Workforce Escarosa, Inc. Local Workforce Services Plan 2007-2009

Workforce Escarosa, Inc. Local Workforce Services Plan 2007-2009 A. Description of Workforce Plan Development Process: Collaboration with Partners for WIA, Wagner-Peyser, WT/TANF, and FSET Programs SECTION A.1. INSTRUCTION Describe the process used to ensure public comment on and input into the development of the local Workforce Services Plan (include as an attachment all comments including those that express disagreement with the plan). Include a description of specific steps taken to include input from members of the local board and members of businesses and labor organizations. The RWBs that are designated as significant MSFW areas must ensure individuals/organizations serving the MSFWs are informed of the plan and are provided the opportunity to comment on the local Workforce Services Plan. RWB RESPONSE The two year plan which will cover the period of July 1, 2007 – June 30, 2009, will be submitted in draft form to the Escarosa Board of Directors; the board of County Commissioners for Escambia and Santa Rosa; placed on the Workforce Escarosa website at www.workforceescarosa.com; and will also be advertised in the Pensacola News Journal; the Santa Rosa Press Gazette and the Independent Voice (a minority owned and operated publication) to solicit public comment. Notifications of the plan availability for comment will also be sent directly to local labor organizations. The Draft Two Year plan will be available to the above entities for comment no later than August 6, 2007. Public comment will continue until September 6, 2007. All public comment to include expressions of disagreement will be documented in writing and will be provided to the Escarosa Board of Directors, and the two Boards of County Commissioners at the time of their review for their approval. Any modifications or revisions they require will be made and submitted to the state either by September 28, 2007, or upon final action taken on revisions to the document. SECTION A.2. INSTRUCTION Describe how comments were considered in the local Workforce Services Plan development process. RWB RESPONSE All comments will be reviewed by Workforce Escarosa and both Boards of County Commissioners. The Board members and County Commissioners may determine that revisions will be made based upon public comment received. All revisions will be incorporated and re-submitted for approval by all three entities. The Board and/or County Commissioners shall have the authority to determine whether or not public comment is of a nature that substantial changes are required to the plan and local operations. 1 B. SECTION B. Description of Process for Providing Public Comments INSTRUCTION Summarize and include as an attachment all comments, including any comments that express disagreement with the plan. Comments received after submission of the local Workforce Services Plan that express disagreement with the plan should also be forwarded to the WFI at the address previously indicated in the introduction section above. RWB RESPONSE All public comments are included under Attachment III.E. Any additional comments received after September 28, 2007 will be submitted to WFI as required. II. Local Vision and Goals Florida's vision and strategic goals have been established in the State Workforce Investment Plan (see Section I, State’s Vision, paragraph A through E). Florida's broad strategic economic and workforce development goals are also set forth in the Workforce Florida Act (WFA) and Enterprise Florida's Five-Year Strategic Plan. The vision and goals will continue to be refined by the Florida State Legislature and State Workforce Board. A. Description of Local Board’s Unique Vision and Strategic Goals SECTION A.1. INSTRUCTION Describe the region’s economic development goals, how the workforce system is aligned with those goals, local education and training opportunities that were created/enhanced to support those goals, enhancement gains through technology (i.e., Employ Florida Marketplace, etc.), and how the region is enhancing employment opportunities for youth. If applicable, elaborate on any special regional initiatives that correspond with the State’s key workforce priorities located in Section II of the State Plan. The description should also include the goals and visions for WT/TANF and FSET programs. The vision, goals and objectives of these programs should support and complement the vision, goals and objectives identified in the Workforce Florida Strategic Plan 2005-2010. The Workforce Florida Strategic Plan is available on the Internet at: http://www.workforceflorida.com/wages/wfi/news/docs/WFI_20052010_Strategic_Plan.pdf. RWB RESPONSE Workforce Escarosa recently approved a new logo, new tag line, vision and goals that encompass all programs and services overseen by the Board. The new “branding” initiative was implemented July 1, 2007, and has been well received locally. Individuals from the Board of Directors, subcontractors and staff met over several months to develop the new “look” for our two county area. Workforce Escarosa – “Connecting Businesses and Resources”, is working to solidify partnerships with our local economic development entities, as well as a regional perspective to economic development. Workforce Escarosa is heavily involved with Florida’s Great Northwest, TEAM Santa Rosa, Santa Rosa Chamber of Commerce, and the Pensacola Bay Area Chamber of Commerce. The Executive Director as well as the Chair of the Board and other members, when available, attend the Florida Economic Development Conference, Workforce Summits, the Gulf Power Economic 2 Development Conference, and other events to promote workforce services, as well as form relationships with local economic development leaders. Further work will be done with the Gulf Coast African American Chamber of Commerce to ensure input and involvement with locally owned minority businesses. Escarosa emphasizes workforce linkages with state, regional and local partners and service providers. Our efforts will continue to focus on forming strong ties with economic development, educational entities, and business partners; establishing programs goals and objectives that keep pace with current and future workforce requirements; ensuring program performance and outcomes meet federal, state, and local standards; and collaborating with community partners and service providers to maximize delivery of services. Escarosa’s new mission statement is “Workforce Escarosa helps businesses succeed by linking them to the workforce development resources they need.” Our values to accomplish this mission includes 1) Integrity – our commitment to always do the right thing guides our decisions every day; 2) Accountability – Each of us recognizes our responsibilities, and we use measures to show success; 3) Teamwork – We work together with a variety of partners to achieve our mission; 4) Diversity – We believe that diversity makes us stronger and we welcome those who challenge us to see things differently; 5) Professionalism – We treat everyone with respect, courtesy, and personal attention; 6) Leadership – We lead by example within our organization and throughout the community; and 7) Innovation – We continually seek new solutions and better ways to do our jobs. The above missions and involvement with local economic development and businesses, support our objectives for all programs operated by Escarosa. Escarosa believes its recently developed Vision and Mission Statements to be valid and relevant to our daily Escarosa Career Center (ECC) operations and fully supports State of Florida strategies, goals and objectives described in the State Plan. Well coordinated efforts to satisfy the workforce needs of area employers and job seekers contribute to the economic self-sufficiency of area citizens and enhance the social and economic health of our region, the state, and ultimately the nation. In addition to the above, the Board has reviewed Workforce Florida’s recent revisions to standing committees of the State Board, and is restructuring local committees to reflect these changes. Escarosa has adopted the new committee structure and working to redraw areas of responsibility for each committee and review committee membership to ensure Board members are involved within their level of expertise. Key goals and guiding principles will include the following: • • • • • The local labor force will continually need skill upgrading if our region and the State of Florida are to remain competitive in today’s labor market. Employer needs must be identified and addressed in a timely manner if we are to promote business growth and development. Escarosa will continue to fine tune its workforce programs to reduce duplication and redundancy among program activities, processes, forms and services, and to produce a more cost effective service delivery system. Adult programs will focus on local workforce issues, job development, placement into employment, wages, job retention, and growth. Youth programs will emphasis services to at-risk, in- and out-of-school youth with barriers to employment; academic and vocational achievements; challenging but realistic goal setting that leads to meaningful attainments; credentialing; and lasting placements into jobs/post-secondary education. Youth services include school-based learning, work-based learning and experiences that connect participants with occupational skills and propel youth toward advanced demand occupation/high skill – high wage training opportunities, employment, and long-term retention. Escarosa Youth Program development will incorporate the interests and objective emphasized in the Presidents Strategy for WIA Youth Program Services, as echoed by the WFI Youth Council’s view on Florida • 3 • • • • • • Youth Performance Measures. Local workforce program development will include “WIRED” (Workforce Innovation Regional Economic Development) concepts and initiatives being championed by the U.S. Department of Labor (USDOL), WFI, regional workforce boards and regional economic development organizations. Florida’s Great Northwest (FGNW) -- an economic development entity representing the 16 most northwest counties in Florida -- is currently administering one of the original 13 WIRED Grants awarded by USDOL. Workforce Escarosa is a member of FGNW and a player in WIRED activities. WIRED Grants require creative approaches to economic/workforce talent development. FGNW’s WIRED Grants target high tech, life sciences, energy and construction. WIRED Grants inspire innovative regional initiatives that will drive regional cooperation, lead to major economic development and ensure that regions, states and the nation are able to stay globally competitive. Escarosa Career Centers (ECCs) -- our one-stop service delivery system -- will provide a variety of workforce employment and training services via the federally-funded Workforce Investment Act (WIA), Welfare Transition (WT), Wagner Peyser (WP), Veterans’, and Trade Adjustment Assistance Act (TAA) Programs. Partner staffs located in and outside of the career centers will collaborate in person, in writing, and/or via telephone/computer to coordinate customer needs, leverage funding, deliver services, eliminate duplication, and maximize outcomes. Local partners include, but are not limited to, the Florida Agency for Workforce Innovation, Department of Children and Family Services, Florida Vocational Rehabilitation Services, Escambia County Department of Community Service Center, the Senior Community Service Employment Program, Children Services Center, Pensacola Junior College, School Board of Escambia County, FL, and Santa Rosa County School Board. The State’s Employ Florida Marketplace (EFM) website and One Stop Management Information System (OSMIS) serve as the conduit for reporting and tracking customer registrations and enrollments, participant activities, services, outcomes and related funding, EFM allows both the employer and job seeker access to a variety of workforce-related information, jobs and job applicant listings. Employers can directly insert their job orders and review possible candidates. Job seekers can research employment and training options, review job orders, self-assess their qualifications, submit applications/resumes, and communicate directly with workforce delivery system staff and employers. One-Stop career center staff can coordinate with and assist employers and job seekers. Escarosa will work closely with our economic development and education partners in an effort to identify and respond to the workforce needs of area employers. Escarosa is partnering with the Escambia County School District, Santa Rosa County School District, Pensacola Area Chamber of Commerce, University of West Florida, and Gulf Power Company to seek certification by the Ford Foundation to be recognized as a Career Academy Innovation Community (CAIC). This community collaborative will promote local Career Academies through the school districts with one tied directly to an industry recognized certification with Gulf Power Company. The CAIC recognition requires a community approach to workforce training and preparation of students. The community collaboration will also tie directly into SB 1232. Escarosa is not required to operate a FSET programs. The above goals and vision were presented through Escarosa committees to the full Board of Directors for review, refinement and acceptance. Goals were discussed and were based upon previous actions and directions taken by Escarosa over the past several years. Escarosa is committed to the One Stop Career Center concept and to customer satisfaction for both employers and participants. For the past several years, Escarosa has overseen welfare transition activities for our two county area. Over the years, our welfare rolls have continued to decline. At present, we have less than 1,000 active WT participants in our caseloads. Employment, work activities, sanctioning processes and the availability of support services have led to many successes. In addition, Escarosa has developed local policy to incorporate services under the WIA, the Florida Workforce Innovation Act of 2000 and Welfare Reform legislation to reduce duplication, increase cost effectiveness and ensure that participants, the community and state are realizing the best return on investment possible. Escarosa developed the above guiding 4 principles and goals by reviewing past initiatives, programs and actions tied to the One Stop system concept, and to coordinate and merge all activities possible under this legislation to further enhance these efforts. Florida Statutes, Section 288.905(2), mandate that the Enterprise Florida Board develop a statewide strategic plan for economic development, Roadmap to Florida’s Future, and provide it to the Governor and Legislative leaders. In late 2006, Enterprise Florida updated its first Roadmap, producing the 2007-2012 Strategic Plan for Economic Development (Roadmap to Florida’s Future website: http://www.eFlorida.com/strategicplan/default.asp?sectionid=34) SECTION A.2. INSTRUCTION Please describe the economic development goals for the RWB and how they will be aligned with the workforce system. RWB RESPONSE As stated above, goals for economic development opportunities which will align with our workforce system will include the following: • More involvement at the local level with economic development entities in Escambia and Santa Rosa Counties: The Chair of Workforce Escarosa and/or the Executive Director will become more heavily involved with local entities to include TEAM Santa Rosa, Pensacola Bay Area Chamber of Commerce, and the Gulf Coast African American Chamber of Commerce. Involvement will include attendance and membership with all entities; meeting with new or expanding businesses to determine workforce and training needs; working with local educational providers to include secondary Career Academies to promote training directly related to industry specific certifications; assisting with the development of vocational training programs tied to current employers and/or new emerging industries; on-the-job-training initiatives; and skill upgrade training for employed workers. • More involvement from a regional perspective that will include counties east of Santa Rosa, as well as, southern Alabama and southern Georgia. The Pensacola Metropolitan Statistical Area (MSA) is experiencing regional growth and sharing of skilled labor between Mobile, Alabama, as well as Ft. Walton Niceville, Crestview and other communities in northwest Florida. Commuting distances of 50 to 60 miles of the Pensacola MSA are becoming more acceptable as the workforce seeks higher wages and more secure employment. • Escarosa in cooperation with the Pensacola Area Chamber of Commerce who is the economic development entity for Escambia County, sponsored a Workforce Summit in August, 2007. The Summit focused on bringing employers and education together to discuss future needs within the community. In addition, Escarosa jointly funds a Business and Workforce Services position within the Chamber. This position’s main focus will be to survey existing businesses to determine future workforce, retention, and expansion needs; to determine what Escarosa Career Center services may be possible to meet these needs; and to coordinate implementation of the services between Escarosa and the employer. The Business and Workforce Services position will fill a void currently identified in Escambia. The same assistance will be provided to Santa Rosa county as requested. The Escarosa Career Center will also match the Chamber’s Business and Workforce Services position with our Business Representative so that a coordinated effort is achieved bringing education, economic development and employment into a combined, coordinated effort. • Escarosa works closely with Florida’s Great Northwest and is currently a member of the organization. The Executive Director actively participates in all Board meetings and WIRED Advisory Council meetings. In addition, Escarosa staff along with FGNW WIRED staff visit local employers involved in WIRED grants to offer additional services and assistance. • The Escarosa Board of Directors has charged the Executive Director to become involved in economic 5 • development to include participation in numerous Chamber and TEAM sponsored events such as Business After Hours, Small Business Networking Luncheons, Gopher Club Breakfast, ribbon cuttings, Board meetings, and Chamber/TEAM sponsored community activities. Escarosa is also working with the Gulf Coast African American Chamber of Commerce to assist with training individuals for future workforce needs for the Pensacola Community Maritime Park that will be located in downtown Pensacola. GCAACC is responsible for recruitment of minority workers to assist in filling positions that will be created during construction of the project, as well as once businesses have opened. Escarosa is also working to support a Gulf Coast Regional Equity to Achieve Prosperity Summit tentatively set for December of this year. This summit is to also develop a strategic plan to involved minority businesses and minority workers in planning for future needs. B. SECTION B.1 Provide a Brief Overview of the Process for Attaining the Local Board’s Workforce Goals INSTRUCTION Describe the process used to implement the local board’s Workforce Service Plan. Include a brief overview of the process used in developing strategies that describe current and future plans to improve and deliver services for the WIA, TAA, Wagner-Peyser, Job Corps, MSFW, Veteran, WT/TANF, and FSET programs, as well as enable the region to ascertain performance objectives toward local goals and State negotiated performance metrics. RWB RESPONSE Implementation of Escarosa’s Workforce Service Plan has been on-going for many years. Implementation includes seamless delivery of services through the Escarosa Career Centers (ECC) whereby Wagner Peyser staff, WIA and WT staff, as well as others, work together to promote employment within our two county area. Service provider staff along with WP staff work together to support the Escarosa Resource Rooms, job development, job fairs, and screening for additional services under WIA and/or WT. All staff understand performance goals and objectives as well as our focus on customer service to not only the job seeker, but to our main customers, our employers. Minor renovations have been made to our largest Career Center in Pensacola to improve customer flow when accessing services. The renovations helped to designate areas for job assistance, assistance to ACCESS for DCF, employer interviews, and UC re-employment services. Additional computers were installed so that if needed, employers could utilize the resource room for specific activities for their business, while not affecting walk-in customers needing to access our job banks. A closed-circuit television network was installed throughout the Pensacola Career Center to inform customers of available services and upcoming events. Our Career Center in Milton will also be moving into a new space in October of this year. The new offices provide a professional appearance and will make better use of a square footage. The offices will incorporate a more modern approach to the delivery of services and will offer a business atmosphere for our business community. It will also be in a highly visible location for the general public awareness. Meetings have been held with the lead people for our service provider contracts as well as our lead WP and VETS staff. The meetings have focused on stream-lining job duties, and using positions to better meet the needs of the ECC. Focus is being given to remove barriers for customers to access services as well as reviewing current support services to include transportation assistance, uniforms/tools, and childcare. Workforce Escarosa is talking with the Early Learning Coalition of Escambia to determine whether or not funding from Escarosa can be contracted with the ELC for the delivery of child care services to WIA participants. ELC is contracting with Pensacola Junior College (Escarosa’s service provider) for childcare eligibility and case management services 6 which will directly tie workforce and childcare together. PJC Childcare staff are located at the Pensacola Career Center along with PJC staff who are contracted by Escarosa to oversee WIA and WT services and activities. Workforce Escarosa and ELC of Escambia will work with PJC to coordinate childcare for our WIA, WT and TCC participants; in turn, PJC will also be able to refer working poor participants and others to the ECC for assistance with job development and/or improvement of skill sets to increase earnings. By increasing the efficiency of customer flow processes and easier access, job seekers will receive quality services and will be provided career counseling early in the process. SECTION B.2 INSTRUCTION Describe the process if the region is utilizing any of the waivers identified in the State Plan from the USDOL to enable full implementation of a business-driven model. Provide information on whether any laws, regulations, or policies impede the region from full attainment of local workforce system goals. RWB RESPONSE Workforce Escarosa, Inc. has taken advantage of the following waivers negotiated between Workforce Florida, Inc. and USDOL: Ability to transfer up to 100 percent of local formulated funds to/from WIA Adult and Dislocated Worker Programs. This waiver has and will continue to provide Escarosa the necessary flexibility to react to local circumstances in a more timely manner. Ability to use 20 percent of local WIA Adult Program funds to support local Employed Worker Training (EWT). Understand that those EWT events will be tracked as “statewide services” and will allow Escarosa to be more flexible with the employer in documenting employee eligibility and to maintain the employee’s self-sufficiency wages. Ability to use One-Stop staff to provide some appropriate degree of assistance to individuals interested in applying for Temporary Assistance for Need Families (TANF, Medicaid (MS) and/or Food Stamps (FS) via the Department of Children and Families’ (DCF) internet-based Economic Self-sufficiency Services “ACCESS” system. The actual level of ECC involvement is currently identified as “Platinum” levels of service. Ability to provide entrepreneurial training with local funds. III. Assessment of Labor Market Needs (Emphasis on a “Demand-Driven” System) The State of Florida is committed to focusing on those skill gaps identified by the needs of its employers, and this will continue to be a high priority. Under existing legislation, the RWBs have the policy and service design authority for all local services, including services to employers; and as such, they take the lead in working with the local employer community including determination of the needs of the community. It is anticipated that surveys and focus groups will be conducted with employers who use the one-stop delivery system services to continually improve services, and with employers who do not use the one-stop delivery system services in order to identify needed services. Local input from chambers of commerce, economic development councils, and other organizations will continue to shape the level and quality of services provided to 7 employers. Using the information in Section IV, Economic and Labor Market Analysis of the State Workforce plan, provide the following information: A. SECTION A Identification of Workforce Needs of Area INSTRUCTION Describe the process used to identify the workforce needs of the businesses, job seekers, and workers in the local area. RWB RESPONSE The Pensacola MSA, which consists of Santa Rosa and Escambia Counties, is largely composed of employers which are centered around service-producing industries. The Naval Air Station (NAS) Pensacola and Whiting Field still employ a large number of individuals. Other areas within the military arena have been privatized and we expect some growth in the civilian workforce and support businesses to the military bases. The main industry for our area is Tourism. Tourism, which encompasses a large majority of the service-producing industry jobs, accounts for the majority of workers within the two county area. The Pensacola MSA does have some manufacturing industries; however, they are not expected to have a significant impact on job openings within the foreseeable future. The medical field has expanded and grown over an extended period and offers high wage/high skill positions throughout its labor market. The remaining large employer will continue to be small business owners and entrepreneurs who will expand and grow and continue to provide most of the openings that will occur over the next several years within and outside of the service industry. In addition, customer service centers have located within the Pensacola MSA and have created more than 3,000 jobs at an average wage of $10.00 to $12.00 per hour. Due to the efforts of TEAM and the Pensacola Chamber, our area has seen large customer service companies such as ClearWire and Navy Federal, begin operations and expand existing operations, respectively. These two business bring a higher quality of job to the Pensacola MSA and a good overall wage. Overall, Pensacola MSA’s economic forecast looks very promising for employment opportunities. A series of past events significantly impacted the region and has had a continuing affect on local businesses and employment opportunities within the Pensacola MSA: During 2004 – 2005, several storms took their toll. Hurricanes Ivan and Dennis left their marks on northwest Florida. Hurricane Ivan’s property damage led to an increase in and redirection of construction efforts throughout our area. Hurricane Dennis decimated agriculture, destroying both property and crops. Afterward, Hurricanes Katrina and Rita hit well to the west, with our region of Florida suffering from tropical force winds and high water surge. More than 30,000 Katrina and Rita evacuees relocated to Florida. Over time, some Katrina/Rita evacuees have decided to settle in Escambia and Santa Rosa Counties, while others have returned home or moved elsewhere. Hurricanes Ivan, Dennis, Katrina and Rita have influenced the construction industry in the most western panhandle. Immediately after Hurricane Ivan, thousands of workers migrated to our region. Construction jobs increased to unmanageable levels literally overnight. Thousands of workers were hired; yet hundreds of jobs remain remained unfilled. Hurricanes Katrina, Rita. and Wilma drew many of these same workers to the west and south. Also, BRAC 2005 decisions will result in some organizational closing, revamping or relocating. Affected workforces onboard NAS Pensacola and Saufley Field have been/will be eliminated/reduced. During the next few years -about 600 federal employees will consider retirement, relocation, and/or transitions into new jobs. Escarosa and our ECC staff are prepared to serve and assists those individuals. Going back to the discussion on employment, it should be noted that many of the employment opportunities tied to the service-producing industries do not require a high skill and will not produce a high wage job for most employees. As the unemployment rate had decreased during the first part of this calendar year, it was harder for employers to 8 find employees, hourly pay increased to levels that attracted individuals for certain positions, but did not always provide the income necessary to constitute gainful employment and economic independence. Our unemployment rate has increased to 3.9%. Either way, education related to these jobs is most often offered through on-the-jobtraining, vocational skills training and/or two-year Associate of Science degrees. The Pensacola MSA is fortunate to have the University of West Florida, Pensacola Junior College, George Stone Center, Locklin Vocational Center, and numerous private training institutions. These schools offer certificates, two-year degrees and four-year degrees in many of the fields related to service industry occupations. This allows for participants to enter lower level positions and climb “the ladder to success” in accordance with their own individual desires, goals and motivational level. IWT and/or EWT Programs may often prove to be the best method(s) for upgrading the existing workforce and thereby assisting the employer to enhance operations, productivity and/or competitiveness. Most employers within the Pensacola MSA are looking for individuals with good work ethics who are trainable onthe-job. Within the service-producing industry many employers are willing to hire and train the individual at their own expense on-the-job; however, they are very intent on whether or not the individual is reliable, dependable, capable of following oral and written directions, and has the ability to get along with fellow employees. Professional employment opportunities within the medical field and computer field require a higher level of skill and are often filled from a variety of sources to include individuals relocating to this area, spouses of military personnel and students graduating from the University of West Florida, Pensacola Junior College, George Stone Center, Locklin Technical Center, and private educational institutions. ECC soft-skill workshops coupled with formalized training will be the main emphasis for readying the employee for job opportunities within our vicinity. Workers already employed normally need their skills upgraded to remain compatible with technology advances made within the company. Updating outdated skills has been a priority for many businesses within the local area. While local allocations are limited and for years have been on the decline, Escarosa intents to utilize as much as 20% of its WIA Adult and Dislocated Program to assist local employers needing to improve upon the workforce. B. SECTION B.1. Identification of Current and Projected Employment Opportunities INSTRUCTION Identify the current and projected employment opportunities in the local area. For assistance in obtaining this information, please refer to the Labor Market Statistics website at http://www.labormarketinfo.com/ and the Florida Education and Training Placement Information Program (FETPIP) web site at http://www.firn.edu/doe/fetpip. RWB RESPONSE Employment opportunities for the Pensacola MSA primarily fall within the service and medical industries, government and military-related disciplines. We do have some manufacturers and a variety of positions with governmental, customer service centers, and military-related organizations. Overall, however, the majority of available jobs in the area do not require high tech skills or a four year degree. The Bureau of Labor Market and Performance Information (LMI) shows the following for our two county area: • • Demand occupational areas which require little to no skills and which pay less than $9.00 per hour (Category 1) will include, but are not limited to, food preparation/server, cashier, maids/housekeeper, waitress/waiter, kindergarten teacher, janitor/cleaner, home health aide, receptionist, and other similar occupations. Demand occupational areas which require some skill and/or short-term vocational skills training and which pay between $9.00 and $11.00 per hours (Category 2) will include, but are not limited to, counter/rental clerk, construction laborer, nursing aide/orderly/attendant, landscaper/groundskeeper, transit/intercity bus driver, general office clerk, retail salesperson, medical assistant, automobile mechanic/body repairer, and other similar occupations. 