Workforce Investment Board for WIB Plan PY 10-11 Final.pdf · Workforce Investment Board of Southeast Missouri Strategic Plan for Title I of the Workforce Investment Act and the Wagner-Peyser

Workforce Investment Board of Southeast Missouri

Strategic Plan for

Title I of the Workforce Investment Act and the Wagner-Peyser Act

for Program Year 2010

(July 1, 2010 – June 30, 2011)

760 S. Kingshighway, Suite C | Cape Girardeau, MO. 63703 Produced by the Workforce Investment Board of Southeast Missouri.

Visit www.job4you.org to learn more about the Southeast Region.

Workforce Investment Board of Southeast Missouri PY 2010

Strategic Plan for WIA and Wagner‐Peyser Act (July 1, 2010 – June 30, 2011)

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Strategic Plan for WIA and Wagner‐Peyser Act (July 1, 2010 – June 30, 2011) Page i

Workforce Investment Board of Southeast Missouri

Plan Modification #6 Development and Public Comment Process

The Workforce Investment Board of Southeast Missouri Strategic Plan for Title I of the Workforce Investment Act and the Wagner-Peyser Act for Program Year 2010, also known as Modification #6, was developed as a result of the state’s new integrated service delivery strategy known as the Next Generation Career Center (NGCC) initiative. The NGCC model substantially changes the procedures used to deliver services and thus, affected various portions of the region’s plan. In addition to the NGCC, other initiatives discussed throughout the plan impacted the need basically to re-write the region plan. Therefore, since almost all responses in the plan were updated during the planning process, no special formatting was used to identify the updates. On September 30, 2010, the plan was posted on the Workforce Investment Board of Southeast Missouri website www.job4you.org and the state was notified that it was available and ready for review. The State will be notified of any comments received during the public comment period and if no comments are received, they will be notified of this after October 30, 2010.


Strategic Plan for WIA and Wagner‐Peyser Act (July 1, 2010 – June 30, 2011) Page ii

Table of Contents

Section I. Local Workforce Investment Boards

Vision………………………………………………....……………………….…..1 II. Local Workforce Investment Priorities……………………………………….……2 III. Local Structure…………………………………………………………….….……2 IV. Economic and Labor Market

Analysis..………………………………………………….……………….……...15 V. Overarching Local Strategies………………………………………………….…..18 VI. Major Local Policies and Requirements………………………………………......18 VII. Integration of One-Stop Service Delivery……………………………………........23 VIII. Administration & Oversight of Local Workforce Investment

System……………………………………………………………………………..24 IX. Service Delivery……………………………………………………………….…..25 X. Local Administration………………………………………………..………....….31 Attachments to the Local Plan 1. List of Comprehensive One-Stop Centers and Affiliate Sites 2. Local Workforce Investment Board Membership List 3. Local Workforce Investment Board By-Laws and Attestation Form 4. Chief Local Elected Officials’ Agreement, CLEO membership, and By-Laws 5. Youth Council Membership 6. Complaint and Grievance Policy 7. Planning Budget Summaries for Program Year 2010 and Fiscal Year 2011 8. Memorandum of Understanding (signed by all the parties) 9. Business Services Team Plan 10. Regional NGCC Plan 11. Performance Improvement Plan and Update (if applicable) - N/A


Strategic Plan for WIA and Wagner‐Peyser Act (July 1, 2010 – June 30, 2011) Page 1

I. Local Workforce Investment Board’s Vision

State the local board’s vision for the workforce investment region and how this vision meets, interprets and furthers the Governor’s vision and the national direction.

The vision of the Workforce Investment Board of Southeast Missouri for its citizens is to attain a higher standard of living by helping to create a skilled, diverse, motivated, and adaptable workforce. This vision includes partnerships with business that will result in On-The –Job Training and Entrepreneurial opportunities. This vision relates directly to the Governor’s vision and the national direction by providing participants with the opportunity to become self-sufficient. This approach will also encourage higher education goals and innovative thought. The Southeast Region supports the following state initiatives:

Next Generation Career Centers (NGCC) to be launched in PY2010. The NGCC model moves beyond partnership and collocation to truly integrated service delivery with an integrated customer flow to better respond to the needs of the customers. This integrated flow will include three major functions in each Career Center: welcome, skill development, and employment. This structure will streamline service delivery by removing bureaucratic barriers and waste and will greatly increase the number of Career Center customers accessing skill development and training services.

