabled the WORK4WV Center and its partners to develop a One-Stop system that is responsive to the needs of all customers and maintains the value of the system as the best resource for both job seekers and employers.
The One-Stop concept is evidenced in the WORK4WV Center, which includes most of the partner services required by WIA. Mandated partner services located at the Martinsburg WORK4WV Center include:
· Title I Programs;
· Wegner-Peyser Act Programs;
· Title 11 Adult Education and Literacy Activities;
· Programs governed by the Vocational Rehabilitation Act;
· Programs governed by the Trade Act of 1974;
· Veterans Employment Programs under Chapter 41 of Title 38, U.S.C.; and
· State Unemployment Compensation Programs.
The Board is pursuing aggressively the support of the other mandated partners. Although services of the mandated partners are being offered by the WORK4WV Center through a referral process, the focus of the Board to meet WIA guidelines is to have each of the mandated services co-located under a single One-Stop roof. Each partner of the One-Stop delivery system will be required to enter into a Memorandum of Understanding (MOU) with the Board. Copies of partner MOU’s are contained in Attachment D. The Board has found that some mandated partners simply cannot relocate their services at this time due to funding shortfalls and the honoring of in-place contracts. For WIB Region VII, the comprehensive WORK4WV Center or future Centers will be an end result of a strategic process that includes all partners, representative of partner interests and initiatives, and conducive to their goals while fulfilling the intend of WIA legislation. As this Plan is being published, the Board is close to negotiating on-site service agreements with the Welfare to Work program and the Senior Community Services Employment Program (SCSEP). Also, on-going negotiation is taking place with Vocational Education, the Department of Housing and Urban Development (HUD), and Regional Economic development agencies to finalize the consolidation of all mandated partner services.
Description of Resources of Core and Intensive Services
The approach to the delivery of workforce services and to the operation of the One-Stop system is driven by a commitment to providing high quality information and labor market services to meet the needs of a variety of customers. This is achieved through the implementation of several key concepts including universality, customer choice, integration, and performance-driven outcomes. Underlying these concepts are basic beliefs and values that drive the service delivery system. These core values are as follows:
· Flexibility to accommodate all customers.
· A “work first” philosophy that focuses on a job and a better job at better pay.
· Job retention and wage growth are critical to a customer’s success.
· Education plays a key role in career enhancement.
· Accountability and results-oriented performance measures are critical to the success of this system.
· Quality recruitment assistance for employers.
· Up-to-date posting of employer job listings.
· Accurate employer labor market issues including comparative wage data, labor force availability and other factors.
The services delivered are based upon the particular needs of the customer, not the categorical nature of programs or funding streams. However, training provided to a customer must be within a demand occupation of the regional labor market. The Board intends to continue to bring together the resources of employers, community based organizations and education institutions to ensure the most effective and efficient service delivery.
The following is a description of the various components of Core Services:
1. Outreach & Recruitment:
The Board recognizes the value of the services offered through the WORK4WV Center for both job seekers and employers. In order to create a shared and widespread understanding of these benefits, the WORK4WV system will engage in a variety of outreach activities, all of which will be coordinated with the One-Stop partners. These activities will help ensure that all customers understand the value of One-Stop services and are able to access these services to their benefit. These activities include, but are not limited to, the following:
· Utilization of Internet, radio, print and television media;
· Active participation in both Business Development and Economic Development activities;
· Job Fairs; and
· Coordination with employers and educators.
These marketing activities will compliment the existing efforts underway in Region VII.
Reception in each One-Stop is critical to creating an atmosphere that is friendly, informative and professional. With a focus on customer satisfaction, partner staff will encourage customers to assert their individuality, identify their needs, and allow staff to present all available options for meeting those needs. This will not only be emphasized in materials and interactions, but through the actual One-Stop environment. Specifically, the layout of the Center, the décor, and the consistency in the message delivered will promote an easy customer flow and reinforce the core values of universality and customer choice.
The Board understands the importance of respecting the diversity of customers to be served. A series of trainings will be initiated for all partners to ensure they are equipped to understand the varying needs of customers, to include customers with disabilities and/or special needs, and to resolve potential issues before they become problematic. Additionally, as part of the ongoing focus on customer service, continuous feedback from customers and partners will be solicited and used to refine the delivery system, when needed.
3. Overview/Initial Screening:
The Board recognizes also that a customer’s time is valuable and, as such, will minimize any idle waiting time though the implementation of an overview. This overview will provide each customer with the opportunity to learn about the full array of service options and subsequently to access those services. This overview will be self-directed and provided though a variety of mediums including videotape and written materials. One on one assistance will be available for those customers who require such an accommodation. The customer will be provided with a comprehensive checklist to use as a reference and to indicate the services they feel are most appropriate. This checklist will serve as the starting point for the delivery of services to each customer. Information will be available in multiple languages to accommodate the diverse customers seeking services.
The overview process will serve as the basis for an initial determination of the most appropriate avenue for each customer. This reinforces our commitment to flexibility and for ensuring that customers are not made to follow a standard set of activities if they are not beneficial to that customer.
Once a customer is screened initially, they will be directed to a comprehensive orientation session. The overall purpose of the orientation is to inform customers about the opportunities and services available and to answer any specific questions they may have. These sessions will be offered on a regular basis and all customers will be encouraged to participate during their initial visit to the One-Stop. If this is not possible due to childcare or other issues, each customer will be provided with options for choosing an alternative time.
For employers, the orientation will consist of a comprehensive description of the following services:
· Labor Market Information;
· Job Bank;
· Employer Services Center;
· Business/Tax Incentives;
· Job Matching;
· Interviewing Options;
· Appropriate Screening; and
· Timely Delivery of Qualified Applicants.
All services to employers will reinforce the value of the One-Stops for recruiting qualified employees.
The orientation for the universal job seeker will provide specific information about the following services:
· Labor Market Information;
· Job Search Resources including Internet access, computers and phones;
· Initial Assessment;
· Career Counseling and Guidance;
· Employability/Success Workshops;
· Job Bank;
· Job Placement Assistance; and
· Availability of Intensive Services.
The information presented to the universal population will reinforce the goal of employment as well as future career development.
5. Initial Assessment:
The initial assessment of customers will be utilized to provide a snap shot of the of the customer’s ability to succeed in securing employment as a result of the provision of Core services. The assessment will be used to evaluate the customer’s academic function level, previous work experience, support service needs, special needs related to a disability, motivation and attitude toward work, demographic information and the existence of any other issues that may affect their ability to secure and maintain employment.
There is a wide range of tools available for the initial assessment including, but not limited to, TABE, ABLE, ACET, and a variety of interest inventories that can be used to assist customers in identifying their skills and service needs. These tools will be administered immediately following orientation enabling customers to promptly engage in the job search process.
6. Job Search Assistance:
The goal of all core services is employment. As a result the WORK4WV Center is committed to ensuring that each customer has full access to the array of resources needed to achieve this goal. These include access to labor market information, computers, phones, fax machines, Internet access as well as career guidance. Customers will have the opportunity to access any of these services as part of their job search in Core services:
There are many methods for the customer to seek labor market information including the following:
· Occupational videos – Career information reflecting actual job activities.
· Publications – Printed materials provided for the WORK4WV Center One-Stops.
· Internet web sites.
· Career Posters – Career information displayed on posters for the WORK4WV Center.
In addition to the above, the Board is pleased to have available from the West Virginia Bureau of Employment Programs, labor market information provided by the Research, Information, and Analysis Division (RIAD). The site is an innovative, interactive web application designed for businesses, job seekers and workforce development professionals. The Board has also at its disposal, Labor Market Studies conducted by area Regional Planning and Development Councils which provide comprehensive local labor market projections for the region. These surveys offer the latest data on wages and employment trends for demand occupations, highest demand jobs, fastest growing industries and much more.
Job Search assistance will be made available to each customer based on their individual ability and level of need for guidance in utilizing these resources most effectively.
7. Job Placement Services:
One of the key components of job placement services is an emphasis on career enhancement. Although work provides the best experience in terms of encouragement, building self-esteem, networking and skill development, it is also known that the initial job acquired by the customer may not necessarily lead to self-sufficiency. As a result, customers are encouraged to explore opportunities for furthering their education and training. This will be reinforced during orientation sessions and in all written and video materials in the WORK4WV Center.
Job placement also includes close coordination with employer needs in order to develop a variety of opportunities within local business and to market actively the services offered through the WORK4WV Center. All efforts will be coordinated with the WORK4WV partners to ensure consistency in the marketing of services and to avoid any duplication of services.
Active participation activities with the Chambers of Commerce, Business Development Board, Labor Unions, and Economic Development activities will assist the Board in being responsive to the needs of the local business community. This is an integral part of the approach to service delivery, utilizing this input to refine processes and bridge the gap between the needs of employers and the workforce system.
The result of the job placement service offered to customers will be a wide array of employment opportunities consistent with the demands of the market place. Career guidance will be offered to customers as part of the job placement progress. This guidance will focus on ensuring that customers not only secure employment, but also begin to plan for career growth and development. The importance of a job, a better job, and a career will be reinforced and customers will be assisted in identifying those resources and services needed to achieve their long-term goals.
8. Follow-Up Services:
The Work4WV Center is committed fully to ensuring that customers retain their jobs and begin the process of career enhancement. The Center will encourage all customers to take advantage of any educational and training opportunities that may bring them closer to self-sufficiency. Additionally, case managers will work with employers to develop opportunities at the job site that are beneficial to both the employee and employer.
The follow-up period will be for a minimum of 1 year in an effort to ensure that customers remain employed and are encouraged to access One-Stop services that can assist them in career advancement. The availability of education and training, referrals for support and ancillary services, the establishment of mentoring relationship and participation in organizations within the community will be emphasized in order to assist the customer to develop their skills. Ongoing career guidance will be made available to customers in an effort to ensure access to these follow-up services.
Additionally, employers will be provided with follow-up services as requested in order to enhance continually relations with the business community. This will include the option of on-site visits, phone intervention and support, assistance with tax incentives, recruitment of additional employees, and development of OJT and customized training contracts.
The Board recognizes the need to provide core services to each One-Stop customer in order to provide them with the opportunity to utilize all available resources for securing employment. However, some individuals may need more intensive services in order to become successfully employed and self-sufficient. As a result, WORK4WV staff is committed to maintaining a flexible system whereby customers will have access to Intensive Services at any point in time. Customers who meet the Welfare to Work criteria as well as those that have extensive needs as identified through the initial assessment and profiling process will be referred directly for Intensive Services. All customers that are unemployed after receiving Core services will be referred for Intensive Services in order to ensure that they are provided with ongoing career management.
The following is description if the various components of Intensive Services:
1. Comprehensive Assessment
Comprehensive assessment will be provided to each customer referred for Intensive Services. The assessment will provide an opportunity to help customers identify their many attributes as well as challenges that need to be addressed in order to achieve success.
Through formal and informal interviews, observation and data collection, as well as a variety of standardized tests, assessment is an interactive, flexible process that draws out the strengths in each customer to apply to the development of an Individual Employment Plan (IEP). Customers who received an initial assessment during Core Services will also receive a comprehensive assessment. Information gathered during the initial assessment will be incorporated into the IEP.
Through the administration of a variety of standardized tests such as the (TABE, ABLE, and the ACET) the assessment process will help identify a customer’s skills, abilities and needs so that the most appropriate plan can be developed with the customer.
The comprehensive assessment also will include input from the providers of Core Services if the customer accessed those services initially. Information gathered and observed during the delivery of Core Services will be included as part of the assessment process.
One critical component of the assessment is that it is a dynamic process, the results of which are ever evolving. As such, the ongoing nature of assessment can not be emphasized enough. While the formal testing occurs upon referral for Intensive Services, informal assessment and review continues throughout the delivery of Intensive Services. The ongoing informal assessment process ensures that the changing needs of each customer are successfully addressed and recorded in the customer’s file, which is also updated in the Individual Employment Plan (IEP).
2. Career Management
Career Management through Case Management Services plays a critical role in the provision of Intensive Services and in the customer’s ability to secure and maintain employment. The Case Manager serves as the point of coordination and consistency for a customer. They provide guidance to the customer and work to ensure that customers are not only making informed decisions, but also those that will result in positive experiences and self-sufficiency.
Each customer will receive individualized attention that offers the opportunity for discussion of personal issues in a confidential environment. The Case Manager will offer support and encouragement for helping each customer to begin mapping out the activities needed to achieve their goals and personal growth.
The Case Manager will ensure that each customer is aware fully of the options available to them. This includes those offered at the One-Stop as well as services offered throughout the community. Case Managers will provide referrals to outside agencies, as applicable, and will follow-up to ensure that the service is provided to the benefit of the customer. Overall, the Case Manager serves as the central point of contact and coordination as the customer moves toward self-sufficiency.
Eligibility also will be identified during the career management process so that any specific program requirements can be reinforced with each customer. Consistent career counseling will ensure that customers in each of these programs remain engaged and maintain a thorough understanding of the benefits of the program. The coordination of funds for specific programs will be in accordance with all applicable federal, state, and local policies and procedures.
Career Management also provides the opportunity to identify any issues not previously apparent. This is critical, as customers will encounter new situations as they move toward self-sufficiency. The uncertainty that often accompanies these changes can be proactively addressed during meeting with the Case Manager. Managers will be well informed on resources to address a variety of issues such as substance abuse, mental health services, domestic violence, and issues related to a disability.
All services provided, as part of Case Management would be thoroughly documented in the appropriate state and/or local information system. This documentation will not only track the progress of the customer, but the program as a whole.
3. Individual Employment Plan (IEP)
An integral part of the career management process is the development and implementation of the IEP. The IEP serves as a road map outlining short term and long term goals as well as specific strategies for achieving the goals. It is a fluid document that is reviewed and modified, as needed, during each meeting and each contact between the case manager and customer. The IEP identifies the specific services needed to assist the customer in securing a job, any support services as well as ancillary services that may be required to overcome other issues impacting a customer’s ability to secure and to maintain employment.
