South Dakota WIA State Plan
Submitted August 10, 2009
Section I: Context Vision and Strategy
Economic and Labor Market Context
The Current Population Survey (CPS) is used to determine the strength of the labor
force and unemployment levels in the United States, which is conducted by the Bureau
of the Census. However, analysis and publication of the survey data is done by the
Bureau of Labor Statistics (BLS).
The Bureau of the Census surveys approximately 50,000 households on a monthly
basis to acquire data on the labor force, employment, unemployment and those not in
the labor force. The CPS population includes civilian households, those in non-
institutional group dwellings (excluding military barracks) and members of the military in
households (on- or off-post) who live with at least one civilian adult.
Information collected as part of the CPS includes valuable data on employment status
by state and demographic groups. The most recent and accessible demographic
information provided by CPS is from 2008 and is preliminary. As South Dakota is a
small-population state, the CPS data is limited regarding detailed demographics of the
South Dakotans traditionally participate in the labor force at a high rate, 73.3 percent in
2008. In other words, more than 73 percent of residents 16 years and older were either
working or actively looking for work. This compares to a 2008 national average of 66
percent. Only neighboring states North Dakota and Nebraska had higher labor force
participation rates during the reference period.
Labor Force Participation Rates
South Dakota and the United States
2002 2003 2004 2005 2006 2007 2008
South Dakota United States
A closer look at some of the demographic groups shows South Dakota’s percentage of
residents in the labor force is at or near the top nationally in many instances.
With a female labor force participation rate of 68.9 percent in 2008, South Dakota
ranked second, behind only North Dakota. This exceeded the national average of 59.5
percent. The state’s male labor force participation rate of 77.9 percent is tied with Iowa
as sixth best nationally (behind only Utah, Colorado, North Dakota, Nebraska and
Wyoming). The national average was 73 percent.
The youth in the state were also active participants in the labor force. In 2008, 56.1
percent of South Dakota’s youth (age 16-19 years) joined the labor force. Only three
states – Iowa, North Dakota and Wyoming – had greater percentages of youth
participants. Nationally, 40.2 percent of youth were part of the labor force.
At the other end of the age spectrum, South Dakota ranked first in the percentage of
residents 65 years and older who were working or looking for work. While retirement
beckons to the majority of those 65 years and older, 26.5 percent of South Dakotans in
this age group participated in the labor force in 2008. The national average is 16.8
Approximately 436,000 South Dakotans were employed in 2008. This translates to just
over 71 percent of the state’s civilian non-institutional population. The state ranks lower
only compared to North Dakota and Nebraska for the proportion of its population who
worked during the same time period.
Because the labor force participation rate is high in South Dakota, it is not unexpected
the unemployment rate would be lower than the national average. In 2008, the annual
average unemployment rate was 3.0 percent in South Dakota, compared to the national
rate of 5.8 percent. Although the South Dakota unemployment rate has been quite low
for several years, the national recession has impacted South Dakota, along with other
states, through worker layoffs and increasing unemployment rates. The National Bureau
of Economic Development Research (NBER) determined the nation’s recession began
in December 2007, but South Dakota’s employment levels weathered the nation’s
economic slide for the first three quarters of 2008. Nationally, the level of employed
peaked in November 2007 and has been dropping ever since; however, South Dakota’s
level of employed did not decline for another 10 months. As the demand for South
Dakota products and services decreased nationwide, the employment levels for last
quarter of 2008 fell, offsetting the year’s growth. As noted earlier, the 2008 CPS data
referenced is preliminary; the national recession could affect the final numbers.
SDDOL recognizes the importance and usefulness of racial and educational level
demographic information. Unfortunately, this information is not available for our state.
Service Delivery Strategies, Support for Training
The state of South Dakota and SDDOL are fully committed to training leading to
individual and family financial self-sufficiency. To this end, a partnership led by SDDOL,
consisting of the Governor’s Office, Department of Education, Board of Regents, and
Department of Tourism and State Development, has been formalized under the
Workforce 2025 Initiative. This unique partnership of state agencies and policy makers
ensures a cohesive workforce development plan that is responsive to current workforce
needs, predicted workforce needs, and those workforce needs being fostered by
economic development efforts.
By carefully evaluating, defining, and identifying all such workforce needs, it then
becomes possible for the educational partners in this group to align programs and
provide appropriate training, and for SDDOL to properly counsel, refer, and place
individuals in trainings leading to gainful employment.
