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Home My WebLink AboutWorkforce Invest Act Strat Plan Local Workforce Area VI Workforce Today DRAFT Strategic Plan for Title I of the Workforce Investment Act of 1998 and The Wagner-Peyser Act For the Program Year from July 1, 2001 to June 30, 2003 As Submitted on March 1, 2001 to: Virginia Employment Commission Mr. Willie Blanton, WIA Program Director P.O. Box 1358 Richmond, VA 23218-1358 by The Thomas JefferSon Planning District Commission Administrative Agent for the Local Workforcc Investment Board P.O. Box 1505 Charlottesville, VA 22902-1505 804-979-7310 804-979-1597 fax E-mail: tjpd~state.va.us Web page: http://monticello.avenue.org/tjpdc/wiaJwiahome.html Table of Contents EXECUTIVE SUMMARY ........................................................................................................................................ I 1.1 1.2 1.3 1.4 2.1 2.1.1 2.1,2 2,1.3 2,1.4 2.2 2.2.1 2.2.2 2.2.3 3.1 3.1.1 3.1.2 3.1.3 3.2 3.2.1 3.2.2 3.2.3 3.2.4 3.2.5 3.3 INTRODUCTION TO THE DRAFT STRATEGIC PLAN ........................................................... 2 GEOGRAPHIC ARE~.i .................................................................................................................................. 2 STRATEGIC PLANNING PROCESS ................................................................................................................. 2 LWIB VISION AND GOALS ......................................................................................................................... 3 YOUTH COUNCIL VISION AND GOALS ........................................................................................................ 4 ASSESSMENT OF CURRENT CONDITIONS .............................................................................. 5 LOCAL ECONOMIC CLIMATE ...................................................................................................................... 5 Industries with Largest Number of Total Openings .............................................................................. 5 Occupations with Highest Decrease in Employment ............................................................................ 5 Sectors Targeted for Attraction, Growth or Development .................................................................... 6 Occupations Predicted to Increase in Demand .................................................................................... 8 REGION'S WORKFORCE .............................................................................................................................. 9 Educational Attainment ........................................................................................................................ 9 Size of Labor Force ............................................................................................................................ 10 Use of the Virginia Employment Commission .................................................................................... 11 STRATEGIES ................................................................................................................................... 12 DEVELOP THE ONE STOP SYSTEM IN EACH PLANNING DISTRICT TO BE THE PRIMARY RESOURCE FOR JOB SEEKERS AND EMPLOYERS TO CONNECT WORKERS AND JOBS .............................................................. 12 Description of Services Common to Systems in Both Planning Districts ........................................... 12 System Description for Planning District 9 ........................................................................................ 14 System Description for Planning District 10 ...................................................................................... 15 CREATE BUSINESS EDUCATION ROUND TABLES IN EACH PLANNING DISTRICT AS FORUMS FOR COMMUNICATION; CATALYSTS FOR CHANGE ..................................................................................... 15 Identify partners, meet with interested parties .................................................................................... 16 Hold first meeting ............................................................................................................................... 16 Reach consensus on mission ............................................................................................................... 16 Set direction ........................................................................................................................................ 16 Establish industry-based clusters linking education, training and workforce skill needs .................. 16 IMPLEMENT A ~ DATA MANAGEMENT SYSTEM TO INSURE PLANNING AND IMPLEMENTATION STRATEGIES ARE BASED ON SOUND INFORMATION ............................................................................ 17 3.3.1 Keep the L WIB informed of pertinent demographics that are constantly changing in order to serve changing needs; ................................................................................................................................................ 17 3.3.2 Facilitate the understanding of the learning/employment continiuum; .............................................. 17 3.3.3 Connect access points for all One-Stop partners, integrating them into the workforce development system; 17 3.3.4 3.4 3.4.1 3.4.2 3.4.3 3.5 3.5.1 3.5.2 3.6 3.6.1 3.6.2 3.6.3 3.7 3.7.1 3.7.2 3.7.3 Facilitate the posting of job vacancies 24 hours per day locally, state and nation-wide ................... 17 PREPARE FOR DIVERSITY ......................................................................................................................... 17 Employ a professional as a consultant ............................................................................................... 17 Offer Broad Choices in Training ........................................................................................................ 18 Make One Stop Services Accessible to Non-English Speaking Customers ......................................... 18 DEVELOP JOB RETENTION STRATEGY ...................................................................................................... 18 Pilot Program ..................................................................................................................................... 18 Promotion and Marketing ................................................................................................................... 19 CONTINUE SEARCH FOR FINANCIAL SUPPORT TO INSURE BASIC SUPPORT AND SPECIALIZED SERVICES. 20 Grants ................................................................................................................................................. 20 Negotiate Financial Agreements with Mandatory and Optional Partners ......................................... 21 Regional Competitiveness Act Funds .................................................................................................. 21 CREATE ASSESSMENT AND TRAINING SYSTEM FOR EMPLOYABILITY SKILLS ........................................... 21 Institute a Holistic Assessment System for Clients ................................................................... : .......... 21 Expand Distance Learning Possibilities to Reach People Where They Are ....................................... 22 Target Dislocated Workers for Skill Developr~ent ............................................................................. 22 3.7.4 3.8 3.9 3.9.1 3.9.2 3.9.3 3.10 3.10.1 3.10.2 3.10.3 3.10.4 3.10.5 3.10.6 Tap the Potential of Older Workers .................................................................................................... 23 CREATE A NETWORK OF SUPPORT SYSTEMS ............................................................................................ 23 PROMOTE SMALL BUSINESS CREATION .................................................................................................... 24 MicroLoan Program .......................................................................................................................... 24 Small Business Development Center ................................................................................................. 24 Service Corps of Retired Executives (SCORE) .................................................................................. 25 DEVELOP COMMUNICATION LINKS WITH PROVIDERS OF YOUTH SERVICES TO IDENTIFY RESOURCES AND GAPS AND TO INITIATE COOPERATION AND INTEGRATION OF SERVICES ............................................ 25 Conduct A Symposium For Youth Agencies, Organizations And Youth ......................................... 25 Market Youth Council .................................................................................................................... 26 Conduct Topical Teen Forums ....................................................................................................... 26 Develop A Pilot Program To Meet One Or More Specific Needs .................................................. 26 Conduct A Needs Assessment ......................................................................................................... 26 Link With Other Groups ................................................................................................................. 26 ATTACHMENT A ................................................................................................................................ 27 INTRODUCTION - OPERATIONAL PORTION OF PLAN ............................................................................. 27 D. E. 2 A. B. C. D. E. F. G. H. 3 A. B, C. D. E. 4 5 A. B. C. D. E. 6 A. B. C. 7 Local Leadership .................................................................................................................................................. 27 LWIB Member Participation .......................................................................................................................... 27 Coordination and Interaction with CLEOs ...................................................................................................... 27 Oversight, Monitoring and Corrective Action ................................................................................................. 28 Coordination with Statewide Rapid Response Activities ................................................................................ 30 LWIB Staffing ................................................................................................................................................ 30 One-Stop Service Delivery System ...................................................................................................................... 31 Integration of Partner Services ........................................................................................................................ 31 Meeting Needs of Unemployed and Incumbent Workers ............................................................................... 34 Youth Activities .............................................................................................................................................. 34 Continuous Improvement of Employment and Training Services ................................................................... 34 One Stop Comprehensive Centers and Affiliate Sites ..................................................................................... 34 Process for Selecting the One Stop Operator(s) .............................................................................................. 35 One Stop Operators ......................................................................................................................................... 35 Chartering of One Stop Centers ...................................................................................................................... 35 Services ................................................................................................................................................................ 36 General ............................................................................................................................................................ 36 Adults and Dislocated Workers ....................................................................................................................... 38 Youth .............................................................................................................................................................. 44 Non-WlA Eligibles ......................................................................................................................................... 46 Budgets and Levels of Service ........................................................................................................................ 46 Procurement ......................................................................................................................................................... 47 Equal Opportunity (EO), Affirmative Action and Grievance Procedures ............................................................ 48 EO Policy Statement ....................................................................................................................................... 48 EO Officer .................... : .................................................................................................................................. 48 Equal Opportunity Liaisons ............................................................................................................................ 49 Staff Hiring Procedures ................................................................................................................................... 49 Monitoring of Equal Opportunity Performance .............................................................................................. 49 Performance Management .................................................................................................................................... 50 Negotiated Standards ...................................................................................................................................... 50 Effectiveness ................................................................................................................................................... 50 Additional Local Standards ............................................................................................................................. 50 Customer Satisfaction and Relationships ............................................................................................................. 51 Executive Summary Vision The "Workforce Today!" Board's vision is to have and promote a well-trained, well-educated, highly skilled and qualified workforce thatis actively engaged in lifelong learning. This workforce will be critical to the attraction and retention of successful business and industry in our region, and will ensure a desirable quality of life. Strategies to achieve this vision for PY2001 and PY2002 are as follows: Develop the One Stop System in each planning district to be the primary resource for job seekers and employers to connect workers and jobs. Create Business Education Round Tables In Each Planning District As Forums For Communication; Catalysts For Change Implement a WlA Data Management System To Insure Planning and Implementation Strategies Are Based on Sound Information Prepare For Diversity Develop a Job Retention Strategy Continue Search for Financial Support To Insure Basic Support and Specialized Services Create Assessment and Training System for Employability Skills Create a Network of Support Systems Promote Small Business Creation Develop Communication Links With Providers of Youth Services to Identify Resources and Gaps and to Initiate Cooperation and Integration Of Services. Draft LoCal Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 1 Introduction to the Draft Strategic Plan This draft strategic plan was developed in accordance with the VEC guidance document, "Strategic Planning Process for Local Workforce Investment Areas for the Period from July 1, 2001 - June 30, 2003." The month of March 2001 will be a period of public comment on the plan. 1.1 Geographic Area The minimum population threshold for the temporary designation of the geographic area for implementation of the Workforce Investment Act (WlA) was 200,000. Planning districts 9 and 10 had been working together for a number of years on the Job Training Partnership Act and that same geographic area has been established for the WIA. The eleven localities included are the City of Charlottesville and the Counties of Albemarle, Greene, Fluvanna, Nelson, Louisa, Culpeper, Fauquier, Madison, Orange and Rappahannock. The Governor has approved this area as Local Workforce Area VI, Workforce Today. 