Lwia2 Plan Mods 2006

DRAFT COVER SHEET LOCAL STRATEGIC PLAN MODIFICATION FOR TITLE I OF THE WORKFORCE INVESTMENT ACT OF 1998 (WORKFORCE INVESTMENT SYSTEM) FOR THE PERIOD July 1, 2005 To June 30, 2006 LOCAL WORKFORCE INVESTMENT AREA 2 Walters State Community College Center for Workforce Development 500 South Davy Crockett Parkway Morristown, Tennessee 37813 Phone: 423-587-7034 Fax: 423-585-769 TABLE OF CONTENTS Section Title Page I. Executive Summary ..................................................................................... II. Governor’s Vision/National Strategic Objectives ..................................... III. Economic Development ............................................................................... IV. Labor Market Analysis: Demand Occupations and Skill Shortages ..... V. Career Center/Resources Sharing Budgets ............................................... VI. Performance Measures/Data Management/Customer Satisfaction Surveys .......................................................................................................... VII. Service Delivery: One Stop Delivery Strategies ....................................... VIII. Youth ............................................................................................................. IX. Older Worker Services ................................................................................ X. Rapid Response ............................................................................................ XI. Incumbent Worker Program ...................................................................... XII. Faith-Based and Community Organizations ............................................. XIII. Baldrige Criteria .......................................................................................... XIV. Disabilities Checklist.................................................................................... XV. TAA/TRA/WIA Title I ................................................................................ XVI. Program Year 2004 Achievements ............................................................. XVII. Organization ................................................................................................. XVIII. Planning ........................................................................................................ XIX. Employment and Training Unit ................................................................. XX. Attachments .................................................................................................. I. Executive Summary Please provide an executive summary of your LWIA and the achievements made this program year. Local Area 2 is committed to continuous improvement, and to meeting or exceeding performance standards. From June 2004 to July 2005, the LWIA emphasized improved performance, expanded career center and employer services, enhanced youth services, coordination with economic development, and maintaining a strong workforce board. Several the highlights of the year included identifying target industries for the local area and submitting a $1.9 million grant application for the President’s Community-Based Training Grants. Additional highlights include: Performance   Currently are achieving over 100% for all 17 performance goals. Qualified for both Part A and Part B incentive awards. Received an additional $64,400 in incentive funding in May 2004, a 400% increase over 2003-4. Awarded $75,250 in May 2005, a 17% increase. Employer Services     Provided employer services to local area businesses and industries in cooperation with the Tennessee Department of Labor & Workforce Development. Provided a full-time Coordinator of Employer Services to work with local employers. Marketed incumbent worker training to local employers and assisted with three successful incumbent worker grants totaling over $60,000. Issued a quarterly newsletter for employers in the local area, Workforce Focus. A special edition was mailed to 18,000 employers with one or more employees in January 2005. The remaining issues were mailed to 1,750 employers with five to 200 employees. Career Center Services    Provided job search resources for 26,944 visitors to the Five Rivers Regional Career Center between July 2004 and June 2005 Provided core, intensive and training services to 691 adult participants and 645 dislocated workers. Assisted TDOL&WD with Rapid Response activities at 19 businesses and industries from July 2004 to June 2005. Youth  Provided services to 757 youth in ten counties, including 625 younger youth and 132 older youth.    Completed youth resource mapping for seven counties to develop a youth resource directory. Provided two week-long Career Camps at Walters State for 132 WIA youth. Conducted the first areawide Youth Summit. Economic Development  Held a Workforce + Economic Development Summit for 100 local leaders in conjunction with the April 2004 Local Workforce Investment Board meeting in Greeneville, Tennessee. Tennessee Department of Labor & Workforce Development Commissioner James Neeley was the featured speaker. Hosted Tourism Commissioner Susan Whitaker for the January 2005 meeting of the Local Workforce Investment Board and local economic development and elected officials.  Workforce Development   Approved 11 new training programs for WIA and TAA participants. Identified nine potential target industries: Tourism and Hospitality; Health and Social Services; Construction; Non-durable Manufacturing; Automotive and Machinery Manufacturing; Trucking; Warehousing and Wholesale Trade; Retail; Finance and Banking; and Professional Services. Local Workforce Investment Board    Maintained a certified board with a private sector majority. Provided training for local workforce investment board members and members of the Consortium of Local Elected officials with incentive funds. Requested and received a waiver for WSCC to serve as a training provider, as well as the administrative entity. For consistency please reference the State Plan when addressing the following questions. www.state.tn.us/labor-wfd/wiaplan.html II. Governor’s Vision / National Strategic Objectives Describe the strategy that your Local Workforce Investment Area (LWIA) will use to incorporate the Governor’s workforce development goals in your local workforce system. Please include a description of the collaborative efforts your local workforce area will execute with One-Stop partners, community organizations, and educational entities, to implement a demand-driven workforce system. Explain how this methodical approach will satisfy the goals of the national strategic objectives. If necessary, attach more detailed documents to expand upon any aspect of the summary response if available. Local Area 2 has pursued a number of efforts to support the achievement of the Governor’s workforce development goals. Beginning in April 2004 with the Workforce + Economic Development Summit, the local area has a goal of integrating the efforts of economic development agencies, chambers of commerce, and workforce development in the ten counties. TDOL&WD Commissioner James Neeley was the keynote speaker for the forum. To continue the integrated efforts, the Coordinator for Employer Services was assigned to coordinate with these agencies on a continuing basis; he holds membership in each organization, and actively participates. Workforce Focus, the