Assisting each customer to make informed decisions is an ongoing part of the IEP implementation. The Case Manager will help each customer to identify all options and understand the potential impact of their decisions. The IEP will serve as the tool to document these choices and to monitor the progress made toward achieving the established goals. As the basis for career counseling, the IEP will be reviewed regularly to determine if modifications and/or additions need to be made.
A review of the comprehensive assessment results and incorporation of those issues into the IEP will assist in the determination of the need for both Intensive Services and Training Services. This needs determination will be documented in the IEP, as required under WIA.
Describe how the needs of dislocated workers, displaced homemakers, low-income individuals such as migrants and seasonal farm workers, public assistance recipients, women, minorities, individuals training for non-traditional employment, veterans and individuals with multiple barriers to employment (including older individuals, people with limited English-speaking ability, and people with disabilities) will be met within the Work4WV system.
The activities and services of the WORK4WV system are streamlined to provide immediate access to a wide variety of both job seeker and employer services. This streamlined approach provides responsive customer service whether it is one-on-one customer support at a WORK4WV Center, one-on-one interaction with a WIA partner at a satellite site, or by field visitation by a WORK4WV staff member. Upon entry into the WORK4WV Center, customers are informed of all service options and are encouraged to utilize those options most appropriate to meet their needs. These resources may include labor market information; office equipment for resume development, fax machines and telephones; Internet access; employability workshops focused on a variety of topics such as resume writing, interviewing, career enhancement and networking; career guidance, and assisted job search. Although initial utilization of these resources encourages self-assessment and independent use of resources, the WORK4WV Center recognizes that some customers may require more assistance in order to become and remain gainfully employed. As a result, staff with diversified backgrounds from the various partnerships are available to work with customers as part of Core and Intensive Service in order to achieve an employment outcome. This can include enhanced career counseling, referral to other programs (such as Welfare to Work), referral for support services, and intensified employability skills training in addition to the options listed above.
Training Services available through the WORK4WV delivery system encompass a wide array of services offered by partnering with public and community agencies. Adult employment training services is provided to assist customers in improving basic skills, employability skills and job skills. Basic skill instruction is provided in labs within the WORK4WV Center and includes literacy instruction, basic skill remediation and GED preparation. English proficiency instruction is available in adult education centers throughout the region. Employability skill training is provided for all adults and dislocated workers who lack work history and is available to others who desire this instruction.
The most prevalent type of occupational skills training is expected to be through individual referral to the public postsecondary and proprietary schools included on the state’s eligible training provider list. Training services may also include pre-apprenticeship or apprenticeship training; on-the-job training contracts or customized training contracts with area businesses. Distance learning is being explored as a training option for the future.
Other programs for customers that are provided by partner agencies include Veteran Investment Programs, the Migrant and Seasonal Farmworker Program, Job Corps, Welfare to Work, Older Worker Programs and Youth Programs. Another service available for adults and dislocated workers is Rapid Response. This service, coordinated at the state level, is available to assist employers throughout the region with lay off or plant closing and to provide services to those workers displaced by the lay off or closing. The primary purpose behind rapid response is to ensure that employees are made aware of the services available through the WORK4WV Center and to minimize the financial and personal burden that can potentially result from a lay off or plant closing. Typically, the State of West Virginia will notify the WIB when a lay off or closing is imminent. There are occasions when local employers will contact the WORK4WV Center directly, prior to any notification from the State. In either case, a rapid response team will be assembled to include unemployment compensation services, re-employment services, job search resources, consumer credit counseling and case management services. This combination of resources will help affected employees begin the process of re-entering the work force and address any issues that may be difficult to cope with because of economic upheaval.
Describe how the local area has included youth activities into the development of an integrated service delivery system.
Youth services will be offered through the Region VII WORK4WV delivery system to provide youth access to services and activities throughout the region. Each applicant who meets the criteria to be considered eligible youth will be provided information on a full array of appropriate services that are available through the WORK4WV system. A service strategy will be developed for each youth participant that shall identify employment goals, appropriate achievement objectives, and appropriate services for the participant, taking into account the results of the objective assessment.
Include a copy of Work4WV governance agreements as Attachment D. These include a business plan for each site and Memoranda of Understandings between the WIB and the mandatory partners (WIBs can enter into MOUs either on a partner-by-partner basis or with groups of partners).
Describe how customers will access workforce investment services ensuring that all within the region have access to information about employment and training options, job search assistance, and assessment services.
Services offered by the Region VII WORK4WV Centers will be driven by the region’s labor demands. WORK4WV customers will be required to choose from tailored services that provide region specific employability skills. Although the WORK4WV system is customer-choice driven, the choice must be from a demand occupation within the regional labor market area. Various levels of user friendly employment and training services are available throughout all eight counties of the region. The WORK4WV Center located in Martinsburg, WV is the region’s comprehensive center, offering Core; Intensive; and Training Services. Satellite sites, through partnerships, are located throughout the region’s eight counties and, at this time, provide only Core Services. Staff at satellite sites is available to assist customers in accessing WORK4WV services via computer link. Staff support at the satellite sites is limited, requiring customers that require Intensive Services to be referred to the WORK4WV Center. Customer support can be administered by: (1) the customer visiting the Martinsburg WORK4WV Career Center; or (2) the customer will visit a satellite site where intensive services are provided at predetermined times by WORK4WV staff; or (3) when appropriate due to a disability or other limiting factor a WORK4WV staff member can provide an in-home assessment, when needed.
The WORK4WV Center and satellite sites are linked by CAREER LINK software. CAREER LINK is a comprehensive employment service software utilized by Pennsylvania and other Northeastern States. The State of West Virginia has entered into a five state agreement, Mid-Atlantic Consortium, which will allow WV to incorporate its WORK4WV delivery service into the consortium network. Although CAREER LINK is up and running in other consortium states, it is being piloted into the WORK4WV delivery system. Until such time as CAREER LINK is fully functional for WORK4WV use, all Bureau of Employment Program (BEP) local offices that provide WIA funded services will use existing JTPA forms for enrolling and tracking WIA customers. In addition, a new data collection form has been developed and disseminated to local BEP offices. The form (WIA Supplementary Data (see copy in GWIO Policy Guidance Letter No. 7-00) is intended to collect seven data elements that are required for reporting under WIA. Each local office is responsible for completing this document and faxing the completed document each day to the BEP central office at (304) 558-4416. All other forms and procedures remain the same.
The use of computers to link the region with state and national workforce investment initiatives creates a workforce information system that can be accessed easily from any location where a computer has on-line service, to include households and businesses. The wide and accustomed use of computers coupled with CAREER LINK software allows an individual to go on-line; review the menu of the WORK4WV system services; self-register; look at available job openings; develop a resume; access education and training requirements for specific occupations; and obtain education and training provider information without ever coming into an office. Once an individual registers, a personal folder will be created on the system and the automated tracking of services accessed or provided will be maintained. Now, employers and employees can draw from a centralized information system that more concisely describes the Region’s workforce needs, both its strengths and weaknesses.
Through an integrated service delivery approach for regional workforce development, that is market-driven and customer focused, an adequate level of individual services can be delivered for each individual to meet their employment needs. This centralized delivery provides a streamlining of services by multiple agencies; empowers individuals to make their own employment or training decision; provides access to multiple services never before available at one location; and improves the quality of services for adults, dislocated workers, and youth.
Core Services. These services are available to all residents of the region and can be obtained by visiting any WORK4WV Center, including satellite sites, or by accessing the WORK4WV web site on the Internet. An initial assessment, whether one on one or by electronic means, will be conducted to determine the individual’s initial eligibility for services. The focus at this stage is to assist the individual in finding and obtaining employment and or information about employment opportunities. Core level users that are simply trying to improve employment opportunities can search the on-line databases for job availability, demand specialties, and job qualifications. The WORK4WV information system contains up-to-date information on local, regional and national job vacancies and employment opportunities by demand occupations. Staff at the WORK4WV Center can also provide job search and job placement assistance. Other information and services available include training program availability to include program cost and performance criteria; unemployment insurance filing information; and individual follow-up services.
Core Services will be provided to all customers regardless of specialized needs, eligibility or priority of service. Services provided by any WORK4WV Center will not require any individual to participate in special programs due to a disability or handicap, but will offer all individuals the opportunity to participate in the same programs and activities as offered individuals without a disability or handicap. The WORK4WV Center will make every effort to eliminate service barriers, making all services universally accessible. Core Services will be made available and accessible based on the needs of all customers simply by logging onto the CAREER LINK software and providing basic personal information. Core Services available through CAREER LINK include:
· outreach, intake and orientation to the information and services available in the WORK4WV system;
· initial assessment of skill levels, aptitudes, abilities, and supportive services needs;
· local, regional, and statewide labor market information;
· information on eligible training providers including performance data and cost;
· financial aid information, to include aid for training, unemployment compensation, and other support services;
· job search assistance and career information;
· job matching and referrals;
· follow-up activities; and
· determination of eligibility for services from partner agencies.
Intensive Services. These services are provided only if the individual cannot obtain employment after obtaining core services. Eligibility for Intensive Services includes: (1) the individual needs focused attention to overcome identified employment barriers; (2) no employment exists that relates to the individual’s training or work experience; (3) additional job skills are needed to remain employed; (4) additional skills are required for job advancement; or (5) the individual requires additional assistance to become self sufficient. Intensive Services will not be provided to any individual under the premises that the service is an entitlement. Individuals receiving Intensive Services must demonstrate that such services will benefit the individual. Benefiting the individual could result from an evaluation of the customer’s pre and post training activities and/or outcomes: wages, interview skills, resume quality, skill level, sustained employment, and other areas. WORK4WV staff will document individual case files reflecting the benefits derived from these services. Intensive Services include a more comprehensive individual assessment to include diagnostic testing and in-depth personal evaluations; drafting of an Individual Employment Plan; individual counseling and career counseling; case management services; and pre-vocational services such as resume development.
Also, to be considered eligible for intensive service an eligible adult under Title I of the Workforce Investment Act must have received a Core Service, be 18 years of age or over (20 CFR Part 663.110), must be a United States citizen or have legal alien status (WIA, Section 188(a)(5), and be in compliance with the provisions of the Military Selective Service Act (Section 1899(h); 20 CFR Part 667.250).
Eligibility requirements for dislocated workers include core services, citizenship or legal alien status, and military selective service requirements for adults under Title I, and the specific eligibility requirements for dislocated workers found in the law and applicable rules (Section 101(9), 20CFR Part 663.115). WORK4WV staff will determine eligibility for Intensive Services. The following is a list of Intensive Services offered by the Region VII WORK4WV Center. Priority of service provisions are applicable to adults when there are limited funds in Title I of WIA but do not apply to dislocated workers.
· comprehensive assessments;
· Individual Employment Plan development;
· group counseling and individual career planning
· individual case management; and
· short term pre-vocational and stand alone services such as interviewing/soft skills and basic computer literacy.
Training Services. Training Services will be provided when it has been determined through interview, evaluation or assessment, and case management by WORK4WV staff that both Core Services and Intensive Services were inadequate in providing individual employment or sustained employment. The individual must have received Intensive Services and be unable to obtain or to retain employment through such services as documented in the Individual Employment Plan. More comprehensive individual assessment may be conducted to match individual skills and abilities to a training program that will lead to employment in a demand occupation within the region’s labor market. More extensive individual counseling, career counseling, case management services and pre-vocational services are provided to assist the individual in making the career training decision. Although services are customer based, the individual must demonstrate the abilities to perform training and such training must be in a demand occupation within the region.
Training services will be provided only when the individual has demonstrated:
· to be in need of training services; and
· to have the skills and qualifications to participate successfully in the selected program or training services; and
· to have selected training linked to job opportunities in the local area or in another area that the individual is willing to relocate; and
· have applied for other financial aid, including Pell grants and are unable to obtain assistance from training or require financial assistance beyond assistance made available under other grants and/or programs.
Describe adult and dislocated worker employment and training activities and supportive services available in the local area.
Adult and dislocated workers will be provided Core, Intensive and Training Services through the comprehensive WORK4WV Center located in Martinsburg and via satellite computer links located at numerous county sites throughout the region. Core Services will assist job seekers in finding employment and can be accessed by: (1) contacting the Martinsburg WORK4WV Center where core, Intensive and Training Services are available; (2) using computers located at county satellite sites; or (3) obtaining services by use of any computer with on-line services. Intensive and Training Services will be provided to eligible job seekers that do not have skills necessary to secure immediate employment and will be coordinated by a WORK4WV staff member. Services will be provided to current workers, emerging workers, incumbent workers or dislocated workers, including former and/or older workers re-entering the workforce.
Supportive service payments will not be provided by the Board due to limited WIA funding. The Board requires that all available WIA funding be utilized for those services that will directly enhance personal skills necessary to gain employment. However, individuals will be linked with WORK4WV Center partners (mandatory and optional partners) that provide various supportive services. The Martinsburg WORK4WV Center will continue to utilize both public and community agencies for supportive services that have been in place throughout the JTPA era. The Board recognizes the need for a supportive service network and has an active committee working to strengthen this network. The Board is currently capturing data to determine the impact supportive services may have on an individual’s ability to capitalize fully on WORK4WV services.
Describe the local area policy on needs-related payments for dislocated workers including the level and duration of payments.
The Act allows payment of needs-related payments to adults and dislocated workers, who are unemployed and do not qualify for or have ceased to qualify for unemployment compensation for the purpose of enabling such individuals to participate in programs of training services. Due to limited WIA funding, the Board will not authorize the payment of any needs-related payment to any customer at this time. The Board will readdress this policy should funding become available and/or when it can be determined customers can not receive training services due to non-availability of needs-related payments.
Describe the Individual Training Account policy used in the local area. Description should include information such as dollar limits, duration, and how customer choice will be supported. Determination on these issues is a local decision.
