Key Reform Principles of WIA

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					 The New WIB Director’s
      Handbook:

A Practical Guide to Navigating the
Workforce Development System in
          New York State
Table of Contents


Introduction                                                            Pg 4

Acknowledgements                                                        Pg 5



PART 1: Workforce Investment Act Basics
1. The History of Federal Job Training                                  Pg 7

2. Key Reform Principles of WIA                                         Pg 9

3. What’s Different About WIA                                           Pg 11

4. The Workforce Investment Act of 1998 Legislation and Regulations     Pg 13

5. The Titles of the Workforce Investment Act                           Pg 14

6. The National WIA Programs and National Emergency Grants              Pg 23



PART 2: Workforce Investment Boards
7. Roles and Responsibilities of the Local Workforce Investment Board   Pg 29

8. Membership of the Local WIB                                          Pg 32

9. The Youth Council                                                    Pg 33

10. WIA Implications for Business                                       Pg 35

11. Governance of WIA: Federal, State, and Local Roles                  Pg 36

12. Labor Market Information                                            Pg 38

13. Funding Issues                                                      Pg 40

14. Other Funding Sources                                               Pg 47

15. Local Area Policies                                                 Pg 56

16. Performance Measures                                                Pg 58

17. Capacity Building, Technical Assistance and Professional Development Pg 60

18. How USDOL Promulgates Policy                                        Pg 66

19. How NYSDOL Promulgates Policy                                       Pg 66


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PART 3: One-Stop Career Centers
20. The Role of One Stop Career Centers                              Pg 68

21. Designating the One Stop Operator                                Pg 70

22. What Is Functional Alignment                                     Pg 71

23. Understanding OSOS and the WIASRD                                Pg 73

24. Training Services                                                Pg 74



PART 4: Other Topics of Importance
25. State Agencies and Their Roles in WIA                            Pg 79

26. Working With the Media                                           Pg 83

27. Regional Considerations Under WIA                                Pg 84



PART 5: Appendices
Appendix 1: NY State’s Ten NYSDOL, SUNY, and ESD Regions             Pg 86

Appendix 2: Key State Agency Contact Information                     Pg 87

Appendix 3: Key Committees in Congress                               Pg 89

Appendix 4: Key Committees in the NY State Legislature               Pg 94

Appendix 5: NYSDOL Commissioner’s Regional Representatives           Pg 95

Appendix 6: Foundation Funding for Workforce Development by Region   Pg 97

Appendix 7: Job Corps Centers in NYS                                 Pg 98

Appendix 8: Indian and Native American Programs in NYS               Pg 100

Appendix 9: Migrant and Seasonal Farmworker Programs in NYS          Pg 102

Appendix 10: Technical Advisories Related to Functional Alignment    Pg 103




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Introduction

Welcome to your new job as a Workforce Investment Board Director. In this position you can be
a tremendous force for good in your community.

The challenges all New Yorkers face in this 21st Century global economy are serious ones, and
we have no choice but to meet them head on and to overcome them. Through successful
administration of the federal Workforce Investment Act (WIA) programs you are a critical part of
the State‘s overall strategy.

This handbook is designed to provide a jumpstart in your understanding of your role as it relates
to local implementation of the Workforce Investment Act.

We have attempted to write this guide using plain English to make your transition into your new
job as easy as possible.




                                                                                                  4
Acknowledgements

Almost 20 years ago, NYATEP authored a Guide to the Job Training Partnership Act (JTPA)
with funding from the New York State Department of Labor.


Faced with large scale generational turnover in New York State‘s Workforce Investment Board
leadership, NYSDOL again asked NYATEP to write a plain English New WIB Director’s
Handbook.


What a difference twenty years make in assembling a handbook of this type. In researching this
work, we benefitted greatly from today‘s internet search technologies which enabled us to
examine many policies from other States, and USDOL workforce documents. In areas such as
listing the Roles and Responsibilities of the Local Workforce Investment Board, existing State
policies, informed this work.


We thank the dedicated workforce employees, both State and Local, whose work contributed to
this Handbook, and hope that this handbook can now be adapted to other workforce
communities across the country.


Any mistakes are mine, not the New York State Department of Labor‘s.


Please point out any inaccuracies, as NYSDOL intends to update this Handbook several times a
year; such information can be sent to NYSDOL at mailto:sharon.ferris@labor.ny.gov or
mailto:jhennessy@nyatep.org


                                                                   John Twomey
                                                                   Executive Director
                                                                   NYATEP, Inc.




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   PART 1:

  WORKFORCE
INVESTMENT ACT
    BASICS




                 6
Chapter 1: The History of Federal Job Training


Federal involvement in the administration of job training programs has spanned the past 90
years. Some of the more significant pieces of legislation include the following, which all have
contributed to today‘s Workforce Investment Act.

The Smith Hughes Act of 1917 prescribed a federal role in vocational education.

The Wagner Peyser Act of 1933, in the depths of the Great Depression, this legislation
brought the Employment Service into existence.

The Civilian Conservation Corps of 1933 was quickly followed by the well known Works
Project Administration (WPA) of 1935. These programs put thousands of unemployed
individuals to work on publicly funded projects.

The G. I. Bill, officially titled the Serviceman’s Readjustment Act of 1944, provided for college
or vocational education to returning World War II veterans, as well as one year of
unemployment compensation. It also provided many types of loans for returning veterans to
buy homes or start businesses.

The Employment Act of 1946 provided government funded job search assistance to returning
World War II veterans.

The National Defense Education Act of 1958, enacted in response to the Soviet launching of
the Sputnik satellite, provided funding to promote study in the science and engineering fields in
the United States and to boost national defense.

The Manpower Development and Training Act (MDTA) of 1962 was originally intended to
assist those workers dislocated because of automation; its scope was expanded in 1965 to help
the structurally unemployed as part of President Lyndon Johnson‘s ―War on Poverty‖.

The Economic Opportunity Act of 1964 set up the Office of Economic Opportunity to address
the problems of poverty in the United States.




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Also in the 1960‘s: Neighborhood Youth Corps, Concentrated Employment Program,
Older Americans Act, and Model Cities were enacted. Additionally, the Economic
Opportunity Act of 1964 initiated the Job Corps.

The Emergency Employment Act of 1971, established under the Nixon Administration, was
designed to combat record levels of unemployment in the United States by creating thousands
of public sector jobs.

The Comprehensive Employment and Training Act (CETA) of 1973, also signed into law
during the Nixon Administration, was established in an attempt to consolidate a number of
programs under the Office of Economic Opportunity. It was a ―revenue sharing‖ program.
Employment and training programs were administered at the local level through local prime
sponsors. Under CETA there was little private sector involvement.

The Job Training Partnership Act (JTPA) was enacted in 1982, replacing CETA. JTPA
eliminated the Public Service Employment Program part of CETA, and increased funding for job
training. JTPA was a training program, with a requirement that 70% of funds be spent on
training. JTPA‘s local programs were overseen by majority business-led Private Industry
Councils.

The Workforce Investment Act of 1998 (WIA) was signed into law by President William
Clinton on August 7, 1998, and became effective in New York on July 1, 2000. WIA reformed
the structure established by the Job Training Partnership Act. The Act, which was approved with
strong bipartisan support, streamlined service delivery through One-Stop Career Centers,
strengthened performance accountability, promoted universal access to services, created
business-led state and local boards and promoted individual choice in training.




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Chapter 2: Key Reform Principles of WIA


The enactment of the Workforce Investment Act of 1998 was based on the following seven key
principles:

1. Streamlining services through better integration. In New York alone there are 28 major
programs overseen by 11 separate agencies, all operating with different rules and eligibility.
While there are many excellent programs and program operators, one of WIA‘s main goals was
to better integrate these standalone programs.

2. Empowering individuals through customer choice. A foundational element of WIA is that
jobseeking customers could secure training through Individual Training Accounts (ITAs) by
making informed choices based on public performance of training providers. Information on
approved training organizations is available at www.labor.state.ny.us/etp/default.asp which
displays the Eligible Training Provider list.

3. Universal access. Unlike its predecessor programs, JTPA and CETA, which had strict
income eligibility and were targeted largely to low income people, W IA‘s Core and Intensive
services delivered through New York‘s One Stop Career Centers are universally available to
adults and dislocated workers over the age of 18.

4. Increased accountability. WIA was designed with performance measures that are stricter
than its predecessor, the Job Training Partnership Act. After several years of implementation,
the original performance measures were replaced in New York by the Common Measures (see
section on Performance Measures in Part 2I below).

5. Strong role for Local Workforce Investment Boards. WIA maintained the private sector
majority of JTPA‘s Private Industry Councils, but greatly expanded the composition and
membership of the Boards. W orkforce Investment Boards – WIBs – are the cornerstone of W IA.

6. State and local flexibility are basic tenets of the Workforce Investment Act. One
prominent example of State flexibility is the wide latitude that the Governor has to target W IA
15% funds to strategic statewide initiatives. An example of flexibility at the local WIB level is the
budgetary authority of the WIB to allocate their funds to a locally determined mix of services, for


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example the Local W IB can define how much goes to training and how much to support the One
Stop System. Additionally, the W IB has the authority to set many local policies.

7. Improved youth programs. Linked more closely to local labor market needs and other
community youth programs and services, WIA youth programs should also have strong
connections between academic and occupational learning. Youth programs include activities
that promote youth development and citizenship, such as leadership development through
voluntary community service opportunities, adult mentoring and follow-up and targeted
opportunities for youth living in high poverty areas. WIA youth services are for those aged 14-
21, but there is growing interest at the federal level in extending that upper age limit to 24.




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Chapter 3: What’s Different About WIA


One Stop Career Centers. The WIA legislation requires that there be at least one physical,
full-service One Stop Career Center in each Local Workforce Investment Area. Services under
the WIA Adult and Dislocated Worker programs and WIA partner programs are provided
through the One-Stop Centers.

Most Training Is Provided Through Individual Training Accounts (ITAs). Under CETA and
JTPA, classroom training was often provided through the purchase of an entire class of seats
that were filled by program participants. WIA, with its focus on customer choice, requires that
most classroom training be provided through Individual Training Accounts. Jobseeking
customers working with counselors in the One Stop Career Center can use an ITA (Individual
Training Account) with any training provider that is on the State maintained Eligible Training
Provider list for a training program that leads to employment in a demand occupation that has
been identified by the local WIB. The Local WIB determines demand occupations based on
labor market information and information about new and emerging labor market needs in the
local economy. Note: the pendulum on funding training through classroom size purchases
appears to be swinging back, as evidenced in the American Recovery and Reinvestment Act
signed into law by President Barack Obama on February 17, 2009, which allows WIBs to
contract for classroom training with WIA stimulus funds.


And in 2010, both the Federal government through USDOL, and the New York State
Department of Labor increased their emphasis on the use of training dollars to provide On-the-
Job-Training (OJT), where the training occurs at the worksite not in the classroom.

Youth Funds Are Block-Granted to Local Areas. Prior to WIA, there were separate funding
streams for year-round youth programs and for Summer Youth Employment Program. WIA
block grants the Youth funds and leaves it to local WIBs to determine how much funding to
allocate to year-round activities and how much- if any- for Summer employment. In addition, the
WIA legislation requires that at least 30% of the Youth funding be expended on Out of School
Youth (OSY). The WIB can chose to expend more than this minimum on Out of School Youth,
up to 100%, if they choose to do so. In recognition of the needs of ―disconnected youth‖ – those



                                                                                                  11
who are both out of school and out of work – the trend in recent years has been to focus a
higher percentage of Youth funds on older, out of school youth.

More Incumbent / Employed Worker Training. CETA and JTPA funds historically were spent
on training or retraining unemployed jobseekers. Under WIA, for the first time funds can be used
to upgrade the skills of already employed workers. The Governor, through the NYS Department
of Labor, can expend WIA 15% funds on ―incumbent‖ workers. These efforts with Governor‘s
15% WIA funds are not subject to the regular Dislocated Worker or Adult performance
measures, and in fact, can be strategically targeted statewide to a particular industry or a sector.
On the Local Workforce Investment Board level, the WIB can adopt a ―self-sufficiency standard‖,
an example might be wages up to $25 an hour, and use a portion of its funds to upgrade the
skills of workers making less than that standard. This can be further targeted to specific
industries in the Local Workforce Investment Area. This is different than the State’s ―incumbent
worker training‖ in that in this Local ―Existing Worker training,‖ workers are determined eligible
on an individual basis, and they count in the local WIB‘s performance calculations.

Some Changes in Geography and Players. The changeover from JTPA to WIA in New York
State resulted in only a few changes in the geographic boundaries of WIBs. But the composition
of Local WIBs under WIA did change who the key local stakeholders are. The primary driver of
this change in key players was the different composition of Local WIB membership versus those
of the PICs. WIA mandated that the Federal Partner Programs (see Chapter 8), must be
represented on the Local WIBs.




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Chapter 4: The Workforce Investment Act of 1998 Legislation
and Regulations

This Manual provides a basic overview of the Workforce Investment Act of 1998, but there will
be times when you or your staff will want to delve deeper into the Law or the Regulations. For
that reason links to both are provided here.

The Workforce Investment Act of 1998, Public Law 105 – 220, can be accessed by clicking this
hyperlink http://www.doleta.gov/USWORKFORCE/WIA/wialaw.pdf

The Final WIA Regulations were issued by USDOL on August 11, 2000 and can be accessed
from this hyperlink http://www.doleta.gov/USWORKFORCE/WIA/finalrule.pdf




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Chapter 5: The Titles of the Workforce Investment Act

A companion piece to this manual is a WIA 101 CD that you may find very valuable. Many
agencies in New York now use this as a training tool for new workforce development staff. You
can receive either a copy of this PowerPoint, or a CD which contains the PowerPoint itself and
accompanying narration by emailing Lisa Crall at LCrall@nyatep.org.

The CD was originally produced by NYATEP with funding from the New York State Education
Department. It features a PowerPoint with accompanying oral narration explaining the
Workforce Investment Act, the role of State agencies, the purpose of each Title of WIA, and
their accompanying performance measures.

WIA Title I: Workforce Investment Systems

WIA Title I includes provisions related to the State and local governance, the role of the State
Workforce Investment Board (SWIB), Local Workforce Investment Boards (LWIBs), One Stop
Career Centers, and the WIA Adult, Dislocated Worker, and Youth programs.

There are currently 33 Local WIBs in New York State, representing 33 Workforce Investment
Areas. Of these –

Fifteen WIBs cover multi-county areas

Fourteen WIBs represent a single county

Two WIBs cover towns (Hempstead/ Long Beach and Oyster Bay are the WIBs operating in
Nassau County)

One WIB represents the City of Yonkers, and

One encompasses the five boroughs of New York City



The WIA Title IB Adult Program

The WIA Adult program is a universal access program. All adults 18 and over are eligible to
receive services through this program. There are no income eligibility requirements for adults
who are unemployed. As will be discussed in other sections of this manual, adults who are

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employed do need to meet income guidelines – the local WIB determined ―self-sufficiency
standard‖ – in order to receive Intensive and Training Services under the Adult program. Core
services must be made available through the one stop system for all adults. This universal
eligibility aspect is tempered by inadequate funding levels which do not allow every adult to
receive Intensive and Training services under this funding stream.

The WIA Adult program must contribute to funding the one stop center(s) and system in the
local workforce area. WIA Adult funds, because of their universal eligibility, are one of the best
sources of funding to support One Stop Career Centers. The other major financial support for
New York‘s One Stops comes from Wagner-Peyser Employment Service funding (see Title III
below.)

Local WIBs can offer skill upgrading to ―existing (employed) workers‖ in accordance with their
adopted Self-Sufficiency policy. More flexible ―incumbent worker‖ training can be provided by
the State with Governor‘s WIA 15% funds.

A difficult balancing act at the local level with Title I funding is how much funding should be
devoted to the One Stop Center‘s mix of Core and Intensive services, and what portion should
be devoted to Training. These choices became particularly difficult ones in the period from July
1, 2000, when New York had $305 Million in WIA funding, to July 1, 2010, when the State‘s WIA
funding had declined to $163 Million.

Other priority choices your WIB will have to make relating to training resources are:

   How much funding should be devoted to training/ retraining unemployed workers, and what
    percentage should be targeted to low wage, existing workers who need new skills to earn a
    better wage.

   Of funds devoted to Training, how much will be used for Individual Training Accounts, how
    much for Customized Training, and how much for On-The-Job Training. (At publication time
    of this Handbook, language in the federal WIA Appropriations Bill states that the purchase of
    class sized training is also permitted.)




