I.    Local Workforce Investment Area Profile  I-1

II.   Strategic Planning   II-1

Section II-A - Local Area Strategic Planning Process  II-2

1.   Economic Environment and Key Workforce Issues  II-2

2.   Engaging Community Partners in Workforce Solutions  II-3

3.   Aligning Service Delivery  II-3

4.   Measuring Achievement II-4

Section II-B - Local Area Strategic Planning Progress  II-5

1.   Summary of Progress  II-5

2.   Aligning Service Delivery  II-6

3.   Measuring Achievement II-7

III.  Integration of WIA Compliance with Strategic Planning   III-1

Subsection 1  III-3

1.   Local Plan Submission  III-3

2.   Governance and Board Composition  III-3

3.   Fiscal Agent and Grant Subrecipient III-6

4.   Direct Services & Infrastructure Plan  III-6

Subsection 2  III-9

1.   Selecting and Certifying Operators  III-9

2.   Contracting for Service Providers  III-9

3.   Priority of Service  III-10

4.   Self-Sufficiency  III-10

5.   Supportive Services and Needs-Related Payments  III-11

6.   Grievances and Complaints  III-12

7.   Youth Services  III-13

8.   WIA Adult and Dislocated Worker and Wagner-Peyser Services  III-19

9.  WIA IB & Title III PY05 Performance and System Indicators  III-29

10. Local Monitoring  III-33

11. Open Meetings  III-34

12. Public Comment on Local Plan  III-34

IV. Required Certifications and Documents  IV-1

ATTACHMENT A:  REQUEST FOR EXTENSION TO SUBMIT LOCAL PLAN  IV-2

ATTACHMENT B:  TIMELINE FOR SUBMITTING COMPLETE LOCAL PLAN  IV-3

ATTACHMENT C:  SIGNATURE OF LOCAL BOARD CHAIR  IV-4

ATTACHMENT D:  SIGNATURE OF CHIEF ELECTED OFFICIAL  IV-6

ATTACHMENT E:  UNITS OF LOCAL GOVERNMENT  IV-7

ATTACHMENT F:  FISCAL AGENT/GRANT SUBRECIPIENT  IV-8

ATTACHMENT G:  ONE STOP OPERATOR INFORMATION  IV-9

ATTACHMENT H:  FEDERAL AND STATE CERTIFICATIONS  IV-10

V.  Review Process  V-1

I.       Local Workforce Investment Area Profile

By its very composition, the Local Workforce Investment Board (Local Board) facilitates a partnership approach to meeting the needs of business, providing career opportunities for workers, and assuring meaningful education and employment experiences for youth.  Board composition should align with an approach to workforce development which recognizes workforce development as an economic development tool.

 

The Workforce Investment Act (WIA) requirement to develop a Comprehensive Local Plan (Local Plan) offers Local Boards the opportunity to re-evaluate their current system’s delivery of employment and training services in light of economic shifts, new initiatives, new mandates, and its vision for the economic and workforce development of the area.  In accordance with the flexibility granted to the states, this planning guidance is provided to assist local areas in the development of a three-year plan.  Creating a meaningful three-year plan is an opportunity for the Local Board to reprioritize and incorporate changes into a local system that will guide and inform the delivery of services over the next three years.  The Local Plan is the key to supporting strategic activities that will result in achieving a workforce system that provides high quality services to its business and job-seeking customers. 

 

Strategic planning for your local area should also include a regional focus.  To the extent that local areas share similar population trends, emerging or declining industries, education resources, transportation needs and other economic or workforce challenges or to the extent that regional planning efforts could result in the sharing of labor market information or the provision of services across boundaries, it will be beneficial to include a regional outlook and perspective in this plan development.

 

Planning strategically for the future requires an assessment of the previous five-year plan and how effective the plan was in accommodating the needs of the current workforce system.  The evolution of the local workforce system through the previous five-year plan is the foundation for determining how the local area will move forward in providing services, meeting performance standards and meeting the economic and workforce challenges of the communities it serves. 

 

Local Workforce Investment Area Profile

 

 

 

II.     Strategic Planning

During 2003, the NYSDOL provided local workforce investment areas with the opportunity to receive a grant to incentivize them toward the achievement of local and regional coordination of WIA activities.  Most local areas responded to the Strategic Planning for a Human Capital Advantage grant announcement and were subsequently provided with funds to either support the initiation of strategic planning activities or to aid the local area in the continuation of a process already underway.  As part of their strategic planning process, many grant recipients created a State of the Workforce report which summarized past efforts and accomplishments, analyzed the current trends and emerging workforce and economic issues and established a vision for the future.

 

Section II of this Local Plan guidance, Strategic Planning, is provided in two segments.  You will complete only one segment, Section II-A or Section II-B, depending upon your responses to the following questions.

 

1.      Were you awarded the NYSDOL funded Strategic Planning for a Human Capital Advantage grant?

 

2.      Have you achieved the third benchmark of that project and received the third payment under the grant?

 

If you answer “No” to either or both of the two questions, provide your local strategic planning by completing Section II-A on page II-2 and do not complete Section II-B.