Current workforce needs are evaluated by the SDDOL Labor Market Information Center
using traditional methodologies. Additionally, current job openings listed with SDDOL
are considered, as our state job bank is the largest state depository of job openings and
therefore very reflective of the market. Short-term trainings are designed to meet
employer immediate needs when appropriate. Such trainings may be offered in a
classroom setting by career learning centers, technical schools or other providers, or
may be offered in the form of a work experience or on-the-job training. These trainings
are recognized as essential to individual successes but don’t always result in a
As the current economic downturn and the impacts on individuals must be taken into
consideration, short-tem trainings are even more of a necessity. Individuals don’t often
have the luxury of committing to a longer-term training, even when improved skills may
result in higher wages and increased job security.
To address the need for short-term skills training, SDDOL will implement the following:
• Funding of specific programs leading to employment in current high demand
areas through the state’s technical institutions.
o Truck Driving (Credential)
o Energy Efficiency Assessment (Credential)
o CNC Machining (Credential)
o Facility Maintenance
o Welding (Credential)
o Electrical/mechanical Technical
• Increased focus on partnership between WIA and Adult Education programs to
increase basic skill levels. (GED Credential)
• Partnership with the SD Department of Education to host skills camps for youth
in Workforce 2025 target industries:
o Construction Trades
o Energy/Communications Infrastructure
• Implementation of the ACT National Career Readiness Certificate program
statewide to include assessment, remediation and issuance of certificates.
(SDDOL acknowledges this is currently not a recognized WIA credential;
however, we see great value to employers and job seekers alike.) The Year One
goal is to assess all WIA eligible participants using the WorkKeys tool. Contracts
will be let to training providers for provision of remediation. SDDOL staff will be
assigned to manage, design and promote this project to internal staff, partner
agencies, participants and the employer community.
SDDOL will not only support start-up costs for the above endeavors, but will also assist
in the marketing, promotion and recruitment of participants. Additionally, tuition
assistance will be available for eligible participants.
SDDOL strives to balance current workforce demands with future needs. By focusing
too much attention on the present, workforce development can become short-sighted
and ill-prepared for the future. Efforts to determine both immediate and intermediate
employer workforce needs are a highlight of Workforce 2025. Again, traditional
accepted LMI methodologies are used to project high-growth high-demand occupations
in our state. Additionally, in August 2008, an extensive, statewide on-line employer
survey was conducted with the sole intention of forecasting areas of job growth in South
Dakota. The results from this survey were then cross-referenced with LMI projections.
The focus of the survey results and LMI projections was further narrowed to include only
those occupations with an annual wage of more than $25,000, a demand of at least 100
new workers each year, and the requirement of a formalized credential. The resulting
list has become the foundation of training program evaluation. Full consideration of
occupations on the list must be given prior to placement in any training program utilizing
This list of high-growth high-wage occupations will be promoted to all SDDOL staff,
Workforce 2025 partners, training providers, career planners and individuals by the
• Endorsement by the Secretary of SDDOL and the Workforce 2025 Subcabinet
• Posted to the SDDOL Web site, WIA Web site, LMI Web site
• Introduced to all SDDOL staff and specifically WIA field staff at
o Spring regional WIA meetings
o Fall WIA training sessions
o Annual SDDOL regional department-wide meetings
• Promoted to training providers through face-to-face meetings with SDDOL
o Technical School Presidents
o Board of Regents Executive Director
o Career Learning Center Directors
• Promoted to schools, parents, general public
o Live Dakota campus events and Web site
o WIA counseling services
o SDDOL press releases
o Grow Dakota partnership with SD Department of Education and Board of
• Incorporated into SD Department of Education My Life publication
While careful attention has always been given to placement of individuals in appropriate
training leading to jobs supporting self-sufficiency in areas of need, the ARRA and the
changes in our economy demand that we become even more attentive to the following
• Dislocated workers’ existing skills and interests must be carefully assessed to
determine a pathway to a new occupation. Assessments to be used:
o Personal interviews
o TORQ 2.5 system
• Training placements must allow individuals to meet current financial obligations
and facilitate a speedy return to the workforce.
• Those with the lowest skills are often the first to face layoff. Improving skill levels
equates to increased future job security.
As SDDOL acknowledges the import of these items, we will invest in TORQ 2.5. With
TORQ 2.5, we will be able to:
• Target the region’s greatest growing and “green” jobs with “Target Jobs.”