9 • Demand occupational areas which often – but not always – require some post-secondary education, or one to two years of postsecondary educational and/or four year degrees and which pay above $11.00 per hour (Category 3) will include, but are not limited to, correctional officer/jailer, registered nurse, licensed practical nurse, social/human services assistant, bookkeeper/accountant/audit clerk, maintenance/repair workers, dental assistant/hygienist, network system and data communication analyst, computer support specialist, paralegal/legal assistant, front-line supervisor, teachers, lodging manager, physician, financial manager, lawyer, social worker, bookkeeper/accountant, electrician and other similar occupations. The above is based upon LMI information on occupations expected to be the “fastest growing occupations” and/or “gaining the most new jobs” for the Pensacola MSA. B.2. Describe if the information in B.1. above has been supplemented using other special analyses, surveys or studies. Given the State’s low unemployment rate and specific unemployment rates in the region, describe how the region is dealing with the workforce shortages in key targeted areas identified in the region’s workforce goals. RWB RESPONSE The above has not been supplemented using other special analyses, surveys or studies; however, local economic indicators and discussions have influenced our analysis. The Escambia Community Collaborative, a Report to the Community, outlines areas of concern which affect our local economy. This report as well as some reports from the University of West Florida’s Haas Center have been reviewed. The unemployment rate for the Pensacola MSA is 3.9%, an increase of .7% over the same time as last year. Escambia and Santa Rosa counties are starting to see an increase in unemployment which is thought to be directly related to a slow down in the construction industry. Currently, RWB 1 has seen a decrease, as others have across the state, in new home construction as well as new home sales. After Hurricanes Ivan, Dennis and Katrina the housing market was inflated and is now “right sizing” to pre-hurricane status. If this trend continues, RWB 1 will not experience the extreme shortages in key targeted areas as has been the past experience, but will see an increase in the availability of workers. Employed Worker Training (EWT) programs coupled with customized training have been quite successful in maintaining current employees for local businesses. Escarosa intends to increase the use of customized training as well as on-the-job-training (OJT) programs. With a decrease in a workforce base, many employers will hire individuals and will train them on the job which directly ties to the above two programs. RWB 1 is experiencing a shortage in math and science teachers as well as employees in the medical field. RWB 1 is funding the program Hometown Heroes which targets disabled veterans and/or their spouses who posses four year degrees, to help them obtain their teacher certification. Veterans and spouses who have degrees in math, science or a related field are targeted for the program. Partnerships have been established with the school districts in Escambia, Santa Rosa and Okaloosa for placement upon completion of the program. Escarosa works with all public and private training institutions, to include Jeff Davis Community College in Brewton, Alabama, to secure training opportunities for customers in the Registered Nursing program. Escarosa offers financial support for tuition and books, as well as support services to assist participants in completing the program. In addition, Escarosa supports other medical fields for training to assist in addressing shortages in the medical industry. The other factor that affects our economy and our workforce, is our neighboring state to the west…Alabama. Recently southern Alabama has secured several major corporations that will be locating in close proximity to northwest Florida. Escarosa has been working with a company in Mobile who is using Locklin Technical school 10 in Milton, as a training site for a steel welding training program specific to their company. Escarosa has assisted with outreach and recruitment for residents in northwest Florida who are willing to complete the training and commute to Mobile for these higher paying jobs. Escarosa will continue to work with neighboring companies within commuting distance to northwest Florida to help Florida residents obtain employment and/or training in these higher paying industries. Escarosa will continue to work with local training providers to secure programs that address our workforce shortages in cooperation with our local economic development partners. C. SECTION C. Description of Necessary Job Skills INSTRUCTION Describe the job skills necessary for participants to obtain or upgrade employment based on current and projected job opportunities in the region and what skill gaps exist in the region, including how the region will address these skill gaps. . RWB RESPONSE The labor market for the Pensacola MSA is divided into the above three categories with most available job openings falling in the first two categories which require no skills or some skills with little postsecondary educational training. Jobs which require no skills or limited educational training are easy to find and acquire. The labor market remains active and conducive to employment opportunities. Following the 2004-2005 storms, our job market remained strong. Jobs that require at a minimum one year of vocational skills training or an Associate of Science or Bachelor’s degree are in demand – although equaled/exceeded by the number of jobs which require little to no skills. The four public and numerous private post-secondary educational facilities within the Pensacola MSA are doing all they can to meet community workforce needs. Basic job skills required for all categories encompass many of the employer concerns regarding dependability, responsibility, accountability, and work ethics. Basic skill requirements for all jobs will center around oral communication skills, ability to follow oral or written directions, ability to meet physical work requirements, willingness to work, attitude and ability to work with others. Individuals suited for entry level positions identified in the first two categories may also need employability skills training, core values, life skills training and consumer credit counseling. Jobs identified in the second category will also need actual hands-on skills acquired through either previous occupations and/or through vocational skills training. Employment opportunities within the last category will require either two year or four year degrees (some require six to eight years of postsecondary education) and a minimum level of actual experience within the required occupation. Personal computer literacy skills are becoming more commonly required as time passes. IV. Local System Infrastructure A. Description of Functions and Completion of Tables Describe the roles, responsibilities and functions associated with the administrative structure and for items two -four, identify why the entity was chosen to provide function as described in Section VII of the State Plan. 11 SECTION A. INSTRUCTION Please complete the following tables for your local plan (see Attachment I): 1. Regional Workforce Development Board Structure Describe the role of the local board and provide documentation from the organization nominating the member 2. Administrative Entity 3. Grant Recipient 4. Fiscal Agent 5. Chief Elected Official (s) RWB RESPONSE 1. Escarosa serves as the local Regional Workforce Board for Escambia and Santa Rosa Counties as required by state law; therefore, all federal employment and training programs which are administered within Region 1 are overseen by Escarosa. Policies have been implemented over the past several years, which help to combine and streamline all services offered within this area. This includes all WIA and WT initiatives. EFM and OSMIS will be utilized by Escarosa. Currently, OSMIS will be used to report on some special projects that are not yet included in EFM and as the state vehicle for regional financial reporting. Nominations for the Board of Directors are provided by TEAM Santa Rosa and the Pensacola Bay Area Chamber of Commerce. Copies of nomination letters are included as Attachment B. 2, 3, and 4. Workforce Escarosa, Inc. and its administrative staff will continue to serve as the administrative entity, grant recipient and fiscal agent for the disbursement of grant funds within Escambia and Santa Rosa Counties, Florida. 5. Regional Chief Elected Officials include those representing Santa Rosa County and Escambia County, Florida Boards of County Commissioners. B. SECTION IV.B. Process for Selecting Service Providers INSTRUCTION Describe the process for selecting service providers for all workforce programs, including but not limited to WIA, TAA, Wagner-Peyser, Job Corps, Veteran, MSFW, WT/TANF, and FSET. RWB RESPONSE Escarosa adheres to procurement policies as described in Escarosa’s Administrative Plan. All services or activities that will exceed $100,000 in the aggregate will be competitively procured through the Request for Proposal (RFP) process. This will include services such as staff to deliver intensive services and oversee issuance of the ITA vouchers. This process will be overseen by Escarosa Board of Directors and its administrative staff for WIA activities. Procurement for youth services will be in accordance with the approved procurement guidelines, but will be overseen by the Youth Development Council with final approval by the full Board. All local policies on procurement are included in the Administrative Plan (Attachment G). The use of sole-source will be used if the situation warrants this process. This could be due to Governor’s Executive Order due to an emergency; time limitations; only one known provider fully documented; and/or contracting with governmental entity. In unexpected, emergency, critically urgent situations, the Escarosa Board of Directors may elect to forego the RFP process and to sole source services – e.g., Workforce Escarosa, Inc, Landrum Staffing Services NEG Disaster Recovery Temporary Jobs Program “employer-of-record”, program 12 intake & case management service provider contract following Hurricanes Ivan and Dennis. V. One-Stop Delivery System/Services Section 118(b)(2) of the WIA requires the following: a description of the one-stop delivery system to be established or designated in the local area including: (A) a description of how the local board will ensure the continuous improvement of eligible providers of services through the system and that such providers meet the employment needs of local employers and participants; and (B) a copy of each Memorandum of Understanding (MOU) described in Section 121(c) between the local board and each of the one-stop partners concerning the operation of the one-stop delivery system in the local area. The description of the local one-stop system must include at least one comprehensive physical center that must provide the core services specified in WIA Section 134(d)(2) and must provide access to other programs and activities carried out by the one-stop partners. The local system may include additional comprehensive centers, a network of affiliated one-stop sites, and specialized centers that address specific needs. Please refer to the WFA that mandates additional partners other than those mandated by the USDOL (see Sections VII through IX of the State Plan). Please provide the following information in the RWB’s local Workforce Services Plan: A. Description of the Local One-Stop System SECTION A.1. A.2. A.3. INSTRUCTION A brief description of the local one-stop system established for the region; A description of how available resources (WIA, TAA, Wagner-Peyser, and others) will be pooled within the one-stop system to provide core and intensive services; Identify whether the designated comprehensive one-stop center(s) was a result of a competitive selection or an agreement between the local board and a consortium of at least three or more of the mandatory one-stop partners. Identify whether this designation is the result of a prior decision made by the local board and the chief elected official. Any designation must meet the requirements of WIA Section 121(e); and The process for integrating the Job Corps, MSFW, TAA, WT/TANF, FSET (if applicable), Veterans, and Wagner-Peyser programs, in the one-stop system. A.4. RWB RESPONSE A.1 Escarosa has two main centers located in Pensacola and Milton. Services are also provided in Century, the northern most point in Escambia County, on a part-time basis due to low participant flow. All centers operate Monday-Friday, and are capable of accommodating other schedules if needed. The Pensacola Career Center has all mandatory partners involved, and will also include eligibility determinations for subsidized childcare with the Early Learning Coalition of Escambia. In addition, Escarosa also is a Platinum partner with DCF for ACCESS. A.2 All activities for WIA, TAA, WP, VETS, UI Re-Employment, etc., are co-located and support all services allowed within the specific funding source for each program. As these programs have common components such as job development, career counseling, case management, assessment/screening, and labor market information, when 13 possible staff from all programs work together to complete these duties. Escarosa oversees cost allocations for all programs to support the blending of programs and services to the extent allowable by law. Funding sources such as WIA, WT and TAA, support WP activities to the extent that they benefit those programs with like or similar services. WP funding, as well as UI Re-employment does not normally cover the expense of all WP related services; therefore, other programmatic staff do support common unassisted and assisted core services, and intensive services. A.3 Escarosa has determined in cooperation with major partners that the One-Stop Operator will be composed of a consortium of three (3) or more partners. At this time, the Agency for Workforce Innovation (AWI), Pensacola Junior College, Escambia County School District, Santa Rosa County School District and Department of Children and Family Services compose the consortium. The two school districts operate post-secondary vocational centers within our area. The Governance Committee meets at least quarterly and is composed of staff representatives from the Consortium, which includes each partner agency, to discuss issues, concerns, and other items as they deem necessary. If no agreement can be reached by the Governance Committee, the issue is taken to the Escarosa Career Council Committee for final resolution. All partners have been very supportive of this process, as it provides them opportunities for input and a means for voicing concerns. This process has worked extremely well over the past few years and will continue into the future. This process has been in place since the inception of one stop centers. A.4 Escarosa Career Centers include the following One-Stop partner employment and training programs aimed at the employers and job seekers operating/residing in Santa Rosa and Escambia Counties: 1. WT Case Management services to assist TANF recipients to work toward and achieve independence, economic self-sufficiency; 2. WT Community Work Experience services to help WT recipients acquire skills applicable to the workforce; 3. WT Non-Custodial Parent Placement Program services to promote fathers and mothers abilities to enter into meaningful employment that allows them to meet their child support obligations; 4. WP labor exchange services (e.g., labor market information, job search assistance, job screening, job referrals, occupational skills training information, etc.) aimed at assisting employers to meet workforce needs and job seekers to find employment; 5. Veterans’ Program services that focus on veterans’ services that lead to veteran employment and Transition Assistance Program activities aimed at assisting military personnel who are preparing to retire/separate from active duty and their dependents; 6. Senior Community Service Employment Program services are not located in the ECC; however, SCSEP work experience participants are co-located and assist job seekers with universal services. 7. WIA and WT Program Screening, Eligibility Determination, Initial and Referral for services; 8. Trade Adjustment Assistance Program services to workers who are dislocated from their jobs due to foreign imports/corporate outsourcing; 9. Job Corp Program services designed to help young men and women acquire vocational skills that lead to meaningful employment. Referrals are made to RWB 3 for all Job Corp activities. 10. Employment and Training assessments and job search/job referral services for individuals with physical and mental disabilities; 11. WIA Older Youth, Adult and Dislocated Worker Program eligibility determination and follow-on Intensive and Training Services (e.g., job search/job placement assistance, career counseling, occupational skills training, on-the-job training, etc.); 12. WIA Youth Program eligibility determination and referrals, as appropriate; 13. Information on the Florida Unemployment Compensation claims filing process 14. Eligibility and Case Management for ELC of Escambia for subsidized childcare. 15. DCF ACCESS partner services. 14 All of the above services and activities are coordinated between all programs. The One Stop Consortium and their lead staff discuss participant flow for all categories and determine how services are to be offered to each population to include TAA, WT/TANF, Veterans, Wagner Peyser, and WIA. Staff from all programs assist with universal unassisted and assisted core services to the extent permitted by federal regulations. Services that common/allowed by all funding streams are coordinated so that the participants receive services vital to their success. B. Process of Maintaining Eligible Provider Training List The State has compiled a list of all eligible providers based on the lists submitted by the RWBs. This list and the performance and cost information that accompanies the eligible provider identification will be disseminated to the one-stop systems throughout the State. At a minimum, the data and information specified in Section 122(d)(1) and (2)(A)(i)(iii) for each program on the eligible list must be made available to customers in a customer friendly format at every One-Stop Career Center throughout the one-stop delivery system. The statewide list and performance information will be maintained on the Internet, on local computer networks, and on computer terminals that will be accessible throughout the one-stop system. Hard copies will be printed and given broad distribution throughout the one-stop system and its partner agencies, as well as being available on request to the State agency. SECTION B.1. INSTRUCTION Please describe the process for maintaining/updating an eligible training provider list and attach a copy of the local operation procedures. RWB RESPONSE Initially, Escarosa advertised and issued application packages to all training institutions that expressed an interest in being placed on the eligible provider’s list. The legal advertisement solicited both public and private educational institutions interested in delivering services via an Individual Training Account (ITA) Agreement. As word of the WIA ITA spread, private training providers have approached Escarosa to become eligible as a training vender for Region 1. Applications are issued upon contact. Completed packages are reviewed as they arrive and vendors are added to the list as appropriate. Workforce Escarosa, Inc.’s List of Approved Training Vendors include: 1. George Stone Center, School Board of Escambia County, FL 2. New Horizons Computer Learning Center, Pensacola, FL 3. Jefferson Davis Community College, Atmore, AL 4. Locklin Technical Center, Santa Rosa County School Board 5. Pensacola Junior College, Pensacola, FL 6. Triangle of Technology Academy, Pensacola, FL 7. Truck Driving Institute, Milton, FL 8. Virginia College, Pensacola, FL 9. Washington-Holmes Technical Center, Chipley, FL The Eligible Provider List and other information related to training vendors and training programs are initially shared 15 with ECC customers at the core service level. Those same details are also available to support subsequent intensive and training service requirements. Additional information, such as school locations, program catalogs, training costs/fees, length of training, average wages related to training occupations, and any performance information on the training vendor will be made available to participants to help them make informed decisions. ITA agreements are reviewed annually and are updated and/or revised as needed. Local procedures are included under Attachment D. C. Process for Ensuring Continuous Education/Training of Eligible Service Providers, Assessment of Strengths and Opportunities, Use of Performance Incentives, Awarding Bonuses to Participants, Use of Individual Training Accounts (ITAs), and Achievement of Performance Goals Based on recommendations developed by the WFI One-Stop Committee and approved by the WFI Board, Florida has a set of minimum criteria for all one-stops including training/competency-tested qualifications for onestop staff for initial hire/certification and to maintain continued professional recognition. The minimum one-stop criteria are found in Guidance Paper 032, entitled One-Stop Credentialing at http://www.floridajobs.org/pdg/guidancepapers/032credentialing091906.p df. The criteria include standards for mandated services offered, hours of operation, resource room equipment/access, required notices/signage, including Employ Florida membership status, ADA standards, and other optional, but recommended added services, such as assistive technology, etc. Staff training, testing and continuing education requirements are in the same Guidance Paper and include passing the test for Workforce Professional, Tier 1, as offered by Dynamic Works based on mastery of the contents of 14 interactive web-based courses covering history/background of federal and state workforce programs, essentials of all programs and services offered at One-Stops, customer service skills, and similar basic knowledge and skills. Alternative methods of initial certification are also described primarily based on certifications offered by other national workforce organizations. More recently, WFI has added a requirement of 15 hours of continuing workforce education every year after initial qualification, with credit allowed for participation in further Dynamic Works courses, training offered by AWI/WFI/USDOL or other workforce-related agencies and participation at conferences/workgroups or other similar activities offering substantive workforce training content. Compliance with minimum one-stop standards including staff training is a key part of annual program monitoring, with results reported back to AWI and WFI. Describe how the following processes will be performed in the local onestop service system: SECTION C.1. INSTRUCTION Continuous education and training of eligible service provider staff, including State staff, to ensure completion of Tier I requirements and provision of 15 hours of continuous 16 C.2. C.3. C.4. C.5. education annually; . Assessment of the strengths and opportunities of service providers available in the local one-stop service system; Service providers meet the employment needs of local employers and participants: Performance incentives to service providers; and Bonuses to participants. RWB RESPONSE C.1 Escarosa Career Centers are certified annually as part of the AWI’s contracted monitoring visits. State certification instruments are utilized by the monitor to complete that process. All front-line staff at the Escarosa Career Center are required to certify as Florida Tier I Workforce Professionals and obtain their Tier I credentials within 6-months of being assigned to a One-Stop front-line position. Each year thereafter, Tier I staff musts complete 15 hours of continuing educations. Partner agency management maintains records on all One-Stop training. The workforce continuing education credits may be accomplished through state or local training workshops, webinars, teleconferences, educational programs offered locally or on-line, and national conferences/workshops. Furthermore, the Escarosa Program Monitor annually reviews all Escarosa service provider contracts and One-Stop Program procedures/activities to verify program integrity and compliance with federal, state and local requirements. C.2 One-Stop service providers are required to demonstrate continuous improvement in all programs funded under WIA. Continuous improvement will be measured through evaluations regarding the level of service provided to the customer. This will include a paper evaluation initiated by the Escarosa Program Monitor and will be taken at various times throughout the year to evaluate the providers’ customer satisfaction and the performance of the one stop system. Continuous improvement will center around the usefulness of the information received; meeting of appointment timelines; general courtesy; staff knowledge; and usefulness of service received. Additionally, surveying employers and job seekers to determine levels of customer satisfaction relative to one-stop career center services rendered provides Escarosa with critical information. Reacting to employer/job seeker valid inputs should improve the system performance and customer satisfaction ratings. C.3 Service provider staff work hand-in-hand with other partners within the workforce system to ensure business needs are met. Pensacola Junior College, our current WIA and WT service provider, has staff dedicated to work with local