 

If you answer “Yes” to both questions, provide your local strategic planning progress by completing Section II-B on page II-5 and do not complete Section II-A.

 

Section II-A - Local Area Strategic Planning Process

This section of the plan is to be completed by those local workforce investment areas that have not participated in the Strategic Planning for a Human Capital Advantage project or who have participated, but have not achieved benchmark number three (receipt of a third payment from the State) in their strategic planning process.

 

            N/A

Section II-B - Local Area Strategic Planning Progress

This section of the plan is to be completed by those local workforce areas that have engaged in the State’s Strategic Planning for a Human Capital Advantage project and have achieved at least benchmark number three (receipt of a third payment from the State).

1.      Summary of Progress

In this section of the plan the local area is asked to describe the outcomes of their strategic planning efforts to date and their plans for continuing and measuring this process.  Within your response, address the following points:

 

·         How will the Board have used its State of the Workforce report as a basis for future One Stop system planning?

·         What key workforce issues and gaps have emerged and how have they been prioritized?

·         What goals have been established around each of these issues, both short term (first year) and longer term (second year and third year) and which organization is responsible for each of the goals?

·         What is the role of the Local Board (either leading or supporting another entity) for each of these goals? 

·         What progress has been made in achieving each of these goals?  What entity is responsible and what is the process for monitoring progress against each goal and reporting back to stakeholders and the larger community? 

·         What contributions have been made by the Local Board and by the partners to support this effort?

·         How will the Local Board sustain the momentum of these partnerships and alliances?  What are the plans to continue to engage existing partners and expand strategic planning efforts to include other stakeholders not currently engaged?

·         Has the Local Board identified any areas in which the State, through its various state administrative agencies, can assist the local system efforts in attaining its goals?  If so, in what manner and how has that been communicated?

 

We have just recently completed the Strategic Planning process.  We are in the process of developing an implementation plan.  Our basic strategy will be to divide the implementation into five sections, the four targeted industry clusters and the Young Professionals. 

 

Our first step is to share our plan with the system partners and the community at large.  We have already presented to the Workforce Board, the SUNY Oswego’s Provost Council, the County Strategic Planning and Economic Development & Tourism Committees, and the Board of Operation Oswego County.  We plan to share the plan with the County Legislature, the BOCES Board, school boards, and local Chambers of Commerce and civic organizations.

 

Our office will take the lead on implementing the Energy, Manufacturing, and Hospitality clusters.  We have approached the Rural Health Network, a consortium of local health care providers, to take the lead for that cluster.  We have convened a facilitated session among a group of Young Professionals, and will work with that group on implementation.

 

We have received funding support from NYSDOL to support a career mapping initiative for two of the four targeted industry clusters.  We also plan to submit grant applications to various other public and private funding sources to support implementation.

 

Progress on the implementation of the plan will be reported to the various Workforce Board Committees, particularly the Business Development, Skills and Training, and Youth committees.   The Skills & Training Committee has started to review our local Demand Occupation List to ensure that it is consistent with the jobs within the targeted industry clusters.  This committee will drive the policy decisions around the utilization of WIA dollars for training.

2.      Aligning Service Delivery

In order to address workforce issues within the local area, Local Boards need to utilize collaborative efforts with One Stop partners and other stakeholders to align programs and services.  In this section of the plan discuss how your local area is achieving alignment of service delivery around the issues and goals previously described in the above section.  Within your response, address the following points:

 

·         How will strategic planning enable your local One Stop system to go beyond compliance and address the economic development needs and key workforce issues identified in your local workforce area or region?

·         How is your One Stop system structure helping to facilitate the achievement of the stated goals?  

·         Describe how your local area’s service delivery to businesses has been aligned to respond to local market demand and the goals set forth from your strategic planning efforts. 

·         Describe how you assure that the delivery of core, intensive, and training services is aligned around identified workforce issues and stated goals.  How are these services integrated in the overall workforce plan?

 

The strategic planning process has provided us with a definite focus in terms of a sector approach, with our targeted industry clusters as priorities.  For example, if we want to sell Oswego County as the Energy capital of New York State, we need to support that industry’s current and future workforce needs.

 

Our strategic plan outlines strategies to support theses industries.  Our strategic planning process relied a great deal on the participation of representatives of each of the clusters to help not only identify the needs, but also some strategies.

 

Policies to be developed by our Skills & Training Committee will provide guidance to our Business Services Team, which has representatives from all partner agencies.  

3.      Measuring Achievement

More than ever before the ability to sustain and grow a local workforce system depends upon how effectively the local area can demonstrate in measurable terms that the system is achieving its goals.  In addition to meeting the mandatory negotiated WIA performance levels, Local Boards must be able to show to their constituents, customers, stakeholders, private and public sector partners that resources are being used effectively and invested for greater workforce and economic gains in the community.

 

Describe how the Local Board is implementing performance measures that relate to the goals established around the key workforce issues identified in its strategic plan.  Within your response, address the following points:

 

·         What data was considered and what entities were involved in helping develop the measures?  Identify the measures and the desired outcomes.