The Workforce Investment Act (WIA) provides for the Individual Training Account (ITA) established on behalf of participants to finance training services. Upon exhausting all other student financial aid sources (grants, federal student loans, etc.), the ITA shall be the primary method for accessing training services. Customers will be required to apply for federal Pell Grants and, if eligible, the portion of the Pell Grant attributable to tuition must be used first. WIA funds may be used through an ITA while Pell eligibility is being processed. If Pell eligible, the portion of Pell attributable to tuition must be repaid to the WIB. The portion of a Pell Grant that is attributable to “education related” expenses is not required to be applied to tuition or reimbursed to the Board. In cases where an individual has a choice between a Pell eligible training provider and a service provider that has not applied or received Pell eligibility, the customer must choose the Pell eligible provider if performance data are comparable and the Pell-eligible service provider training costs less. Training services will be provided in a manner that maximizes informed consumer choices in selecting an eligible provider. However, consumer choice is limited to the demand occupations within the Region VII labor market. The ITA will be approved and issued at the WORK4WV Center. The ITA can only be utilized at a training or educational facility approved by both the local WIB and the GWIO. A listing of approved training providers can be reviewed at the local WORK4WV sites or can be accessed by Internet at web addresses www.wvgwio.org or www.WORK4WV.org. The listing provides information concerning school location; program offerings and class dates; school point of contact; program cost; program certification or degree issuing; school completion rates; wage at placement; and rate of retention in unsubsidized employment. The availability of the above information will assist the individual in choosing a quality-training program.
The process for determining individual ITA eligibility includes:
· the individual has received Core and Intensive Services without obtaining employment;
· the individual chooses a training program or educational program from a demand occupation;
· the individual has demonstrated through evaluation, assessment, and case management the abilities, aptitudes, and/or skills to successfully complete the training;
· the individual is accepted by the training provider;
· the WORK4WV Center issues the ITA to the training provider; and
· the WORK4WV Center monitors the individual’s progress and authorizes installment payments to the training provider.
1. Training costs shall not exceed $4,000 for a twelve (12) month period and shall not exceed the total of $8,000 for a twenty-four (24) month period, to include tuition, fees, books, supplies, tools and other training related expenses. No payments will be made for training costs incurred prior to the time the Individual Training Account is granted. The training provider and/or participant shall provide proof of tuition coverage or income to support a training program that costs in excess of the approved WIA amount.
2. Participants will be limited to one (1) occupational skills course or training program within a three (3) year period. An exception may be made by the Board in the case of dislocated workers that have received prior training and subsequently become unemployed due to another plant closing, downsizing, or plant relocation.
3. Participants may transfer from a training institution of higher education to another Board approved training institution as long as the receiving institution provides credit for all successfully completed training.
4. Transfers will not be approved for participants attending providers of training from other than Board approved institutions.
5. Before a participant will be approved for training in another state, an interstate agreement with that state must be on file with the Local Workforce Investment Board.
6. Funds shall not be approved for home study courses or sectarian activities.
7. Workforce Investment Act funding shall not be provided for individuals changing programs unless approved by the One-Stop Manager. In the event the Manager is unable to determine if the participant is eligible to change training programs, Administrative Staff of Region VII WIB will confer with the Board Chair to make the final decision.
8. No costs for any repeated course(s), lost books, etc. will be paid by WIA funding.
9. The participant will be required to apply for a Pell grant if attending a training provider that participates in the Pell grant program.
10. The participant will be required to apply for all other federal student financial aid before requesting WIA funding.
11. The individual must be making satisfactory progress in the program. Satisfactory progress is defined as 2.0 grade point average (GPA) or better.
The Local Workforce Investment Board will make payment to the training provider in three (3) separate installments per semester/session:
¼ at the time of enrollment
¼ at mid-point in the semester/session
½ upon completion of the semester/session
If a participant drops out of the training program between disbursement periods, the balance due will be prorated.
The length of training shall be based on the time needed to adequately learn occupational skills and cost effectiveness or the normal time allotted to obtain a degree or certificate in the area of study. Depending on the type of training, it could be as long as twenty-four (24) months or as short as four (4) weeks.
A waiver to the ITA policy may be granted where there exists an insufficient number of eligible providers of training in the local area or where a training service program is demonstrably effective in servicing special populations with multiple barriers to employment. The Board will be assessing the need for such programs during the first year of operations. If it is determined that there is a need for other programs and services, the Board will issue a Request for Proposals and utilize a competitive process in making any contract awards with WIA funds.
Failure to abide by the ITA policy relieves the Local Workforce Investment Board of any obligations to pay for any training cost incurred. The individual may be responsible for payment to the Board of training expenses incurred by the Board in the event the individual does not abide by the ITA policy.
Describe the local area’s on-the-job training policy and process.
On-the-job training can be provided for individuals that have been successfully screened and determined to be eligible for Intensive Services. In the event the individual cannot find employment through Core and Intensive Services; or obtain training by means of an Individual Training Account; the individual may qualify for either customized training or on-the-job training. On-the-job training will be utilized prior to providing individual customized training. On-the-job training must result in training for a job in a demand occupation and long-term employment, an increase in wage rates, and allow for job advancement.
Employers can be reimbursed up to 50% of the wage rate (excluding fringe and incentives), with the employer receiving a maximum wage supplement not to exceed $4,000. The participant shall receive a wage rate equal to that of other employees in the same job, with the same skill level, of the same employer. In determining the period generally required for acquisition of necessary skills, consideration shall be given to recognized reference materials including, but not limited to, the Dictionary of Occupational Titles (DOT), Occupational Information Net (O’NET), employer training plans and content, the participant’s education, and prior work experience of the participant.
Positive outcomes for OJT will be achieving 70% placement at 6 months from the end of OJT training in unsubsidized employment, either with the OJT provider or another employer with the same or similar occupation. Another outcome will be achievement of the overall program target wage identified in the OJT contract.
The participant shall receive and shall sign an acceptance of orientation that shall include an understanding of the terms of the OJT contract. Employers will be required to sign a contract, which delineates the terms of the OJT contract to include reference to applicable state and federal regulations. Other applicable provisions include:
· participant wage rates;
· method of and maximum amount of employer reimbursement;
· job description and training outline, including training hours by skill area or task;
· grievance procedures;
· requirements to maintain adequate time and attendance records, payroll and other records to support reimbursements; and
· overall program target wage.
Individuals enrolling in OJT are not required to conduct a skill, aptitude, or an experience test other than what may be required by the individual employer. The participant’s needs, willingness to learn, cooperative spirit, and the employer’s decision to hire after the interview shall be the deciding factors for enrollment in OJT.
The prospective OJT employer must agree also to the following contract provisions:
· employment of an OJT with the participant’s previous employer in the same, a similar, or an upgraded job will not be permitted;
· guarantee that no currently employed worker shall be displaced;
· the OJT shall not impair existing contracts for services or existing bargaining agreements;
· employer agrees to provide assurances of Equal Employment Opportunity and nondiscrimination;
· the employer agrees not to hire any immediate family members of a present employee or owner who has management responsibilities;
· the employer understands that direst subsidization of wages for trainees employed by private employers organized for profit is not allowable;
· the employer shall maintain records sufficient to support all payments under the contract; and
· the employer agrees to maintain the confidentially of any information regarding OJT trainees.
Describe the local area’s guidelines for providing customized job training using Workforce Investment Act funds.
Customized training will be provided for individuals that have been successfully screened and determined eligible for Intensive Services. In the event the individual cannot find employment in a local demand occupation through core and Intensive Services, or obtain training by use of the Individual Training Account (ITA) or OJT; contracted training may be provided to the individual in a demand occupation. Customized training will be provided contingent upon the following additional criteria:
1. The local Board has determined there are an insufficient number of eligible providers of training services in the local area to accomplish the training by issuance of an ITA; or
2. The local Board determines that there is a training services program of demonstrated effectiveness offered in a local area by a community-based organization or another private organization to service special participant populations that face multiple barriers to employment.
Performance measures for customized training will adhere to state guidelines, following publication. Once the performance measures are published and negotiated with the local Board, the Board will publish guidance in the form of a policy letter.
Contracting of Customized Training.
Contracting of customized training shall be in accordance with state and federal procurement procedures.
Describe the policy used by the local area to
solicit and select training providers for the eligible provider list. The policy must include an appeals process
for providers who have been denied inclusion on the list or who are removed
from the list.
On July 1, 2000, the Governor’s Workforce Investment Office (GWIO) published a provisional statewide eligible training provider list from which WORK4WV customers, with appropriate assistance from service staff, can make informed choices concerning training to meet their career goals. Training vendors and programs that provided training services to JTPA participants in the JTPA program year that covered July 1, 1999, through June 30, 2000, are automatically included on this list. The list is available on the following web sites: www.wvgwio.org and www.WORK4WV.org and in hard copy format at WORK4WV Center locations and partner locations. The Board will utilize the statewide provisional list for its operations through December 31, 2000.
The Board is currently establishing a local certification process for WIA training providers that will comply with recent GWIO Policy Guidance Letter 11-00. Forthcoming guidance from the Board will be specific to both re-certification of current training providers and certification of prospective training providers that will be effective January 1, 2001.
Programs that do not require application and certification by the Board include:
Provide the local area’s priority of service policy.
West Virginia’s Title I funds to serve adults are determined to be limited. Therefore, priority for service will be given to recipients of public assistance and other low-income adults within Region VII as set forth in Section 101(25) of the Act.
The process used to prioritize services will mirror that used by the JTPA program for low-income individuals, but will be simplified. A process will be established which utilizes 90% of the funds for low-income persons, with a 10% window for individuals with barriers to employment. Barriers include school dropouts, individuals with basic skills or English language deficiencies, criminal offenders, veterans, and individuals with disabilities. In order to ensure that the One-Stop system remains flexible to accommodate the changing needs of customers, the WORK4WV Center will include an initial assessment/profiling component as part of both Core and Intensive Services. This will allow for an immediate referral to more intensive services for those customers who may need more guidance and assistance to be successfully employed. This flexibility will reinforce the belief that a customer’s time is valuable and should not be wasted in service components that would not benefit them. The prioritization of services also will address the needs of the under-employed. This is in conjunction with the Board’s commitment to ensure that customers have the opportunity to enhance their skills and advance in their careers. This will also help satisfy the desire of local employers for a skilled workforce. The availability of services for customers who are underemployed will be evaluated on a regular basis in order to ensure equitable funding resources for all job seekers.
Core Services will be provided universally to all adults and dislocated workers regardless of where they live. Funds allocated for dislocated workers are not subject to this requirement.
Low-income adults are defined in Section 101(25) of the Act as those individuals who either meet the poverty standard or have household incomes at or below 70% of the Lower Living Standard Income Level for the region for the past six months.
The Board will not fund ITA’s, OJT, and/or customized training for residents of another WIB and out-of-state residents. All services to residents of other WIB regions and out-of-state residents will be on a cost reimbursable basis and governed by individual contract.
Identify whether or not the local area currently plans to transfer funds initially (not to exceed 20%) between the Adult and Dislocated Worker funding streams. If funds are to be transferred, indicate the reasoning for transferring funds. (Note: local WIBs will be given flexibility through the year on fund transfers should circumstances warrant. To affect such transfers during the year, the local WIB must notify GWIO in writing of the amount and the effective date of the transfer.
The local Board may transfer funds contingent on local needs. Any fund transfer, not to exceed 20%, between Adult and Dislocated Worker funds will be addressed to GWIO, in writing, reflecting the amount and effective date of transfer.
Describe the local area’s strategy for providing comprehensive services to eligible youth, including any coordination with foster care, education, welfare and other relevant resources. Include any local area requirements and activities to assist youth who have special needs or barriers to employment, including those who are pregnant, parenting, or have disabilities.
The Coordination of Youth Services for the Region VII WIB will the Youth Council. Coordination will be achieved principally by inclusive representation of local youth program and providers on the Youth Council, along with employers, parents, and former participants. The Youth Council will keep all local service agencies not directly represented on the council well informed, through meeting notices, agendas, and minutes, of activities and decisions of the Youth Council.
A great deal of local expertise has been built through the School-To-Work process and the Region VII WIB Youth Council has every expectation of capitalizing upon that expertise in the implementation of the coordinated youth program. The Youth Council will provide an inclusive arena for the Harpers Ferry Job Corps and Youth Opportunity Grant programs to be coordinated with other available youth programs, including the Mineral County Youth Pilot Programs.
As the region VII Youth Council is fully established it will utilize a number of different mechanisms to ensure that local programs are comprehensive and coordinated, such as:
1) Using its authority and responsibility to make recommendations to the Region VII WIB regarding the awarding of WIA grants or contracts to eligible youth providers. The Youth Council will use WIA funds in ways, which will help meet the local vision of youth programs.
2) Building upon existing best practices such as: School-To-Work workbased learning methodologies, employer linkages and work-first designs of the Welfare to Work program, etc.
3) Endeavoring to develop new program innovations such as: replication of adapting practices arising from the Youth Opportunity Grant programs.
4) Developing local youth resource directories, and determining appropriate local distribution methodologies, as well as participating in any state resource directory compilation and distribution.
5) Developing and/or facilitating local information sharing arrangements between and among all local youth providers.
6) Developing avenues for local youth planning input from all youth agencies.
7) Encouraging and facilitating reciprocal Board representation between the Region VII Youth Council and other existing Boards and committees, which serve youth.
8) Encouraging and facilitating staff communication cross training and exchanges between local youth-serving organizations.
9) Coordinating support services across youth agencies.
10) Streamlining existing local referral mechanisms between youth programs where they exist, taking the lead in developing referral mechanisms where they do not exist.
11) Encouraging when possible, co-location of local youth programs.
