Piedmont Workforce Network Area 6 PY2012 Local Workforce Area Plan Partnerships and Pathways to Progress Original Submitted: April 15, 2013

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1 Piedmont Workforce Network Area 6 PY2012 Local Workforce Area Plan Partnerships and Pathways to Progress Original Submitted: April 15, 2013 Purpose: Section 118 of the Workforce Investment Act establishes the requirement that each Local Workforce Investment Board shall develop and submit to the Governor a comprehensive 5-year local plan, in partnership with the appropriate chief elected officials. WIA further requires that local plans be consistent with the State Plan. Background: Beginning in September 2012, the Piedmont Workforce Network (PWN) Council and Board went through a process to develop their three-year strategic plan for the time period of January 1, 2013 to December 31, The components of the strategic plan are referenced throughout this document and the entire strategic plan is included as an attachment. Virginia Workforce System Policy Emphasis: In accordance with WIA Section 118, the statewide emphasis areas must be addressed in each local plan. Career Pathways The PWN Council and Board agrees with the statement in VWL that Career Pathways is an effective strategy to help individuals of all skill levels and particularly those who are low-skilled- to pursue, progress through and complete the education and training they need to attain industryrecognized credentials and secure employment that leads to self-sufficiency and sustainability. The PWN Council and Board approved the strategic action area of Creating a Unified Organization Culture in its current strategic plan. One of the achievement indicators for this strategic action is that a Career Pathways model is in place for the demand occupations in the region. PWN plans to have this achievement indicator met in year 3 of their strategic plan. Branding & Customer Service The PWN Council and Board approved the strategic action area of Branding and Marketing in its current strategic plan. They further defined that as to create an identifiable brand and marketing strategy to increase awareness of PWN s purpose and services. This process will include reaffirming PWN s mission and vision statement, defining services and creating a concise statement that describes the brand experience. This process is expected to take place in year 1 of their strategic plan. The PWN is also cognizant of the outreach and awareness effort for the Virginia Workforce Network brand and will insure that our local branding and marketing outreach effort is in line with the state effort. Currently, the only logo policy used is the State s logo policy for the Virginia Workforce Network brand. 1

2 Business Services As part of the PWN s strategic planning process, the PWN Council and Board identified increasing employer engagement as a top strategic action area. The PWN Board has approved the hiring of a Business Services Outreach Manager to serve as the single point of contact for business services for the region. A Business Services Team is already in place at both the Charlottesville and Culpeper workforce centers that includes members from the mandated One Stop partners. However, the PWN Board is requesting that the new Business Services Outreach Manager act as the facilitator for both of these teams to increase team productivity and better streamline business services to employers. Through the relationship that the PWN Board has with the Central Virginia Partnership for Economic Development (referred to as the Partnership through this document), the Business Services Outreach Manager will also work closely with the local economic development offices in each locality. Credential Attainment Following the State Plan s goal, the PWN Board s strategic plan has also identified increasing the number of credential attainment in demand occupations as one of their achievement indicators. The PWN Board will work with the Partnership to identify the specific skills and credentials needed in the targeted regional industry groups outlined in the Partnership s Target Markets Report. In addition, the adult education agency covering the Charlottesville region has received a planning grant for the PluggedInVA program that is an integrated education and workforce training program geared for low-skilled adults who lack a high school credential. It provides them with a 6 month, intensive curriculum that allows them to earn a GED test credential, a Career Readiness Certificate (CRC) and an industry recognized credential. The information that will be available at the conclusion of the planning grant will be reviewed by the PWN Board and implemented into the customer service delivery model as appropriate. Industry Sectors/Pipeline Expansion The regional target industry groups recommended in the Partnership s Target Markets Report that was released in April 2012 are Business & Financial Services and Information Technology & Telecommunications. The optimal targets under each of these industry groups were identified at the 6- digit NAICS (North American Industry Classification System) code level. As an example, data processing, hosting and related services is one of the specific targets under Business & Financial Services, and data centers and other establishments in this category would be well suited for almost any of the localities. During the implementation of the Partnership s Target Markets Report, PWN will participate in the development of plans to increase the pipeline of skilled workers in the regional target industry groups mentioned above. Labor Market Information The Virginia Employment Commission (VEC) Labor Market Information (LMI) is used by the One Stop Operator to assist in defining demand occupations when developing the Individual Employment Plan for customers. The PWN Board has identified high wage, high demand occupations as the top priority for 2