1.2 Strategic Planning Process The strategic planning process for Program Years 2001 and 2002 was initiated at the January 11, 2001 meeting of the Consortium of Chief Local Elected Official s (CLEOs). The Local Workforce Investment Board requested that each local.jurisdiction in the Local Workforce Investment Area give a brief presentation of the local economic development plan, including a discussion of sectors targeted for attraction, growth or development. The information presented at that meeting is included in this draft plan, and the strategies for workforce development are geared to be consistent with and responsive to these local economic development plans. The Executive Committee of the Local Workforce Investment Board, augmented by chairs of standing committees, members of the PY2000 plan committee, and a representative from the VIEW Coordinating Council met on January 31, 2001 to generate the strategies for this draft plan. This initial draft of the plan is posted on the Thomas Jefferson Planning District web site, with copies also available at the Planning District Offices in both Planning Districts 9 and 10. The February 20, 2001 meeting of the Local Workforce Investment Board will begin with a public hearing of the plan. Comments from the public heating and the LWIB meeting will be incorporated into the March 1, 2001 draft of the plan to be submitted to the state. The March 1 draft plan will be distributed to the administrative offices of all local jurisdictions. All Boards of Supervisom and the City Council have been requested to place this item on their agenda during the month of March to solicit additional comments. Additionally, the Executive Committees of both the Chief Local Elected Officials and the Local Workforce Investment Board will meet to review and comment on the March 1 .draft and any 'subsequent revisions prior to submission of the f'mal plan on April 1, 2001. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 2 1.3 LWIB Vision and Goals The "Workforce Today? Board's vision is to have and promote a well-trained, well- educated, highly skilled and qualified workforce that is actively engaged in lifelong learning. This workforce will be critical to the attraction and retention of successful business and industry in our region, and will ensure a desirable quality of life. The goals to realize this vision include: Integrate Elements into a Unified System. The workforce delivery system will streamline services through system integration, using technology, parmerships, and a customer-service focus. Provide Universal Access: The workforce development system is to be accessible to people of all levels of ability, geographic location, income, age, and life circumstance. Match Training with Current and Future Needs. The workforce development system is to be responsive to the needs of both current and potential workers and employers. The strategic plan shall match services with current needs and economic development plans for the region. Utilize a Holistic Approach. The workfome development system must serve the whole person, addressing issues such as self-confidence, health, drug use, housing, transportation, childcare, and life transitions. Achieve Self-Sufficiency: The workforce develop system must support individual efforts to achieve self-sufficiency by providing opportunities for advancement and wage progression to enable people to earn a living wage. Foster LifelOng Learning. The workforce development system shall emphasize the need for continual education, both within the employment setting and in formal and informal training opportunities in the community, to serve individuals through all phases of their 'work life. Address Basic Skills. The workforce development system shall provide training for basic .job-readiness and retention skills including literacy, teamwork, reliability, commitment, communication, and conflict resolution. Embrace Diversity: The workforce development system shall recognize the diversity within the workforce and the business community and make a commitment to address a wide array of needs. Create Effective Partnerships. . The success of the workforce development system lies in forging constructive working relationships with other critical policy boards and between other public and private entities in the region. Existing partnerships will be examined for effectiveness. The workforce development system shall establish effective parmerships by building on existing partnerships and forming new ones as needed to achieve the goals of the system. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 3 1.4 Make Resources Available through Information. The workforce development system shall link individuals with community resources by providing information in a way that is accessible and easy to navigate. Leverage Available Resources. The Local Workforce Investment Board will provide leadership in seeking additional revenue beyond public funding to enhance and support the implementation of the workforce development system Youth Council Vision and Goals Vision: Community youth will be prepared to compete in a global workforce, through our commitment to ensure the creation of their functional and transferable employment skills. The goals to realize this vision include: Youth will be able to productively use interpersonal Skills. Youth will be able to interpret and communicate information in organizational settings. Youth will be able to understand and successfully connect with social, technological and organizational systems. Youth will be able to apply technology to specific tasks. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 LOcal l~orkforce Investment Area VI, Workforce Today March 1, 2001 Page 4 2 2.1.1 2.1.2 Assessment of Current Conditions Local Economic Climate The following tables are based on VEC data posted on their web site. Local Workforce Investment Area VI straddles three different geographic areas as the VEC reports its data. These areas 'are: · Charlottesville MS A: Includes City of Charlottesville, Counties of Albemarle, Fluvanna, Greene · Region 4: Includes Counties of Louisa, Madison, Nelson, Orange, and Rappahannock · DC MSA: Includes Counties of Culpeper, Fauquier and contains only Virginia data INDUSTRIES WITH LARGEST NUMBER OF TOTAL OPENINGS The number of openings.includes both those created by turnover and those created by growth. The industries with the largest number of total openings common to all three VEC areas are: · Cashiers (65% remover, 35% growth) Salespersons, retail (62% tumover, 38% growth) · Waiters & Waitresses (73% turnover, 27% growth) · General Office Clerks (58% turnover, 42% growth) · General Managers and Top Executives (49% remover, 51% growth) The first three categories are occupations that are fi'equently held by students and other .young adults as they prepare themselves for their chosen career or explore different work opportunities. These jobs provide valuable job skills in the areas of teamwork and cooperation, personal productivity and serving customers and offer opportunities for developing self-awareness. Although these occupations have a large number of openings, these are not necessarily the types of jobs that require a strategy of providing the intensive services and training that are largely the focus of this workforce development strategic plan. OCCUPATIONS WITH HIGHEST DECREASE IN EMPLOYMENT JOB CVILLE MSA REGION 4 Textile Machine Operator X X Child Care Workers X X Cannery Workers X Production Inspectors X X Farm Equip Operators X X Typesetters Railroad Brake signal Paste-up workers Compositors DirectOry Assistance Phone Station installers Film Strippers, Printing DC MSA X X X X X X X Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local W°rkforce Investment Area VI, Workforce Today March 1, 2001 Page 5 2.1.3 SECTORS TARGETED FOR ATTRACTION, GROWTH OR DEVELOPMENT The geographic region of Local Workforce Investment Area VI covers Planning Districts 9 and 10. The City of Charlottesville is the urban center of Planning District 10, surrounded by an urban ring in Albemarle County and including the primarily rural counties of Fluvanna, Greene, Louisa and Nelson. Planning District 9 does not have a primary urban center, but is mostly rm'al with several towns. The Central Virginia area is characterized by its natural beauty and its historical heritage. All localities in the lOcal workforce investment area consider preservation of these assets and promotion of tourism, including heritage tourism and agri-tourism, as essential to maintaining a stable economic base that has a foundation in agriculture and tourism. The quest for high-tech industry is also shared by all localities. PLANNING DISTRICT 9 Manufacturing firms are primary employers in Planning District 9, providing a variety of occupations through their integrated operations. Even though most of the jobs are production oriented, these finns also require management and office personnel. In addition, manufacturing provides an element of relative stability to the local economy because it promotes the "multiplier effect" through its need for suppliers, transportation and professional services. Culpeper County: Culpeper County is strategically located with access by a/r, rail, and highway. Culpeper County's plan centers around a Village Center Concept, with various areas targeted for development. There are some highly sophisticated manufacturing facilities, including Euro Composites and Continental Teves, which require trained workers. Culpeper has a robust fiber optic network and has created a partnership with Germanna Community Colleges .to address job-training needs. Fauquier County: Fauquier County's economic development plan focuses on diversity in the economic base. The five targeted areas, not in priority order, are 1) agriculture, to preserve the agricultural base and expand in the area of bio-technology, 2) technology, building on the work of the Technology Advisory Council, 3) Low Impact Industry, 4) Tourism, including agri-tourism, eco-tourism and heritage tourism, and 5) associations and non-profits, capitalizing on the proximity to DC. The plan will focus more on supporting existing businesses than on bringing in new businesses through outreach efforts. Orange County: Manufacturing firms are primary employers. While these firms are highly valued, Orange County also recognizes that a greater diversity of commercial enterprise is desirable. The County is working to identify strategies and establish methods to retrain our citizens to participate in the "new economy" and to provide the necessary infrastructure for attracting "digital" firms. Orange County Public Schools have developed programs to teach students the skills necessary for inclusion in the marketplace of'the future. The town of Orange, the Chamber of Commerce and the county are developing a business incubator to promote "homegrown" businesses of all varieties. The County seeks to strengthen ties with Germanna Community College as an essential parmer in workforce development. The Orange County community is dedicated to a multi-faceted approach for promoting long-term growth that protects the County's economic vitality. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 6 PLANNING DISTKICT 10 The City of Charlottesville: Charlottesville remains the area's largest employment location with about 36,000 jobs (April, 1993) as compared to about 29,000 in Albemarle County. Together, the City and County are Planning District 1 O's employment center, employing 88% of the work force~ Government, services and trade are the sectors with the highest employment. These three sectors alone employ over 80% of those working in the City. Tourism is becoming increasingly important. In 1998 alone this industry generated $117.3 million total revenue; over the last 8 years total travel expenditures have increased 81.6%. The City plans to implement a citywide "Technology Zone" which'would assist start-up technology businesses and encourage existing technology companies to remain in the city. The City has implemented the Laboratory Specialist Training Program at the Grove Street "Connected Community Center" to prepare workers in the area of research and development. The City has established an Electronic Technology Development Program known as the Connected Community, which has been coordinated with the University of Virginia, Piedmont Virginia Community College and local businesses that need employees in the area of computers and electronic technology. The program works with businesses and educators to train future employees in the technology area, primarily in the downtown and West Main Street areas. Albemarle County: Albemarle County enjoys a stable economic base due to tourism and the University of Virginia. The occupation of County workers, reflecting the presence of the University as well as other higher technology/professional service employers, is fairly concentrated in managerial and specialty occupations and technician, sales and support occupations. Close to 70% of labor force occupations are executive, administrative, managerial and professional specialty (36%) or technicians, sales and administrative support (33%). The county is strongly committed to protection of the natural resources and beauty of the area. The county may need to become more pro-active than it has been in the past in attracting new businesses due to plant closings and layoffs, but will not abandon its commitment to preserve agriculture, forestry and tourism Fluvanna County: Fluvanna County has experienced rapid residential growth in the last decade, creating a demand on services. Many new residents are retirees. About two-thirds of all workers commute out of the county to Charlottesville or Albemarle County. Most residents also shop outside the county. Only 15% of the county's revenue comes from business taxes, with the top four being public utilities. Future anticipated development includes a $350 million power plant, a $3.5 million bowling alley at Zion Crossroads, and a 100,000 square foot retail center near Lake Monticello. Greene County: Greene County is the smallest county in the state, even without discounting the national park. Almost 80% of the workforce commutes out of the county. The economy is primarily agriculturally based, but there has been growth in the area of manufacturing. The testing site for IIHS is located in Greene County and Technicolor is planning to expand up to 1500 workers from the cra'rent 500. Labor is the biggest need. The county recognizes that it needs to diversify and provide infrastructure. With one of only four access points to the national park, tourism is underutilized in the county. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 7 Louisa County: Until two years ago, the Industrial Development Authority headed up economic development efforts, with the major focus on the Industrial Air Park near the airport. Under the direction of a new Director of Economic Development, the county has now identified four areas as growth and development zones: Gum Springs, Zion Crossroads, Gordonsville, and the Industrial Air Park. Workforce development is a concern, with trained workers needed for existing business to expand. The North Anna Power Plant has been a significant part of the Louisa economy; workers from the plan need to upgrade their skills. A campaign is being planned focusing on the cost of community to encourage workers to stay in Louisa to work .instead of commuting out. Nelson County: Tourism is the largest economic sector in Nelson County. The county has hosted Camp Jeep for the last two years and the event will be held in Nelson County again this year. The Wintergreen resort area is a major attraction. The horse track at Oak Ridge is moving along, but slowly. The county is looking at renovating the train station if it is designated as a stop for the Bristol railway. Colleen Business Park, on Route 29 south of Lovingston, was developed in 1997-98. Another small park is Cohill Industrial Park, which currently has a Food Lion. The Route 29 corridor has been targeted for industrial growth, with water and sewer service in place on Rt. 20 south of Lovingston. 2.1.4 OCCUPATIONS PREDICTED TO INCREASE IN DEMAND JOB CVILLE RN's X Salespersons X Cashiers X Office Clerks X Gen Mgrs - Top X Execs Nursing Aides X Teachers (secondary) X Systems Analyst X Receptionist X Wait Staff X Computer support X Guards Teachers Elementary Hand packers Computer Engineers Computer Programmers Janitors MSA REGION 4 X X X X X X X X X X X DC MSA X X X X X X X X X X Draft Local Strategic Plan for Ju.lyl, 2001-June 30, 2003 Local Workforce Investment Area VI,, Workforce Today March 1, 2001 Page 8 2.2 Region's Workforce 2.2.1 EDUCATIONAL ATTAINMENT PD 9 -Educational Attainment- 1990 Grad/Prof. Less 9th Bach. Dg. (5.8% (13.9%) 12.4% ;soc. Degree (5.0%) Some College/No Degree (17.1°£) 9-12th Gd. (14.9°£) HS Grad. 31.0% PD 10 - Educational Attainment- 1990 Grad/Prof. (12.6%) Bach. Dg. (15.8%) ~ssoc. Degree (4.7%) ~- Some College/ No Degree (15.0%) Less 9th (13.2%) ll9-12th Gd. (13.8%) ~--.._ HS Grad. (24.9%) Draft Local Strategic Plan for JulyI, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March I, 2001 Page 9 2.2.2 SIZE OF LABOR FORCE PDC 9 Total Employment 16,000 14~000 12,000 10,000 8,000 6,000 4,000 2,000 0 *These figures represent the average of eachyear's quarterly totals. = Culpeper .-~_.Fauquier --a--Madison x Orange x Rappahannock 45,OOO 4O,OOO 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 PDC 10 Total Employment = Albemarle + Fluvanna & Greene x Louisa ~( Nelson --e-- Charlottesville *These figures represent the average of each year's q uartedy totals. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 10 2.2.3 USE OF THE VIRGINIA EMPLOYMENT COMMISSION The pattern of use of the Virginia Employment Commission services in Planning Districts 9 and 10 indicate that the applicants have a lower level of educational attainment than that of thc general population. Not all applicants are unemployed and thc number of applicants exceeds the number of jobs listed, in contrast to the experience of businesses in the area, which generally have more vacancies than applicants to fill them. APPLICANTS USING THE VEC · First quarter applicants -1465 persons in PD 9 -3544 persons in PD 10 · First quarter jobs listed with VEC -398 in PD 9 -1144 in PD 10DEMOGRAPHICS OF APPLICANTS USING THE VEC · In PD 9 -67% White -30% Black -2% Hispanic -39%. Male; 61% Female -31% Employed -69% Unemployed · In PD 10 -55% White -39% Black -5% Hispanic -49% Male; 51% Female -25% Employed -75% Unemployed EDUCATIONAL ATTAINMENT OF APPLICANTS · In PD 9 -3% Still in school -22% Less than high school education -52% High School diploma or GED -23% Post secondary · In PD 10 -0.3% Still in School -17% Less than high school education -48% High School diploma or GED -35% Post secondary Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 11 3 3.1 3.1.1 Strategies Develop the One Stop System in each planning district to be the primary resource for job seekers and employers to connect workers and jobs. Create Business Education Round Tables In Each Planning District As Forums For Communication; Catalysts For Change Implement a WIA Data Management System To Insure Planning and Implementation Strategies Are Based on Sound Information Prepare For Dive?sity Develop a Job Retention Strategy Continue Search for Financial Support To Insure Basic Support and Specialized Services Create Assessment and Training System for Employability Skills Create a Network of Support Systems Promote Small Business Creation Develop Communication Links With Providers of Youth Services to Identify Resources and Gaps and to Initiate Cooperation and Integration Of Services. Develop the One Stop System in each planning district to be the primary resource for job seekers and employers to connect workers and jobs. The One Stop Service Delivery System is the key component of the workforce development system. The One Stop Systems will be the main vehicle for integrating and coordinating service delivery among all program parmers throughout the local workforce investment area. In order to be effective, the One Stop Systems must be customer-driven, business focused, and equally address the needs of both the employer and job seeker. DESCRIPTION OF SERVICES COMMON TO SYSTEMS IN BOTH PLANNING DISTRICTS INTEGRATION OF SERVICES Improving the quality of our workforce by improving training opportunities, coordinating among education and training providers, and streamlining access to employment opportunities will require improved communications among service providers, educators and the business community to achieve coordination and integration of services. Mechanisms to achieve this new level of coordination and integration include regular meetings, newsletters, and verbal and electronic communications. The Local Workforce Investment Board and the One Stop Operators will also invite parmers in the community to participate in joint planning to address local workforce needs. All mandatory and optional partners who are part of the One Stop Service Delivery System must commit to Drafi Local Strategic' Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 12 coordinate resources and programs and. to promote a more streamlined and efficient workforce development system. The Local Workforce Investment Board and the One Stop Operators will promote information sharing and the coordination of activities to improve performance of local partners and will work cooperatively to identify and address barriers to coordination. TECHNOLOGICAL CONNECTIONS The One Stop Operators will work with other parmers to establish common intake instruments and procedures for utilizing the electronic backbone for data sharing now being developed by the Commonwealth of Virginia through the Mid-Atlantic Career Consortium (MACC), expected to be operational in July 2001. Partners will be required to use common release of information processes, subject to confidentiality provisions. Each One Stop comprehensive and satellite center will be equipped with appropriate equipment for both customers and staff. The One Stop Operators will work with panners to develop a web page the system with links to each local access point within the one- stop system. The Operators will manage the electronic infrastructure needed to deliver WIA-authorized services to customers through the one stop career center network and will promote the development of common data systems to track progress and measure performance.. MARKETING To be effective, the One Stop System must communicate its services to the public and deliver on what it promises. A high level of customer satisfaction will prompt word-of- mouth referrals and may be the most valuable means to market services. Additionally, the One Stop Systems must develop comprehensive marketing plans to present the information in an inviting way through a variety of mediums and channels to reach a diverse audience. The usage patterns of VEC services in both planning districts highlight the challenge of making the One Stops appealing and useful to job seekers and job listings alike that accurately reflect the make-up of the labor force and the business community. CORE SERVICES Outreach, intake, and orientation to the information and other services available through the' One-Stop delivery system; Initial assessment of skill levels, aptitudes, abilities, and supportive service needs. Provision of employment statistics information, including 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. Provision of performance information and program cost information on: eligible providers of WIA training services; eligible providers of WlA youth activities; . providers of adult education described in Title II; providers of post-secondary vocational education activities and vocational education activities available to school dropouts under the Carl D; Perkins Vocational and Applied Techn.olog. y Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 March 1, 2001 Local l, Vorkforce Investment Area VI, Workforce TOday Page 13 3.1.2 Education Act; and providers of vocational rehabilitation program activities described in Rehabilitation Act of 1973. · Provision of information regarding filing claims for unemployment benefits. · Provision of accurate infOrmation on the availability of supportive services, including childcare and transportation available in the local area, and referral to such services, as appropriate · 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. · Self-help job search and placement assistance. · Information and assistance in applying for welfare-to-work activities. · Access to core services and information about all programs of required partner agencies. · Information and assistance in applying for financial aid programs for education and training not funded under this Act. INTENSIVE SERVICES AND ASSESSMENTS · Specialized assessment that may include diagnostic testing, in-depth interviewing and evaluation, and development of an employment plan. · Individual and group counseling, career planning. · Prevocational workplace behavior skills; internships · Case management to include follow-up. · Issuance of Individual Training Account (ITAs) through which customers purchase skills training. These ITAs will be issued to those customers who are eligible to receive services under the Dislocated Worker or Disadvantaged Adult Programs and are assessed as needing to upgrade their work skills. Also, as directed by the LWIB, support for child:care, transportation, and other needs, as appropriate, will be provided. ITAs will be issued as a result of a planning process that produces a course of action agreed upon by a career counselor and the customer. SYSTEM DESCRIPTION FOR PLANNING DISTRICT 9 CONSORTIUM SERVING AS THE OPERATOR The Northern Piedmont Workforce Development Coalition (the Coalition) serves as the umbrella organization for regional work_force development initiatives. Consisting of business representatives appointed by local governments of the region along with special population service providers and education officials, the Coalition is created to serve the employment needs of our business community, expand communications related to workforce development, and coordinate efforts and take steps to identify and fill gaps in workforce development efforts. ONE STOP CENTERS Planning District 9 is a rural area without a sophisticated transportation network among the five counties of Culpeper, Madison, Fauquier, Orange and Rappahannock. The Coalition seeks to provide reasonable access to core services, intensive services and training in the customer's home locality. To that end, the Coalition will establish career Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 14 3.1.3 centers in each of the jurisdictions and the Virginia Employment Commission as important local access points for our customers. These local access points include: Culpeper Career Center, Culpeper · The WorkPlace, Warrenton · A Career Center, Orange · Madison Social Services Office, Madison · Rappahannock County Service Center, Rappahannock County Library, Washington · Virginia Employment Commission, Culpeper SYSTEM DESCRIPTION FOR PLANNING.DISTRICT 10 CONSORTIUM SERVING AS THE OPERATOR The initial partners are the Virginia Employment Commission (VEC), Piedmont Virginia Community College (PVCC) and the Monticello Area Community Action Agency (MACAA). Additional partners may be added in the future. Adult Education has expressed an interest in becoming a partner. The Department of Rehabilitative Services (DRS) and Offender Aid and Restoration (OAR) have played key roles in developing the agreements and design of the system and center and may become partners at a future time. ONE STOP CENTERS The physical location of the comprehensive center will be the Virginia Employment Commission, 400 Preston Avenue, Charlottesville, VA 22902. This is in the downtown area of Charlottesville and is well-served by existing transportation systems. The Career Resource Center of Piedmont Virginia Community College will be co-located with the VEC on the first floor of the facility. State Farm Insurance has donated attractive furnishings for the center. MACAA will co-locate one staffmember at the One Stop Center one day per week. MACAA staff will receive referrals and requests for support services, including housing, child care, financial assistance, mental health services and personal and family counseling and offer these services through the One Stop System as part of their agency mission. The Department of Rehabilitative Services (DRS) will co-locate a rehabilitation counselor at the comprehensive center one day per week. Conversations have been initiated with parmers in Nelson, Louisa and Albemarle Counties to begin the process of establishing satellite and information centers. Although the comprehensive center is centrally located in the most populous area of the area, much of the planning district is rural in character and will be best served by satellite sites. 3.2 Create Business Education Round Tables In Each Planning District As Forums For Communication; Catalysts For Change Elementary and secondary education has a profound effect on the readiness of young people to enter the job market or to pursue occupational training or higher academic study. The Business Education Round Tables are proposed as a means to connect' the Draft LOcal Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 15 needs of business with the local school systems in order to communicate needs and constraints and proactively generate ideas to better equip students for the workforce. 3.2.1 IDENTIFY PARTNERS~ MEET WITH INTERESTED PARTIES In Planning District 10, the'following partners have been identified: Local Workforce Investment Board: chairperson and'Executive Committee members from PD-10; Superintendents of the six local school Districts; Charlottesville Regional Chamber of Commerce: president and chairperson; Thomas Jefferson Partnership for Economic Development: Executive Director and chairperson; Piedmont Virginia Community College President; Thomas Jefferson Planning District Commission: Executive Director and WIA support person; Virginia Employment Commission Manager; University of Virginia: Vice President of Human Resources, Charlottesville-Albemarle School Business Alliance: Director and chairperson; Chairperson from each of six identified sectors; Chief Local Elected Officials from the six jurisdictions in Planning District 10. The six sectors identified include: Construction, Health Services, Technology, Business/Financial Services and Insurance, Hospitality and Tourism and Manufacturing. In Planning District 9, the Northern Piedmont Workforce Development Coalition serves as a regional committee to examine workforce development issues and to recommend new policies and initiatives for workforce development. The Coalition members include all of the private sector appointments to the LWIB from PD 9, the VEC, the Career Center operators from each county and public school superintendents. This Coalition has met one time so far and will meet again in March. The Coalition will consider the sponsorship of.industry cluster focus groups at their March meeting designed to bring out ideas and feedback pertaining to training needs and opportunities for specific industry areas. These industry areas include manufacturing, health, technology, tourism and hospitality services and other groupings. 