·         If measures have not been developed, what process will you utilize to develop them?  What is the Board’s timeline for development?

·         How will the Local Board benchmark progress toward desired outcomes or definitions of success for these measures?

·        How are these outcomes identified, communicated and utilized to gain additional support or realign services for continuous improvement?

 

Part of the process for developing the tasks for the implementation of the strategic plan will be to identify the measures of success.  As each committee or group meets to establish its tasks or responsibilities associated with implementing the plan, each stakeholder group that participates will be asked the question, “How will we know if we have succeeded?”  The answers to the question will be documented in SMART form (Specific, Measurable, Attainable, Results-oriented, and Time-determined).  These will be identified by the end of 2005, tracked and reported to the Workforce Board and all stakeholders over the next 3 years.

III.        Integration of WIA Compliance with Strategic Planning

The Workforce Investment Act requires that Local Boards establish and approve policies that are in accordance with the Act and its regulations that guarantee a consistent local area approach to One Stop system operations and provide a framework for the delivery of services.  In this section of the plan, the current published policies and working definitions remain in effect and are the basis upon which the next three years policies will evolve.  

 

 

Subsection 1 contains those agreements and policies that are the foundations for administering and evolving the local workforce system.

 

Subsection 2 requests the policies that are and will be essential to the delivery of services and the operation of the local system.

 

In accordance with the Workforce Investment Act, the Local Board is required to conduct business in an open manner and make information regarding the One Stop system available to the public.  Within your discussion of the Local Board’s efforts to openly conduct business, address the following points:

 

·         What is the central location where all local policies and working definitions are published?

·         How does the Board assure that local policies and working definitions, including updates and changes, are readily accessible to One Stop staff, the general public and the State? 

·         Is there a Local Board website?  If yes, please provide the website address. 

·         Does the Local Board make information such as Board membership, meetings, policies, definitions, and other workforce information available on the website? 

·         How is the website maintained to assure up-to-date information is available?

·         By what means does the Board assure that the accessible copies are current?

·         Where can hard copies of this information be obtained by the general public? 

 

All local policies and working definitions are maintained in SUNY Oswego Center for Business and Community Development (CBCD), 103 Rich Hall, SUNY Oswego.  The CBCD houses the staff for the Workforce Board. 

 

Any changes to the By-laws, local policies, and working definitions are approved by a Workforce Board Committee and/or the full Board.  All changes are documented in the meeting minutes.  In addition to being sent to all committee members, copies of the minutes are posted on the website maintained by the One-Stop Operator.  Each committee has a representative from One-Stop Operator staff.  Changes to the By-laws are also copied to the State.

 

The One-Stop Operator maintains the primary website for the local area.  It can be accessed at: http://www.yourcareerconnection.org/.  It contains all of the information regarding the system and the partners.  It contains the names of the current Board members, as well as the meeting calendar for the entire year.  It also posts the minutes from all meetings during the past year, all resolutions, and the State of the Workforce Report and Strategic Plan.  There are also numerous other links to various system partners as well as copies of the monthly newsletter “Connect for Success”.

 

The CBCD also has a website, http://www.oswego.edu/about/centers/cbcd/index.html.  In addition to information about the Board, this site posts the schedule of all upcoming meetings and events.  Board staff maintains this website.  Board staff also reviews both sites on a weekly basis, to ensure that all information is current.

 

The general public can access all information at the Center for Business and Community Development.  Administrative staff maintains the official Board files, and are copied on any changes to the official files.

 

Subsection 1

The responses to this subsection include both narrative responses and the completion of attachments/forms that are located in Section IV, Required Certifications and Documents.

1.      Local Plan Submission

The Local Board is responsible for developing the three-year plan in partnership with the Chief Elected official.  To properly submit the area’s Local Plan:

 

a.   Complete the Attachment C, Signature of Local Board Chair.

 

b.   Complete the Attachment D, Signature of Chief Elected Official, for each unit of local government.

2.      Governance and Board Composition

When a Local Area includes more than one unit of government, the Chief Elected Officials of the individual governmental units must execute an agreement that describes their roles and responsibilities in administering the Act, conducting fiscal and program oversight, and assuring that performance standards are met.  All local areas must provide the following:

 

a.      Complete Attachment E, Units of Local Government, located in Section IV naming the individual governmental unit(s) and identifying the grant recipient.

 

b.      Attach a copy of the agreement that defines the roles and responsibilities of each of the Chief Elected Officials in a multi-jurisdictional area and describes their interaction in the administration of the Workforce Investment Act (if applicable).

 

c.      Attach a copy of the Local Board By-laws.

 

d.      Additionally, please address the following points:

 

·         How often are the by-laws reviewed?  When necessary, what is the process for amending the by-laws? 

·         Is the Board incorporated? 

·         Describe the subcommittee structure for the board and identify the role and responsibilities assigned to each subcommittee.  (You will be asked to identify the subcommittee responsible for each activity addressed in Subsection 2.)