The Work Ready Missouri program is a pilot project that allows UI recipients to receive occupational training on-site with an employer for 24 hours per week, while still receiving their UI benefits and a small training allowance. The program will give participants the opportunity to learn new skills for their résumé, maintain a connection to the workforce and potentially lead to employment.

The Missouri Reentry Process (MRP). The MRP Steering Team meets regularly to work toward integrating successful offender reentry principles and practices into state agencies and communities throughout Missouri resulting in partnerships that enhance offender self-sufficiency, reduce recidivism, and improve public safety and employment retention.

The Jobs for Missouri Graduates (JMG) program is an affiliate model of Jobs for America’s Graduates. Delivered in the classroom through the support of schools, JMG has a School to Career program for seniors in high school and a Drop-out Prevention Multi-Year Program for students in grades 9–12, with a 12-month follow-up phase. The ultimate objective of JMG is to help youth secure a quality job that will lead to a good career, either directly after high school or after further education at the post secondary level.

Show-Me Heroes, which is administered by the Missouri Division of Workforce Development, uses a multimedia website/online database and other avenues to showcase Missouri businesses that pledge to ramp up efforts to reach out to, recruit and interview veterans for job openings at their businesses. The program also offers several career assistance resources provided to job seeking veterans by the state’s Career Center Veterans Representatives.



II. Local Workforce Investment Priorities

Identify the workforce investment needs of businesses, jobseekers, and workers in the local area, and how those needs were determined.*

The Southeast Missouri Workforce Investment Board invited key community leaders from around the region to discuss and help develop goals. The top five goals were voted to be:

Increasing literacy. Promoting instruction and assessment of mastery for critical skills and

knowledge required in the workplace. Improving career awareness and career counseling. Enhanced Business Services to meet their training needs. Redirecting the use of public funds toward targeted industries, high problem

areas, and critical skill/knowledge acquisition. WorkKeys testing

A regionally recognized workforce credentialing program based on a combination of classroom and on-the-job training is being examined at this time. This program will allow business in the region to identify workers that have obtained certain skills and knowledge needed in the workplace. The benefit to jobseekers and incumbent workers will be the ability to obtain and/or advance in the field of work they have chosen. The data collected from this program will help the WIB determine where funding should be directed.

III. Local Structure

A. Describe the geographical workforce investment area, including the area’s major

communities, major employers, training and educational institutions in the area (technical and community colleges, universities, etc.), population, diversity of the population, and relevant growth trends.

The Southeast Missouri Region is made up of 13 counties that include Bollinger, Cape Girardeau, Dunklin, Iron, Madison, Mississippi, New Madrid, Pemiscot, Perry, St. Francois, Ste. Genevieve, Scott, and Stoddard. This large area encompasses 7,066 square miles and 60 public school districts, a population of 358,257 individuals (2009 estimate) and a labor force of 180,574. The largest city in the region is Cape Girardeau with a population of 35,349. The following is a list of each county, their major communities, major employers, training and educational institutes, population, diversity and relevant growth trends;



Bollinger County Major Communities: Marble Hill

Major Employers: Crader Distributing, Henschel Manufacturing Co., Security Bank & Trust, Cross Trials Medical Center, Country Mart.