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WIA Title IB Dislocated Worker Program

Eligibility for WIA Dislocated Worker services provided by your WIB through your One-Stops is
complicated. It is important to understand that every worker who loses his or her job is not a
―dislocated worker.‖

A Dislocated Worker is an individual who –

   Has been terminated, or laid off, or received notice of termination;

   Is eligible for or has exhausted Unemployment Insurance (UI) benefits; or

   Has been employed for sufficient duration to demonstrate attachment to the workforce, but
    is not eligible for UI benefits due to insufficient earnings or was employed by an employer
    not covered by the Unemployment Compensation Law; and

   Is unlikely to return to their previous industry or occupation

   Was terminated as a result of a mass layoff, or

   Worked / works for an employer who has issued a WARN notice providing notice of an
    impending layoff or plant closure. A WARN notice, Worker Adjustment and Retraining
    Notification Act, is required by Federal law when an employer plans layoffs or dismissal of
    50 or more employees. (Note: A recently enacted NY state law will provide more advance
    notice to workers facing layoffs than the federal WARN law. It requires private employers
    with 50 or more workers to notify employees and the Department of Labor at least 90 days
    prior to a plant closing or mass layoff. Businesses that fail to file a WARN notice in the
    allotted time period will be subject to penalties of up to $500 per day for each violation.) or

   Was self-employed but is unemployed due to general economic conditions or a natural
    disaster; or

   Is a displaced homemaker.

Allowable services to Dislocated Workers who meet the above definitions are Core, Intensive
and Training Services, including job search assistance, placement, and retraining. Most
Dislocated Worker services are provided through your local One-Stop system and are similar to
the services available through the Adult program. Some One-Stops provide specialized

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services for Dislocated Workers from white-collar jobs and those with higher levels of skills,
experience and education.

In addition to services through the One-Stops, Dislocated Workers impacted by major layoffs or
plant closings may receive Rapid Response services. See Chapter 14 for more information
about Rapid Response.

WIA Title IB Youth Program

Youth served under the WIA Youth program have to meet income eligibility requirements and
have other barriers to employment. The WIA Youth program is targeted to economically
disadvantaged youth. Adjusted for family size, their family income has to be below 70% of the
Lower Living Standard Income Level (LLSIL), which is updated once a year, or, in the case of a
youth who is a ―family of one‖, 100% of the poverty level (since the poverty level for a family of
one is higher than the LLSIL for that family size.)

The intent of the WIA Youth program is to provide a comprehensive array of youth services that
includes ten required program elements. Each Local Workforce Investment Area must ensure
that the ten required elements of the Youth Program are available to Youth participants in their
workforce area. An individual participant does not, however, have to participate in all ten of the
required program elements.

The ten Youth Program elements are:

1. Tutoring, study skills training, and instruction leading to completion of secondary school,
   including dropout prevention strategies

2. As appropriate, alternative secondary school services

3. Summer employment opportunities that are directly linked to academic and occupational
   learning

4. Paid and unpaid work experiences, including internships and job shadowing

5. Occupational skill training




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6. Leadership development opportunities which may include community service and peer-
   centered activities encouraging responsibility and other positive social behaviors during non-
   school hours

7. Supportive services such as transportation, childcare, linkages to services in the community,
   and work related attire and tools

8. Adult mentoring that may occur both during and after program participation for a duration of
   not less than 12 months

9. As appropriate follow-up services for not less than 12 months after the completion of
   participation.

10. As appropriate, comprehensive guidance and counseling which may include drug and
   alcohol abuse counseling.

The Local Workforce Investment Board, acting on recommendations from its Youth Council and
based on other Youth program priorities, must decide how to allocate funding to serve Out of
School Youth and In School Youth, and how much funding to allocate to summer youth
employment opportunities.

WIA requires that, at a minimum, WIBs must spend 30% of their Youth funds on Out of School
Youth. Serving increased numbers of Out of School Youth is a system priority established by
NYSDOL. WIBs are encouraged to work with their youth program contractors to increase
services to older, Out-of-School Youth.

To understand the role of the Youth Council, see Chapter 9.

Eligible Youth over 18 years old may be co-enrolled in both the Youth and Adult programs.
Whether to serve Youth aged 18 to 21 in the Youth program or under the WIA Adult Title is a
local decision and should be based on the needs of the individual. While the WIA statute
prohibits the use of Individual Training Accounts in the Youth program, New York State currently
has a waiver from USDOL that permits the use of ITAs in the WIA Youth program. Most Youth
program services are provided through Youth contractors. There may be additional services
that are appropriate to the Youth participant that are not available through the contractors, but
could be accessed through Adult program services at the One Stop.


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It must also be noted, that while the WIA legislation defines the upper age for youth as 21, there
is a growing sense in Congress that the upper age limit should include 22, 23 and 24 year-olds.
This 24 year old age limit was in the ARRA Economic Stimulus legislation enacted on February
17, 2009, and both NYSDOL and NYATEP are on record supporting this upper age limit, which
is under active consideration in Congressional discussions on WIA Reauthorization.

Title I Performance

See Chapter 16 for details on Title I performance requirements.




WIA Title II: Adult Education and Literacy

The purpose of WIA Title II is to create a partnership among the Federal Government, States,
and localities to provide, on a voluntary basis, adult education and literacy services, in order to:

   assist adults to become literate and obtain the knowledge and skills necessary for
    employment and self-sufficiency;

   assist adults who are parents to obtain the educational skills necessary to become full
    partners in the educational development of their children; and

   assist adults in the completion of a secondary school education.

These are very important services to New York‘s competitiveness. The National Assessment of
Adult Literacy Skills (NAALS) survey, released in January 2009, states that 22% of all working
age New Yorkers, defined as ages 18 to 64 years old, are in the bottom level – Level 1 – in
literacy proficiency. New York ranks near the bottom in literacy for its working age population,
49th nationally, ahead of only California‘s 23% of working age adults in Level 1.

A person who is in NAALS Level One is illiterate. They cannot read People Magazine, balance a
checkbook, help their children with their homework, or fill out a job application. The three
primary reasons a person is in NAALS‘ Level One are because they are a high school dropout;
they have a diagnosed or undiagnosed learning disability; or because while they may or may
not be literate in their native language, they cannot read or write in the English language. In 54
of New York‘s 62 counties, at least 10% of the working age population is illiterate according to
NAALS data.
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WIBs and One-Stops are encouraged to work with adult education and literacy providers to
serve adults in need of improved skills so that they can qualify for better jobs and meet entrance
requirements for other education and training services.

Title II Performance

Core Indicators of Title II Performance Include:

   Demonstrated improvements in literacy skill levels in reading, writing, and speaking the
    English language, numeracy, problem solving, English language acquisition, and other
    literacy skills.

   Placement in, retention in, or completion of postsecondary education, training, unsubsidized
    employment or career advancement.

   Receipt of a secondary school diploma or its recognized equivalent

Additional Indicators

The State Education Department may identify in its State plan additional indicators for adult
education and literacy activities.




WIA Title III: Workforce Investment-Related Activities

Subtitle A – The Wagner-Peyser Act. Since the creation of the Employment Service (ES) in
1933, their primary role has been Labor Exchange, the matching of workers seeking
employment with employers who have job openings. This is still the primary mission of the
Employment Service, but as One Stops have evolved in New York, and the Functional
Alignment initiative began in our One Stops, the Employment Service has taken a larger role in
career counseling and guiding workers into training and retraining.

The Employment Service is an essential stakeholder in New York‘s One Stop Career Center
system. They are on-site and fully engaged in each of the State‘s Full Service One Stops. It is
becoming increasingly rare to find standalone ES offices as affiliate sites.

ES staff serve as managers of many of the State‘s One Stops. Prior to 2010, at the same time
that WIA Title IB funding was significantly reduced, the Employment Service also suffered
                                                                                                20
serious funding cuts year after year. 2009 reflected the first time NYSDOL has been able to
begin reinvigorating the Employment Service efforts through increased funding and hiring of
new staff.

While the WIA legislation calls for all the federal partner programs to contribute financial
resources to the One Stop System, and in some areas there are significant financial
contributions from some partner programs, New York‘s One Stops are predominantly supported
with funds from WIA Title 1 and the Employment Service.

As you will see in Chapter 22 of this handbook, discussion of Functional Alignment, NYSDOL
has been granted a waiver from USDOL and as a result, the Employment Service under Title III
and WIA Title 1B both operate under the Common Measures performance requirements. All
One Stop customers are co-enrolled in Title I WIA and Title III Wagner-Peyser. As a result, both
programs have a stake in the performance outcomes of all One Stop customers.

Title IIIA Performance

See Chapter 16 for details on the Common Measures performance requirements.




WIA Title IV: Rehabilitation Act Amendments of 1998

Title IV of WIA is Vocational Rehabilitation. In New York, Vocational Education Services for
Individuals with Disabilities (VESID) administers this title. VESID is a division of the NYS
Education Department (NYSED).

The purpose of WIA Title IV is ―To empower individuals with disabilities to maximize
employment, economic self-sufficiency, independence, and inclusion and integration into society
through:

   Statewide workforce investment systems implemented in coordination with Title I;

   Independent living centers and services;

   Research;

   Training;

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   Demonstration projects; and

   The guarantee of equal opportunity.‖



In 2010, the New York State Education Department created a new deputy commissioner
position to oversee both Adult Education and Family Literacy, and the Vocational Rehabilitation
functions that were previously under VESID.

Title IV Performance

Evaluation Standard – Employment Outcome

This Employment Outcome standard looks at measures such as number of participants who
achieved an employment outcome; percent who entered employment; percent who achieved
employment at least at minimum wage; percent who were individuals with significant disabilities;
average hourly wage of placements vs. all employees in NYS; percent who report earnings as
largest support.




Evaluation Standard – Equal Access to Services

This Equal Access to Services standard looks at the rate ES services are provided for
individuals with disabilities from minority backgrounds compared to individuals from non-minority
backgrounds.




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Chapter 6: The National WIA Programs and National
Emergency Grants

In addition to the WIA formula programs, there are four WIA-funded national programs: the Job
Corps, the Indian and Native American Program, The Migrant and Seasonal Farmworker
Program, and the Senior Citizen Employment Program. These national programs do not exist in
every part of the New York State, but where they do, they are required One-Stop partners and
must be represented on the WIB.

Job Corps

Job Corps is an education and vocational training program administered by the U.S.
Department of Labor that is designed to help young people age 16 through 24 to get a better
job, increase their earnings, and take control of their lives.

At Job Corps, students enroll to learn a trade, earn a high school diploma or GED and get help
finding a good job. When someone joins the program, they are paid a monthly allowance. The
longer they stay in the program, the more their allowance will be. Job Corps provides career
counseling and transition support to its students for up to 12 months after they graduate from
the program.

Eligibility

To enroll in Job Corps, students must meet the following requirements:

   Be 16 through 24;

   Be a U.S. citizen or legal resident;

   Meet income requirements; and,

   Be ready, willing, and able to participate fully in an educational environment.

Funded by the United States Congress, Job Corps has been training young adults for
meaningful careers since 1964. Job Corps is committed to offering all students a safe, drug-free
environment where they can take advantage of the resources provided.


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New York currently has seven Job Corps Centers located in Brooklyn, Cassadaga, Callicoon,
Glenmont, Medina, Oneonta, and the South Bronx. See Appendix 7, for contact information.
Job Corps also has recruitment offices in various parts of the State.

Indian and Native American Program (INA)

Indian and Native American (INA) Workforce Investment Act (WIA) Section 166 grantees and
the US Department of Labor share a vision of providing quality employment and training
services to Native American communities that not only meet regulatory requirements, but also
are administered in ways that are consistent with the traditional cultural values and beliefs of the
people they are designed to serve.

There are four Indian and Native American Programs in New York State, located in New York
City, Buffalo, Rochester, and Hogansburg (St. Lawrence County). See Appendix 8, for contact
information.

Migrant & Seasonal Farmworkers

The National Farmworker Jobs Program (NFJP) is a nationally directed program of job training
and employment assistance for migrant and seasonal farmworkers (MSFWs). It is authorized by
Congress in Section 167 of the Workforce Investment Act (WIA) to counter the impact of the
chronic unemployment and underemployment experienced by MSFWs who primarily depend on
jobs in agricultural labor. Since its inception with the passage of the Economic Opportunity Act
of 1964, the NFJP has been an integral part of the national workforce strategy. MSFWs now
access the NFJP and other employment assistance through the One-Stop Center network of the
workforce investment system.

Goals: The NFJP provides funding to community based organizations and public agencies that
assist MSFWs and their families attain greater economic stability. The program assists
farmworkers to acquire new job skills in occupations that offer higher wages and a more stable
employment outlook. In addition to skills training, the program provides supportive services that
help farmworkers maintain and stabilize their employment in agriculture. The NFJP also
facilitates coordination of services through the One-Stop Career Center system for MSFWs so
they may access other services of the workforce system.



                                                                                                 24
Target Population: The NFJP serves eligible migrant and seasonal farmworkers and their
dependents. Eligible farmworkers are those individuals who primarily depend on employment in
agricultural labor that is characterized by chronic unemployment and underemployment.

Services: Services are provided by public agencies and private nonprofit organizations through
grants awarded by the Department of Labor through a competitive process. They may include
classroom and on-the-job training, as well as some supportive services such as nutrition, health,
child care and temporary shelter. The NFJP grants are not available to individuals. The services
available for assisting MSFWs are:

   WIA Core Services which include skills assessment, job search, WIA program eligibility
    determination and access for MSFWs to the other core services of the Local One Stop
    Center;

   WIA Intensive Services which include objective assessment, basic education and
    employment development planning achieved through a case management based individual
    service strategy;

   Training Services which include occupational skills and job training, including on-the-job
    training; and

   Related Assistance Services which include short-term direct assistance to address an
    urgent or life threatening matter that enable farmworkers (including their family members) to
    retain their agricultural employment or to participate in Intensive or Training Service
    activities. The costs may be borne by grant funding when local community resources are not
    available.

   Housing Assistance - Funding is provided through competition to community-based
    organizations to ensure that housing supportive services are provided, as a first priority to
    eligible MSFWs who have the greatest housing assistance need. Housing assistance
    includes direct payments for emergency and temporary housing and for direct investments
    in housing assistance for MSFWs at their permanent residence. Other indirect assistance
    includes leveraging services to increase or maintain housing stock available to farmworkers
    and housing development designed to improve living conditions for underserved farmworker
    communities.


                                                                                                    25
See Appendix 9 for contact information.




Title V SCSEP (Senior Community Service Employment Program)

This program fosters and promotes useful part-time community service assignments for persons
with low incomes who are 55 years old or older, while promoting transition to unsubsidized
employment. Services provided include up to 1,300 hours per year of part-time community
service assignments, job training and related educational opportunities, and opportunities for
placement in unsubsidized jobs.

Community service assignments include social, health, welfare and educational services;
library, recreational and other similar services; conservation; community betterment and
beautification; weatherization activities; legal and other counseling services.

The Title V SCSEP program is administered by a variety of entities in localities across the State.
Some are run directly by the County Office for the Aging, others by subcontractors, and many
by national organizations that operate regionally administered programs. Regardless of how the
program is administered, Title V program services are available in every part of the State.
Contact the Office for the Aging for your locality for information on how the program is
administered and who the program contacts are in you area.

National Emergency Grants (NEGs) for Dislocated Workers

The Secretary of the United States Department of Labor, is authorized to award national
emergency grants in a timely manner—

(1) to provide employment and training assistance to workers affected by major economic
dislocations, such as plant closures, mass layoffs, or closures and realignments of military
installations;

(2) to provide assistance to the Governor of any State where a geographic area has suffered an
emergency or a major disaster as defined in the Robert T. Stafford Disaster Relief and
Emergency Assistance Act; and




                                                                                                 26
(3) to provide additional assistance to a State or local workforce board for eligible dislocated
workers where the State or local board has expended NEG funds and can demonstrate the
need for additional funds.

Recent examples of activities for which NEG funds were awarded to New York State are in
1999 in the aftermath of a crippling ice storm in the North Country, in 2001 after the terrorist
attacks of 9-11, in 2006 for recovery from major flooding, and in 2008 after the Wall Street
meltdown.

The longstanding limitations of NEGs have been the very narrow interpretations of who is
eligible for NEG services. In the past, only workers from specific companies, and very specific
locations could be served. Recent thinking by USDOL and the Obama Administration indicates
that National Emergency Grants are likely to evolve into more useful tools with the ability to
serve a broader role in regional economic revitalization serving affected regions, and related
industries.