• Identify Target Jobs lists based on the area’s best-paying and most popular
occupations, as well as lists of High Skill/Wage/Demand jobs, STEM jobs and
O*NET’s new listings of “green jobs.”
• Most importantly, use of an intelligent system for job-transfer analysis using
TORQ’s patented algorithm analyzes transferability between occupations based
on the complete set of Abilities, Skills, and Knowledge scores (ASKs) from the
The final piece of South Dakota’s workforce development vision is done in partnership
with the Governor’s Office of Economic Development (GOED). It is under this forward-
thinking component of our workforce plan that we strive to create the landscape of our
future business climate. GOED has identified the following targeted industries for
expansion in and recruitment to our state:
• Medical Devices
Consistent with stated GOED goals, partnership efforts between GOED’s Energy Policy
Director and SDDOL will focus on energy and ‘green’ jobs. SDDOL will take the lead in
securing grant dollars to support cross-agency workforce development efforts in the
• Energy Building Codes/LEEDS Buildings – Training programs for construction
trades and HVAC system installers
• Energy Efficiency Assessment – Provide for the training of a new group of energy
• Energy Maintenance – Improve training programs for energy maintenance
• Biofuels – Provide graduate assistantships with the SD Center for Bioprocessing
Research and Development at the South Dakota School of Mines & Technology
and South Dakota State University
• Sisseton-Wahpeton Sioux Tribe – Strengthen their existing program and
implement energy-efficient building practices into their current construction
Section II. Service Delivery
State Governance and Collaboration
Beginning on page 33, the state draft plan fully details how state agencies interrelate on
workforce issues to deliver the Governor’s vision. This section also delineates the
respective lines of authority. The SDDOL Secretary is a member of both the Workforce
Development Council and the Workforce 2025 Subcabinet, which are designed to
address statewide workforce issues. Additionally, the SDDOL Secretary sits on another
subcabinet group consisting of the Secretaries of Health, Social Services, Human
Services, Corrections and Education. As an active member of the Governor’s Cabinet,
two subcabinet groups and the Workforce Development Council, the Secretary of Labor
is well positioned to lead the department in collaborative efforts.
The partnerships in place through these systems clearly support all workforce
investment efforts as well as cross-agency collaboration on other investments funded by
Examples of collaborative efforts ensuring ARRA investments work together are:
• The SD Department of Social Services (SDDSS) leveraged ARRA funds to assist
dislocated workers with childcare while conducting a job search. SDDOL was the
referring agent for this project, assuring that dislocated workers were
appropriately eligible for funds. SDDSS and SDDOL worked jointly to market and
promote the program to the public. Use of these funds allowed SDDOL
supportive-service funds to be better utilized.
• The SDDSS received funds for weatherization of homes. A need for individuals
to complete the weatherization assessments became evident. SDDSS and
SDDOL worked together to identify appropriate training, and SDDOL then
promoted the training and employment opportunities to dislocated workers and
adult WIA participants as a path to immediate employment. Training dollars can
be accessed as appropriate.
• SDDOL WIA Program Specialists worked directly with Associated General
Contractors (AGC) to streamline the process of listing all their construction-
related jobs with the state job bank.
• SDDOL WIA Program Specialists worked directly with the SD Department of
Transportation and the SD Bureau of Personnel to ensure all job openings were
listed with the state job bank.
• A Workforce 2025 workgroup assigned to construction trades partnered with
local areas to provide summer camps for secondary and post-secondary
students as an introduction to the skills needed for the industry while exposing
them to the wide range of employment opportunities.
• Local SDDOL offices conducted flagger-testing programs to meet local
• SDDOL, in partnership with SD Department of Health (SDDOH), will work to
submit a grant application to USDOL to address the on-going need for healthcare
"ladder training" for rural areas. SDDOL’s role will encompass location of
dislocated workers, dropouts or public assistance individuals; provision of
support such as child care during training; tracking and reporting mechanisms;
and writing OJT agreements. SDDOH will facilitate the means of moving entry-
level healthcare workers (e.g. CNAs or emergency first responders) to the next
level of professional development (e.g. LPNs or Level 1 responders/EMTs).