LWIA2 newsletter for area employers, is sent to economic development agencies, chambers and local elected officials. During the fall of 2004, the LWIB2 began identifying potential target industries, such as tourism. In January 2005, the Tennessee Commissioner for Tourist Development, Susan Whitaker, spoke at the LWIB2’s dinner. Area economic development professionals and local elected officials were invited to join the board, and over 100 attended. Collaboration is fostered in workforce development daily, as all WIA staff are co-located with Tennessee Department of Labor & Workforce Development staff in the regional career center and the seven affiliate career centers, encouraging the collaboration of the partners. Agencies represented on the Five Rivers Regional Career Center Management Committee include Vocational Rehabilitation, Department of Human Services, and Adult Education. One new agency, Experience Works, was added to the committee this year as the agency has a full-time staff person at Five Rivers in addition to the part-time Experience Works participant. The Job Corps and Tennessee Technology Center at Morristown, who have staff at Five Rivers on a part-time basis, serve as ad hoc members of the management committee. III. Economic Development A. Describe your LWIA’s economic development strategy for attracting, retaining, and growing business and industry within your local community. In the fall of 2004, the Local Area 2 workforce investment board began identifying potential target industries. Utilizing data from The Source, the US Census, the Census of Business, and additional data provided by TDOL&WD’s Research and Statistics Division, nine potential target industries were identified:         Tourism and Hospitality Health and Social Services Construction Non-durable Manufacturing Automotive and Machinery Manufacturing Trucking Warehousing and Wholesale Trade Retail   Finance and Banking Professional Services As indicated, the Tennessee Commissioner of Tourist Development presented an overview of tourism in the local area at the LWIB2’s January meeting. To further enhance assistance to economic development agencies and chambers in the local area, LIWA2 purchased Strategic Alliance, an economic modeling program, in May 2005. The program can estimate the impact of new and replacement businesses and industries, as well as dislocations, on the local job market. The staff provides detailed information from their data sources for prospective businesses and industries, as well as services to hire staff. Following approval of the nine target industries by the board in April 2005, the LWIA began examining and adapting proposed plans for focus groups and roundtables. The LWIB2 plans to host a roundtable featuring state WIB member Mayor Iliff McMahan of Cocke County, the other county mayors, target industry representatives, and workforce development agency representatives in October 2005. B. How will your LWIA ensure the continuum of education and training opportunities that will meet the workforce demands of continuously changing skill needs that business and industry have as a result of innovation and new technology? Local Area 2 is fortunate to be administered by Walters State Community College, which was eligible to apply for the President’s Community-Based Job Training Grant. Working with a proposal by the Technical Education Division, the local area submitted a proposal to fund an innovative Center for Workforce Education on campus. The goal of the center is to provide services for jobseekers and for employers. The Center for Workforce Development will provide WIA services through a small affiliate center located in the facility. Major partners in the grant include Walters State, LWIA2, local target industries in automotive and advanced manufacturing, and the P-16 Regional Council. Several major employers are already working with the staff to pretest jobseekers. Since over 75% of jobseekers currently fail pre-employment tests administered by these employers, better screening of potential applicants can result in a considerable savings. WIA staff will administer the TABE and maintain a database of qualified employees that meet the employers’ defined skill levels in math and reading. For those that do not qualify, training will be available from Walters’ State Technical Education Division and other WIA-approved training providers, including the Tennessee Technology Center at Morristown. The WSCC training will be modularized to allow students to complete the training as quickly as possible. The center will be open from 6 a.m. to 10 p.m. to allow employed workers, as well as full-time students, to access the training. Grant funds have specifically been requested for purchasing equipment that is used by the target industries and for the cost of modularizing content. In any case, the center will open in September 2005. If the grant funds are not awarded, the center will be funded by WSCC and LWIA2. However, the pace of implementation will be slower. C. Please describe the method that your LWIA will use in order to bring together the key players in workforce development including business and industry, economic development, education, and the public workforce system to continuously identify the workforce challenges facing the local area and to develop innovative strategies and solutions that effectively leverage resources to address those challenges? Local Area 2 has a number of initiatives underway that bring together the key players in workforce development:          D. Workforce + Economic Development Summit Target industry focus groups Workforce development roundtable Workforce Focus newsletter Center for Workforce Education Chamber and economic development memberships Participation in WEOC and sponsorship of WEOC activities Youth Career Camp Youth Summit What workforce development issues has your local workforce area prioritized as being the most critical to its economic development? The most critical issue in Local Area 2 is improving the basic and technical skills of all area jobseekers. Local Area 2 has worked with providers to develop a wide range of programs to assist those who lack a diploma or GED, as well as those that need additional training and technical skills to obtain better jobs or retain their current jobs. A related issue, low wages, can be addressed as educational levels improve. Focusing on target industries will assist the area to make progress toward economic development. IV. Labor Market Analysis: Demand Occupations and Skill Shortages A. Please provide a detailed analysis of your local economy. Elements of the analysis should include the following: 1. A demographic composition of your local workforce area. (please provide participant data by race, sex and age) In 2005 TDOL&WD’s Tennessee Job Outlook 2002-2012 estimated that Local Area 2 had a population of 412,000. According to the Census, the 2000 population was 398,744; 96.0% of the population was Caucasian in 2000, 1.9% was African-American and the remainder represented other groups. The fastest growing segment of the population is Hispanics. From July 1, 2004 to June 30, 2005, Local Area 2 adult and dislocated worker participants ranged in age from 18 to 74; the average age was 38.1 years. As in the local area population, 96.1% of WIA adults and dislocated workers were Caucasian. A larger percentage of African-Americans, 