                                                                                                   27
     PART 2:

    WORKFORCE
INVESTMENT BOARDS




                    28
Chapter 7: Roles and Responsibilities of the Local Workforce
Investment Board


New York currently has 33 Local Workforce Investment Boards (LWIBs). Local WIBs have eight
major roles under WIA:

   The WIB must develop and submit a local workforce plan to New York State. This plan
    must be developed and submitted, signed by the Chief Elected Official(s) in the workforce
    area. In reality, you as the WIB Director, will respond to New York State‘s instructions for
    plan submission, and prepare a draft plan. Then, likely based on processes that have
    developed in the past, you will share the Draft Plan with the WIB and then your Chief
    Elected Official(s), address their concerns, if any, and obtain the signatures of the WIB Chair
    and the Chief Elected Official(s) on the final version that you will submit to NYSDOL. The
    planning process also requires a public comment period.

   Designate and Certify One Stop Operator(s). This is another activity that the WIB does
    with the Chief Local Elected Official (CLEO) or Officials. As you assume your duties as a
    new WIB Director, there is already a one stop operator agreement in place covering the one
    stop center or centers in your local workforce area. One stop center operators have to be
    recertified on a regular basis. The timing depends on the dates in the agreement with the
    WIB. It is the local WIB‘s responsibility to have an up-to-date certification process in place.
    Chapter 21 covers in more detail the two ways an entity can become a one stop operator.
    The WIB, in conjunction with the Chief Local Elected Official(s), has the right to redesignate
    one stop operators in your local area. This is much more likely to occur if your WIB has a
    history of competitively selecting One Stop operators, but in any case, it is the prerogative of
    the WIB, in conjunction with the CLEO, to select or designate the one stop operators for the
    local area.

   Identify eligible providers of Training Services. To be initially eligible to receive training
    funds from a WIB, a potential provider of training services must submit an application to the
    local WIB for the local area in which the provider desires to provide training services, at such
    time, in such manner, and containing such information as the local board may require. If the
    WIB approves the application, they will notify NYSDOL, who will then add the provider to the
    State Eligible Training Provider list.
                                                                                                   29
    It is important to understand, however, that there is a quirk in this process. If your WIB elects
    not to approve an application from a prospective provider of training, but another WIB in the
    State does approve them, they are then on the ETP list. In that scenario, a customer at your
    local One Stops, if eligible for training, may choose that vendor.

    For additional information on the Eligible Training Provider List, see NYSDOL Technical
    Advisory 06-7.

   Identify eligible providers of Intensive Services. Intensive services must be provided
    through the one stop system. They can be provided directly through the one stop operators,
    or through contracts with service providers, which may include public and private service
    providers, approved by the LWIB. Types of Intensive Services may include:

           o   Comprehensive and specialized assessments of the skill levels and service
               needs of adults and dislocated workers

           o   Diagnostic testing and use of other assessment tools

           o   In-depth interviewing and evaluation to identify employment barriers and
               employment goals

           o   Development of an individual employment plan

           o   Group counseling

           o   Individual counseling and career planning

           o   Case management for participants seeking training services

           o   Short-term prevocational services (which may include acquisition of soft skills,
               basic computer training, and other general skill development services)

   Identification of eligible providers of Youth activities. The WIA statute requires, with
    limited exceptions, that WIA Youth services be delivered by service providers that are
    procured through a competitive process. Local WIBs are authorized to identify eligible
    providers of youth activities, based on recommendations of the Youth Council and on the
    criteria contained in the New York State plan. After this identification of youth providers, the
    WIB awards contracts to these eligible providers on a competitive basis.

                                                                                                  30
   Develop the WIB budget subject to the approval of the Chief Local Elected Official(s). In
    most cases this is a routine activity. The WIB is notified in the Spring by New York State
    DOL of approximately how much WIA funding can be expected for the program year starting
    on July 1. You and your staff will then prepare a budget and present it to the full WIB or a
    committee of the WIB for feedback and endorsement.


    Besides determining how much funding will support the WIB and its administrative functions,
    and the one stop centers in your area, your budget is a way to prioritize how much you will
    spend on training activities. In addition, you can specify what types of training, and/ or the
    mix between funding to serve unemployed and existing workers.


    The WIB budget must be approved and signed by the Chief Local Elected Official(s). The
    WIB might send a budget to the Chief Local Elected Officials (CLEOs) proposing X dollars
    for training and Y dollars for one stop operations, but the CLEO might strongly believe the
    one stop center in the area is a busy one and will require more funding. In a case like that,
    the WIB and the CLEO will have to negotiate. Since WIA‘s inception in New York, only one
    time has an impasse threatened as July 1 quickly approached. We mention it here as a real
    consideration, however, because without the signature of the CLEO, the WIB budget cannot
    be submitted to New York State, and funds cannot flow to the local workforce area.

   With the Chief Local Elected Official (CLEO), the WIB negotiates local performance
    measures with the State. USDOL negotiates the overall performance targets for the State,
    and NYSDOL is responsible for negotiating performance targets with each of the local
    workforce areas that will enable the State to meet its overall performance measures. The
    task of negotiating performance with the State will largely devolve to you and your staff.
    Both the WIB and the CLEO must ratify that agreement.

   Conduct oversight of local WIA-funded programs with the CLEO. The WIA legislation
    makes this a joint responsibility. In reality, however, while the LWIB keeps the Chief
    Electeds informed, they are responsible for much of the monitoring locally.

Again, of these eight major Local WIB roles, it is important to note that there is significant
involvement of the Chief Local Elected Official in five of them.



                                                                                                     31
Chapter 8: Membership of the Local WIB


The WIA Statute and Regulations include very specific descriptions regarding the required
membership of the local WIB. In crafting the legislation, Congress required that all mandated
One-Stop partner programs be represented on the local WIB. In addition, key stakeholders
such as organized labor, economic development, and community colleges must be represented.
The WIB must include a majority of private-sector business members and must be chaired by a
business person.

Since by law the membership of the WIB must be at least 51% private sector Business, adding
as many as 16 partner program representatives plus other required stakeholders means you
need at least that many private sector business representatives, plus one more. It should be
noted that an individual WIB member can represent more than one of the required partner
programs. For example, one person could represent both the Wagner-Peyser Employment
Service and the Unemployment Insurance program, or one member can represent all three of
the Title IB programs (WIA Adult, Dislocated Worker, and Youth.)

All WIB members are appointed by the Chief Local Elected Official(s), not by any of the
agencies or organizations themselves. Nominations may be solicited from partner programs,
agencies, and business organizations, but the actual appointment of WIB members is done by
the CLEO(s).

Business Representatives must be business owners, Chief Executive Officers, Chief Operating
Officers, or individuals who have optimum policymaking or hiring authority.

The Chairperson of the WIB must be elected by the WIB membership from among the private-
sector business representatives on the Workforce Investment Board.




                                                                                                32
Chapter 9: The Youth Council
Varying Roles of Today’s Youth Councils

Each workforce investment area has a Youth Council as mandated under the Workforce
Investment Act. The ways in which Youth Councils conduct business varies across New York
State, and is a local decision. Common activities include review of Youth Services RFPs
(Requests For Proposals) and recommendations to the full WIB on who to fund, developing new
partnerships within communities to deliver youth services, and guidance in the preparation and
implementation of the Summer Youth Employment Program.

Note: Unlike most other States that ceased to operate a large scale Summer Youth Employment
Program since the advent of WIA, New York, through actions of the Legislature and Governor,
has continued to run a Summer Youth Employment Program with state level funding from
TANF. In addition, the American Recovery and Reinvestment Act of 2009 provided WIBs with
additional funding to operate a large scale SYEP program in 2009 with WIA Stimulus funds.

Youth Council Membership

The membership of the Youth Council must include:

   Local WIB members with special expertise in youth policy;

   Representatives of youth service agencies such as juvenile justice and local law
    enforcement agencies;

   Representatives of local public housing authorities;

   Parents of eligible youth seeking assistance under WIA;

   Individuals or former participants, including those representing youth serving organizations
    or agencies that have expertise in those activities; and

   Representatives of Job Corps (in workforce investment areas that have a Job Corps
    program)




                                                                                               33
   Additionally, the WIB Chair may appoint other individuals. Note: this decision to appoint
    further Youth Council members must be made by the WIB Chair in cooperation with the
    Chief Local Elected Official(s).

Procuring Youth Program Service Providers

The WIB must choose Youth Program service providers based on a competitive procurement
process. In soliciting proposals and entering into contracts with Youth service providers, you
must follow the conditions of your local procurement policies, or if you are not subject to them,
State and WIA procurement rules.

It is very important to consider WIA Youth Program performance requirements and your WIB
and Youth Council‘s youth program priorities, including the mix of out of school and in-school
participants, in designing your youth program RFPs. You will want to ensure that prospective
service providers are responsive to your needs, as the funder, in terms of numbers served and
outcomes achieved within the performance period (the Program Year), and the needs of the
youth participants. To maintain continuity of services for Youth participants who are served
beyond the end of a Program Year, many WIBs award multi-year contracts to youth service
providers, and/or include provisions for renewal or extension of contracts.

Activities such as intake, eligibility determination, assessment, and development of an individual
service strategy do not have to be competitively procured if the WIA Grant Recipient or fiscal
agent provides them. In such cases, the eligible Youth would be referred to the Youth Service
providers for further services after having completed these activities.




                                                                                                    34
Chapter 10: WIA Implications for Business

WIA envisions a workforce system driven by demand side, business needs. The WIA concept is
that if the services of the Workforce Development System don‘t produce products (appropriate
workers, skilled workers, relevant labor market information, etc.) that meet employer
specifications and needs, local areas cannot meet their performance goals.

WIA allows upgrade training for individuals who are already working. With Governor‘s 15%
Statewide WIA funds, entire groups of incumbent workers can receive training to upgrade their
skills. There are no individual eligibility criteria for incumbent worker skill upgrading provided
with 15% Governor‘s funds.

Local WIA funds can also be used to upgrade ―existing workers‖ as defined in locally adopted
―self-sufficiency‖ policies (see Chapter 15, Local Area Policies, for more details.) On the
statewide level, performance measures do not apply, but on the local level, existing workers do
count in local performance.

In addition to working with businesses to meet specific training needs, some WIBs work closely
with industry groups to convene community events and activities promoting career awareness,
career pathways, and other workforce development activities. WIBs can serve as conveners to
broker strategies to bring education, both P-12 and post-secondary, together with business
leaders to work toward common goals.

As a new director, you are strongly encouraged to explore different approaches and move
toward what you and your WIB think will best meet the needs of your local businesses.

Customer Satisfaction of businesses that utilize One Stop and WIB services is a performance
measure and is included in the local workforce area performance report card.

From Day One you should Rememember that WIA has two customers: Businesses, and
jobseekers.




                                                                                                     35
Chapter 11: Governance of WIA: Federal, State, and Local
Roles

On the Federal level, Congress and the US Department of Labor have important governance
roles. On the State level, the key players are the State Workforce Investment Board (the SWIB)
and the New York State Department of Labor. On the local level the principal roles are
performed by the Chief Local Elected Official or Officials, the Workforce Investment Board, and
the Grant Recipient.

The Federal Level

Congress authorizes WIA and they appropriate the WIA funds you receive as part of the annual
federal budget. The Congressional authorizing committees design the program through
legislation. The authorizing Committees for WIA are the Senate Health, Education, Labor and
Pensions ( HELP) Committee, and the House Education and Labor Committee.

The House Appropriations Subcommittee with jurisdiction over WIA is Labor, Health and
Education. Its counterpart in the Senate is Labor, Health and Human Services, Education, and
Related Agencies. These appropriations subcommittees are often known by the shorthand
name ―Labor H.‖

The federal fiscal year starts on October 1, but WIA is ―forward-funded‖, meaning that funds
appropriated for the fiscal year are allocated for the WIA Program Year that starts the following
July 1 and runs through June 30. For example, funds appropriated for federal fiscal year 2008,
which started on October 1, 2007, were allocated for use in WIA Program Year 2008, which
started on July 1, 2008. In Chapter 13 we explain how funds flow from the Federal level to the
State, and from the State to your WIB.

The USDOL Employment and Training Administration (ETA) exercises the federal oversight of
WIA. They issue the WIA regulations, and disseminate federal workforce policy, primarily
through Training and Employment Guidance Letters (TEGLs). ETA also provides oversight of
States through their Regional Offices. New York is in USDOL Region 1, which has its offices in
Boston.




                                                                                                36
The State Role

By law, the Governor and the State Workforce Investment Board (SWIB) provide State oversight
of the WIA program. The SWIB is appointed by the Governor and is comprised of
representatives from the private-sector, organized labor, State agencies, and other workforce
system stakeholders. Staff support for the SWIB is provided by NYSDOL.

The NYS Department of Labor acts as the Governor‘s agent in New York State. NYSDOL‘s role
includes setting of State policy and regulation, program and fiscal monitoring, maintaining the
state performance management system, providing technical assistance to underperforming
workforce areas, maintaining the Eligible Training Provider List, producing Statewide and
regional Labor Market Information, and serving as liaison to USDOL. NYSDOL also manages
the Governor‘s Statewide 15% WIA Funds (see Chapter 14, Other Funding Sources), which can
provide direct training dollars to businesses, award supplemental funding to Local WIBs, and
develop competitive RFPs for which WIBs are eligible applicants.

State policy and guidance is promulgated through Technical Advisories issued by NYSDOL and
available through its web site at http://www.labor.ny.gov/workforcenypartners/tas.shtm. NYSDOL
also provides training, capacity building, and technical assistance to WIBs and the One Stop
system through a variety of activities and initiatives.

The Local Role

The Chief Local Elected Officials (CLEOs) have a strong local role in WIA, including appointing
members to the WIB, and financial liability for the use of WIA funds. The CLEO is the Grant
Recipient for WIA funds allocated to the local area unless he or she designates another entity to
serve as Grant Recipient. Even when designating another entity as the fiscal agent for WIA
funds, the CLEO retains fiscal liability for any disallowed costs incurred in the local area.

The important governance role of the Local Workforce Investment Board is covered in detail in
other sections of this manual. Suffice it to say here that a good working relationship and
understanding of mutual goals between the CLEO and the WIB leadership will provide a solid
foundation for your work as WIB Director.




                                                                                                  37
Chapter 12: Labor Market Information

Regional Labor Market Analysts – How They Can Make Your Job Easier:
The NYS Department of Labor employs ten regional Labor Market Analysts. The regions they
represent are Capital Region, Central New York, Finger Lakes, Hudson Valley, Long Island,
Mohawk Valley, New York City, North Country, Southern Tier, and Western New York.

The Labor Market Analysts provide information that helps local WIBs to strategically plan. They
provide labor market information (LMI) that includes:

   Information on significant industries within the region

   Demand Occupations

   Demographics

   Commutation Patterns

   Industry and Occupational Wages

   Labor Supply

   Recent Firm Expansion and Contraction by Business

The Labor Market Analysts are available to provide presentations and data to your WIB
regarding labor market trends in each region. They can also assist with providing data needed
for inclusion in local plan documents, grant applications, and for other purposes. For Analyst
contact information, go to http://www.labor.state.ny.us/workforcenypartners/ta/ta00-9att1.htm

JobZone, CareerZone, and O*Net

NYS JobZone/CareerZone

The JobZone and CareerZone web sites were developed and are hosted by the New York State
Department of Labor. Both can be accessed at www.nycareerzone.org .

JobZone is designed for adults who are actively seeking jobs and information about careers. It
provides assessment and career exploration tools, resume building and storage tools, and


                                                                                                 38
information about education and training, plus tools to help match skills and interests to
available job openings or in demand careers.

CareerZone is designed as an online career exploration and planning system for teens. It
presents current labor market and occupational information for students in grade 6 and beyond,
and is used by students, teachers, school counselors, and community organizations.
CareerZone assists students in finding out what careers interest them by allowing them to learn
about career options and develop career plans based on their interests and abilities. Students
can utilize interactive interest assessment tools to discover their interests and match them to
relevant careers. The web site provides students with up-to-date job postings, a resume builder,
a reference list maker, and a cover letter builder.

These websites link and pull both state and nationwide job-specific information from the nation‘s
primary source of occupational information O*Net (online.onetcenter.org). The O*Net database
is available to the public online at no cost. It contains hundreds of searchable, standardized
occupational descriptors. It is continually updated and provides an interactive application for
searching and exploring occupations. The database provides a set of career exploration tools
which include assessment instruments for both jobseekers and students looking to find or
change careers.

