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MISSION: The Region VII Workforce Investment will use federal,
state, and local programs to support one stop career and
training systems that flexibly sustain and enhance citizens' and
businesses efforts to participate in the global economy.
The Board published a block
advertisement in eight newspapers across the area in the editions closest to
September 27 and October 4. The
advertisement briefly reviewed the Plan’s purpose, encouraged the public to comment on the Plan by October 27, and stated the location review copies. The advertisement noted that the Board would
receive both written and email comments, Box
849, Parkersburg, WV 26847, or mearle@region8pdc.org. Finally, the notice provided the following
schedule of public meetings:
October 11, 2000
12:00 p.m. – 2:00 p.m.
Martinsburg Public Library
October 12, 2000
12:00 p.m. – 2:00 p.m.
Region 8 Conference Room
October 13, 2000
6:00 p.m. – 8:00 p.m.
Bank of Romney Community Room
Formatting is not always preserved in this web page, and page
numbers are not available.
Region VII Workforce Investment Board
For the period of January 1, 2001 to June 30, 2001
Eastern Panhandle Counties of
Berkeley
Grant
Hampshire
Hardy
Jefferson
Mineral
Morgan Pendleton
Local
Plan
Table of
Contents
Topic Page
Executive Summary 4
Local Area Vision and Goals 5
Local Area Market Analysis
Current and
Projected Employment Opportunities 7
Population 7
Educational
Attainment 8
Labor Force 8
Income 9
Current Job
Demand 10
Job Growth 10
Skill
Development Needs 11
Evolving
Needs Assessment 11
Plan Development Process 13
Local Area Governance
Role of
Local Elected Officials (LEO=s) 15
Functions
of Local Workforce Investment Board (WIB) 15
WIB Member
Participation 16
Coordination
between the WIB and LEO=s 17
Conflict of
Interest 18
WIB
Staffing 18
Rapid
Response 19
Youth
Council Coordination 19
Fiscal
Agent Selection 20
WORK4WV System for Service Delivery
WORK4WV
Development Strategy 22
Selecting a
One-Stop Operator 23
Chartering
of the One-Stop Operator 24
Customer
Services 25
Co-location
and Electronic Connectivity 25
Partnerships
with Business 26
Customer
Intake and Tracking 26
Open Line
of Communication 26
Continues
Quality Improvement 26
Commitment
to Staff Development 27
Resources
of Core and Intensive Services 28
Components
of Core Services 28
Components
of Intensive Services 33
WORK4WV
Meeting Customer Needs 35
WORK4WV
and Youth Activities 37
Services
Customer
Access 37
Core
Services 38
Intensive
Services 39
Training
Services 40
Adults and
Dislocated Workers
Employment
and Training Activities 41
Supportive
Payments 41
Needs-Related
Payments 41
Individual
Training Account (ITA) Policy 42
Limitations
to ITA 43
On-the-Job
Training 44
Customized
Job Training 46
Eligible
Training Providers 46
Priority
of Services 47
Fund
Transfers 48
Youth
Youth
Services 48
Child Safety
and Child Labor Laws 50
Awarding
Grants for Youth Activities 51
Additional
Youth Eligibility Criteria 51
Literacy
Skills Deficient 51
Procurement
Competitive
and Non-competitive policies 51
Equal Employment Opportunity 51
Performance Management 52
Signature Page 54
Attachment A
Local Elected Officials Agreement 55
B Memorandum of
Understanding between Local Elected Officials and
the Workforce Investment Board 56
C Organization Chart 60
D WORK4WV Business Plan and Memorandum of Understanding
62
E Region VII Performance Standards 96
F Region VII Workforce Investment Board
Bylaws 97
Region VII Workforce Investment Board
Executive Summary
The Executive
Summary will be completed after the required public review and comment time has
been allotted and a review has been conducted by the Board of all comments that
were submitted.