·         What is the plan in place for board member recruitment to reflect current and emerging trends and how is that plan being communicated to local elected officials?

·         What is the process for providing staff to the Local Board?

·         Describe the Local Board’s plan for Board staff retention and development efforts.

 

The Workforce Development Board of Oswego County is incorporated.  The by-laws are reviewed on an “as needed” basis.  Amendments and updates to the by-laws are brought before the Executive Committee.  If approved at the committee level, a resolution is brought before the full board for approval. 

 

Our committee structure is:

 

The Executive Committee is responsible to review, approve and take action as appropriate with regard to the WIA program; review, approve and take action as appropriate with regards to its finances, recommend designation of One Stop System Operator, foster communication and coordination between committees, revise the by-laws, as required, evaluate committee and CEO performance, oversee public relations for the Board, and other responsibilities as designated by the Board.  In addition, the Executive Committee shall be responsible for all financial and insurance aspects including:

a) Reviewing all financial reports/documents as needed but no less than four times per year;

b) Reviewing all insurance policies and making recommendations to the Board as needed;

c) Establishing and reviewing all financial policies.

 

The Business Development Committee responsibilities include:

 

a)      Identifying and monitoring the business services to be provided through the system;

b)      Oversee public relations about business services;

c)      Convene focus groups and community roundtables for identifying future workforce needs as related to economic development;

d)      Identifying available funding and assist in grant writing for employer training needs;

e)      Produce the State of the Workforce Report.

 

The Skills and Training Committee responsibilities include:

a)      Reviewing and approving training programs;

b)      Overseeing training providers inventory;

c)      Evaluating training providers and programs;

d)      Identifying strategies for addressing skill gaps;

e)      Issuing consumer report cards for programs;

f)       Overseeing the implementation of Work Keys in Oswego County;

g)      Monitoring training program performance data.

 

The Evaluation and Franchising Committee responsibilities include:

a)      Overseeing the One Stop Operator;

b)      Setting standards for centers and affiliates;

c)      Franchising centers and affiliates

d)      Monitoring continuous quality improvement and job seeker customer satisfaction in centers and affiliates;

e)      Promoting the franchised centers and affiliates using the Workforce New York branding;

f) Monitoring system performance.

 

The Youth Council responsibilities include:

a)      Assisting in developing the local workforce plan pertaining to youth and youth services;

b)      Approving eligible providers of youth services;

c)      Coordinating youth workforce development activities;

d)      Overseeing public relations about youth programs.

 

The Partners’ Roundtable responsibilities include:

a) Focusing on services to customers that would reduce duplication and save                   money that could be reinvested into the system;

b)      Identifying and implementing “best practice” customer service strategies to universal population;

c)      Overseeing public relations for the partners;

d)      Annually negotiating and preparing the MOU and cost allocation plan among the partners.

 

The important factors in our current board member recruitment efforts are relationship to the Strategic Plan, and geography.  Our recently developed strategic plan outlines four key industry clusters.  We are trying to make sure that all four clusters are adequately represented.  We would also like to add one or two Young Professionals to our board.  The other key area is geography.  Although most current businesses (and board members) are based near the cities of Fulton and Oswego, we try to maintain a geographic balance throughout the entire county.  Our CLEO supports this approach.

 

 

Oswego County negotiates an annual contract with the Workforce Development Board (WDB).  The WDB contracts with SUNY Oswego to provide staff to the local board.  Staff development occurs by participating in various State (NYSDOL, NYATEP) and national (NAWB) conference and workshops.

3.      Fiscal Agent and Grant Subrecipient

The Local Plan must identify the fiscal agent or entity responsible for the disbursal of grant funds.

 

Complete Attachment F, Fiscal Agent/Grant Subrecipient, located in Section IV, Required Certifications and Documents, identifying the local Fiscal Agent and the local Grant Subrecipient (if any) who assist in the administration of grant funds. 

 

Also note Attachment D, Signature of Chief Elected Official, requires an attestation that the grant recipient possesses the capacity to fulfill all responsibilities regarding liabilities for funds received, as stipulated in §667.705 of the rules and regulations.

 

4.      Direct Services & Infrastructure Plan

Complete the following tables displaying how core and intensive services will be delivered and funded by the partners within the One Stop centers and affiliate sites identified in the “Profile”.  These tables should aggregate WIA Title1-B and Wagner-Peyser staffing and infrastructure costs, at a minimum.

 

NOTE:  Wagner-Peyser staff do not distinguish between Core and Intensive services.  Therefore, the Wagner-Peyser numbers are reflected in the Core Services Column.