All One Stop Career Centers are required to use JobZone and CareerZone, and most One-Stop
counselors and other staff that work with job seekers have received training in using JobZone
with customers. Both websites are excellent tools for students, jobseekers, and businesses in
your area. They provide web-based tools for the active job seeker to match interests, skills, and
preferences with available jobs openings.




                                                                                                  39
Chapter 13: Funding Issues

Understanding How Your Annual WIA Allocation Is Calculated

In the Spring of each year, USDOL notifies New York State of how much funding it will receive
for the upcoming Program Year, beginning July 1, for the WIA Adult, Dislocated Worker, and
Youth programs. NYSDOL then applies a formula to the allocations to determine how much
each WIB will get in each funding stream and notifies you of your new allocations. The
calculations are based on the formula elements in the WIA statute, and they are always a little
behind your current local economy, since they take their snapshot at a fixed earlier time,
generally the end of the last quarter of the previous federal fiscal year.

Below is an overview of how the formulas work. There are some very subtle intricacies in how
the formula affects your local allocation, and you should augment this section with follow up
discussion with NYSDOL fiscal staff.

Key Definitions

Each of the three WIA formulas, Youth, Adult, and Dislocated Worker, have their own formula
elements. In understanding them, you need to be knowledgeable about the definition of an
Area of Substantial Unemployment (ASU). This term is defined as any area that is of sufficient
size and scope to sustain a program of workforce investment activities carried out under WIA
that has an average rate of unemployment of at least 6.5 percent for the most recent 12 months,
as determined by the US Secretary of Labor. Determinations of areas of substantial
unemployment are made once each fiscal year.

This definition is important because this element of the formula is referred to as ―a cliff‖. This
means that in a year when your local workforce area has an area of substantial unemployment,
it qualifies for funding under this formula element. In a year where your WIB has no areas of
substantial unemployment, you are entitled to zero funds under that formula element. In effect,
you fell off the cliff.


Two other important definitions that come into play here are –

Disadvantaged Youth: the term ‗‗disadvantaged youth‘‘ means an individual who is age 16
through 21 who received an income, or is a member of a family that received a total family
                                                                                                     40
income, that, in relation to family size, does not exceed the higher of either the poverty line, or
70 percent of the lower living standard income level. (Note: for ARRA WIA Youth funds only,
ages are 16 - 24.)

Excess Number: The term ‗‗excess number‘‘ means, in the context of the excess number of
unemployed individuals within a State, the higher of either a) the number that represents the
number of unemployed individuals in excess of 4.5 percent of the civilian labor force in the
State; or b) the number that represents the number of unemployed individuals in excess of 4.5
percent of the civilian labor force in areas of substantial unemployment in such State.

Don‘t feel bad if you are confused so far. Many very competent WIB directors around the
country struggle to grasp the nuances of the funding formula. Your real world challenge will be
to get to the point where you can understand the effect of the formula to the extent that, in years
when your WIA funding takes a cut, you can explain why to your WIB and Chief Elected
Officials. Your fiscal staff can help and NYSDOL‘s staff from Research and Statistics are
experts.

As you will see below, there is no plain English way to describe the WIA formulas.

WIA Youth Formula

The three Youth formula elements are:

1.   33 1⁄3 percent shall be allotted on the basis of the relative number of unemployed
individuals in areas of substantial unemployment in each WIB, compared to the total number of
unemployed individuals in areas of substantial unemployment in all WIBs in the State;

2.   33 1⁄3 percent shall be allotted on the basis of the relative excess number of unemployed
individuals in each WIB, compared to the total excess number of unemployed individuals in all
WIBs in the State; and

3.   33 1⁄3 percent shall be allotted on the basis of the relative number of disadvantaged youth
in each WIB, compared to the total number of disadvantaged youth in all WIBs in
the State (Note: there is a minor exception which doesn‘t apply in New York State.)

WIA Adult Formula

The three Adult formula elements are:
                                                                                                      41
1. 33 1⁄3 percent shall be allotted on the basis of the relative number of unemployed
   individuals in areas of substantial unemployment in each WIB, compared to the total number
   of unemployed individuals in areas of substantial unemployment in all WIBs in the State;

2. 33 1⁄3 percent shall be allotted on the basis of the relative excess number of unemployed
   individuals in each WIB, compared to the total excess number of unemployed individuals in
   all WIBs in the State; and

3. 33 1⁄3 percent shall be allotted on the basis of the relative number of disadvantaged adults
   in each WIB, compared to the total number of disadvantaged adults in all WIBs in the State.

WIA Dislocated Worker Formula

The Dislocated Worker formula elements are:

1. 92% Unemployment Insurance beneficiaries plus long-term unemployed;

2. 2% unemployed in areas of substantial unemployment;

3. 2% unemployed under the Mass Layoff Statistics program (50 or more UI claimants from a
   single firm within a five week period);

4. 2% change in employment in industries with job losses in past five years (number of jobs
   lost during the most recent five-year period in industries that lost jobs); and

5. 2% farms with net losses.




How Long Are WIA Funds Available for Expenditure?

In accordance with the WIA legislation, WIA funds are generally available at the local level for
two years and at the State level for 3 years.

However, these funds are intended to provide desperately needed services to New York‘s
jobseekers and businesses. Therefore, NYSDOL has issued a policy on expenditure and
recapture. Your Local WIB needs to spend 70% of its allocation in each WIA funding stream
every year, or excess funds will be recaptured by NYSDOL, and reallocated to other New York
WIBs that have met or exceeded their spending requirements. It is essential that local area

                                                                                                   42
expenditures be monitored and reviewed by the WIB during the program year to ensure that
program spending levels are on track, and that the local area will achieve the seventy percent
expenditure rate.

Understanding the WIA Calendar

The funding cycle for WIA can be very confusing. You need to understand the dual concepts of
Fiscal Year and Program Year.

Fiscal Year: The Federal Fiscal Year begins October 1 and ends September 30 each year.
WIA Funds are included in the federal appropriations for the fiscal year, and WIA is ―forward
funded‖ to allow for planning.

Program Year: The WIA year, called the Program Year, starts July 1 and ends June 30, and is
funded by appropriations made in the federal fiscal year that started on October 1 of the
preceding calendar year.

This leads to a lot of confusion. The federal fiscal year that began October 1, 2008 and runs
through September 30, 2009 is called Fiscal Year 2009, or FY09. The WIA year that runs July
1, 2009 through June 30, 2010 is called Program Year 2009, or PY09.

You will see references to FY09, and at other times PY09, and the difference between the two is
an important one that you need to master.

Adding to the confusion and further complicating budgeting, your WIB, and/or your One Stop
Operator may operate on a different fiscal year. For example, county and municipal budgets
typically run on the calendar year, from January through December, and the State fiscal year
runs from April 1 through March 31. Consult with your fiscal staff for more information.

Hold Harmless and Stop Gain

When WIA‘s predecessor, the Job Training Partnership Act (JTPA), was first enacted in 1982,
there were no Hold Harmless or Stop Gain provisions. As a result, annual fluctuations in the
funding formula elements sometimes produced wild funding swings from year-to-year.

While it is very difficult to manage large funding cuts, it is also challenging to smoothly
assimilate large, sudden funding increases. In an effort to moderate these funding swings, Hold
Harmless and Stop Gain provisions were implemented.
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Hold Harmless and Stop Gain apply only to WIA Adult and WIA Youth funding, not to WIA
Dislocated Worker funding.

For Youth and Adult, the effect of Hold Harmless is that a WIB or a State cannot receive less
than 90% of the average Adult and Youth funding they received over the previous two program
years. Although not mandated by the WIA legislation, New York has adopted a policy that Local
Workforce Investment Areas within the State will also be subject to similar Hold Harmless
provisions.

Stop Gain is the flip side of the Hold Harmless coin. For WIA Adult and Youth funds, States
cannot receive more than 130% of the average allocation they received over the two previous
years.

The reason there is neither a Hold Harmless nor a Stop Gain for Dislocated Worker funding is
that, by its very nature, these funds are intended to flow to areas that are suffering high
unemployment, mass layoffs and plant closings.

What Is an NOA?

You receive your authority to expend WIA funds from NYSDOL through a Notice of Obligational
Authority (NOA). A Notice of Obligational Authority (NOA) gives a Workforce Investment Area
the legal obligation to expend funds. An NOA is issued by the NYS Department of Labor for
specific uses. The notice specifies the amount of the obligation, purpose for the funds, funding
source, and the time frame in which the funds must be expended. NOA‘s are a very fast,
efficient way to move funds from NYSDOL to your WIB.

Requesting Cash from NYSDOL / Cash on Hand

Hopefully when you arrived at your new office, you found that you have competent,
knowledgeable fiscal staff. You will still need to know a few basics regarding how you get your
funds from State DOL. Remember, the NOA only conveys the authority to expend; it doesn‘t
advance you actual cash or reimburse you.

To request cash from NYSDOL, your WIB has to submit weekly cash order forms by Fax. In
preparing your submittal, you have to project your expenditures over the next week. Ordinarily
after your cash order form is submitted, you will have cash wired to your bank account within
three days.
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Your cash requests have to take into account cash on hand. Your cash on hand should not
exceed projected expenditures for the week. For example, hypothetically your WIB is in a
county where the county advances you cash for payroll, and you reimburse them at the end of
the month. If your projected weekly expenses were $10,000 in week one; $10,000 in week 2;
$10,000 in week three; and $70,000 in week four, you would submit weekly cash orders
reflecting those amounts.

What To Expect In an Audit

Any Workforce Investment Area that expends a total of $500,000 or more of federal funds
during its fiscal year is subject to a Single Audit, also known as an OMB A-133 Audit. The Single
Audit is divided into two areas: Compliance and Financial. A Single Audit will examine the
following areas:

   financial records

   financial statements

   federal award transactions and expenditures

   the general management of its operations

   the systems of internal control

   the federal assistance itself received during the audit period.

The following link is to the OMB A-133 circular on the Office of Budget and Management (OMB)
website. This circular will explain what to expect during a Single Audit:

http://www.whitehouse.gov/sites/default/files/omb/assets/a133/a133_revised_2007.pdf

You will be notified when the auditors will arrive, and what specific material they would like
available for inspection. There will be an entrance conference. When the auditor(s) complete
their field work there will be an exit conference. Next you will receive a draft audit report. If your
audit is a clean audit, the report will soon become final.




                                                                                                    45
If there are ―questioned costs‖ you will have the opportunity to provide more documentation or
contest the reasoning. An unsuccessful challenge to a questioned cost will result in a
―disallowed cost‖, which must be paid back from non-federal funds.




                                                                                                 46
Chapter 14: Other Funding Sources


“WIB‘s need to be operated more like businesses and to be more entrepreneurial in leveraging
their resources. Whether through fee-for-service initiatives or seeking private funding, WIB‘s
should constantly strive to generate the resources to serve more people.‖ - Testimony of Joseph
Carbone, The Workplace, to House of Representatives Higher Education, Lifelong Learning,
and Competitiveness Subcommittee on July 26, 2007.

In 1978, near the end of the Comprehensive Employment and Training Act (CETA), the federal
investment in workforce development was $9.5 Billion. The Government Accountability Office
recently reported that adjusted for inflation, Congress would have to appropriate $30 Billion
today to equal the same buying power. Instead, as of July 1, 2008, the federal investment in
WIA was only $3.2 Billion.

While, in the past, it was possible to be a relevant player in the local labor market while
operating with only your categorical federal funding allocations, it has become exceptionally
difficult to do so today.

In 2006, NYATEP did a survey of the local WIA system in New York and identified 39 funding
streams being used in addition to WIA formula, incentive, and supplemental funding. Ten of the
39 non-WIA funding streams were related to the TANF program (Temporary Assistance for
Needy Families), and in 29 of the 57 counties outside New York City these funds are
administered by the county entity that provides one stop services.

Although the list below is a snapshot from November 2006, and some funding streams like
WIRED are no longer available, it may be beneficial to you to see the wide range of non-WIA
workforce funding being utilized by the workforce system in New York:

USDOL High Growth Job Training Initiative - Health Care; TANF (all inclusive); Local WTW
Funds - TANF; Local Food Stamp Employment &Training; TANF Intensive Case Management
Grant; TANF Wheels For Work Grant; Securing Prosperity Grant - TANF / 200%; EDGE Grant -
TANF / 200%; JARC (Job Access Reverse Commute) Program; Local Tax Levy Support;
Disability Program Navigator; Displaced Homemaker; Trade Adjustment Assistance; TANF
Summer Youth Program; Collaborative Employment Project; Foundation support; AHECH grant;
County support (rent, cost allocated salaries, etc.); Fee For Service Activities; Program Income;
                                                                                               47
Consolidated Appropriations Act Customized Employment Grant awarded by USDOL Office of
Disability Employment Policy; Title V Older Worker; Youth Engagement Services (YES - United
Way Partnership); Other Youth Funds/Grants; Safety Net Funds (Other TANF Fund); State
Legislature Member Item; WIRED; Local Community Service Grant - OMH funding; OCFS; Carl
Perkins VATEA; APY Grant; Alternatives to Incarceration Funds; Ex-Offender Program Funds;
Contract with BOCES; Faith Based Grant; Community College Contract; Grant- College Corps;
NYSDOL - Co-location Costs; and TANF Funded Probation OJTs.

This chapter takes a quick look at four of the most common ways to augment your local WIA
formula funds. Given the wide variety of funding listed above, however, we recommend that
you be open-minded and learn about non-WIA funding from your colleagues.




Statewide Employment and Training Activities: Rapid Response and
Governor’s 15% Funds

Statewide Rapid Response Activities

The State is required to reserve funds from its Dislocated Worker allocation to provide Rapid
Response services in local areas, working in conjunction with local WIBs and Chief Elected
Officials. When a WARN notice is issued by an employer notifying the State that a layoff of 50
or more workers is planned, rapid response activities are triggered. In addition, the State
reserves Dislocated Worker funds to provide additional assistance to local areas that
experience disasters, mass layoffs or plant closings, or other events that cause substantial
increases in unemployed individuals. The State reserves 25% of its Dislocated Worker
allocation for these purposes. This is in addition to the 15% of the Dislocated Worker allocation
that is reserved as part of the Governor‘s 15% set-aside described below. The remaining 60%
of the State‘s Dislocated Worker allocation is distributed by formula to the local WIBs.

Governor’s 15% Statewide WIA Funds

When the State receives WIA Adult, Youth, and Dislocated Worker funds, the Governor
receives 15% of these allocations off the top. This is known as the WIA 15% Funds, or



                                                                                                48
sometimes the Governor‘s Set-aside. These funds are exceptionally valuable and flexible in
their use. There are many required and optional uses of these funds.

Seven required Statewide Activities that must be provided with Governor’s 15% funds
are:

   Disseminating information on the Eligible Training Provider (ETP) list, and on customized or
    on-the-job training (including performance and cost info);

   Conducting evaluations of WIA Title 1B activities;

   Providing Incentive Grants for good performance;

   Providing technical assistance to local areas that fail to meet local performance measures;

   Assisting in management & operation of One Stop system;

   Providing additional assistance to local areas with high concentrations of eligible youth; and

   Operating an MIS system – NYSDOL maintains the One Stop Operating System (OSOS) for
    WIA reporting purposes, and rolls up local WIA reporting information into required federal
    reports.

Nine other allowable Statewide Activities:

   The State is allowed to take a third of the 15% funds, up to 5% of the total allocation, to
    cover their Administrative Costs for WIA activities.

   Providing capacity building to local workforce areas. This is broader than providing
    technical assistance to failing areas. While technical assistance must be provided to local
    workforce investment areas that are failing, capacity building is more in the interest of
    continuous improvement, even for WIBs that are meeting all their performance measures.

   Conducting research and demonstrations.

   Establishing and implementing innovative incumbent worker programs.

   Support to local areas to identify eligible training providers.



                                                                                                  49
   Implementing innovative programs for Displaced Homemakers, and programs to increase
    training and placement in non-traditional employment.

   Providing supplemental Adult and Dislocated Worker funds to assist local areas that do not
    have sufficient resources to meet the economic challenges they are facing.

   Carrying out statewide youth activities; and

   Preparation and submission of an annual performance progress report to USDOL.

Historical Uses of Governor’s 15% Funds in New York

New York has a strong history of providing supplemental fund distributions to Local WIBs to
increase the amount of training that can be offered locally. In addition, New York has used 15%
funding to strategically address statewide business needs through competitive grants directly to
businesses to address employer training needs. Funds have been made available to WIBs for
strategic planning, regional sector-based initiatives, to enhance programming through initiatives
like Career Pathways, and to support a Statewide Internship initiative.