Describe
your local area’s vision, mission, and goals for workforce investment and
indicate how they support the state’s overall vision and goals as defined in
the state’s workforce investment plan.
In recent years the
Eastern Panhandle has enjoyed a robust economy that has created a significant
number of jobs. This job creation has
fueled growth making the area a significant part of West Virginia’s changing
economy. Unfortunately, several areas
in the Potomac Highlands have not fully participated in the
revitalization. Challenges remain in
the growing area; many of these challenges are associated with workforce
development.
Against this backdrop the Region VII
Workforce Investment Board proclaims the following vision:
·
The Eastern Panhandle will
continue to lead West Virginia’s changing economy by creating jobs and
providing opportunities for new business, with an emphasis on technologically
driven business and/or industry.
·
The region’s most valuable
resource, its people, will be central to the area’s economy regeneration.
·
The residents of the area will
have opportunities to participate fully and continuously in the region’s robust
economy.
·
Residents will have an ability
to access job development and training services that flexibly respond to their
needs and allows them to participate fully in the ever-changing global economy.
The Region VII Workforce Investment
Board will work to fulfill this vision.
To this end the following mission can be stated: The Region VII
Workforce Investment will use federal, state, and local programs to support one
stop career and training systems that flexibly sustain and enhance citizen’s
and businesses efforts to participate in the global economy.
The Region VII Workforce Investment
Board will establish goals to define steps toward fulfilling the area’s vision
statement. Goals are as follows:
·
It is the goal of the Region
VII Workforce Investment Board to increase adult literacy in its service area.
·
It is the goal of the Region
VII Workforce Investment Board to increase the skill level of the labor force
in its service area.
·
It is the goal of the Region
VII Workforce Investment Board to provide a one-stop career and training system
that will effectively integrate services.
·
It is the goal of the Region
VII Workforce Investment Board to better incorporate workforce development into
the economic development process.
·
It is the goal of the Region
VII Workforce Investment Board to foster job creation and income growth.
Achieving the goals of the Region
VII Workforce Investment Board will result in a strong service delivery system
that can meet the needs of the region’s citizens and businesses. This will allow individuals to enhance their
skills for growth jobs and thereby increase their employment and income
potentials. Necessarily the area will
develop programs and systems that effectively serve the business community and
furthers its ability to compete globally by providing a pool of well-trained
workers. The end result is a healthy
regional economy that can continue to lead the state’s economy.
II.
Local Area Market Analysis
Describe the current and projected
employment opportunities in the local area.
Identify the local areas projected skill development needs by key
customer segments. Describe the job
skills necessary to obtain such employment opportunities.
The Region VII WIB is located in the eastern panhandle of
West Virginia. Two diverse but related
regions combine to form the WIA Region VII.
The Potomac Highlands Region contains the counties of Grant, Hampshire,
Hardy, Mineral, and Pendleton Counties. Jefferson, Berkeley, and Morgan Counties make up the Eastern
Panhandle Region. Both regions have a
very low population density. County populations range from 8,100 persons in
Pendleton County to 71,000 persons in Berkeley County. However, population of Region VII continues
to grow, especially in the Eastern Panhandle.
Regional
employment was 100,080 persons in July 2000 with agriculture, manufacturing,
and trade employing most of the active labor force.[1]
Even though the percentage of agriculture employment in the Region is higher
than state and national averages, agricultural employment has declined for many
years. In addition, for many years the
region experienced only limited manufacturing growth. This trend changed in the 1980’s when manufacturing employment
grew by almost 25%, but growth has slowed and even declined slightly in the
last decade.
The
civilian labor force for the region is 104,020. Total unemployed individuals are 3,940 giving the region an
unemployment rate of 3.8%. County
median family incomes exceed the state throughout the region. However, personal per capita income varies
greatly. Some areas of the region
exceed the state average for per capita income, while others fall short.