 

Infrastructure Costs in Dollars (Current)

 

One Stop Center and Affiliate Sites (Identify by Location)	Rent	Utilities	Maintenance	Technology	Marketing	Other	Total
Fulton	25,968	2,448	5,617	25,000	9,500
Mexico	13,296	2,448	328	5,000

 

Total Infrastructure Cost and Staff Levels in FTEs (Current)

 

One Stop Center and Affiliate Sites (Identify by Location)	Total Cost	Dedicated to Core Services			Dedicated to Intensive Services
		Wagner-Peyser Staff	WIA Title 1-B Staff	(JOBS) Other	Wagner- Peyser Staff	WIA Title 1-B Staff	Other
Fulton		3	2.25	1	0	2.25	0
Mexico		0	.5	1	0	.5	0

 

Infrastructure Costs In Dollars (Planned over next three years)

 

One Stop Center and Affiliate Sites (Identify by Location)	Rent	Utilities	Maintenance	Technology	Marketing	Other	Total
Fulton	77,904	7,344	17,500	75,000	28,500
Mexico	39,888	7,344	1,200	15,000

Total Infrastructure Cost & Staffing Levels in FTEs (Planned Over Next Three Years)

 

One Stop Center and Affiliate Sites (Identify by Location)	Total Cost	Dedicated to Core Services			Dedicated to Intensive Services
		Wagner-Peyser Staff	WIA Title 1-B Staff	Other	Wagner- Peyser Staff	WIA Title 1-B Staff	Other
Fulton		3	2.25	2	0	2.25	0
Mexico		.5	0	2	0	.5	0

 

 

Management & Administrative Staffing Across All One Stop Centers and Affiliate Sites

 

	Total FTEs	Planned
Wagner-Peyser Management Staff For Delivery of Core and Intensive Services	.5	.5
Total WIA Title 1 Management & Administrative Staff	.5	.5
Total for the LWIA	1	1

·         Discuss how the Board or one of its subcommittees anticipates further coordination of services and elimination of duplication in service delivery to maximize resources available to support training and other business services.  

·         WIA Regulation Section 652.202 requires all Wagner-Peyser services to be delivered through the One Stop delivery system, through One Stop centers or affiliate sites.  If Wagner-Peyser services are currently delivered outside either of these means in the LWIA, the Board must identify strategies which will bring the LWIA into compliance with the regulations.

 

The Partners Roundtable is a subcommittee of the local board.  A goal of the Partners Roundtable is coordinating services and eliminating duplication in service delivery.  The Partners participated in a facilitated session earlier this year to identify system goals, and ways to better coordinate service delivery and streamline services.  The goals developed generally fell into the categories of System Building, Partnering/Collaboration, Marketing/Promotions, Technology, Training and Customer Service.  The partners identified some items that were immediately actionable for better coordination and streamlining of services (e.g. disseminating the existing workshop schedule to all partners so customers could be referred, eliminating the need for duplicative workshops).  Other areas were also identified which required further discussion at the Partners table (e.g. maintaining one universal job bank and ensuring systems are in place so all partners enter job orders here).  The Partners are continuing to develop strategies to collaborate and expand on the services available to job seeker and business customers.   Expanding the workshops available to customers, sharing space, dedicating staff to resource room functions, expanding OSOS to capture and report on all system services and activities, and sharing in facilitation are some of the issues being discussed.

 

Wagner-Peyser services are currently being delivered through the One Stop system, although Wagner-Peyser staff are not currently in the centers.  The One Stop Centers provide business and job-seeker access to labor market information.  In addition, the centers provide businesses with the opportunity to post job openings and to conduct on-site recruitments.   Job Seekers are provided information, access and referral to jobs posted in the job bank.   More comprehensive Wagner-Peyser Services (UI customer Orientation/Reemployment process, Job Bank Administration including the talent bank match, Business Services) are currently delivered through the Department of Labor Division of Employment Services.  Plans are currently underway to transition the Wagner-Peyser staff from the Division of Employment Services to the Fulton One-Stop Center, and offer these services through the One Stop center.  A draft floor plan and estimate of costs has been sent to the state for review.  We expect this transition to occur by the 2^nd quarter of PY’05.

Subsection 2

Based on the maturity of each local system and the key workforce issues and goals identified through the strategic planning process, address the following points within your response:

1.      Selecting and Certifying Operators

The Local Board is responsible for selecting and certifying the One Stop Operator with the agreement of the chief elected official [§662.410].  In addition, it is the Board’s responsibility to hold Operators accountable for specific goals and evaluate performance against those goals throughout the period of certification or recertification. All LWIAs must submit their recertification application no later than June 30, 2005 or the local plan will be deemed incomplete.  The One Stop Operator recertification process is a required part of the local plan.  However, local plan approval is not contingent upon approval of the One Stop Operator recertification application. 

The local plan will need to be modified if the recertification application is not approved prior to local plan approval. 

 

Complete Attachment G, One Stop Operator Information, in Section IV, Required Certifications and Documents.  Also attach a copy of the local area’s One Stop Operator Agreement. 

 

2.      Contracting for Service Providers

The Workforce Investment Act permits WIA Title I services to be provided through contracts with service providers and may include contracts with public, private for-profit and nonprofit service providers as approved by the Local Board.  For those local areas that contract for services:

 

·         How does the Local Board determine which WIA Title 1 services, if any, should be contracted out?  Explain how your decision leverages funding and services already provided by One Stop system partner staff (e.g., Wagner-Peyser funded staff) to maximize available resources without duplication of services.