The Region VII Youth Council will target various at-risk populations utilizing the mechanisms listed above. Populations considered to be at-risk include, but is not limited to:
a. out-of-school youth who lack basic skills;
b. pregnant and parenting teens;
c. youth in TANF households;
d. youth who are non-custodial fathers of children in TANF households;
e. youth in foster care;
f. youth with disabilities;
g. youth involved with the juvenile justice system (especially those on probation);
h. youth with limited English speaking ability;
i. youth in domestic violence households or substance abuse recovering households
In planning and developing youth activities, the Youth Council will take into consideration the ten WIA program elements listed below:
1) tutoring and study skills;
2) alternative secondary school services;
3) summer employment opportunities that are directly linked to academic and occupational learning;
4) paid and unpaid work experiences;
5) occupational skill training;
6) leadership development;
7) supportive services;
8) adult mentoring during participation and afterwards;
9) follow-up services for at least 12 months; and
10) comprehensive guidance and counseling.
The Local Elected Officials will determine the Youth Council membership by January 1, 2001. During the time period leading up to January 1, 2001, the Youth Council will concentrate on resource mapping of available youth activities and services in the region. During the period between January 1, 2001 and June 30, 2001 the Youth Council will coordinate and network current regional resources for youth and write a five-year plan for the region.
In order to accomplish its goals, the Youth Council is in need of appropriate funding. A minimum of $50,000 is needed for planning. Funds are also needed for Youth Council staff and staff development activities for Youth Council members. The Council and its members also will be involved in grant writing and solicitation of local businesses for funding.
Describe the measures taken by the local area to ensure compliance with applicable safety and child labor laws.
Public school students will be instructed in applicable safety and child labor laws before being involved in work-based learning activities. Workshops are provided for Job Corps students entering the School-To-Work program, which instruct students in applicable safety and labor laws. A safety officer is employed on site at the Job Corps Center and the School-To-Work Coordinator assesses all new worksites. Worksites where youth are placed for work-based learning will be provided with child labor law information.
Identify the criteria used by local WIBs in awarding grants for youth activities.
The Board will adhere to the West Virginia Procurement Code in awarding all grants for Youth activities. Requests for Proposals will be issued and the availability of grants will be advertised in local media outlets.
Identify the additional youth eligibility criteria to be used by the local area, if any has been chosen by the WIB.
At this time there are no additional youth eligibility criteria established by the Board. The Board will abide by federal and state guidelines.
Provide the local area's definition of "deficient in basic literacy skills" for youth.
The Region VII Youth Council defines deficient in basic literacy skills for youth as:
1) Youth who dropped out of school before obtaining a high school diploma and have not obtained a GED.
2) For in-school youth, students who score below the 50% on the Stanford 9.
3) For out-of-school youth, students who score between 0 and 3.9 on the TABE.
Describe the local area's competitive and non-competitive procurement policies that will be used to award grants and contracts for activities under Title I of WIA not covered by Individual Training Accounts. Included in the policies should be a description of how potential bidders are being made aware of the availability of grants and contracts. If different policies are used for adults, dislocated workers, and/or youth, the policies for each customer group should be provided.
The Board will adhere to the West Virginia Procurement Code in awarding all grants and contracts for activities under Title 1 of WIA. Requests for proposals will be issued and the availability of grants and contracts will be advertised in local medial outlets.
The Bureau of Employment Programs has been designated as the responsible agency for issues related to equal opportunity issues. A separate issuance will come from BEP outlining the requirements to be included in the plan to cover this area Regions must describe their own complaint and grievance procedures for non-EEO issues as required by Section 181 (c) of the Act.
The Region VII Workforce Investment Board issues the following statement concerning equal employment and nondiscrimination:
The Region VII Workforce Investment Board prohibits discrimination in all aspects of the administration, management and operation of Workforce Investment Act programs and activities. Services offered at the Region VII WORK4WV Centers will be provided universally without regard to race, color, religion, sex, national origin, age, disability or political affiliation or belief, in both participation and employment.
Programs offered through the Region VII WORK4WV Centers will comply with: (1) Section 188 of the Workforce Investment Act; (2) 29CFR 37; (3) Section 504 of the Rehabilitation Act; (4) Title IV of the Civil Rights Act of 1964; (5) Age Discrimination Act; (6) Title IX of the Education Amendments; and (7) other applicable nondiscrimination laws and regulations.
WORK4WV Centers in the region are programmatically and architectually accessible providing reasonable accommodations for individuals with disabilities.
The Governor has designated the Bureau of Employment Programs (BEP) as the agency to implement the equal opportunity and nondiscrimination provisions of Section 188 of the Workforce Investment Act (WIA) and the Department of Labor’s (DOL) implementing regulations at 29 CFR 37. The local Board has assigned an Equal Opportunity Officer (EOO) to coordinate all equal opportunity issues within the Region VII area. The EOO will be governed by 29 CFR 37 in the performance of duties. The EOO for the Region VII Workforce Investment Board is Melissa Earle.
Interim Policy. Procedures for processing grievances and complaints have not been defined by the state. At the time of publishing this plan, the Board had just appointed the local EOO. Until such time as required training can be provided to the EOO, the state has defined the following policy:
The procedures for filing a complaint of discrimination will be published shortly and the procedures to be sent to all LWIBs. Until such time that the procedures are published, the EO officers are designated, and training of these individuals is conducted, all inquiries concerning the complaint process or the filing of a complaint should be referred to the BEP EO Office at (304) 558-1600 for guidance.
Provide a listing of the negotiated standards for the local area for adults, dislocated workers and youth as an attachment to the plan. The performance standards form should be Attachment E in the plan. (By the time the plan is submitted local negotiations will have been completed by GWIO with each local area. The results of those negotiations should be included as the attachment to the plan.)
At this time, performance standards have not been negotiated between the WIB and GWIO.
Has the local area developed and negotiated local area performance standards beyond the core or regional standards? If yes, provide the additional standards that have been negotiated.
If yes, provide the additional standards that have been negotiated.
The development of local performance standards beyond the negotiated standards will be initiated should the Board determine additional standards, above negotiated standards, are required.
The local workforce investment board and the local elected officials representing
have approved this agreement, as
(Name of local WIB and Region)
confirmed by the signatures below:
Workforce Investment Board Approval
Signature of Workforce Investment Board Chairperson
Typed Name of Chairperson of the Local Board
Local Elected Official Approval
Signature of Chief Local Elected Official
Typed Name of Chief Local Elected Official
Local Elected Officials (LEOs) perform WIB duties as a ad hoc governing board, overseeing the implementation of WIA. LEOs perform their WIB duties without a formalized agreement and do not deem an agreement necessary in the performance of their duties.
between the Local Elected Officials and
the Workforce Investment Board
MEMORANDUM OF UNDERSTANDING BY AND BETWEEN THE REGION VII LOCAL ELECTED OFFICIALS AND THE REGION VII WORKFORCE INVESTMENT BOARD
WHEREAS, the Workforce Investment Act of 1998 herein after referred to as “WIA’ and Executive Order 1699, issued by the Governor of West Virginia on December 28,1999 have created a new system for the delivery of workforce training needs at the local level; and
WHEREAS, pursuant to Section 166 of the WIA, the Governor of West Virginia has created seven workforce investment regions within the State of West Virginia; Region VII consisting of Berkeley, Hampshire, Hardy, Grant, Jefferson, Mineral, Morgan, and Pendleton Counties; and
WHEREAS, the local elected officials board herein after referred to as the “LEO Board,” comprising one county commissioner from each of the above named counties and the mayor of the City of Martinsburg has been appointed as the governing Board for WIA activities within the Region pursuant to Section 1 17(c)(1)(B)(i) of WIA; and
WHEREAS, the LEO Board has organized and established the Region VII Workforce Investment Board herein after referred to as the “WIB,” based on the requirements of Section 117(2) of the WIA; and
WHEREAS, Section 177(d) of the WIA provides for the establishment of a Memorandum of Understanding herein after referred to as the “MOU” by and between the LEO Board and WIB; said MOU selling forth the mutual responsibilities of each party to the agreement.
NOW, THEREFORE, be it agreed that the following responsibilities will be assumed by the identified party:
In accordance with Section 117 of the WIA, the WIB shall be responsible for:
Developing the local workforce investment plan consistent with Section 118 of the WIA in partnership with the LEO Board; and
Designating or certifying one-stop operators consistent with Section 121(d) of the WIA and may terminate for cause the eligibility of such operators with the agreement of the LEO Board; and
Identifying eligible providers of youth activities consistent with Section 123 of the WIA by awarding grants or contracts on a competitive basis based on recommendations of the youth council; and
Identifying eligible providers of training services described in Section 1 34(d)(4) of the WIA consistent with Section 122 of the WIA; and
Identifying eligible providers of intensive services described in Section 1 34(d)(3) of the WIA by awarding contracts if the intensive services are not provided by the one stop operator; and
Developing a budget for the purpose of carrying out the duties of the WIB under Section 117 of the WIA, subject to approval of the LEO Board; and
Conducting oversight, in partnership with the LEO Board, with respect to local programs of youth activities authorized under Section 129 of the WIA, local employment and training activities authorized under Section 134 of the WIA, and the one-stop delivery system; and
Reaching agreement on local performance measures as described in Section 136 of the WIA, in partnership with the LEO Board, with the Governor; and
Assisting the governor in developing the statewide employment statistics system described in Section 15(e) of the Wagner-Peyser Act; and
Coordinating the workforce investment activities in the Region with economic development strategies and developing other employer linkages with such activities; and
Promoting the participation of private sector employers in the statewide workforce investment system and ensuring the effective provision, through the system, of connecting, brokering, and coaching activities, through intermediaries such as the one-stop operator in the local area or through other organizations, to assist employers in meeting hiring needs; and
Appointing a youth council, in cooperation with the LEO Board, in accordance with Section 117(h) of the WIA; and
Developing and entering into a memorandum of understanding with each of the required one-stop career center partners as described in Section 121(b) of the WIA in agreement with the LEO Board; and
Soliciting and accepting grants and donations from sources other than Federal funds made available under the WIA; and
Soliciting support and comment from the general public, in partnership with the LEO Board, in providing comprehensive workforce investment programs; and
Delegating such functions and responsibilities to agencies, subcommittees or individuals as the WIB deems appropriate for administration and execution of its duties; and
Complying with the provisions of the Sunshine Law as described in Section 117(e) of the WIA and the West Virginia Open Governmental Proceedings Act; and
Complying with the conflict of interest provisions as described in Section 117(g) of the WIA and the West Virginia Governmental Ethics Act.
In accordance with Section 117 of the WIA the LEO Board shall be responsible for:
Appointing and reappointing members of the WIB as described in Section 117(b)(2) of the WIA; and
Developing the local workforce investment plan consistent with Section 118 of the WIA in partnership with the WIB; and
Designating or certifying one-stop operators consistent with Section 121(d) or the WIA and may terminate for cause the eligibility of such operators in agreement with the WIB; and
Approving a budget developed by the WIB for the purpose of carrying out the duties of the WIB under Section 117 of the WIA; and
Conducting oversight, in partnership with the WIB, with respect to local programs of youth activities authorized under Section 129 of the WIA, local employment and training activities authorized under Section 134 of the WIA, and the one-stop delivery system; and
Reaching agreement on local performance measures as described in Section 136 of the WIA, in partnership with the WIB, with the Governor; and
Appointing a youth council, in cooperation with the WIB, in accordance with Section 117(h) of the WIA; and
Developing and entering into a memorandum of understanding with each of the required one-stop career center partners as described in Section 121(b) of the WIA in agreement with the WIB; and
Serving as the local grant recipient for, and shall be liable for any misuse of, the grant funds allocated to the local area under Sections 128 and 133 of the WIA; and
Designating an entity to serve as a local grant subrecipient for such funds or as a local fiscal agent including disbursement of such funds for workforce investment activities at the direction of the local board and compliance with all applicable local5 state and federal laws and regulations; and
Delegating such functions and responsibilities to agencies, subcommittees, or individuals as the LEO Board may deem appropriate for executive administration; and
Soliciting support and comment from the general public, in partnership with the WIB, in providing comprehensive workforce investment programs; and
Appointing an ex-officio voting member to the WIB Executive Board; and
Complying with the provisions of the Sunshine Law as described in Section 117(e) of the WIA and the West Virginia Open Governmental Proceedings Act; and
Complying with the conflict of interest provisions as described in Section 117(g) of the WIA and the West Virginia Governmental Ethics Act.
BE IT FURTHER AGREED that the term of the MOU shall be for a period of one year, beginning on July 1, 2000, and extending to June 30, 2001. This agreement may be terminated, by either party, upon a thirty day written notification by the party electing termination. This agreement may be extended or renewed by mutual agreement of both parties; and
This MOU may be amended at any time based on mutual agreement of both parties; and
The WIB and the LEO Board prohibit discrimination and provide assurances of compliance with Section 188 of the WIA and the Americans with Disabilities Act; and
The WIB and the LEO Board assure that all materials which are ordinarily distributed to the public describing programs under the WIA must certify equal opportunity access; and
The WIB and the LEO Board assure that no funds received under WIA will be used to assist, promote or deter union organizing; and
The WIB and LEO Board assure that all confidentiality and disclosure mandates will be applied and enforced.
Approved: Local Elected Official Board (LEO Board)
Approved: Region VII Workforce Investment Board (WIB)
Planning & m
Development . Region7
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ONE STOP CENTER
WORK4WV REGION VII
TABLE OF CONTENTS
Mission and Vision 1
Products and Services 2
Job Seekers 4
and Organization 6
Operational Plan 7
Marketing Plan 9
Financial Plan 1O
Secretary’s Agreement (Attachment 1) 14
Flow Chart of Services (Attachment 2) 21
Memorandum of Understanding (Attachment 3) 22
Organization Chart (Attachment 4) 25
Financial Statement (Attachment 5) 26
The mission of the WORK4WV Region VII Career System is to establish a comprehensive program of employment, training, education, and economic development services that will advance the economic well being of the eastern region of the State of West Virginia including Berkeley, Jefferson, Morgan, Hampshire, Mineral, Hardy, Grant and Pendleton counties.
This career system will provide the delivery of individualized services that meets the needs of customers which mainly include job seekers and employers.