businesses to develop Employed Worker Training (EWT), On-the-Job-Training (OJT), customized training and assist with services when employees will be dislocated. The staff is in constant contact with Escarosa regarding EWT, OJT, and other training developments. The Executive Director or Assistant Director of Escarosa is responsible for signing all business, training-related agreements/contracts. In addition, monthly to bi-monthly meetings are held with all partners to discuss job development needs for job seekers, as well as business needs. Escarosa is currently in the process of hiring a Business Services Representative, Career Counselor and Disability Coordinator to enhance and increase interaction with job seekers and our business community. Job development activities will be increased by realigning several current staff positions to assist those hard-to-place job seekers in employment. With the onset of low unemployment, which may be a trend of the past, job development for job seekers became an increasing issue. Many individuals were seeking employment, but were unable to obtain employment due to mismatching of job skills to the position, lack of skill sets for positions, and/or not having the ability to find information on job openings. The Career Counselor, Disability Coordinator, and job development services should help to increase successful placements for these individuals. The Business Services Representative and Job Development staff will work closely with the Business and 17 Workforce Services Representative of the Pensacola Chamber, Gulf Coast African American Chamber of Commerce, as well as TEAM Santa Rosa to increase interaction between Escarosa and our local business community. These individuals will work to coordinate resources, services, educational/training needs, and future projections to prepare our two counties for the future. C.4 Due to funding limitations, at this point in time no performance incentives or bonuses have been provided for continuous improvement accomplishments for service providers. ITA Performance/incentive payments will be based upon case management, job placement and follow-up assistance provided to the WIA participants by the training vendor. These amounts will be calculated based upon costs per participant associated with these same services as experienced by Escarosa over the past years. These costs are well documented through independent cost price analysis and cost justifications as currently required for procurement activities. Therefore, Escarosa will use this information to form the incentive payments. The ITA agreements will stipulate that these incentive payments cannot be charged back to the WIA participant, and will not create any manner of additional charge or debt to the participant, if the training vendor does not earn the incentive payments. C. 5 All performance will require at a minimum that the participant has completed 50% of their training program and have entered a training-related job. Outcome points and payments shall be as follows: 1. Completion and obtainment of a certificate or degree in a WIA approved training program - $100.00 2. Completion of 50% of the training program and entry into training related, unsubsidized employment and remaining in that employment within the next reportable quarter of income - $150.00 Total amount allowed of $250.00 per participant per year. D. The Memorandum of Understanding Process 1. Provide a list of the MOUs as described in Section 121(c) of WIA between the RWB and each of the mandatory and/or optional onestop partners. A sample copy of the regions’ MOU should be attached. Each MOU must address the following points: o How services will be provided through the one-stop system; o How the costs of the services and the costs of operating the system will be funded; o Performance incentives to service providers; o What is the duration of the MOU; and o What are the procedures for amending the MOU. The following is a list of mandatory and optional one-stop programs and activities as described in Section 121(b) of WIA and additional partners required by the WFA: 2. Mandatory Partner Programs a. Adult and Dislocated Worker Programs (including Veterans Workforce Investment Programs, MSFW Programs and Indian and Native American Programs) Youth Services, including Job Corps, and Youth Opportunity Grants b. 18 c. d. e. f. g. h. i. j. k. l. m. n. 3. Wagner-Peyser programs Adult Education Post-Secondary Vocational Education Vocational Rehabilitation Title V of the Older Americans Act TAA Veterans Employment and Training Programs Community Service Block Grant activities Employment and Training activities carried out by the Department of Housing and Urban Development Unemployment Insurance Programs (including claims taking) WT/TANF FSET Optional Partner Programs Other appropriate federal, State, or local programs providing services such as transportation, child care, services offered by community colleges and economic development boards. 4. SECTION D.4.1. Partnership Involvement INSTRUCTION Describe the partnership/involvement that the RWB will have or has with faith-based and community-based initiatives and how these entities will be integrated into the one-stop system. RWB RESPONSE Faith/Community-based connections: Workforce Escarosa, Inc./Escarosa Career Center collaborates with Pathways for Change – an faith-based non-profit organization -- that works directly with the Escambia County, Florida Sheriff’s Department Booking and Detention Center to operate an intensive 2-year long program designed to assist incarcerated individuals with modifying behavior and becoming personally aware of and able to deal with their circumstances and barriers and to become responsible community citizens upon release. The Executive Director, Workforce Escarosa, Inc, is a member of the projects Advisory Board, and ECC staff work with Pathway for Change staff to provide One-Stop Orientations, workshops, assessments and labor exchange type services to Pathway for Change clients. Escarosa and our ECC partners have collaborated with various faith-based and community-based organizations during recent National Emergency Grant (NEG) Disaster Recovery Program(s). Those NEG activities were in response to Hurricanes Ivan, Dennis, Katrina and Rita. Escarosa-ECC-community/faith-based partners have included, but were not limited to: Salvation Army, American Red Cross (National, Milton and Pensacola Chapters), Catholic Charities, Community Action Program, Council on Aging, Governor’s Front Porch of Pensacola, Habitat for Humanity, NWFL Area Agency for the Aging, Pensacola Historical Society, Retired Senior Volunteers Program in Santa Rosa County, United Way of Escambia County, United Way of Santa Rosa County, Rebuild Northwest Florida, Inc., and Escambia County Land Trust, Inc. Although we are not formally engaged with those organizations, we do continue to meet with several of them in a effort to support any future contingencies. In addition, Escarosa is in the process of hiring a part-time Disability Coordinator. This position will provide outreach 19 to local CBOs whose target populations include individuals with disabilities and who are in need of employment and/or training assistance. Escarosa contacted AWI regarding a possible Navigator Grant, but funding was not available at this point in time. Current funding allocations will be used to fund this much needed position. It has been determined that the new position will enhance community involvement and our ability to interact with the disabled population. Escarosa is also attempting to hire individuals, as attrition occurs, who are bi-lingual. Even though Escambia and Santa Rosa has a limited Hispanic population, we do have a need to develop our ability to interact with the Hispanic community as it will continue to grow in our area. SECTION D.4.2. INSTRUCTION Describe the partnership/involvement that the RWB will have or has with other optional partner programs noted in D.3. Optional Partners Programs above. RWB RESPONSE As previously mentioned, Escarosa is looking to partner with the Early Learning Coalition of Escambia for WIA childcare services. This will reduce duplication and will make a more effective use of our funding. This should be completed no later than October 1, 2007. Escarosa is partnering with the Escambia and Santa Rosa County School Districts, Gulf Power Company, TEAM Santa Rosa, Pensacola Chamber of Commerce, Santa Rosa Chamber of Commerce, and the University of West Florida to apply for certification under the Ford Career Academy Innovative Community (CAIC). The process requires a community collaboration to address Career Academies in both counties as they relate to local industry, and will work to bring projects, curriculum and outcomes together under one umbrella. Other partnerships include 1) Hometown Heroes with the University of West Florida; Escambia, Santa Rosa and Okaloosa school districts; and VETS to work with disabled veterans to obtain teacher certifications; and, 2)Pensacola Chamber of Commerce – co-sponsorship of Workforce Summit; 3) United Way – Escambia Community Collaborative – Poverty Solutions Team; and 4)City of Pensacola and Escambia County Enterprise Zone Advisory Councils. E. SECTION E. Selection Process of One-Stop Operator(s) INSTRUCTION Describe the process for selecting One-Stop Operator(s). Attach a copy of the selection process. RWB RESPONSE Escarosa has determined in cooperation with major partners that the One-Stop Operator will be composed of a consortium of three (3) or more partners. At this time, the Agency for Workforce Innovation (AWI), Pensacola Junior College, Escambia County School District, Santa Rosa County School District and Department of Children and Family Services compose the consortium. The two school districts operate post-secondary vocational centers within our area. Please refer to Section V.A.3, page 14. 20 There is not a selection process to attach as Escarosa works on a Consortium structure. F. Mandatory One-Stop Partners’ Employment and Training Program Activities and Services including Faith-Based and CommunityBased Organization Initiatives Workforce Programs Pursuant to Florida law and policy, the funding of one-stop core services and intensive services is to be determined by local MOU between the one-stop partners, and no one partner is presumed to be the sole source of funding for any of the core services. Additionally, using youth formula funds at the local level is to fulfill the mandate of providing universal services through the network of One-Stop Career Centers. Providing services to youth ages 14–21 goes beyond the doors of the One-Stop Career Centers through partnerships with schools, adult education centers, post-secondary education providers, juvenile justice providers, community youth centers, health departments, and referrals from a host of other organizations that provide workforce development related services. Provide a description of the one-stop partners’ processes for operating the following employment and training programs and for providing workforce activities and services. Attach a copy of local operating procedures when requested. 1. Wagner-Peyser Wagner-Peyser is a labor exchange program that brings together individuals who are seeking employment and employers who are seeking employees. The State shall administer a labor exchange that has the capacity to assist job seekers to find employment; to assist employers in filling jobs; to facilitate the match between job seekers and employers; to participate in a system for clearing labor between the States, including the use of standardized classification systems issued by the Secretary of Labor, under Section 15 of the Act; and to meet the work test requirement of the State Unemployment Compensation system. Self-services are available to all job seekers and employers. Services may be accessed from computer workstations at OneStop Career Centers and personal desktop computers through the Internet. In addition to accessing information electronically, customers can choose to receive information in more traditional forms such as printed material which will be available at One-Stop Career Centers. Attach a copy of the local operating procedure for the following processes. SECTION F.1.a. INSTRUCTION Describe how Section 7(a) of the WIA will be implemented in the local One-Stop Career 21 Centers. The description must include job search and placement services to job seekers, including counseling, testing, occupational and labor market information, and referral to employers; recruitment services and special technical services for employers, including onsite employer visits; and One-Stop Career Center plans for meeting the requirement of the basic labor exchange system, including a narrative of how the local center will match job seekers and employers. RWB RESPONSE The universal customer will be provided job information, preliminary testing/screening and labor market information as initial services. Formalized education through an approved training vendor may be provided if the customer is unable to find employment due to lack of marketable skills, a disability, a basic skills deficiency, or has other areas of concern which prohibits the individual from working in his/her area of expertise. Escarosa endorses the “work first” concept and believes that all individuals should set employment as their first/primary objective. This shall be the top priority for all services offered through the ECCs. Individuals will be provided with job development opportunities and/or referrals against job orders. File search will be conducted to facilitate selection and referral of job applicants. The ECCs put an emphasis on a self-service approach to its delivery of services, where the delivery system meets the needs of the individuals requesting services. Job search assistance and placement assistance will be the main emphasis. Certain clients may be able to handle their own employment needs with the use of the EFM, self-registration and the systems extensive web-based resource library. Others may need no service beyond group workshops/orientations on how to develop resumes and apply for jobs. Still others may have more critical needs and require intensive individual assistance and/or training as determined by Wagner Peyser (WP)/WIA/WT staff. This approach promises not only to better serve individual needs, but to increase staff efficiency. Job placement services shall be provided throughout the above process, and employment will always be emphasized as the ultimate outcome or goal for individuals. EFM is the ECCs’ primary tool for displaying and sharing labor market information/job listings. Individuals can access the EFM via any computer with internet connectivity. Computers with internet access are available at all ECCs. Individuals accessing EFM can review labor market information, employment opportunities, job descriptions, wage information, work hours, educational and work experience requirements, and a variety of other types of information that a listed employer feels is pertinent to the position. Individuals are able to screen themselves against an employer’s job requirements and decide whether or not a job interests them without waiting to see Resource Room staff member for information. ECC staff, to include partner agency staff are cross-trained on EFM so that they can assist with referrals and other information/service requirements. When appropriate, Wagner Peyser staff will continue to review an individual’s employment selections to determine if that person meets the experience/skill requirements as stated by the employer, before providing a referral. If qualified, the employer’s name and detailed contact information is given to the individual. Wagner Peyser staff is located on a full-time basis at all ECCs. Partner staff will assist in this process by providing referrals and general information regarding EFM services. At ECCs, individuals have access to personal computers, resume writing programs, telephones, facsimile machines, copiers, mailing services and a variety of workshops designed to assist them with their job search/job development activities. Guest speakers are often invited to participate in Orientation sessions/workshops to share their unique insight and experiences. ECC partners have agreed to share staff, to provide staff to facilitate various service delivery areas, and to pay the associated costs which go hand-in-hand with staff activities (e.g., copiers, rent, office supplies, communications, postage, etc.) SCSEP provides older workers through their funding source to act as the up-front greeters, information gathers, and escorts. SCSEP workers direct individuals to various partner agencies or to the resource room for self-service activities. General services that cross all programs such as job search workshops, decision making skills, organizational skills, parenting classes, employability skills classes, etc. shall be shared by all partner agencies. Staff will be cross-trained for these activities and instructions will be shared among the partners. In-kind 22 costs will be provided as stated above through staff and related expenses. As previously stated, all partners provide referrals to the ECC resource room and/or the EFM and will rely heavily on this technology to provide labor exchange data. Placements may be shared among agencies as each partner specialized in distinct services. Job developers for all partners will network, share and discuss job openings and potential customers for referral to these jobs. Job openings and job development services will be processed via EFM for all partner agencies to access. By using a shared placement concept, coordination problems and turf issues can be addressed to ensure non-duplication of services. Otherwise, local employers could be inundated with multiple agency contacts which allows for confusion and duplicate services. Employers will be assisted in filling out their job orders by Wagner Peyser, WIA and other partner staff, as appropriate. This assistance will include educating employers on how they may register and submit job orders via EFM. Labor market information and related technical services will be provided to employers. Promotional activities will be undertaken to involve employers in identifying ways to improve services provided through the ECCs. A marketing plan for outreach and recruitment of potential employers throughout Region 1 will be jointly developed and maintained by all partners. In addition, the Business Competitiveness Council will ascertain the needs of employers within the area to determine needed services, training requirements and placement assistance. WFIadministered Incumbent Worker Training (IWT); RWB-administered Employed Worker Training (EWT) and On-theJob Training (OJT), and Community College-administered Quick Response Training grants represent optional means for support of new and existing employee workforce training requirements. Local RWBs may devote as much as 20% of its WIA Adult and Dislocated Worker Program allocations to EWT. Workforce Escarosa is interested in every possible and productive method for helping Escambia and Santa Rosa County employers to develop required workforce talents. Job seekers will be provided information regarding available openings, and for those who need more one-on-one assistance, personal job search assistance and placement, as appropriate. Job seekers will be provided a preliminary screening to determine whether or not they meet the specifications of the employers, and if they do, will then be referred for interviews. Economic development activities will be tied to the career centers and High Skills/High Wages Committee activities. This will allow for initiatives to be developed to meet the needs of new and/or expanding businesses within Region 1. As previously stated, job developers from partner agencies will be involved in this process and will be provided information regarding employment opportunities. These individuals will be primary players in any marketing efforts and will help ensure non-duplication of services. SECTION F.1.b. INSTRUCTION . Describe the One-Stop Career Centers’ procedures to ensure that applicants will not be referred to a job at a company that is on strike or lockout status for a particular position. Notice of the strike or lockout is required for applicants who are referred to positions that are not affected by the strike. RWB RESPONSE Escarosa works hand-in-hand with local Chambers of Commerce and economic development entities. Staff at the Career Centers are involved in the community and have formed excellent relationships with local businesses. This will be enhanced in the future due to the Business and Workforce Services and the Business Services Representative positions discussed previously. Escarosa staff and service providers at the Career Centers are notified of all WARN notices, media coverage reporting on lockouts/strikes, and any other information received that indicate a lockout or strike is occurring or will occur. All staff involved in job 23 development and referral are aware referrals to open positions at companies where this is occurring is not allowed. Escarosa has not had an issue with lockouts/strikes in the recent past; however, Escarosa has reiterated this prohibition to staff to ensure they are aware. SECTION F.1.c. INSTRUCTION Describe the procedures to ensure that applicants who are referred to private employment agencies will not be charged a fee. RWB RESPONSE The Escarosa Career Centers do not work with head-hunters or other private companies who charge fees to job seekers. No referrals are made to these sites; however, if EFM spiders job openings with companies such as these, the job seeker may choose to pursue employment through those companies. All staff at Escarosa Career Centers are aware that referrals cannot be made by the Career Center to these companies, and job orders posted in EFM cannot be approved for business that charge fees to job seekers. Whenever the ECC lists a job by a staffing agency who does not charge the job seeker for services, the statement “Position offered by no-fee agency” is included in the job description. The memo issued by AWI has been provided to all staff with instructions. SECTION F.1.d. INSTRUCTION Describe the procedures to ensure that the One-Stop Career Center will seek prior approval from the AWI to advertise hard-to-fill job openings which pay over $50,000 per year. The One-Stop Career Centers may, from time-to-time, advertise in the newspaper for hard-to-fill job openings which pay up to $50,000 per year as part of the overall economic development effort of the State of Florida. For jobs above this level, the One-Stop Career Center will seek prior approval in accordance with the Wagner-Peyser Act, Section 13(b)(2). RWB RESPONSE Hard-to-fill openings as defined by Escarosa are those jobs whose pay exceeds $50,000 per year and for which the application has been “open” for more than 6 months. Escarosa does not advertise individual job openings in local newspapers; however, Escarosa may post job openings (such as a recruitment effort) for a company moving into the area or expanding. However, if for some reason a company needed assistance in filling numerous positions that exceed annual salaries of $50,000, and these positions have been available for an extended time period, Escarosa will contact the Agency for Workforce Innovation to determine appropriate procedures and to seek prior approval. SECTION F.1.e. INSTRUCTION Describe the placement services planned through the One-Stop Career Center summer youth program. Include private sector involvement planned and identify the types of services to be provided. RWB RESPONSE Our traditional WIA Youth Program services are offered outside of the ECC environment, as is our summer youth program. With that said, our youth providers do work with the private sector for a larger work experience component during the summer months. This allows youth the opportunity to work longer hours and therefore, 24 receive larger compensation through the work experience component. During the normal school year, in-school youth are involved in academic development programs coupled with some work experience. Once the school year has ended, these youth are provided an opportunity to increase their hours involved in work experience, which is directly tied to both public, non-profit and for-profit businesses. Out-of-school youth may follow the same plan, dependent upon their level of education and whether or not basic remediation/high school completion is tied to their individual plan. For the summer program though, work experience is increased, through current youth service providers. For next summer, 2008. it is planned to have work experience more closely aligned to the ECCs and also our business base in the two county area. More private sector involvement is needed in occupational areas that can better benefit our youth and help them obtain marketable skills. The program will also be more closely aligned with Career Academies located in both counties. The Career Academy program will help identify workforce skills training tied to targeted industries and employers who employ that specific skill. SECTION F.1.f. INSTRUCTION Describe the reemployment services that will be provided to unemployment insurance claimants and the Priority Reemployment Planning services that are provided in the OneStop Career Centers. RWB RESPONSE Unemployment Compensation claimants are randomly selected by the state for Priority Reemployment Planning services and scheduled by the local ECC for a Priority Reemployment Planning group orientation. The group orientation provides an overview of ECC services to include: U.I. exemptions; U.I. work search requirements; assessment; testing; job search and resume preparation workshops; labor market information; education and training services; counseling; unassisted job search services; and calendar of aforementioned activities. Claimants who express interest in services/programs provided by the Career Center are referred to the service(s). Priority Reemployment Orientation is recorded as the “service” in the Employ Florida Marketplace website for those claimants who attended orientation. SECTION F.1.g. INSTRUCTION Describe how the RWB will administer the unemployment insurance work test and how feedback requirements (under Section 7(a)(3)(F) of the Wagner-Peyser Act) for all Unemployment Compensation claimants are met. RWB RESPONSE The unemployment insurance work test involves the claimant being able and available for work, looking for suitable work, and accepting suitable offers of employment. The ECC provides information of job openings to U.I. claimants and other job seekers. When a claimant fails to meet work search requirements without good cause either by failure to attend scheduled Priority Reemployment Planning services; or failure to apply for suitable employment; or to accept a legitimate offer of employment when referred by the ECC AND the affected employer notifies the ECC of said failure to comply the ECC notifies the state division of unemployment compensation via email or fax of the failure to participate. 25 SECTION F.1.h. INSTRUCTION How counseling services (under Section 7(a)(1) and Section 8(b) in the WIA of 1998) will be delivered to Wagner-Peyser program job seekers; RWB RESPONSE The One Stop Consortium has determined a need for a Career Counselor to assist job seekers in determining career paths and options available. Escarosa is currently in the process of hiring a temporary, full-time Career Counselor who will assist Wagner Peyser job seekers through the ECC Resource Rooms. The Career Counselor will discuss job opportunities; assess and discuss barriers to employment, provide job search techniques and assistance, provide information regarding training opportunities to help make the job seeker more employable; and refer hard to place job seekers to job developers for individual job placement assistance. Escarosa’s unemployment rate for this past month had increased to 3.9%. While the unemployment rate has been exceptionally low in the past, 3.3% to 3.1%, individuals to refer to job openings were in demand with employers needing assistance in securing qualified individuals. With the unemployment rate increasing, which we feel will remain at 3.9% or higher, Escarosa will need to ensure job seekers understand employment options and training to support higher skill level jobs. Career counseling will play a large role in successful placements for job seekers. Resource Room staff as well as others will provide counseling as time allows. SECTION F.1.i. INSTRUCTION The screening process for referrals to job openings on suppressed job orders; and RWB RESPONSE For employer information that is not suppressed, no screening or referrals are provided. The job seeker may apply directly to the employer. For job orders where the employer information is suppressed, Escarosa currently provides screening of individuals prior to referral; however, Escarosa is surveying other regional workforce boards to obtain policies on levels of service based upon wage rates/skill level of the job order. In PY 2007-2008, a policy to provide various levels of services to employers based upon the employer’s wage rates, will be presented to the Board of Directors for approval. If approved, Escarosa will provide varying levels of services to employers dependent upon wage rates, whether or not the information is suppressed. SECTION F.1.j. INSTRUCTION The process the One-Stop Career Center uses in conducting recruiting agreements and job fairs. RWB RESPONSE Escarosa Career Centers work with local business and out-of-area businesses locating to our area, to assist with outreach, recruitment and job fairs. Dependent upon the number of new jobs and salary levels, advertisements may be provided by Escarosa through local print media and/or public service announcements. Businesses may use the Career Center to conduct interviews; administer specialized screening instruments; use of Escarosa Resource Rooms to conduct assessments; and use of the facility for job fairs. At this point in time, Escarosa does not charge businesses for these services, but may do so in the future. Escarosa does not have formal recruiting agreements nor does it have a local policy as to what will be provided. Each company and their requests are reviewed by the Consortium and takes into account staff time that would be involved; whether or not the facility is available and/or would disrupt other vital services; and current funding availability. Job fairs are 26 normally held quarterly or as needed. For PY 2007-2008, Escarosa will partner with RWB 2 to conduct a job fair for residents in the Navarre area. Navarre is in Santa Rosa, but borders Okaloosa County. Many residents in Navarre work in Ft. Walton, Destin and Crestview and cross county lines for employment. 