3.2.2 HOLD FIRST MEETING A meeting of potential partners was held on January 5, 2001. The Chair of the Local Workforce Investment Board to the Chief Local, the President of Piedmont Virginia Community College (who is also a member of the LWIB Executive Committee) and the Superintendent of Aibemarle County Schools made a presentation to the Chief Local Elected Officials of Planning District 10 at a breakfast meeting on January 31, 2001. 3.2.3 3.2.4 3.2.5 REACH CONSENSUS ON MISSION SET DIRECTION ESTABLISH INDUSTRY-BASED CLUSTERS LINKING EDUCATION~ TRAINING AND WORKFORCE SKILL NEEDS Thc six sectors currently identified for Planning District 10include: Construction, Health Services, Technology, Business/Financial Services and Insurance, Hospitality and Tourism and Manufacturing. Draft Loca[ Strategic Plan for.Julyl, 2001-June 30, 2003 March .1, 2001 Local I'gorkforce Investment Area VI, IForkforce Today Page 16 3.3 3.3.1 3.3.2 3.3.3 3.3.4 3.4 3.4.1 There are other groups utilizing business sectors as part of their data-gathering, planning and on-going projects. These include the Charlottesville Regional Chamber of Commerce and the Charlottesville-Albemarle School Business Alliance. Part of the planning and implementation of the Business Education Roundtable will include working with these organizations, who are part of the BERT membership, to streamline the organization and capitalize on partnerships and planning work already in place. In Planning District 9, industry cluster focus groups will be designed to bring out ideas and feedback pertaining to training needs and opportunities for specific industry areas. These industry areas include manufacturing, health, technology, tourism and hospitality services, and other groupings, to be determined by the Coalition. Implement a WIA Data Management System To Insure Planning and Implementation Strategies Are.Based on Sound Information In order to insure that planning and implementation strategies are based on sound information, a Data Management System will serve as a repository of data to: KEEP THE LWIB INFORMED OF PERTINENT DEMOGRAPHICS THAT ARE CONSTANTLY CHANGING IN ORDER TO SERVE CHANGING NEEDS; FACILITATE THE UNDERSTANDING OF THE LEARNING/EMPLOYMENT CONTINIUUM; CONNECT ACCESS POINTS FOR ALL ONE-STOP PARTNERS, INTEGRATING THEM INTO THE WORKFORCE DEVELOPMENT SYSTEM; FACILITATE THE POSTING OF JOB VACANCIES 24 HOURS PER DAY LOCALLY~ STATE AND NATION-WIDE. Prepare For Diversity Today's workforce is becoming more diverse as evidenced in the increased mix of national origin, race, gender, age and people with disabilities in the labor force. It will be necessary for the LWlB to understand the implications of that diversity and to prepare One-Stop Centers and training providers who serve these sectors of the workforce to bridge the cultural gaps and break down barriers to academic success. It could prove beneficial to offer cross-cultural training to employers to enhance worker performance and employment success. The following strategies will be implemented to provide consistent, fair service and curricula to the broad spectrum ora fluctuating, diverse society in the region. EMPLOY A PROFESSIONAL AS A CONSULTANT · To create awareness of changing demographics; · To institute cross-cultural training sessions for the LWIB and certified training providers; Draft Local Strategic Plan,for Julyl, 2001-June 30, 2003 Local V/orkforce Investment Area YI, V~orkforce Today March 1, 2001 Page 17 3.4.2 3.4.3 3.5 3.5.1 To offer opportunities for participation in cross-cultural training for business, industry, and job seekers. OFFER BROAD CHOICES IN TRAINING The Local Workforce Investment Board will maximize customer choice by insuring that a broad cross section of certified training providers is available. This can be accomplished through a marketing strategy for an .appliCation process for the certification of training providers promoted through the news media and printed literature displayed in government institutions and public offices such as chambers of commerce, VEC offices, county office complexes, city hall, post offices etc. MAKE ONE STOP SERVICES ACCESSIBLE TO NON-ENGLISH SPEAKING CUSTOMERS Coordinate services to the agricultural community (i.e..migrants and seasonal farm workers and agricultural employees). One-Stop Centers shall offer a full range of employment services .to all customers that enter the office,-regardless of their level of proficiency in the English language. These services will include: All core, intensive and training services for which the client is eligible, with a concerted effort to hire bi-lingual or multi-lingual staff Translation of key documents into other languages English as a second language (ESL) classes Language classes for trainers/staff Develop Job Retention Strategy Create a job retention team to assist businesses with job retention issues PILOT PROGRAM Piedmont Works is currently working with K16ckner-Pentaplast to develop a job retention strategy for the manufacturer. Implementation of the strategy is expected to bear results by November 2001. The level of success will dictate any revisions in the methodology of assessment and implementation prior to replicating the process in other businesses The commitment, of the business to resolving job retention issues is critical to success. The business must be wilhng to bear the costs of making the needed changes to resolve the issues as well as pay some fee for the analysis and development of a solution. The commitment must include a willingness to change. The ideal team size for the assessment and problem-solving process is three.. Team members must have some business experience and may be drawn from a consulting group. The team composition needs to address various functional areas, but a team leader as such is not necessary. A comprehensive assessment is the foundation for developing a strategy to reduce turnover. The first step is to compute the costs of turnover, including solicitation.of Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 18 candidates and hiring, formal training, and on-the-job training. The team will analyze data to identify a turnover pattern by looking at the rates of turnover in the first 10 days of employment, in the 10-day to 60-day time frame, and so on, and identify events or other triggers that occur in that timeframe that may effect turnover. The team will also look for symptoms that precede an employee?s departure, such as high absenteeism, loss of productivity, confrontations on the job, reprimands and other indicators. The team will interview the managers to get an overall picture of the company including the mission, history, growth patter and current direction. Using the information collected, the team will discuss what they have found and formulate a working hypothesis of the causes of turnover. Before formulating a solution, the team will test their hypothesis by talking to the labor force. Questions will focus on personal values, level of satisfaction, and degree of importance of various job-related characteristics to get a picture of what would be required to make workers happy and successful. The team will propose a solution, generally involving a number of recommendations, to management and work with management to work out an implementation time line and strategy. The team will monitor the turnover rate and track changes. In Planning District 9, there are no regional initiatives related to job retention at this time. The Economic Development Operations Group, a committee of the local professional economic developers, may begin examining such a program. 315,2 PROMOTION AND MARKETING The Local Workforce Investment Board, in partnership with chambers of commerce, will sponsor a series of seminars or presentations focusing on job retention. Presentations will include a mechanism for surveying the needs of the business clients attending. Through presentations and other materials, the LWIB will stress the inclusion of training in employer's budgets as a means of retaining employees. The Local Workforce Investment Board will also identify best practices and in-place internal solutions that may serve as models for successful reduction of job remover. The Local Workfome Investment Board will identify individuals in the community who could be potential team members, Working with the Service Corps of Retired Executives and other organizations. In concert with chambers of commerce and other organizations, the LWlB will market these resources to businesses. One mechanism will be the updating and expansion of the Employer Retention Resources website at www.piedmontworks.org/err. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 19 3.6 3.6.1 Continue Search for Financial Support To Insure Basic Support and Specialized .Services GRANTS NATIONAL RESERVE GRANT LWlA VI and LWlA IV (Shenandoah Valley) are jointly working with the Virginia Employment Commission in applying to the Department of Labor to reprogram funds from the Hurricane Floyd National Reserve Grant for services to employees affected by the ConAgra plant closing in Crozet. The closing affected 628 employees. From work on- site, case managers have estimated that 40% of the affected employees are illiterate or functionally illiterate. The Hurricane Floyd Funds available for reprogramming total $367,000. Due to the significant training needs expected, the cost per client is estimated at over $3,000, for an estimated 350 clients. NATIONAL EMERGENCY GRANT. LWIA VI and IV will follow up the reprogrammed Hurricane Floyd funds with an application for a National Emergency Grant for the needed balance to serve all clients. H-1B TECHNICAL. SKILL TRAINING GRANTS In September, the Local Workforce Investment Board's Executive Committee agreed to parmer with the private firm running the RichmOnd area program on a grant for Technical Skill Training. The partnership for pursing the grant proved impossible for that round. LWIA VI staff is continuing to monitor the DOL web site for information on future solicitation for the H-lB Technical Skill grants and has collected some data and proposed program descriptions for use in the application. VIRGINIA BOARD FOR PEOPLE WITH DISABILITIES The LWlA VI program manager attended the briefing session for the Requests for Proposals of the Virginia Board for People with Disabilities held in Charlottesville on January 5, 2001. Staff forwarded the RFP for Collaborative Partnership for Community Employment to Piedmont Works of Piedmont Virginia Community College, Entrepreneurship Training for People with Disabilities to the MicroLoan Program Manager at Piedmont Housing Alliance, High School/High TeCh to the Charlottesville- Albemarle Technical Education Center, and Strategic Partnerships in School Systems to FOCUS/TeenSight, the youth services provider in LWIA VI. DEVELOP A RESOURCE DEVELOPMENT COMMITTEE The LWIA VI staffwill develop working relationships with area agencies and other Local'Workforce Investment Areas to seek out funding opportunities, write grants, and form partnerships to secure additional funding for WIA related activities. Ideally, one parmer will take the lead role in developing the grant application, with support from LWIA VI staff and other parmers as appropriate. The grants sought must be consistent with the strategic plan of the Local Workforce Investment Board. The LWlB will avoid grants or funds that may divert workforce development efforts from the stated goals. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 20 3.6.2 NEGOTIATE I~INANCIAL AGREEMENTS WITH MANDATORY AND OPTIONAL PARTNERS The Basic MOU commits the partners to participate in discussions and negotiations to work out the details of partner participation in the One Stop Delivery system, including resource allocation. The specific financial or fiduciary agreements to the One Stop system will be outlined in a separate agreement between the local board and the One Stop partners. LEVERAGE AVAILABLE FUNDS Preliminary estimates of funds earmarked for employment services and workforce development and training indicate that WIA Title I funds account for only 5% of the total. In FY 00, funds from the Adult Education and Family Literacy Act (AEFLA) comprised an estimated 3.9% of total local services spending. In FY 01 AEFLA funds are expected to account for an estimated 4~4% of that spending. Other big contributors to local services among required one-stop parmers are Title I of the Rehabilitation Act at about 21% for'both years, followed by Unemployment Insurance Administration State Grants at about 16%. Federal vocational education funds amounted to 3.5% and 3.4% of the total available for local services for those fiscal years. The largest piece of the funding goes to Community Colleges, with three in the Local Workforce Investment Area. The Local Workforce Investment Board will work with mandatory and optional parmers to integrate services to achieve the highest and best use of available funds. 3,6.3 REGIONAL COMPETITIVENESS ACT FUNDS Both Planning Districts in the Local Workforce Investment Area were certified under the Regional Competitiveness Act in the fall of 1999. Regional Competitiveness Program (RCP) funds supplement funding from a variety of sources for a variety of programs that have some commonality with workforce development efforts. Coordination of the use of RCP funds with the Local Workforce Investment Board's workforce development strategies is accomplished by having several common board members between the two entities and staffing both through the Planning Districts. 3.7 3.7.1 Create Assessment and Training System for Employability Skills INSTITUTE A HOLISTIC ASSESSMENT SYSTEM FOR CLIENTS A comprehensive assessment of an individual is the foundational step leading to a successful job search. The initial assessment of skill levels, aptitudes, abilities, and supportive service needs provided as a core service is the instrument through which the client will be determined to be "job ready" or to need additional services in order to find a suitable job. For clients needing and eligible for intensive services, the case manager will conduct a specialized assessment that may include diagnostic testing, in-depth interviewing and evaluation, and development of an employment plan. The assessment will include testing using the Test of Adult Basic Education (TABE) 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 Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local FForkforce Investment Area VI, Workforce Today March 1, 2001 Page 21 3.7.2 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 Services Strategy (ISS) and individualized training strategy. The case manager may also utilize Meyers-Briggs, Career I.Q., Choices and The Career Exploration Inventory assessments if deemed necessary. EXPAND DISTANCE LEARNING POSSIBILITIES TO REACH PEOPLE WHERE THEY ARE INFORMATION TECHNOLOGY ACADEMIES Driven by the expansive growth of technology companies in the Charlottesville area dn the national shortage of information technology personnel, a new mOdel for technology training and education has emerged. The Charlottesville Albemarle Technical Education Center (CATEC) has established a new enrichment program to address the need for creating a locally-grown, skilled I.T. workforce. The Information Technology Academy offers a novel approach to learning essential I.T. skills by combining the use of online resources, distance learning, workplace experience, and traditional classroom instruction. The I.T. Academy is a non-profit, public school program initiated by a regional Venture grant funded through the Thomas Jefferson Planning Commission with Regional Competitiveness Program funds. MOBILE CLASSROOMS A pilot program providing a mObile classroom for Agnor-Hurt Elementary School in Albemarle County was put into service in the fall of 2000. The "Do Drop In" program is an after-school program that targets economically disadvantages students in the school's district. The bus was refumished into a mobile classroom, complete with air conditioning, carpeting, books and computers, through a $25,000 grant from State Farm Insurance. The concept of the mobile classroom, with full or partial sponsorship from the private sector could be applied to a number of training needs, taking classes on a temporary or rotating basis to various geographic locations within the local workforce investment area. DISTANCE LEARNING CLASSES THROUGH COMMUNITY COLLEGES 3.7.3 TARGET DISLOCATED WORKERS FOR SKILL DEVELOPMENT There have been several plant closings and lay-offs in the area in the past year. These workers generally have a solid work history and excellent basic job skills, but lack the specific occupational skills needed to gain employment in growing occupational areas. These workers will be targeted for occupational training. Funding is being sought for services to former workers of the ConAgra plan. Obligation of rapid response funds is also expected fi.om the'state. If these funds are not sufficient to address the needs of dislocated workers in the area, the Local Workforce Investment Board will consider a request to transfer some of the Adult fimds into the Dislocated Worker Program. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 22 3.7.4 TAP THE POTENTIAL OF OLDER WORKERS INTEGRATE SERVICES Services specifically targeted to older workers are provided by the Jefferson Area Board for Aging (all of Planning District 10), Green Thumb (serving 22 counties in Central Virginia, including all of Planning District 10 and Madison, Orange and Culpeper Cotmties in Planning District 9) and the Rappahannock-Rapidan Community Services Board (Rappahannock County). Services are being integrated through managed-referral, providing assessment services and training to appropriate clients through WlA Title I Adult Services, and sharing jOb listings. WORK WITH EMPLOYERS TO DEVELOP SOLUTIONS In order to tap into the experience of older workers, employers may need to develop some specific strategies to attract these workers, including part-time employment and job sharing. Working with chambers of commerce, other organizations and local businesses, the Local Workforce Development Board, primarily through the One Stop Systems, will work with employers to develop strategies to optimize the use of older workers. 3.8 Create a Network of Support Systems In order to encourage the continued training and education of a prepared workforce, important components of support must be in place to assure consistent and regular class attendance and thereby success and achievement. It is necessary to identify the real support system elements: CHILDCARE · Identify all registered day care centers in the region · Assess their availability to individual clients and their proximity to the home or workplace in each individUal situation. TRANSPORTATION · Identify transportation gaps in overall system · Assess public transit roles and tailor to each client's situation and need · Market a guaranteed ride home BEST PRACTICES · Use established "success criteria'? provided by One-Stop Operators and training providers and maintain their high visibility · Evaluate services, identifying gaps and overlaps by encouraging open dialogue and periodic, written assessments of ongoing services. · Develop and market the accessibility of information to.job seekers and employers via the Internet, fax and/or telephone contacts with the One- Stop system · Provide current information to clients in written and electronic form · Maintain an ongoing survey and analysis of client needs · Maintain a cooperative effort to share information among all partners Drafi Local Strategic Plan for Julyl, 2001-June 30, 2003 Local :Workforce Investment Area VI, Workforce Today March 1, 2001 Page 23 3.9 3.9.1 Promote Small Business Creation Work with chambers of commerce, the Small Business Development Center, the Service Corps of Retired Executives and Piedmont Housing Alliance to coordinate and develop strategies and programs to promote the creation of new jobs through small business development. MICROLOAN 'PROGRAM In Planning District 10, the MicroLoan Program helps businesses obtain loans of up to $25,000 and offers'small business planning and training. For the past two years, Virginia Economic Development Corporation operated this program, with staffing through the Thomas Jefferson Planning District Commission. In 2000, the MicroLoan program and the VEDC relocated to the Piedmont Housing Alliance, which has hired a staffperson to manage the MicroLoan Program. The program, jointly funded by seven local banks and the Alliance for Interfaith Ministries, also provides education, training, and mentoring. This program has built cooperation between private and public sectors and the localities in Planning District 10, as more entrepreneurs emerge ready for business. The MicroLoan program has established partnerships with the Service Corps of Retired Executives (SCORE), the Small 'Business Development Center (SBDC), the Charlottesville Office of Economic Development, the Department of Rehabilitative Services and the Virginia Department of Minority Business Enterprise. In Planning District 9, twenty-eight representatives from seven banks and five localities met on February 2, 2001 to discuss developing a regional micro-enterprise .loan pool. Representatives from Lord Fairfax Community College's new SBDC and the Germarma Community College's Small Business Development Coordinator spoke along with Chamber of Commerce Director in Orange County encouraging participation by local lending institutions. Stephen Manster of RADCO described how the Fredericksburg Area MicroLoan Enterprise program works. Representatives from Southern Financial Bank agreed to reconvene area bankers after the Regional Commission staff and its consultant, Melissa Cassuberta, prepared a draft structure for the regional MicroLoan program. Representatives from 2nd Bank and Trust and The Bank of Fauquier also indicated a willingness to assist Southern Financial in calling together the bankers to further discuss the program. 3.9.2 SMALL BUSINESS DEVELOPMENT CENTER The. Central Virginia Small Business Development Center (CVSBDC) is part of a statewidc network whose goal is to contribute to the growth and development of thc Virginia's economy by providing management, technical, and other assistance to existing and potential small- and medium-sized businesses throughout the Commonwealth. Such assistance is provided primarily through direct one-on-one counseling and through efficient, cost effective training. Thc CVSBDC supports the objectives of the US Small Business Administration. Through its partnership with the US Small Business Administration, thc Virginia Department of Business Administration, Piedmont Virginia Community College, the University of Virginia, and the 'Charlottesville Regional Chamber of Commerce, the CVSBDC gains the resources and support needed to fulfill its mission. Located in Charlottesville Virginia, the CVSBDC offers free consulting services and training to small business owners and managers and to those persons who would like Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 24 3.9.3 to start a new venture. Financial and technical support is provided by the following local sponsors: Bank of America, CFW Intelos, Charlottesville Regional Chamber of Commerce, Cornerstone Networks, First Virginia Bank - Blue Ridge, Fluvanna County, Louisa County, Orange County, Piedmont Virginia Community College, and the University of Virginia SERVICE CORPS OF RETIRED EX~CtJTIVES (SCORE) The SCORE Association (Service Corps of Retired Executives) is a nonprofit association dedicated to entrepreneur education and the formation, growth and success of small business nationwide. SCORE is a resource partner with the U.S. Small Business Administration. Local chapters provide free counseling and low-cost workshops in their communities. Chapter 494, Central Virginia, has more than twenty counselors. Both working and retired executives and business owners donate their time and expertise as business counselors. We provide free consulting services to both start-up and existing small businesses in our central Virginia service area. These counselors have many years of business experience in various fields such as restaurants, retail, and construction, among others. The chapter also presents approximately forty seminars each year on various business topics such as business planning, marketing, and financing. 3.10 Develop Communication Links With Providers of Youth Services to Identify Resources and Gaps and to Initiate Cooperation and Integration Of Services. 3.10.1 CONDUCT A SYMPOSIUM FOR YOUTH AGENCIES, ORGANIZATIONS AND YOUTH A variety of agencies and organizations provide services to prepare youth to enter the world of work. Th.e Workforce Investment Act provides the opportunity to educate individuals and agencies about available resources and to identify gaps and overlaps in service. This sharing of information is the first step to seek new partnerships to more effectively serve the youth'ofthe region. The role of the Youth Council itself needs to be clearly defined for it to provide effective leadership and coordination. The Youth Council plans to organize a symposium in each planning district to bring these agencies and organizations together to: 1) Develop common goals for youth, 2) Provide forum for school-to-school dialog, 3) Conduct youth-focused small group discussions to insure responsiveness to youth needs and create greater understanding among youth regarding services/opportunities available to them, 4) Identify existing resources using a "wall of services" on which participants can write their programs and needs, 5) Identify and provide opportunities for partnering among agencies and 6) Create linkage with One Stop Centers and system. The anticipated outcomes from the Symposium include: 1) An exchange of information on services and needs 2) A marketing strategy to inform youth and other providers of available services, 3) Creating linkages among youth/providers, including connections ~with new staff in existing networks among providers, 4) Putting a face on youth, both on challenges and potential, and 5) Creating an image of "Youth as Tomorrow's Workforce". Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local -Workforce Investment Area VI, IY'orkforce Today March 1, 2001 Page 25 3.10.2 MARKET YOUTH COUNCIL 3.10.3 3.10.4 3.10.5 3.10.6 Create a Youth Council web site with links to available resources. Ideally, this would be created by youth as part of the summer employment youth activity. This could serve as a vehicle to link with business and industry. CONDUCT TOPICAL TEEN FORUMS In partnership with groups with similar interests, including but not limited to MACAA, Schools, Recreation Departments., Commission on Youth and Families and Offices on Youth, hold one or more forums with youth as panelists, to focus on specific topics. DEVELOP A PILOT PROGRAM TO MEET ONE OR MORE. SPECIFIC NEEDS Using existing resources and funding from grants, create model programs for urban and rural programs. This will be a way to start small, focusing on a group of young people in two jurisdictions, one urban and one rural. A small scale will provide an opportunity to try out different approaches based on the specific needs and resources in the community and to troubleshoot issues as they arise. The concept is to build success on a small scale and then replicate the model in other areas. CONDUCT A NEEDS ASSESSMENT Gather information through the symposium and other links, and then make the information available thrOugh the Youth Council and One Stop. This data will be used to assess needs and identify priorities for youth activities in future program years. LINK WITH OTHER GROUPS As part of the Local Workforce Investment Board, the Youth Council will work cooperatively with the LWIB, the One Stop Operators, and the Business Education Round Tables in the Local Workforce Investment Area to identify common areas of concern and to coordinate resources to achieve the goals of the LWIB and Youth Council. Additionally, the Youth Council will work with the LWIB to create links with employers through Chambers of Commerce and other organizations, academies (Governor's School, IT Academy), and local school systems. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 26 Attachment A Introduction - OperatiOnal Portion of Plan This portion of the plan focuses on the Program.Year beginning July 1, 2001 and ending June 30, 2002. This portion of the plan will be updated by April 1, 2002 for the Program Year beginning July 1, 2002 and ending on June 30, 2003. Some portions of the plan may also be updated during the course of the program year, with any such revisions subject to acceptance by the Local Workforce Investment Board, with the approval of the Consortium of Chief Local Elected Officials, following a public comment and review period. Approved changes will be submitted to the WIA Unit of the VEC for approval. Local Leadership LWIB Member Participation The Local Workforce Investment Board for LWlA VI has 53 members. In order to keep the LWlB functioning as a policy body, providing strategic leadership in the region, the Board is organized with committees. This structure will enable the Board to fulfill its responsibilities for planning and oversight to ensure customer satisfaction. LWIA VI is made up of two planning districts. Early in PY2001, the LWlB will establish and appoint committees for each planning district. The Business Education Round Tables (BERTs) are expected to fill this role either in their entirety or as a core group for the full committee. The Planning District Committees will engage in more intense planning and coordination for the appropriate geographic region. It is envisioned the real work of the Workforce Investment Act and other workforce issues will take place at this level since it is closer to home and each region has slightly different needs and approaches. The industry sector groups, as identified in the BERT strategy section, will ensure that linkages are made between business/industry and the training programs. The purpose of these committees will be industry-sector specific and will provide the opportunity to insure education and training meet the needs of business and industry. Each planning district will also have a One Stop Oversight Committee to monitor the operation of the One Stop System in each planning district. These committees will include members from the private sector and economic development and labor representatives only; no committee members will be appointed from the mandatory or optional partners in the One Stop Systems. Coordination and Interaction with CLEOs The Local Workforce Investment Board and the Consortium of Chief Local Elected Officials (CLEOs) have entered into an agreement identifying the separate and joint responsibilities of the two groups. This agreement is included Draft Local Strategic Plan for dulyl, 2001-June 30, 2003 Local ggorkforce InVestment Area FL gForkforce Today March l, 2001 Page 27 as an attachment to this plan. Representatives of the LWIB Executive Committee meet quarterly with the CLEOs to inform the Consortium of Board activities and to work with the Consortium on tasks with joint responsibility. The strategic planning process' for Program Years 2001 and 2002 was initiated at the January 11,2001 meeting of the Consortium of Chief Local Elected Official s (CLEOs). The Local Workforce Investment Board requested that each local jurisdiction in the Local Workforce Investment Area give a brief presentation of the local economic development plan, including a discussion of sectors targeted for attraction, growth or development. The _information presented at that meeting is included in this draft plan, and the strategies for workforce development are geared to be consistent with and responsive to these local economic development plans. The March 1 draft plan will be distributed to the administrative offices of all local jurisdictions. All Boards of Supervisors