This service to job seekers, underemployed, unemployed, incumbent workers, will include initial assessment and labor market exchange activities and training. Training funds will be targeted towards economically disadvantage, displaced and disabled workers, as well as Migrant Seasonal Farm Workers, as the Department of Labor has designated this area to be significant due the activity of this industry (2OCFR Parts 651 653, and 658 page J-9). Veterans will receive priority of service as designated by (name document and list as Attachment 1). Specialized youth services will be provided by Job Corp.
Service to employers will emphasize expanding employer services to include assessment of workforce needs, training planning and increased employer participation in planning and development as well as financial assistance toward funding of training. The comprehensive Career Center will include partners at established sites with electronic linkages to regional, state, and national support networks to streamline and reduce duplication as well as increase access to allow for a more user-friendly system. In addition, satellite sites will be setup when staffing and computer linkage is established. A customer-focused, highly trained professional staff will deliver the full array of integrated services.
This Career System will provide a highly trained and technically skilled workforce allowing regional employer viable resources to be able to compete in a global market as well as provide higher paying jobs to increase economic prosperity of Region VII. The initial comprehensive Career Center for Region VII will be located at Unit 109, Berkeley Plaza, Martinsburg, West Virginia. This decision was based on looking at the existing available areas for lease, quality of these facilities in the area, the cost getting these facilities operational, public transportation and expansion of the Career Center in the future. The site location selection was selected due to more than ample parking, regular service by local public transportation, the location of more than 12 core services in the building with partnerships existing between Job Service, West Virginia Division of Rehabilitative Services, Regional Education Service Agency (RESA VIII) and West Virginia Bureau of Employment Programs.
This partnership of these three agencies will provide training to staff to be able to assist job seekers and employers to utilize on site as well as other services available. These partners have also been serving the communities providing these services and have been using existing service providers through referrals. The installation of this center this will allow for quicker assessment and referrals to existing community service providers.
SECTION lI--PRODUCTS AND SERVICES
For employers. The WORK4WV Region VII Career Centers will:
• Respond to the changing needs of employers;
• Work aggressively to expand the number of employers being provided through workforce development services;
• Develop a comprehensive menu of workforce development services; Encourage participation in the WORK4WV Career Centers through networking with established industry groups;
• Identify areas of technical training shortages in the workforce and encourage training programs and strategies to overcome these shortages.
For job seekers the WORK4WV Region VII Career Centers will:
• Offer a comprehensive Career Center and a number of geographically diverse neighborhood based satellite programs to meet the needs of our metropolitan and rural customers;
• Have extensive listings of jobs that are available locally, across the state and nation. both in hard copy and through technology access;
Provide comprehensive information about career planning and education/training options;
• Provide professional career advising to assist customers in managing their employment transition into an initial job, or from one job to another;
• Provide assessment and certification services that will assist in guiding the customer into employment and training areas that match their skill and potential; Provide linkage to other State, Federal and Community Service agencies that can assist in increasing employability factors;
Employers from Region VII will be able to access through the WORK4WV Career Center a comprehensive set of employment related services, including:
• Online Electronic Services: Employer customers will have access to an extensive database of available workers, online labor market information and the ability to post job listings on the network.
• Recruitment Assistance: WORK4WV staff will help employers identify well-matched candidates for job openings, drawing upon a community-wide database of available workers. Help in development of assessment tools using existing resources and providing testing facilities as well as interviewing areas.
§ Labor Market Information: WORK4WV will provide employers with information about a range of labor market issues, including comparative wage data, labor force availability and other factors.
• Outplacement Assistance: WORK4WV staff will help employers manage transitions they and their employees face when they must reorganize, expand or downsize their operations.
• Education & Training for Workers: WORK4WV staff will help employers identify the best available sources to meet their requirements for providing education and training, whether new or incumbent workers.
• Identifying Funding Options: WORK4WV staff will help employers identify, and where possible, obtain potential sources of financial support including targeted job tax credits or to take advantage of existing State or Federal Programs.
INDIVIDUAL (JOB SEEKER) SERVICES
All individual job seekers will be able to access the following general services—with varying degrees of staff assistance, as described above—in a manner that most appropriately addresses their individual needs. Services include:
• Online Electronic Services: Customers will have access to extensive electronic databases of job listings (local, state and national) and community based service providers, via software programs and a self-directed/customized resume development programs.
• Common Intake: WORK4WV staff will gather and record customer information in an electronic database to enhance service ease and eliminate duplicate information requests.
• Job Search Assistance and Job Referrals: The WORK4WV Career Center will offer customers help in becoming an effective job seeker through job search workshops, resume preparation assistance and screening for specific employment options.
• Career Development and Counseling: WORK4WV staff will assist customers through interest and aptitude assessment, career assessment and guidance, testing and counseling for decisions regarding education and training that lead to employment.
• Customized Case Management WORK4WV staff will provide customized case management services as appropriate.
• Education and Training programs: WORK4WV Career Center customers will be able to obtain comprehensive information about their options, including directory information as to what is available, as well as consumer report card information about -the outcomes and customer satisfaction with those programs.
§ Support Service and Financial Aid: WORK4WV staff will provide information about -and referral to a variety of support services and financial aid opportunities.
§ Enrollment for Unemployment Compensation Benefits: WORK4WV staff will enroll claimants in the unemployment insurance benefits program and perform profiling interviews as directed by UC guidelines.
• Specialized Services: WORK4WV Career Center will provide ongoing and tailored services to meet the needs of designated populations (e.g.: economically disadvantaged, dislocated and disabled individuals; public assistance recipients; youth; veterans; older workers; and migrant seasonal farm workers)
• See attachment 2 for customer flow.
• The Center will use various methods of data collection and surveying to measure customer satisfaction and also for continuous organizational improvements. It is
assumed at this time that a majority of this information will be made available through the new State computer system CAREER LINKS.
The center coordinator designated by the participating partners will provide management and oversight of the WORK4WV Career Center, This will provide a management opportunity to blend staff resources and expertise of the various partners into a single well-functioning customer service organization. Management Relationships are described in an MOU (Attachment 3). Attachment 4 outlines organizational structure.
Functions of the site coordinator will include but not limited to the following roles and responsibilities:
• Supervision of the day-to-day operation of the WORK4WV Career Center.
• Monitor the performance of the center on a regular basis.
• Establish and maintain a sound community relations program.
• Report any non-compliance by Center Staff to management team and agency supervisor for correction action.
These policies will include but not be limited to the following:
• Confidentiality and file Security
• Safety in the work place.
• Sexual harassment.
• EE0 policies.
• Drug free work place.
• Employee polygraph protection.
• Federal minimum wage.
• Job safety and health protection.
• Affirmative action
Employee development strategies will be those that presently exist coupled with cross training and continuous upgrading as an ongoing process in coordination with the management team as developed by reports from center coordinator and other data that may be available through CAREER LINKS.
The WORK4WV staffing will include staff representatives committed to providing both employers, job seekers and individuals seeking assistance with high quality services and information. Such services and information will readily accessible upon entrance at any
WORK4WV Career Center. Staff will be provided by workers from the three partners as stipulated in MOU.
The initial WORK4WV Region VII Career Center will be located in the Bureau of Employment Programs Office, Berkeley Plaza Center, West Virginia. Reasons for selecting the site include: the wide range of WORK4WV services it offers; this geographically centered location allows for rapid addition of new partners in the existing facility; will serves the greatest population concentrations of employers and job seekers; its history of positive interagency program coordination, and its proximity to many training service providers. The site also offers additional affordable office space requiring no or minimal renovation, with ample room expansion, adequate parking, access to public transportation and available space for individual customer services. This office location is nearest to most of the training service providers for Region VII, which service the largest number of employers. As proposed, this center will provide 12 of the 14 required services of a One Stop Career Center. The center is designed to serve the needs of employers and job seekers and will be responsible for an integrated employment and training system.
Additionally, the Moorefield Office will become an immediate satellite of the WORK4WV Career Center as of July 1, 2000. This facility will have 10 of the 14 services and equipped sufficient and similarly to the Martinsburg Career Center and will provide the necessary
availability to services to the southern part of Region VII. In addition to key partners, other service providers and community-based organizations will be brought into the site/system through electronic linkage or by providing space in their facility.
Co-location of services is not unfamiliar to the Bureau of Employment Programs and has been a way of operating for many years. The Martinsburg site currently houses and offers service for 10 of the mandated WIA One-Stop programs. The key partners forming this One-Stop will further expand the selection of services already available at the site. An added benefit to this site is the public’s awareness of its existence, knowing where to go to look for a job, subsidized training, file for unemployment, and information on other community, State and Federal assistance agencies. The use of this existing facility as the Center will expedite and enhance marketing the WORK4 WV system.
Customers who enter the center will be aware of prominent signs outlining the location of available services. At the reception desk they will be greeted by a WORK4WV staff, offered information about the variety of services and initial assistance in choosing an appropriate level or specific type of service that addresses their need(s) and directed to the resource area or an appropriate staff member for further assistance. All WORK4WV staff members will be crossed trained to provide basic service to assure seamless and efficient customer service,
Customers able to use self-help services will receive prompt assistance in using the computerized resources and printed materials with guidance from a WORK4WV staff member assigned to the resource area. Those customers selecting/needing more personalized services will be directed to a WORK4WV staff member for additional assistance. Customers selecting/needing intensive services will be directed to WORK4WV staff members who will provide a more detailed explanation and assistance. Some support services will be offered through referral to partnering agencies’ sites.
Based on information at the State level, it is assumed that WIA certification and assessment services would be provided by existing JTPA staff of BEP paid for by WIA out of local WIB funds.
• Electronic linkages are currently in place with all vocational rehabilitation offices, state colleges, vo-tech centers and most public libraries throughout Region VII. These linkages will be expanded by the introduction of the new State Computer Links systems as well as plans for a local Web Page for the Career Center.
• A fully automated reporting system is already in place for reporting required data and producing reports (per State information concerning the new CAREER LINKS system). It should be noted BEP is working on this system with a schedule implementation date of July 1. This system is designed for WIA/WORK4WV reporting.
• A current system is in place to provide ongoing staff development and training.
SECTION V— MARKETING PLAN
Region VII will use a variety of marketing strategies to enhance community awareness of the Career Center and the fully array of services provided. The following approaches are but are not limited to:
• Development of a web site to be link to as many sites as possible to use the internet to reach a broad marketing audience.
• Contact print and broadcast media about the opening of the Center and do initial grand opening to add enticement for media to use story. Current partners take the opportunity to go on radio and television community service programs to promote center prior to opening and during initial early stages of operation.
• All partners look for possible speaking opportunities with organizations in the area to promote Career Center.
• Provide information to local chamber newsletters, and any other community based publications. Mail out flyers to community service organizations.
• Mail weekly, list of services training opportunities, job openings.
This approach will target the widest possible range of employers and job seekers in Region VII as well as bring about the new name recognition of WORK4WV Career Center. Management team will coordinate and oversee this initially and share in the production of any of the materials needed. Management team will monitor long term on going publicity to assure that Center services are being fully utilized and adjusting strategies to reach specific customers if needed. Management team will monitor all publicity to assure its accuracy and timeliness as well as appropriateness.
The approach will allow new incoming employers a better opportunity to acquire skilled workers, since the northern part of this region is experiencing new industrial growth. This also allows skilled workers the opportunity to take advantage of new jobs coming to this area. The long range goal for growth will include continued coordination with development authorities to recruit business to the area, by joint efforts, with the final result of high skilled better paying jobs
The Region VII WORK4WV Career Center being located in the existing BEP facility will reduce initial start up costs. Thus the projected budget will be $71,212.16. This will be met by use of existing leases on the facility and current partner staffing. RESA VIII is looking into the possibility of leasing vacant space in the building for staff and education facilities to expand available service at this Center. Vocational Rehab will continue to lease their existing space in the building. Staffing will still be paid for by existing partner agencies for any workers providing service to the Center (Attachment 3). Certification and assessment services for WIA training funds will be providing by existing JTPA staff assuming that State WIA agreements are made to make this provision possible. Other financial items to be covered:
• Proposal to the State WIA to help with the installation of 800 line in the office. Partners have agreed to provide continued 800 services. (Attachment 5).
• Cost estimate to be submitted to State WIA to purchase additional furnishings and decorations for Center Lobby. To include but not limited to bulleting boards, new agency signs etc. Will try and solicit employer donations to help supplement costs for these upgrades.
• Signage will be done at the State level and provided to local Career Center.
• Will work with small employers to combine needs to obtain training funds from other existing State sources to help offset cost of training, to include using certified workers whenever legal to provide training and certification to students as well as coordinate with service providers on curriculum, instructors facilities etc. that can be procured with these funds and meet needs of employers.
• For larger corporations who may not qualify for grants, establish common skilled training to meet all their needs, work with existing or new training providers to develop curriculum. To supplement cost have employers contribute funds to provide the majority of costs supplemented by existing WIA dollars.
• Each of the partners will work within there own agencies as to what grant money would be available to add staff or improve facilities or to purchase and upgraded equipment.
§ Management team will coordinate efforts to submit grant proposals for funds available from State and Federal agencies that would be available to any agency performing the same type of services as the WORK4WV Career Center.
• Equipment will be maintained under current partner budgets, and RESA will provide additional software and hardware maintenance and upgrade as needed, if not able to be obtained by other partners. RESA VIII has also agreed to build web site for the Career Center and do ongoing updating and other maintenance on the site.
• Maintenance, such as repairs to common areas, cleaning and maintenance will be covered under existing lease contracts by current partners.
• All facility common use areas such as conference rooms etc. will be shared by each partner agency and will be facilitated by Center Coordinator.
Many of the above mentioned services area covered either by the attached MOU and financial report.