2.9%, than in the population as a whole were registered for WIA services. One percent of WIA participants were Hispanic or members of other ethnic groups. There were more adult and dislocated worker female participants, 58.4%, than male participants. The youth participant gender split was similar, with 54.7% female participants. Some 94.7% of the youth are Caucasian, with 3.6% African-American, 1.3% Hispanic and .5% other. The largest number of youth participants were 17 years old. The average age of youth participants is 16.9 years. Wages in Local Area 2 are relatively low. In 2004, the average weekly wage was $582, just a few dollars above the lowest in the state. The unemployment rate for May 2005 was 6.6%. The local area typically has higher rates during the slow tourism months of January and February. The unemployment rate for those months was 9.1% and 8.6%. Rates usually decrease in March. Layoffs and plant closures affected 980 workers between July 2004 and June 2005. Manufacturing dominates the economy, with 25% of the workforce employed in Production Occupations and related work in 2002. Tourism dominates in Sevier County, and is very important in Cocke County. The tourism industry season continues to extend into months that were previously low in tourism employment. However, as indicated, the winter months after the Christmas season concludes continue to have higher unemployment. 2. What industries and occupations are projected to grow and/or decline in the short term and over the next decade? The occupations that are growing very fast in Local Area 2 include:        Social and Community Service Managers Computer Support Specialists Social and Human Service Assistants Rehabilitation Counselors Musicians and Singers Molding, Coremaking, & Casting Machine Setters, Operators & Tenders, Metal & Plastic Amusement and Recreation Attendants The occupations that are growing fast in Local Area 2 include:  Computer and Information Systems Managers             Credit Authorizers, Checkers, and Clerks First-Line Supervisors/Managers of Personal Service Workers Police and Sheriff's Patrol Officers Pharmacy Technicians Tour Guides and Escorts Public Relations Managers Combined Food Preparation and Serving Workers, Including Fast Food Sales Managers Ushers, Lobby Attendants, and Ticket Takers Landscaping and Groundskeeping Workers Customer Service Representatives Short Order Cooks The occupations that are projected to decline in Local Area 2 include:          Child Care Workers Mobile Heavy Equipment Mechanics, Except Engines Order Clerks Computer Operators Earth Drillers, Except Oil and Gas Switchboard Operators, Including Answering Service Loan Interviewers and Clerks Butchers and Meat Cutters Electrical and Electronic Equipment Assemblers The target industries chosen by LWIB2 include:           Tourism and Hospitality Health and Social Services Construction Non-durable Manufacturing Automotive and Machinery Manufacturing Trucking Warehousing and Wholesale Trade Retail Finance and Banking Professional Services Major industries that are declining include furniture and textiles. 3. What industries and occupations is there demand for skill workers and available jobs? Currently there is still a strong demand for entry level manufacturing workers with basic skills in math and English at the 8th to 10th grade level. The local area, which is primarily rural, has a higher level of manufacturing employment than the state average. Local Area 2 has been relatively successful in recruiting new manufacturing jobs in the past few years. Morristown has been especially successful. Recently automotive parts employers have located in the local area to serve the automobile plants in Tennessee and other nearby states. According to the June 2005 Job Outlook from TDOL&WD, occupations with more than 10 annual job openings each year that require specialized training include: First-Line Supervisors/Managers of Retail Sales Workers; General Maintenance and Repair Workers; Restaurant Cooks; First-Line Supervisors/Managers of Food Preparation and Serving Workers; Plumbers, Pipefitters, and Steamfitters; and Carpenters. Occupations with more than 10 annual openings each year that require at least a Bachelor’s Degree include: General and Operations Managers; Sales Managers; Child, Family and School Social Workers; Pharmacists; Accountants and Auditors; and Financial Managers. 4. Identify the skill needs for the available, critical and projected jobs. Many area high school graduates and dislocated workers need improved basic skills as well as higher level technical skills. Technical skills most in demand include those needed for advanced manufacturing processes, such as CNC. Area training programs, such as Walters State’s culinary arts certificate and degree, and the Technology Center’s certificate in automotive technology address many of the needs. The LWIB works with the area training agencies to develop programs to address skill shortages. B. Explain how your local workforce area will address the skill shortages in highgrowth, and high demand industries. The local training providers will be encouraged to develop programs as needed to provide skills in high growth, high demand industries. The Center for Workforce Education is specifically designed to address skill shortages in high growth, high demand industries in the area. It is also designed to be an asset in attracting new businesses and industries, and to provide a resource for jobseekers, whatever their skill level or employment status. If training providers, including the Tennessee Technology Center at Morristown, cannot accommodate the demand for training, Local Area 2 may purchase contract classes. Since the cost per participant for this type of training is very high, contract classes are used only when necessary. Contract classes may be offered in any area; currently the area most in demand is LPN training. V. Career Center/Resource Sharing Budgets A. Please describe the manner in which your local workforce system is implementing cost effective and efficient delivery of services? In Local Area 2, TDOL&WD and WIA services are co-located in seven career centers, including the Five Rivers Regional Career Center. Co-location provides for an existing cost effective and efficient delivery of services through the workforce development system. Many of the career centers, in addition, are located in close proximity to the offices of the Tennessee Department of Human Services, providing easy access for Families First and other DHS participants. Experience Works recently located in the regional career center, further expanding its services. An eighth career center in Maynardville is co-located with Adult Education, allowing residents that do not have a TDOL&WD office in their county to conveniently access WIA services. B. What cost savings were implemented this year? (e.g. percent of budget) Local Area 2 has made every effort to provide WIA services at the least cost for jobseekers and employers. All WIA services are co-located. One facility is leased by Walters State Community College for the Five Rivers Regional Career Center. In April WSCC was able to lease upgraded space for the Five Rivers Regional Career Center for another five years with no increase in lease cost. Work-study students as well as participants from Experience Works, a Title V Older Worker program, are utilized in the career