How to Find Out About NYSDOL Funding Opportunities

It is highly advisable that you check the New York State Department of Labor website on a
regular basis so you will be aware of funding opportunities with Governor‘s 15% funds and from
other funding sources. That link can be accessed at
http://www.labor.state.ny.us/workforcenypartners/funding.shtm

Grants and Grant Writing

If you are fortunate, when you arrived at your WIB you already had in-house expertise in grant
writing on staff. You will quickly observe that there are competitive grants available nationally
from USDOL and other agencies, and within the State from NYSDOL. If your WIB has largely
relied on categorical funding in the past, you are strongly urged to change this course and begin
to pursue additional funding opportunities. You may want to invest in grant writing training for
one of your staff, or in a small workforce area, the grant writer might be you. As you build a
network with other WIB directors throughout the State, you will soon see that WIBs with a
broader perspective beyond WIA are securing additional workforce development funding to
work with faith based and community organizations, Prisoner Reentry funding, special
                                                                                                    50
populations, and from entities like the National Science Foundation. Don‘t let the day-to-day
crunch overwhelm building a grant writing capacity. This is something you really should
consider actively pursuing.

Foundations and Corporations

In order for a Foundation or Corporation to receive a tax break for grants they make, they need
to give the money to tax-exempt entities. Most of the tax exempt WIBs in New York State
operate as not-for-profit corporations under Section 501(c)(3) of the Internal Revenue Service
code.

If your WIB is not a 501(c)(3), you can obtain an application for 501(c)(3) status by visiting this
web link: http://www.irs.gov/pub/irs-pdf/f1023.pdf. For instructions and background information,
go to http://www.irs.gov/pub/irs-pdf/i1023.pdf.

Some Chief Local Elected Officials have not wanted their WIBs to pursue 501(c)(3) status. This
is somewhat counterintuitive, since it greatly broadens the types of additional funds that can be
obtained to address the unmet needs of jobseekers and businesses in their jurisdictions. If
there has been strong opposition by your Chief Local Elected Official to your WIB obtaining
501(c)(3) status in the past, you should try to understand the rationale and look to revisit this
issue. The sad reality is, in the near future, both federal and state government funding are
unlikely to be sufficient for you to meet your local workforce challenges.

The following 12 WIBs in New York operate under 501(c)(3) status: Allegany-Cattaraugus,
Chemung-Schuyler-Steuben, Chautauqua, Dutchess, Finger Lakes, Fulton-Montgomery-
Schoharie, Herkimer-Madison-Oneida, Jefferson-Lewis, North Country, Oswego, Rochester
Works, and Sullivan.

Even if you are not a 501(c)(3) organization, you may be able to partner with an organization in
your community that is. Often they are willing and able to be the fiscal conduit, and they can
often pay you as a subcontractor to perform some of the grant activities.

As a rule, most foundations do not fund general support. They usually give most of their funds
in any given year to a limited number of interests. Many foundations have no interest in
workforce development, choosing to concentrate on such things as medical research, support
for the Arts, or international issues.

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In New York State, foundations that support workforce development do so under categories
such as job training, economically disadvantaged, out-of-school youth, human services, and
economic development. Note that this is not an exclusive list, however.

In many areas of New York State there is a small pool of foundations with an interest in
workforce development. Before investing time writing a proposal, research their funding cycle
(when they accept applications, when they make decisions) as well as whether they require a
short letter from you soliciting interest rather than a full proposal. You can find this information
easily though the Foundation Center (www.foundationcenter.org), or if you know the name of
the foundation, research it online.

The Foundation Center provides very valuable information on foundations that support the type
of work for which you will be seeking funding, in addition to information on what categories
foundations fund, the range of fund levels they provide, and the geographic areas where
support is provided. The Foundation Directory On Line has an excellent web-based, searchable
database. Monthly costs for use of the Directory range from under $10 for the Basic Edition to
around $60 for the Premium Edition. Often, however, only one or two months will be required
for your research needs.

Unfortunately, there are limited sources of foundation support for workforce development in New
York State outside the New York City metropolitan area. In New York, sixty nine percent of the
grants for workforce development that are over $5 Million were made in the NYC metro area.
That figure is 88% for grants over $2.5 Million for workforce related topics, and over 75% in the
$1 Million to $2.5 Million range. See Appendix 6 for additional details on foundation funding by
region.

Finally, while over the long term foundation giving may prove to be a significant enhancement to
your overall workforce funding, in the short term, you need to recognize that the endowments of
many foundations suffered significant losses in the latter half of 2008 as a result of the deep
stock market drop. Since they already had multi-year commitments, this still isn‘t the easiest
time to raise foundation funds.

Fee For Service Activities

While not widespread in New York, Fee For Service can be a way to expand your services and
increase your WIB‘s revenue.
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The State of Maryland‘s policy on Fee For Service activities by WIBs reads, ―In keeping with
WIA regulations, fee-for-service activities shall not inhibit access to One-Stop sites or the One-
Stop system by eligible customers. No fee may be charged for One-Stop services classified as
"Core." Revenues generated by fee-for-service activities that are in part supported by public
funds, shall be used in accordance with the regulations guiding that funding stream.‖ As in
Maryland, in New York you cannot charge a Fee For Service for an activity that should be
universally available.

For audit purposes, entities that receive federal funds must maintain records sufficient to
determine the amount of any Fee For Service income received and the purposes for which such
income is expended.

An example of a fee for service activity is Ohio‘s Intensive Services and Training for Employers,
which provides the following services to employers for a fee:

   Background checks/Drug screening

   Comprehensive skills assessment

   Customized training for incumbent workers

   Specialized applicant search

   Workshops on retaining the at risk worker, the use of tax credits and other employer
    incentives

Indiana‘s fee for service policy states that ―Diversifying and expanding resources through fee-
based services is an acceptable and practical way to enhance the array of services offered
through the One-Stop system. Various US Code provisions, OMB circulars, and government
bulletins encourage charging fees as a way to diversify and increase system resources. The
primary motivation is to:

   provide customized applicant screening and testing;

   offer consulting services to public agencies, such as how to work with the private sector; and

   provide pre-employment skills training for new workers.‖


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In a speech to the US Conference of Mayors Workforce Development Council in 2007, Steve
Corona, President of Job Works, headquartered in Fort Wayne, Indiana, said WIBs can charge
a fee for service for non-WIA contracts to other workforce agencies. Corona cited Fee For
Service examples such as:

   TANF

   ACT/WorkKeys Profiling

   Grant Writing

   Strategic Planning

   Special Events

   Business Recruitment & Selection

Corona is a very competent, experienced provider of workforce development services. He cited
the following five Fee For Service advantages:

1. Programs increase the number of people served

2. Programs provide case managers additional funding options in serving customers

3. Profit generates unrestricted funds

4. Unrestricted funds support cash flow

5. Unrestricted funds support future growth

Corona also pointed out the following Fee For Service disadvantages that you need to consider
before embarking down this road:

   You can lose money

   Creates additional accounting work

   You can lose money!

   Distraction to core business


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   You can lose money!!

You need to clarify with your NYSDOL State Representative whether your Fee For Service
revenue is deemed by New York State to be program income. In most cases, if you use WIA
funds to pay for any part of the activity it will be program income. As such, you will have to
account for it separately as program income, and put it back into similar program activities within
24 months.




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Chapter 15: Local Area Policies

Since WIA has been in effect in New York since July 2000, your WIB already has the following
types of local policies in place.

Local Area Policies

Priority of Service: Some groups such as Veterans must by law receive priority service. In
addition, if your WIB deems that Adult funds for Intensive and Training services are limited in
your workforce area, priority must be given to public assistance recipients and low-income
individuals.

Supportive Services: Supportive services traditionally cover such expenses as transportation,
childcare, and clothing and tools necessary for work or participation in training. The local policy
below from San Bernardino County in California provides an example of the who, when, and for
what of a Supportive Services policy. It says, ―WIA supportive services may only be provided to
individuals who are:
1. Participating in core, intensive, training or post exit services; and
2. Are unable to obtain supportive services through other programs providing such services.
3. Supportive services may only be provided when they are necessary to enable individuals to
participate in Title I activities.‖

Needs Related Payments: Needs Related Payments are a form of supportive services and
may be used by your local WIB to help support participants while they are in training or
retraining. Under the American Recovery and Reinvestment Act of 2009, a renewed emphasis
was placed on Needs Related Payments as a means of enabling workers to enter into and
continue to progress through training. ARRA requires that all WIBs have a policy for issuing
Needs Related Payments.

Self-Sufficiency Standard: Only the State, with Governor‘s 15% WIA funds, can serve
―incumbent workers‖. Local WIBs, however, provide services under the Adult program to
employed ―existing workers‖ whose income is below the local WIB definition of ―self-sufficiency.‖
The only guidance from USDOL is that such a definition cannot be set lower than 100% of the
poverty level. In order to simplify administration of this standard, and avoid the need for
gathering family income information, many areas have adopted a definition based solely on the

                                                                                                  56
individual worker‘s wage rate or income, such as ―individuals earning less than $20 an hour.‖
You can also target key sectors or industries in your definition.

Individual Training Accounts (ITAs): Customer choice is a central tenet of WIA. The primary
way an individual accesses WIA funded training is through an ITA. The key issues that your
local ITA policy should address are (1) the amount you will pay; (2) the length of training that an
ITA will support; and (3) the demand occupations in your workforce area that are eligible for ITA
funding. Some local areas have different ITA caps (the maximum funding level they will
approve) and duration limits for training in certain high demand occupations.

On-the-Job Training (OJT): If your local area provides training through On-the-Job Training,
the WIB may establish policies related to length of training, occupations eligible for OJT,
maximum reimbursement to employers, and expected outcomes in terms of wage rates and
other benefits to the participant. While OJT usage had declined in the early days of WIA, in
2010 both New York State and USDOL placed a renewed emphasis on OJT. See Chapter 14
for more information about OJT.

Customized Training: See the On-the-Job Training section above. Your WIB may want to
establish policies related to similar issues if you are providing Customized Training. See
Chapter 24 for more information about Customized Training.

NYSDOL or NYATEP can help you benchmark your existing local policies against other WIBs in
the State.




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Chapter 16: Performance Measures

New York operates under a USDOL waiver allowing us to use the USDOL Common Measures
as our performance criteria for both WIA Title 1 and the Employment Service. It is the WIB‘s
responsibility to manage its One-Stop Operator(s) and Youth Program contractors to attain
acceptable performance outcomes and to meet required performance measures. Failure to
meet performance measures will result in notices from NYS Department of Labor informing the
Chief Local Elected Official of the failure, and in cases of persistent performance failure, can
result in loss of WIA funding and requirements to reorganize the operation of the WIB.

The Adult and Dislocated Worker, and Youth Common measures are listed below.

Adult and Dislocated Worker Common Measures:

Adult Entered Employment

Adult Employment Retention

Adult Average Earnings

Dislocated Worker Entered Employment

Dislocated Worker Employment Retention

Dislocated Worker Average Earnings

Youth Common Measures:

Youth Placement in Employment or Education

Youth Attainment of a Degree or Certificate

Youth Literacy and Numeracy Gain

Important Performance Management Tip: Attainment of successful outcomes for your
performance measures is very much dependent on what you ask for in your RFPs, contracts,
and agreements. This applies both to your One Stop Operator contracts or agreements, and to
your Youth Service Provider contracts. In entering into contracts and agreements with your
One-Stop Operator(s), performance expectations and requirements should be clearly described

                                                                                                   58
so that the WIB can benchmark the performance of the operator against established criteria and
can take corrective action if performance measures are not being met. The same is true of
contracts with Youth program service providers.

One of the most common reasons WIBs fail their performance measures is that they don‘t
change their RFPs, contracts, and agreements to reflect new outcome requirements, or their
existing contracts do not contain language allowing for speedy modification when Federal or
State policy or legislation change performance requirements.




                                                                                              59
Chapter 17: Capacity Building, Technical Assistance and
Professional Development

The terms capacity building, technical assistance, and professional development are often used
interchangeably, but they actually refer to different activities that have very narrow, specific
definitions.

Technical Assistance, for WIA purposes, is the responsibility of NYSDOL representing the
State. The purpose of technical assistance is to provide Workforce Investment Areas that are
failing their performance in one or more measures with the help and new techniques they need
be able to pass those measures.

Professional Development describes ―how to do your job better‖ activities, for example, How
to Be a Better Employment Counselor.

Capacity Building is designed to do two things: 1) improve performance, even if the current
performance is meeting required performance standards, and 2) point out implications to
prepare for what comes next. For example, here is a new trend, this is what it will mean to you,
here‘s what you can do to get your organization ready.

NYSDOL contracts with NYATEP to provide capacity building services to WIBs and One Stops
in New York. In addition, NYSDOL often works with other consultants who may be available
upon request to provide services at no cost to you for specific purposes.




New York State Workforce Conferences

The NYATEP Spring and Fall Workforce New York Conferences, and the Youth Academy:
In cooperation with NYSDOL and other State agencies, NYATEP hosts conferences that
compare in quality with many national events. Held in locations around the State, the Spring
Conference is usually held in May, and the Fall Conference in October. The Youth Academy is
generally held in late February or early March. These events are attended by a broad range of
New York‘s workforce stakeholders, including representatives from State agencies, education
and training providers, community-based organizations, One-Stops, and your counterparts from
other WIBs. Information about upcoming events can be found at www.nyatep.org.
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NYACCE Spring Conference: NYACCE is the New York Association of Community and
Continuing Education. Its membership is primarily BOCES from across upstate and Long Island.
Their conference is held in Albany in May. Information can be found at www.nyacce.org.

CEANY Fall Conference: CEANY is the Continuing Education Association of New York. Its
membership is largely representatives of community college continuing education programs.
Their conference is held at various locations in New York State in the October. Information can
be found at www.ceany.org.

NYCETC Spring Conference: NYCETC is the New York City Employment and Training
Coalition, comprised of a wide range of NYC workforce development stakeholders. Their
conference is usually held in May in New York City. Information can be found at
www.nycetc.org.

NYSEDC Summer Conference: NYSEDC is the New York State Economic Development
Council. Its membership is primarily county and municipal economic developers, and Industrial
Development Agency staff. Their conference is in late June in Cooperstown. Information can be
found at www.nysedc.org.

NYPWA Conferences: NYPWA is the New York Public Welfare Association. It represents New
York‘s 58 Social Service Districts. Their winter conference is in January in Albany, and their
Summer Conference is in July in Saratoga Springs. Information can be found at
www.nypwa.com.




National Workforce Conferences

National Workforce Association (NWA) Conference: This conference is held in early
December in Florida. NWA‘s niche is how Washington works. Plenary speakers are usually US
Senators and House Members who have leadership roles on workforce legislation or funding in
the Congress. www.nwaonline.org

National Association of Workforce Boards (NAWB) Conference: This conference is held in
late February or early March in Washington DC. It is the largest national workforce conference.
It is attended by workforce professionals as well as many WIB members. The conference
features many timely workshops and plenary sessions by senior policymakers. www.nawb.org
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U.S. Conference of Mayors (USCOM) Workforce Development Council: The WDC hosts
two events focusing on federal workforce policy and legislation. Both are held in DC, one in late
September and one in late January. Key workforce staff from Congressional Committees,
USDOL, other federal agencies, and policy and research organizations share information and
engage in discussion of timely workforce issues. These events provide ample opportunity to
dialogue with the presenters and network with workforce leaders from across the nation.
www.usmayors.org/workforce.

USAWorks is a pure advocacy group that presses for adequate funding for workforce
development. Periodically they hold events in DC. Speakers are key members of Congress
who have important roles in shaping workforce policy. www.usaworksinc.com

USDOL holds both national and regional workforce conferences. New York is in USDOL
Region 1, which covers New York, New Jersey, Puerto Rico, the Virgin Islands, and the six New
England States. www.doleta.gov

The National Skills Coalition is an eclectic national organization whose membership includes
community colleges, CBOs, WIBs, organized labor, sector partnerships, and public policy
organizations. NSC hosts a Leadership Summit in D.C. every February.
www.nationalskillscoalition.org

The National Association of State Workforce Agencies (NASWA) is the national
organization for State Departments of Labor. They meet regularly in DC and host a national
conference that is held at sites across the country in late September. www.naswa.org

The U.S. Chamber of Commerce Competitiveness Institute focuses on building a high
quality workforce. Their annual conference is held in the Summer.
www.uschamber.com/icw/default




Youth Issues Calls

The Youth Issues calls originated in 2002. They are an inexpensive opportunity to bring
together practitioners engaged in youth workforce development initiatives to discuss issues of
concern, promising practices, and peer to peer exchange.