For the long term, this center as well as any additional centers, will have to continually monitor of costs as well as an ongoing sharing of resources. Also, it will be necessary for these centers to obtain all grants available as well as solicit more employer involvement is supplementing costs of training, donations when needed for special needs, and a definite continuation of agency funding of existing and new partners at a rate to allow Centers to function providing excellent quality service. These Centers in the near future cannot be self sufficient and will require these dollars. In addition, management team will have to stay aware of advances in technology to cut costs and continue to improve processes and procedures to cut down on duplication as well as being creative in better ways to improve customer service while maintaining current level spending or lowering costs.
SECTION VII—MEASURING SUCCESS
The success of the WORK4WV Career Center should be measured in four ways:
• Do our customers consistently receive the service results that they expect and are seeking?
• Do they receive excellent customer service with information relevant to their needs and to current marketplace reality?
§ Are services delivered in a friendly, customer-focused way by all WORK4WV staff
§ Are we continuously improving on all counts?
The center will be required to solicit customer feedback and use it to continuously improve service. Some examples of the types of indicators that might be used to measure success will include:
1. Individual job seekers—employers
a . Process Measurement
• Quality of information and resources available
• Quality of service experience
• Helpfulness of staff
• User-friendliness of center resources
• Accessibility of staff
b. Results Measurement
• Number of new users
• Number of return users.
• Number of job seekers placed in job
• Number routed through training/education programs (number of these placed in jobs)
• Number entered employment rate for all targeted groups
• Number placed in training all targeted groups
Measuring shifts in the local economy will not necessarily give us an indication of the success of the Work4WV Center. Such information must be coupled with the customer satisfaction indicators/data listed above in order to paint a clearer picture of WORK4WV’s ability to effectively serve individuals who are attempting to access opportunities in the local labor market.
Services will be driven by the feedback received from our customers. Management team will benchmark our customer service approach and results against other high quality service organizations both within and out side of West Virginia We will survey and talk to our customers regularly and use that information across the organization to achieve continuous improvement.
(Governing Services to Veterans)
In accordance with the Workforce Investment Act of 1998 (WIA), Section 322, this Agreement between the Chief, Governor’s Workforce Investment Office (GOWI) for the State of West Virginia through the West Virginia Bureau of Employment Programs (WV BEP) and the Secretary of the Department of Labor (DOL), through the Veterans’ Employment and Training Service (VETS), sets forth policies and guidance regarding the provision of services to veterans; the roles and responsibilities of the Workforce Investment Act of 1998 (WIA) service providers; and, specifies how Disabled Veteran Outreach Program (DVOP) specialists and Local Veteran Employment Representatives (LVER) will be integrated into One-Stop delivery systems.
The agreement has been developed to assure coordination and avoid duplication at service delivery points. The agreement also extends the historical precedent for providing veterans and other eligible persons with priority in the delivery of employment and training services by the State Workforce Investment delivery system. In administering veterans’ service programs under Chapter 41 and 42 of Title 38 United States Code, the Workforce Investment Act delivery system will undertake the functions described in this Agreement.
The parties to this document agree and resolve to maximize services to veterans, following the priority to veterans described in Title 38, U.S. Code Chapters 41,42 and 43; 20 CFR Chapter IX, Code of Federal Regulations, codified at §t0O1.I00~I~; the Special Provisions of the DVOP/LVER grant award document; and, Article 4, §9K4-1(b), of the West Virginia Code. The LVER and DVOP program will facilitate veterans’ access to all WLA employment and training programs, as required by Section 112 (b) (17)(B) of the Workforce Investment Act of 1998.
III. Purpose of One-Stop Delivery Systems.
The West Virginia Workforce Investment Act Administrator and VETS agree that the one-stop delivery systems will integrate fully the multiple career-development services provided to veterans. One-stop delivery system veteran customers will be provided the full array of services available within the system; will be empowered with customer choice; and, will be provided customized access to those services which satisfy their individual needs for career development. Access to the system will be provided universally to assure customers that there is no wrong door.
IV. Components and Activities
The following outline reflects the elements of universality, customer choice, integration and performance which have been identified as key factors for the efficient functioning of One-Stop delivery systems in the Workforce Investment Act delivery system. These elements are applicable to all the program components and activities listed below and relative to priority services for veterans and other eligible persons.
A. INTAKE, ASSESSMENT and REGISTRATION
1. Universality. Veterans will be allowed to register at all locations at which.
registration is offered using standardized data elements as prescribed by Federal and State guidelines. Individual needs of veterans will be assessed to facilitate access to core services, intensive services, and training services as needed, in all one-stop delivery systems, to determine the appropriate level of services to be provided. If veterans’ needs cannot be met at the point of intake, veterans will be referred promptly to the appropriate service provider. Access to LVER and DVOP staff will be provided through the one-stop delivery system, if requested by a veteran.
2. Customer Choice. Veterans will be encouraged by one-stop delivery system staff to self-identify in order to establish their eligibility for priority services. Veterans will be provided the options to:
a) self-register for core services
b) request assessment for intensive services; or
c) request assessment for training services as appropriate to meet their needs. Veterans will be provided maximum access to America’s Labor Market Information System, including either printed or electronic data..
3. Integration. Veterans will be provided priority in all services provided under the Workforce Investment Act delivery service. To receive this priority, veteran customers must self-identify and provide documentation to establish their entitlement to veterans priority. Veterans must also meet the eligibility criteria to qualify for priority service within the program/service to be provided.
B MEDIATED and NON-MEDIATED SERVICES IN PLACEMENT, DEVELOPMENT OF JOBS and JOB TRAINING OPPORTUNITIES.
1. Universality. Veterans assessed as being “job ready” will be provided with priority access to job information services. In those instances where appropriate job listings are not available, veterans will be instructed in the use of self-directed job search techniques. Veterans who are lacking in the skills to utilized technology shall be provided instruction in the use of available technology. Job ready veteran customers who are unsuccessful in identifying job opportunities shall, if requested, be provided job development services. Veterans who are assessed as having serious barriers to employment will be entered into case management and provided intensive services including Individual Training Account vouchers if appropriate.
2. Customer Choice. Veterans will be provided with maximum access to labor market information. Services provided will be customer driven. Where available, veterans will be instructed in the use of technology, Internet resources and other career information delivery systems.
3. Integration. DVOP and LVER staff will provide technical assistance and staff training to One-Stop delivery system staff relative to veterans programs, services, resources and the application of priority of service for veterans. LVER staff, as functional supervisors for veterans services, will submit to One-Stop delivery system managers, at least quarterly, recommendations for improvements in services to veterans. DVOP and LVER staff will, where feasible, provide direct services for veteran customers or will assist One-Stop delivery system staff in the provision of priority services for veterans as required under the provisions of the Wagner- Peyser Act.
4. Performance. The Workforce Investment Act Administrator for the State will be
responsible for assuring priority services for veterans leading to achievement of performance standards for veterans services within the one-stop delivery system. Measures of Performance for veterans services will be negotiated between the Veterans Employment and Training Services and the Chief, Governor’s Workforce Investment Office through the WV Bureau of Employment Programs.
C. OUTREACH/OUT-STATIONING OF LVER/DVOP STAFF
1. Universality. LVER and DVOP staff will be responsible for providing outreach services at Service Delivery Points (SDP) were LVER/DVOP staff are not permanently assigned. DVOP staff who perform Out-Reach at these One-Stop delivery systems may not be used to fulfill the mandated Out-Station requirement of 38 U.S.C. Chapter 41. Out-Station sites may include U.S. Department of
Veteran Affairs (OVA) facilities, or other sites as appropriate following consultation with the State VETS Director. Designation of Out-Station sites for
LVER/DVOP staff must also be coordinated with the State VETS Director.
DVOP/LVER staff who conduct outreach to employers, Community Based
Organizations (CBO), Veterans’ Service Organizations (VSO), will share information gained from these contacts with One-Stop SDP staff.
2. Customer Choice. Veteran customers will be provided with options to obtain assistance at out-station sites, during scheduled outreach visits, at full-service centers, or by electronic access from other access points. LVERIDVOP staff will actively promote the establishment of electronic Internet linkage to the One-Stop system by CBO, VSO, and other organizations and agencies.
3. Integration. Managers of Out-Station sites will be required to execute a formalized Memorandums of Understanding (MOU) which defines the range of services available to veteran customers and which details responsibilities and duties of DVOP and LVER staff assigned to those sites. The MOU will contain language that assures veteran customers will be provided priority services at those sites.
4. Performance. Performance reports will include, when available, references to the annual assessment of veterans’ services performed by the State VETS Director.
D. FEDERAL CONTRACTOR PROGRAM (FCP), VETERANS PREFERENCE COMPLIANCE AND USERRA PROGRAMS
1. Universality. Information relative to the Federal Contractor Program (FCP), Veterans Preference Compliance, and the Uniformed Services Employment and Reemployment Rights Act (USERRA) programs will be available at all One-Stop SOP. Staff who are designated as FCP monitors for the SDP area will provide training to One-Stop delivery system staff relative to that program and relative to the complaint process. The FCP monitor will maintain a data base which identifies FCP employers who have affirmative action job listing and reporting obligations for targeted veteran customers and will coordinate that information with the State VETS Director who maintains the State FCP data base. The monitor will ensure that FCP employers are satisfying their statutory requirement to list available job openings with the SOP, are reporting annually required hiring information, and will when necessary advise the State VET Director of non-compliance issues. Veteran customers who believe their rights under these programs have been violated will be assisted in filing appropriate complaints.
2. Customer Choice. Veterans will be provided access to either printed or electronic information relative to these programs. Federal Contractors and Federal Agencies will be provided recruitment assistance in accordance with their obligation for affirmative action and veteran preference requirements pursuant to 38 U.S.C., Chapter 42. When appropriate, customers will be referred to the State VETS Director for technical assistance.
3. Integration. The FCP and Federal job opening listings will be integrated into all One-Stop delivery systems and web sites to assure that veteran customers, Federal Contractors and Federal Agencies have full access to jobs listings, qualified applicants, and program information. Veterans will be provided information in the filing of complaints as necessary. LVER and DVOP staff will provide technical assistance and staff training to One-Stop delivery system staff relative to these programs.
4. Measures of Performance. Performance will be measured by surveying customer satisfaction with the assistance provided by One-Stop delivery system staff. The State VETS Director will periodically evaluate the quality and timeliness of services provided veteran customers by LVER/DVOP, and other One-Stop SDP staff.
E. CASE MANAGEMENT SERVICES FOR TARGETED VETERANS
1. Universality. Case Management services will be provided for those targeted veterans who are assessed as having significant barriers to employment. All DVA Vocational Rehabilitation & Employment (VR&E) Clients who have been referred to One-Stop SDP will be entered into case managed intensive job development/job search services. Veteran customers who are identified through the Unemployment Compensation. Profiling program will be referred to LVER/DVOP staff for case management services. Other veterans with significant barriers, as appropriate, will also be entered into case management services. Case Management services will parallel similar services provided for non-veteran customers within One-Stop delivery systems.
2. Customer Choice. Case Management services for targeted veterans will be client focused and client driven. Targeted veterans will be provided choices based upon need and the resources available to meet those needs. When necessary and when appropriate, veteran clients will be assisted in accessing resources outside the One-Stop delivery systems to include the resources of the U.S. Department of Veterans Affairs.
3. Integration. Case Management services for veterans will include the resources of the One-Stop delivery system and the Department of Veterans Affairs (DVA) Vocational Rehabilitation & Employment (VR&E) program. The Veterans’ Employment and Training Service (VETS) will define the procedures for case services to be provided targeted veteran clients. Case Management training for designated staff will be provided by the National Veterans Training Institute (NVTI). Upon completion of the employment probation period, Managers will identify to the State VETS Director (DVET) those DVOP/LVER staff who will be designated to facilitate case management services for targeted veterans, and who are to be scheduled for Case Management training.
4. Performance. Measures of Performance will track services provided to veterans who have been referred to one-stop delivery system for Case Management as well as veterans who are determined to have significant barriers to employment. Measures of Performance will include the number of such veterans referred, the number veterans entered into case management, and the outcomes resulting from case managed systems. VETS will provide data definitions and formats to be utilized for reporting purposes.
F. ROLE AND RESPONSIBILITIES OF PUBLIC EMPLOYMENT SERVICE MANAGEMENT AND STAFF IN THE PROVISION OF SERVICES TO VETERANS
1. Universality. Under the provisions of this Agreement, LVER/DVOP staff will be provided policy and guidance relative to the delivery of One-Stop services by the One-Stop SDP manager. However, compensation, personnel actions and terms and conditions of employment, including performance appraisals and accountability of merit-staff employees will remain under the authority of the LVER/DVOP Grantee, the WV Bureau of Employment Programs.
2. Customer Choice. To assist customers in making informed chokes, One-Stop SDP staff will, during the intake process, provide information that informs veterans of the advantages of registering in order to access special programs and LVER/DVOP mediated and intensive services as appropriate.
3. Integration. One-Stop SDP operators insure that all programs and service providers participating in the Workforce Investment Act delivery system provide the maximum of employment and training opportunities to veterans
4. Performance. One-Stop Local Workforce Investment Boards are responsible for assuring veterans receive priority services in all service delivery points where Wagner-Peyser, LVER, and DVOP resources are integrated into the delivery system. Measures of Performance for veterans services will be negotiated between the Veterans Employment and Training Services and the Chief, Governor’s Workforce Investment Office through the WV Bureau of Employment Programs. Program activity and program costs will be reported in accordance with the provisions of the DVOP/LVER grant special provisions.
V. EFFECTIVE DATE.
This Agreement will be effective as of the date of the signing of this document and will be automatically renewed on the anniversary date of each subsequent year without further action on the part of the signatories. This agreement may be amended, as needed, with the concurrence of the principal signatories to the Agreement.