centers in clerical positions, thus creating a cost-saving. This arrangement has worked well for all partners. In April the WIA Online system was implemented. WIA Online has already shown that it will increase efficiency and reduce costs, while providing a significant amount of additional information available in real time. The web-based WIA Online system is immediately accessible from all offices, including the affiliate career centers. Data that was entered several times, and then often had to be compiled from the eight career centers, is entered only once. A major cost savings is expected. The new system currently covers only the adult and dislocated worker program, but the youth program will be added in the next several months. C. Explain how these cost savings were beneficial to program improvements within your local workforce investment system. All cost savings mentioned above are used to improve services for jobseekers and employers. Keytrain, an Internet based assessment and remedial work skills program was recently purchased. This program will enable job seekers to improve skills needed to compete for more technical jobs available within the local area. Because it is a self-paced system, staff time will be minimized, resulting in more cost savings. VI. Performance Measures/ Data Management/ Customer Satisfaction Surveys A. In addition to the 17 core measurements, are other methods being used to assess the effectiveness of your local workforce system? In addition to the 17 core measures, Local Area 2 assesses effectiveness by:  Conducting our own continual survey of applicants’ and participants’ satisfaction. A survey form, modeled on the questions the University of Memphis asks in its survey of exited participants, is given to individuals who visit our career centers. Meeting frequently with, and soliciting feedback from, employers on the quality and usefulness of our services. Tracking the number of customers that WIA and our partner-agencies serve. Maintaining databases for tracking and projecting performance. Conducting annual and ad hoc monitoring visits to LWIA2 career centers and youth contractors’ facilities.     B. Describe the challenges your LWIA faces to satisfy performance goals. Please explain the methods used to overcome these challenges and improve performance levels. The major challenges in meeting performance goals are the low educational and income levels in LWIA 2, coupled with a transition in the manufacturing industries that have long been a cornerstone of the local economy. Lower level jobs in textile and furniture manufacturing are leaving the area, and the local workforce lacks the skills needed for the high-growth manufacturing jobs that are replacing them. The 2000 census found that in LWIA2 17.9 percent of residents 25 years of age or older had less than a ninth grade education, compared with only 9.6 percent of residents throughout Tennessee. Similarly, according to the Bureau of Economic Analysis, our 10 counties had a 2003 per capita income that was 25 percent below the state’s average. To help meet this challenge, the board joined Walters State Community College in applying for a Community-Based Job Training Grant to provide industry-driven, easily accessible training for jobseekers and employees. If successful in obtaining the grant, we plan to establish an affiliate career center at the college’s proposed Center for Workforce Education. Designed in collaboration with local industry leaders, the center will offer basic and remedial education, technical training for high-growth manufacturing jobs, an industry-focused curriculum, extended hours and flexible schedules, innovative delivery methods, and a full range of WIA services. We believe the services to be offered through the center will significantly improve the employment prospects and earning abilities of LWIA 2 residents, while providing a pool of trained workers with the basic education and technical skills that local industries have often been unable to recruit in our area. C. What standard procedure is utilized to ensure proper maintenance of all financial records pertaining to federal funding? Walters State Community College, the administrative entity for LWIA 2, is a statefunded institution governed by the Tennessee Board of Regents. LWIA 2 complies with all applicable policies and procedures established by Walters State, the Tennessee Board of Regents, and the State of Tennessee regarding financial records. Records are both monitored and audited as a result of holding federally funded contracts from the Department of Labor. In addition, whenever Walters State is audited as a state institution, WIA fiscal records are included in the audits. Please describe the procedure for which participant data is managed to ensure federal compliance. Provide details on data collection and the reporting process that facilitates proper record management. In this summary please include the following: A. Explain the training and procedural measures developed to ensure that all administrative staff is competent with the standard methods of participant data collection. Describe the accountability policies in place to solidify these practices. To ensure compliance with federal data management requirements, LWIA2:   Requires that case managers maintain a case file for each of their customers. Requires that case managers collect data on forms that were designed to mirror data required in eCMATS and to use those completed forms for eCMATS data entry. Issues written guidelines for case managers to follow in maintaining their case files. The guidelines include a checklist for documents required by federal regulations and policies. Monitors annually, and on an ad hoc basis, selected case files for all case managers to assure that they are complying with LWIA2 guidelines – and, hence, with federal requirements. Provides a written report of monitoring results to the Area 2 Local Workforce Investment Board’s Performance & Oversight Committee and to LWIA2’s executive director, supervisors, and case managers. Provides additional feedback to the case managers on deficiencies found during monitoring, and the actions needed to correct and prevent them, via training, staff meetings, one-on-one sessions between case managers and their supervisors, and other, informal means, such as “lessons learned” e-mail messages, when warranted. B.     