Population
|
County |
Population |
|
Berkeley |
71,000 |
|
Grant |
11,100 |
|
Hampshire |
19,000 |
|
Hardy |
11,800 |
|
Jefferson |
41,400 |
|
Mineral |
26,700 |
|
Morgan |
13,600 |
|
Pendleton |
8,100 |
(Source: Bureau of Business and Economic Research
College of Business and Economics, West
Virginia University
Released March 2000)
County populations vary greatly
throughout the region. As the table
indicates, the least populated county is Pendleton which has 8,100
persons. The most populated county is
Berkeley, with 71,000 persons. And, the
second largest is Jefferson County with 41,400. The large populations of these two counties can be attributed to
their close vicinity to the Washington, DC metropolitan area. These counties offer rural living with ease
of commute and lower property taxes.
Both areas exceeded the state
population growth rate of .1 percent per year.
Potomac Highlands recorded a growth rate of .7 percent per year and the
Eastern Panhandle counties recorded a growth rate of 1.9 percent per year. In addition, the Eastern Panhandle exceeded
the national rate of 1.0 percent, while the Potomac Highlands fell short.[2]
The educational attainment levels of
Region VII are very similar to those of the state of West Virginia. Most of the population (around 39%) has a
high school diploma or equivalent as their highest level of education. Nearly 18% of the population only reached a
level of education somewhere between 9-12 grade and 14.% did not even complete
the 9th grade. Fourteen
percent of the population has completed some college but never obtained a
degree. Only about 4% have obtained an
associate’s degree and nearly 7% have obtained a bachelor’s degree. Just fewer than 4% of the population has
completed graduate studies. [3]
According to the
West Virginia Bureau of Employment Programs, there were 104,020 persons
employed or seeking employment in Region VII in July 2000. The unemployment rate for the region was
3.8% representing a slight decline since June.
The strong
influence of the agriculture and construction sectors results in seasonal
increases in unemployment during the summer and early fall. The Region experiences a related annual
upsurge in unemployment during the winter.
The winter upsurge is compounded as several major manufacturing
employers layoff workers for a short period each winter to carry out major
plant maintenance/adjustments.
Describe
the process followed in developing the Plan.
This might include groups that were included in the planning process,
meetings that were facilitated, how the WIB and the Local Elected Officials
each participated in the plan development, among other issues. Be sure to describe the public comment
process, and how those comments were considered in the development of the plan.
Participation from a broad range of
groups and individuals is critical to developing an effective workforce
investment plan. Recognizing the
critical nature of such participation, the Region VII Workforce Investment
Board (WIB) committed itself to developing an open planning process capable of
obtaining input from a variety of people and organizations. The Board assigned the Region 8 Planning
and Development Council, the Board’s administrative agent, the responsibility
for preparing a draft plan.
The regional council’s staff began
its effort by reviewing planning guidelines.
The staff then began an effort to collect relevant data from sources
such as the Bureau of Employment Programs and the Bureau of Business and
Economic Research at WVU. The Council
contracted with Community & Economic Development Consultants, LLC to
provide a partial labor market analysis of Berkeley, Jefferson, and Morgan
Counties. The staff combined this
information with a labor market study of Grant, Hampshire, Hardy, Mineral, and
Pendleton Counties. Likewise, the staff
prepared a WIB Region VII economic forecast using forecasts prepared for the
Eastern Panhandle and the Potomac Highlands.
This effort established an economic and statistical base for the
Workforce Investment Plan.
An economic and demographic analysis
does not provide a sufficient basis for developing a sound workforce investment
plan. A sound planning effort requires
information available only by discussion with a range of individuals. Unfortunately, a lack of time and staff prevented
the Council from using one on one interviews to collect this information. The council’s staff turned to a series of
facilitated meeting to collect additional information. The staff held meetings in Moorefield on
September 20, 2000, in Martinsburg on September 22, 2000, and Romney on
September 25, 2000. All meetings began
at noon and lunch was served to make it easier for individuals to attend. The Board extended invitations to its
members, local elected officials, economic developers, educators, service
providers, community leaders and representatives of industry and business. The staff opened each meeting by discussing
the need for a workforce investment plan and by reviewing the purpose of the
meeting. Participants were then given a
brief written exercise that ask them to identify jobs that required training
resources. The staff then encouraged a
round table discussion of workforce development and training issues. The staff maintained a record of the
discussion. The Board used notes from these
meetings and the written exercise to adjust the market analysis, to formulate
goals, and to fine-tune the service delivery system. Over twenty people participated in the facilitated meetings.