VI. PRINCIPAL SIGNATORIES.
James S. Jeffers, Chief March 31, 2000
Governor’s Workforce Investment Office
State of West Virginia
William F. Vieweg, Commissioner March 31, 2000
West Virginia Bureau of Employment Programs
State of West Virginia
David L. Bush, Director March 31, 2000
Veterans’ Employment and Training Service
U.S. Department of Labor
In person or phone service
CORE INTENSIVE TRAINING
Service Provider Lists
Community Service Lists
PC Word Processors
Self Training Material
Labor Market Info
General Memorandum of Understanding
MEMORANDUM OF UNDERSTANDING
For Implementation of the Region VII WORK4WV Career Center
The following Memorandum of Understanding (the agreement) sets forth terms of agreement fore cooperation and consultation with regard to the implementation and operation of the Region 7 WORK4WV Career Center, Martinsburg, WV. The agencies entering agreement are as follows:
BEP Martisburg Job Service
WV Division of Vocational Rehabilitation Services
I. Purpose of the Agreement
It is the purpose of this Agreement to establish a cooperative and mutually beneficial relationship between the Agencies and to set forth the relative responsibilities of the Agencies insofar as they relate to planning and implementation of individual and mutual duties, obligations, and responsibilities agreed to in this MOU as well as financial and personnel agreements as described.
II. Duration of Agreement
The agreement will commence on the 1st day of July 2000, and shall remain in full forces and effect until the 31st day of December 2000 or until the Agreement is canceled by the full consensus of the Agencies.
III. Program Description
It is agreed by the agencies listed in this agreement to conduct the following
1. To provide staff with the coordination of the center coordinator, to perform duties at the reception desk at the Martinsburg WORK4WV. This will be one a rotating schedule, with all agencies providing equal support with the exception of Job Corps.
2. To have a member of the supervisory staff participate as a mandated member of the management team who will attend all meetings, for the purpose of dealing with issues concerning the operation of the center. (Except for Job Corps) Job Corps can attend these meetings for the purpose of information and consultation.
3. All agencies agree to help in the collection of information about not only their own agencies but other mandated partners and support agencies, to support marketing of center, whether for media, handouts or web site.
4. Will work together to continuously monitor center by management team to look as ways to constantly improve services as well as remove any barriers to this process.
5. Will share in cost in kind of supplies in the promotion of center, such as copier, fax, paper, staff, etc.
6. It is further agreed that the center coordinator will be the existing manager of Job Service, and will report to the management team, and coordinator will be responsible for the day to day operations of the center.
IV General Provision
It is understood by the Agencies that each should be able to fulfill its responsibilities under this agreement in accordance with the provisions of the law and regulations which govern their activities. Nothing in this
Agreement is intended to negate or otherwise render ineffective any such provisions or operating procedures. If at any time any Agency is unable to perform its functions under this Agreement consistent with such Agency’s statuary and regulatory mandates, the affected Agency shall immediately provide notice to all other Agencies to establish a date for mutual resolution of the conflict.
IV. Responsibilities of Agencies under Agreement
All agencies agree to perform all aspects of their responsibilities financial, personnel, and in kind as stipulated in this Agreement.
V. Allocation of Costs
The participants in this project assume full responsibility for their respective costs associated with their performance as stipulated in the financial attachment to the business plan. In no event, except as provided in a Supplemental Agreement, shall any Agency by obligated to pay or reimburse any expense incurred by another Agency under this Agreement.
VII. Amendment or Cancellation
The Agreement may be amended at any time in writing and by mutual consent of the Agencies. Each Agency may cancel its participation in the Agreement upon 60 days written notice to the other Agencies. When the cancellation is for cause, i.e. a material and significant breach of any of the provisions of this Agreement, it may be canceled upon delivery of written notice to the other Agencies.
The undersigned Agencies bind themselves to the faithful performance of this Agreement. It is mutually understood that this Agreement shall not be become effective until approved by all Agencies involved.
WORK4WV ORGANIZATIONAL CHART
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Note: Performance Standards are not attached. Performance Standards for Region VII have not been negotiated with the state.
WORKFORCE INVESTMENT BORAD
THE STATE OF WEST VIRGINIA
REGION VII WORKFOCE INVESTMENT BOARD,
ARTICLE I - NAME, OFFICES, AND PURPOSE
Section 1. Name. The name of the corporation shall be “The State of West Virginia Region VII Workforce Investment Board, Inc., hereinafter sometimes referred to as “WIB.”
Section 2. Principal Office. The principal office of the corporation shall be located at the site of its Fiscal Agent, which shall also be the registered office of the corporation.
Section 3. Other Offices. The corporation may have offices at such other places, either within or without the State of West Virginia, as the Board of Directors may from time to time determine.
Section 4. Purpose.
(A) To operate exclusively for charitable,
educational, religious and scientific purposes within the meaning of Sections 501(c)(3) and 170(c)(2) of the Internal Revenue Code of 1986 or the corresponding provisions of any future United States Internal Revenue laws (the “Code”);
(B) To engage in any lawful activity for
which corporations may be organized under (Reference West Virginia Codes) so long as the corporation does not engage in any activity or activities not in furtherance of one or more tax exempt purposes.
(C) To provide policy guidance for, and
exercise oversight with respect to, activities under the job training plan for its service delivery area in partnership with the unit or units of general local government within its service delivery area or the Workforce Investment Act of 1998 (hereinafter referred to as “WIA”); to work to increase the involvement of the business community in the employment and training system; and to work to increase private sector employment opportunities for eligible participants.
Section 5. General Powers. The powers of the WIB shall include, but are not limited to:
(A) Plan and oversee the delivery of all workforce development programs specified as responsibilities of the Workforce Development Board (WIB) under the Federal Workforce Investment Act (WLA) of 1998 and of the WOR.K-4-West Virginia system;
(B) Advise local elected officials, employers, local education agencies, community colleges, State and local employment and training agencies and citizens about policy, programs and other information relative to their services area workforce;
(C) Serve as a point of contact for business, industry, and the public sector to communicate their workforce needs;
(D) Develop a local plan in coordination with appropriate community partners that addresses the workforce development needs of their service area, which is responsive to the goals, objectives, and performance standards established by the Governor;
(E) Develop industry analyses in order to set training priorities in Region VII area;
(F) Charter ‘One-Stop” Career Centers, monitor activities, and evaluate the performance of the career centers, programs and activities; and
(G) Develop linkages with regional and local economic development efforts and activities in the Region VII area and promote cooperation and coordination among public organizations, community organizations, education agencies and private businesses.
WIB shall not operate or manage “One- Stop” Career Centers but shall serve in the role of governance and guidance by providing planning, monitoring, evaluation, and oversight. The WIB will have planning and oversight responsibilities for the following programs and activities when and where operated in “One - Stop” Career Center:
ARTICLE II- BOARD OF DIRECTORS
Section 1. General Powers. The affairs of the corporation shall be managed by the Board of Directors in accordance with the provisions of the applicable law, the Articles of Incorporation and these bylaws.
Section 2. Number. Term and Qualifications. The number of Directors of the corporation shall not be less than one, nor more than Fifty. The Directors at any annual meeting may by resolution fix the number of Directors to be selected at the meeting; but in the absence of such a resolution, the number of Directors selected at the meeting shall constitute the number of Directors for the corporation until the next annual meeting of the Directors, unless the number is changed by action of the Directors.
(A) The membership shall be composed as follows:
1. a majority, of at least 51%, of the members
shall come from private industry; and
2. a minority of the members shall come from
educational agencies, organized labor, rehabilitation agencies, community-based organizations, economic development agencies, the public employment service and elected or appointed public officials, pursuant to the Workforce Investment Act.
(B) The composition of the Region VII WIB shall at all times conform with the requirements of the WIA Law and accompanying regulations.
Section 3. Selection of Directors. Directors shall be selected by the LEO Board. If the Chief Elected Official desires to reappoint a member of the Region VII WIB to another two (2) year term, the initial nominating process described in the Act need not be followed. If the Chief Elected Official does not desire to reappoint a member of the Region VII WIB to another two (2) year term, the nominations to fill the vacancy shall be sought in accordance with the process described in the Act and accompanying regulations.
Section 4. Chairperson. The Chairperson shall be selected from the private industry members of the WIB in accordance with requirements of the Act. The Chairperson shall be elected by the WIB to a one (I) year term. the Chairperson shall preside at meetings of the WIB. He/she shall appoint members of all committees, including the Youth Council. The Chairperson shall also be ex-officio member of all other committees. The Chairperson, with the assistance of staff, shall also prepare an annual report and shall perform such other duties as may be assigned to him/her from time to time by the WIB.
Section 5. Vice Chairperson. In the absence of the Chairperson, or in the event of his/her inability to act, or it that office be temporarily vacant, the Vice-Chairperson shall exercise all the powers and perform all the duties of the Chairperson. The Vice-Chairperson shall be elected by the WIB to a one (1) year term. The Vice-Chairperson shall have such additional powers and perform such other duties as may be assigned him/her from time to time by the WIB.
Section 6. Removal.
Directors may be removed from office at any time with or without cause by the Directors by an affirmation vote of two-thirds (2/3) of the total membership of WIB. The Director shall have an opportunity to state his/her side of the issue before the vote of the WIB. If the Director is removed, a new Director may be selected to fill the vacancy at the same meeting.
Section 7. Resignation. A Director may resign at any time by communicating such resignation to the Chief Elected Official of Region VII. The resignation is effective when communicated unless the notice specifies a later effective date or subsequent event upon which it will become effective.
Section 8. Vacancies. A vacancy occurring in the Board of Directors may be filled through the nomination and appointment in accordance with the Act and the through the LEO’s.
Section 9. Attendance. Strong participation on the part of each WIB member is critical to the successful execution of its responsibilities. Therefore, if a WIB member misses two consecutive regularly scheduled meetings of the full WIB or two consecutive regularly scheduled meetings of a subcommittee, the W[B Chairperson will contact the member to remind him or her of the need to participate. If the member is absent from either the WIB meeting or a Subcommittee meeting three consecutive times, the respective Chairperson will again contact the absent member with a stronger effort to gain participation. If the member is absent from a regularly scheduled WLB meeting four out of any six consecutive meetings or a regularly scheduled subcommittee meeting four out of any six consecutive meetings, the member will be asked to show just cause to the Board why he/she should not be removed and replaced. The use of proxies for the purposes of voting (only) shall constitute attendance at the regularly scheduled WIB or committee meetings.
Section 10. Conflict of Interest. No director, officer, employee or agent of the WIB shall:
(A) cast a vote on the provision of service under the job training plan by that member, by any member of his or her family, or by any organization of which that member or any member of his or her family is an officer, owner, or employee, or
(B) vote on any matter which would provide direct financial benefit to that member, or
(C) 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 or has received 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 person or organization that employs, or is about to employ, any person described in (a), (b), or (c).
Where there is a conflict of interest on the part of a director, such director shall disclose the material facts as to his or her interest or benefit from the proposed board action, and, in the event the measure required approval by the WIB, the proposed board action may then be approved upon the affirmative vote of a majority of the disinterested directors, even though the disinterested directors be less than a quorum. Such interested directors may be counted in determining the presence of a quorum at the meeting at which issue is considered.
For purposes of this conflict of interest provision, no “direct financial benefit” arises from a WIB director’s employment, employment by an organization that a WIB director represents, from time-to-time of persons participating in a WIB program that is administered by a contractor that is controlled by or related to the director or the organization that he or she represents.
No director, officer, employee or agent of the WIB shall: (1) solicit or accept gratuities, favors, or anything of monetary value from contractors or suppliers or potential contractors or suppliers, or (2) solicit, accept or agree to accept any benefits for exercising WIA authority and performing their duties.
For purposes of this section, immediate family is defined as: spouse, ancestor, descendant, sibling and the spouse or child of any of the foregoing (including “step” relationships).
ARTICLE III - MEETING OF DIRECTORS
Section 1. Annual Meeting. The annual meeting of the Board of Directors shall be held on the third Thursday of May of each year, if not a legal holiday, but if a legal holiday, then on the next business day which is not a legal holiday, for the purpose of electing Directors and officers of the corporation and the transaction of such other business as may be properly brought before the meeting. If the annual meeting is not held on the day designated by these bylaws, a substitute annual meeting may be called by or at the request of the Board of Directors, and such meeting shall be designated and treated for all purposes as the annual meeting.
Section 2. Regular Meetings. The WIB shall generally meet monthly or a minimum of six (6) times per year.
Section 3. Special Meetings. Special meetings of the Board of Directors may be called at any time by the Chairperson of the WIB or shall be called by the Secretary on the written request of no less than 20% of the membership of the WIB at the time the request is made.
Section 4. Place of Meetings. Meetings of the Board of Directors may be held at the principal office of the corporation or at such other place, either within or without the State of West Virginia, as shall either (i) be designated in the notice of the meeting or (ii) be agreed upon at or before the meeting by a majority of the Directors then in office.
Section 5. Notice of Meetings. The Secretary or other person or persons calling a meeting for which notice is required shall give notice either personally or by mail or telephone at least five (5) days before the meeting. Notice of special meetings shall be served in the manner described above no less than three (3) working days before such meetings. Unless otherwise indicated in the notice, any and all business may be transacted at a meeting of the Board of Directors.
Section 6. Quorum. A majority of the Directors in office immediately before a meeting begins shall constitute a quorum for the transaction of business at a meeting of the Board of Directors, but less than a quorum may adjourn a meeting from time to time without further notice until a quorum is present. In determining a quorum, the number of members shall be considered that 25% of that number which are then duly serving as members of the WIB. Any vacancies which may exist shall not be counted in determining the total number of members. The use of proxy’s may be used in determining a quorum.
Section 7. Manner of Acting. Except as otherwise provided by law or in the bylaws, the act of the majority of the Directors present at a meeting at which a quorum is present shall be the act of the Board of Directors.
Section 8. Meeting by Conference Telephone. Any one or more Directors or members of a committee may participate in a meeting of the Board or committee by means of a conference telephone or similar communications device which allows all Directors participating in the meeting to simultaneously hear each other during the meeting, and such participation in a meeting shall be deemed presence in person at such meeting. All meetings must meet the standards and regulations of the State of West Virginia with regard to public notification of time and place.