2. Veterans Program Provide a description of the process for the following Veteran program services and attach a copy of the local operating procedures: SECTION F.2. a. INSTRUCTION How the State Veterans Program Plan of Service will be implemented in the One-Stop Career Center(s); RWB RESPONSE Escarosa Career Center-based Disabled Veterans’ Outreach Program (DVOP) and Local Veterans’ Employment Representative (LVER) staff work closely with other community partners, educational institutions, and state/federal agencies in efforts to maximize potential career opportunities for veterans. A local DVOP is assigned to the Pensacola Veterans’ Administration Vocational Rehabilitation and Employment Center (VA VR&E). Local DVOPs and LVERs actively facilitate and participate in monthly Transition Assistance Program (TAP) events onboard our local U.S. Navy installation. DVOPs and LVERs liaise with Guard and Military Reserve units regarding services to returning veterans and their dependents and collaborate with University of West Florida and RWB2 Veterans’ Program staffs to promote and administer a locally-developed “Hometown Heroes Teach” Project that targets returning/relocating war-on-terror wounded and disabled veterans. The objective: assist qualified and interested veterans to acquire Florida Teacher Certifications and to become teachers with the Escambia, Santa Rosa and Okaloosa County School Districts. DVOPs and LVERs facilitate and participate in employer marketing services, employer job fairs, etc. Our Veterans’ Program staff is considered key players and team participants in local business development activities and employer marketing efforts. They are major contributors to long-range workforce planning, team performance and customer-service goals and objectives. Local efforts to promote positive benefits and productivity within our career centers subsequently result in the development of employment opportunities for veterans. Locally, services to veterans are a total one-stop responsibility and not just an assignment levied on the DVOP and LVER. All Escarosa Career Center partner staffs will continue to be trained and tasked to identify veterans, especially veterans who are disabled and/or with barriers to employment and to ensure that positive workforce services are provided. Veterans’ Program DVOPs and LVERs will continue to be cross-oriented in all career center workforce programs. Cross-orientation will better prepare Veterans’ Program staff to better serve area veterans more effectively and efficiently. SECTION F.2. b. INSTRUCTION How outreach and organizational visits for veterans are conducted; RWB RESPONSE DVOPs and LVERs, as well as other staff, will continue to conduct outreach, maintain organizational contacts and conduct employer visits to promote the one-stop system’s Veterans’ Program. Veterans’ Program staff – together with other partner staffs – will continue to promote Florida’s Employ Florida Marketplace, President’s National Hire Veterans Committee and Hire Veterans First websites – all of which is accessible to both employers and job 27 seekers. Local Veterans’ Program staff will lead, promote and assist with facilitating Veterans’-oriented campaigns, Veterans Job Fairs, Veterans’ Day/special celebration events, press releases, etc. To address the needs of employers interested in hiring veterans, Escarosa Career Center staff will take a coordinated approach to marketing and include career center business representatives, LVERs and DVOPs, and other one-stop system staff. Other community players – such as economic development, chambers of commerce, educators, etc. – will be invited to participate, as appropriate. Florida’s one-stop delivery system – which includes Escarosa Career Centers – is the ultimate productive conduit and linkage between employers and veteran job seekers. Marketing brochures and tools will be developed to target veterans and employers resulting in increased job opportunities for veterans. Local media and awareness campaigns will be carried out as needed. SECTION F.2.c. INSTRUCTION How the Disabled Veterans Outreach Program specialists and Local Veterans Employment Representatives staff are fulfilling their required roles and responsibilities as indicated in the State Veterans plan at: http://www.floridajobs.org/pdg/vets/Fy07StVetsSrvPlan080706.pdf; RWB RESPONSE To ensure priority of service, all veterans will be identified upon entering the one-stop system and are provided “core” level services. A needs-based approach is used to identify veterans with special needs and who are then referred to the DVOP or LVER for appropriate services. Veterans interested in employment are registered in the State’s internet-based EFM/OSMIS. Veterans with barriers to employment receive an initial assessment and “intensive” level case management services. Workforce employment and training program services will be provided in the following order of priority: • • • • Special Disabled Veterans Disabled Veterans Other Eligible Veterans Certain Spouses and Other Eligible Persons Other one-stop system services, such as those listed below, will also be provided according to the above mentioned order of priority: • • • • • • Referrals of qualified veterans to new job openings – especially federal contractor job orders, prior to all nonveteran job referral activity Job Skills Workshops and Job Clubs for veterans Job Fairs for veterans RWB websites promoting services to veterans Job referrals via e-mail Veterans Stand Down activities In order for the Florida workforce system to promote and maximize the employment of Florida’s Disabled Veterans, Veterans, Military Families, and Florida National Guard Members and Military Reservists, we must utilize the complete menu of Escarosa Career Center system resources. Escarosa Career Centers DVOPs, LVERs and other partner staff provide priority workforce services on all workforce programs for disabled veterans, injured military members and their families (meeting program criteria) and veterans. 28 Available career center services include: • • • • • • • • • • • • • • Job Search and Placement Assistance Career Planning and Counseling Case Management and Job Coaching Referral to and Enrollment in WIA training programs Labor Market Information Referral to Education and Training Programs Tutorials for training Resume Assistance Veterans’ Job Fairs Transition Assistance Program services for separating and retiring military members and their spouses Referral to Entrepreneurship programs Career Enhancement Seminars Career Resource Center Services Other Workforce Services In addition, DVOP/LVER staff work closely with U.S. Department of Defense (DoD), Department of Veterans’ Affairs (VA) Florida Department of Veterans’ Affairs (FDVA), Department of Defense Family Support Centers, Florida’s County Veterans Services Officers (CVSO), Veterans’ Services Organizations (VSO), and Florida’s National Guard/Reserve units to coordinate information/assistance related to the following: • • • • Education/training and rehabilitative services via the VA Vocational Rehabilitation and Employment (VR&E) Program Organizational outreach by and contact with VA Medical Centers and Outpatient Clinics, FDVA and CVSO offices, and other veterans’ service providers and advocates Florida Transition Assistance Programs, which provide important employability skills training and other benefits information to military members and their spouses Disabled Transition Assistance Programs offering transition and benefits assistance to disabled veterans SECTION F.2.d INSTRUCTION How technical assistance and best practices can be provided to improve services to veterans. RWB RESPONSE Florida’s workforce system and Escarosa Career Center staff are also involved in several special initiatives, programs and partnerships that directly benefit and serve the needs of severely injured military members and their families, disabled veterans, Veterans, Florida National Guard members and Military Reservists, and families of military members killed in action. These initiatives include, but are not limited to: • VA VR&E Program – All returning disabled/injured veterans will be exposed to education/training and rehabilitation services via the VA VR&E. • Military Family Employment Advocacy Program – delivers employment assistance services through military family employment advocates co-located within the Escarosa Career Center, Pensacola, FL This program serves spouses and dependents of active duty military personnel, Florida National Guard members and military reservists. • Citizen Soldier Program – a matching grant program for private sector employers in the State who provide wages to employees serving in the U.S. Armed Forces Reserves or Florida National Guard while those 29 • • • • employees are mobilized and on federal active duty. Marketing and Media Campaign(s) – events targeting veterans, disabled veterans, and employers utilizing the “HireVetsFirst” website; Job Fairs and Career Expos; and partnerships with “Coalition to Salute America’s Heroes”. REALifelines and FDVA projects -- Efforts to effectively coordinate and share information on returning injured veterans and their families so that those same veterans can benefit from Florida One-Stop Career Center and DVOP/LVER services. Florida National Guard Rapid Response Services – An AWI-RWB effort to ensure that returning Florida National Guard members and their families are updated on workforce employment and training and services aimed at helping them to return to/acquire employment. Hometown Heroes Teach Project – a locally developed two-year initiative that is approved by Workforce Florida, Inc and funded by WIA Adult Program dollars. Objectives: to outreach and recruit as many as 50 wounded war-on-terror and disabled veterans for enrollment into the University of West Florida’s Florida Teacher Certification Program. Once certified as a Florida Teacher, each of those veterans will be gainfully employed with Escambia, Santa Rosa and Okaloosa Country School Districts. Post-placement case management and other necessary workforce services will be provided by Escarosa Career Center DVOP/LVER staff for injured military members, their families, and the families of military members killed in action, at six and nine month intervals. All services and related activities will be documented in Employ Florida Marketplace/One-Stop Management Information System. Best practices for our area has included a co-sponsored job fair with RWB 2 the first of November, and joint meetings between the 6 regional boards in northwest Florida. The regional meetings allow for all veteran staff to share ideas, best practices, identify common concerns and possible solutions, and identify technical assistance needed in various areas. Through this process, the six RWBs have identified common areas of technical assistance needed and will request regional training to address this need. By co-sponsoring training and job-fairs, better utilization of funding is achieved as well as internal resources for solutions to issues. In addition to the above, Escarosa and the other RWBs are exploring a new website to assist our veterans and also military personnel with employment assistance. The website, www.myfloridamilitary.com, will offer video resume’ capabilities as well as chat-rooms for employers and job seekers to meet and greet each other without divulging personal information. Once up and running, if it proves to be successful, the website can be shared with other RWBs for their use as they deem appropriate. 3. Migrant and Seasonal Farm Workers Specific planning requirements for services to MSFWs are contained in 20 Code of Federal Regulations (CFR), Part IV 651, 653 and 658 Services for MSFWs. These regulations require each significant MSFW One-Stop Career Center to develop an Outreach Plan designed to contact MSFWs not reached by usual One-Stop Career Center intake. The Outreach Plan should reflect the policies contained in 20 CFR, Part 653, Subpart 3, Section 653.107(b) and its specific guidelines for completing the Outreach Plan. a. List of significant bilingual One-Stop Career Centers Belle Glade One-Stop Career Center—RWB 21 Bradenton One-Stop Career Center—RWB 18 Fort Pierce One-Stop Career Center—RWB 20 30 Homestead One-Stop Career Center—RWB 23 Immokalee One-Stop Career Center—RWB 24 Quincy One-Stop Career Center—RWB 5 Wauchula/Sebring One-Stop Career Centers—RWB 19 Winter Haven One-Stop Career Center—RWB 17 b. MSFW Outreach Plan format Using the format below, please develop the MSFW Outreach Plan. Attach copies of the local operating processes and or procedures for the MSFW program. SECTION F.3. b.1. INSTRUCTION Assessment of Need; RWB RESPONSE Not Applicable SECTION F.3. b.2. INSTRUCTION Assessment of Available Resources; RWB RESPONSE Not Applicable SECTION F.3. b.3. INSTRUCTION Proposed Outreach Activities Note: Each MSFW outreach specialist is required to have a minimum of five "quality" contacts of MSFWs per staff day. A quality contact is defined as a contact with an MSFW where a reportable supportive service is provided and documented with the MSFW's name and social security number. The five MSFW contacts per staff day requirement apply only to the MSFW outreach specialists and not to other staff resources utilized. RWB RESPONSE Not Applicable SECTION F.3. b.4. INSTRUCTION Worksheet ETA 5173; RWB RESPONSE Not Applicable SECTION F.3. b.5. INSTRUCTION Affirmative Action Plan; and RWB RESPONSE Not applicable 31 SECTION F.3.b.6. INSTRUCTION Bilingual Office Plan. RWB RESPONSE Not Applicable SECTION F.3.c. INSTRUCTION Describe the process for providing the required services and activities, such as employer job orders, outreach to the Agricultural Employers, and the MSFWs. RWB RESPONSE Not applicable SECTION F.3. d. INSTRUCTION Describe the process for meeting the minimum service level and Equity Ratio Indicators (see the Employ Florida Market Place System at https://www.employflorida.com/). RWB RESPONSE Not applicable 4. Rapid Response The rapid response unit is the State’s central point for identifying layoffs and plant closings. This includes receiving the Worker Adjustment Retraining Notification notices from employers as required by federal laws. Key strategies in Florida’s system are to provide occupational information and skills training to include incumbent workers who are at risk of losing their jobs and to provide immediate reemployment assistance for dislocated workers. These efforts are intended to enable workers to make the transition to new employment as quickly as possible and to lessen the period of unemployment; thereby, decreasing the need for Unemployment Compensation and other supportive service benefits for workers. Rapid Response Dislocated Worker Unit Organizational Structure The WIA requires each State to establish a rapid response dislocated worker unit to carry out statewide rapid response activities. WIA 2000 authorizes WFI, to expend Title I WIA funds for rapid response and designates the AWI as the administrative entity for rapid response activities. The rapid response unit is the State’s focal point in dealing with the dislocation of Florida’s workers. The unit has the capacity and capability to carry out the specific rapid response duties and responsibilities mandated by both WIA and WIA 2000. 32 A. Describe the procedures for the following rapid response activities and attach a copy of the local operating procedures for the rapid response activities below. SECTION F.4.a. INSTRUCTION Describe the process for meeting the following minimum service level and Equity Ratio Indicators (see the Employ Florida Market Place System at https://www.employflorida.com/). 1. Arranging on-site employer/employee visits and informational sessions; 2. Developing rapid response visit reports; 3. Administering employee surveys; 4. Developing event response plans; 5. Coordinating reemployment services with One-Stop Career Centers; 6. Reporting the employment situation of State employees; 7. Rapid response-related performance measures and goals; 8. Rapid response dislocated worker unit staffing; and 9. Public awareness. RWB RESPONSE Rapid response activities will be provided in accordance with all applicable federal, state, and local requirements/procedures. In most cases, Escarosa and its ECC staff meet on-site with applicable company managers and employees to provide those services. Surveys are discussed with the employer during the intial meeting and copies are provided. It is explained that the surveys are a vital component in Escarosa’s planning relating to retraining, educational information, job development, outside employer recruitment in need of skill sets of the dislocated workers, and salary information. Surveys are gathered at various intervals dependent upon the employer and the actual date of dislocation. Related information will be presented orally and in writing to the employer and employees, and plans of action to be taken by the ECC will be determined based upon need. Employers are asked to provide convenient times for either group presentations or one-on-one presentations onsite, if at all possible. WIA Dislocated Worker Program eligibilities will be determined on-site or at the ECC – as appropriate. Both pre- and post-layoff activities and services will be tailored to the needs of company management and employees who are being impacted by downsizings/closures. Dislocated workers who require Intensive level Case Management services will be determined eligible for and registered/enrolled into the WIA Program. Their activities will be reported and tracked via EFM and their outcomes will count against the region’s WIA performance standards. Escarosa will coordinate and report its WIA Dislocated Worker Program Rapid Response activities to AWI and local partners (e.g., ECC staffs, education, economic development, etc.), committees and Board of Directors, as appropriate or as requested. SECTION F.4. b. INSTRUCTION Describe the process used to ensure that rapid response assistance and appropriate core and intensive services as described in Section 134 of the WIA are made available to the workers for whom a petition for TAA has been filed. RWB RESPONSE TAA services are a part of the WIA Intensive Level services contract with Pensacola Junior College. The employee who is responsible for TAA is also the individual who has responsibility for the Dislocated Worker 33 program and Rapid Response services to employers and their employees. As all of the above programs are inter-related, this individuals ensures that all services available are made known to the employer and affected employees. Internal monitors review TAA certifications, services and ensures rapid response assistance and appropriate core and intensive services are documented within the participant’s folder and EFM. 5. Trade Adjustment Act The TAA program for workers was created by the Trade Act of 1974. The Trade Act has been amended several times since its initial enactment. The TAA Reform Act of 2002 (Public Law 107-210) was signed into law on August 6, 2002. It repealed the North American Free Trade Agreement-Transitional Adjustment Assistance program, reauthorized the TAA program, and implemented reform to the TAA program. These reforms expanded the program’s coverage and provided an opportunity to ensure that effective strategies are utilized to help trade-affected workers obtain new employment. It is essential that the RWBs move tradeaffected workers into new jobs as quickly and effectively as possible so that they continue to be productive members of the workforce. To this end, the intervention strategies used for program benefits and services will be aimed toward rapid, suitable, and long-term reemployment for adversely affected workers. Under the Trade Act, as amended by the TAA Reform Act, the RWBs must: Increase the focus on early intervention, upfront assessment, and reemployment services for adversely affected workers; Use One-Stop Career Centers as the main point of participant intake and delivery of benefits and services; and Maintain fiscal integrity and promote performance accountability. SECTION F.5. INSTRUCTION Describe the process for ensuring that the TAA program staff, at the regional level, are not merit employees. RWB RESPONSE All TAA program staff are subcontracted through Pensacola Junior College as part of the WIA Intensive Level services contract. Wagner Peyser staff as well as VETS staff are not involved in TAA. Wagner Peyser and VETS staff are the only employees co-located in our Career Centers who are state, merit-staff employees. All TAA petitions and certificates are forwarded to our subcontractor who is the entity responsible for meeting with the employer and employees. All training services are approved in accordance with state guidelines. 6. Job Corps Job Corps is the nation’s largest residential education and training program for low-income youth between the ages of 16 and 24 years of age. The Job Corps’ mission is to help low-income youth become responsible, employable and productive citizens by providing training that 34 will assist students in accessing technology and developing skills needed for successful participation in the workplace. The AWI has a multi-year contract with USDOL to provide outreach and admission services throughout the State of Florida. A statewide team of 26 Outreach and Admission Counselors recruit, determine eligibility, recommend and maintain contact with Job Corps applicants/students. Students are assigned to Job Corps centers in Florida, Georgia, North Carolina, Kentucky and Tennessee. Job Corps activities are authorized and governed by the WIA of 1998, Public Law 105-220, 20 CFR 638.400, 638.401, 638.402 and USDOL Office of Job Corps Policy Instructions, Chapter 1 and 5. Provide a description of how the following will be implemented in the region and attach a copy of the local operating procedures for the process(s). SECTION F.6. INSTRUCTION a. How the Job Corps territory will be divided when there is more than one Admission Counselor; b. How referral sources such as the local school system and community-based or faithbased organizations will be contacted and communicated; c. The process for outreach and marketing services, ensuring and tracking referrals from other youth programs to Job Corps and from Job Corps to other youth programs; d. The process for tracking Admission Counselors’ success in recruiting and retaining participants for the program; e. The process for providing services to applicants when the Admission Counselors are out; f. Cross training of Job Corps and other staff on Job Corps policies and procedures, workforce service programs, and resources available within the one-stop system. RWB RESPONSE Escarosa does not have an Admission Counselor located in our One Stop. The Job Corps Admission Counselor is located in RWB 4 and provides on-site services at the ECC one day per month. The ECC displays and provides Job Corps information to interested parties. Escarosa personnel are aware of the Job Corps program and provide referrals to the Admission Counselor located in region 4. 7. Youth Programs The Strengthening Youth Partnerships will continue to be the vehicle by which the federal Shared Youth Vision will be implemented in all participating state agencies and organizations. The following goals have been identified as being appropriate: -To build consensus for a policy on the preparation of youth for employment in targeted demand occupations. 35 -To develop regional alliances among workforce, education, state agencies serving the most at-risk youth, economic development, housing, faith and community-based organizations, and transportation stakeholders to better meet the needs of businesses within a region by creating a pipeline of youth who have the hard and soft skills to enter targeted demand occupations. -To create a blueprint for state level stakeholders to facilitate the creation and growth of state/regional/local alliances. -To provide a forum for local, regional, and state level stakeholders to exchange information and ideas on new initiatives, cross-agency planning, promising practices, and data-based decision making. -Increase the number of high school graduates as well as completers; -Increase the number of youth who obtain a job that provides a living wage; and -Encourage statewide employer/employee associations and chambers of commerce to work together with RWBs, school districts, and post-secondary institutions to help first-time workers enter and advance in the workplace. SECTION F.7.a. INSTRUCTION Describe how the above strategic goals for youth will be implemented in the region. RWB RESPONSE Escarosa is partnering with the Escambia and Santa Rosa County School Districts, Gulf Power Company, TEAM Santa Rosa, Pensacola Chamber of Commerce, Santa Rosa Chamber of Commerce, and the University of West Florida to apply for certification under the Ford Career Academy Innovative Community (CAIC). The process requires a community collaboration to address Career Academies in both counties as they relate to local industry, and will work to bring projects, curriculum and outcomes together under one umbrella. Through the hard work of the Pensacola Chamber of Commerce and Gulf Power, Escambia and Santa Rosa Counties have been awarded a $20,000 grant from the Ford Foundation to form a community collaborative to develop a strategic plan. The plan will address a community wide effort for coordination of youth services and programs; Career Academies and related curriculum between the two school districts; ties to future economic development efforts; specific industries and related skills training; placement services; and articulation agreements to post-secondary educational training programs. This initiative not only addresses Strengthening Youth Partnerships, but will also address SB 1232. Youth contracts for PY 2008-2009 shall be developed around the Ford CAIC process and the results of this effort. Requests for Proposals will be developed to support the Career Academy Innovative Collaboration process and direction will be taken from their recommendations. The above efforts between Escarosa, the school districts, community college, university, economic development and business will directly build a consensus on what training should be provided in which demand occupations through career academies and post-secondary education. By working together on the CAIC project as well as SB 1232, a community initiative will be finalized to address demand occupations for our youth. In addition to working with the organizations listed above, Escarosa will coordinate efforts with the Department of 36 Juvenile Justice and DCF for youth who are juvenile delinquents and/or are in foster care. The Youth Development Council of the Board of Directors has a good mix of committee members to include business and community based organizations. One of RWB1’s service providers is Children’s Home Society who works with and reaches numerous community and faith-based organizations. The Director for Escarosa also sits on various boards to include two enterprise zone boards, two Early Learning Coalitions, Pensacola Chamber’s Workforce Capacity Committee, FORD CAIC Advisory Committee, United Way Poverty Solutions Team, School district’s Bridges Out of Poverty Management Team, and various other boards to ensure all efforts are streamlined to achieve self-sufficiency for residents of our two county area. By working with the community Escarosa maintains a high level of involvement and input into the direction we as a whole are moving. The goal of all efforts on behalf of Escarosa is to address and prevent youth from dropping out of high school and to increase the employability of all youth served. By working with local career academies and post-secondary education Escarosa hopes to see higher employment in our youth populations at a higher wage rate then previously recorded. From the cooperation seen over the past six months within our two county area, it is fully expected that local chambers, economic development, districts and colleges are committed to youth efforts and assisting first-time workers in entering and advancing in the workplace. Over this past year, Escarosa and RWB 2 have co-sponsored job fairs and participated in each other’s Workforce Summits held this past summer. Escarosa works very closely with RWB 2 and also RWB 3, 4, 5 and 6 on regional initiatives such as WIRED to promote regional economic growth. In addition all 6 RWBs have formed a Northwest Florida Consortium to offer support and collaboration among our regional areas. Through this