3 spending training funds on customers. High wage has been defined as an annual salary of $35,000 or higher. High demand occupations are determined by reviewing the local employment projection and wage data in the VEC LMI system in conjunction with reports from the regional and local economic development entities. Service Delivery Integration The comprehensive Virginia Workforce Center-Charlottesville has all of the mandated One Stop partners in the same facility. The partners have an integrated service delivery model that is outlined in their local Memorandum of Understanding. Annually, the partners participate in a cost allocation plan for shared expenses at the workforce center. The Common In-take Form is used for data tracking of customers to the workforce center and used as a referral system for the different programs at the workforce center. Many customers are dually enrolled across different partner programs when it is deemed appropriate and beneficial to the customer to achieve their employment goals. Veteran s Workforce Services The PWN Board has adopted a local priority of service policy that includes giving priority of service to Veterans and eligible spouses for the receipt of employment, training and placement services, notwithstanding any other provision of the law. The Virginia Employment Commission (VEC) provides employment and training services for Veterans, eligible spouses, and Transitioning Service Members through the State Employment Service delivery system. The VEC is co-located at our comprehensive Virginia Workforce Center in Charlottesville so these services are available on site. In addition, we have the Department of Veterans Services co-located at the workforce center in Charlottesville. The Virginia Workforce Center-Charlottesville participates in the Department of Labor Gold Card initiative for post 9/11 era veterans. Our local community colleges, Piedmont Virginia Community College (PVCC) and Germanna Community College (GCC), offer information sessions for veterans to assist them in enrolling in college classes. PVCC also has a full-time on-site presence at the workforce center in Charlottesville and GCC has a part-time on-site presence at the workforce center in Culpeper. The members of the management team for the workforce centers include representatives from the VEC, PVCC and GCC, Department of Aging and Rehabilitative Services, Adult Education and the One Stop Operator. These representatives collaborate and coordinate efforts to meet the workforce needs of Veterans and eligible spouses. Requirements: In accordance with WIA Section 118, the elements below are required to be included in each local plan. 1) Governance information a. How the WIB coordinates and interacts with the Chief Local Elected officials (CLEO): In Area 6, our CLEO group is called the Piedmont Workforce Network (PWN) Council and the WIB is called the Piedmont Workforce Network (PWN) Board. Coordination between the PWN Council and the Board is being facilitated by holding joint budget, training and operational review meetings. PWN Council members are being asked to serve on PWN special committees and taskforces and vice versa. 3