·         Provide the process by which the Board awards contracts to entities other than the One Stop Operator for the provision of One Stop services.  Identify any subcommittee responsible for this function.   How often is the need for contracting services reviewed? 

·         For which services do you currently contract?

·         Based on current and future key workforce issues and goals, what changes does the Board anticipate with regard to the number and type of services for which it will be contracting?

 

Adult and Dislocated Worker Services are not contracted out.  Youth contracting is covered in Section 7 – Youth Services.

 

3.            Priority of Service

The Local Plan must describe the criteria used to determine whether funds allocated for employment and training activities are limited, and the process by which any priority of service will be applied [§663.600 - §663.640]. 

 

·         Identify any subcommittee of the local board that is responsible for policies related to priority of service. 

·         What is the Board’s policy for determining priority of service and its relationship to residency requirements?  How often is the policy revisited?

·         How will the priority of service plan align with planned operating policies and procedures?

 

The Executive committee of the local board is the committee responsible for policy related to priority of service.  The need for priority of service is based on the availability of adequate funding to meet the local employment needs.  The local Board has established a residency policy for training services.  Priority is given to residents of Oswego County or individuals who have been dislocated from an Oswego County employer. 

 

The priority of service plan is aligned with operating procedures as Oswego County is experienced in applying multiple funding streams in order to maximize the training opportunities for our customers.  Each customer’s circumstances (income, employment history, barriers that impede employment, etc.) are reviewed and a funding plan established to meet these needs.  Currently, there is not a need to establish target group priorities, as adequate funding is available through the multiple streams (e.g. WIA, TANF, Trade Act).  Should funding be limited, the board policy establishes public assistance recipients and other low-income individuals as its priority. 

 

4.            Self-Sufficiency

Local Boards must set criteria for determining whether employment leads to self-sufficiency [§663.230].

 

·         Identify any subcommittee of the local board that is responsible for policies related to self-sufficiency.

·         Provide the current definition of self-sufficiency as established by the Local Board. 

·         Describe how the local definition of self-sufficiency will align with the strategic objectives set forth in the strategic planning portion of this plan.

 

The Executive Committee of the local board is the committee responsible for policies relating to self-sufficiency.  The local boards current definition of self-sufficiency is:

 

An employed individual with an hourly wage that is greater than $25 per hour.  (Revised 3/23/06)

 

An employed individual with an hourly wage that is greater than $18 per hour. 

 

However, the board identified the need for an exemption to the self-sufficient wage.  Experience showed that many local businesses have a need for customized training for their employees in order to remain competitive in their respective industries.  The board exemption states:  “In cases where a business (or group of businesses) engage in a customized training program, participant workers must be assessed to determine their need for training services.  Workers who have been assessed to need the services will not be subject to the wage limitations noted in the self-sufficiency definition for the purposes of customized training only.”

 

The local definition of self-sufficiency aligns with the strategic plan through ongoing evaluation of local needs.  Changes to this definition are recommended and reviewed by the board in response to the needs in the local labor market.

 

5.      Supportive Services and Needs-Related Payments

Local Boards, in consultation with One Stop partners and other community service providers, must develop a policy on supportive services that ensures resource and service coordination in the local area.  The policy should address procedures for referrals to such services, including how such services will be funded when they are not otherwise available from other sources.  Local Boards may establish limits on the provision of supportive services or provide the One Stop Operator with the authority to establish such limits.  Consistent with other regulations, the Local Board must establish the level of needs-related payments for adults [§663.800].

 

·        Identify any subcommittee of the local board that is responsible for policies related to supportive services and needs-related payments. 

·         Describe the process for the periodic review and update of supportive service policies.  How often is this review done and who conducts the review?  If a multi-county area, how will supportive service policies coordinated among the counties?

·         Does the local area make needs-related payments and if so, how and how often is the policy or payment level reviewed?

 

The Executive Committee of the Oswego County Workforce Development Board is responsible for reviewing policies related to Supportive Services and Needs Related Payments.

 

Periodic review of policies related to supportive services is conducted on an as-needed basis.  The recommendation to review such policies usually comes from front line staff who work directly with customers and who have a feel for what customers need.  Agency funding status may also have an impact on how often such policies are reviewed.  For example, when the agency has fewer available funds, supportive service policies might be reviewed in order to free up additional dollars for training.  The reverse would also be true: when funds are plentiful, we might review the policy(s) in order to make them less restrictive and easier for customers to access.

 

Review of such policies and the recommendation for review is the responsibility of the senior team in the One Stop setting.

 

Yes, Oswego County does provide for needs-related payments.  As with supportive services policies, these guidelines are reviewed on an as-needed basis using customer needs and agency funding as guidelines.

6.      Grievances and Complaints

The Local Board must establish and maintain a procedure for grievances and complaints which provides a process for handling complaints, an opportunity for informal resolution or a hearing, a process that allows a labor standards grievance to be submitted for binding arbitration, and an opportunity for local level appeal to the state [§667.600].  Such procedure must be in compliance with applicable federal and state statutes and regulations available at http://www.dol.gov/oasam/programs/crc/crcwelcome.htm and Workforce Development System Technical Advisories #02-6, #02-7 and #02-10.  Section D, Nondiscrimination and Equal Opportunity Assurance, in Attachment H, Federal and State Certifications, requires the local signatories to attest to compliance with these provisions.