These ladder moves are difficult in rural settings but can be eased by methods
such as effective use of telephone or video conferencing, and subsidized
transport to educational institutions. SDDOL anticipates a good response rate
from youth and young adult job seekers in rural areas to the appeal of these
• Workforce 2025 partner agencies joined in the Governor’s ‘Jumpstarting the
o SDDOL promotes dislocated workers as a valuable resource to
o SDDOL promotes and supports training opportunities.
o SD Department of Education creates new technical school programs.
o SD Board of Regents promotes graduate school programs.
Reemployment Services and Wagner-Peyser Act Services
Re-employment Services (RES) is a federally mandated Unemployment Insurance (UI)
objective that assists those UI claimants most likely to exhaust their benefits to gain
employment quickly. Re-employment services are at no cost to the claimant and provide
career counseling, job service assistance, supportive services, skills assessment, job
development, job search assistance and referrals to other services. In light of the
recession and the ARRA, SDDOL has assigned specific staff as re-employment case
Unemployment Insurance Profiling (UI Profiling)
UI profiling is a selection process in which the claimant’s statistical data (most recent
occupation, education level, industry of last employer and local market information) is
entered into a computer model that calculates the likelihood of the claimant exhausting
his or her UI benefits. The computer model generates a list of selected profiled
claimants, who are automatically enrolled for UI Profiling and RES services. The system
also generates and sends a letter to these claimants.
Participation in RES is mandatory for profiled claimants and failure to participate will
suspend their UI eligibility. The initial orientation meeting will include an assessment
interview to determine which services will best help the client in finding employment. In
addition, every client is required to participate in a job search assistance workshop
(JSAP), where they will learn how to become self-aware, how to create a job search
plan, how to fill out applications, how to develop a resume, how to prepare for an
interview and how to keep a job. Case management is the main element that
distinguishes re-employment services from normal employment services. Once a
claimant has completed the orientation, assessment and JSAP, the employment
representative will assist the claimant with job searches and offer other services as
Three-tiered Service Delivery
South Dakota delivers basic labor-exchange services both online and through the
network of SDDOL field offices. Job seekers and employers will have access to self-
service, facilitated self-help service and staff-assisted service. Job seekers will be able
to access initial assessment, job referral, job-search assistance, self-help resource
rooms and labor market information. Employers will be assisted with recruiting services
and technical information on a variety of regulatory topics.
To ensure jobs generated through ARRA are accessible to all customers, SDDOL will
launch an employer outreach campaign. This effort will promote services to employers
and encourage them to list all openings in the state’s job bank. Once posted, local office
staff can flag as ARRA-related. The marketing plan outline is as follows:
Increase South Dakota business awareness of SDDOL services such as SDWORKS,
applicant screening, referral service, etc. available at no charge.
SDDOL is the premier employment agency for worker recruitment.
• News Release – distribute statewide.
• Newsletter Article – distribute statewide to state retailers, state chamber, local
chambers, local economic development groups, local SHRM groups.
• Public Service Announcement – distribute statewide.
• Rack Card of Top 10 Reasons to use SDWORKS – distribute in Business
Resource Rooms, at special events and during employer visits to local offices.
• News Tips – distribute weekly.
• Special Events – identify speaking opportunities.
• Print Ads – run ads during weeks Sioux Falls office does not have events.
• Web Site – post employer testimonials.
The use of technology has greatly expanded access to services. A primary tool used by
the SDDOL customers and staff is SDWORKS, the SDDOL job database. This tool
provides both a management information system needed for SDDOL staff (to administer
the WIA, Employment Security and veterans programs) and a platform for the Internet-
based self-service Web site for job seeker and business/employer customers.
The SDWORKS system serves as both an online applicant bank, as well as the State
Job Bank. Job Seekers can register and perform job searches online. Employers can
list job openings and review unsuppressed applicant profiles. Each SDDOL field office
has their own web page (linked to the State web page and the SDWORKS online
applicant and job banks) where they can focus on local employment needs and allow
localized searches of the statewide job listings. All open job listings posted in the
SDDOL SDWORKS database are accessible to staff, as well as to online job seeker
All SDDOL field offices have developed open areas near the office entrance equipped
with public browsers (computers) where applicants can review a real-time list of all job
openings in the state at their leisure. Each SDDOL field office also has an applicant
Resource Center where job seekers can create their own resumes, or use a fax
machine or telephone. They also have access to a computer for conducting a job
search. Job seekers can set up an email address on these computers in order to
communicate with potential employers.