4 Standard PWN Council and Board meetings are being scheduled one after the other to accommodate members from either group to attend the meeting of the other. Meeting minutes and agenda for both groups are being sent to all. Ultimately this coordination is carried out by PWN Board staff under the direction of the PWN Board. In addition, all meetings held for aspects of the strategic planning process for the strategic plan that was implemented January 1, 2013 were held jointly between the PWN Council and Board. b. How the WIB meets its responsibilities for oversight, monitoring, and corrective action of the Title I program: The PWN One Stop Committee provides oversight to the One Stop programs and the PWN Youth Council provides oversight to the youth contracts. The PWN Board staff travel on site to all contractors at least once a year to do a random sampling review of client files and to conduct fiscal monitoring of the contractor s fiscal operations. After these reviews, a corrective action plan is developed if necessary. c. A description of the WIB s contract management process, to include the process for transitioning service providers and contingency plans for unforeseen termination of service provider agreements: The PWN Board s staff manages the contracts on both the fiscal and program level. The fiscal management is done through monthly review of expenditures and monthly review of budget vs. actual. The program management is done through monthly review of client statistics and quarterly technical assistance sessions with the contractors. The PWN Board renews contracts for each new program year in April to insure that if there was a transition, there would be two months to complete that transition. The PWN Board staff oversees the transition. In an unforeseen termination of a service provider agreement, the PWN Board staff would be prepared to release a Request for Proposal for that service immediately. d. How the WIB conducts business in accordance with the Sunshine Provisions of the Workforce Investment Act: The PWN Board conducts its business in an open manner in accordance with the Sunshine Provisions of the Workforce Investment Act. In particular, the PWN Board takes the following steps: always allowing public comment on and input into the development of Area 6 plans and activities copies of local plans are available to the public at the staff offices and on line at the PWN webpage. Legal notices are put in local papers and on the PWN webpage as required. e. Staffing Plans for the WIB The PWN Board currently has a staff equivalent to 2.05 FTE s comprised of one (1) full time President/Director that works 40% for the PWN Board and three (3) part time program/administrative staff. A Program Manager, working 30 hours per week, is responsible for operational and programmatic review and oversight including one-stop center operations, reporting and certification. An 4

5 Administrative Assistant, working 20 hours per week, supports the work of the Director and the Program Manager and handles routine administrative activities for the PWN Board. A Bookkeeper, working 16 hours per week, supports the fiscal operations. The Director, in addition to handling the financial reporting and oversight of the program, is ultimately responsible for the total operation of the WIA program, under Board supervision, in Area 6. The PWN Board approved the addition of a Business Services Outreach manager, working 30 hours per week, to begin in March ) Labor Market Information that identifies: a. The workforce investment needs of businesses, jobseekers, and workers in the local area: The PWN Board partnered with the Central Virginia Partnership for Economic Development when the Partnership released the Comprehensive Target Markets Report in April The report presents regional target industry groups for the overall Partnership region and also identifies target industry groups for each jurisdiction. The Target Markets Report also included a Labor Supply Survey and a Workforce Analysis comprised of 1,184 in-person surveys that were conducted among working-age people via brief personal interviews at numerous local retail sites throughout the region. The data from this report will be used by PWN as they implement their strategic plan for this region. b. The current and projected employment opportunities in the local area: We use several tools to determine priority areas including Virginia s Labor Market Information System, VEC community profiles, ESRI Business Analyst Online, and JobsEQ. c. The job skills necessary to obtain such employment opportunities: The regional target industry groups identified in the Partnership s Target Markets Report mentioned above were detailed by NAICS code. PWN will work in conjunction with the Partnership and local training providers to determine what job skills and training opportunities are currently available for the target markets and to determine if any new programs need to be developed. 3) A description of the one-stop delivery system in the local area, including: a. The Virginia Workforce Center Operator for each site in the area: The Operator for the Comprehensive Virginia Workforce Center Charlottesville is Goodwill Industries of the Valleys. The Operator for the full-service Culpeper Career Resource Center is a consortium including Germanna Community College, Virginia Employment Commission, Department of Aging and Rehabilitative Services, Culpeper Chamber of Commerce and Culpeper Human Services. Culpeper Human Services serves as the fiscal and administrative entity on behalf of the consortium. b. Physical locations of each comprehensive Virginia Workforce Center in the local area, and the co-location strategy for each center (current and planned): The physical location for the comprehensive Virginia Workforce Center-Charlottesville is 2211 Hydraulic Road, Charlottesville VA Currently, all mandated One Stop programs are co-located at this location. 5