The draft Workforce Investment Plan
was made available to all board members and local elected officials. The Planning Committee requested that
members and LEO’s provide comments to the committee by October 20, 2000. Simultaneously, the Board made the document
available for public review. The Board
supplied copies of the draft plan to libraries in Charlestown, Martinsburg,
Berkeley Springs, Romney, Keyser, Moorefield, Petersburg, and Franklin. Regional Council’s in the WIB region also
made the plan available for public review.
The Workforce Investment Board asked the Governor’s Workforce Investment
Office (GWIO) to provide a notice of the Plan’s availability for review on its
web site. The Board published a block
advertisement in eight newspapers across the area in the editions closest to
September 27 and October 4. The
advertisement briefly reviewed the Plan’s purpose, encouraged the public to
comment on the Plan by October 27, and stated the location review copies. The advertisement noted that the Board would
receive both written and email comments.
Finally, the notice provided the following schedule of public meetings:
October 11, 2000
12:00 p.m. – 2:00 p.m.
Martinsburg Public Library
October 12, 2000
12:00 p.m. – 2:00 p.m.
Region 8 Conference Room
October 13, 2000
6:00 p.m. – 8:00 p.m.
Bank of Romney Community Room
The Board provided all service providers
with a copy of the draft Workforce Investment Plan. The transmittal memorandum encouraged providers to comment on
the Plan. The Workforce Investment
Board asked the Governor’s Workforce Investment Office to provide a notice of
the Plan’s availability for review on its web site. The Board held a meeting to discuss the plan and receive service
provider comments on October 20, 2000
at the Region 8 Office Building in Petersburg.
As it received
them, the Regional Council provided copies of the written comments to the
Board’s planning committee. The
Committee, on behalf of the entire Board, reviewed all comments. The committee directed changes to the Plan
where appropriate. The final draft of
the Plan included copies of all written comments and the document was provided
to board members prior to its adoption.
Describe
the role of Local Elected Officials in the governance and implementation of the
Workforce Investment Act and the decision process between the Local Elected
Officials.
Recognizing the need for greater
local implementation of federally funded training programs the Workforce
Investment Act made local elected officials central to its implementation. Local elected officials (LEOs) nominate
workforce investment board (WIB) members and in partnership with the WIB they
are responsible for establishing policy.
Importantly, financial accountability ultimately rests with the LEOs.
The West Virginia Governor’s
Workforce Investment Office identifies chief local elected officials as
presidents of county commissions and mayors of municipalities of 10,000 or more
people. The Region VII Workforce
Investment Area contains eight counties and one eligible municipality
(Berkeley, Grant, Hampshire, Hardy, Jefferson, Mineral, Morgan, and Pendleton
Counties, and the City of Martinsburg).
These nine officials, or their representatives, came together to form an
ad hoc governing board not long after the beginning of the year. This ad hoc board has continued to oversee
the implementation of WIA.
The LEO board ask each eligible unit
of government to submit lists of potential WIB members. The LEO board reviewed the lists and using
appropriate criteria developed a list of WIB nominees that it submitted to the Governor. The LEOs met with WIB members upon the
Board’s appointment by the Governor. At
this time the local elected officials charged the Board with its
responsibilities.
The LEOs have assumed financial
responsibility. They acted to select
the Region 8 Planning and Development Council as their fiscal agent. Through their chairman, they participated in
the development of an interim WIA budget for FY 2001 and concurred in the
issuance of a temporary plan for the first half of FY 2001. Individual LEOs continue to attend Region 7
Board meetings.