process we have brought in regional stakeholders from all 6 boards thereby encompassing 16 counties in NW Florida. Through this and Florida’s Great Northwest, business, economic development, and education have been more regionally approached and discussed to promote job opportunities and to share ideas on how to better succeed with our youth and employment programs. SECTION F.7.b. INSTRUCTION Describe the procedures that will be implemented to target and provide workforce services to youth with the following barriers: aged out of foster care; youthful offenders; out-of-school youth; basic skills deficient, etc. RWB RESPONSE Currently, Escarosa contracts with the Escambia School District, Santa Rosa School District and Children’s Home Society for youth services. All three contractors are required to serve 30% out-of-school youth who have additional barriers to success. Children’s Home Society works with many youth who have several barriers to include basic skills deficient, offenders, foster care, and relative-care giver situations. All three contractors recruit youth through current district programs and/or community programs; work with faith based organizations, and post-secondary institutions to identify and recruit out-of-school youth who may be seeking services. c. SECTION F.7.c.1 Provide the local definitions for the following youth programmatic elements: INSTRUCTION Provide the local definition for those youth requiring additional assistance to complete an educational program or to secure and hold employment; and RWB RESPONSE Escarosa will use the following local definition to define “requires assistance to complete an educational program or 37 secure and hold employment”, • • • • The youth has reading, language, or math skills below the 9th grade level; and/or The youth has little to no previous work history in a demand occupation; and/or The youth has an identified barrier to include offender, pregnant or parenting teen, high school dropout, homeless, disabled, is long-term unemployed, and/or receiving public assistance; and/or Is considered to be “working poor” or economically disadvantaged. SECTION F.7.c.2 INSTRUCTION Provide the local definition for locally identified “additional” barriers to employment for youth served under the “five percent window” (for youth who are not low income), as referenced in 20 CFR 664.220. (Note: The additional barrier is only applicable to youth served under the “window.” The list of allowable barriers for low-income youth does not provide for a locally established additional barrier). RWB RESPONSE To qualify for Workforce Escarosa WIA Youth Program services, youth (ages 14 – 21 years) who are not lowincome, must possess two or more of the following barriers: • Deficient in basic literacy skills • School dropout • Homeless, runaway or foster child • Pregnant or parenting • Offender • Individual (including youth with a disability) who requires additional assistance to complete an educational program or to secure and hold employment 8. Welfare Transition Program/TANF For the WT/TANF section, please provide narratives responding to the following informational requests as required by 45 CFR 261, Interim Final Rule, State of Florida TANF Plan, Florida Statutes, Sections 414, 445, Personal Responsibility Work Opportunity Act, State Guidance. Where requested, please provide assurances and/or short explanations of local processes. If the RWB has a local operating procedure that meets all required elements of the section, the RWB may attach the document and simply refer to the local operating procedure. a. Applicant Services 1. Please describe the regional WT/TANF work registration process. Please ensure that the process includes the following in the RWB’s description. INSTRUCTION SECTION F.8.a.1. a. When and how applicants are advised of WT/TANF program rights and responsibilities; i. Including grievance processes ii. Including application of anti-discrimination laws 38 b. When and how applicants are engaged in a work activity; c. When and how applicants with limited abilities are provided exceptions to the work activity requirements; d. How applicants are assessed for diversions to cash assistance during work registration; e. When participation in the work registration process and program engagement is entered in the data entry system. RWB RESPONSE a. Participants are provided information on grievance processes and anti-discrimination laws both verbally and in writing at the WT Orientation. The Orientation is conducted in group settings if at all possible; however, it may be delivered one-on-one if needed. b. Work registration begins with the applicant visiting the Department of Children and Families (DCF) or by applying online at one of several designated sites. DCF directs the applicant with his/her Work Registration Referral and an application process sheet regarding the work registration process to the Regional Workforce Board (RWB). The applicant is told either verbally or in writing, that in order to continue the process of becoming eligible for TANF, he/she should attend the next scheduled work registration session at the career center that is closest to where the applicant lives. The work registration session is a mini-orientation which includes counseling the applicant and encouraging him/her to become familiar with the Escarosa Career Center Resource Room as an employment resource. The WT Opportunities and Obligations form is read, discussed and signed by the applicant. The applicant is also provided with general information about support services, work activity requirements, sanction and good cause policy as well as a short review of applicant rights. In addition, the applicant completes the One-Stop Universal Application. Applicants who are unable to attend a group work registration session will be given a one-on-one registration. Applicants who complete this process successfully are determined “work ready.” The applicant’s Work Registration referral is completed by RWB staff and returned to DCF for further processing. Once the applicant has been approved for TANF and the RWB receives a computer alert from DCF, the participant is scheduled for a more intensive orientation. c. If a participant comes to WT CCMS indicating that they are unable to complete any work activity due to a valid deferral reason (listed later), the CM will evaluate the possibility of a temporary activity deferral. Participants claiming a medical limitation will be given the WT Medical Deferment Release Forms. The participant will take this form to his/her doctor to be filled out within 10 working days or a date approved by the CM. This will determine if a medically deferred activity will be assigned. If the requested deferral is due to reasons other than medical limitations, then the CM will use the procedures outlined below: A. Make monthly contact with each participant. The participant will be required to provide an update on his/her medical condition, treatment plan and status of Social Security Insurance (SSI) or Social Security Disability Insurance (SSDI). All provided documentation will be copied and retained in the case file. All medically deferred participants will sign an IRP or an alternative plan. Refer participants to DCF for an exemption if they are caring for a family member who lives in the same household. Have participants sign the Voluntary Participation for Medically Deferred Form if they choose to voluntarily work against medical advice. Complete Hardship Extension Review Form for all medically deferred participants in their last six months of eligibility, and if appropriate, assign medical work experience. B. C. D. E. 39 Refer all short-term medically deferred participants to job developers for follow up. Other deferral: A deferral from work activity can also be made if the participant falls into one of the following categories: Deferral due to Lack of Childcare — A participant who is unable to attain the necessary childcare that would allow that participant to complete the assigned work activities may be granted a temporary deferral from work activity. A participant would have to have a notice from PJC/School Readiness Services indicating that childcare is not available to the participant before a deferral can be made. Deferral due to Lack of Transportation—A participant who is unable to complete a work activity due to excessive cost of transportation may be temporarily deferred. This cost would have to exceed $70.00 per day in travel expenses and must be verified through the transportation specialist. Deferral due to other reasons—A participant who is unable to complete the required work activity due to special circumstances may be granted a temporary deferral from work requirements. These situations will need to be discussed with a supervisor before a deferral can be made. Domestic Violence (DV) – DV participant may be deferred from work activities but an alternative plan must be in place. d. Up-Front Diversion assistance shall be provided to an applicant who does not need ongoing financial assistance; however, due to an unexpected circumstance or emergency situation, does require some immediate assistance to seek or retain employment. CMS will determine eligibility for Up-Front Diversion on a case-by-case basis at the first contact with the participant, and DCF will remit Up-Front Diversion payments, vouchers, or other in-kind benefits. Diversion assistance may not exceed $1,000 and the assistance group must sign an agreement that restricts the family from applying for Temporary Cash Assistance for three (3) months. Participants applying for cash assistance before the three (3) month waiting period will be required to fill out the Diversion Services Emergency Criteria Form. This process accesses the participant’s individual situation and determines whether or not they are currently employed; will be laid-off/hours reduced due to a “fixable” situation; whether or not upfront diversion could prevent a lay-off, reduced hours and prevent the individual from receiving cash assistance. WT staff review the situation with participant and discuss options. If it is determined that upfront diversion is applicable, all aspects of the service is explained at that time. Participants approved to receive Up-Front Diversion may be eligible to receive transitional childcare as funding permits. They will not be eligible for any other Support Services. Once the applicant has been approved for TANF and the RWB receives a computer alert from DCF, the participant is scheduled for a more intensive orientation. Work registration is entered at the time the participant completes the Work Registration overview. 2. Please describe the RWB’s Up-Front Diversion review process: SECTION F.8.a.2 INSTRUCTION Describe how the Up-Front Diversion process is incorporated in the work registration process. If RWB provides Up-Front Diversion services to applicants through TANF formula funds, please describe the type of supportive services. RWB RESPONSE Upfront Diversion is discussed during the Work Registration mini-session. Region 1 does not provide upfront diversion services with TANF formula funds. Upfront Diversion is discussed and assessed upon initial contact with participant at the same point in time that work registration processes are being implemented. 40 3. Does the region have a promising practice for the WT Work Registration process? SECTION F.8.a.3 INSTRUCTION a. If yes, please describe the promising practice for serving applicants. b. Please describe how the Up-Front Diversion process is incorporated in the WT Work Registration process. RWB RESPONSE a. At the time the participant applies for TANF, DCF refers the individual to Work Registration and is instructed to make contact with the WT program. Initial services includes intensive job search assistance and job leads. During the first four weeks, participants will attend sessions where a variety of assessments will be administered. Participants who have completed an assessment within six months are not required to redo assessments. These assessments include: academic, interest, ability, psychological evaluations, substance abuse and domestic violence screenings. “b” is addressed in questions F.8.a.2. above. b. Mandatory Services 1. Describe the RWB’s process for informing mandatory WT/TANF participants of their rights; how and when they are informed of the following: SECTION F.8.b.1. INSTRUCTION a. The right to receive domestic violence services, mental health counseling and/or substance abuse counseling if eligible; b. The right and the process to have their case reviewed by a supervisor; c. The right to be treated equitably under the anti-discrimination laws; d. The right and the process to file a grievance; e. The right and the process to report good cause for failing to participate in a required activity; f. The ability to be excused from or rescheduled for an activity and the process to do so. If the RWB requires documentation to support missing activities or good cause, please describe what type of documentation is required, what failures require documentation to support good cause and when documentation is required to be submitted to the RWB/provider. RWB RESPONSE “a – e” above are discussed during the WT Orientation. The following forms and information are provided at the point of Orientation to the Welfare Transition Program. 1. TABE Referral 2. Statement of Purpose for Collecting Social Security Numbers 3. Pensacola Junior College Release Authorization 4. CWEP Profile Sheet 5. WT Opportunities and Obligations 6. WT Release Authorization Form 7. WT Calculation of Participant Rate 41 8. Statement of Declination of Child Care and/or Transportation Benefits 9. CWEP Responsibilities Form 10. WT Available Services 11. WT Job Development Referral Form 12. Grievance / Complaint Hearing / Appeal Procedures Form (this process includes supervisor reviews, filing a grievance and anti-discrimination laws. 13. Core Value Handout-Out 14. “Guidelines for Job Hunters” Hand-Out 15. During the orientation, all participants will be required to complete an Employability Reliability Inventory 16. Domestic Violence will be discussed in universal terms as well as mental health counseling and substance abuse. 17. A WT Child Care review is conducted by Pensacola Junior College Staff. Childcare needs and arrangements are discussed. Participants are strongly encouraged to complete future needs regarding childcare. During orientation, WT staff review all signed forms. For “f”, Participants must provide “good cause” documentation or make arrangements with the CM to provide documentation within three (3) working days of their failure to comply. Good cause reasons are listed below: A. B. Lack of childcare: if the participant can furnish documentation from PJC/School Readiness services that child care cannot be provided. Domestic violence: if the participant provides documentation that compliance would present a danger due to domestic violence or if, during counseling, the participant expresses a fear of danger due to domestic violence. Good cause may also be given if the participant suffers mental or physical impairments related to past occurrences of domestic violence. In all domestic violence situations, an alternative plan must be completed (Refer to “Domestic Violence,” Chapter IX, Exhibit “A”). Medical incapacity: if the participant can provide written documentation from a medical doctor that states the dates of the person’s incapacity. Provided that the date of the failed activity falls into the period noted in the document, then good cause may be given. Outpatient mental health or substance abuse treatment: if the participant provides proof that he/she attends treatment during the time of the assignment. The mental health or substance abuse professional must be recognized in the community and must provide verification of the participant’s attendance and participation in the program. Natural disasters: if the state declares a state of emergency for the area due to hurricane, tornado, flooding, etc. Employment: if the participant provides proof that states that he/she was unable to attend the assigned activity because of work requirements. Other: if the career manager determines that the participants did not participate due to circumstances beyond their control, good cause may be granted. C. D. E. F. G. 42 2. Describe the RWB’s process for informing mandatory WT/TANF participants of their responsibilities and when they are informed of the following: SECTION a. b. c. d. e. f. F.8.b.2. INSTRUCTION The responsibility to work with career center staff; The responsibility to participate in assigned activities; The responsibility to document and submit participation hours; The responsibility to report employment; The responsibility to accept suitable employment; and The responsibility to retain employment. RWB RESPONSE The above items are discussed and provided in writing at the time of the Work Registration Session which is the initial contact with the participant at the point of application to DCF for TANF; and also during the more extensive WT Orientation. 3. According to the Interim Federal Regulations 45 CFR 261. et. al., Florida was required to list all activities and services offered under each of the 12 work categories. Based on federal law, the State is required to ensure that services and activities that the RWB receive credit for the participation hours must meet federal and State definitions. Please describe services and activities offered by the RWB and each provider to meet participation requirements under the following work categories: SECTION F.8.b.3.a & b. INSTRUCTION a. Unsubsidized employment Describe the documentation accepted to support self-employment expenditures and earnings, which must be used to determine the hours completed. b. Subsidized employment: i. Describe how the RWB will ensure that participants engaged in subsidized employment activities will be supervised on a daily basis. ii. Describe how the RWB will document hours actually completed and the party responsible for signing documentation to support hours of participation. RWB RESPONSE Self-employment documentation must consist of copies of bank receipts/deposits; income tax filings; or statements from individuals for whom work was performed to include hours worked and wages received, plus full contact information on the individual who hired the participant RWB 1 requires self-employed individuals to provide money orders, checks, bank receipts/deposits, and/or income tax filings to show proof of income. In addition, statements from individuals for whom work was performed to include hours worked and wages received, plus full information on the proof/documentation of expenditures. The Career Manager will take the hours worked and divide by the gross income minus business expenses and then apply this amount to the federal minimum wage as verified by documentation presented. If the participant is engaged in subsidized employment, the supervisor designated by the employer will be the 43 individual required to sign all documentation and to provide hours worked. This may be documented through payroll records, pay stubs and/or timesheets. The supervisor designated will be required to also attest to the hours worked. Individuals participating in subsidized employment must also bring in money orders, checks, pay stubs, bank deposits, etc., to show proof of income. Another source of documentation is a recognized data base such as the Work Number (TALX). The supervisor designated by the employer will be the individual required to sign all documentation, to supervise the individual on a daily basis, and to provide signed hours of verification of work. This may be done by payroll records, pay stubs, etc. Staff will periodically call the work supervisor to verify daily supervision of the participant and insure that documentation of income is being performed. SECTION F.8.b.3.c. c. INSTRUCTION Job Search and Job Readiness i. ii. iii. Describe how job searches at the employer’s place of business (on-site job search) are supervised on a daily basis. Describe how the daily supervision is documented for “on-site” job searches and how each hour is accounted for. Describe how participants completing job readiness activities and job searches in the One-Stop Career Center are supervised on a daily basis. RWB RESPONSE Spring 2007 WT training given by the state emphasizes the need to have WT participants supervised on a daily basis and have thorough documentation of their activity hours. WT participants in Job Search and Job Readiness activities will be required to have documentation. If the participant is going out to a job site for an interview or submission of a job application, he/she must record a time in and a time out of the business they visited on their job search form. This form then must be initialed by the supervisor or manager at the job site. All information is spot checked by the career manager. The name of the employer, the date, phone number, and signature must be completely filled out. If the job readiness activity is at the one-stop career center, the participant must log the time in and the time out and must have the form initialed by the authorized staff member at the career center tasked with that activity. The participant will be required to hand in their documentation weekly. If the participant is attending substance abuse/mental health activities, documentation of their hours must be signed by the facilitator of the activity and the time sheet handed in to the career manager reflecting the hours of attendance. SECTION F.8.b.3.d. INSTRUCTION d. Community Service i. Describe the local processes that are followed to ensure the State that the community service worksites are conducted at not-for-profit agencies and for the benefit of the community. ii. Describe the worksite agreement process implemented by the RWB/provider. iii. Describe the information included in the worksite agreement. iv. Describe how the participants of the WT/TANF program are referred to the worksite provider to begin engagement. 44 v. Describe how the RWB ensures that participants are supervised on a daily basis during worksite engagement. vi. Describe how the RWB will document hours actually completed and the party responsible for signing documentation to support hours of participation. vii. Describe the steps the RWB has taken to protect employees of the community service provider against displacement. RWB RESPONSE Community Work Experience Program (CWEP) is job training at supervised public, or private non-profit agencies. This activity allows Welfare Transition (WT) program participants to learn and practice basic employment skills such as punctuality, regular attendance, getting along with peers and co-workers, how to follow directions, and learning to coordinate work and family obligations. The Service Provider for the CWEP WT component in RWB 1 is Escambia County Board of County Commissioners, Community Services Division. They have over 50 work site agreements with public and/or private non-profit agencies. The information included in the worksite agreements is: 1. Section 1 – Responsibilities of CWEP provider a. Shall only send eligible WT participants to the work site b. Shall provide child care, transportation, and other work-related expenses as needed by the WT participant to the extent funds are available c. Worker’s compensation liability and/or claims coverage will be provided by the State of Florida 2. Section 2 – The CWEP worksite shall a. provide program participants with a non-paid, job-training experience commonly referred to as work experience. b. The work site shall not disclose the WT participant’s status as a recipient of public assistance to anyone other than personnel authorized by the CWEP provider c. Make the terms and conditions of participant employment the same as for paid employees d. The work site agrees to develop a Training Outline and training to WT participants to enable them to obtain the knowledge and skills essential to adequately perform the job as described in the Training Outline. e. The work site agrees to complete daily attendance and periodic progress reports on WT participants. f. The work site agrees that no WT trainee shall displace a currently employed worker. g. The work sites will provide the necessary instructions, supervision, and equipment necessary to train the participant. h. The responsible party for supervising and documenting hours should will be on the Worksite agreement. All WT participants assigned to CWEP are given an initial appointment with a CWEP counselor. At this time the participant is assigned to a community work site. The counselor and participant will discuss the participant’s skills, interest, abilities, and any past work history. The work site selected should closely match the participant’s interests and career aspirations. Other factors include availability of job sites and the participant’s background. CWEP counselors visit the participant’s worksite weekly. During this time the counselor will ensure that the participant has been supervised on a daily basis, and pick up time sheets for participant hours (attendance sheets 45 must be signed by the supervisor). Participants are instructed that if they are late for work or miss work for any reason, they must call their CWEP site Supervisor and their CWEP counselor. CWEP counselor will report all participant no-shows within 48 hours of the non-compliance. Time sheets are collected weekly and participant hours are forwarded to the WT Career Manager no later than the third workday of the next week. Any participant that has not completed all required work activities each week shall be counseled by their CWEP Counselor. SECTION F.8.b.3.e INSTRUCTION e. Job Skills Training i. Describe how the RWB will ensure that participants engaged in this activity will be supervised on a daily basis. ii. Describe how the RWB will document hours actually completed and the party responsible for signing documentation to support hours of participation. RWB RESPONSE Workshop Facilitators will record the time in and time out for each participant attending the sessions and will forward the hours to the individual’s Career Manager. These activities occur within the ECC. Facilitators are onsite at the ECC and provide daily supervision at all times. SECTION F.8.b.3.f INSTRUCTION Education directly related to employment i. Describe how the RWB will ensure that participants engaged in this activity will be supervised on a daily basis. ii. Describe how the RWB will document hours actually completed and the party responsible for signing documentation to support hours of participation. iii. Describe how the RWB/provider will verify the participant’s satisfactory progress. RWB RESPONSE Education directly related to employment and individuals in a course of study leading to a GED are usually held in the educational lab of the one stop center. Participants include individuals working on their high school diplomas or GED equivalent. Other workshops such as life skills and language instruction are also offered. Time in/time out forms are recorded and verified by the lab coordinator and submitted to the career managers. Satisfactory progress on each individual is made by the lab coordinator via direct counseling with the participant and correspondence with the career manager. Satisfactory progress depends upon regular attendance and standardized testing administered at regular intervals by the lab instructor. Test types and results are recorded in the OSST system. SECTION F.8.b.3.g INSTRUCTION Satisfactory attendance at a secondary school or in a course of study leading to a General Equivalency Diploma) i. Describe how the RWB will ensure that participants engaged in this activity will f. g 46 be supervised on a daily basis. ii. Describe how the RWB will document hours actually completed and the party responsible for signing documentation to support hours of participation. iii. Describe how the RWB/provider will verify the participant’s satisfactory progress. RWB RESPONSE Education directly related to employment and individuals in a course of study leading to a GED are usually held in the educational lab of the one stop center. Participants include individuals working on their high school diplomas or GED equivalent. Other workshops such as life skills and language instruction are also offered. Time in/time out forms are recorded and verified by the lab coordinator and submitted to the career managers. Satisfactory progress on each individual is made by the lab coordinator via direct counseling with the participant and correspondence with the career manager. Satisfactory progress depends upon regular attendance and standardized testing administered at regular intervals by the lab instructor. Test types and results are recorded in the OSST system. SECTION F.8.b.3.h INSTRUCTION h. Providing childcare services i. Describe how the RWB will ensure that participants engaged in this activity will be supervised on a daily basis. ii. Describe how the RWB will document hours actually completed and the party responsible for signing documentation to support hours of participation. RWB RESPONSE A WT participant who cares for children whose parent is participating in CWEP activities will receive hours of participation for the time spent in providing childcare services. The CWEP counselor will document the hours of the participation of the CWEP participant and submit to the WT Career Manager. The WT Career Manager will make phone calls to the participant providing child care to insure that the service is provided as documented by CWEP and to provide daily supervision. The WT Career Manager will then provide documentation for the same number of hours to the childcare provider participant as the number of hours the other participant has documented to CWEP. Case notes will be completed as to the place where the childcare was provided and the number of hours. In a two-parent family, one parent cannot count as participating by providing child care for his or her own child while the other parent participates in community service unless allowable by federal law. 4. Describe local processes regarding work activity engagement to ensure the elements listed below are followed: SECTION F.8.b.4. INSTRUCTION a. Individuals will not be assigned more than 40 hours per week; b. Individuals will not be assigned for the month to a community service or work experience work site greater than the hours calculated based on cash assistance combined with food stamps divided by the state minimum wage; c. The RWB will record hours on the Job Participation Rate (JPR) screen for the activity completed. Hours will not be attributed to an activity unless the services or engagement meet the activity’s definition; d. The RWB will ensure that unpaid work activities are supervised no less than daily by a responsible party outlined in local operating procedures. 