6 c. If applicable, the locations of Virginia Workforce Network affiliated sites, partner sites or specialized centers: Comprehensive (1) Virginia Workforce Center-Charlottesville Charlottesville, VA Full-Service (1) Culpeper Career Resource Center Culpeper, VA Satellite (4) Albemarle Career Center Charlottesville, VA The Workplace Warrenton, VA Orange Workforce Center Orange, VA Louisa Employment Center Louisa, VA Information (3) Greene County Job Spot Nelson Community Center Stanardsville, VA Lovingston, VA Madison DSS Madison, VA d. Services provided by each partner mandated by federal and state law, and other optional partners: Although additional core services may be added, as necessary, the following mandatory self-service and informational core services must be accessible to all individuals through local one-stop service delivery systems, having no requirements for participant registration, eligibility, qualification or prioritization of service: 1. Outreach, intake and orientation to the information and other services available through the one-stop delivery system; 2. Initial assessment of skill levels, aptitudes, abilities, and supportive service needs. Self-administered assessments in which the customer takes the assessment and interprets the results with no assistance from staff are considered to be self-service core services and do not require registration. (This could include initial development of an employment plan. (TEGL 17-05). 3. Provision of employment statistics information, including the provision of accurate information relating to local, regional, and national labor market areas, including: Job vacancy listings in such labor market areas; Information on job skills necessary to obtain the listed jobs; and Information relating to local occupations in demand and the earnings and skill requirements for such occupations. 4. Provision of performance information and program cost information on: Eligible providers of WIA training services; Eligible providers of WIA youth activities; Providers of adult education described in title II; 6

7 Providers of postsecondary vocational education activities and vocational education activities available to school dropouts under the Carl D. Perkins Vocational and Applied Technology Education Act; and Providers of vocational rehabilitation program activities described in the Rehabilitation Act of Provision of information regarding filing claims for unemployment compensation; 6. Provision of accurate information relating to the availability of supportive services, including child care and transportation, available in the local area, and referral to such services, as appropriate; Core Services under Workforce Investment Act Title I Programs 3 7. Provision of information regarding how the local area is performing on the local performance measures and any additional performance information with respect to the one-stop delivery system in the local area; 8. Information and assistance in applying for: Programs of financial aid assistance for training and education programs that are not funded under WIA and are available in the local area. 9. Self-help job search and placement assistance; and 10. Access to the core services and information about all programs of required partner agencies. e. A description of how the local board will ensure that such providers meet the employment needs of local employers and participants: The Central Virginia Partnership for Economic Development is the fiscal and administrative agent for the PWN Board. The Partnership will provide up-to-date information on the needs of the employers to the PWN Board and service providers and this data will be used to incorporate continuous improvement into the service delivery model. f. Strategies to meet the Virginia Workforce Center certification as required by Virginia Workforce Council Policy 10-1: The PWN Board s One Stop Committee will be providing oversight to the certification process to insure that the One Stop operator meets the certification standards. The One Stop operator is required to develop an annual operational plan to submit to the PWN Board s One Stop Committee and the primary focus of this plan will be the Virginia Workforce Center certification standards. 4) A description of the levels of performance to be used to measure the impact of the local area and to be used by the local board for evaluating the local fiscal agent (where appropriate), eligible providers, and the one stop delivery system: As part of their FY 13 strategic planning process, the PWN Board recommended metrics to measure the effectiveness of the workforce system: Number of first time visitors per quarter at the One Stop Referrals for additional services Number of companies served versus current baseline Number of contacts with employers Number of services provided to businesses Number of local government agencies participating with both TJPED and PWN actively 5) A description of adult and dislocated worker employment and training activities in the local area, to include: 7