Training and Educational Institutes: N/A Population: 12,053 (2000 Census), 11,841 (2009 Estimate) Diversity:

Source: Missouri Census Data Center

Cape Girardeau County Major Communities: Cape Girardeau, Jackson Major Employers: Procter & Gamble, Southeast Missouri State University, Saint Francis Medical Center, Southeast Missouri Hospital. Training and Educational Institutes: Southeast Missouri State University, Cape Girardeau Career and Technical Center, MERS/Goodwill Industries Branch, Metro Business College, Southeast Missouri Hospital College of Nursing, Southeast Missouri State University Law Enforcement Academy. Population: 68,792 (2000 Census), 73,957 (2009 Estimate) Diversity:




Dunklin County Major Communities: Kennett, Malden Major Employers: Parker-Hannifin, ARI. Training and Educational Institutes: Kennett Career and Technology Center, Southeast Missouri State University – Kennett, Southeast Missouri State University – Malden, Southern Missouri Truck Driving School. Population: 33,108 (2000 Census), 31,039 (2009 Estimate) Diversity:


Iron County

Major Communities: Ironton Major Employers: Iron Mountain Trap Rock Training and Educational Institutes: N/A Population: 10,632 (2000 Census), 9,943 (2009 Estimate) Diversity:




Madison County

Major Communities: Fredericktown Major Employers: Cap America, Versa-Tech, Black River Electric Co-op. Training and Educational Institutes: Mineral Area Outreach Center Population: 11,801 (2000 Census), 12,341 (2009 Estimate) Diversity:


Mississippi County

Major Communities: Charleston, East Prairie Major Employers: Gates Rubber, Missouri Department of Corrections. Training and Educational Institutes: Susanna Wesley Family Learning Center. Population: 13,362 (2000 Census), 13,266 (2009 Estimate) Diversity:




New Madrid County

Major Communities: New Madrid Major Employers: Associated Electric Co-op, Noranda Aluminum. Training and Educational Institutes: New Madrid County Area Technical School. Population: 19,665 (2000 Census), 17,480 (2009 Estimate) Diversity:


Pemiscot County

Major Communities: Caruthersville, Hayti Major Employers: Lady Luck Casino, Trinity Barge. Training and Educational Institutes: Pemiscot County Vocational School. Population: 20,015 (2000 Census), 18,193 (2009 Estimate) Diversity:




Perry County

Major Communities: Perryville Major Employers: TG Missouri, Gilster Mary-Lee, Sabreliner Training and Educational Institutes: Perryville Area Career Center, Southeast Missouri State University Perry County Higher Education Center. Population: 18,136 (2000 Census), 18,847 (2009 Estimate) Diversity:


St. Francois County

Major Communities: Farmington, Park Hills, Bonne Terre Major Employers: Gujaret Glass, Centene, Mineral Area College, U.S. Tool & Die Training and Educational Institutes: Mineral Area College, Unitec Career Center. Population: 55,743(2000 Census), 63,884 (2009 Estimate) Diversity:




Ste. Genevieve County

Major Communities: Ste. Genevieve Major Employers: Mississippi Lime, Bilt-Best Windows, Holcim Training and Educational Institutes: Southeast Missouri State University Ste. Genevieve. Population: 17,908 (2000 Census), 17,542 (2009 Estimate) Diversity:


Scott County Major Communities: Sikeston Major Employers: Orgill, Unilever, Tetrapak. Training and Educational Institutes: Scott County Career and Technical Center, Southeast Missouri State University Sikeston. Population: 40,389 (2000 Census), 40,855 (2009 Estimate) Diversity:




Stoddard County

Major Communities: Dexter Major Employers: Arvin Meritor, Nestle Purina Petcare, W&W Wood. Training and Educational Institutes: Three Rivers Community College. Population: 29,693 (2000 Census), 29,069 (2009 Estimate) Diversity:

Source: Missouri Census Data Center Relevant Growth Trends:

Source: Missouri Economic Research and Information Center (MERIC)



The following Map highlights relevant population changes between the years 2000 and 2009 as indicated in the tables above.

Source: Missouri Economic Research and Information Center (MERIC)

B. Describe the region’s economic condition, including the following information by

county and the overall region: average personal income level; number and percent of working-age population living at or below poverty level; unemployment rates for the last five years; and major lay-off events over the past three years and any anticipated layoffs.