and the City Council have been requested to place this item on their agenda during, the month of March to solicit additional comments. Additionally, the Executive Committees of the Chief Local Elected Officials will meet on March 8 to review and comment on the March 1 draft prior to submission of the final plan on April 1, 2001. Oversight, Monitoring and Corrective Action Virginia Policy 00-9 establishes a framework for chartering local one-stop centers for the first program year in Virginia. The policy for subsequent years has not yet been finalized, but the model currently in place includes level one in preparation for a continuous improvement.model using the Malcolm Baldrige National Quality Award Criteria. These mandatory organizational behavior criteria will be addressed in the local One Stop centers to result in certification as a Virginia Workforce Network center. The Baldrige Criteria will be used as the framework for continuously improving performance in the workforce investment system in Virginia. Copies of the Excellence in One-Stops Guidebook by the Workforce Excellence Network have been distributed to the One Stop Oversight Committee. The LWlB has not yet defined its own local vision for each of the seven categories, but the state vision statements will be used as. a starting point. Leadership: Virginia envisions strong government and business leadership for the system. Communities that are ready to implement successful career center systems evidence .effective private sector-led governance conducted by the area's Workforce Investment Board. Local agency leadership reflects' the value of collaboration and support for the one-stop system and for local economic development goals. One-stop operators demonstrate leadership excellence, collaboration and .support for an integrated one-stop system. Strategic planning: One-stop centers are developed and managed in the context of an LWlB established integrated plan for Workforce services in the community. That plan focuses upon ensuring quality and results from the system of services, including the career centers, 'and is created through the active participation of all key stakeholders and staff. One-stop operators develop and use a strategic business plan for their centers that demonstrates to the WIB the strategies .for Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 28 achieving career center .performance goals for outcomes, customer satisfaction and continuous improvement. Both the local workforce investment area plan and the "center" business plan contain clear and concrete action steps to deploy the strategies developed. Customer, stakeholder and market focus: The LWIBs and one-stop operators are responsible for the active solicitation of customer feedback and articulation of customer need. The LWlBs and one-stop operators will use that information to continuously improve services. Periodic environmental assessments ofworkforce and economic development needs of the region will drive local decisions and planning. Information and analysis: The LWlB and one-stop operators will make consistent use of meaningful information to assist customers in making career development and employment decisions. The LWlB and one-stop operators must implement and improve their systems to identify, acquire and organize a wide variety of national, state and local data sources capable of supporting customers in making effective choices. Human resource development and management: The collaborating agencies invest in staff development, slash hierarchy and empower staff to make necessary decisions. The centers focus upon employee satisfaction just as they do upon customer satisfaction, with management ensuring that staff members have the tools and skills they need to provide excellent service to center customers. The passion for quality among staff matches that of the very best models, whether public or private. Every member of the organization has the ability and authority to meet customer needs, either directly or, where appropriate, by helping the customer make the right connections with the expertise s/he seeks. The investment in staff development is substantial, is ongoing, and focuses both on cross training and overall skill development and upgrading for center staff. Process management:. One-stop operators offer locally customized, reliable information and services in both self-serve and staff assisted formats that are easy to use or easy to access. Staff at the one-stop centers is trained to make full use of technology as a tool in their work and to assist customers in using it. One-stop operators draw upon many sources for their information and many community resources to augment their menu of services. Access to services is continuously improved to become seamless and invisible to the customer and to eliminate hidden barriers. Business Results: Performance goals will be widely publicized so that they are known by parmer staff and the general public. Partner organizations will work together to meet their independent, program-specific goals as well as the overall system goals. Partners will share success and responsibility for falling short of the goals. The LWIB will monitor results and discuss mechanisms for continuous improvement. Draft.Local Strategic Plan for dulyl, 2001,June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 29 Coordination with Statewide Rapid Response Activities LWIA VI has a positive working relationship with Virginia Rapid Response Activities, working closely with Wendy Dougherty, Rapid Response Coordinator, and Harold Kretzer, Manager of the State Dislocated Worker Unit. LWIA VI has collaborated with the VEC in applying to the Department of Labor to reprogram funds from the Hurricane Floyd National Reserve Grant for services to employees affected by the ConAgra plant closing in Crozet. The closing affected 628 employees. From work on-site, case managers have estimated that 40% of the affected employees are illiterate or functionally illiterate. The Rapid Response Coordinator and One Stop staff jointly conducted pre-layoff activities at the ConAgra site. The state routinely forwards WARN letters related to layoffs and plant closings in the region to the LWIA VI administrative staff. LWI. B Staffing Through the Interlocal Agreement, the local governments have named the Thomas Jefferson Planning District Commission (TJPDC) as the administrator, working with the Rappahannock Rapidan Regional Commission (RRRC). The City of Charlottesville is the grant recipient. The TJPDC will be the Fiscal Agent for LWIB funds. The TJPDC will make monthly financial reports to the Consortium, in writing. The audit will be conducted with the TJPDC audit, according the requirements of all OMB and federal regulations. All services will be provided by other entities, such as Community Colleges, certified non-profit or for-profit organizations or the VEC, through the One Stop System and Certified Training Providers. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 30 2 One-Stop Service Delivery System A= Integration of Partner Services O) Mandated Partners (A) WIA TITLE I Adults and Dislocated Workers: Core and intensive services will be delivered through the One Stop Systems in 'both Planning Districts in accordance with the Business Plans for each. Youth: Services for younger youth will be managed through contractor(s) selected through a competitive pro~c~..ess. Older youth may be served directly through the Youth Program, through the One Stop System, or through a combination of the two resources based on the individual plan developed with the case manager. Services through both the Youth Program and the One Stop System will be provided through a system of integrated services in the community, with WIA funds primarily used for case management activities, coordinating services delivered through the partners, to achieve the highest and best use of available resources. 3. Job Corps: A Job Corps representative comes to the Charlottesville VEC and the Culpeper VEC on a periodic basis. The counselors also work with the schools, giving group orientations and taking applications, and work with various agencies. A new contractor was retained by the state to dehver Job Corps services, so that the staff is new and all procedures are not yet firmly in place. The Job Corps manager serves as a member of the Local Workforce Investment Board and the Charlottesville representative serves as a member of the Youth Council. A new representative was assigned to the Charlottesville area in February. (B) LOCAL VIRGINIA EMPLOYMENT COMMISSION (WAGNER-PEYSER PROGRAMS, TRADE ADJUSTMENT/NAFTA, MIGRANT AND SEASONAL FARMWORKER PROGRAM, VETERANS EMPLOYMENT AND TRAINING PROGRAMS, UNEMPLOYMENT COMPENSATION) The VEC is a partner in the Consortium operating the One Stop System in each of the two planning districts comprising LWlA VI. In Planning District 10, the VEC will provide staff in the One Stop Center for 40 hours per week under the supervision of the VEC Operations Manager. Staff will Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, W'orkforce Today March 1, 2001 Page 31 provide core services through the One Stop Center, as coordinated with other partners co-located on site. Core services as defined by the WlA are part of the normal operations of the VEC and will be funded through Wagner-Peyser funds. Claims for Unemployment Insurance and services for Veterans will be provided in the same building as the Comprehensive Center, on another floor. An interviewer level staff person provides services through the Migrant and Seasonal Farmworker Program at the Charlottesville VEC office for the full Local Workforce Investment Area. The V£C Building in Culpeper serves as a Comprehensive Center in Planning District 9 and provides services for the referenced programs. Clients eligible for the Migrant and Seasonal Farmworker Program are referred to the staff person in Charlottesville. All claims for Unemployment Insurance are taken at the VEC office in Culpeper; information on UI is available at the satellite sites. (C) TITLE I OF THE R~H~BILITATION ACT OF 1973 1. Department of Rehabilitative Services In both planning districts, counselors for DRS work on site at One Stop Centers. In Planning District 10, a DRS counselor will be on site at the One Stop Comprehensive Center one day per week. In Planning District 9, a DRS counselor is one site one day per week at the Workplace in Warrenton. 2. Department for the Blind and Visual Impaired. (D) SECTION 403(A)(5) OF THE SOCIAL SECURITY ACT? (E) TITLE V OF THE OLDER AMERICANS ACT There are three service providers under Title V in LWlA VI. The Jefferson Area Board for Aging serves all of Planning District 10 with funding through the State Office on Aging. Green Thumb provides services in 22 counties in Central Virginia, including all of Planning District 10 and the Counties of Madison, Orange and Culpeper in Planning District 9 with federal fUnds. The Rappahannock Rapidan CommUnity Services Board serves the. County of Rappahannock in Planning District 9. Services are being integrated through managed referral, providing assessment services and training to appropriate clients through WIA Title I Adult Services, and sharing job listings. (F) POSTSECONDARY VOCATIONAL EDUCATION ACTIVITIES There are three community colleges in LWIA VI: Piedmont Virginia Community College, Germanna Community College, and the Warrenton campus of Lord Fairfax Community Colleges. All are very active parmers Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area P'I, Workforce Today March 1, 2001 Page 32 in the One Stop System, serving as members in the Consortia operating the One Stops Systems. (G) COMMUNITY SERVICES BLOCK GRANT ACT There are three entities providing services with funding through Community Services Block Grants. The Monticello Area Community Action Agency (MACAA) serves all of Planning 10, Skyline CAP serves Greene and Madison Counties, and the Fauquier Community Services Board serves the County of Fauquier. In Planning District 10, MACAA will co-locate one staff member at the One Stop Center one day per week. MACAA staff will receive referrals and requests for support services, including housing, child care, financial assistance, mental health services and personal and family counseling and offer these services through the One Stop System as part of.their agency mission. (I--I) DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT The Charlottesville Redevelopment and Housing Authority (CRHA) is represented on both the Local Workforce Investment Board and the Youth Council. CRHA began holding quarterly Partners Meetings in October 2000 as a means of sharing information and strengthening ties with other agencies and organizations in the Charlottesville area. The program in February focused on literacy resources. Information on a Technology Opportunities Grant through the Department of Commerce being pursued by the CRHA in concert with the Connected Community, a partnership that includes the Virginia Piedmont Technology Council, the University of Virginia, Piedmont virginia Community College, City of Charlottesville, Albemarle County and key regional technology businesses. The grant focuses on developing an accessible front end to the community web portal site to enable people with low literacy skills, with limited English proficiency and with disabilities to access resources available through the Internet. The LWIB and the One Stop Operator will continue to explore mechanisms for integrating services and leveraging ~resources to bring employment and training services to public housing residents and other citizens living in poverty. (I) ADULT EDUCATION AND LITERACY Adult Education is represented on the Local Workforce Investment Board by a school superintendent from each of the two planning districts making up Local Workforce Investment Area VI. Additionally, the regional adult education specialists from each planning district have been participating in LWlB meetings and in planning One Stop System design and operations. Susan Emo, Regional Adult Education Specialist in Planning District 10, has circulated a resolution authorizing her to represent the six school districts as a partner in the Consortium operating the One Stop System. Participation by Adult Education representatives is important in integrating and coordinating services for customers with low literacy Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 33 (2) levels or low English proficiency and also in designing promotional and informational material to be accessible by this population. Optional Partners In Planning District 9, all Departments of Social Services are members of the Consortium operating the One Stop System. The Director of the Charlottesville Department of Social Services is a member of the LWIB. The Albemarle County Department of Social Services is developing a resource room and will establish a staff work group to focus on employment and training issues and coordination with the One Stop System. Offender Aid and Restoration (OAR) has been very active in Planning District 10, participating in the planning meetings' for design of the One Stop System and development of the business plan. Meeting Needs of Unemployed and Incumbent Workers C. Youth Activities Dm The contract for youth activities for LWIA VI was awarded to FOCUS/TeenSight for the full area. A task force of the Youth Council will meet on March 5 to develop the RFP for youth services for PY2001. The full Youth Council will meet on March 15 to review the draft plan and complete the youth portions of the plan. COntinuous Improvement of Employment and Training Services After the first year of operation, the Certification Committee will request and review performance information from training providers. The Local Workforce Investment Board will maximize customer choice by insuring that a broad cross section of certified training providers is available. This can be accomplished through a marketing strategy for an application process for the certification of training providers promoted through the news media and printed