The LEOs of the Eastern Panhandle
look forward to the implementation of the Workforce Investment Act. The LEOs will continue to participate in the
Act’s implementation. During the coming
months the LEOs look forward to replacing the ad hoc governing board with a
formalized arrangement.
Describe
how the WIB will carry out its functions, including both the requirements for
public funds accountability and for community leadership and planning. Include a description of how
the Board
will carry out its responsibility for oversight, monitoring, and corrective
action of the Title I program.
The Region VII Workforce Investment Board
will carry out its activities in an open manner so as to build public trust for
WIA programs. The Board will comply
with the “West Virginia Sunshine Law” that requires public notice of its
meeting and agenda. All meetings will
be held in accessible places and a variety of formats will be used to
distribute notices of meetings. The
Board will refrain from making decisions out of the public sight. The Board will adopt its budget after
appropriate public discussion. The
Board will adopt financial management policies that will assure that
expenditures result from a known process that promotes accountability,
efficiency, and effectiveness. To this
end the Region VII WIB will adopt a procurement policy as least as stringent as
OMB Circular 20 CFR Past 667.
The Board will use an open planning
process that encourages participation by community leaders and the public. The process will feature meetings to allow
input from a wide range of community leaders.
The board will make the draft planning documents available to the public
prior to their adoption. Citizens will
be encouraged to review and comment on draft plans. Public meetings will serve to educate the public and as a forum
for collecting comments. All comments
will be considered and appropriate adjustments will be made.
While planning and early decision
making serve as the basis for implementation, oversight, monitoring and
corrective action are essential to a successful Workforce Investment Act
delivery system. The Board will establish
performance measures for its and its partners’ activities. The WIB staff will continuously monitor
these measures. Using reports from the
staff, the Board will participate in the development of improvement
efforts.
The seven Malcolm Baldridge
principals of leadership, strategic planning, customer – market focus,
information and analysis, human resource focus, process management, and
business results are central to the Board’s evaluation and improvement
process. The Board will base its
process on the State’s quality principles as developed by the Governor’s
Workforce Investment Office to assure compatibility with the other WIB
regions. A State led work group is
working to produce these quality principles.
WIB Region VII will delay formalization of its program until the State
work group has provided consistent guidance.
Describe
what the WIB will do to enable its members to fully participate in their
planning, oversight, and other responsibilities.
Individual members are the strength of the
Workforce Investment Board. The Board’s
operations must encourage their fullest participation in all activities if the
Board is to succeed. To this end, the
Board will hold all of its meetings in accessible places at times and locations
convenient to Board members. The Board
will meet at least six times each year.
Members will receive notices of meetings at least five days in advance
of regular meeting and at least three
days in advance of special meetings. The
meeting notice will describe the purpose of the meeting and will be in a format
appropriate to the needs of each member.
To the greatest extent possible members will receive documents, reports,
and other items requiring action prior to the meeting in which they will be
considered. Their format will be appropriate
to the individual needs of the members.
A quorum must be present for action during a meeting.
The Board will make a special effort to
involve its members in the Workforce Investment Act planning process. Members will receive notification of all
planning meetings, including those for community leaders. The Board will distribute copies of draft
planning documents to members and will solicit their comments.
The Board has appointed specific
committees to address issues concerning WIA mandates and delivery services of
the region’s WORK4WV Center. These
various committees provide feedback to the Board concerning strengths and
weaknesses within the service delivery structure. Committee feedback is openly discussed at each Board meeting to
keep WIB members abreast of WIB activities and compliance factors. WIB active committees include:
1)
Local Plan Committee
2)
Performance and Evaluation Committee;
3)
One-Stop Committee;
4)
Executive Committee; and
5)
Youth Committee
At all times the staff will have responsibility
for taking actions to encourage member participation. The staff will act to inform members of options and will refrain
from taking actions appropriate for members.