Bollinger County Average personal income level: $ 13,641.00

Number and percent of working-age population living at or below poverty level: 1,646 13.8%

Unemployment rates for the last five years: 2006 2007 2008 2009 2010

9.0% 11.0% 6.6% 5.0% 5.2%



Cape Girardeau County Average personal income level: $ 18,593.00



4.6% 4.6% 5.3% 7.9% 7.4%

Dunklin County Average personal income level: $ 13,561.00



8.0% 8.3% 8.2% 11.7% 10.9%

Iron County Average personal income level: $ 14,227.00



5.6% 5.3% 5.2% 8.8% 9.9%

Madison County Average personal income level: $ 13,215.00



5.8% 6.0% 6.1% 11.4% 10.3%

Mississippi County Average personal income level: $ 13,038.00



7.3% 7.0% 7.6% 9.4% 9.7%



New Madrid County Average personal income level: $ 14,204.00



7.2% 7.2% 7.3% 10.3% 9.3%

Pemiscot County Average personal income level: $ 12,968.00



7.6% 7.2% 7.9% 13.3% 11.1%

Perry County Average personal income level: $ 16,554.00



4.0% 4.3% 4.6% 8.1% 6.4%

St. Francois County Average personal income level: $ 15,273.00



6.0% 5.9% 6.4% 11.6% 10.4%

Ste. Genevieve County Average personal income level: $ 17,283.00



5.1% 5.0% 5.5% 9.9% 8.8%



Scott County Average personal income level: $ 15,620.00



5.9% 6.0% 6.5% 9.5% 8.6%

Stoddard County Average personal income level: $ 14,656.00



5.9% 6.0% 7.0% 11.1% 9.0%

Southeast Region Average personal income level: $ 14,833.00



5.9% 6.0% 7.0% 11.1% 9.0%

Major lay-off events over the past three years and any anticipated layoffs:

Date Company Name City County #

Affected

August 2010 Little Tykes Cape Girardeau Cape 40

February 2010 Noranda New Madrid New Madrid 67

February 2010 Blue Cross/Blue Shield Cape Girardeau Cape 153

January 2010 Brown Shoe Fredericktown Madison 123

December 2009 Delta Express Cape Girardeau Cape 136

November 2009 Little Tykes Farmington St. Francois 67

September 2009 DAEOC Portageville New Madrid 30

December 2008 W.W. Wood Dudley Stoddard 20

December 2008 EMCON Dexter Stoddard 37



December 2008 Rubbermaid Jackson Cape 35

October 2008 DCO Environmental Jackson Cape 17

October 2008 Spartech Cape Girardeau Cape 25

October 2008 Menac Trailor Oran Scott 25

October 2008 ARI Kennett Dunklin 33

June 2008 Dana Corporation Cape Girardeau Cape 204

At this time the WIB has no information on any anticipated layoffs.

C. Describe the process used by the local board to provide an opportunity for public

comment, including comment by representatives of businesses and labor organizations, and input into the development of the local plan, prior to submission of the plan. *

The Workforce Investment Board of Southeast Missouri will place an advertisement in the local newspapers to inform the public of the plan and its availability. The public will be invited to send any comments to the WIB pertaining to the plan. Also, the date and time of the board meeting of our monthly board meeting will be in the advertisement. Our board meetings are open to the public. The plan was also posted on the Workforce Investment Board of Southeast Missouri website www.job4you.org and the state was notified that it was available and ready for review.

D. (A comprehensive one-stop center is defined in 20 CFR 662.100(c) as a 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 onestop partners.”) Identify the local comprehensive one-stop center(s), including current mailing and street addresses, telephone and fax numbers and list them in Attachment 1 to the local plan.

See Attachment 1.

E. Identify the one-stop partners that are physically located at each of the comprehensive center(s) and the services provided by these partners and list them in Attachment 1 to the local plan.

See Attachment 1.

F. (According to 20 CFR 662.100(d)(1), affiliate one-stop sites “can provide one or

more partners’ programs, services and activities at each site.) Identify the local affiliate one-stop sites, including current mailing and street addresses, telephone and fax numbers and list them in Attachment 1 to the local plan.