47 RWB RESPONSE The WT Career Manager will assign participants to approved work activities (the first 20 hours in core activities). It is the Career Manager’s responsibility to insure that participants are not assigned more than 40 hours of activities a week. Career Manager’s will complete the state formula based on cash assistance combined with food stamps divided by the state minimum wage to arrive at participant hours. Career Managers are also tasked with the responsibility of insuring that hours will be recorded to an activity only if that engagement meets the activity’s definition. Career managers will record hours for each individual in the JPR screens only AFTER they have received documentation. Internal monitoring is now in place to monitor documentation and participant hours. Workforce Escarosa also has monitors who will review the WT process, participant hours, and documentation quarterly. SECTION F.8.b.5. INSTRUCTION Describe local processes for documentation of work participation. Describe local QA/QC processes for ensuring the documentation of work participation is being followed. RWB RESPONSE Workforce Escarosa has an extensive Welfare Transition Procedures Manual and this manual includes all local forms used for documentation of WT work participation. These forms are developed locally and approved by the Workforce Escarosa staff. These forms include time sheets, sign-in and sign-out logs, job search forms, and other documentation forms. Supervisor checks and internal monitoring insures quality control. SECTION F.8.b.6. INSTRUCTION Describe how the RWB will ensure that documentation to support hours in unpaid work activities is collected at minimum every two weeks. This includes participation in the TANF funded subsidized employment, On-the-Job Training (OJT) and self-employment. RWB RESPONSE Workforce Escarosa has established new procedures where participants will only receive their weekly transportation assistance if they bring in documentation of their previous week’s activities. Transportation assistance includes gas cards, bus tickets, and taxi. If the participant does not bring in their signed documentation of their previous week’s activities, he/she will not receive transportation assistance for that week. Since transportation assistance is given out weekly, documentation for participation hours will also be collected weekly. This documentation will be submitted to the Career Managers to be entered into the JPR screens. ALL STAFF IS TRAINED AND IS KNOWLEDGEABLE THAT HOURS OF PARTICIPATION ARE NOT TO BE ENTERED INTO THE OSST SYSTEM UNTIL DOCUMENTATION IS RECEIVED. Front line staff is coordinated and trained by experienced WT personnel and their work is monitored regularly by their supervisors. Front line staff does not enter information into the JPR screens. Only Career Managers record participation hours. SECTION F.8.b.7. INSTRUCTION Describe how the RWB will inform front-line staff that documentation to support hours in unpaid work activities, OJTs, TANF funded subsidized employment and self-employment must be collected before entering JPR data in the workforce system. RWB RESPONSE Workforce Escarosa has established new procedures where participants will only receive their weekly transportation assistance if they bring in documentation of their previous week’s activities. Transportation assistance includes gas cards, bus tickets, and taxi. If the participant does not bring in their signed 48 documentation of their previous week’s activities, he/she will not receive transportation assistance for that week. Since transportation assistance is given out weekly, documentation for participation hours will also be collected weekly. This documentation will be submitted to the Career Managers to be entered into the JPR screens. ALL STAFF IS TRAINED AND IS KNOWLEDGEABLE THAT HOURS OF PARTICIPATION ARE NOT TO BE ENTERED INTO THE OSST SYSTEM UNTIL DOCUMENTATION IS RECEIVED. Front line staff is coordinated and trained by experienced WT personnel and their work is monitored regularly by their supervisors. Front line staff does not enter information into the JPR screens. Only Career Managers record participation hours. INSTRUCTION SECTION F.8.b.8. Describe how the RWB will ensure that front-line staff do not enter hours of participation for unpaid work activities, OJTs, TANF funded subsidized employment and self-employment until documentation is received. RWB RESPONSE Workforce Escarosa has established new procedures where participants will only receive their weekly transportation assistance if they bring in documentation of their previous week’s activities. Transportation assistance includes gas cards, bus tickets, and taxi. If the participant does not bring in their signed documentation of their previous week’s activities, he/she will not receive transportation assistance for that week. Since transportation assistance is given out weekly, documentation for participation hours will also be collected weekly. This documentation will be submitted to the Career Managers to be entered into the JPR screens. ALL STAFF IS TRAINED AND IS KNOWLEDGEABLE THAT HOURS OF PARTICIPATION ARE NOT TO BE ENTERED INTO THE OSST SYSTEM UNTIL DOCUMENTATION IS RECEIVED. Front line staff is coordinated and trained by experienced WT personnel and their work is monitored regularly by their supervisors. Front line staff does not enter information into the JPR screens. Only Career Managers record participation hours. SECTION F.8.b.9. INSTRUCTION Deferrals: a. If a participant reports limited abilities, what is the process of putting the participant in deferral status? b. What alternative requirements are included in the Individual Responsibility Plan (IRP)? c. Is the individual required to complete vocational or other assessments? d. How are learning disabilities identified? e. If a participant has a learning disability, what other services are they offered? RWB RESPONSE When a participant is determined to be “medically deferred” by his/her CM, the participant will be transferred to the “medically deferred” Career Manager. The medically deferred Career Manager will: a. Obtain documentation that verifies the limitation and is signed by a medical doctor as define by the state. b. Make monthly contact will each participant. The participant will be required to provide an update on his/her medical condition, treatment plan and status of Social Security Insurance (SSI) or Social Security Disability Insurance (SSDI). 49 c. Have all medically deferred participants sign an Individual Responsibility Plan (IRP). Learning disabilities may be identified at any point along the individual’s participation in the WT program. They are usually identified through various assessments and interviews. Referral to Vocational Rehabilitation or another appropriate agency should be included in the Alternative Plan. d. Refer participants to DCF for an exemption if they are caring for a family member who lives in the same household. e. Assignment to activities is based on what the participant can do. f. Have participants sign the Voluntary Participation for Medically Deferred Form if he/she chooses to voluntarily medical advice. g. Complete an alternate plan when appropriate. h. Refer all short-term medically deferred participants to job developers for follow up. i. A Medical Monthly Contact Form will be mailed to all medical participants by the medical Career Manager. All vocational and other assessments must be completed on medically deferred participants unless a medical doctor specifies that they can not. c. SECTION F.8.c.1. Other INSTRUCTION Provide the relocation maximum allowable payment RWB RESPONSE There is no maximum allowable payment for relocation assistance provided the participant shows proof of the money amount required through his/her completed budget. Three quotes are required for relocation expenses and must receive prior approval from the Escarosa Assistant Director. Other factors concerning relocation assistance are covered in the WT Procedures Manual which is Attachment F. F.8.c.2 RWB RESPONSE There is one Career Manager that is assigned all domestic violence cases. All domestic violence files are kept in a locked cabinet in the office of the Domestic Violence Career Manager. All information is kept confidential and an alternative plan is developed for the participant if necessary. SECTION F.8.c.3. INSTRUCTION Other than Work Registration, describe when participants are notified of the opportunity to receive support services, counseling, etc. related to domestic violence. a. Briefly describe how applicants and participants who disclose a domestic violence issue are provided services specific to their needs. b. Describe how the RWB ensures that all domestic violence providers are trained and competent to provide such services. 50 RWB RESPONSE Please see Section F.19.e SECTION F.8.c.4. INSTRUCTION Describe the local Fair Hearing preparation and attendance process. a. Who attends the Department of Children and Families (DCF) administrative fair hearings related to the WT/TANF program? b. Describe the process of a supervisory review. c. Describe the process for preparing documentation for the Fair Hearing. d. Include the type of documentation the RWB traditionally presents. RWB RESPONSE The Department of Children and Families notifies the WT program of the time and date of fair hearings. All fair hearings are attended by both a WT supervisor and the Career Manager of the individual involved. Prior to the hearing, the supervisor and the Career Manager review the events and documentation which led to the adverse action. Copies of all documentation and notes related to the loss of benefits are made and taken to the hearing. Traditionally, the Career Manager presents case notes, appointment letters, Opportunities and Obligations forms signed by the participant at the fair hearing. SECTION F.8.c.5. INSTRUCTION Does the RWB use TANF funds for a locally developed special project? a. If yes, what population does the project serve? b. What TANF purpose does the project serve? c. Describe the eligibility requirements and documentation retained in the case file to support eligibility. Briefly describe the program. RWB RESPONSE Workforce Escarosa uses TANF funds for the Non-Custodial Parent Placement Program (NCPPP). The following is a description of the program. Of the four purposes allowed for the use of TANF funds, two of the purposes are present in this program and are 1) End dependence of needy parents by promoting job preparation, work and /or marriage, and 2) Encourage the formation and maintenance of two-parent families. NCPPP is a job assistance/training program involving private, local/state, governmental, and not-for-profit agencies. NCPPP is an individualized service adapted to meet the needs of the customer. This program includes employment preparation classes, job search assistance, job-placement activities, support services, short-term training, and counseling. These activities allow the non-custodial parents to learn practical employment skills and become gainfully employed. All services are offered through NCPPP locations in Escambia and Santa Rosa counties. The ultimate goal is for participants to meet their parental child support responsibilities, move into unsubsidized employment, and gain economic self-sufficiency. NCPPP adheres to the Welfare Transition Program (WT) "workfirst" philosophy. The basic program components include: 51 1. Intake 2. Orientation 3. Employability Skills Training 4. Assessment 5. Career Counseling 6. Job Development 7. Support Services 8. Documentation of Clients status in case notes 9. Employment Monitoring 10. Transitional Services 11. Short-Term Training B. Eligibility Requirements: The eligibility requirements for the NCPPP program are as follows: 1. There must be an open order for Child Support Payment 2. The child they are paying child support on must reside in the state of Florida. 3. If male and born after January 1, 1960, he must be registered for selective service 4. The child (participant is paying child support on) must either be receiving Federal assistance (Food stamps, etc.) or the non-custodial parent must meet the 200% of federal poverty levels. 5. Proof of citizenship When the Non-Custodial Parent (NCP) is referred to NCPPP, an application packet will be completed and forwarded to the Welfare Transition (WT) Eligibility Specialist. The application packet consists of the following forms: 1. 2. 3. 4. 5. Universal Pre-application The Non-Custodial and Child Eligibility form The NCPPP applicant statement Employment Eligibility Verification Form Must show proof of citizenship The applicant also must complete a Florida Jobs and Benefits Registration Worksheet which will be sent to the Senior Job Development Specialist at the Escarosa Career Center One Stop to be entered in the One Stop Service Tracking System (OSST). SECTION F.8.b.6. INSTRUCTION Does the RWB have an Individual Development Account (IDA) program? a. b. If yes, what population does the IDA project serve? Briefly describe the program. RWB RESPONSE No. 9. Food Stamp Employment and Training Program 52 For the FSET section, please provide short narratives responding to the following informational requests. If the RWB has a local operating procedure that meets all required elements of the section, the RWB may attach the document and simply refer to the local operating procedure. If the RWB does not implement an FSET program, indicate “does not operate an FSET program.” Local Operating Procedures Please refer to the recently approved FSET Program State Plan as a reference to assist in the preparation of the local plan (see the reference to the appropriate page number(s) in the State Plan). If a local policy exists which addresses any of the items below, refer to that local policy and include it as an attachment. a. Program Operation SECTION F.9.a.1 INSTRUCTION Describe the local staffing (case management) model used to serve participants. RWB RESPONSE Not Applicable SECTION F.9.a.2 INSTRUCTION Describe the local procedures for contacting participants after the referral has been received from DCF (through the overnight interface). Include the time frame involved and how this process is documented. RWB RESPONSE Not Applicable SECTION F.9.a.3 INSTRUCTION Describe procedures for notifying the participants of their opportunities and obligations while participating in the FSET Program. RWB RESPONSE Not applicable b. SECTION F.9.b “Work First” Approach INSTRUCTION Provide a description of the local procedures for ensuring the “work first approach” is utilized in serving participants in the FSET Program. 53 RWB RESPONSE Not applicable c. Program Activities and Components 1. Orientation, Assessment, and Upfront Job Search/WE-SIWE SECTION F.9.c.1.a. INSTRUCTION Describe the local approach for providing orientation and assessment in the FSET Program. Describe the assessment of the tools that are utilized and when the assessment is conducted. RWB RESPONSE Not Applicable SECTION F.9.c.1.b. INSTRUCTION Describe the local procedures used to refer participants to Upfront Job Search/Work Experience (WE) or Self-Initiated Work Experience (SIWE) when it is anticipated that the participant will be referred to Work Experience or Self-Initiated Work Experience. RWB RESPONSE Not Applicable SECTION F.9.c.1.c. INSTRUCTION Describe the local procedures for ensuring that participants are assigned to WE, SIWE or Education and Training by the 31st day after the initial referral from the (DCF). RWB RESPONSE Not Applicable 3. Work Experience Component SECTION F.9.c.2.a. INSTRUCTION Describe the local approach for providing the Work Experience component, including the three activities that comprise the component. Refer to Section C(1)(b) if a description of Upfront Job Search/WE-SIWE was addressed. Include in the description the process and criteria for developing worksites. RWB RESPONSE Not Applicable SECTION F.9.c.2.b. INSTRUCTION Describe the procedures for supervising the worksites and communicating with worksite supervisors. 54 RWB RESPONSE Not Applicable SECTION F.9.c.2.c. INSTRUCTION Describe the local approach for ensuring that participants are engaged in WE for the required number of hours each month (documentation, etc.). RWB RESPONSE Not Applicable 3. Self-Initiated Work Experience Component SECTION F.9.c.3.a. INSTRUCTION Describe the local approach for providing the SIWE component, including the three activities that comprise the component. Refer to the Section C(1)(b) if a description of Upfront Job Search/WE-SIWE was addressed. a. Include in the description the process and criteria given to the participants for developing their own worksites. b. Describe procedures for obtaining signed contracts with the worksites. RWB RESPONSE Not Applicable SECTION F.9.c.3.b. INSTRUCTION Describe the procedures for supervising the worksites and communicating with worksite supervisors. RWB RESPONSE Not Applicable SECTION F.9.c.3.c. INSTRUCTION Describe the local approach for ensuring that participants are engaged in SIWE for the required number of hours each month (documentation, etc.). RWB RESPONSE Not Applicable 4. Education and Training Component SECTION F.9.c.4.a. INSTRUCTION Describe the local approach for providing the Education and Training component, including all activities that comprise the component. RWB RESPONSE Not Applicable 55 SECTION F.9.c.4.b. INSTRUCTION Describe the local approach for ensuring that participants are participating in Education and Training for the required number of hours each month (documentation, etc). RWB RESPONSE Not Applicable 5. Serving Employed Participants SECTION F.9.c.5. INSTRUCTION Describe the local approach for referring employed participants to activities. RWB RESPONSE Not Applicable d. SECTION F.9.d. Program Coordination INSTRUCTION Describe the local approach for coordinating with DCF regarding the FSET Program (i.e., interagency meetings, problem resolution procedures, etc.). Include a description of the process used to request exemptions/exceptions from DCF for certain participants. RWB RESPONSE Not Applicable e. SECTION F.9.e.1. Conciliation, Good Cause and Sanctioning Procedures INSTRUCTION Describe the local approach for the conciliation process in the FSET Program. Include the time frame involved and how this process is documented. RWB RESPONSE Not Applicable SECTION G.9.e.2. INSTRUCTION Describe the local approach for temporarily deferring participation due to good cause using the good cause reasons listed on page 15 of the State Plan. Include the time frame involved and how this process is documented. NOTE: Please ensure that when describing the local approach, the term “good cause” is used instead of “deferrals” since only DCF can grant deferrals. RWB RESPONSE Not Applicable SECTION F.9.e.3. INSTRUCTION Describe the local approach for the sanctioning process for the FSET Program. Include the 56 time frame involved and how this process is documented. RWB RESPONSE Not Applicable SECTION F.9.e.4 INSTRUCTION Describe the process for notifying DCF when the Able Bodied Adults Without Dependents have met the requirements to end a sanction. RWB RESPONSE Not Applicable f. SECTION F.9.f. Program Monitoring INSTRUCTION Describe the local approach for monitoring the FSET Program. Include information about reports or tools that are used to monitor the program. RWB RESPONSE Not Applicable g. SECTION F.9.g.1. Participant Reimbursement INSTRUCTION Describe the local procedures for requesting Food Stamp Reimbursements (FSRs) for eligible participants. Describe under what circumstances and for which activities FSRs are requested. NOTE: Since employment is not an FSET Program component, participants cannot be given the FSR for employment. RWB RESPONSE Not Applicable SECTION F.9.g.2. INSTRUCTION Describe the local procedures for documenting the need for each FSR that is requested. RWB RESPONSE Not Applicable h. Other 57 SECTION F.9.h.1. INSTRUCTION Describe local procedures for linking participants to other services and funding streams as appropriate. RWB RESPONSE Not Applicable SECTION F.9.h.2. INSTRUCTION Describe local procedures for ensuring that FSET Program staff are represented and proper documentation is provided at the DCF Administrative Fair Hearings. RWB RESPONSE Not Applicable SECTION F.9.h.3. INSTRUCTION Describe local efforts relative to developing jobs for FSET Program participants, assisting them with securing unsubsidized employment, and helping them become self-sufficient. RWB RESPONSE Not Applicable 10. SECTION F.10. Senior Community Services Employment Program INSTRUCTION Describe the process for administering the Senior Community Services Employment Program (SCSEP), provided SCSEP funds are received. RWB RESPONSE Not Applicable 11. Workforce Activities and Services The items in this section could apply to any or all of the workforce programs available in the region’s One-Stop Career Centers. When responding to each of the items below, identify those programs involved. This could be a single program or any combination of programs. a. SECTION F.11.a. Core and Intensive Services INSTRUCTION Describe the process for providing core and intensive services to job seekers in the OneStop Career Centers. RWB RESPONSE 58 Core services will consist of unassisted and assisted activities. Unassisted core services are considered to be, but are not limited to, universal, self-directed job search; access to labor market information; access to EFM job banks; information on ECC services/orientation and educational providers; and referral to specific programs for eligibility screening and assessments to determine future steps. Assisted core services will include assessments (TABE, CHOICE, CAP, and COP), job referral screenings, program specific eligibility, referral to partner agencies, limited support service (such as background checks for employment); specialized workshops; and some one-on-one assistance with resume’ writing, reviewing labor market/demand occupations; understanding of occupations, associated skill/educational levels needed for specific occupations. These services may be provided by staff funded from various sources to include Wagner Peyser, Veterans (with limitations), WIA, and WT/TANF. Upon completion of unassisted core and assisted core services, if it is determined that the individual needs more specific assistance to obtain employment, the individual is provided intensive services. Intensive services will include complete reviews of all assessments, past work history, educational attainments, and employment needs. An Individual Employment Plan (IEP) is completed on all participants who receive intensive services. Intensive services are conducted through Case Managers who are responsible for determining whether or not occupational skills training and/or other types of training are required for the individual to become employable. Intensive services may also consist of intense/specific career counseling; development of an OJT and/or referral for customized training, In addition, additional support services may be provided dependent upon need. WIA program specific services will be provided for individuals who receive intensive services. WIA Case Management staff are responsible for providing intensive services and documenting services in EFM and the participants record. Intensive services are provided by program specific staff who are within those funding streams. Example: If participant is determined to be WIA eligible, staff funded by WIA provide those services. If determined to be TANF/WT, WT staff provide the intensive service. 1. SECTION F.11.a.1.a. Assessment INSTRUCTION Describe the testing and assessment process(es) for the WIA, TAA, MSFW, Veterans, Wagner-Peyser, FSET and WT/TANF participants. RWB RESPONSE If the job seekers are unsuccessful in their initial job search activities, other services more specific will be offered. These will include group assessments such as the Test for Adult Basic Education (TABE) and a vocational assessment to measure interests and abilities. Currently Escarosa is using CHOICES, Career Ability Placement Survey (CAPS) and Career Occupation Placement Survey (COPS). Once the assessments are completed, staff review the tests to determine basic skill levels for reading and match, plus possible occupations which may best suit the job seekers. The assessments are use in job development activities as well as for referral to various agencies/programs for specialized services. Referrals may include, but will not be limited to, vocational rehabilitation, veterans programs, older worker programs, adult literacy, public assistance, unemployment compensation, WIA funded activities, etc. These initial services will be delivered by partner agency and service provider staff within the ECCs and will be supported through a team effort. WIA services and funding will be considered for individuals seeking assistance who are not eligible to participate in programs offered through partner agencies and their funding streams. The above assessments are also used in WT/TANF along with the Employability Readiness Inventory (ERI). 59 SECTION F.11.a.1.b. INSTRUCTION Describe the assessment tools used to assess youth for the federal WIA literacy and gains measure. RWB RESPONSE The youth assessment tool will be the TABE at this point in time. Once this program is better established and defined, state recognized tests for this measure may also be used. For the Welfare/TANF program, please respond to the following items regarding assessments: SECTION F.11.a.1.c. INSTRUCTION What tool does the RWB use to conduct the initial assessment of the participant’s employability, skills, and prior work history? Describe the elements that meet the “employability” component of the initial assessment (i.e., what information does the RWB collect to secure employability information). RWB RESPONSE The assessments administered for WIA are also administered for WT participants. CHOICES, CAPS and COPS are all assessments that use past employment history, educational attainments, interests and abilities that are directly tied to occupations. The participants provide information in regard to the above which is then scored, reviewed and discussed with the participants by WT staff. In addition, WT may also use a Employability Readiness Inventory and the Universal Application to access past employment history and barriers. SECTION F.11.a.1.c. INSTRUCTION When is the initial assessment conducted? If the initial assessment is conducted during the work registration process, describe how the information is reviewed, updated and used once the participant becomes mandatory? RWB RESPONSE The assessments are conducted during a four week initial services component of the program whereby intensive job search assistance and placement activities are provided. This is provided during the time of first contact with the participant and is part of the work registration process. Once the participant becomes mandatory, the IRP is developed from the assessment to determine short-range placement goals and long-range objectives to lead to self-sufficiency. SECTION F.11.a.1.c. INSTRUCTION At what point does the RWB require the participant to complete other assessments? Attach an example of an initial assessment tool that is used by the RWB. RWB RESPONSE Participants are not required to complete other assessments unless they are required by the training institution or an assessment that is specific to an employer. SECTION F.11.a.1c. INSTRUCTION At what point does the RWB require the participant to complete other assessments (e.g., prior to entry into a work experience or vocational training)? 60 RWB RESPONSE No other assessments are required unless they are required by the training entity, or is an assessment specific to an employer. 