literature displayed in government institutions and public offices such as chambers of commerce, VEC offices, county office complexes, city hall, post offices etc. One Stop Comprehensive Centers and Affiliate Sites The One Stop Comprehensive Center will be located at 400 Preston Avenue in Charlottesville. The Consortium will work with local jurisdictions to inventory existing services and to identify possible satellite and information sites to serve clients throughout the planning district. In Planning District 9, the Consortium will establish career centers in each of the jurisdictions and the Virginia Employment Commission. Currently, the comprehensive center at the Virginia Employment Commission in Culpeper and the satellite centers at the Culpeper Career Center, The WorkPlace in Warrenton and a Career Center in Orange are operational. The Madison Social Servi~es Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 March 1, 2001 Local Workforce Investment Area VI, Workforce Today Page 34 Office and the Rappahannock County Service Center, Rappahannock County Library in Washington are functioning essentially as information sites, with plans to upgrade services to the level of a satellite site within the course ofPY2001. Process for Selecting the One Stop Operator(s) The Local Workforce Investment Board elected to select the Virginia Workforce System Operators by entering into an agreement with a consortium of entities that includes at least three of the required Virginia Workforce System mandatory partners. The structure for the one stop will be different for Planning Districts 9 and 10, due to differences in demographic patterns and the rural character of Planning District 9. The Board authorized one physical comprehensive center in each planning district, at the Virginia Employment Commission offices in Culpeper and Charlottesville for Planning Districts 9 and 10 respectively. One Stop Operators One Stop Operators were named by the LWIB in June 2000. These same operators will continue through PY2001. The initial partners in the Planning District 9 consortium are the Virginia Employment Commission, Germanna Community College, Lord Fairfax Community College, the Rappahannock-Rapidan Community Services Board Title V Senior Employment Program and the Culpeper Department of Social Services. Additional parmers may be added in the future. These parmers have joined together to form the Northern Piedmont Workforce Development Coalition, which will serve as the umbrella organization for regional workforce development initiatives. Consisting of business representatives appointed by local governments of the region along with special population service providers and education officials, the Coalition is created to serve the employment needs of our business community, expand communications related to workforce development, and coordinate efforts and take steps to identify and fill gaps in workforce development efforts. The initial parm~rs in Planning District 10 are the Virginia Employment Commission, Piedmont Virginia Community College and the Monticello Area Community Action Agency. Additional partners may be added iffthe future. The Business Plans for the One Stops Systems serve as combined documentsthat serves three purposes: the agreement between the partners of the Consortium operating the One Stop Service Delivery System in each planning district, the Business Plan for the One Stop Service Delivery System, and the agreement between the Consortium and the Local Workforce Investment Board (LWlB). Chartering of One Stop Centers The One Stop Oversight Committee will be responsible for implementing the state policy on chartering of One Stop Centers. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 March 1, 2001 Local grorkforce Investment Area VI, I, Vorkforce Today Page 35 3 Services A. General (1) Customer Access of Title I Information and Services Improving the quality of our workforc¢ by improving training opportunities, coordinating among education and training providers, and streamlining access to employment opportunities will require improved communications among service providers, educators and thc business community to achieve coordination and integration of services. Mechanisms to achieve this new level of coordination and integration include regular meetings, newsletters, and verbal and electronic communications. The Local Workforce Investment Board and thc One Stop Operators will also invite partners in the community to participate in joint planning to address local workforce needs. All mandatory and optional partners who are part of the One Stop Service Delivery System must commit to coordinate resources .and programs and to promote a more streamlined and efficient workforcc development system. The Local Workforcc Investment Board and thc One Stop Operators will promote information sharing and the coordination of .activities to improve performance of local partners and will work cooperatively to identify and address barriers to coordination. Technological Connections: The One Stop Operators will work with other parmers to establish common intake instruments and procedures for utilizing the electronic backbone for data sharing now being developed by the Commonwealth of Virginia through the Mid-Atlantic Career Consortium (MACC), expected to be operational in July 2001. Partners will be required to use common release of information processes, subject to confidentiality provisions. Each One Stop comprehensive and satellite center will be equipped with.appropriate equipment for both customers and staff. The One. Stop Operators will work with partners to develop a web page the system with links to each local access point within the one- stop system. The Operators will manage the electronic infrastructure needed to deliver WlA-authorized services to customers through the one stop career center network and will promote the deVelopment of common data systems to track progress and measure perfOrmance. Core Services: All core services will be available at One Stop Comprehensive Centers. Most core services will also be available at the satellite centers. At information centers, the partner will make core services applicable to their program available at the site. Electronic resources will alsobe added during the course of the Program Year. · Outreach, intake, and orientation to the infOrmation and other services available through the One-Stop delivery system; Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local l, Vorkforce Investment Area VI, Workforce Today March 1, 2001 Page 36 (2) · Initial assessment of skill levels, aptitudes, abilities, and supportive service needs. · Provision of employment statistics information, including 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. · 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; providers of post-secondary 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 Rehabilitation Act of 1973. · Provision of information regarding filing claims for unemployment benefits. · Provision of accurate information on the availability of supportive services, including childcare and transportation available in the local -area, and referral to such services, as appropriate · 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. · Self-help job search and placement assistance. · Information and assistance in applying for welfare-to-work activities. · Access to core services and information abOut all programs of required partner agencies. · Information and assistance in applying for financial aid programs for education and training not funded under this Act. Universal Access Physical Access: All One Stop Centers will need to comply with the accessibility requirements in Policy 00-9 in order to be chartered. Language Access:-One-Stop Centers shall offer a full range of employment services to all customers that enter the office, regardless of their level of proficiency in the English language. These services will include: · All core, intensive and training services for which the client is eligible, with a concerted effort to hire bi-lingual or multi-lingual staff Translation o£key documents into other languages English as a second .language (ESL) classes Language classes for trainers/staff Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 March 1, 2001 Local Workforce Investment ~lrea VI, [Yorkforce Today Page 37 Bm Marketing: TO be effective, the One Stop System must communicate its services to the public and deliver on what it promises. A high level of customer satisfaction will prompt word-of-mouth referrals and may be the most valuable means to market services. Additionally, the One Stop Systems must develop comprehensive marketing plans to present, the information in an inviting way through a variety of mediums and channels to reach a diverse audience. The usage patterns of VEC services in both planning districts highlight the challenge of making the One Stops appealing and useful to job seekers and job listings alike that accurately reflect the make-up of the labor force and the business community. Adults and Dislocated Workers (1) Employment, Training and SuppOrt Services (2) Informed Customer Choice.through ITAs O) (4) Individual Training Account Policy Include dollar limits, duration, how users are referred to the list. On-the-Job Training Policy and Process (5) Maximizing Customer Choice in Selection of Training Activities (6) Policy (^) for Soliciting and Selecting Training Providers INITIAL CERTIFICATION The Local Workforce Investment Board has established a Certification of Training Providers Committee for the review of training programs and providers. The Certification of Training Providers Committee will solicit, review, and act on applications for certification for potential providers of specific training. All Committee action shall conform to VEC Policy 00-7, Certification Process for WlA Training Providers, and shall be subject to revision and ratification by the Local Workforce InVestment Board. The Committee will create performance reports on certified trainers and update annually in a timely manner, coordinated with the certification process. The Committee shall determine local factors that may have affected training provider performance, and take these factors into account when reviewing applications for certification. The Committee shall establish the schedule for the initial application process and annual re- certification. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local [Vorkforce Investment Area VI, [Vorkforce Today March 1, 2001 Page 38 An application shall be submitted to the Local Workforce Investment Board outlining the type of services and description of programs proposed to be provided. If the provider currently provides the services that are proposed, performance and program cost information shall be provided. The performance must meet the levels negotiated between the Local Workforce Investment Board and the Governor. The Committee has established a twice per year application and certification process, with completion dates in July and November. The process will include mailing application packages to potential providers representing a broad cross-section of training opportunities and a diversity of providers. The process will also be advertised in 'local newspapers and will include briefing sessions to be held prior to the application deadline. APPEALS PROCESS Section 122(g) of the Workforce Investment Act (WlA) requires that the Commonwealth of Virginia have in place a procedure for training service providers to appeal denial, of eligibility by the Local Workforce Investment Board (LWIB), a termination of eligibility, or a denial of eligibility for and on-the-job training provider by a one-stop operator. The training provider, after having his application denied by the LWIB, acting on the.recommendation of the LWlB's Certification Committee, shall have thirty (30) calendar days from the date of receipt of the denial notification (mailed by certified mail) to file a request for reconsideration to the Executive Committee of the LWIB, c/o the Thomas Jefferson Planning District Commission, P. O. Box 1505, Charlottesville, VA 22902. The appeal request must be submitted in writing and signed. At a minimum, the appeal must identify the training program and locations(s) denied and must clearly state the reasoning for the appeal. Within thirty (30) calendar days of receipt of the request for reconsideration, the Executive Committee of the LWlB shall review the request and issue a written decision that either upholds or reverses the original decision of the LWIB. Instances for a reversal may include, but shall not be limited to, an administrative error or instances where additional information submitted by the training provider changes the basis on which the original decision was issued. If the Executive Committee reverses the prior decision of the LWlB, the Executive Committee shall forward the request with a copy of the appeal file to the Virginia Employment Commission (VEC) for inclusion on the statewide list of training providers. Drafi Local.Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 39 The Executive Committee shall also notify the training provider in writing that they have reversed their original decision of the LWIB and that the list inclusion request has been forwarded to the VEC. If the Executive Committee fails to take action during the 30-day time period described above, the initial decision shall be reversed. If the Executive Committee affirms the original decision of the LWIB, the provider shall be notified of such decision by certified mail. The provider shall have the option of filing an appeal of the decision by the Executive Committee with the VEC Administrative Law Division. Such a filing must be made within ten days of the date of the receipt of the mailing of the Executive Committee's determination. The VEC Chief Administrative Law Judge or his designee shall conduct a hearing at which the training provider and the Executive Committee will be allowed to present their cases, based on the issues presented in the original appeal to the Executive Committee. The VEC shall provide notification that an appeal has been filed and shall also issue a hearing notice at least ten calendar days before the hearing providing information on the hearing's date and time. All hearings shall be held at the VEC's Administrative Office in Richmond, Virginia. A hearing may be held telephonically if agreed to by all interested parties. The Chief Administrative Law Judge or his designee will issue an independent decision that sets out the relevant facts of the case, and decides the issue or issues appealed. A written decision wilI be issued to the training provider and other interested parties. If the Chief Administrative Law Judge or his designee reverses the decision of the Executive Committee, the Executive Committee shall comply with the decision in a prompt and efficient manner. The procedure outlined in the training program on the statewide list and written notification to the training provider shall be followed. The Administrative Law Division's decision will be final. In cases involving the denial of an initial certification or re- certification, the burden shall be upon the training provider to prove, by a preponderance of the evidence that the certification should have been granted. In cases involving de-certification of a training provider for intentionally supplying inaccurate information for substantially violating any requirement under the Workforce Investment Act, the burden shall be upon the LWIB to prove, by a preponderance of the evidence, that the decision to decertify was appropriate. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Worlcforce Investment Area VI, Workforce Today March 1, 2001 Page 40 (7) Moving Customers through Core, Intensive and Training Services Workforce Investment Area VI provides a broad spectrum &training and employment activities ranging fi.om 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. Application, Orientation and Eligibility Verification: As part of core services, clients will be assessed for a 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 ISS: Following.the eligibility determination, the One Stop Center will assign a case manager. The case manager will schedule the client for assessment. The assessment will include testing using the Test of Adult Basic Education (TABE) 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 Services Strategy (ISS) and individualized training strategy. The case manager may also utilize Career I.Q., Choices and The Career Exploration Inventory assessments if deemed necessary. Assess Training Needs: The assessment will identify 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 One-Stop Career 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 ISS following their assessment. The ISS 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 Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 March 1, 2001 Local Workforce Investment Area VI, Workforce' Today Page 41 applicant's decision regarding the type of retraining and establishment of employment goals. Literacy and Basic Edu cation: Adult Basic Education and GED classes are available to the public. If cun'ent 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 Rehabilitative Services (DRS) 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 DRS for appropriate services. Training: Some clients requiring retraining services will be referred to existing classes at community college or vocational technical centers. If class-sized 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. No on-the-job training programs have been identified at this time. If available, on-the-job training by area employers will be funded through Individual Training Accounts. Intensive services will continue throughout training the training period. 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. 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 Draft Local Strategic Plan for Julyl, 2001-June 3~,, 2~03 March 1, 200~---- Local Workforce Investment ~Irea VI, Workforce Today Page 42 (8) (9) (10) 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. Priority of Service Policy For Local Workforce Investment Area VI, the two target populations for WlA funds are: · Working poor: employed persons who have not yet achieved self- sufficiency · Hard-to-serve: unemployed persons with skill deficiencies who need a broad range of services. Targeting these two populations will contribute to improving the quality of life and standard of living for the neediest living in the region. Definition of Self-Sufficiency Self-sufficiency is defined as 200% of the poverty level. Strategy for Balanced Service Approach (11) (12) Incumbent Worker Policy With the low unemployment rate in the region, the unemployed are generally those with multiple barriers to employment who are eligible for one or more programs in the community. WIA funds comprise about 5% of the total funds coming into the region. Many of the other funding streams are targeting the hard-to-serve individuals. No funding streams are targeting the lowest income earner. The LWIB's policy is that the highest and best use of WIA funds is to target the working poor for these funds and to serve those unemployed persons not eligible for adequate services through non-WIA funding streams. Transfer of Funds between Adult and Dislocated Worker Funding LWIA VI has not yet been informed if it will receive the reprogrammed funds from the Hurricane Floyd grant to serve the dislocated ConAgra workers nor the level of formula Rapid Response funds available to the area. If these funds are not forthcoming or are insufficient to serve the Draft Local Strategic Plan for Ju!yl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 43 Cw Youth dislocated workers in the area, the LWIB will consider transferring up to 20% of the Adult Worker funds to the Dislocated Worker Program. Local Strategy for Youth Services The Strategy for PY2001 is to develop communication links with providers ofyonth services to identify resources and gaps and to initiate cooperation and integration of services. To that end, in PY2001 thc Youth Council will: Conduct,4 Symposium For Youth Agencies, Organizations And Youth: A variety of agencies and organizations provide services to prepare youth to enter the world of work. The Workforcc Investment Act provides thc opportunity to educate individuals and agencies about available resources and to identify gaps and overlaps in service. This sharing of information is thc first step to scck new partnerships to mom effectively serve the youth of thc region. The role of thc Youth Council itself needs to be clearly defined for it to provide effective leadership and coordination. The Youth Council plans to organize a symposium in each planning district to bring these agencies and organizations together to: l) Develop common goals for Youth, 2) Provide forum for school-to-school dialog, 3) Conduct youth- focused small group discussions to insure responsiveness to youth needs and create greater understanding among youth regarding services/opportunities available to them, 4) Identify existing resources using a "wall of services" on which participants can write their programs and needs, 5) Identify and provide opportunities for partnering among agencies and 6) Create linkage with One Stop Centers and system. Thc anticipated outcomes from the Symposium include: 1) An exchange of information on services and needs 2) A marketing strategy to inform youth and other providers of available services, 3) Creating linkages among youth/providers, including connections with new staff in existing networks among providers, 4) Putting a face on youth, both on challenges and potential, and 5) Creating an image of"Youth as Tomorrow's Workforce". Market Youth Council: Create a Youth Council web site with links to available resources. Ideally, this would be' created by youth as part of the summer employment youth activity. This could serve as a vehicle to link with business and industry. Conduct Topical Teen Forums: In partnership with groups with similar interests, including but not limited to MACAA, Schools, Recreation Departments., Commission on Youth and Families and Offices on Youth, hold one or more forums with youth as panelists, to focus on specific topics. Develop A Pilot Program To Meet One Or More Specific Needs: Using existing resources and funding from grants, create model programs for Draft Local Strategic Plan for July1, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 44 (2) urban and rural programs. This will be a way to start small, focusing on a group of young people in two jurisdictions, one urban and one rural. A small scale will provide an oppommity to try out different approaches based on the specific needs and resources in the community and to troubleshoot issues as they arise. The concept is to build success on a small scale and then replicate the model in other areas. Conduct.4 Needs '4ssessment: Gather information through the symposium and other links, and then make the information available through the Youth Council and One Stop. This data will be used to assess needs and identify priorities for youth activities in future program years. Link With Other Groups: As part of the Local Workforce Investment Board, the Youth Council will work cooperatively with the LWIB, the One Stop Operators, and the Business Education Round Tables in the Local Workforce Investment Area to identify common areas of concern and to coordinate resources to achieve the goals of the LWlB and Youth Council. Additionally, the Youth Council will work with the LWIB to create links with employers through Chambers of Commerce and other organizations, academies (Governor's School, IT Academy), and local school systems. Ensuring Compliance with Safety and Child Labor Laws (3) Coordination with Job Corps and Other Youth Programs (4) Local Youth Program Design under the WIA (A) PREPARATION FOR POST-SECONDARY EDUCATIONAL OPPORTUNITIES STRONG LINKAGES BETWEEN ACADEMIC AND OCCUPATIONAL LEARNING (C) PREPARATION FOR UNSUBSIDIZED EMPLOYMENT OPPORTUNITIES (D) LINKAGES (E) ALTERNATIVE SECONDARY SCHOOL SERVICES (F) SUMMER EMPLOYMENT Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 45 (G) PAID AND UNPAID WORK EXPERIENCES (H) OCCUPATIONAL SKILL TRAINING (I) LEADERSHIP DEVELOPMENT OPPORTUNITIES (J) COMPREHENSIVE GUIDANCE AND COUNSELING (K) SUPPORTIVE SERVICES (L) FOLLOW-UP SERVICES (5) Grant Criteria (6) Additional Local Youth Eligibility Criteria (7) Eligibility, Individualized Training Plans and Case Management (8) Definition of "Deficient in Basic Literacy Skills" Dm Non.WIA Eligibles Core services and referral to other agencies and programs, including those providing support services, Will be provided through the One stop System. Budgets and Levels of Service Budgets for PY2000 are included as part of the business plans for the One Stop Systems in each planning district. Budgets for PY2001 are not yet developed. Drafi Local Strategic Plan for dulyl, 2001-June 30, 2003 Local Workforce Investment Area VI, Workforce Today March 1, 2001 Page 46 4 Procurement A competitive process will be used to procure youth services. Services for Adult and Dislocated Workers will be provided through the Consortia operating the One Stop Systems in each planning district and will not be subject to a competitive process. Local procurement procedures will comply with the requirements of the Virginia Procurement Act. In the procurement of youth services, the Local Workforce Investment Board will conduct competitive procurement in accordance with acceptable local practices, no less restrictive than federal and State requirements. The Local Workforce Investment Board will comply with non-discrimination and equal opportunity provisions of Section.188 of the WIA. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 March 1, 2001 Local Workforce Investment Area VI, Workforce Today Page 47 5 Equal Opportunity. (EO), Affirmative Action and Grievance Procedures EO Policy Statement The Thomas Jefferson Planning District Commission, through the Executive Director, hires the staff performing fiscal and administrative functions for the LWIB. The policy as included in the Employee Handbook follow: In order to provide equal employment and advancement opportunities to all individuals, employment decisions at TJPDC will be based on merit, qualifications, and abilities. TJPDC does not discriminate in employment opportunities or practices on the basis of race, color, religion, sex, national origin, age, disability, or any other characteristic protected by law. TJPDC will make reasonable accommodations for qualified individuals with known disabilities unless doing so would result in an undue hardship. This policy governs all aspects of employment, including selection, job assignment, compensation, discipline, termination, and access to benefits and training. In addition to a commitment to provide equal employment opportunities to all qualified individuals, TJPDC has established an affirmative action program to promote opportunities for individuals in certain protected classes throughout the organization. Any employees with questions or concerns about any type of discrimination in the workplace are encouraged to bring these issues to the attention of their immediate supervisor or the Personnel Manager. Employees can raise concerns and make reports without fear of reprisal. Anyone found to be engaging in any type of unlawful discrimination will be subject to disciplinary action, up to and including termination of employment. Openings on the Commission staffwill be advertised in all local papers and through the Virginia Employment Commission. Case managers and staff delivering Title I services through the PD-10 One Stop System are employees of Piedmont Virginia Community College. The booklet "Em .... p~oyment itecrmtment and Appointment Procedures" states that "Equal employment opportunity is the right of individuals to treatment on a non- discriminatory basis. PVCC affirms this commitment in seeking to achieve racial, ethnic and gender diversity." EO Officer Robert Packard, Fiscal Officer for the TJPDC will serve as the EO Officer. Address: Thomas Jefferson Planning District Commission, 300 East Main Street, P.O. Box 1505, Charlottesville, VA 22902-1505, Phone: (804) 979-7310, Fax (804) 979-1597, e-mail: rpackard.tjpd~state.va.us. Draft LOcal Strategic Plan for Julyl, 2001-June 30, 2003 March 1, 2001 Local Igorkforce Investment Area VI, V~orkforce Today Page 48 Equal Opportunity Liaisons To be provided by the One Stop Centers for the final plan. Staff Hiring Procedures E. Monitoring of Equal Opportunity Performance Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 Local Worlcforce Investment Area VI, Workforce Today March 1, 2001 Page 49 6 Performance Management A. Negotiated Standards The LWIB negotiated local performance measures with the state for the Program Year beginning July 1, 2000 to June 30, 2001 on August 25, 2000. The proposed measures for the second and third program years 'mirror Virginia's level of improvement in those measures as negotiated with the U.S. Department of Labor. Performance Measure PY2000 Adult Entered Employment Rate: 72 Adult Retention Rate at 6 month Adult Average Earnings Change in 6 months Adult Employment and Credential Rate PY2001 PY2002 73 74 82 83 84 $2,600 $2,700 $2,800 60 61 62 DW Entered Employment R~e: 77 DW Retention Rate at 6 month DW Earnings Rep lacement Rate in 6 months DW Employment and Credential Rate 78 79 90 91 92 92 93 94 60 61 62 Older Youth Entered Employment Rate: 65 66 67 Older Youth Employment Retention Rate 80 81 82 Older Youth Average Earnings Change in 6 months $2,300 $2,400 $2,500 Older Youth Credential Rate 50 51 52 I lll llll Illllllllllllll Illlllllllll I llllllllll lllllll Illl I llllll III I llyli th Skill Att inment Rate: 72 73 Younger You a Younger Youth Diploma or Equivalent Attainment 55 56 57 Younger Youth Retention Rate 54 55 56 il I Ill lll I I Ill ll'll I llllllllll lllll I I I llllllll I lll I lllll I I I I I I I Ill ll llllol81customer Satisfaction - Employer 66 67 Customer Satisfaction- Participant 68 69 70 B. Effectiveness Additional Local Standards The LWlB has not established additional local standards. Draft Local Strategic Plan fOr Julyl, 2001-June 30, 2003 Local l, Vorkforce Investment Area VI, grorkforce Today March 1, 2001 Page 50 7 Customer Satisfaction and Relationships For PY200I, the Local Workforce Investment Board will utilize the state's minimum requirements for designation of full service centers, information centers, and other system "centers" to ensure a common customer service framework. The Local Workforce Investment Board will utilize the state's set of three questions as proposed by the US Department of Labor, with additional questions as deemed appropriate by the Board. These questions will be used to gather data on one-stop services, customer satisfaction and quality. The scoring system will be the same as the state's system. The three questions are: 1. "Overall, how satisfied were you with the ' ' ?" · servmes received, with answers ranging from 1 -Very Dissatisfied to 10 -Very Satisfied. 2. "How likely would you be to refer others to these services?" (Ranging from 1 - Not Very likely to 10 -.Very Likely) 3. "If you were in a similar situation again, how likely would you be to use these services again?" (Ranging fi'om 1 - Not Very Likely and 10 - Very Likely) The Thomas Jefferson Planning District Commission staff will process the surveys and summarize the results. The One Stop Oversight Committee of the Local Workforce Investment Board will work with the one stop operators to develop strategies to respond to complaints and recommendations by customers. The committee will use the booklet "Implementing the Workforce Investment Act: Performance Excellence in One-Stop er ' " ' Career Center Op at~ons pubhshed by the Workforce-Excellence Network as a guide in providing a quality assurance program for the one stop systems. Draft Local Strategic Plan for Julyl, 2001-June 30, 2003 March 1, 2001 Local Workforce Investment Area VI, Workforce Today Page 51