See Attachment 1.



G. Identify the one-stop partners that are physically located at each of the affiliated sites and the services provided by these partners and list them in Attachment 1 to the local plan.

See Attachment 1. IV. Economic and Labor Market Analysis

A. Identify the current and projected employment opportunities in the local area.*

Employment in the Southeast Region was over 157,000 in 2008 and is projected to increase by 5.25 percent by 2018. This is faster than the state projected growth rate of 3.3 percent. The Southeast Region is projected to have more than 46,000 job openings between 2008 and 2018, with 22.7 percent classified as growth openings. Job openings are indentified as “Growth” or “Replacement” openings. Growth openings are new jobs that are added to the economy, while replacement openings are vacancies that are created by worker mobility or retirements, but are not new jobs. Grade A careers have the best outlook with above average growth rates, number of openings and average wages compared to all occupations in the region. Over 28,000 in the Southeast Region were employed in Grade A occupations in 2008, making up 18.1 percent of the region’s employment. There are over 9,100 projected Grade A openings in the Southeast Region, with 36.5 percent classified as growth openings. Grade B careers make up 43.9 percent of the Southeast Region’s employment. These careers are projected to have the most openings in the region between 2008 and 2018, with 24.8 percent classified as growth openings. Grade C, Grade D and Grade F careers combined account for 36.7 percent of employment in the Southeast Region. These careers have the fewest projected openings in 2008 to 2018, most of which are replacement openings.

Source: Employment Outlook, Occupational Projections, Southeast Workforce Investment Area 2008 – 2018, Missouri Research & Economic Information Center



Source: Employment Outlook, Occupational Projections, Southeast Workforce Investment Area 2008 – 2018, Missouri Research & Economic Information Center B. Identify the job skills necessary to obtain current and projected employment opportunities.*

The 2008 Missouri Job Vacancy Survey (JVS) revealed that there were an estimated 2,636 job vacancies in the Southeast Region during the survey period. These results were taken from 400 employers in the region responding that most vacancies could be found in the Accommodation & Food Services and Health Care & Social Assistance industries.



The difference between skills needed for a job and those possessed by applicants are referred to as skill gaps. The Job Vacancy Survey addresses skill gaps when distinguishing between competencies (skills needed for a job) and shortcomings (skills possessed by applicants). In the Southeast region, respondents indicated those “skills needed for a job” focused on social related skill sets. As with most regions, the Southeast region had a significant proportion of vacancies in which interpersonal skills were important. Unlike most regions, however, employers in the Southeast region said that acquiring/using information (89%) was highly important to fill vacancies. The average for all other regions indicated that acquiring/using information was an important competency for just 77 percent of vacancies. Conversely, specific technical skills (60%) were not viewed as nearly important by employers in this region compared to other regions. All other regions averaged 80 percent.

Source: Southeast Workforce Investment Area Job Vacancy Survey 2008, Missouri Research & Economic Information Center



V. Overarching Local Strategies

A. Include which of the DOL approved waivers (except those approved for the Summer Youth Program only) the region will utilize and how this waiver(s) will support the local implementation of NGCC. For example, using the cost-allocation methodology, explain how affected program participants are being served and how transferring funds between Adult and Dislocated Worker will impact services accordingly.

The Southeast Region will utilize New Transfer Amounts between WIA Adult and Dislocated Worker Funding Streams (DWD Issuance 20-2009). Utilizing this wavier will allow more fluid opportunity of funding as other options (Trade Act, NEG, etc.) become available.

B. Describe the local board’s policy on providing apprenticeships. (Additional information regarding apprenticeships can be found in Addendum B to this planning guidance, as well as at www.doleta.gov/atels_bat).