Please describe the method used to ensure timely data entry into eCMATS in order that customer satisfaction surveys are conducted within 60 days of the exit date. Are policies in place to collect multiple telephone numbers for all participants? LWIA2’s written guidelines for case files require that case managers obtain multiple phone numbers for each participant, including the phone numbers of at least four secondary contacts who will know how to reach the participant. Case managers are required to obtain the phone numbers during the application process and to enter them on our Basic Intake form, which is used for eCMATS entry, either by the case managers in our affiliate career centers or by an eCMATS specialist in the Five Rivers Regional Career Center. The phone numbers are promptly entered in eCMATS, along with other required data, during the application, intake and registration processes. Before participants exit the program, case managers are also required to verify and, if necessary, update their phone numbers in eCMATS. Timely follow-up contacts help assure that we have, or get, valid phone numbers for newly exited participants. VII. Service Delivery: One Stop Delivery Strategies A. How will your local workforce area work with partners and local governing agencies to achieve common measures throughout your workforce system? LWIA2 has begun examining its policies and procedures for the adult, dislocated worker and youth programs to insure that common measures are met. Following reauthorization, a complete review of guidelines will be undertaken to implement the new legislation and common measures. LWIA2 will assess whether adoption of common measures requires that our procedures and practices be changed in order to continue meeting performance goals. Any necessary changes will be incorporated into LWIA2’s (1) written guidelines for case managers, (2) requests for proposals and contracts for youth providers, and (3) training and technical assistance for LWIA2 staff and contractors. B. Describe how services and referrals are made to participants who come in to the Career Center/LWIA offices for assistance. Every employee in the career center is given a desk guide which describes partner services. As customers’ needs are evaluated, staff makes appropriate referrals to partners for access to available services. There is open communication between partner staff to ensure that customer needs are addressed and the referring staff is informed as to the disposition of the referral. A coordination team comprised of local staff from all partners meets regularly to ensure all partners are aware of events and/or new services available to participants. C. Describe how your local workforce area will create and strengthen quality partnerships with WIA mandated partners and special populations. The coordination team has worked very well to improve communications between partners on day-to-day activities. As Experience Works and a disability navigator have been located in the comprehensive career center, this approach has strengthened the awareness of these programs that serve special populations by their participation on the team. As questions or problems arise concerning the coordination of activities between partners, the team has been instrumental in working through the process. The career center operations are governed by a Management Committee made up of heads of all full-time partners located in the centers. This committee sets policy for the operation of all career centers. In order to adequately serve the Latino population of LWIA 2, staff in the career center is researching ways to ensure this particular group of people will utilize available services. Staff serves on local community boards of programs that target this growing population and their needs. D. What policies or guidance is utilized to support the maximum integration of seamless service delivery through the One-Stop delivery system for both business clients and individual customers? As mentioned earlier, both the Career Center Management Committee and the local coordination team aim to deliver seamless services. The Workforce Employer Outreach Committees (WEOC) is also a forum to project a united image to local employers. By participating in these meetings, employers are offered a full array of career center services. E. Describe the method developed to increase training accessibility and services for participants utilizing the WIA Title I funds while also leveraging other funds and resources available to your local workforce system. Every WIA eligible participant planning to attend training applies for all available financial aid. This includes Pell grants, the HOPE scholarship and any other applicable federal or state grants. Additionally, the participant is questioned as to any other assistance he or she is receiving through TAA, Families First, Vocational Rehabilitation or public/private source. These funds are then considered in the total educational budget. WIA funding is used only if an unmet educational need exists after this process is completed. VIII. Youth The Employment and Training Administration’s strategic vision defines youth most in need, as youth out of school, youth in foster care, youth aging out of foster care, youth offenders, children of incarcerated parents, homeless youth, and migrant and seasonal farm worker youth. In order to ensure that the critical service needs of this vulnerable population are met state programs and agencies must take a comprehensive approach when providing core youth services. A. Describe your local workforce area’s strategy to provide comprehensive, integrated services to eligible youth, including those most in need as described above. Please include any implemented programs and activities to assist youth who have special needs or barriers to employment. (e.g. those youth who are pregnant, parenting, or have disabilities) Youth participants will be matched with their respective county case manager to provide comprehensive, integrated services. Both out-of-school and in-school youth will be introduced to the One-Stop Career Centers and opportunities will be provided for them to become familiar with the resources there. Assessment of the individual youth's needs, strengths and weaknesses will be the most important tool when determining the services provided. All services will be age-appropriate. Older out-ofschool youth will identify a career goal and, if appropriate, will receive training or work experience. Both older and younger out-of-school youth will be encouraged to return to school or avail themselves of alternative education opportunities. Case managers have developed a partnering relationship with numerous community youth serving agencies and will continue to work with court remanded or paroled youth, resident homes, the foster care system and local schools to identify out-of school as well as other at-risk eligible youth. In addition, many services for out-of school youth will be provided on a one-to-one basis. Serving high risk youth, such as those who are out of school, is very costly and the Youth Council will attempt to identify and attract non-WIA resources to assist in serving this population. Without sufficient resources to meet the needs of this population the risk of poor performance is increased. The summer element of our program, upon entry, requires an initial assessment of the participants. Many of them are in-school youth and will remain active participants in the youth program once their summer work experience has concluded and the school year has begun. It is anticipated that the local schools will deliver some of the basic elements of the youth program. Case managers will work with the service providers to assure that the needs of the youth are identified and met in the most appropriate way. Some youth may need to receive counseling or assistance in their native language. The Youth Council has established roundtables in each of our 10 counties. These roundtables are comprised of local youth experts in each respective county. Eight of the ten counties have just completed asset/resource mapping for youth services. Once we compile the data from each county we will begin to take a look at gaps in services for youth. B. Based on the U.S. Department of Labor, Training and Employment Guidance No. 304, “Strategic Vision for the Delivery of Youth Services to Out-of School Youth”, recommends greater