 

·         Identify any subcommittee of the local board that is responsible for policies related to grievances and complaints. 

·         What is the Board’s process for collecting, analyzing and utilizing grievance and complaint information?  How often is the information analyzed and who is responsible for the analysis?

     Identify any subcommittee responsible for this function. 

·         Has the analysis of the data regarding complaints resulted in policy changes in the local area?  How were those changes communicated to the public, the staff and the State?

 

The Executive Committee is the committee of the local board responsible for policies related to grievances and complaints.

 

A formal grievance and complaint procedure has been established for the One Stop system.  Customers accessing services are made aware of the grievance and complaint procedures, as they are oriented to the center.  The application process includes a sign-off by the customer that they are made aware the procedure exists, and provided the opportunity to request a copy.   A copy of the grievance and complaint procedures are also attached to all contracts for services.

 

In addition to the information provided at orientation and included in contracts, a contact name and phone number for grievances and complaints is posted at the centers.  Should a grievance or complaint be filed, this information would be recorded by the complaint/grievance resolution officer.  The information on the grievance or complaint, and how it is being addressed, would be and shared with the Executive Committee at the quarterly meetings.  Grievances and complaints (and how they are addressed) are also tracked on a state log and submitted to the state on an annual basis.  The local area has not had any formal grievances or complaints filed.

 

 

It has been the State’s experience that complaints may include information that is not grievable but rather is related to the business practices of the One Stop centers such as staff capacity, quality of information exchanges, process flow (e.g., provision of outdated grievance contact information, packets of information duplicated so often as to be unreadable, staff providing limited explanations of policies and procedures or not providing copies of Individual Employment Plans).

 

·         By what means is information regarding non-grievable complaints shared with the One Stop Operator?  How is this information used to support the continuous improvement of the One Stop system of service delivery?

 

Information on non-grievable complaints are shared with the One Stop Operator in a variety of ways.  The Operator meets with supervisory staff from the centers on a monthly basis.  Customer service issues are discussed at this meeting.  The Operator also receives the notes from weekly staff meetings that address customer issues.  In addition, Customer comment cards are made available in the centers.  The comment cards are collected, and data from the comment cards is compiled.  A report is then issued from the Operator to the partner agencies and the Evaluation & Franchise committee; a subcommittee of the local board.   The information from the customer comment cards is also reported to the Evaluation and Franchise committee at quarterly meetings along with any corrective action taken to address concerns raised.  Customers also have the option of contacting the Operator directly to discuss non-grievable complaints.   Non-grievable complaints warranting policy changes would be brought back to the Board for discussion.

 

7.      Youth Services

Service Levels

 

For the past four Program Years, record the number of older youth and younger youth served by your LWIA and the planned service levels for PY 05.

 

 

Note:  The total number of youth served is found in the WIA Annual Reports.

 

WIA PY04 data may be found through the most recent WIA Quarterly Report.

 

Performance

 

Based on the exit data of the last four years, provide a summary of the local area’s performance with respect to the required WIA measures.  For each program year, enter the standard, outcome and indicate Pass/Fail of the performance using “P” or “F” as indicators.

 

 

 

Based on your performance answer the following:

 

·         If the LWIA has failed any of the performance measures in the past, what actions has the Board taken with its youth providers to identify service delivery weaknesses? 

·         What changes have been made to policy, service delivery, providers, engagement of partners, memberships on board and councils, etc., to provide for improved program performance?

·         How have those changes been incorporated or aligned with key workforce challenges and planning strategies?

·         What strategies are being devised to exceed standards, improve services and increase market penetration?

 

Two Older Youth measures were failed in PY 01 and one in PY 02.  The Board worked with the LWIA to identify the problem.  The failures in PY 01 were attributed to some youth being carried in from the previous program that had different goals and expectations.  There were also some errors in data transition going from Revelations to the One Stop Operating System.  Action to correct the one failure in PY 02 was taken including attention to data collection and entry.

 

Staff dedicated to Youth programs have been trained on data collection and proper recording in the OSOS.  Youth staff meets formally at least twice each month to discuss program issues.  In addition to those meetings, information is exchanged informally on a daily basis.  Efforts were made to increase contact with local schools and that has resulted in cooperative alliances with most of the nine school districts in the area and a better exchange of information.  Linkages were established with specialized service providers in order to meet the needs of customers.   

 

Plans for corrective action (and the resulting performance from previous corrective action) are routinely reviewed by the Workforce Development Board.  Youth staff assist their customers in accessing services they need that are in line with enhancing program performance. 

 

Career Connection staff maintain accurate records of accomplishments and see that they are recorded correctly.  A team dedicated to youth services has been established.  They have increased the opportunities for youth to obtain credentials and increased market penetration through contacts in the school system, participating in job fairs and career fairs and through community outreach.   