The WIB is working with a Carpenter’s Union from the St. Louis and the local representatives to provide Apprenticeships. Service providers in our region have been made aware of the availability of this program and have been encouraged to refer participant to the appropriate agencies for services. VI. Major Local Policies and Requirements

A. Identify the local region’s policy for supportive services and/or needs based payments to enable individuals to participate in Title I activities. This policy should address how resources and service coordination is managed in the local area and the procedures for referrals to services. In addition, this policy should identify:

how such services will be funded when they are not otherwise available

from other sources; the services that may be provided; documentation required for requesting service; the maximum amount of amount and length of time for supportive services

(i.e., transportation, childcare, etc.) or needs based payments to be available to participants;

Identify the maximum dollar amount for all supportive services combined per participant, and

procedures established to justify an exception to the limits established above.

According to the WIB’s policies effective 08/11/2008, “ Supportive services include items

such as transportation, child care, tools, uniforms, dependent care, housing and needs-related payments that are necessary to enable an individual to participate in activities authorized under



WIA Title I.” The WIB strongly encourages service providers to maintain a very strict interpretation of the above supportive services. Expenses such as car repairs, taxes, medical expenses, and rent, must have prior WIB approval.

Directly follows State and Local Guidelines. Additional parameters are outlined as follows:

Supportive Services of all types will be generally limited to a maximum of $1000.00 per program year. With WIB approval, participants may receive more than $1000.00 in supportive services based on demonstrated need. Requests will be handled on a case-by-case basis.

Travel – is an allowable expense for those who can demonstrate a clear need

(see below). o Travel will be offered to those attending training/school/GED. Benefit

for training will be calculated at the following rates – FT students traveling 30 or more miles roundtrip and can be paid at the rate of $10 daily. Need for travel assistance will be based on a demonstrated need and handled on a case-by-case basis. Travel will be paid on a monthly basis based on actual schedule and attendance. To capture actual miles, staff will use “MapQuest” to determine the shortest route from their residence to their primary training facility.

o For those traveling a long distance to initiate training (driving to school where they are temporarily relocating to for the purposes of training) they can be paid a one-time payment at the rate of 37 cents a mile up to the general limit of $1000.00, for travel to and returning from training. Again, based on specific documentable need. Again, based on specific documentable need.

Child Care – is an allowable expense for those who can demonstrate a clear need. o Amounts are determined by unmet need. If they qualify for daycare

assistance with FSD, we will pay the difference between subsidy and the actual cost. If they are not receiving subsidy, the reimbursement rate will be based on individual need. Childcare will be paid on a monthly basis based on attendance sheets and not generally exceed the $1000.00 limit.

Supportive Services requiring prior WIB approval. Participant must have clear demonstrated need and approval will be handled on a case-by-case basis.

o Housing o Needs Based Payments o Car Repairs o Medical

B. Item Deleted



C. Describe the criteria to be used by the local board, under 20 CFR 663.600, to determine whether funds allocated to a local area for adult employment and training activities under WIA sections 133(b)(2)(A) or (3) are limited, and the process by which any priority will be applied by the one-stop operator.*

The Workforce Investment Board has determined that the size of the workforce in the region is too large to serve with the funds allocated. This criterion is based on the unemployment rate versus the population totals. The Workforce Investment Board requires one-stop operators to give priority to individuals on public assistance and to those who meet the income levels described by the poverty guidelines furnished by the U.S. Department of Health and Human Services and the Lower Living Standard Income Levels (LLSIL). These guidelines are updated annually by the Federal government.

D. Define the sixth eligibility criteria for youth, described in WIA section 101(13)(C)(iv) as “an individual who requires additional assistance to complete an educational program, or to secure and hold employment”. This eligibility criteria should include at a minimum the following: migrant youth, youth aged out of foster care at 18, youth of incarcerated parent, and youth with behavioral problems at school, family illiteracy problem(s), domestic violence, substance abuse, limited English proficiency, lacks occupational goals/skills, disabled, or has chronic health conditions.

The sixth eligibility criteria are defined by the WIB as a youth that has been unsuccessful in school and/or in employment. Service providers are required to document the youth’s previous efforts in education and employment to assess and verify their need.

E. Describe how veteran’s priority, as required by Public Law 107-288, will be

incorporated into all programs. All Missouri Career Center staff will be trained on Veteran’s “priority rights of service” and where Veterans can receive other needed services. All staff must become familiar with and comply with DWD Issuance 09-2008 “Priority of Service to Veterans”.