coordination between federal agencies administering youth programs to youth in need. Explain how your local workforce area coordinates youth initiatives with the following programs: No Child Left Behind (Dept. of Education) Juvenile Justice (Dept. of Children’s Services, Courts) Foster Care (Dept. of Children’s Services) For the last several years, the board has made it a priority to develop, enhance, and strengthen ties with all agencies that serve youth in the area. The purpose of this ongoing effort is to create a comprehensive system for the delivery of services to all youth. Links have been established (either directly or through collaborative efforts) with local law enforcement agencies, the Probation Department, Department of Children’s Services, Department of Human Services, and the foster care system. In partnering for services with other agencies, the board has made every effort to ensure that the service provider is knowledgeable and experienced in serving youth who come from a background in foster care, welfare, and/or the probation system. Service providers have also specialized in serving youth who are pregnant or parenting, former substance abusers, or have some documented disability. Please elaborate on the extent of your past successes with these programs, and how your local workforce area will overcome future challenges. Local Area 2 has had a very successful youth program and a very active and involved Youth Council. In addition to the services provided on a regular basis to youth participants in the 10 counties, LWIA2 youth staff, providers and the Youth Council have implemented a Summer Career Camp and a Youth Summit. The Summer Career Camp provides a valuable experience for 60 youth participants, who visit businesses, industries, and training institutions and have hands-on learning experiences. The Youth Summit includes low income youth from all of the counties. The Youth Council has established roundtables in each of the 10 counties. These roundtables are comprised of local youth experts in each respective county. Eight of the 10 counties have just completed asset/resource mapping for youth services. Once the data from each county is compiled, we will begin to take a look at gaps in services for youth. The greatest challenge for the youth program in Local Area 2 is future funding. As with the existing performance measures, Local Area 2 expects to meet or exceed all standards for common measures. However, shrinking funding will likely require a change in how services are provided in the counties. IX. Older Worker Services A. In 2003, the Tennessee Legislature mandated that the state grantee (agency) for the Senior Community Service Employment Program (SCSEP), funded under Title V of the Older Americans Act, be changed from the Tennessee Commission on Aging to the Tennessee Department of Labor and Workforce Development. The transfer became effective July 1, 2003. To satisfy this state mandate, describe what Outreach Strategy is in place so that SCSEP low income 55+ older workers in need of training and employment services are aware of and receive the assistance available to them. B. One of the SCSEP programs in this area is Experience Works. The Field Operations Coordinator is located onsite in the regional career center. One of her field workers uses the career center to interview potential participants weekly. This arrangement has benefited both Experience Works and the career center in that recruiting is done onsite. There is also an Experience Works participant who is assigned to the center for a work experience training. C. In response to the U.S. Department of Labor, Training and Employment Notice, Number16-04, “Protocol for Serving Older Workers”, describe how your local workforce area will enhance the services provided to older workers, and infuse the One-Stop Career Center system with innovative strategies for serving older workers? Memorandums of Understanding have been negotiated and signed with all providers of SCSEP services in the local area. Working with these organizations and Experience Works, career center staff will both recruit and market older individuals for jobs and/or training opportunities. D. Describe how your local workforce area will collaborate with cross-cutting organizations or bodies at the State level designed to guide and inform an integrated vision for serving older workers. The state recently sent out a draft of a website targeted to “baby boomers” – defined as anyone over 40 years of age. A link to that website when it is completed will be placed on the local website. E. What procedures are in place to measure and evaluate the participation of SCSEP participation at your local workforce area? How well is the program faring according to those measures? Experience Works is currently expanding its efforts in Local Area 2. The Experience Works coordinator is located in the Five Rivers Regional Career Center at Talbott, along with an Experience Works participant. The Experience Works staff is provided office space at a minimal charge in exchange for the services of the Experience Works participant. As the program develops and is utilized in more of the counties, the WIA staff will work with the Experience Works staff to develop procedures to measure and evaluate the participation of SCSEP in the local workforce area. Numbers of participants for each program located at the career center have been collected and are reported to the Local Workforce Investment Board quarterly. These numbers have definitely risen since Experience Works has been located in the comprehensive center (since March of 2005). X. Rapid Response A. Please describe the manner in which your local workforce system utilizes Rapid Response services and resources. Local Area 2 depends on Rapid Response services to provide support for dislocated workers. A team approach insures that the dislocated workers are provided the best possible information and services. A Rapid Response report is provided at every LWIB2 meeting, and included in the board briefing book. WARN notices are forwarded to WIA staff in the appropriate career center(s) to make them aware that WIA services may be needed during a specific time frame. Both the Coordinator for Rapid Response and the Career Center Specialist attend the initial meetings so the dislocated workers are aware of their contact in the career center. B. How does your local workforce system ensure a seamless transition between Rapid Response services and other One-Stop activities for displaced workers? TDOL&WD and WIA closely coordinate Rapid Response activities in LWIA2. WIA staff attend the initial meetings, mass meetings, and other Rapid Response activities. The WIA Rapid Response Coordinator and assigned Career Center Specialist ensure that the dislocated workers are aware of WIA services, and of their cooperative efforts with partners. All dislocated workers are encouraged to visit their local career center as soon as they are able. XI. Incumbent Worker Program Please explain how your local area is incorporating the Incumbent Worker Program into your local workforce system. \ A. What strategy has been developed to disseminate Incumbent Worker Program information to local area employers? Media articles have been published to announce the availability of incumbent worker grants in the local area. An article was written for the most recent Workforce Focus, a