Business resource rooms in the SDDOL field offices allow businesses to interview
applicants, research materials to help them expand and review information to assist
entrepreneurs in starting a new business. Materials supplied include Business Resource
Directories and other marketing tools that refer an employer to various agencies to help
them get started quickly and easily.
In addition to the traditional posting of job orders and matching and referral of potential
applicants to job openings, several SDDOL field offices have adopted a ‘bulletin board’
technique to promote area businesses. These boards highlight what the employer does
and discuss the type of employees the business wants to hire. This has been successful
because it markets the business and makes potential employees more comfortable and
knowledgeable of what the business makes or what service the business supplies.
Each SDDOL field office has staff trained to meet the needs of our customers. The state
will ensure that services are made available on an equitable basis to all individuals.
Appropriate accommodations to provide accessibility to self-help, facilitated self-help,
and staff assisted services will be made as necessary to allow individuals full access to
service through the One-Stop system.
Adult and Dislocated Worker Services
South Dakota understands training will be a vital service to dislocated workers and
unemployed adults as the state works through this national recession and plans for a
strong economic recovery. The state will target resources on services that most
efficiently and effectively assist workers impacted by the economy. It is the state’s
intention to blend resources and services available through ARRA, Title I and Title II of
WIA, partner agencies and other resources to make this work and build for the changing
needs of workers and employers.
This plan is a roadmap to building a program of services that expands access for
growing numbers of eligible workers, increases the level of partnership and cooperation
among the partners, and creates opportunities that benefit individuals, business and the
state as a whole. Adult education, job training, post-secondary education, registered
apprenticeship, career advancement activities and support services will be aligned with
strategies to meet the needs of employers and job seekers.
The state coordinates employment and training services through our integrated delivery
system which includes Wagner-Peyser, Re-Employment Services, Trade Adjustment
Assistance, Unemployment Insurance, Workforce Investment Act, Veterans Services,
SNAP Employment and Training, and TANF. All of these programs are administered
and delivered through SDDOL. These SDDOL programs have built good working
relationships with the state’s Division of Vocational Rehabilitation and Department of
Social Services, the Governor’s Office of Economic Development, the Board of
Regents, and the USDOL Office of Apprenticeship. This integrated delivery system
broadens the accessibility and opportunities for workers to benefit from employment and
training program services. SDDOL embodies both the letter and spirit of a true One-
Stop Career Center.
The delivery of integrated services will be aided by leveraged resources from the
appropriate programs to the benefit of the participant. Included in this coordination of
resources is the mix of WIA Title I funds with ARRA funds. The state is using these
available resources to expand coverage to more eligible individuals.
Using the authority given under ARRA to contract with institutions of higher education
and other training providers will increase the availability of training programs to
unemployed adults and dislocated workers. The state will work with these training
providers to develop and deliver quality training. Such arrangements may include
development of curriculum, adapting current programs or providing alternative means
for delivery of needed training. This cooperative effort will broaden the capacity to
respond to the needs of job seekers and employers.
Working closely with the integrated programs and resources, the state has reached out
to higher education and the private sector to create partnerships expanding the
leverage of resources. One example mentioned in the plan submitted for review was the
Dakota Corps Scholarship. This is a program intended to provide financial assistance
for individuals to receive training in high-demand occupations. This program is a mix of
resources from government and the private business sector. This has proven to be a
very successful tool for the state.
SDDOL has greatly expanded the workforce development connection with higher
education. Following guidance from USDOL on use of ARRA funds, the state is working
to increase the availability of training through linkages with our education partners.
Working closely with the state’s technical institutes, SDDOL is seeking to increase the
training opportunities leading to high-demand occupations. The state is using WIA Title I
and ARRA resources in tandem with funds from the technical institutes to develop
curriculum, enhance capacity and adapt the delivery of training to the needs of the
community and eligible participants. Joint activities among the state, education partners,
the private business sector and respective communities will target these opportunities to
dislocated workers and unemployed adults.
One of the key partners in workforce development programs is the Governor’s Office of
Economic Development (GOED). Working together we seek out opportunities to help
businesses with employment-related solutions. This includes cooperative efforts at
building the skills needed by business for new and incumbent workers. GOED provides
state-funded resources to assist with skill development. Through the GOED Workforce
Development Program, companies have access to dollars to help train new and
Anticipated Program Design for ARRA
SDDOL has two goals for the use of youth stimulus funds. First, youth will be introduced
to career development programming and, second, our state’s employers will be aided
by provision of low-cost workers during this economic downturn. Both these goals will
be attained primarily through subsidized work experiences.