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The statewide conference calls are very interactive. The audience is primarily WIB Directors,
Youth Council Members, and City and County Employment and Training staff. Youth Issues
calls showcase effective practices that result in achieving performance outcomes under WIA,
highlight state initiatives and priorities, and provide a forum to identify key learning needs of
local areas. The calls are typically scheduled bi-monthly for an hour in length, and ordinarily
take place from 9:00 to 10:00 a.m. For information email Jan Hennessy at
jhennessy@nyatep.org




Regional Meetings and Forums

NYSDOL sponsors Regional Meetings or Regional Forums two or three times per year in 5 or 6
locations across the State. These facilitated meetings are targeted to frontline supervisors and
functional team leaders from One-Stop centers. Agendas typically include federal and State
updates and facilitated discussion of current programmatic and operational issues, and provide
opportunities for attendees to network and share information with One-Stop staff from other
areas in the region.




WIB Directors Meetings

New York State Department of Labor has made a commitment to building the community of WIB
Directors and has hosted bimonthly meetings of the WIB Directors for several years.

The meetings have been facilitated by a nationally recognized WIA content expert, and are held
every two months from September through May. In most years, NYSDOL also hosts a two-day
WIB Directors retreat in the summer.

The WIB Directors meetings provide an opportunity to share best practices, surface emerging
issues, learn about new State DOL policy, and be exposed to new national trends. Typically,
these meetings alternate between Albany and Syracuse.




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One Stop Leaders Meetings

Similar in structure to the bimonthly WIB Directors meetings, the One Stop Leaders group
meets bimonthly, generally the day before the WIB Directors meeting. The meetings are hosted
by the Director and/or senior staff from DEWS (Division of Employment and Workforce
Solutions) and are facilitated by the same consultant who facilitates the WIB Directors meetings.
Agendas and meeting materials are provided in advance and attendees are often requested to
do ―homework‖ to prepare for the discussions that take place at the meetings. Generally the
One-Stop Operators and NYSDOL managers from each One-Stop in the State are invited to
attend these meetings. It is expected that the attendees will share information from the
meetings with other key One Stop staff within the local area.




NYSDOL Webinars and Conference Calls

Often NYSDOL offers webinars and conference calls to WIBs or One-Stop leaders on key topics
of interest, or to discuss new or revised policies or requirements. Information on upcoming
webinars and conference calls are emailed to WIBs and One-Stop leaders, and some webinars
are archived so that they can be viewed by those who are not available for the live presentation.




Resources for Informing Your WIB

Many WIBs in New York frequently invite the NYSDOL Regional Labor Market Analyst for their
region to advise the WIB on the local economy. There is no charge for these presentations.

NYSDOL currently contracts with NYATEP for capacity building services, and WIB Directors
often request that NYATEP executive staff make presentations to their WIB on workforce
legislation in Congress, budget forecasts, and new workforce trends that the WIB should
consider in setting local policy. Requests for this service should be made to NYSDOL, and if
approved, there is no charge to the local WIB.

In addition, you may choose to procure the services of outside expert consultants and
presenters, subject to your local procurement rules.
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Chapter 18: How USDOL Promulgates Policy

The USDOL Employment and Training Administration (ETA) sets policy for and provides
oversight of WIA funding and program operations. Training and Employment Guidance
Letters (TEGLs) are used to transmit policy and operational guidance to the WIA state and
local workforce systems. Training and Employment Notices (TENs) are used to
communicate announcements of meetings, publications, or general information. Both TEGLs
and TENs are issued by WIA Program Year (July 1 - June 30). In some cases, based on a
TEGL, NYSDOL may issue a Technical Advisory to clarify policy or guidance as it applies to
New York State WIA programs.

TEGLs and TENs can be found at http://wdr.doleta.gov/directives/

In addition to TEGLs and TENs, a variety of useful information and resources can be accessed
at the USDOL Employment and Training Administration web site found at www.doleta.gov.




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Chapter 19: How NYSDOL Promulgates Policy
NYSDOL communicates information and policy to the field through the issuance of Technical
Advisories (TA‘s). Technical Advisories will be sent directly to you as well as other members of
the State‘s Workforce Development Community.

The guidance and information in Technical Advisories is binding on your programs, so it is very
important that you read them and discuss them with your One Stop managers, and in some
cases with chief elected officials and the WIB.

NYSDOL maintains a chronological listing of all Technical Advisories. They can be accessed
www.labor.ny.gov/workforcenypartners/tas.shtm




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    PART 3:

ONE-STOP CAREER
    CENTERS




                  67
Chapter 20: The Role of One Stop Career Centers
One Stop Career Centers were first established in the mid-1990‘s as pilot programs funded by
USDOL prior to them being required by the WIA statute. The concept of One Stops is a simple
one: locate all of the federal workforce programs in one place to increase customer access to
information and services. WIA requires that there be at least one full-service One-Stop Center
in each local workforce area. In larger and multi-county workforce areas, there are often more
than one full-service center. In addition to the requirement for full-service centers, many local
areas also provide One-Stop services through satellite, or affiliate one-stops that may not
provide access to all one-stop services, and through ―virtual‖ one-stops where customers can
access information and some services online through the Internet.

One Stop Programs and Activities

The One Stop Partners

The WIA legislation requires that the following Federal partner programs that operate in your
local workforce area provide services through your One Stop Centers, and each must be
represented on the WIB:

   WIA Title I B Adult program

   WIA Title I B Dislocated Worker program

   WIA Title I B Youth program

   Wagner Peyser program

   Title II Adult Ed/ Literacy

   VESID Vocational Rehabilitation

   Perkins Vocational Applied Technology Education Act (VATEA)

   Trade Adjustment Assistance

   Community Service Block Grant (CSBG)

   Housing and Urban Development (HUD) Employment and Training

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   Food Stamp Employment & Training

   Unemployment Insurance

   Job Corps

   Native American Programs

   Migrant & Seasonal Farmworker

   Senior Citizens Employment Programs under the Older Americans Act

In addition, other programs may participate in the One-Stop as partners. For example, local
Department of Social Services welfare-to-work programs, funded by the federal Temporary
Assistance to Needy Families (TANF) program, are a One-Stop partner in many local areas
across the State. Note that when any optional partner program becomes a One-Stop partner,
they must be represented on the local WIB.

Not all Local Workforce Investment Areas will have all of these programs. An example in New
York being Native American Programs. If a program does not have a presence in your area, it
does not have to provide services through your One-Stops or be represented on your WIB.




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Chapter 21: Designating the One Stop Operator


An important job of Local Workforce Investment Boards and Chief Local Elected Officials is the
selection of the operators of the One Stop system or One Stop Centers within the local
workforce area. One Stop Operators can be selected in either of two ways:

1) Through a competitive process, postsecondary institutions, the Employment Service,
private non-profits, private for profits, Government agencies, or Chambers of Commerce can be
selected as the One Stop Operator; OR

2) A consortium of at least 3 of the required one stop partners (public or private) can be
designated as the One Stop Operator through a negotiated agreement with the CLEO and the
WIB.

In New York State, the consortium model predominates. It is currently how the selection is made
in 30 of the 33 Workforce Investment Areas in the State. Arguments can be made on both sides
as to which selection process leads to more effective results.




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Chapter 22: What Is Functional Alignment

Functional Alignment is the terminology we use in New York to talk about the relationship
between locally funded WIA Title 1B and state funded Employment Service staff in the One
Stop Career Centers. While New York embarked on this functional alignment strategy on July
1, 2006, it is now standard operating procedure in many states. These few paragraphs are no
substitute for reading the Technical Advisories on Functional Alignment (see Appendix 11),
talking to your One Stop staff, and state DOL policymakers.

NYSDOL‘s policy, as described in Technical Advisory 06-3, is that Local Workforce Investment
Areas ―need to develop and implement local/regional goals and strategies for aligning and
integrating the delivery of Workforce Investment Act (WIA) Title IB services and Wagner-Peyser
Employment Services.‖

Technical Advisory 06-3 goes on to say, ―Given the realities of diminished resources, this
requires each WIB to develop more aggressive strategies to align staff and services around
employment and training functions, rather than providing services through siloed program
funding streams. The Workforce Investment Act lists mandated services within each of its titles.
The goal of a One-Stop System is to align around those services rather than operate parallel
programs. WIA Title IB and Wagner-Peyser programs, One-Stop System operators and LWIBs
must acknowledge and embrace, that for the local/regional workforce delivery system to be
successful in meeting the local community‘s needs, effective, non-duplicative, real-time
strategies must be developed that will enable the system to meet customer need and
performance measures in the current funding and performance environment.

Over the five years of WIA implementation, numerous Local Workforce Investment Areas have
moved toward implementing greater levels of system integration. Integration has progressed
from focusing on the establishment of One-Stop Centers to the co-location of Wagner-Peyser
programs and development of affiliate sites with partner agencies. Local areas have also
instituted cross-training of partner staff and, in some instances, reduced points of access while
increasing service levels.

Functional alignment is both an opportunity and a tool to effectively organize staff and facilities
in a manner that further streamlines customer service delivery, capitalizes on the strengths of
staff, location, and/or technology to deliver services, and thereby reduces duplication. As a first

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step toward facilitating local and regional discussion around the alignment or re-alignment of
service delivery for WIA Title IB and Wagner-Peyser, NYSDOL convened a facilitated dialogue
between the LWIB Directors and DOL Employment Services Regional Administrators on
February 24, 2006, to begin formal discussions to better serve communities throughout the
State.

These discussions centered on the key concept that today‘s operational plan for optimum
customer service requires service integration which leads to system integration. It is not enough
to co-locate partners, orient customers to partner programs, and refer customers to these
programs for the One-Stop Delivery System to succeed. It must now move beyond the concept
of program to the concept of service, recognizing by whom, and in what manner services are
most efficiently delivered. In doing so, each local area must review their current service delivery
procedures, identifying the who, what, when, where, and how of the current program delivery
model, and re-shape it to achieve greater efficiency. Common intake forms, single points of
customer service, services delivered according to customer need rather than program focus,
common staff performing single functions, and common goals, data, and measures are
considerations leading to functional alignment.‖

As the roll-out of Functional Alignment in New York State has evolved, there are still many
cultural differences to overcome, and rules and guidelines, many based on long-held
organizational traditions, that make alignment difficult, but in reality staff in the One Stops are
operating in a very different, more coordinated manner than they were when this initiative was
launched. So while the Functional Alignment journey has not been without growing pains, it has
led to better, more seamless service to One-Stop customers, while the State has continued to
meet required WIA performance measures.




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Chapter 23: Understanding the One Stop Operating System
(OSOS)

The One Stop Operating System (OSOS) is a case management system, used to record data
and document service provision to tell the story of the specific Wagner-Peyser, Workforce
Investment Act (WIA), and/or Trade Act program(s) customers – job seeker and business.
Timely OSOS data entry is critical to coordinated next logical service provision to the customer.
OSOS will exit customers from a specific program enrollment when a job seeker/training seeker
has gone 90 days without receiving a service.

This online system is set up similarly to a file cabinet. The top level is a module. Each module
has multiple windows. Each window has multiple tabs. Each module, window, and tab has
buttons to initiate various functions, e.g. saving the record, initiating a special pop-up webpage
dialog box for gathering additional data items.

NYSDOL administers OSOS centrally. Every One-Stop Center and office that provides WIA
and Wagner-Peyser services must access OSOS and record all services provided to individuals
and businesses in the system. Only authorized OSOS users having a centrally issued OSOS
user name and password can access the system. Request staff member accounts through
NYSDOL via local area/office security coordinators. The security coordinators are responsible
for ensuring up-to-date requests for access and removal of access once a staff member has left
their current position.

NYSDOL uses data from OSOS to generate required reports to USDOL. Timely OSOS data
entry is also critical to the local area and NYSDOL in meeting federal reporting and performance
requirements. Delayed data entry into OSOS – greater than five (5) business days – may cause
the local area to fail to meet state and federal performance targets. This can lead to financial
sanctions to the local workforce area.

Policy and guidance related to OSOS are on the NYSDOL web site in the Workforce New York
Partners section: http://www.labor.ny.gov/workforcenypartners/osos.shtm

Key OSOS resources including OSOS announcements, procedural guides, Technical
Advisories, and tips on understanding which OSOS data-fields impact program performance are
in this section of the web site. Staff members who work directly with individual and business

                                                                                                   73
customers, as well as supervisors and managers should have a sound working knowledge of
OSOS.    .

Various management reports are available. Consult both your lead staff members who work
with OSOS and with NYOSOS / REOS Central Support Unit at NYSDOL
(help.osos@labor.ny.gov or 518-457-6586) to learn how OSOS management reports can assist
you in monitoring services and performance.

For training and technical assistance related to OSOS, send a request to the above email.




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Chapter 24: Training Services

Provision of training and skill development to One Stop customers is one of the primary services
delivered through WIA. Individual Training Accounts (ITAs) are the most common way that One
Stop customers access training. Other training options may include On-the-Job Training,
Customized Training, and, since ARRA in 2009, contracting with training providers to purchase
specific training entire classes to be filled with WIA-funded participants has been allowed.

Individual Training Accounts

ITAs are intended to maximize customer choice in selecting appropriate training options.
Working with One Stop staff, customers should be encouraged to explore training options that
will lead to job opportunities in demand occupations. For training to be funded by WIA, the
training program must be on the local area demand occupation list, and the training provider
must be on the State Eligible Training Provider List (ETPL). Customers should also be
encouraged and assisted by One Stop staff in accessing financial support for training beyond
WIA funding, including Pell and supportive services from other agencies (like TANF and the Carl
D. Perkins Career and Technical Education Act) .

The Local WIB must establish a policy setting the maximum amount it will pay for an ITA and
defining other criteria for issuing ITAs, such as the duration for which it will support ITA training,
and the demand occupations for which it will issue ITAs. Some WIBs have differing ITA caps
for differing training programs, providing higher caps for priority occupational training.

If the training costs more than your ITA cap, the training candidate would not be able to attend
that training with your WIA funds unless they are able to access other funding sources, including
Pell, to make up the difference.

While each local WIB has the authority to establish its own ITA policies and caps, NYSDOL
encourages local WIBs to coordinate within their region to establish consistent ITA policies.
Consistency will limit confusion among customers within a geographic region, and situations
where customers ―shop around‖ for higher ITA caps or a broader choice of ITA eligible training
programs.




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In addition to the exception to ITAs provided under ARRA, and continued under Appropriations
language, WIA statute provides two exceptions where a WIB can offer classroom training
outside of an ITA:

   Specialized Populations: When the local WIB determines that there is a training program
    of proven effectiveness offered in the area to serve special populations with multiple barriers
    to employment, they may enter into a contract to provide that training program. WIA
    regulations define these special populations as being low-income and having language or
    cultural barriers, are offenders, are homeless, or have other barriers defined by the State.

   Not Enough Eligible Providers: Particularly in rural areas, there may not be many
    training providers. If the WIB determines that there are an insufficient number of providers to
    accomplish the purpose of a system of ITAs, it may contract with a training provider for
    training services. The process for selecting training providers must be described in the plan,
    and the process must include a public comment period.




On-the-Job Training (OJT)

OJT is designed to partially defray the cost incurred by an employer for training. It is not a wage
subsidy to hire an individual. OJT provides reimbursement to the employer of up to 50% of the
actual wages paid to the participant for the extraordinary costs of providing the training and
supervision related to the training. Typically the One Stop enters into a contract with the
employer for OJT. The contract will specify what training the participant will receive, the
duration of the training, what costs the One Stop or entity administering the OJT program will
reimburse, and other program requirements such as access to employer records, audit
requirements, etc. The duration of the training should reflect the skill acquisition and previous
experience of the worker. In other words, training is limited in duration as appropriate to the
occupation for which the participant is being trained, taking into account training content and the
prior education, training, and work experience of the participant. Employers that participate in
the OJT program do not have to be on the Eligible Training Provider List.



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In some parts of the state, due to local government contracting requirements that are onerous
for employers, OJT has not a viable training option. In areas that do provide this type of
training, it generally garners high customer satisfaction both with the training participants and
employers. Recently, in 2010 USDOL awarded New York State NEG OJT funds, and NYSDOL
through Governor‘s 15% funding began a statewide OJT policy. See Technical Advisory 10-15.1
for New York State policy on OJT (http://www.labor.ny.gov/workforcenypartners/ta/TA10-
151.pdf). You will also need to familiarize yourself with the existing local OJT policies in your
workforce investment area.