The Region VII WIB Bylaws are attached as
Appendix D.
Describe
how the WIB will coordinate and interact with LEOs.
The Region VII Local Elected Officials and
Workforce Investment Board have jointly adopted a Memorandum of Understanding
(MOU) that creates a basis for their interaction, including their coordination
of effort. The memorandum identifies
activities that are the responsibility of the WIB. These would include, but are not limited to, identifying service
providers, overseeing youth activities, employment and training, and One-Stop
systems. Other activities are the sole
responsibility of the LEOs. These would
include, but are not limited to, nominating WIB members, serving as the local
grant recipient, and identifying a fiscal agent. Other tasks including adopting a budget, preparing the Workforce
Investment Plan, and certifying a one stop operator are jointly shared
tasks.
The memorandum calls for a LEO to serve as
an ex-officio member of the WIB executive committee. LEO and WIB members receive copies of each others’ meeting
notices.
Individual LEOs attend WIB meetings and
the chair of the WIB has participated in LEO meetings.
The Memorandum of Understanding between
the Local Elected Officials and The Workforce Investment Board is attached in
Appendix B.
Identify
the circumstances that constitute a conflict of interest for any local
workforce investment board member.
The Region VII Workforce Investment Board
Bylaws state that no director, officer, employee, or agent of the WIB shall:
· cast a vote on the
provision of service under the training plan by that member, by any member of
his/her family, or by any organization of which that member or any member of
his/her family is an officer, owner, or employee;
· vote on any matter which
would provide direct financial benefit to that member, or
· participate in the award
or administration of any grant or contract that is funded through the job
training plan, where he or she knows that any of the following has a financial
interest in the person or organization that will receive the grant or contract:
(a) the officer, employee, or agent; (b) any family member of the officer,
employee or agent; (c) any partner of the officer, employee, or agent or (d)
any persons or organization that employs that employs, or is about to employ,
any persons described in (a), (b) 0r (c),
The Region VII Workforce Investment Board
will use §6B-2-5 of the Code of West Virginia as its ethic standard. The Board will also adopt the Governor’s
Workforce Investment Office’s (GWIO) Conflict of Interest Policy as its policy
following GWIO is adoption of the policy.
The draft Conflict of Interest Policy is attached in Appendix G.
Describe
how the local board will be staffed.
The Region VII Workforce Investment Board
has elected to contract administrative services from the Planning and
Development Division of the Region 8 Planning and Development Council. The Region 8 Planning and Development
Council operates through two operating divisions. The Planning and Development Division provides those services
traditionally associated with a Regional Council in Grant, Hampshire, Hardy,
Mineral, and Pendleton Counties. The
Potomac Highlands Support Service Division provides services human service
programs in eastern West Virginia.
These services include Welfare to Work and Senior Employment
Programs. For many years each division
operated under the supervision of a director that reported directly to the
Regional Council. Although, the
Council’s Bylaws reflect operation with two directors, currently one person
(Kenneth Dyche) holds both positions.
Don Thorne will serve as Director of
Workforce Investment Activities. Mr.
Thorne is an employee of the Planning and Development Division and will report
directly to the Workforce Investment Board.
Other employees assigned workforce investment duties will report to Mr.
Thorne. The Potomac Highlands Support
Services will perform all service delivery.
The Region 8 Planning and Development Council believes that the staff
arrangement meets the spirit of GWIO guidance on separation of investment
staffing, training, and One-Stop operations.
However, to assure an additional level of comfort the Council has
requested that the Governor and the Chief Local Elected Official grant a waiver
as provided under WIA.
Describe
how the local WIB will ensure coordination of workforce investment activities
in the local area with the statewide rapid response activities.
Responding to a sudden employment
dislocation will represent a priority for the Region VII Board. WIB Region VII will assign personnel to
rapid response teams as needed. The
Region VII WIB is awaiting the development of statewide policies for rapid
response. This section will be
completed once state policy is published.