8 a. Universal access to core services: The PWN Board ensures access to all core services in Area 6 by providing a basic set of core information at each of its One Stop Centers that is available equally to all individuals seeking a job or wishing to advance their careers. The mandatory self-service and informational core services that are identified in WIA Policy are accessible to all individuals and do not have requirements for participant registration, eligibility, qualification or prioritization of service. b. The type and availability of adult and dislocated worker employment and training activities and supportive services that will be available in the local area. The Piedmont Workforce Network provides a broad spectrum of training and employment activities ranging from entry level, lower skilled positions to high tech positions requiring graduate level education, in order to meet the individual and varied needs of the local eligible population. Services are tailored to the needs of the client, using the methodology described below: Application, Orientation and Eligibility Verification: As part of core services, clients will be assessed for preliminary eligibility determination for Adult and Dislocated Worker Program (DWP) services available. If the preliminary assessment indicates that the client may be eligible for services, a staff member will conduct an interview with the client. At the interview, the staff member will review the information to determine which verifications will be needed to support the determination of eligibility. Services may begin as soon as the eligibility determination is complete. Assign Case Manager, Intensive Assessment, and Develop IEP: Following the eligibility determination, the Workforce Center will assign a case manager. The case manager will schedule the client for assessment. The assessment will include, at a minimum, the Test of Adult Basic Education (TABE), Career Scope and a Self Directed Search (SDS) to determine the participant s interests and aptitudes. An additional element of the assessment process is the profiling of particular occupations on the Occupations in Demand List to identify the specific skills and competencies associated with the occupation. The case manager will compare the profile of the client s assessed skills and competencies with those required for the occupation. This comparison will form the basis for development of the Individual Employment Plan (IEP) and individualized training strategy. Assess Training Needs: The assessment will identify abilities, skills and interests as well as deficiencies that would hinder or restrict employment and/or retraining. Individuals that are determined to be in need of basic skills remediation will be offered appropriate developmental courses. If they require other assistance, they will be referred to the proper agency. Develop Action Plan for Training: Those individuals in need of training will be counseled to work toward skill training according to their interests and aptitudes and the availability of such training. The Workforce Center is equipped with computer tutorials to assist individuals with improving some of their skills. Further assessments will be conducted to determine the individual support services needs. Those applicants that desire career development and job search assistance will be referred for such activities as noted on their IEP following their assessment. The IEP will also outline the services to be provided: retraining, resume preparation, childcare, transportation, counseling, career development, instructional job search, etc. This entire process will support the applicant s decision regarding the type of retraining and establishment of employment goals. 8

9 Literacy and Basic Education: Adult Basic Education and GED classes are available to the public. If current programs do not have the capacity to absorb clients, special classes will be set up through Adult Basic Education. Classes may be offered in a variety of location for the convenience of the participants. For those clients requiring basic literacy training, classes will be designed to provide 80 hours of classroom time, generally 6 hours per week for 14 weeks. The staff anticipates that some acclimation through these basic education classes will be required before clients will be ready for specific occupational training. After the clients have become accustomed to the classroom setting and completing required work outside of class, occupational training may be provided concurrently. Based on Department of Aging and Rehabilitative Services (DARS) statistics, about 40% of people who are illiterate or functionally illiterate have a learning disability or other disability. As these disabilities are identified, clients will be referred to DARS for appropriate services. Training: Some clients requiring retraining services will be referred to existing classes provided by certified training providers. It is the intent of the Piedmont Workforce Network to utilize available training funds in the most effective manner, focusing on high demand occupations that will enable our clients to achieve a level of self-sufficiency and allow them career growth opportunities. If class-size needs are identified, special classes will be set up with vocational technical centers. Possible areas for these classes include office skills, Certified Nursing Assistance, Industrial Maintenance, Building Trades, and other trade occupations. PWN is actively using On-the-Job Training when appropriate for occupational skills training. Intensive services will continue throughout the training period. Supportive Services Policy: Supportive services may be provided to WIA Title I clients during training or during the first six months after job placement. To be eligible for payment of supportive services with WIA funds during training, the Individual Employment Plan (IEP) must identify that training is required for the client to meet their employment goals. To be eligible for supportive services during training or after placement, the IEP shall identify supportive services needed for the client to pursue training or retain employment. Referral to supportive services including but not limited to transportation, childcare and emergency housing related assistance shall be made to clients to enhance their ability to complete training and find and retain suitable employment. As funds permit, WIA funds may be used to pay for required supportive services. Supportive services are not an entitlement, but are based on needs of individual clients. Documentation must be maintained in the client file of the need for supportive services, referrals pursued, supportive services provided, and results of the supportive services provided. Evidence of the client s attendance during training and on the job after placement shall be required prior to approval of payments for supportive services. Payments for supportive services shall be made directly to the service provider. Payments to non-regulated childcare providers, such as the client s family, shall require a signed affidavit from the provider indicated the services to be provided and payment schedule. This documentation shall be maintained in the client s file. Payments for supportive services shall be limited to the time period during which the client pursues training and to the first six months after placement. Pre-employment Services: One Stop Center staff will provide career counseling and assistance to clients in the areas of preparing resumes, completing applications for employment, practicing interviewing skills and developing job leads, networking and job search. 9