2. Individual Responsibility PlanIRP)/Employability Development Plan (EDP)/ Individual Service Strategies (ISS) INSTRUCTION Describe the procedure for developing IRPs/EDPs/ISSs for participants of the workforce service programs. RWB RESPONSE In the WIA program, the Career Manager assists the participant in completing an Individual Employment Plan (IEP). The Career Manager reviews all assessments, and reviews all factors that led the participant to choose a particular Occupational Skills Training (OST) program. The IEP solidifies the details of the participant’s OST program. The IEP includes projected beginning and ending dates, plus, expected educational and employment outcomes expressed as short-term and long-term goals. This document is referred to often during the participant’s tenure in the WIA program. If goals change or new barriers arise, the IEP is adjusted accordingly. In the WT program, the Case Manager interviews the participant within the first week after beginning the program. All assessments are reviewed, and the Individual Responsibility Plan (IRP) is developed from all information gathered. The IRP includes the same information as the IEP and is reviewed often as the participant progresses. SECTION F.11.a.2. In addition, for the WT/TANF program, please respond to the following and attach a copy of all applicable local operating procedures. SECTION F.11.a.2 INSTRUCTION When is the IRP initiated? Describe the process of developing the IRP in conjunction with the program participant; Describe how often the steps to self-sufficiency are updated and signed by the program participant and program staff; and Describe the IRP tool that the RWB uses. If the RWB uses a locally developed tool, please attach it to the Workforce Services Plan. RWB RESPONSE The IRP is initiated at the first case management appointment. The Case Manager reviews the assessments during the interview and assigns activities in accordance with long and short-term goals and barriers. Any time there is a case management appointment, the goals are reviewed and reassessed. The Individual Responsibility Plan checklist is used and is included under Attachment D. b. Occupational Skills Training The Governor’s vision in Florida for increasing training access and opportunities for individuals consists of a state policy requiring that 50 percent of the funds for adults and dislocated workers be allocated to Individual Training Account (ITA) unless the local board obtains a waiver 61 from WFI. Attach a copy of the local operating procedures for the following processes. SECTION F.11.b.1. INSTRUCTION Provide a description of the locally developed ITA system including any limitation (e.g., the dollar amount and/or duration of the ITA) to be placed on the ITA in accordance with 20 CFR 663.440, 663.420, 663.430 and AWI Guidance Paper AWI FG - 00-002a. RWB RESPONSE Escarosa ITAs are capped at $5,000 per year per participant. The participant will not receive more than two (2) ITAs during their “enrollment” under WIA unless approved by the Assistant Executive Director or Executive Director. PELL grant dollars must be applied against tuition costs only, prior to WIA funding being expended. Issuance shall be made by One Stop Career Management Specialists once Intensive Services has been completed. The ITA will be issued directly to the training provider and will note the amount, training course/program approved, and the expiration date of the ITA. The training vendors will bill Escarosa once per month or per quarter/semester and has established accounts within their systems to track the various funding sources (i.e., dislocated worker, adults, youth). Each training vendor has modified their system slightly to comply with the ITA requirements; therefore, this process is in place and has worked well over the past years. SECTION F.11.b.2. INSTRUCTION Provide a description of local policy and /or procedures established to ensure that any exceptions to the use of ITAs are consistent with the exceptions contained in WIA. RWB RESPONSE All occupational skills training must be conducted with an approved training vendor and must utilize ITAs. Exceptions are only allowed for training conducted for employers to include OJT, customized, employed-worker training, and incumbent worker training. SECTION F.11.b.3. INSTRUCTION Provide a description of the local policy and procedures to competitively award grants and contracts for activities and services not funded with ITAs. RWB RESPONSE All training not considered occupational skills training, OJT, customized training, or employed worker training will be procured in accordance with federal procurement guidelines, if funding permits. Due to funding limitations, other types of training such as employability skills, networking skills, etc., are developed by current service providers (i.e., Pensacola Junior College, School districts) and are included in current contracts as workshops, all of which were competitively procured. Also due to funding limitations, Escarosa does not offer grants. SECTION F.11.b.4. INSTRUCTION Indicate if the region is using the State’s wavier to allow the provision of ITAs for Older Youth. If so, describe the local policies and procedures. 62 RWB RESPONSE No. Older Youth who attend OST are enrolled as Adults. SECTION F.11.b.5. INSTRUCTION Describe the process for using WIA funds to provide training services to trade-affected workers. RWB RESPONSE WIA dislocated worker funds may be used for TAA individuals. This is dependent upon funding and when the lay-off will occur. Escarosa may determine to begin training once lay-off notices have been issued and the dislocation has been certified as TAA. In many cases, dislocated workers will need pre-requisite courses prior to acceptance into college credit courses. WIA funds may be used to assist workers with pre-requisite courses and some support services, as needed. SECTION F.11.b.6. INSTRUCTION Describe the process for ensuring that the WIA-funded training activities provided for tradeaffected workers are those that are stipulated in Section 236 of the Trade Act and related federal policies and procedures. RWB RESPONSE All training activities must be on the Targeted Occupation List for region 1’s area. Participants are only offered training in approved areas with approved training providers. Other training options are not offered and not available. 12. SECTION F.12. Work Experience INSTRUCTION Provide a description of the process for developing work experience sites and worksite agreements for all participants enrolled in workforce programs. Attach a copy of local operating procedures. RWB RESPONSE Work experience is used in WIA for younger youth only. Service providers who are contracted to provide youth services are responsible for securing work experience sites and for managing placements. Sites are developed based upon the youth’s ability to obtain transportation to work sites, hours available, interests and skill levels. Work experience is used more extensively in the summer months than during the school year. Work experience is Escarosa’s summer youth activity and consists of both private and public work sites. Work site agreements are similar to OJT agreements as far as job descriptions, sectarian restrictions, child labor law restrictions, safety, supervision, etc. Escarosa is in the process of compiling local procedures for WIA and does not have operating procedures at this point in time. In addition, describe the following for the WT/TANF program: 63 SECTION F.12.a. INSTRUCTION How the participants of the WT program are referred to the worksite provider to begin engagement; How the RWB ensures that participants are supervised on a daily basis during worksite engagement; How the RWB will document hours actually completed and the party responsible for signing documentation to support hours of participation; and The steps the RWB has taken to protect employees of the worksite employer against displacement. RWB RESPONSE WT participants are referred to Community Work Experience Program (CWEP) counselors for interview and assessment for worksite placement. The counselor will take into consideration the participants interests, past work history, and career goals in making the site selection. There are over 50 Community Experience Worksites that a participant may be assigned to and all of them have worksite agreements with the CWEP service provider. In the agreement, it states that the worksite will have daily supervision of all CWEP participants and that weekly time sheets will be signed by the participant’s supervisor. The CWEP counselor will go and pick up the signed time sheet from the worksite weekly and submit it to the WT Career Manager by the Wednesday of the following week, so that the participant’s hours may be entered into the JPR screens. The time sheets must be signed by the site supervisor, the participant, and the CWEP counselor. Also, in the formal Worksite agreement, the worksite states that no CWEP participant will displace any permanent employee. The CWEP counselor who visits each worksite weekly will ensure that displacement does not occur. 13. On-the-Job Training OJT is defined as training by an employer that is provided to a paid participant while engaged in productive work in a job that provides knowledge or skills essential to the full and adequate performance on the job. Reimbursement is provided to the employer of up to 50 percent of the wage rate of the participant for the extraordinary costs of providing the training and additional supervision related to the training. The training is limited in duration as appropriate to the occupation for which the participant is being trained. Attach a copy of the local operating procedures for the following processes. SECTION F.13. INSTRUCTION Provide a description of the process for developing OJT sites and agreements for all participants enrolled in workforce programs. RWB RESPONSE OJTs are developed based upon employer need and the available workforce in the area. All OJT agreements require job descriptions, training to be provided; designation of supervisor to oversee training; length of time; wages; benefits; sectarian restrictions; health and safety; child labor laws; and other terms and conditions. The employer and OJT Case Manager review the potential employee’s current skill level as compared to the skill level required for the job. The length of time for the OJT is agreed upon by OJT staff and the employer. All of the above is reviewed with the OJT participant. The Executive Director or Assistant Executive Director for Escarosa must sign all OJT agreements. OJT employers are monitored to ensure they are complying with regulations to 64 include not dislocating other workers; firing of OJT employees once the OJT has ended; similar or like salaries/benefits as compared to other workers who are not OJT; and equal treatment. It is also documented that the employer would not have hired the individual and the costs of the OJT are to support extra training costs that associated with hiring an individual in need of additional training to be employable in that position. The need for OJTs may be identified through the Pensacola Area Chamber of Commerce, Gulf Coast African American Chamber of Commerce and TEAM Santa Rosa, or other entities familiar with the service. For WT/TANF, please describe the following: SECTION F.13.a INSTRUCTION How the RWB will ensure that participants engaged in the OJT activity will be supervised on a daily basis; How the RWB will document hours actually completed and the party responsible for signing documentation to support hours of participation; and How often (at minimum) documentation to support hours of participation will be collected. RWB RESPONSE Region 1 requires employers to sign and attest to the fact that they will provide daily supervision to the participant and confirms that this has been done by speaking with the participant and employer to verify. Timesheets provided also attest that daily supervision has been provided. WT staff are provided documentation on OJT participation on a bi-weekly basis which verifies this activity. Escarosa has internal monitors who monitor OJT sites and also verify supervision. Documentation for hours actually completed will include timesheets, payroll printouts, or payroll stubs that show hours worked. At a minimum this information will be collected every other week. 14. Customized Training Customized training is defined as training that is designed to meet the special requirements of an employer that is conducted with a commitment by the employer to employ an individual on successful completion of the training and for which the employer pays for not less than 50 percent of the training. Additionally, Florida’s Quick Response Training (QRT) program, established in 1993, provides grants to expanding or new-toFlorida businesses to meet their customized training needs. Attach a copy of the local operating procedures for the following process(s). SECTION F.14.a. INSTRUCTION Provide a description of the process for developing customized training sites and agreements for all workforce participants enrolled in WIA, Welfare Transition, FSET, etc. RWB RESPONSE All customized training is developed based upon employer need and local funding availability. Escarosa works closely with the Pensacola Area Chamber of Commerce, Gulf Coast African American Chamber of Commerce and TEAM Santa Rosa to stay abreast of local employer needs. Employers needing customized training may be referred by one of the above entities as well as others aware of services; and/or may be identified through our Business Services Representatives, partnerships in the local community, and/or job developers. Once an employer expresses interest Escarosa meets with the employer to determine need; breath of services requested; possible costs; employee eligibility; 50% match capabilities; how training is to be conducted; and timelines. The employer will submit an application to Escarosa which must be approved by the Executive Director or Assistance 65 Executive Director. Once approved, the EWT/Customized Case Manager conducts eligibility determinations for employees and ensures certifications, completion of training, and costs are documented. SECTION F.14.b. INSTRUCTION Describe if businesses in your region have accessed training grants from the QRT program. If so, are these businesses posting job orders through the local one-stop system, consistent with the QRT application process? RWB RESPONSE In the past QRTs have been provided, but have been limited for our area. At this point in time, Escarosa is unaware of QRTs that are active in our area; however, once the businesses are identified, they are contacted by ECC staff to ensure all jobs are position in EFM. 15. Employed Worker Training Program Workforce Florida’s policy established in 2003 required all RWBs in the State to specify how the region would provide for skills upgrade training using local funds, including the establishment of a local Employed Worker Training Program (EWT) program. Since the majority of workforce funds are allocated to the RWBs and all businesses and jobs are local, this strategy would allow for more skills upgrade training to take place statewide. In doing so, many regions have developed strong business and industry champions for the workforce system, leading to additional usage of other tools available through their respective one-stop network. Provide a description of the process for the EWT program aimed at upgrading the skills of existing workers in the region. The description should include the following and attach a copy of the local operating procedures for the following process(s). SECTION F.15.a. INSTRUCTION Identify when the region’s EWT program was established and what changes have been made to the program since implementation and why; RWB RESPONSE The program was established approximately 2 years ago in 2005. No major changes have been made since that time other than language clean-up of the application. SECTION F.15.b. INSTRUCTION Identify those industries in the region whose workers will be targeted specifically for skills upgrade training and how those industries were identified; RWB RESPONSE Industries typically targeted are manufacturing and information technology related companies. These businesses appear to have more internal changes in regard to products that require upgrades or are revamped to meet the changing market. New software or new technology that affects machinery have been reasons provided in the 66 past. Even though these industries appear to have the most need, other hands-on industries looking to improve employee skill levels to increase the employee’s ability to obtain higher wages will also occurre. Working with local organized labor to upgrade skill levels related to specific business needs in the area has also been requested. These include electrical, welding and other construction. SECTION F.15.c. INSTRUCTION Provide a description of the process for the EWT program aimed at upgrading the occupational skills of existing workers in the region. The description should include the following: Identify those industries in the region whose workers will be targeted specifically for occupational skills upgrade training and how those industries were identified; Address both those working part-time and full-time, the working poor, and across all earning levels; and Identify what funds (e.g., WIA and TANF) are used for this purpose in the region as well as how additional funds will be leveraged to accomplish skills upgrade training within the region. RWB RESPONSE All Employed Worker Training/customized training is developed based upon employer need and local funding availability. Escarosa works closely with the Pensacola Area Chamber of Commerce, Gulf Coast African American Chamber of Commerce and TEAM Santa Rosa to stay abreast of local employer needs. Employers needing EWT/customized training may be referred by one of the above entities as well as others aware of services; and/or may be identified through our Business Services Representatives, partnerships in the local community, and/or job developers. Industries typically targeted are manufacturing and information technology related companies. These businesses appear to have more internal changes in regard to products that require upgrades or are revamped to meet the changing market. New software or new technology that affects machinery has been reasons provided in the past. Even though these industries appear to have the most need, other hands-on industries looking to improve employee skill levels to increase the employee’s ability to obtain higher wages will also occurre. Working with local organized labor to upgrade skill levels related to specific business needs in the area has also been requested. These include electrical, welding and other construction. EWT is provided to any employee who is not at the earning level of being determined “self-sufficient” by Escarosa and/or for those employees who may have obtained self-sufficiency, but are in need of training to maintain a level of self-sufficiency. All employers expressing interest in EWT are reviewed and all requests are funded if possible. If funding is not available, Escarosa will work with WFI to try and identify additional funds for the local level, or possible Incumbent Worker training funds. Escarosa uses on WIA Adult funds for the EWT. 16. Business Services Business partnerships are essential to training Florida’s workforce to meet the current and future needs of diverse business sectors. The workforce system has successfully partnered with business and industry. Current employer penetration data indicate a tremendous opportunity exists to develop additional business partnerships. Both business and 67 workforce have a vested interest in partnering. Ease of access to Florida’s workforce services via the Employ Florida Marketplace is just a start. Provide a description of the processes for implementing the following business services strategies in the region. Attach a copy of the local operating procedures for the following process(s). SECTION F.16a. INSTRUCTION How the region will aggressively market/communicate, internally and externally, the workforce business value proposition to significantly increase awareness and stimulate workforce system usage (including the Employ Florida Marketplace); RWB RESPONSE Job Development staff across all funding streams will provide information on Employ Florida Marketplace and job posting procedures/opportunities associated with that system. All job development staff as well as our Business Services Representative who interact with employers will promote EFM . It will also be marketed through our Chambers of Commerce, economic development and educational entities. Job links to Employ Florida will be promoted with partners and will be linked to Workforce Escarosa’s website. Information is provided to employers who participate in job fairs, workforce summits and other local events. New marketing materials, including a new employer services brochure and new website, have been developed to provide professional, consistent messages regarding Escarosa’s business services. SECTION F.16.b. INSTRUCTION How employer services will be delivered/conducted to employers, including employer visits to obtain job orders for veterans, MSFWs, Agricultural Employers, and other job seekers; RWB RESPONSE Job Development is conducted by several staff across all funding streams. This includes VETS staff who interact with federal employers and other contractors who are required to post orders through their department. All job development staff as well as our Business Services Representative interact with employers to obtain job orders. This process is being better defined so that various levels of service will be offered to employers dependent upon salary levels provided by the employer. At that point, employers may be targeted for contact and recruitment to place job orders with Escarosa. SECTION F.16.c. INSTRUCTION How does the region evaluate its Business Services (i.e., outreach tactics, core processes, and performance metrics): 68 RWB RESPONSE Business services are evaluated based upon feedback received from their involvement in local programs and services. In addition, services are compared to other regions to determine whether or not additional steps can be taken to reduce paperwork, streamline processes, and make the delivery of services more easily accessible to this customer. Customer satisfaction surveys are conducted periodically, and state employer satisfaction survey results are reviewed. Escarosa has not developed a means to formally evaluate services, and with funding limitations, it is not expected to be formalized. Our best means to determine effectiveness and usefulness is to interact with the business community, discuss services received, and to determine whether or not services are meeting their needs. SECTION F.16.d. INSTRUCTION How the region will expand outreach and availability of the following value added, business focused training programs: Incumbent Worker Training; Quick Response Training; and Employed Worker Training. RWB RESPONSE As previously discussed, Escarosa jointly funds a Business and Workforce Services position within the Pensacola Chamber. This position’s main focus will be to survey existing businesses to determine future workforce, retention, and expansion needs; to determine what Escarosa Career Center services may be possible to meet these needs; and to coordinate implementation of the services between Escarosa and the employer. The Business and Workforce Services position will fill a void currently identified in Escambia. The same assistance will be provided to Santa Rosa county as requested. The Escarosa Career Center will also match the Chamber’s Business and Workforce Services position with our Business Representative so that a coordinated effort is achieved. The Gulf Coast African American Chamber of Commerce (GCAACC) has also requested assistance for a position to focus on the minority businesses in the local area to assist those businesses with monitoring growth, retention/training needs, expansion, and to help prevent business closure. The position will act much like the position identified above, with emphasis on businesses within Enterprise Zones and the City of Pensacola. This position will provide information on all of the above programs and will assist those businesses in applying and completing applications. The minority business community has had limited involvement with the above assistance in the past. It is hoped through this assistance, involvement will increase with successful application results. SECTION F.16.e. INSTRUCTION In partnership with economic development organizations, how will the region build on existing or establish local, industry-specific workforce business consortiums; • RWB RESPONSE Escarosa in cooperation with the Pensacola Area Chamber of Commerce who is the economic development entity for Escambia County, sponsored a Workforce Summit in August, 2007. The Summit focused on bringing employers and education together to discuss future needs within the community. In addition, Escarosa jointly funds a Business and Workforce Services position within the Chamber. This position’s main focus will be to survey existing businesses to determine future workforce, retention, and 69 • • expansion needs; to determine what Escarosa Career Center services may be possible to meet these needs; and to coordinate implementation of the services between Escarosa and the employer. The Business and Workforce Services position will fill a void currently identified in Escambia. The same assistance will be provided to Santa Rosa county as requested. The Escarosa Career Center will also match the Chamber’s Business and Workforce Services position with our Business Representative so that a coordinated effort is achieved. Escarosa is also working with the Gulf Coast African American Chamber of Commerce to assist with training individuals for future workforce needs for the Pensacola Community Maritime Park that will be located in downtown Pensacola. GCAACC is responsible for recruitment of minority workers to assist in filling positions that will be created during construction of the project, as well as once businesses have opened. Escarosa is also working to support a Gulf Coast Regional Equity to Achieve Prosperity Summit tentatively set for December of this year. This summit is to also develop a strategic plan to involved minority businesses and minority workers in planning for future needs. Escarosa is heavily involved with Florida’s Great Northwest, TEAM Santa Rosa, Santa Rosa Chamber of Commerce, and the Pensacola Bay Area Chamber of Commerce. The Executive Director as well as the Chair of the Board and other members, when available, attends the Florida Economic Development Conference, Workforce Summits, the Gulf Power Economic Development Conference, and other events to promote workforce services, as well as form relationships with local economic development leaders. Further work will be done with the Gulf Coast African American Chamber of Commerce to ensure input and involvement with locally owned minority businesses. Escarosa emphasizes workforce linkages with state, regional and local partners and service providers. Our efforts will continue to focus on forming strong ties with economic development, educations and business partners; establishing programs goals and objectives that keep pace with current and future workforce requirements; ensuring program performance and outcomes meet federal, state, and local standards; and collaborating with community partners and service providers to maximize delivery of services. SECTION F.16.f INSTRUCTION How the region will prioritize target industry clusters and why; RWB RESPONSE If needed, Escarosa will prioritize target industry clusters using LMI projections of growing industries within our two county area as well as close neighboring counties. The largest industry in our area are service industry occupations consisting mostly of health care, retail/tourism, and military related industries. At this point in time, industry clusters have not been prioritized. SECTION F.16.g. INSTRUCTION How the region will provide platform for creation or technical input of industry specific training programs—leverage expertise of strategic partners (Education, Training Providers, Employ Florida Banner Centers); RWB RESPONSE Escarosa will provide a platform for creation or technical input of industry specific training programs by staying involved in local and state initiatives, as funding permits. This will include educational providers and associated Career Academy developments/initiatives; enterprise zone involvement; economic development entities discussed previously in this document; workforce summits to include educational training providers; Ford CAIC certification; and sponsorship/support of local initiatives to ensure all involved are moving toward the same goal. F.16.h. SECTION How the region will institutionalize local, regional and statewide “voice of the customer” INSTRUCTION 70 business forums to keep abreast of current and emerging workforce needs (e.g., through all Employ Florida Banner Centers and other similar business-led initiatives); RWB RESPONSE Information supplied by Florida’s Banner Centers will be distributed to local educational institutions, business leaders, Escarosa Board of Directors and economic development entities. The information will be reviewed and if possible, adapted into local programs and initiatives if approved by the entity responsible for those revisions. Business forums are designed to listen to our customer, local businesses, to determine future endeavors. Information received from local entities will be provided to the Escarosa Board of Directors through standing committees for their review and final action in regard to local programs for which they have oversight authority. SECTION F.16.i INSTRUCTION How the region will increase workforce awareness via visibility at target industry specific events; and RWB RESPONSE Increase workforce awareness will be accomplished through participation and/or formation of local job fairs as needs are identified by job seekers and/or employers. On occasion, job fairs may target a specific more defined industry; however, that is not the normal action in our region. As the service industry comprises the majority of our business population, most job fairs cover a variation of occupations within the service industry for this area. With the expected military