Section 9. Vote. Each member of the WIB shall be entitled to one vote, and any act of a majority of the members present and voting at a WIB meeting shall constitute the act of the Board of Directors. Proxy’s may be used for the purposes of voting without designation of the represented member’s position on any given issue.
Section 11. Public Notice of Meetings. All meetings of the WIB at which business will be conducted shall be held in public. Participation in the meetings by any individual, expecting members, shall be at the discretion of the Chairperson or in accordance with any state or federal rules, regulations, or laws. Any member of the public desiring to so participate shall notify the Chairperson before the meeting of the subject he/she wishes to address and shall be limited to a five (5) minute presentation, unless granted leave by the Chairperson to extend
ARTICLE IV - COMMITTEES
Section 1. Executive Committee. The Board of Directors, by resolution adopted by a majority of the number of Directors then in office, may designate two or more Directors to constitute an Executive Committee, which shall have and may exercise the authority of the Board in the management of the business and affairs of corporation during intervals between meetings. Vacancies in the membership of the Executive Committee shall be filled by a majority of the whole Board of Directors at a regular meeting or at a special meeting called for that purpose. The Executive Committee shall keep minutes of its proceedings and shall report to the Board of Directors on action taken. Minutes of meetings of the Executive Committee shall be prepared and kept with the records of the corporation. The Executive Committee shall provide overall direction and assign responsibilities to other committees. LEO’s may be non-voting members of the Executive committee.
Section 2. Standing or Other Committees. Standing or other committees having two or more members may be designated by a resolution adopted by a majority of the number of Directors then in office. Members shall be chosen from the voting member of the WIB. Other participants may be appointed as non-voting members. Vacancies in the membership of such committees shall be filled by appointment made in the same manner as provided in the case of the original appointment. Standing committees include but are not limited to:
0 Executive Committee
A Youth Council
D. Performance Measures
Section 3. Committee Comnosition. The Chairperson of the WIB shall appoint the members of all con-iniittees. To the extent practicable, the membership of each committee shall proportionately represent the categories of WIB membership. In addition, the WIB Chairperson may appoint non-WIB members to serve as full voting members of the standing and ad hoc committees. However, such non-WIB members will be subject to the “Conflict of Interest” provisions as stated in Article III, herein.
Section 4. Committee Authority. No committees of the board (including the Executive Committee) shall be authorized to take the following actions:
(A) Authorize distributions to or for the benefit of the Directors or officers;
(B) Approve dissolution, merger or the sale, pledge, or transfer of all or substantially all of the corporation’s assets.
(C) Elect, appoint or remove Directors, or fill vacancies on the Board of Directors or on any of its committees, or
(D) Adopt, amend, or repeal the Articles of Incorporation or bylaws.
ARTICLE V - OFFICERS
Section 1. Titles. The officers of the corporation shall be a President and a Secretary. The Board of Directors may also elect a Chairman of the Board of Directors, a Vice- Chairman of the Board of Directors, an Executive Vice President, one or more additional Vice Presidents, one or more Assistant Secretaries, a Treasurer, and one or more Assistant Treasurers, and such other officers as it shall deem necessary. Except as otherwise provided in these bylaws, the additional officers shall have the authority and perform duties as from time to time may be prescribed by the Board of Directors. Any two or more offices may be held by the same individual, but no officer may act in more than one capacity where action of two or more officers is required.
Section 2. Election and Term. The officers of the corporation shall be elected by the Board of Directors at the annual meeting. Each officer shall hold office until the next annual meeting and until a successor is elected and qualifies.
Section 3. Removal. Any officer or agent elected or appointed by the Board of Directors may be removed at any time by the Board, with cause, by an affirmation vote of two-thirds (2/3) of the total membership of the WIB. The officer involved shall have the opportunity to state his/her side of the issue before the
vote of the WIB.
Section 4. Resignation. An officer or agent may resign at any time by communicating such resignation to the Secretary of the WIB. A resignation is effective when it is communicated unless it specifies in writing a later effective date.
Section 5. Vacancies. Vacancies among the officers may be filled and new offices may be created and filled by the Board of Directors. A vacancy in the office of the President shall be filled for the unexpired term by an election at the next regular meeting after which notice of the vacancy was received.
Section 6. President. The President shall be the chief executive officer of the corporation and, subject to the control of the Board of Directors, shall supervise and control the management of the corporation in accordance with these bylaws. In default of a Chairman of the Board, the President shall preside at meetings of the Board of Directors. The President shall sign, with any other proper officer, instruments which may be lawfully executed on behalf of the corporation, except where required or permitted by law to be otherwise signed and executed, and except where the signing and execution shall be delegated by the Board of Directors to some other officer or agent. In general, the President shall perform all duties incident to the office of President and such other duties as may be assigned by the Board of Directors from time to time.
Section 7. Vice President. The Vice President, if such officer is elected, shall exercise the powers of the President during that officer’s absence or inability to act. Any action taken by a Vice President in the performance of the duties of the President shall be presumptive evidence of the absence or inability to act of the President at the time the action was taken. The Vice Presidents shall have such other powers and perform such other duties as may be assigned by the Board of Directors.
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Section 8. Treasurer. The Treasurer, if such officer is elected, shall have custody of all funds and securities belonging to the corporation and shall receive, deposit or disburse the same under the direction of the Board of Directors; provided, that the board may appoint a custodian or depository for any such funds or securities, and the Board may designate those persons upon whose signature or authority such funds may be disbursed or transferred. The Treasurer shall in general perform the duties incident to the office and such other duties as may be assigned from time to time by the President or the Board of Directors.
Section 9. Assistant Treasurers. Each Assistant Treasurer, if such officer is elected, shall have such powers and perform such duties as may be assigned by the Board of Directors, and the Assistant Treasurers shall exercise the powers of the Treasurer during that officer’s absence or inability to act.
Section 10. Secretary. The person who serves as Executive Director of the WIB or his/her designee shall also serve as Secretary to the WIB, and he/she shall not have the right to vote. The Secretary shall keep accurate records of the acts and proceedings of all meetings of the Board of Directors and shall give all notices required by law and these bylaws. The Secretary shall have general charge of the corporate books and records and of the corporate seal and shall affix the corporate seal to any lawfully executed instrument requiring it. The Secretary shall sign such instruments as may require the signature of the Secretary and in general shall perform all the duties incident to the office of Secretary and such other duties as may be assigned from time to time by the President or by the Board of Directors.
Section 11. Assistant Secretaries. Each Assistant Secretary, if such officer is elected, shall have such powers and perform such duties as may be assigned by the Board of Directors, and the Assistant Secretaries shall exercise the powers of the Secretary during that officer’s absence or inability to act.
ARTICLE VI- INDEMNIFICATION OF DIRECTORS AND OFFICERS
Section 1. General Policy It shall be the policy of the corporation to indemnify to the maximum extent permitted by the Statues of the State of West Virginia any one or more the Directors, officers, employees, or agents and former Directors, officers, employees, or agents of the corporation, and persons who serve or have served at the request of the corporation as directors, officers, partners, trustees, employees or agents of another foreign or domestic corporation, partnership, joint venture, trust or other enterprise, against judgments, penalties, settlements and other liabilities incurred by them in connection with any pending threatened or completed action, suit or proceeding, whether civil, criminal, investigative or administrative (a “proceeding”) and against reasonable costs and expenses (including attorneys’ fees) in connection with any proceeding, where such liabilities and litigation expenses were incurred incident to the good faith performance of their duties.
Section 2. Use of Corporate Funds. The corporation may advance expenses in connection with any proceeding to any such person in accordance with applicable law. The use of funds of the corporation for indemnification or for purchase and maintenance of insurance for the benefit of the persons designated in Section 1 of this Article shall be deemed a proper expense of the corporation.
ARTICLE VII- GENERAL PROVISIONS
Section 1. Seal. The seal of the corporation shall bear the name of the corporation.
Section 2. Waiver of Notice. A Director or other person entitled to receive a notice required to be given under the provisions of these bylaws, the Articles of Incorporation or by applicable law, may waive such notice by signing a written waiver, whether before or after the date and time stated in the notice. The waiver shall be filed with the minutes or corporate records.
A Director’s attendance at or participation in a meeting waives any required notice to that Director of the meeting unless the Director at the beginning of the meeting (or promptly upon arrival) objects to holding the meeting or transacting business at the meeting and does not thereafter vote for or assent to action taken at the meeting.
Section 3. Checks. All checks, drafts or orders for the payment of money shall be signed by the officer or officers or other individuals that the Board of Directors may from time to time designate.
Section 4. Bond. The Board of Directors may by resolution require any or all officers, -agents or employees of the corporation to give bond to the corporation, with sufficient sureties, conditioned upon the faithful performance of the duties of their offices or positions, and to comply with such other conditions as may from time to time be required by the Board.
Section 5. Loans. No loans shall be contracted on behalf of the corporation and no evidence of indebtedness shall be issued in its name unless authorized by a resolution of the Board of Directors. Such authority may be general or confined to specific instances.
Section 6. Fiscal Year. The fiscal year of the corporation shall be the period ending June 30 of each year.
Section 7. Amendments. These bylaws may be amended or repealed and new bylaws may be adopted by the affirmative vote of a majority of the entire Board of Directors at any meeting of the Board; provided, that notice of the meeting shall have been give which states that the purpose or one of the purposes of the meeting is to consider a proposed amendment to the bylaws and includes a copy or summary of the proposed amendment or states the general nature of the amendment. Such notice may be waived as provided in these bylaws.
THIS IS TO CERTIFY that the above bylaws of Region VII Workforce Development Board, Inc were duly adopted by the Board of Directors by action without a meeting effective as of
DRAFT FOR COMMENT NO.2
To: ALL WORK4WV WORKFORCE INVESTMENT BOARD CHAIRS
ALL WORK4WV WORKFORCE INVESTMENT BOARD DIRECTORS
ALL WORR4WV ONE-STOP LAISONS
ALL STATE AGENCIES INVOLVED IN WORK4WV
WEST VIRGINIA SERVICE PROVIDER ASSOCIATION PRESIDENT
STATE WORKFORCE BOARD CHAIR
STATE WORKFORCE BOARD EXECUTIVE DIRECTOR
From JAMES S. JEFFERS
CHIEF OF WORKFORCE INVESTMENT
GOVERNOR’S WORKFORCE INVESTMENT OFFICE
Subject: CONFLICT OF INTEREST
1. Purpose: To provide conflict of interest provisions for Workforce Investment Boards, Youth Councils; and staff of Workforce Investment Boards and Youth Councils
2. Reference: West Virginia Code 6-B-2-5: West Virginia Code 61-10-15: Section 7(g) oftlie Workforce Investment Act of 1998.
3. Background: All members of local Workforce Investment Boards, Youth Councils, and their staffs serve a public interest and have a clear obligation to conduct all affairs in a manner consistent with the concept of public trusts. All decisions of local Boards and Youth Councils should be based on promoting the best interest of the public good.
4. Policy: Local Workforce Investment Boards members, Youth Council members, and their staffs shall abide by the following provisions:
1. All Workforce Investment Board and Youth Council members are subject to the State of West Virginia’s conflict of interest provisions found in the West Virginia Governmental Ethics Act.
2. Every local Workforce Investment Board shall adopt in its bylaws conflict of interest standards meeting the minimum standards set forth in this policy guidance letter. The standards shall apply to all Workforce Board members, Youth Council members, and their staff.
3. A member of a local board or youth council must neither cast a vote on, nor participate in any decision-making capacity on the provision of services by such member or by an organization that such member directly represents; nor on any matter which would provide any direct benefit to such member or the immediate family of such member. Immediate family means a spouse and any other person resident in the same household as the member, who is dependent of the member or of whom the member is a dependent. A dependent means any person. whether or not related by blood or marriage. who receives from the member, or provides to the member. more than one-half of his financial support.
4 A board or council member who participates in decisions relating to specific terms of a contract, the determination of performance standards in a contract, or the development of Request for Proposals or other processes leading to a contract, is prohibited from receiving any direct financial benefit from any resulting contract.
5 Any Board or Council member with a potential conflict of interest must disclose that fact to the Local Workforce Investment Board as soon as the potential conflict is discovered. If the potential conflict of interest is discovered during a board or council meeting, the member must declare such potential conflict and excuse themselves from the remainder of the discussion and voting on that item.
6. A board or council member shall not engage in any business transaction or private for profit arrangement, which accrues from that member’s position on the board.
7. Workforce Investment Board members who are One-Stop operators shall not serve on One-Stop oversight committees.
VIOLATIONS OF THE CONFLICT OF INTEREST PROVISIONS
1. If the Board believes that a conflict of interest provision has been violated, it can recommend to
Governor’s Workforce Investment Office and the chief elected official of the workforce area that the member who has violated a provision be removed as a member of the board.
2. The Governor or the chief elected official can remove a member of the board for a violation of conflict of interest code with or without a recommendation from the board.
5. Action: Conflict of interest provisions should be provided and explained to Workforce Investment Board members, Youth Council members, and their staff. It is the responsibility of board members to:
§ Recuse themselves from board issues if there is a conflict of interest
• Advise the board or council of any conflict of interest
• Ask the board for an opinion if they have any doubts of a situation involving conflict of interest
The West Virginia Ethics Commission is available to assist Workforce Boards. Youth Councils and their staff with questions and clarification of provisions covered by the Governmental Ethics Act and related issues. They can be reached at 304-558-0664.
6. Questions: Questions should be directed to the Governor’s Workforce Investment Office. Toll free number is 1-877-WORK4WV. 1900 Kanawha Boulevard, East Building 6, Room B6 17, Charleston, WV 25305.
7. Expiration Date: Effective until modified or rescinded by the Governor’s Workforce Investment Office.
 West Virginia Bureau of Employment Programs – Research, Information and Analysis Division.
 Bureau of Business and Economic Research, College of Business and Economics, West Virginia University, April 2000.
 Bureau of Business and Economic Research, College of Business and Economics, West Virginia University, April 2000; and CEDCon Community & Economic Development Consultants, LLC, September 2000.