 

The Career Connection staff have presented workshops on labor market issues to youth where local employers are featured.  Incentives are used to encourage youth to participate, retain their interest in the program, improve school performance, and increase job retention.  Monthly newsletters and workshop flyers improve the communication link with customers and agencies.    

 

 

Framework and Program Elements

 

The Workforce Investment Act requires that the Local Plan define the design framework for youth programs in the local area and define how the ten program elements are provided within that framework.  With regard to the design framework and program elements, the following questions should be addressed:

 

·         Describe the Board’s process and frequency for reviewing the design framework and how it evaluates whether the framework is equipped to successfully support emerging trends, current and future workforce goals and workforce strategies as they relate to youth.

·         If a multi-county area, describe how youth program design is coordinated among the counties.

·         Describe the type and availability of youth activities in the local area and identify any challenges for serving greater numbers of youth most-in-need, including out-of-school youth. 

·         What efforts, if any, are being made to connect both WIA and non-WIA youth to the One Stop system?  How are youth being exposed to career awareness, work readiness and the One Stop system?

·         Describe how the Youth Council will incorporate literacy and numeracy elements into the design framework in accordance with USDOL Common Measures Policy.

·         Describe how the Youth Council will incorporate certificates into the design framework in accordance with USDOL Common Measures Policy.

 

The Youth Council meets quarterly.  The Workforce Development Board identifies trends and develops workforce strategies with the appropriate committees of the board.  The

agenda is set by the committee chair and the Workforce Development Board as it relates to the work of the full board.  The Youth Council reviews current WIA performance outcomes at each meeting.  Youth participate in the Youth Council and the meetings.  The Workforce Development Board has identified four occupational clusters deemed to be important to the future of this county and this information has been shared with the Youth Council. 

 

Youth activities that are available in the area include: job preparedness skills, intern/job coaching and work ethic development, supported work, independent life skill development, leadership, and education-based services.  Youth who are enrolled in some of these services must meet eligibility criteria.

 

A major challenge lies in transportation.  This is a rural area with little public transportation.  Each of the two cities has bus routes that make limited runs during the day.  Some of the remote areas are linked to the city routes.  This system doesn’t help youth who need to travel evenings or who live several miles from the routes.

 

Outreach to youth, especially the hard-to-serve population, is also a challenge to serving youth.  Many youth in need are not aware of the services (including employment) that are available to them, or how to access these services.

 

Staff participate in events where the audience is made up of WIA and non-WIA youth.  Participants at these events are encouraged to visit the One Stop for direct services and to access the services they need.  An Open House was held where WIA youth were invited to “bring-a-friend”.  Staff distribute Labor Market Information and describe the services of the One Stop system.  Events include: the State University of New York at Oswego’s Career Night, Career Day for high school students, mock interviews for junior high students, and presentations to school personnel and social services staff.  Furthermore, staff present to youth who participate in the TANF 200% summer program. 

 

The Youth Council will host a Youth Summit in October 2005 for both WIA and non-WIA youth.  Several youth are helping plan this event, which is designed to attract youth from throughout Oswego County.  Several topic areas of interest to youth will be covered including interviewing skills, getting and keeping a job, and employer expectations.  Local businesses will also be involved in this summit.

 

The Youth Council addressed the issue of these elements by contracting with a partner agency.  Oswego County BOCES accepts referrals to do the pre-testing, remediation, and post-testing of WIA youth.

 

The Youth Council lays out the parameters for awarding certificates.  As certificates for secondary students will be included in performance outcomes, program design will be changed to accommodate the common measures.  Through the release of information process, it is often possible to obtain records from local schools.  These efforts will be expanded to formalize and expand the process to include all local training providers.  Long-term program retention will continue to be emphasized. 

 

 

Youth Council

 

WIA requires that a Youth Council be established as a subgroup of the Local Board [§661.335].

 

·         Describe the current and future goals of the Youth Council as aligned with the overall strategic goals of the local area.

·         What outreach and connections to other youth services and providers will be collaboratively planned (i.e., Youth Bureaus, educational partners) to ensure the provision of integrated youth services?

 

The Workforce Development Board has determined four career clusters that are expected to show growth in the area: Energy, Health, Hospitality, and Manufacturing.  The Workforce Development Board has worked with futurists and economists to identify elements necessary to attract and retain young workers in this area. 

 

The Youth Council is planning a Youth Summit for PY 05.  Members from the Youth Council are working together to identify which community groups, agencies, and youth representatives should be involved.  As part of that process, new needs and opportunities for integrated services are expected to occur and will be acted upon.  Staffings and meetings are currently held periodically with youth service providers.  These efforts will be continued.

 

The Coordinator of Employment Services meets every other week with other county departments that serve youth (Social Services, Mental Health, Youth Bureau, Public Health) to discuss issues of common interest, and to integrate planning for services based on local needs.  Staffings and meetings are also held with other youth service providers.  These efforts will be continued.

 

 

Selecting Youth Providers

 

The Local Board is respons