For younger youth, career development means defining interests and abilities in terms
of employment skills and matching those with possible future careers via area
employers. Often younger youth are more open to trying different jobs. As youth
become older, they need experiences more clearly targeted to career goals. Older youth
will be guided toward work experiences in identified areas of career interest.
SDDOL has a long and productive history of working with alternative high schools and
Adult Education and Literacy classrooms, both of which are good sources of referred
older youth in need of career development programs. By extending the maximum age
for summer stimulus through age 24, this excellent resource for new referrals of older
youth is enhanced. SDDOL has a good working relationship with the SD Department of
Social Services and the SD Department of Health for distributing information about the
summer program to older youth.
Some industries in South Dakota work with the Registered Apprenticeship program and
we will contact various employers regarding their need for additional training
opportunities. These employers have strong ties to our state’s technical training
programs and the summer stimulus may be able to facilitate linking classroom and
worksite learning. Any such linkages, however, will have to be based on existing,
established programs, as South Dakota does not currently have an active USDOL
representative. (We have been unsuccessful in our efforts to contact the USDOL
representative in North Dakota.)
In April, the field offices began educating potential employers on the project and talking
to contacts in youth referral sources. The SDDOL administrative office worked with the
SD Department of Social Services to send direct mailings to youth in the extended age
category. Concurrently, we targeted SD Department of Health programs. Field offices
are expected to use all youth funds in summer 2009. Work experience hiring began May
1 and must be complete by September 30.
As a contingency plan, however, the SDDOL administrative office instigated a waiver
request (to extend the Work Readiness goal performance through March 2010) at the
same time as we develop our implementation process for summer work experiences.
In April 2009 the SD Secretary of Labor challenged the SDDOL field offices to enroll at
least 600 youth on summer work experiences. Field offices recruit youth and provide
informal assessment of interests, abilities, past work experience, work experience
needs, past training, training needs and supports. Upon determining eligibility and
appropriateness for summer work experiences, the field offices can develop
individualized work experiences. A training development meeting held between a field
office representative, the youth and the employer documents a thorough training plan to
specifically address three work-readiness components outlined in the ARRA rules of
workplace communications, interpersonal skills and decision making. Each youth
participates in eight to 12 hours of group discussion/training in preparation for entering
the workplace and using skills needed on the worksite. The SDDOL administrative office
uses the competitive bid process to locate providers for the short classroom component.
The field offices complete a pre-assessment of training needed at the start of the
training plan and adjust as necessary. The field offices will continue to monitor training
progress on a regular basis. A post-assessment will be completed by the field offices
during the final two weeks of the training plan. Field office budgets for summer work
experiences utilized the entire $2,918,025 WIA Youth ARRA allotment for South
Types of Worksites
The field offices develop worksites based on the needs of youth to become exposed to
careers or to fine-tune their experiences in a career area. The development of employer
worksites is based on the individualized youth experiences, rather than the types of
employers available. By addressing the needs and interests of the youth, developing the
idea of employers as mentors of the young workforce, and developing individualized
training plans, we anticipate the summer experiences will be meaningful events in the
working lives of these youth.
Classroom vs. Worksite
Based on the extent of SDDOL’s field resources, implementing work experiences for
youth is the most direct and efficient way for youth to gain work experience and earn a
paycheck. The funds will be used only for youths’ paychecks, not for vendors. During
regional trainings, field office staff discussed policy options for finding work experiences
related to older youth plans for, or participation in, advanced training.
Support Service Policies
SDDOL’s WIA supportive-services policy dictates the type of support funding that may
be used. This may be for worksite clothing, job-related healthcare (such as shots or
physical exams), childcare while starting a job, transportation to the job site, etc.
SDDOL has an efficient system to pay the participant or the supportive-service provider
in place. This existing system was easily and rapidly modified to implement summer
Number to Serve
Factoring in the probable length of the summer program (May through September), the
possible hourly wage range and the variation in dislocations, unemployment, etc.
among the areas served by the field offices, the state goal of youth to serve is set at 600
Veterans Priority of Service
Policy of SDDOL Concerning Priority of Service
Each SDDOL local office provides maximum employment and training opportunities for
eligible veterans and eligible persons with priority given to special disabled/disabled
veterans, veterans who served on active duty during a war or in a campaign or
expedition for which a campaign badge has been authorized.