newsletter for local employers in Area 2. At WEOC meetings, the IWG program has been presented and several applications have been sent to area employers. B What communication method is utilized to ensure that local area employers provide your LWIA with incumbent worker participant data? Elaborate on any instructional materials or directives developed to serve as a guidance tool for this process. A participant data form has been developed and used to capture information required for eCMATS data entry. When an employer is approved for an incumbent worker grant, a staff person meets with the employer and disseminates both the forms and information for completion. The information is required to be entered into eCMATS before any reimbursements are made to the employer for training. C. Explain how your local workforce system collaborates with One-Stop partners to ensure the skill development of incumbent workers? Depending on the needs of the business or industry, the WIA staff refers employers to other services, such as Adult Education, and training providers, such as the Tennessee Technology Center at Morristown, Walters State Community College or the Greeneville Center for Technology. In some cases, partners assist in developing training curriculum or provide training services. In LWIA2, many workers and jobseekers need to improve their basic skills to be able to benefit from training. Adult Education can assist incumbent workers to earn their GED or improve their basic skills. Vocational Rehabilitation, in similar fashion, can assist in identifying appropriate training methods for incumbent workers that have a disability. XII. Faith-Based and Community Organizations Workforce development is comprised of a range of programs that give individuals the skills, knowledge, and abilities they need to succeed in the 21st Century workplace. Business, educational institutions, government social service agencies, working and unemployed individuals, faith-based and community organizations all have a stake in workforce development. Describe the measures used to increase the opportunities for participation of faith- based and community organizations as committed and active partners in your local One-Stop delivery system. LWIA2 welcomes the opportunity to work with community and faith-based organizations. The board has supported grant proposals for several faith-based organizations, such as Jubilee, and on a continuing basis for Douglas-Cherokee Economic Authority, which provides assistance to many low income and minority residents in the area. The Executive Director serves on the local board. Several community organizations serve as youth providers, including Goodwill and the Clinch-Powell Educational Cooperative. The Career Center posts calendars for the Stepping Out Ministries, encourages referral of clients, and provides workshops for clients. XIII. Baldrige Criteria Describe the management practices utilized in your local workforce system that establish the level of performance excellence identified in the Baldrige Criteria. Please explain how these management practices ensure the attainment of the Baldrige based award during the 2006 program year. The LWIA 2 career center system plans to apply for Level I of the Criteria for Performance Excellence this year. Immediately thereafter, Level II will be attempted. XIV. Disabilities Checklist Please describe how your area has enhanced its policies and facilities to ensure nonchallenging participation of people with disabilities in WIA programs and activities. LWIA 2 has made every effort to comply with WIA Section 188. An EEO Compliance Officer that meets the requirements has been designated; the assigned staff person attends USDOL/Civil Rights Center training in Washington, D.C., every year. All required notices are posted, and publications include the appropriate tagline information. Contacts include nondiscrimination assurances required by WIA and by the Tennessee Board of Regents. Adaptive equipment and other aids for universal access have been implemented. LWIA 2 has responded to each disability review, and has worked with the less or of the Five Rivers Regional Career Center to make any needed modifications, such as installing accessible door handles and accessible entry ways. Any reasonable accommodation is provided, and policies and practices have been examined for compliance. In LWIA 2, Vocational Rehabilitation and WIA Staff work together very closely to provide coordinated services with all partners to assist career center participants. In addition, WIA staff work closely with Goodwill, which is located adjacent to the regional center. All WIA facilities are accessible, including the Center for Workforce Development at Walters State Community College. LWIA 2 is partnering with LWIA 3, which is currently overseeing the Tennessee Customized Employment Project (TCEP), which is designed to “provide customized employment services to individuals who are either unemployed or underemployed, who are exiting education and seeking employment support, or who are employed in segregated settings.” LWIA 3 has placed a full-time Disability Navigator at the Five Rivers Regional Career Center to administer the TCEP services in the ten counties of LWIA 2. LWIA 2 participates in TCEP training and regional workshops that focus specifically on assisting those with disabilities. Youth providers, as well as those providing services to adults and dislocated workers, provide access to facilities and services. For example, at the annual Summer Career Camp, WIA staff and youth providers work closely together to provide access to activities and facilities to all youth participants who have a disability. Walters State Community College (WSCC), the administrative entity and a training provider in LWIA 2, fully complies with employment non-discrimination practices. WSCC and the Center for Workforce Development maintain records on compliance, while consistently monitoring for compliance. The LWIA 2 EEO Compliance Officer submits the Discrimination Complaint Log when requested by the Center for Civil Rights and the Tennessee Department of Labor & Workforce Development. The grievance and compliance process was recently reviewed and updated. The grievance and compliant procedure is included in the participant handbooks. Although corrective action has not been necessary under WIA, any required corrective action will be taken. XV. TAA/TRA/WIA Title I What strategy is your LWIA utilizing to overcome the challenges of serving TAA/TRA eligible applicants whose training is funded by WIA Title I funds? One of the challenges presented by TAA eligible applicants has been determining both their ability to participate in and complete a training program as well as ensuring the economic support for such an endeavor. In order to meet these challenges, TAA applicants work with a career counselor to assess these issues and then make clear choices on their plan of action. Many times that requires the applicant to choose shorter training programs. Others require intensive case management. Whatever the need, an informed decision is made initially to ensure the applicant has the greatest advantage to succeed. XVI. Program Year 2004 Achievements Provide a synopsis of the most significant program improvements, or accomplishments that have taken place in your Local Workforce Investment Area during Program Year 2004. Please identify the process improvement you have made in 2004. (e.g. cycle time study for participants receiving services.) The categories listed below include accomplishments for Program Year 2004. Local Area 2 has a team approach to addressing issues and identifying needed improvements. At the Five Rivers Regional Career Center, a management committee composed of all of the career center partners sets policy. The WIA staff tracks board policies and updates the list of policies after each board meeting. The WIA staff also develops guidelines as needed for career center and board activities. New and updated guidelines for 2004-5 addressed:       Resolving non-EO grievances in the youth program Pre-training assessment testing of adults and dislocated workers On-the-Job Training Adult and dislocated worker case files Definitions of youth eligibility terms. Accommodations for individuals with disabilities and those with low English proficiency Performance  Achieved the highest level of performance for local workforce areas in Tennessee from July 2003-June 2004.  