10 Placement: Case managers have well-established relationships with employers in the area and often hear of potential job openings before they are formally advertised. Case managers work with clients to match job skills with available positions, to arrange interviews, and to evaluate possible opportunities for a good fit. The focus in placement is on the growth potential of the client in the employment setting. Case managers recognize that the initial placement after training is often a stepping stone to career advancement toward the eventual career goal. The case managers work closely with clients to stretch the field of possibilities, to support and encourage them through the job search process, and to coach them in making phone calls, handling interviews, and appropriate follow-up with the potential employer after the interview. Reassessment: In the event that placement is unsuccessful, the client s goals and plan will be reassessed. A second case manager may be brought in for this reassessment, to assure a fresh look at the client s needs and interests. Placements through temp agencies or training placements at non-profit organizations may be utilized to increase understanding of business culture and to obtain hands-on experience. Post-employment Services: One Stop Center staff will provide job retention coaching and arrange for peer counseling after the client secures appropriate career-oriented employment. The case manager will work with the client to monitor the career track, evaluate the need for additional training and/or certification, to make referrals for needed support services and to work with clients in the areas of mediation, communication, and other soft skills. c. The area s definition of self-sufficiency to be used when determining eligibility for intensive and training services for employed individuals: The self-sufficiency criterion is used as a condition for providing intensive and training services to employed adults and dislocated workers. The self-sufficiency criterion does not apply to WIA Title IB Youth Programs and unemployed adults. When determining income eligibility for Youth and unemployed adults use the higher of the Lower Living Standard Income Level (LLSIL) or the HHS Poverty Guidelines. Self-Sufficiency Definition for Employed Adults: Any employed Adult who is not earning 200% of the higher of the Lower Living Standard Income Level (LLSIL) or the HHS Poverty Guidelines is not considered economically self-sufficient and is eligible to receive intensive and training services. Limitation: A maximum of ten percent (10%) of all adults served by any one-program operator may be enrolled due to this policy per program year (July 1 through June 30). Self-Sufficiency Definition for Employed Dislocated Workers: Any employed Dislocated Worker who is not earning 80% of their dislocated wage is not considered economically self-sufficient and is eligible to receive intensive and training services. d. The area s definition of hard-to-serve populations with additional barriers to employment: The PWN Board has not defined hard-to-serve populations with additional barriers outside of the populations identified in our local priority of service policy. 10

11 6) A description of how the local board will coordinate workforce investment activities carried out in the local area with statewide rapid response activities: The PWN region has a positive working relationship with Virginia Rapid Response Activities, working closely with our Northern Region Rapid Response Coordinator, Greg Vaughn. On-site services at plant closings are coordinated between the state Rapid Response Unit and our Local Workforce Centers. The Northern Region Rapid Response office routinely forwards WARN letters related to layoffs and plant closings in the region to the PWN Board staff. 7) A description of services available to businesses, including small employers, self-employed individuals and other entrepreneurs: Site selection assistance for new and expanding industrial / commercial business to help with market analysis, economic, demographic and real estate support. Existing business services for local companies seeking help with real estate, workforce, sales, sourcing, logistics or financing. Entrepreneurial support for startup companies in need of counseling services in business planning, cash flow analysis, marketing or site selection. Workforce development solutions for employers and employees including recruitment, retention, training and placement. 8) A description and assessment of the type and availability of youth activities in the local area, including: a. The local area s strategy for ensuring the availability of comprehensive services for all youth: The PWN will incorporate into its Request for Proposal for youth program funds that the Youth Contractor will partner with local agencies to provide comprehensive services to eligible youth. Our approach is creating a system that integrates youth services into our Network wherein services can be provided in a way that is convenient to the customer. By integrating services, we plan to establish a more comprehensive service network that will draw together the collective expertise and commitment of the region s high-performing youth service providers. b. How the area will identify and select successful providers of youth activities and ensure delivery of the ten youth program elements required under WIA: The PWN will identify a Request for Proposal review team that will review, score and recommend a successful youth provider as the WIA youth contractor. Members of the PWN Youth Council, Board and Council will participate on this review team. The Request for Proposal will require from the selected operator the ability to deliver the ten youth program elements. This will be monitored during the local monitoring process by PWN Board staff and also by quarterly reviews from the PWN Youth Council. In addition, each client file for a WIA youth program participant will include documentation of the youth program elements for that client. 11