Customized Training

The term ‗‗customized training ‘‘ means training –

(A) that is designed to meet the special requirements of an employer (including a group of
employers);

(B) that is conducted with a commitment by the employer to employ an individual on successful
completion of the training; and

(C) for which the employer pays for not less than 50 percent of the cost of the training.

Customized Training is similar in design to OJT. A primary difference between Customized
Training and OJT is that, while OJTs are usually written for an individual or a small group,
customized training by definition is ordinarily for a small or medium sized group of workers.

In practice, the most common use of customized training is for providing skill upgrading to
eligible employed workers where such training relates to the introduction of new technologies,
new production or service procedures, upgrading to new jobs that require additional skills,
workplace literacy, or other defined purposes, and where the lack of such training may result in
the elimination or relocation of the jobs. Eligible training participants must be earning wages at
a level below the self-sufficiency standard established by the WIB.

The Eligible Training Provider List (ETPL)

As explained in the section on the roles and responsibilities of the Local WIB, potential providers
of training and retraining services apply to the LWIB to be placed on the Eligible Training
Provider (ETP) list. State DOL maintains the ETPL. One Stop customers who are approved for

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training must use their Individual Training Account (ITAs) with providers who are on the ETP list.


Exceptions that do not require using the ETPL are On-the-Job Training, Customized Training,
and purchase by the WIB of an entire class with ARRA funds.

Demand Occupations

Training programs funded with WIA resources must focus on demand occupations that are
recognized by your WIB. WIA funding may only be used to train customers for occupational
areas that are in demand in the local labor market.

If a program does not prepare an individual for a specific occupation, the program is not
classified as "training" under the Workforce Investment Act. A program that develops skills that
are applicable broadly across a wide range of occupations (such as keyboarding skills,
computer literacy, or basic reading and math skills) are considered prevocational and are not
subject to the requirements related to ―Training‖ because these are considered to be ―Intensive
Services‖, not ―Training.‖

In our fast-changing economy, it is important that WIBs review their Demand Occupations List
on a regular basis and constantly monitor changes in local labor market information. NYSDOL
Labor Market Analysts and Economists, as well as labor market intelligence gathered from
private-sector WIB members, local and regional employer organizations, and other sources in
your community, can help your WIB make informed decisions about current Demand
Occupations. It would be wise to consider revisions to your list at least twice a year (and
possibly more often) to ensure that training is being offered in demand occupations that lead to
good jobs.




                                                                                                78
    PART 4:

OTHER TOPICS OF
  IMPORTANCE




                  79
Chapter 25: State Agencies and Their Roles in WIA


NY State Department of Labor (NYSDOL)

NYSDOL acts for the Governor in overseeing WIA in New York. Specific NYSDOL roles under
WIA are:

   Recipient of WIA Title 1B and Wagner Peyser Funds

   Maintains Eligible Training Provider List

   Maintains One Stop Operating System (OSOS) MIS system

   Develops & oversees sanction & incentive policies

   Monitors the State‘s WIBs and One Stops

   Audit Role (see Chapter 18, ―What to Expect in an Audit‖)

   Provides technical assistance to failing Local Workforce Investment Areas

   Develops guidance for WIBs and One Stops

   Several One Stop Roles: Partner with WIA Title I, employer of Employment Service staff,
    manager of some One Stops

   Provides Staff Support to the SWIB

   Role in Statewide Governor‘s 15% funds




NY State Education Department (SED)

   Recipient of WIA Title II Adult Education & Literacy and VATEA Funds, and Title IV
    Vocational rehabilitation Funds (through VESID – see below)

   Commissioner of Education is a member of the State Workforce Investment Board

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   Adult Education and Vocational Rehabilitation are to be represented on each Local
    Workforce Investment Board (LWIB)

   Adult Education is represented on Local WIBs by an agency currently receiving WIA Title II
    funds

   Vocational Rehabilitation is represented on Local WIBs by VESID District Office Managers

   The State Education Department is a signatory on all LWIB MOUs

   Maintains the participant data system for program accountability required under Titles II and
    IV (ASISTS for Title II, and CAMS for Title IV)




NY State Office of Temporary and Disability Assistance (OTDA)

OTDA is the State agency with oversight of the State‘s 58 Local Social Service Districts which
administer a variety of services to families and individuals in need. Among the services they
provide are welfare-to-work and employment-related services to cash assistance and Food
Stamp applicants and recipients to help them secure employment and achieve self sufficiency.
The following is a list of services that may be available in your community:

   Child care assistance for children up to age 13

   Transportation assistance (public and private)

   Medical services

   Case management

   Adult basic education (GED preparation, English literacy, ESL instruction)

   Vocational education

   Job readiness training

   Job skills training

   Job search assistance
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   Work experience

   Subsidized/unsubsidized employment

   On the job training

   Work-related expenses (clothing, equipment, tools)

   Workplace accommodations (assistance for individuals with work limitations in removing
    workplace barriers)

   Transitional benefits (to provide supports after a recipient becomes employed)




NY State ACCES-VR – The State Vocational Rehabilitation Program
Administered by the NYS Education Department

   Recipient of WIA Title IV Vocational Rehabilitation (VR) Funds

   Make available through the one-stop system “core services” that are applicable to the
    Vocational Rehabilitation program

   Use a portion of funds made available to the VR program to create and maintain the
    one-stop service delivery system and provide core services

   Enter into a memorandum of understanding (MOU) with the local WIB relating to the
    operation of the one stop service delivery system. That MOU must include a description of
    services to be provided, the costs and funding of the identified services, and methods for
    referrals among partner programs

   Serve as a representative on the local WIB




Empire State Development (ESD)

Empire State Development (ESD) is New York State's lead economic development agency.
With co-headquarters in Albany, Buffalo and New York City, ESD is supported by a network of

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18 additional ESD Locations throughout the state and around the world. ESD offers a wide
range of services to New York‘s businesses, meeting the training needs of a business
workforce is only one.

   Start up a company in New York State;

   Relocate to or establish a presence in New York State;

   Expand already existing operations in New York State;

   Retain and enlarge their work force in New York State;

   Compete more effectively and profitably in the domestic and international marketplace.




NY State Office of Children and Family Services (OCFS)

The OCFS mission is a broad one. OCFS is dedicated to improving the integration of services
for New York‘s children, youth, families and vulnerable populations; to promoting their
development; and to protecting them from violence, neglect, abuse and abandonment. OCFS
provides a system of family support, juvenile justice, child care and child welfare services that
promote the safety and well-being of children and adults.

On the workforce side, OCFS oversees Special Delinquency Prevention Program (SDPP), and
Youth Delinquency Prevention Program (YDPP) to local Youth Bureaus. Some of these funds
are used to provide workforce development activities to New York‘s youth.




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Chapter 26: Working With the Media

Working with your local media is no longer an optional part of your job. You will find that you
need to proactively engage the media to promote events like Job Fairs or local workforce
summits, to show the value of your local workforce efforts, and to highlight the state of your local
workforce.

Sometimes you will be sought out by the local media to comment on a plant closing or other bad
local economic news. The New York Association of Training and Employment Professionals
(NYATEP) is happy to make their Media Relations Toolkit available to you at no charge. This
practical resource can be accessed at http://www.nyatep.org/i4a/pages/index.cfm?pageID=4903

The Media Relations Toolkit covers topic areas such as The ―Write Stuff‖, a News Release
Template and a Sample News Release, a Media Advisory Template, How to Send Information
to the Media, Press Conference basics, and more. In addition, it highlights techniques and
strategies, gives you valuable tips, and contains a Media Do‘s and Don‘ts checklist. The Toolkit
will also help you to understand the needs of differing types of media.

When journalists representing the print media, radio, or television visit your One Stop Career
Center, you should always ensure that NYSDOL‘s Director of Communications is aware of the
event. NYSDOL Communications Office can be reached at 518- 457-5519.




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Chapter 27: Regional Considerations Under WIA

For more than 40 years, when we talked about the geography and structure of the federal
workforce investment system, it included only the Federal, State, and Local roles. In recent
years, however, a debate about whether it should be Federal-State-Regional or Federal-State-
Local with some Regional fit has been ongoing in Washington, State capitals, and in local
communities.

New York currently has 33 Workforce Investment Boards, but since 2008 the State has 10
regions where NYSDOL, ESD, and SUNY have adopted common geographic boundaries (see
Appendix 1.) The Commissioner‘s Regional Representatives, who act as representatives of the
New York State Commissioner of Labor, are listed in Appendix 5.

No matter their perspective, all can agree that labor markets are local or regional, not statewide.

The first real push toward a regional approach to workforce investment came from the Council
on Competitiveness around 2000. Their argument stated, ―In our global economy place matters
more than ever. Even as technology, capital, and knowledge diffuse internationally, the levers of
national prosperity are, in fact, becoming more localized. As talented people and new ideas
become the most critical drivers of economic growth, regional economic conditions have
assumed greater importance. Regions that can attract talented residents and support the
development of highly innovative firms will support great prosperity. Regions that rely on low
cost labor and basic extraction of natural resources will not.‖

While the debate in WIA Reauthorization has many States, New York being one of them,
pushing for Regional WIBs, locals argue that the WIA funding is what has allowed them to
leverage numerous other funding streams. Ultimately Congress will be the arbiter.

Recently, New York has made Governor‘s 15% WIA funds available through grants known as
―13N Grants‖, to foster regional collaboration of local WIBs which have focused on sector and
career pathways initiatives in their regions.




                                                                                                 85
  PART 5:

APPENDICES




             86
                 Appendix 1:
New York State’s Ten NYSDOL, SUNY, ESD Regions




                                                 87
Appendix 2: Key State Agency Contact Information



NYSDOL

Colleen Crawford Gardner   Commissioner                                       518-457-2746
Mario Musolino             Exec. Deputy Commissioner                          518-457-4318
Bruce Herman               Deputy Commissioner for Wkforce Dev.               518-485-6410
Karen Coleman              Director of Employment & Wkforce Solutions         518-457-0380
Daphne Forezzi             Director of Human Resources Development            518-485-1722
Anthony Joseph             Bureau Chief - Workforce Innovations               518-457-1278
Yue Yee                    Bureau Chief - Quality Assurance                   518-457-0380


NYS OCFS

Felipe Franco              Assoc. Commissioner-Comm. Partnerships             518-402-3226
Shawn Chin-Chance          Asst. Dir – *Bureau of Youth in Transition         212-961-4121
Kirsten LaClair            Workforce Program Specialist                       518-408-5341


*The Office of Workforce Development and Office of Independent Living were combined
into the Bureau of Youth in Transition Services


NYS OTDA

Vacant                     Commissioner                                       518-474-4152
Rus Sykes                  Deputy Commissioner                                518-474-9222
Barbara Guinn              Director - Employment and Advance Svcs             518-486-6156
John Haley                 Director - Ctr. Employment & Econ Supports         518-486-5131
Kathy Debella              Ctr. for Employment & Economic Supports            518-408-4972


NYS ESD

Karen DeJarnette           Director, Wkforce Development Initiatives    315-425-9110 x-225

NYS ESD Regional Directors
Peter Wohl                 Capital Region                                     518-270-1130
Jim Fayle                  Central NY Region                                  315-425-9110
Robert McNary              Finger Lakes Region                                585-399-7050
Andrea Lohneiss            Long Island Region                                 631-435-0717
Susan Jaffe                Mid-Hudson Region                                  845-567-4882
Ken Tompkins               Mohawk Valley Region                               315-793-2366
                                                                                         88
Kevin McLaughlin         Southern Tier Region (Binghamton)             607-721-8605
                         Southern Tier (Elmira)                        607-733-6513
Christina Orsi           Western New York Region                       716-846-8200
Joseph Tazewell          New York City Region                          212-803-3130
Jim Fayle                North Country Region West (Watertown)         315-785-7907
Peter Wohl               North Country Region East (Plattsburgh)       518-561-5642


NYSED

John King                Senior Deputy Commissioner-P12                518-474-3862
Kevin Smith              Deputy Commissioner of Adult Career
                         and Continuing Education Services (ACCES)     518-474-2714
Robert Purga             ACCES - Adult Education Program & Policy      518-474-8940

ACCES-VR (Formerly VESID)

Debora Brown-Johnson     Assistant Commissioner for ACCES-VR           518-474-3749
Frank Coco               Manager - ACCES-VR Policy & Partnerships      518-474-3946
David LaFleur            Albany District Office Manager                518-485-8558
Mary Faulkner            Bronx District Office Manager                 718-931-3033
Laurie Harris            Brooklyn District Office Manager              718-722-6710
Robert Halady (Acting)   Buffalo District Office Manager               716-848-8011
Ingo Gloeckner           Hauppauge District Office Manager             631-952-6365
Aurora Farrington        Garden City Office Regional Coordinator       516-227-6801
Stephen Novacich         Malone District Office Regional Coordinator   518-483-3530
JoAnne Schwartz          Manhattan District Office Asst. Manager       212-630-2358
Bruce Solomkin           Mid-Hudson District Manager                   845-452-4935
John Nardozzi            Queens District Office Manager                347-510-3101
Nicolette Leathersich    Rochester District Manager                    585-238-2945
Richard Bohman           Southern Tier District Office Manager         607-721-8400
Duane Watson             Syracuse District Office Manager              315-428-4014
John Tracy               Utica District Office Regional Coordinator    315-793-2552
Mark Ridgeway            White Plains District Manager                 914-946-2556




                                                                                 89
Appendix 3: Key Committees in Congress
Senate Committee on Health, Education, Labor, & Pensions (HELP)
Democrats
Tom Harkin (IA) (Chairman)
Barbara A. Mikulski (MD)
Jeff Bingaman (NM)
Patty Murray (WA)
Bernard Sanders (I) (VT)
Robert P. Casey, Jr. (PA)
Kay R. Hagan (NC)
Jeff Merkley (OR)
Al Franken (MN)
Michael F. Bennet (CO)
Sheldon Whitehouse (RI)
Richard Blumenthal (CT)

Republicans
Michael B. Enzi (WY) (Ranking Member)
Lamar Alexander (TN)
Richard Burr (NC)
Johnny Isakson (GA)
Rand Paul (KY)
Orrin G. Hatch (UT)
John McCain (AZ)
Pat Roberts (KS)
Lisa Murkowski (AK)
Mark Kirk (IL)

Senate HELP Subcommittee with Oversight of WIA:
Subcommittee on Employment and Workplace Safety

Democrats by Rank
Patty Murray (WA), (Chairwoman)
Bingaman, Jeff (NM)
Whitehouse, Sheldon (RI)
Blumenthal, Richard (CT)
Franken, Al (MN)
Bennet, Michael F. (CO)
Harkin, Tom (IA), Ex Officio

Republicans by Rank
Isakson, Johnny (GA), Ranking Member
 Alexander, Lamar (TN)
Hatch, Orrin G. (UT)

                                                                  90
Kirk, Mark (IL)
Enzi, Michael B. (WY), Ex Officio

House Education and the Workforce Committee
Republicans (22)
John Kline, (MN) (Chairman)
Thomas E. Petri, (WI)
Howard P. ―Buck‖ McKeon, (CA)
Judy Biggert, (IL)
Todd Russell Platts, (PA)
Joe Wilson, (SC)
Virginia Foxx, (NC)
Bob Goodlatte (VA)
Duncan D. Hunter, (CA)
David P. Roe, (TN)
Glenn Thompson, (PA)
Tim Walberg, (MI)
Scott DesJarlias, (TN)
Richard Hanna, (NY)
Todd Rokita, (IN)
Larry Bucshon, (IN)
Trey Gowdy, (SC)
Lou Barletta, (PA)
Kristi Noem, (SD)
Martha Roby, (AL)
Joe Heck, (NV)
Dennis Ross, (FL)
Mike Kelly, (PA)


Democrats (17)
George Miller, (CA) (Ranking Member)
Dale E. Kildee, (MI)
Donald M. Payne, (NJ)
Robert E. Andrews, (NJ)
Robert C. Scott, (VA)
Lynn C. Woolsey, (CA)
Rubén Hinojosa, (TX)
Carolyn McCarthy, (NY)
John F. Tierney, (MA)
Dennis J. Kucinich, (OH)
David Wu. Oregon, (OR)
Rush D. Holt, (NJ)
Susan A. Davis, (CA)
Raúl M. Grijalva, (AZ)
Timothy H. Bishop, (NY)
Dave Loebsack, (IA)
Mazie Hirono, (HI)