Received an additional $64,400 in incentive funding in May 2004, a 400% increase over 2003-4. Awarded $75,250 in May 2005, a 17% increase.  Currently are achieving over 100% for all goals. Achieved over 100% of local area goals for 16 goals, and over 90% for one goal for 2003-4, the first year the area received both Part A and Part B incentive awards. Employer Services  Provided employer services to local area businesses and industries in cooperation with the Tennessee Department of Labor & Workforce Development.  Provided a full-time Coordinator of Employer Services to work with local employers.  Marketed incumbent worker training to local employers and assisted with three successful incumbent worker grants totaling over $60,000.  Issued a quarterly newsletter for employers in the local area, Workforce Focus. A special edition was mailed to 18,000 employers with one or more employees in January 2005. The remaining issues were mailed to 1,750 employers with five to 200 employees. Career Center Services  Provided job search resources for 40,000 visitors to the Five Rivers Regional Career Center.  Provided core, intensive and training services to 691 adult participants and 645 dislocated workers.  Assisted TDOL&WD with Rapid Response activities at 20 businesses and industries from July 2003-June 2004, and 17 from June 2004-April 2005. Youth     Provided services to 757 youth in ten counties, including 625 younger youth and 132 older youth. Completed youth resource mapping for seven counties to develop a youth resource directory. Provided two week-long Career Camps at Walters State for 132 WIA youth. Conducted the first areawide Youth Summit for 1,000 low income youth. Economic Development  Held a Workforce + Economic Development Summit for 100 local leaders in conjunction with the April 2004 Local Workforce Investment Board meeting in Greeneville, Tennessee. Tennessee Department of Labor & Workforce Development Commissioner James Neeley was the featured speaker.  Hosted Tourism Commissioner Susan Whitaker for the January 2005 meeting of the Local Workforce Investment Board and local economic development and elected officials. Workforce Development  Approved 11 new training programs for WIA and TAA participants.  Identified nine potential target industries:  tourism/hospitality         health & social services construction non-durable manufacturing (wood products, food, rubber & plastics) automotive parts and machinery manufacturing trucking, warehousing & wholesale trade retail finance/banking professional and other services Local Workforce Investment Board  Maintained a certified board with a private sector majority.  Provided training for local workforce investment board members and members of the Consortium of Local Elected officials with incentive funds.  Requested and received a waiver for WSCC to serve as a training provider, as well as the administrative entity. XVII. Organization Please provide an organizational chart of your Local Workforce Investment Area. Organizational charts for the Center for Workforce Development and for the CWD career center operations are included as Figures 1 and 2 following question XIX. XVIII. Planning What improvements or changes would you like implemented in the planning process? Since plans require a considerable amount of time and effort to prepare, it is helpful to have the guidance as long before the due date as possible. There has been an obvious effort to provide the guidance as far as advance as feasible, and to set reasonable deadlines. XIX. Employment and Training Unit How can the Employment and Training Unit better serve your area? LWIA2 will continue to rely on the Employment & Training Unit for guidance in providing services and to comply with the law and regulations. When WIA is reauthorized, training will be needed to transition from the current policies and procedures to those required by the new law. Figure 1. Walters State Community College Dr. Wade McCamey President Dr. Rosemary Jackson Interim Vice-Pres for Business Affairs Dr. Nancy Brown Executive Director Lynn Collins Secretary Joe Johns WIA Fiscal Director Tina Scott Fiscal Clerk Matt Berger Coordinator of Programs & Administration Venon Fields Coordinator of Employer Services Sam Hardin Coordinator of Rapid Response & Marketing B. J. Lowe Youth Coordinator Jim Marshall Coordinator of Quality Assurance & Compliance Donna Stansberry Asst. Director of WIA Services Barbara Byard Fiscal Clerk Vacant Technical Systems Specialist Helen Cox Youth Services Assistant Melissa Reynolds Coordinator of Five Rivers Regional Career Center Natasha Knight Youth Technical Clerk = See Organizational Chart for the Career Center System for remaining staff members. Figure 2. Walters State Community College CENTER FOR WORKFORCE DEVELOPMENT CAREER CENTER SYSTEM Dr. Wade McCamey President Dr. Nancy Brown Executive Director Donna Stansberry Asst. Director of WIA Services Marlena Bryan Career Center Assistant Troy Wear Telecommunications Specialist Cheryl Harold Career Center Specialist Five Rivers Melissa Reynolds Coordinator of Five Rivers Regional Career Center Nathan Patterson Career Center Specialist Five Rivers Carol Lemon Career Center Assistant Bobby Williams Career Center Specialist Five Rivers Catherine Spencer Career Center Specialist Connie O’vercum Career Center Specialist Debbie Johnson Career Center Assistant & Executive Aide Greenville Denise Carr Career Center Specialist Donna Mulholland Career Center Specialist Gatlinburg Laura Spears Career Center Assistant Frank Umbarger Career Center Specialist Rogersville Vacant Career Center Assistant David Bunch Career Center Specialist Tazewell Jana Bass Career Center Assistant ATTACHMENTS Please return attachments in the format used in the examples. This will assist with consistency and prevent delays in the approval process. A. B. C. D. Authorized Training Providers Youth Training Providers Memorandum of Understanding WIA Performance Measures – See attached sample table. Provide previously negotiated goals for PY 2004. Planned Description of Services Planned Summary of Budget Goals List of LWIB Members – Please return form in its exact format. LWIB Bylaws Signature Page – When submitting an original and copy, please indicate which form is original. Agreement of Local Chief Elected Officials Public Comment E. F. G. H. I. J. K.