12 c. Strategies to ensure that all eligible WIA youth receive work readiness and life skills activities during their enrollment in the WIA youth program: The Youth Contractor will provide regularly scheduled group activities and meetings to provide participants leadership development opportunities and positive social behavior skills training, including decision making, determining priorities, organizational and teamwork training, life-skills training, responsible citizenship skills, budgeting of resources, and peer mentoring. A work readiness orientation will be done prior to all work experiences and the work readiness monthly workshops will be required during the duration of the client s time in the WIA youth program. d. Strategies to identify, recruit and retain out-of-school youth, and efforts to ensure the required percent of WIA youth funds are expended on this population: The PWN Board includes in its Request for Proposal for Youth Program funds the requirement that at least 60% of the participants served be from the out-of-school youth population. The Youth Contractor will partner with agencies that also serve this population. In addition, our Youth Contractors are colocated at our One Stop Centers and get referrals from the walk in traffic that meet the out-of-school criteria. e. Definition of youth in need of additional assistance and policy regarding serving youth who do not meet income eligibility guidelines: The PWN Board has defined the following categories as youth in need of additional assistance: Member of a Family Receiving Public Assistance receives cash public assistance payments under a Federal, State or Local income-based public assistance program. Public Housing Resident resides in a public housing community operated under a local public housing authority. Section Eight Housing Recipient resides in housing subsidized by the U.S. Department of Housing and Urban Development (HUD) under a Section Eight Certificate issued by an authorized government entity. Has a Physical or Learning Disability a youth with either a current physical or learning disability who can benefit from the youth program. Has No Paid Work Experience a youth who has never worked in a job for which a regular paycheck was provided. Is Living in a Single Parent Home a youth who physically resides in a household with only one (1) parent or one (1) legal guardian. Has a Section 504 Plan or Individual Education Plan (IEP) a youth with a current educational plan issued under Section 504 of the Rehabilitation Act of 1973 or a youth with a current IEP issued by a local school division or other authorized entity. Is Behind One (1) or More Grade Levels a youth who is one (1) or more grade levels below the grade level appropriate to his or her age. Area 6 does not allow for use of the 5% flexibility funding for youth who do not meet income eligibility due to limited funding and limited numbers in the caseloads. f. Efforts to coordinate with Job Corps, youth opportunity grants where applicable, registered apprenticeship programs, local offices on youth, and other youth services, including those administered through adult education programs, community colleges and other higher education institutions: 12