Describe
the process used in the local area to solicit, select, and replace members of
the local youth council. Describe what
the local youth council will do to enable its members to fully participate in
their planning, oversight, and other responsibilities. Describe how the local youth council will
coordinate and interact with the local WIB.
The LEO and WIB Board chairs asked
their members to submit lists of potential Youth Council members. The chairs requested that members solicit
input from individuals and organizations representative of the groups required
or suggested to participate in the youth council. Where needed, nominations were solicited directly from
individuals and organizations representative of groups interested in
youth. The LEOs and WIB reviewed names
and developed a membership that met the criteria for WIA. In filling future vacancies, the Region VII
WIB and LEOs will send letters requesting membership nominations to groups,
agencies, and organizations with special interest in youth.
As with the WIB, individual members are
the strength of the Youth Council. The
Council’s operations must encourage members’ full participation in all
activities, if the Council is to succeed. To this end the Council will hold all
of its meetings in accessible places at times and locations convenient to its
members. Meeting locations will vary to
encourage participation. Members will
receive notices of meetings at least five days in advance of regular meeting
and at least three days in advance of special meetings. The meeting notice will
describe the purpose of the meeting and will be in a format appropriate to the
needs of each member. To the greatest
extent possible members will receive documents, reports, and other items
requiring consideration prior to the meeting where they will be
considered. Their format will be appropriate
to the individual needs of the members.
If not a WIB member, the chair of the
Youth Council will serve as an ex officio, non-voting member of the Workforce
Investment Board. The Youth Council
chair will report council activities to the Region VII WIB at monthly board
meetings. The Youth Council chair will
report the results of WIB meetings to the Youth Council. The Youth Council will make special reports
to the WIB as appropriate.
Identify
the entity selected by the local elected officials to be the fiscal agent for
the local area. Describe how the fiscal
agent will ensure there is coverage for wrongful acts and how it will carry out
its fiduciary responsibilities.
The Region VII Local Elected Officials
selected the Region 8 Planning and Development Council to serve as their fiscal
agent. The Region VII WIB understands
that GWIO’s coverage with the State Board of Risk and Insurance Management
affords it some coverage for errors and omissions. The Region 8 Planning and Development Council has coverage with
the State Board of Risk and Insurance Management that provides it coverage for
wrongful acts – errors and omissions.
The State Board’s coverage provides the Regional council with a fidelity
bond in the amount of $1 million.
Attachment C is an organization chart for
the WIB, Region 8 PDC, and the One-Stop Center.
Describe
the fiscal controls system used by the fiscal agent for administering WIA
funds. Describe the fiscal agent’s
property management system for JTPA property carried into the WIA program and
any new property purchased with WIA funds.
The Region 8 PDC is familiar with federal
government’s requirements for financial management. The PDC will use a double entry electronic accounting system to
maintain financial information on a fund basis. The financial management system will provide the following:
· Accurate, current, and
complete disclosure of financial results
· Records that adequately
identify the sources and application of grant funds
· Effective control over
and accountability for all funds, property, and other assets
· Comparison of actual
outlays with amounts budgeted for the grants
· Procedures to minimize
the time elapsing between transfer of funds from the U.S. Treasury and the
disbursement
· Procedures for
determining reasonableness and allowable costs
· Accounting records that
are supported by source documentation
· A systematic method to
assure timely and appropriate resolution of audit findings and recommendations.
To this end Don Thorne will be responsible
for financial management for the Region VII WIA funds. The Region VII WIB will establish a
non-interest bearing bank account in a bank with FDIC insurance coverage. The WIB will seek collateral coverage for
any amount greater than the FDIC limit.
The WIB will use pre-numbered checks and two signatures will be required
on all checks. Bank records will be
maintained and reconciled on a monthly basis.
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.
2.
Reception:
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.
4. Orientation:
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).
Services
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.
12.