                                              91
House Subcommittee on Higher Education and Workforce Training

Republicans (12)
Virginia Foxx, (NC) (Chairwoman)
John Kline, (MN)
Thomas E. Petri, (WI)
Howard P. "Buck" McKeon, (CA)
Judy Biggert, (IL)
Todd Russell Platts, (PA)
Phil Roe, (TN)
Glenn Thompson, (PA)
Richard Hanna, (NY)
Larry Bucshon, (IN)
Lou Barletta, (PA)
Joe Heck, (NV)

Democrats (9):
Rubén Hinojosa, (TX) (Ranking Member)
John F. Tierney, (MA)
David Wu, (OR)
Timothy Bishop, (NY)
Robert Andrews, (NJ)
Susan Davis, (CA)
Raul Grijalva, (AZ)
David Loebsack, (IA)
George Miller, (CA)


House Labor H Appropriations Subcommittee
Republicans (9):
Denny Rehberg, Montana (Chairman)
Jerry Lewis, (CA)
Rodney Alexander, (LA)
Jack Kingston, (GA)
Kay Granger, (TX)
Mike Simpson, (ID)
Jeff Flake, (AZ)
Cynthia Lummis, (WY)
Hal Rogers (KY), Ex Officio


Democrats (6)
Rosa DeLauro (CT) (Ranking Member)
Nita Lowey, (NY)
Jesse Jackson Jr., (IL)
                                                                92
Lucille Roybal-Allard, (CA)
Barbara Lee, (CA)
Norm Dicks (WA) Ex Officio


Senate Labor H Appropriations Subcommittee
Subcommittee on Labor, Health and Human Services, Education, and Related Agencies

Democrats (10)
Tom Harkin (Chairman) (IA)
Daniel Inouye (HI)
Herb Kohl (WI)
Patty Murray (WA)
Mary Landrieu (LA)
Richard Durbin (IL)
Jack Reed (RI)
Mark Pryor (AR)
Barbara Mikulski (MD)
Sherrod Brown (OH)

Republicans (8)
Richard Shelby (Ranking) (AL)
Thad Cochran (MS)
Kay Bailey Hutchison (TX)
Lamar Alexander (TN)
Ron Johnson (WI)
Mark Kirk (IL)
Lindsey Graham (SC)
Jerry Moran (KS)




                                                                                    93
Appendix 4: Key Committees in the NYS Legislature
NYS Senate Labor Committee:

Republicans:                      Democrats:
Joseph E. Robach, Chair           Joseph P. Addabbo Jr
James S. Alesi                    Martin Malavé Dilan
John A. DeFrancisco               Michael Gianaris
Patrick M. Gallivan               José Peralta
Mark Grisanti                     Bill Perkins
Owen H. Johnson
                                  Gustavo Rivera
Carl L Marcellino
Jack M. Martins                   Malcolm A. Smith
Roy J. McDonald


New York State Assembly Labor Committee:
Democrats                         Republicans
Keith L.T. Wright (Chair)         Nancy Calhoun
Peter J. Abbate, Jr.              James D. Conte
Michael Benedetto                 Clifford W. Crouch
Harry Bronson                     Brian Curran
Barbara M. Clark                  Don Miller
William Colton                    Michael Montesano
Carl E. Heastie                   Edward P. Ra
Andrew Hevesi                     Annie Rabbitt
Brian Kavanagh                    Joseph S. Saladino
Rory I. Lancman                   Kenneth Zebrowski
George S. Latimer
Margaret M. Markey
Grace Meng
Michael Miller
Joan L. Millman
Felix Ortiz
N. Nick Perry
Samuel D. Roberts




                                                         94
Appendix 5: NYSDOL Commissioner’s Regional
Representatives

Pat Fahy                                Mary Batch
Associate Commissioner for              Deputy Director of Intergovernmental
Intergovernmental Affairs and Federal   Affairs
Policy                                  New York State Department of Labor
New York State Department of Labor      Building 12, Room 576
Building 12, Room 576                   State Office Campus
State Office Campus                     Albany, NY 12240
Albany, NY 12240                        Mary.Batch@labor.ny.gov
Pat.Fahy@labor.ny.gov                   Phone: (518) 457-7350
Phone: (518) 457-7350                   Fax: (518) 457-1982
Fax: (518) 457-1982                     Mobile: (518) 368-1476
Mobile: (518) 598-4642

Lesley Paparone                         Thomas Peretti
Workforce Program Specialist Trainee    Special Assistant
New York State Department of Labor      New York State Department of Labor
Building 12, Room 576                   Building 12, Room 576
State Office Campus                     State Office Campus
Albany, NY 12240                        Albany, NY 12240
Lesley.Paparone@labor.ny.gov            Thomas.Peretti@labor.ny.gov
Phone: (518) 457-7350                   Phone: (518) 457-7350
Fax: (518) 457-1982                     Fax: (518) 457-1982


Cesar Cabrera                           Mark J. Grossman
Commissioner’s Western Region           Commissioner’s Long Island Region
Representative                          Representative
290 Main Street (IA)                    160 South Ocean Avenue (Mail)
Buffalo, NY 14202                       Patchogue, NY 11772
Cesar.Cabrera@labor.ny.us               Mark.Grossman@labor.ny.us
Phone: (716) 851-2751                   Phone: (631) 687-4823
Fax: (716) 851-2792                     Fax: 9631) 687-4904
Mobile: (716) 481-9494                  Mobile: (631) 618-1925


Delores Z. Caruso                       Joseph Hamm
Commissioner’s Mohawk Valley Region     Commissioner’s Finger Lakes
Representative                          Representative
207 Genesee Street, Room 211 (IA)       New York State Department of Labor
Utica, NY 13501                         276 Waring Road (Mail)
Delores.Caruso@labor.ny.us              Rochester, NY 14609
Phone: (315) 793-2570                   Joseph.Hamm@labor.ny.us
Fax: (315) 793-2342                     Phone: (585) 258-8858
Mobile: (315) 542-8621                  Fax: (585) 258-8859
                                        Mobile: (585) 690-3576




                                                                               95
Dennis R. Donahue                              Ann E. Luby
Commissioner’s Central Region                  Commissioner’s Capital Region
Representative                                 Representative
450 South Salina Street, Room 222 (IA)         New York State Department of Labor
Syracuse, NY 13202                             Career Central
                                                                    rd
Dennis.Donahue@labor.ny.us                     175 Central Avenue, 3 Floor
Phone: (315) 479-3250                          Albany, NY 12206
Fax: (315) 479-3217                            Ann.Luby@labor.ny.us
Mobile: (315) 481-4226                         Phone: (518) 462-7600 x-186
                                               Fax: (518) 462-2272
                                               Mobile: (518) 469-2957


Clifford Donaldson                             Thom Kleiner
Commissioner’s North Country Region            Commissioner’s Mid-Hudson Region
Representative                                 Representative
2693 Main Street, Suite 302                    New York State Department of Labor
Plattsburgh, NY 12946                          120 Bloomingdale Road
Clifford.Donaldson@labor.ny.us                 White Plains, New York 10605
Phone: (518) 561-0430 ext. 3077 (Plattsburg)   Thom.Kleiner@labor.ny.us
Fax: (518) 561-7385                            Phone: (914) 997-9540
Phone: (518) 481-5755 ext. 3032 (Malone)       Fax: (914) 997-4107
Mobile: (518) 727-4653                         Mobile: (518) 469-4295


Tim Grippen                                    John Moye
Commissioner’s Southern Tier                   Commissioner’s New York City Region
Representative                                 Representative
                                                                  th
New York State Department of Labor             75 Varick Street, 7 Floor, Room 736
171 Front Street (Mail)                        New York City, NY 10013
Binghamton, NY 13905                           John.Moye@labor.ny.us
Timothy.Grippen@labor.state.ny.us              Phone: (212) 775-3655
Phone: (607) 778-3000                          Fax: (212) 775-3389
Fax; (607) 778-6442                            Mobile: (212) 469-2124
Mobile: (607) 725-0244




                                                                                     96
           Appendix 6: Foundation Funding for Workforce
           Development by Region


Foundation $$ by Area   + $5Mil   +$2.5Mil   +$1Mil   + $500K       +$250K   $100K        $25K




New York City (only)    9         4          7        1         1            4        1



New York City Metro
Area                    2         3          5        6         4            4        5




Buffalo                 1         0          1        3         1            2        5




Rochester               2         0          1        1         0            3        1




Syracuse                1         1          1        1         0            2        2




Capital Region          1         0          1        0         2            1        0




Westchester             0         0          0        3         0            1        1




Total                   16        8          16       15        8            17       15




NYC + NYC Metro         69%       88%        75%      47%       63%          47%      40%




           As of 2007




                                                                                     97
Appendix 7: Job Corps Centers in NYS
Brooklyn Job Corps Center
585 DeKalb Avenue
Brooklyn, NY 11205
Tel: (718) 623-4000
Fax: (718) 623-9626

Capacity- 210 total: 105 men, 105 women (non-residents). Note: This center is a satellite of the
South Bronx Job Corps Center, see listing below.
Vocational Offerings- A+ Certification, Information Technology, Desktop Publishing/Web
Design, Culinary Arts, Medical Office Management, Security Officer/NY Certified and ACT.
http://brooklyn.jobcorps.gov.



Cassadaga Job Corps Center
8115 Glasgow Road
Cassadaga, NY 14718-9606
Tel: (716) 595-8760
Fax: (716) 595-4396

Capacity- 270 total: 150 men, 120 women (residents).
Vocational Offerings- Certified Nurse's Aide, Pharmacy Technician, Licensed Practical
Nursing (Advanced Training), Plumbing, Painting, Electrical, Culinary Arts.
http://cassadaga.jobcorps.gov


Delaware Valley Job Corps Center
9368 State Rt. 97
PO Box 846
Callicoon, NY 12723-0846
Tel: (845) 887-5400
Fax: (845) 887-4762

Capacity- 396 total: 198 men, 198 women (residents).
Special Features- ESL programs offered to Hispanic students.
Vocational Offerings- Business Technology, Word Processing and Hotel, Collision Repair,
Computer Service Technician, Culinary Arts, Dental Assistant, Electrician's Helper, Facilities
Maintenance, Roofing, and Security.
http://delawarevalley.jobcorps.gov


Glenmont Job Corps Academy
822 River Road
PO Box 993
Glenmont, NY 12077-0993
Tel: (518) 767-9371
Fax: (518) 767-2106

                                                                                                 98
Capacity- 340 total: 160 men, 170 women (residents); 5 men, 5 women (non-residents).
Vocational Offerings- Business Technology, Automotive Repair, Fence Installation, Facilities
Maintenance, Culinary Arts, Certified Nursing Assistant, Cosmetologist, Medical Office Support.
http://glenmont.jobcorps.gov


Iroquois Job Corps Center
11780 Tibbets Road
Medina, NY 14103
Tel: (585) 798-7000
Fax: (585) 798-7046

Capacity- 255 total: 128 men, 127 women (residents).
Special Features- National Honor Society, Middle States Certified.
Vocational Offerings- Business Clerical, Plasterer, Health Occupations, Carpenter, Bricklayer,
Painter.
http://iroquois.jobcorps.gov


Oneonta Job Corps Center
21 Homer Folks Avenue
Oneonta, NY 13820
Tel: (607) 433-2111
Fax: (607) 431-1518

Capacity- 370 total: 210 men, 160 women (residents).
Special Features- Solo Parent dorm and Day Care center for mothers and 30 children.
Vocational Offerings- Business Clerical, Culinary Arts, Nurses Aide, Electrician, Welder, Child
Care Worker, Tile Setter, Auto Repair Technician, Auto Body Repair, Cement Mason.
http://oneonta.jobcorps.gov


South Bronx Job Corps Center
1771 Andrews Avenue
Bronx, NY 10453
Tel: (718) 731-7700
Fax: (718) 731-3543

Capacity- 275 total: 100 men, 100 women (residents); 35 men, 40 women (non-residents).
Special Features- ESL program for Hispanic students. Day care for non-residential students.
Note: This center also operates a satellite center in Brooklyn. See listing above.
Vocational Offerings- Business Clerical, Bookkeeper, Ward Clerk, Culinary Arts, Nurses Aide,
Building and Apartment Maintenance, Plumber, Carpenter, Retail Sales, Culinary Arts, Data
Entry, Health Occupations, Cement Mason, Plasterer, Security & Investigations, Landscape
Technician.
http://southbronx.jobcorps.gov




                                                                                             99
Appendix 8: Indian and Native American Programs in NYS


AMERICAN INDIAN COMMUNITY HOUSE, INC.
L. Buddy Gwinn Ph. # (212) 598-0100
Executive Director Fax # (212) 598-4909
11 Broadway 2nd Floor
New York, New York 10004
Contact: Ms. Latanya Hutchins, WIA Director
Ph. # (212) 598-0100, x 235
Fax # (212) 598-4909
Email: 1hutchins@aich.org/



NATIVE AMERICAN COMMUNITY SERVICES OF ERIE AND NIAGARA COUNTIES,
INC.
Mr. Michael Martin., Executive Director
1005 Grant Street
Buffalo, New York 14207
Ph. # (716) 874-4460, x 305
Fax # (716) 874-1874
Contact: Mr. Tom Jamieson, Workforce Development Coordinator
Ph. # (716) 874-4460 ext. 314
Fax # (716) 874-1874
Email: tjamieson@nacswny.org




NATIVE AMERICAN CULTURAL CENTER, INC.
Sheri New, President
121 North Fitzhugh Street
Rochester, New York 14614
Ph. # (585) 442-1100
Fax # (585) 442-1128
Contact: Mr. Wade Oliver, Executive Director
Ph. # (585) 442-1100
Fax # (585) 442-1128
Email: netroc@frontiernet.net
Website: www.nacc-inc.org




                                                               100
ST. REGIS MOHAWK TRIBE
Monica Jacobs, Chief
Mark Garrow, Chief
Randy Hart, Chief
412 State Route 37
Akwesasne, New York 13655
Ph. # (518) 358-2272, x 206
Fax # (518) 358-3203
Contact: Ms. Marie A. Benedict, WIA Director
Ph. # (518) 358-2272, x 217
Fax # (518) 358-3203
Email: mabenedict@srmt-nsn.gov




                                               101
Appendix 9: Migrant & Seasonal Farmworker Programs in
NYS


PathStone Corporation (formerly Rural Opportunities)

Mr. Stuart J. Mitchell
President/CEO
PathStone Corporation (formerly Rural Opportunities)
400 East Ave.
Rochester, NY 14607

Telephone: (585) 340-3368
Fax: (585) 340-3337
Email: smitchell@pathstone.org

Web site: www.pathstone.org

Authorized Representative for Grant:
Ms. Velma Smith
Senior Executive Director, NY/VT/OH Operations
PathStone Corporation (formerly Rural Opportunities)
400 East Avenue
Rochester, NY 14607
Telephone: (585) 340-3369
Fax: (585) 340-3329
Email: vsmith@pathstone.org


Federal Project Officer:
Mr. Trevor Capon (Region I - Boston, MA)
Phone: (617) 788-0391
FAX: (617) 788-0104
Email: capon.trevor@dol.gov




                                                        102
Appendix 10: Technical Advisories Related to Functional
Alignment

Below is a listing of some of the NYS Department of Labor Technical Advisories related to the
State‘s Functional Alignment Initiative:

TA 06-3 State Policy Guidelines and Required Action for Local Workforce Investment Boards
(LWIBs) Regarding Functional Alignment for the Delivery of WIA Title IB and Wagner-Peyser
Workforce Services
  Revision #2
  Revision #1


TA 06-3.1 Revised: State Policy Guidelines and Required Action for Local Workforce
Investment Boards (LWIBs) Regarding Functional Alignment for the Delivery of WIA Title IB and
Wagner-Peyser Workforce Services


TA 06-3.2 Revised: State Policy Guidelines and Required Action for Local Workforce Investment
Boards (LWIBs) Regarding Functional Alignment for the Delivery of WIA Title IB and Wagner-
Peyser Workforce Services (The revision includes Questions and Answers regarding Functional
Alignment and new Budget forms and instructions.)


TA 06-16 Final Guidance - OSOS Modifications and Data Entry Procedures for Recording
Participant Information and Services in OSOS under Common Measures and Functional
Alignment
   Revision #1
   Revision #2


TA 06-16.2 REVISED: Level 1 and 2 Service List and Definitions


TA 06-20 Functional Alignment Staff Oversight and Supervision



TA 08-8 REISSUED: State Policy Guidelines on Data Element Validation (DEV) under the U.S.
Department of Labor Employment and Training Administration’s (USDOL/ETA) Common
Measures Policy and Functional Alignment




                                                                                            103

				
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