The following required priorities are observed in making referrals of qualified job
seekers to job openings and training opportunities:
1. Special disabled veterans
2. Disabled veterans other than special disabled
3. Campaign badge
4. Veterans most in need/with barriers
5. All other veterans and eligible persons
Point of entry identification of veterans and other eligible persons is designed to give full
opportunity for access to Priority of Service, including awareness of entitlement, the
range of services and any eligibility requirements.
Training of SDDOL Staff and Local Service Providers
Each SDDOL program administrator is educated on the new provision (20 CFR
1010.230) of providing Priority of Service to qualified veterans. This education is
provided by the State Administrator of Veterans’ Services and they, in turn, train their
staff members who operate the program in the local offices. SDDOL is the grantee of
the SCSEP grant, which sub-grants to Experience Works, and they are educated on
Priority of Service as well. South Dakota has no formal agreements with other service
providers as it is a single-delivery state (one WIB) which includes Wagner-Peyser,
Unemployment Insurance, Workforce Investment Act, Labor Market Information, etc.
Priority of Service is included in all programs and services via state policy and state
plans, regardless of whether delivered by SDDOL or its local providers.
Priority of Service Policy for Federal Contractors
Under SDDOL policy, any contractor or subcontractor with a contract of $100,000 or
more with the federal government must take affirmative action to hire and promote
qualified targeted veterans which includes special disabled, disabled, newly separated
veterans, and any other veterans who served on active duty during a war or in a
campaign or expedition for which a campaign badge has been authorized. Contractors
and subcontractors with openings for jobs, other than executive or top management
positions, positions which are to be filled from within the contractor's organization, and
positions lasting three days or less, must list them with the nearest SDDOL field office
(via SDWORKS) or with an appropriate and accredited electronic job bank. We
encourage them to list with SDDOL because we upload to Job/Vet Central. The
requirement applies to vacancies at all locations of a business not otherwise exempt
under the company's federal contract. Qualified targeted veterans receive priority for
referral to federal contractor job openings listed at those offices. The priority for referral
does not guarantee, however, that referred veterans will be hired. Federal contractors
are not required to hire those referred, but must have affirmative action plans.
Contractors with at least 50 employees and a contract of $50,000 or more must have a
written affirmative action plan. They must be able to show they have followed the plans
and that they have not discriminated against veterans or other covered groups. They
must also show that they have actively recruited targeted veterans and disseminated all
promotion information internally regarding promotion activities.
Selection and referral procedures will expose veteran job seekers to the most job orders
possible before such orders are placed in the mainstream of the selection and referral
process. Veterans receive 24-hour preference on all mandatory listing orders. If suitable
veteran job seekers cannot be found through file selection or walk-in traffic within 24
hours, then non-veteran job seekers will be considered. If a suitable veteran or non-
veteran job seeker cannot be referred within the specific time, the employers will be
contacted to review the job order.
“Same Day” selection and referral of veteran job seekers to mandatory listing job
openings (as described above) must be accomplished in the following priority sequence:
1. Qualified special disabled veteran
2. Qualified disabled veterans other than special disabled veterans
3. Campaign Badge
4. Veterans most in need/barriers
5. All other qualified veterans and eligible persons
6. Qualified non-veterans
Monitoring of Priority of Service is completed through a number of reports run by the
State Administrator of Veterans’ Services. These various reports measure referral
versus enrollment for the different programs administered by SDDOL. I.e., the expected
enrollment of veterans in SDDOL programs should consist of at least 15 percent of the
total number of enrolled clients. To follow this up, spot checks are conducted looking at
individual case files and the staff members who operate the program are questioned as
to whether Priority of Service was provided and in what manner. In addition, during the
DVET/State Agency On-site validation conducted each year, the office being validated
is reviewed for provision of Priority of Service.
SDDOL assures that it will comply with the Jobs for Veterans Act and SDDOL’s policy
on Veterans’ Services. To the best of our knowledge, SDDOL meets but not exceed all
federal requirements in this area.
Section III. Operations
Transparency and Public Comment
Comments on the state’s draft plan were solicited through placing public notices in
newspapers with the largest readership, posting to the SDDOL Web site, and
announcing the draft plant at the regular meeting of the South Dakota Workforce
Development Council. No comments were received.