The
Local Workforce Investment Board will make payment to the training provider in
three (3) separate installments per semester/session:
Ľ at the time of enrollment
Ľ at mid-point in the semester/session
˝ 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.
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.
4)
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.
Signature Page
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
Date
Signature of Workforce Investment Board Chairperson
Typed Name of Chairperson of the Local Board
Local Elected Official
Approval
Date
Signature of Chief Local Elected Official
Typed Name of Chief Local Elected Official
ATTACHMENT A
LEO AGREEMENT
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.
ATTACHMENT B
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)
By:
Title:
Date:
Approved: Region VII Workforce Investment Board (WIB)
By:
Title: Chairperson
Date:
ATTACHMENT C
Planning
& m
Development . Region7
Council IWIBJ
I
One Stop
Center
I Mandated
Partners
I I
I I
I
:ruI~JMML~ riii.,rILANDS Sbrr~rsi r~vIr~o1r’jIUMAU HI(M1LANLJ~ 3U1-’I’URI ~ 1 of 1 61
ATTACHMENT D
BUSINESS PLAN
REGION VII
WORK4WV
ONE STOP CENTER
WORK4WV REGION VII
TABLE OF CONTENTS
Mission
and Vision 1
Products and Services 2
Employers 3
Job
Seekers 4
Management
and Organization 6
Operational Plan 7
Marketing Plan 9
Financial Plan 1O
Measuring
Success 11
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;
EMPLOYER SERVICES
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
members?
§
Are we continuously improving
on all counts?
WORK4WV
Center
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.
ATTACHMENT 1
SECRETARY’S AGREEMENT
(Governing Services to Veterans)
I. Preamble.
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.
II. Scope.
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.
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
Attachment 2
MARTINSBURG WORK4WV CAREER
CENTER
FLOW CHART OF SERVICES
Career Center
Reception Desk
Initial Intake/Assessment/Referral
In person or phone service
CORE INTENSIVE TRAINING
Printed
Material
Job
Lists
Service
Provider Lists
Community
Service Lists
Resource
Center
PC Word
Processors
Self
Training Material
Video
Tapes
Employer
Services
Internet
AJB
Wage
Analysis
Resume
Collection
Network
Services
Internet
AJB
Labor Market
Info
Internet
Access
ATTACHMENT 3
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
RESA
Job
Corps
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.
APPROVED
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.
By: By:
Name: Name:
Title: Title:
Date: Date:
By: By:
Name: Name:
Title: Title:
Date: Date:
ATTACHMENT 4
WORK4WV
ORGANIZATIONAL CHART
REGION VII
GOVERNOR
GWIO
HRIC
LOCAL ELECTED OFFICIALS
LWIB
ONE STOP OPERATORS
JOB SERVICE
WV REHABILITATION SVCS
RESA
WORK4WV CAREER CENTER SYSTEM
AFFILIATE & SATELITE SERVICES
MOOREFIELD OFFICE
OTHER COMPUTER LINKAGE
ATTACHMENT 5
[spreadsheet
not readable]
ATTACHMENT E
PERFORMANCE STANDARDS
Note:
Performance Standards are not
attached. Performance Standards for Region VII have not been negotiated with the
state.
ATTACHMENT F
REGION VII
WORKFORCE INVESTMENT BORAD
BYLAWS
BYLAWS
OF
THE STATE OF WEST VIRGINIA
REGION VII WORKFOCE INVESTMENT BOARD,
INC.
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)
C#245105v I
(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:
(List.
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.
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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).
C#245105v I
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
B. One-Stop
C. Planning
& Evaluation.
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.
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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.
C #245105 v
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
Adopted this
Secretary
[Corporate Seal]
C#245105v I
ATTACHMENT G
(DRAFT)
DRAFT FOR COMMENT NO.2
9-18-00
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.
[1] West Virginia Bureau of Employment Programs – Research, Information and Analysis Division.
[2] Bureau of Business and Economic Research, College of Business and Economics, West Virginia University, April 2000.
[3] 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.