growth in RWB 2, Escarosa may see an increase in military specific events to recruit workers. If that occurs, and if RWB 2 expresses a need for assistance, Escarosa will offer to help and participate if at all possible. SECTION F.16.j. INSTRUCTION Showcase successful workforce/business partnerships at local economic development business events. • • • RWB RESPONSE Escarosa in cooperation with the Pensacola Area Chamber of Commerce who is the economic development entity for Escambia County, sponsored a Workforce Summit in August, 2007. The Summit focused on bringing employers and education together to discuss future needs within the community. In addition, Escarosa jointly funds a Business and Workforce Services position within the Chamber. This position’s main focus will be to survey existing businesses to determine future workforce, retention, and expansion needs; to determine what Escarosa Career Center services may be possible to meet these needs; and to coordinate implementation of the services between Escarosa and the employer. The Business and Workforce Services position will fill a void currently identified in Escambia. The same assistance will be provided to Santa Rosa county as requested. The Escarosa Career Center will also match the Chamber’s Business and Workforce Services position with our Business Representative so that a coordinated effort is achieved. Escarosa works closely with Florida’s Great Northwest and is currently a member of the organization. The Executive Director actively participates in all Board meetings and WIRED Advisory Council meetings. In addition, Escarosa staff along with FGNW WIRED staff visit local employers involved in WIRED grants to offer additional services and assistance. The Escarosa Board of Directors have charged the Executive Director to become involved in economic development to include participation in numerous Chamber and TEAM sponsored events such as Business After Hours, Small Business Networking Luncheons, Gopher Club Breakfast, ribbon cuttings, 71 • • Board meetings, and Chamber/TEAM sponsored community activities. Funding to support a Business and Workforce Services Representative with the Pensacola Bay Area Chamber of Commerce. This individual will be responsible for interacting with existing businesses and our Escarosa Career Centers to bring education, economic development and employment into a combined, coordinated effort. Escarosa is also working with the Gulf Coast African American Chamber of Commerce to assist with training individuals for future workforce needs for the Pensacola Community Maritime Park that will be located in downtown Pensacola. GCAACC is responsible for recruitment of minority workers to assist in filling positions that will be created during construction of the project, as well as once businesses have opened. Escarosa is also working to support a Gulf Coast Regional Equity to Achieve Prosperity Summit tentatively set for December of this year. This summit is to also develop a strategic plan to involved minority businesses and minority workers in planning for future needs. SECTION F.16.k. INSTRUCTION Describe any other innovative service delivery strategies implemented in the region, as well as the region’s success, to date, in competing for state-level funds through WFI’s Policy Councils. RWB RESPONSE For PY 2006 – 2007, Escarosa was the recipient of a BEST II grant; however, with Ed LeBrun’s retirement and other local circumstances, Escarosa did not submit for grants for PY 2007-2008; however, it is expected that submission will be provided if grant solicitations are offered by WFI next year. USDOL’s recent TEGL No. 16-04 encourages the public workforce system to engage in more entrepreneurial training initiatives. Each of Florida’s 24 RWBs are engaged with local partners including Small Business Development Centers, SCORE chapters, and university incubators, but need flexibility to better support sound business innovation practices that result in new business creation and new jobs for citizens of Florida. SECTION F.16.l. INSTRUCTION Describe the region’s strategies for implementing the entrepreneurial training initiatives for small business development in the one-stop service system. RWB RESPONSE Escarosa will be working more closely with the Small Business Development Center, the University of West Florida and the Pensacola Chamber of Commerce regarding a business, incubator project to be implemented this year. Escarosa will support the project through assistance on training offered by the SBDC to individuals interested in opening a business. In addition, Escarosa will provide outreach and recruitment for start-up businesses looking to hire employees, and may also provide customized or OJT training to the employer. Information regarding ORT will be provided as well as information on tax credits offered by the state/federal government. Business will also be informed of Enterprise Zone incentives and available services offered through the County and City. 17. SECTION F.17. Services to Targeted Populations INSTRUCTION Describe the process for providing workforce services to target populations such as the 72 homeless, ex-offender, farmers, hard-to-serve, individuals with disabilities and other target groups. RWB RESPONSE Escarosa is in the process of hiring Disability Coordinator to work to provide outreach to local CBOs whose target populations include individuals with disabilities and who are in need of employment and/or training assistance. Escarosa contacted AWI regarding a possible Navigator Grant, but funding was not available at this point in time. Current funding allocations will be used to fund this much needed position. It has been determined that the new position will enhance community involvement and our ability to interact with the disabled population. Escarosa is also attempting to hire individuals, as attrition occurs, who are bi-lingual. Even though Escambia and Santa Rosa has a limited Hispanic population, we do have a need to develop our ability to interact with the Hispanic community as it will continue to grow in our area. Escarosa works with the Salvation Army and is providing financial assistance for occupational skills training for homeless individuals identified who are in need of assistance. In addition, the Escarosa Career Center collaborates with Pathways for Change – a faith-based non-profit organization -- that works directly with the Escambia County, Florida Sheriff’s Department Booking and Detention Center to operate an intensive 2-year long program designed to assist incarcerated individuals with modifying behavior and becoming personally aware of and able to deal with their circumstances and barriers and to become responsible community citizens upon release. The Executive Director, Workforce Escarosa, Inc, is a member of the projects Advisory Board, and ECC staff work with Pathway for Change staff to provide One-Stop Orientations, workshops, assessments and labor exchange type services to Pathway for Change clients. 18. Workforce Program-Specific Definitions Attach a copy of the local operating procedures for the following process(s). a. SECTION F.18. Self-Sufficiency INSTRUCTION Provide the local definition of economic self-sufficiency; if different, then individual the definitions for the employed worker and the dislocated worker. The self-sufficiency definitions must be developed in accordance with WIA 20 CFR 663.230. Does this self-sufficiency definition apply to the WT/TANF program? If not, please provide the self-sufficiency definition. • RWB RESPONSE The definition provided is for WIA and WT/TANF programs. Self-sufficiency for all programs shall be set at 200% or higher of the federal poverty level for the individual’s family size. b. SECTION F.18 Substantial Layoff INSTRUCTION Provide the local definition of a substantial layoff for determining dislocated worker status, as referenced in WIA section 101(9)(B)(i). 73 RWB RESPONSE Substantial lay-off shall be defined as the lay-off of at least 50 or more workers with a company at the local level. c. SECTION F.18 Priority Services INSTRUCTION Describe the criteria to be used for providing priority of services in employment and training to veterans in all workforce programs. Please explain the process for determining whether funds allocated to the region for adult participant employment and training activities under WIA Section 134 (d)(4)(E) are limited, and describe the process by which any priority for services will be applied. RWB RESPONSE To ensure priority of service, all veterans will be identified upon entering the one-stop system and are provided “core” level services. A needs-based approach is used to identify veterans with special needs and who are then referred to the DVOP or LVER for appropriate services. Veterans interested in employment are registered in the State’s internet-based EFM. Veterans with barriers to employment receive an initial assessment and “intensive” level case management services. Workforce employment and training program services will be provided in the following order of priority: • • • • Special Disabled Veterans Disabled Veterans Other Eligible Veterans Certain Spouses and Other Eligible Persons Other one-stop system services, such as those listed below, will also be provided according to the above mentioned order of priority: • • • • • • Referrals of qualified veterans to new job openings – especially federal contractor job orders, prior to all nonveteran job referral activity Job Skills Workshops and Job Clubs for veterans Job Fairs for veterans RWB websites promoting services to veterans Job referrals via e-mail Veterans Stand Down activities 19. Supportive Services Supportive services should include transportation (gas cards, bus passes and vehicle repairs), childcare, clothing, etc. The description of the supportive services may include a general description of the supportive services to be provided for all programs or a description of the services to be provided to participants of each of the programs. Attach a copy of the local operating procedures for the following process(s). SECTION F.19.a. INSTRUCTION Describe the process for providing support services including the type, dollar amount, 74 conditions, and duration under which these services will be made available to participants enrolled in workforce service programs. Describe the process for providing workforce services to target populations such as the homeless, ex-offender, farmers, hard-to-serve, individuals with disabilities and other target groups. RWB RESPONSE Escarosa’s local support services policies and procedures are included under Attachment D. For the WT/TANF, please add additional information: SECTION F.19.b. INSTRUCTION Describe when participants are notified of the opportunity to receive support services, including but not limited to, transportation services, counseling, childcare, etc. RWB RESPONSE Participants are notified of the availability of support services during Orientation classes; however, it is also noted that we must document the need for support services, and that they are dependent upon funding. During the development of the individual’s employment plan, barriers to completion of training and/or employment are discussed. At this point in time, if the participant identified a barrier such as transportation or childcare, then support services are addressed. The length and duration of support services is determined on a case-by-case basis. Support services may include, but are not limited to, uniforms, small tools required for training/employment; child care; transportation assistance; background checks; immunizations required for some training/employment; and safety items. WT participants are notified of the opportunity to receive support services (Transportation, counseling, childcare, etc.) during: a. b. c. d. Work Registration Welfare Transition Orientation Initial Career Management meeting/appointment Employability Classes SECTION F.19.c. INSTRUCTION WT/TANF funds for support services may be prioritized due to limited funding. Please describe how services are limited by type and by amount. Please include a description for all of the following (at minimum); o Transportation; o Childcare; o Clothing; o Training; and Other: If the RWB provides other support services not listed above; please describe the services and prioritization for such services. RWB RESPONSE Transportation assistance is limited to no more than $20 per week; RWB 1 does not provide childcare assistance to WT participants as this is overseen through the Early Learning Coalitions and their funding; clothing is limited to 2 professional outfits per participant; training is not limited and is provided as allowed by law In addition, RWB 75 1 has adopted a definition for individuals who are “at-risk of public assistance” which states the individual’s family income, based upon household size, cannot exceed 150% of poverty as noted on the LLSIL and must have at least one child who resides in the home. Individuals who meet this criteria may receive support services as listed above with the exception of transportation assistance (discontinued under WIA and this definition due to funding on November 1, 2007). Individuals determined eligible under the “at-risk” definition may receive up to 50% reimbursement for childcare expenses. Other support services include reimbursement for licenses associated with specific occupations such as nursing exams and licenses; CDL licenses; etc. as required for employment. If prioritized transportation and childcare would be the top two priorities for RWB 1. SECTION F.19.d INSTRUCTION When and how are customers, including applicants for cash assistance, provided information about One-Stop Career Center services? RWB RESPONSE The ECCs provide an Orientation to the center which includes information on all services. The Orientation is currently done in a classroom setting; however, the Orientation is being converted to a computerized presentation. This is due to reduced funding and staff limitations. All individuals who access services will be required to complete the Orientation program housed on Escarosa’s Resource Room computers and will be able to do so from any computer with internet capabilities. WT/TANF applicants will be directed to the site. SECTION F.19.e. INSTRUCTION When and how are applicants and recipients of cash assistance advised of domestic violence services; Briefly describe how applicants and participants of the WT program who disclose a domestic violence issue are provided services specific to their needs; and Describe how the RWB ensures that all domestic violence providers are trained and competent to provide such services. RWB RESPONSE Notification of domestic violence resources and options under WT and the screening of participants will start with WT orientation. All procedures pertain to both male and female domestic violence victims. Procedures are as follows: 1. During orientation, all WT participants will be given information on domestic violence resources, hot line numbers, referrals and possible options under the WT program. When possible, the counselor from Favor House will make this presentation. When not available, the WT staff will make the presentation. Participants will be told that disclosure of these issues is voluntary. Confidentiality of selfdisclosure and domestic violence information will also be discussed. Specifics regarding allowable exceptions or exemptions from the WT work activity requirements due to domestic violence issues will not be discussed in this group setting. This will not be done to ensure that if the DV perpetrator is in the orientation that he or she will not have additional information as to where the DV victim may be doing her or his activities to reduce the DV victim’s possible whereabouts being known and decreasing her or his safety issues. 2. 76 3. Participants will be told that they should inform the orientation facilitator privately if they are or have been involved in a domestic violence situation so that a referral can be made to the DVACM. Participants can also inform their Career Managers on their first office visit with them. Participants will be informed that they may disclose that they are victims of domestic violence and ask for a referral for further assessment and/or services at any time during their program participation without penalty. This is a voluntary process. Once a participant has self-disclosed himself/herself as a DV victim, the individual will be provided services by the DVACM as needed to assist the participant. Minimum contact is at least once a month. The victim and the DVACM will set up a schedule of contact to best serve the DV victim’s needs. WT DV participants will not be required to sign any documents pertaining to domestic violence with the exception of a specific release of information form if the participant wishes to do so. The release form would allow the WT DVACM to communicate on a specific subject with another agency or, for example, with Favor House to send attendance information regarding specific activities. The Release of Information Form is available through the WT DVACM or from Favor House. One form is required for each different release of information to protect the participant’s confidentiality. This will part of the participant’s confidential file. All WT participants will be required to take the Employee Reliability Inventory (ERI) as part of their orientation. This is a reliable assessment tool for mental health/substance abuse issues and will be used as a screening tool for all participants, including those in a domestic violence situation. All WT Career Managers are required to be aware of the DV screening questions that may be asked as a part of their initial visit with the client. If a WT participant self-discloses during orientation or at a one-on-one interview, referral procedures will be followed in accordance with “Section A” of this policy. Participant allegations will be sufficient to establish a need for domestic violence services. Once the participant has self-disclosed and is requesting domestic violence services, the participant is assigned to the DVACM. If the participant determines that this is not an emergency situation, the DVACM will determine if the participant is able to participate in regular WT work activities or if, due to safety or issues related to domestic violence the participant need an alternative plan (see item 10). If the participant and the DVACM determine that he or she does not need an alternative plan, the participant will still be tracked in DV but placed in regular WT work activities with the stipulation that domestic violence issues could resurface at any time and that incidents of non-participation will be reviewed with that in mind. The WT DVACM can arrange alternative plans as part of the participant’s IRP. If alternative plans are approved, the participant can be deferred for good cause from WT countable work activities. Alternative plan requirements and/or deferral from WT countable work activities will be in accordance with the following procedures: 4. 5. 6. 7. 8. 9. 10. a. The DVACM and the participant will develop the alternative plan keeping safety as the deciding factor for 77 each activity. Each plan will then be reviewed for approval and if approved, signed by either the WT Program Director or Project Specialist. b. The two determining factors in deferring a WT domestic violence participant from countable work requirements are the on-going safety of the participant and the goal of self-sufficiency. All DV participants are told that if they are put on an alternative plan, that this will still count toward their TANF lifetime limits. The DV participant must never be encouraged to do any activity that they believe will place them in danger. Under no circumstances should WT staff encourage the participant to apply for an injunction to leave their home as this is a time when the DV victim is most at risk for harm and only the victim can make these decisions. c. Acceptable activities that may be incorporated as elements of a plan of alternate requirements may include, but are not limited to: 1. Obtaining emergency shelter at a safe house 2. Participating in DV individual or group counseling 3. Participating in peer support groups 4. Applying for an injunction for protection or other legal assistance 5. Participating in career management activities at a victim services agency 6. Assembling adequate documentation regarding domestic violence 7 Attempting temporary or permanent relocation 8. Participating in prosecution of the perpetrator 9. Participating in life skills training 10. Participating in pastoral counseling 11. Participating in substance abuse treatment related to coping with domestic violence 12. Participating in various levels of safety planning 13. Participating in stress management activities 14. Participating in parenting classes 15. Receiving medical treatment related to domestic violence 16. Participating in mental health counseling 17. Working with a domestic violence advocate c. Participation in alternative requirements does not preclude traditional WT work activities. involvement in d. WT staff cannot contact anyone or any agency regarding the WT DV participant without the signed release of information form. The only exception is in regard to suspected child abuse, abandonment or neglect. According to Chapter 39.201 of the Florida Statute, “Any person who knows, or has reasonable cause to suspect that a child is abused, abandoned or neglected by a parent, legal custodian, caregiver or other person responsible for the child’s welfare shall report such knowledge or suspicion to department.” The WT DV victim will be informed of this exception at the first meeting with the WT DVACM. The Florida Abuse Hotline Number is 1-800-9628273. There are special transportation provisions available for DV participants in order to preserve the safety of the participant and his/her dependents. Taxicabs will be available. Relocation assistance for those DV participants who believe their safety is at risk will be discussed with the DV participant by the CM. If the participant chooses to stay in the local area, he/she will work with a WT job developer to ensure a job placement that will protect the safety of the individual and the individual’s personal information. 78 f. g. h. Any unusual questions, problems, or issues concerning confidentiality or safety concerning a participant in the WT domestic violence program that cannot be resolved by the trained DVACM, the WT Program Director or WT Project Specialist, should be brought to the attention of the Workforce Escarosa Assistant Executive Director; or in her absence, the Executive Director. All WT Career Managers will receive training in Domestic Violence Counseling and Services. The training will be given by Favor House, our local agency providing services for domestic violence victims. Career Managers will receive certifications of training completion. SECTION F.19.f INSTRUCTION Describe the type of support services the RWB provides to applicants of cash assistance. RWB RESPONSE Support services offered to WT/TANF are the same as services offered to WIA participants. SECTION F.19.g. Transitional support services: o Describe the type of services offered to participants whose cash assistance closes with earned income. o Describe when and how program participants are informed about transitional benefits and services when they first leave cash assistance. o How long does the RWB authorize a childcare referral for transitional customers? o How often does the RWB require a participant receiving transitional childcare to document employment? o How often are transitional participants receiving support services reviewed for eligibility (family size, income, household composition, etc.)? o If the RWB has a program to encourage employment retention and advancement using support services and/or incentives, please describe it. o Describe the RWB’s local operating procedure designed to offer education or training to transitional participants. RWB RESPONSE Transitional Benefits are available to assist former Welfare Transition (WT) program participants who no longer receive Temporary Cash Assistance in order to transition from dependence on public assistance to an employed, self-sufficient lifestyle. Transitional benefits include Transitional Education and Training, transitional child care, transportation, tools, uniforms, and incentives for maintaining employment. Program participants are informed of Transitional services at the following times: a. Transitional Benefits are talked about during the initial WT orientation b. At the time the Career Manager learns of the participant’s employment, he/she will go over Transitional Services through direct conversation. c. When the case actually closes due to employment, the Career Manager will make direct contact again with the participant and go over Transitional Services. d. The Career Manager will send out a Transitional letter reviewing transitional services so that the participant INSTRUCTION 79 will have it in writing. RWB 1 authorizes a childcare referral in 3 month intervals for a total of 2 years if the participant is still working. The participant must bring in documentation of work (pay stub) every three months in order to receive a new 3 month referral. Other than child care, education, counseling and job development for a better paying job, all other transitional benefits are received from one to six months after leaving the WT program. For example, transportation assistance is only provided for thirty days after leaving the program due to employment. Incentives of $100 are given to the participant for employment retention at three and six month time frames. Other than child care, it is not necessary to review for eligibility for any of the other services. Either the service ends at month 6 after the participant leaves the program due to employment, or the service is always available (counseling, job development, etc.) in order to prevent the participant from coming back on cash assistance. Child care assistance as described above does have eligibility checks every three months. All participants are offered educational counseling. If they choose to go to school in addition to employment, they are given extra child care referrals so that child care may be taken care of during their employment and school participation. SECTION F.19.h INSTRUCTION Describe how career center staff link participants of the WT Program to other services and funding streams. RWB RESPONSE The same way they link all other customers in the ECC. Please reference Sections V. A.4. VI. Description of Performance Goals and Levels Florida is currently negotiating with the USDOL on the performance goals for the next two program years related to the federally mandated performance measures. Once these negotiations are completed, negotiations with the RWB’s will be finalized to affirm or update goals as agreed to in preliminary negotiations with the state (due to be completed July 2007). The final RWB negotiated goals are to be included as part of the local plan. Describe briefly how the RWB will use these negotiated goals and any other locally developed goals and measures in measuring the performance of the local fiscal agent, eligible service providers, and the local one-stop delivery system. When other locally developed goals and measures are involved, identify these goals and measures. RWB Response: Performance goals and measurements will be applied to all local providers and will include all relevant WIA Core Measures and Common Measures tied to placements, retention in employment, and wages. Escarosa will also continually evaluate our workforce system’s capabilities to serve the universal applicant. Escarosa has not adopted other performance measures other than those identified by the State. Locally negotiated standards are included as Attachment>>>> 80 VII. Administrative Plan Every RWB is required to follow federal administrative rules and cost principles applicable to its type of organization. These rules cover policies and procedures that govern local financial management and accounting (type of accounting system used, internal controls, cost allocation, program income, cash management, payroll procedures, travel, etc.), procurement procedures, property management, records management, monitoring and oversight, audit and audit resolution, contract management, and other administrative policies and procedures. Over the years, these policies and procedures have been either incorporated into a local administrative plan or established as a local standard operating procedure. Please forward an electronic copy of your current Administrative Plan and/or Standard Operating Procedures (SOP) for our records when you submit your new local plan. Attach a copy of the Administrative Plan as Attachment G. VIII. Signature Page Please complete the attached signature page and ensure that it is signed by both the Chairperson of the local board and the Chief Elected Official (see 29 USC 2841 Section 121). The original signed signature page must be mailed to WFI as instructed on page one of these instructions (see Attachment II). IX. Required Attachments The following forms or documents must be completed and signed for the period covered by this plan update included in the Workforce Services Plan as required by law (see Attachment III): A. B. C. D. E. F. G. Inter-local Agreement(s) Fiscal Agent Design/Administrative Entity/One-Stop Operator List of One-Stop MOUs (Board and One-Stop Partners) Local Operating Procedures Referenced in the Local Workforce Services Plan Public Comments on Local Workforce Services Plan WT/TANF Standard Operating Procedures Local Administrative Plan 81