Monitoring and Oversight
Through the existing data management system, each field office is allocated a specific
amount of stimulus funding. System safeguards prevent any field office from over-
spending their allocated funds. Both the field offices and the administrative office have
real-time access to each program’s allocations (adult, dislocated, in-school and out-of-
A state-wide balance summary is easily produced by modification of regular monthly
summary reports to increase frequency.
Every work-experience agreement with supporting documentation is sent to the
administrative office to ensure all FICA, unemployment insurance, workers’
compensation and I-9 items are accurate and properly associated with each
individualized work experience.
Training plans are intermittently reviewed during the first six weeks to ensure required
components are covered, ensuring implementation of SDDOL’s work-readiness goal
Local Office Monitoring
After conducting intermittent checks on the training plans and the fiscal reports, the
administrative office can send statewide directives and schedule conference calls and
video conferences, as needed to correct or enhance procedures. Monitoring will also
include on-site visits by administrative staff for approximately one-third of field offices.
This is in addition to the annual monitoring plan for WIA.
Accountability and Performance
We have a commitment to the participants, our partners, USDOL and the taxpayers to
provide appropriate services that meet the goal as stated in the founding legislation and
to meet the measures of performance.
South Dakota has an established sophisticated process for tracking resources,
participants and performance. The system (SDWORKS) is used for WIA and Wagner-
Peyser activities for both formula and ARRA services. In keeping with the principles of
ARRA, this system helps to ensure compliance with programmatic, accountability and
State and local staff members use our SDWORKS system to monitor progress,
determine if technical assistance is needed and to generate reports. This data is
analyzed by state staff to ascertain level of progress in implementation as well as
outcomes of the formula and ARRA programs. This system provides a mechanism that
ensures accountability and tracking of performance. Data is readily available for
decision makers in evaluating the level of achievement in relationship to the goals
established for both formula and ARRA programs.
In order to assess the effectiveness of the summer employment opportunities for youth,
the state has set out the following methodology for determining whether a measurable
increase in work-readiness skill has occurred.
A joint meeting between the worksite trainer/supervisor, the youth and an SDDOL Field
Representative develops a training plan based on training requirements for the position.
A pre-assessment is completed within the first 60 to 80 hours. If it is determined the
youth is in need of training in at least 50 percent of the outlined skills, the summer
employment/training proceeds. If not, a new plan is developed to increase the skills to
be learned or increase the difficulty of the skills level.
The Field Representatives continue to monitor the quality of the worksite training
throughout the work experience. A post-assessment is conducted during the final 40 to
60 hours of the work experience and includes the supervisor, youth and Field
Representative. This post-assessment determines if the youth has completed the
training and is now demonstrating the skills outlined. Skills must be demonstrated at a
minimum of 80 percent accuracy for the worksite. The post-assessment is agreed to
and signed by the supervisor, the youth and the Field Representative.
Additional Review Section: Waivers and State Plan Context
SDDOL respectfully rescinds our request for the incumbent worker waiver.
These comments included a recommendation that all reference made to the USDOL
Bureau of Apprenticeship and Training be changed to reflect USDOL Office of
Apprenticeship or OA throughout the plan. The state will comply with the
recommendation to reflect the correct reference for the USDOL Office of
SDDOL is committed to an overarching strategy to ensure adults and youth entering the
workforce system have the ability to move between the labor market and further
education and training. This is accomplished by using multiple pathways such as
• Adult education
• Job training
• Post-secondary education
• Registered apprenticeship
• Career advancement activities and supportive services aligned with economic
development strategies and based on need of employers and high-growth
SDDOL will comply with the suggestions presented. These include:
• Using the term “registered apprenticeship and “affiliated with the USDOL Office
of Apprenticeship” as appropriate
• Exploring new or expanded ways to use WIA funding in support of pre-
apprenticeship and registered apprenticeship programs
• Including registered apprenticeship and pre-apprenticeship programs for youth
• Connecting with registered apprenticeship sponsors and USDOL Office of
• Including the USDOL Office of Apprenticeship as a stakeholder on workforce
development issues as a key workforce development tool
• Including registered apprenticeship when referencing workforce development
tools with equality among all tools and services available.
Furthermore, the state will delete the reference on page 61 of the state draft plan as a
“right to work” state as this phrase has no relevance to the integration of registered
apprenticeship programs in the workforce development system.