13 The PWN Youth Council will continue to collaborate efforts across youth agencies in Area 6 to provide comprehensive services to eligible youth. A representative from Job Corps, local offices on youth, registered apprenticeship programs, Adult Education, community colleges and other local youth service providers are all active participants on the PWN Youth Council. g. Efforts taken to ensure compliance with applicable child labor and safety regulations: The PWN Board enforces the VA Department of Labor and Industry s standards for minors in the workplace. Minors must be 14 to work in most jobs. Minors 14 and 15 must have a work permit, have limited hours they can work, and cannot work in certain jobs. Minors 16 and 17 do not have to obtain a work permit and do not have limited hours, but are barred from working in certain particularly hazardous jobs. 9) A Description of professional staff development strategies to include: a. Process used to ensure that staff receive continuous training in workforce development practices: Due to limited training budgets, we strive to find continuous training opportunities for staff at low or no cost. Both the HIRE Education conference and the WIA Fall meeting are affordable and excellent training opportunities. In addition, we send as many staff as possible to the various other workforce development training opportunities that VCCS offers throughout the Commonwealth during the program year. Locally, we have staff meetings twice a month for the co-located workforce center partners and use these meetings for cross-training opportunities. b. Methods to ensure effective use of the Virginia Workforce Connection system of record and to adhere to timely data entry requirements for WIA services: Periodic training is conducted with WIA staff on the effective use of the Virginia Workforce Connection system. In addition, PWN developed a local operational guidance in conjunction with the VWL on timely data entry requirements for WIA services in the Virginia Workforce Connection system. This local operational guidance is reinforced during quarterly technical assistance meetings with the WIA staff. c. Process to measure staff performance and delivery of high-quality customer service: The PWN Board will require that WIA contractors have a process in place to measure staff performance. The One Stop operators will also be required to address their plans for delivering high-quality customer service in their annual operational plans. d. Process to meet and maintain staff certification as required by Virginia Workforce Council Policy 10-01: The PWN Board will work in conjunction with the other State partner agencies co-located at the Virginia Workforce Center-Charlottesville to insure that this requirement is met. The PWN Board will seek support from the One Stop partners to cost allocate the cost of the staff certification for the shared Center Manager and resource room staff. The Center Manager for the Virginia Workforce Center- Charlottesville will serve as the Learning Coordinator for staff certification in the PWN region. 13

14 10) A Description of the fiscal and budgetary strategies used in the local area, to include: a. Identification of the entity/fiscal agent responsible for the disbursal of WIA funds, as determined by the chief elected official: As determined by the PWN Council, the Thomas Jefferson Partnership for Economic Development (TJPED) serves as the fiscal agent for the PWN Board. b. The methods and strategies used to ensure timely expenditure of WIA funds: Prior to the beginning of each program year, the PWN Board approves an overall budget based on the estimated funding levels provided by the State and includes any other funding received by the Board. When there are unspent funds from the prior program year, the budget is amended to incorporate these funds. The expenditure levels in these budgets are meant to expend 100% of total available funds. PWN Board staff meets with contractors quarterly to review the year-to-date expenditures in comparison to the approved budget. c. The competitive process to be used to award the grants and contracts in the local area for activities carried out under WIA: The PWN Board uses the City of Charlottesville s procurement policy. The City of Charlottesville is the grant recipient for Area 6. d. The strategy used by the LWIB to leverage WIA funds with other Federal, State, local and philanthropic resources: Develop organizational/staffing fundraising capacity. Explore fee-for-service business services to be delivered through One-Stop System. Explore methods to maximize utilization of resources and design appropriate accountability and evaluation measures for all training and service providers. Develop innovative mechanisms to utilize, compensate and provide incentives for linkages and collaborations among community based organizations and other service providers. 14

15 Attachments: A certification of the plan development process and approval of authorized local area representatives (see Attachment A of this VWL). PWN 3-year Strategic Plan (January 31, 2013 to December 31, 2015) Current CLEO Consortium Agreement Current CLEO-LWIB Agreement Current WIB organizational chart (identify board oversight and program administration) Memorandum of Understanding between the local board and each of the VA Workforce Center- Charlottesville one-stop partners Eligible Training Provider Policy (including process to evaluate and re-certify providers) Individual Training Account Policy Supportive Service and Needs Related Policy (including types of services provided) On-the-Job Training Policy Customized Training Policy Priority of Service Policy Policy regarding serving youth who do not meet income eligibility guidelines Monitoring Policy (include monitoring tool and schedule) Conflict of Interest Policy (including Nepotism) Equal Opportunity (EO) Policy Grievance Policy (related to participants, employees, vendors, and other parties, non-eo) 15