1. Priority of Service Defined: Priority of Service is defined as the right of eligible covered persons to take precedence over eligible non-covered persons in obtaining DOL-funded services. This means: The covered person receives access to the service or resource earlier in time than the

non-covered person; or If the service or resource is limited, the covered person receives access to the service or

resource instead of or before the non-covered person. It is important to understand that Priority of Service does not change the intended function of a program or service. Covered persons must meet all statutory eligibility and program requirements for participation in order to receive priority for a program or service.



2. Implementing Priority of Service: The regulations provide that priority of service mean the right of eligible covered persons to take precedence over eligible non-covered persons in obtaining services. They further specify that taking precedence may mean: The covered person receives access to the service or resource earlier in time than the

non-covered person; or If the service or resource is limited, the covered person receives access to the service or

resource instead of or before the non-covered person. The regulations specify how priority of service is to be applied across three different

types of qualified job training programs: Adult, Dislocated, TRA. F. Identify the funding limit for Individual Training Accounts (ITAs). The current funding limit for all ITA’s is a maximum of $5,000 for non-medical and $7,500 for medical per program year. Covered costs includes, tuition, books, general fees, student access fees, technology fees and other required items. Customers will generally be allowed to keep awards of Pell to cover the unmet cost of training, the cost of transportation, childcare, and general living expenses.

G. Describe how the local region will ensure that the full array of one-stop services are available to all individuals with disabilities, so that these services are fully accessible. In particular, identify those resources that are available in the region’s Products & Services Box to assist in the provision of these services.

All One-Stop locations are in compliance with ADA building standards and maintain equipment to enable people with disabilities to access all services available through the One-Stop Center. Service providers have personnel available to assist anyone that is unfamiliar with the use of the assistive technology. Examples of this equipment include:

Telephone Amplifier Hands-Free Speaker Phone with Large Key Pad Monitors Alternative Keyboards Electronic Enlarging (CCTV) Ubi-Duo TTY with Printout Screen Enlargement Software Trackball Height Adjustable Table

The NGCC model has incorporated new and initiative resources for the customers. They are listed in the NGCC Policy and Procedures Manual (Part 8) see attachment 10.



H. Describe how the local region will ensure that the full array of one-stop services are available to all individuals with limited English proficiency. In particular, identify those resources that are available in the region’s Products & Services Box to assist in the provisions of these services.

All One-Stop locations maintain all forms in Spanish and have the capability to refer customers to translators. These customers are also given the opportunity to attend English as a second language classes. The NGCC model has incorporated new and initiative resources for the customers. They are listed in the NGCC Policy and Procedures Manual (Part 8) see attachment 10.

I. Describe how the local region promotes integration of services through dual enrollment processes, beyond the automatic dual enrollment of the NGCC initiative.

The benefits of dual enrollment such as, more funding streams, wider range of opportunities for the customer and improved performance have been detailed to all staff. Typical dual enrollments include WIA Dislocated Worker dually enrolled in Trade Act or WIA Adult. Actual cases can be provided upon request. Customers go through the welcome team process when they arrive at the career center. This asks for all relevant information pertaining to services and referrals that could be provided by the One Stop Center. All applicable services provided through such programs as, WIA, Wagner-Peyser and Trade Act programs are explained to the customer. We also promote that staff be cross trained in all programs offered at the career centers. All partner agencies are involved with the same customers as needed. The Functional Leaders hold weekly training for all center staff. The WIB also hosts webinars on additional subject matters for technical assistance.

J. List the local credentials that the board has approved, to include: issuing entity, requirements to earn credential, and the expiration date (if any) of the credential.

At this time the WIB recognizes OJT certificates issued by employers that have OJT contracts with the WIB’s service providers.

K. Provide your region’s proposed training expenditure rates for both the Adult and

Dislocated Worker regular formula fund allocations. In addition, describe the local process for determining who will receive training under NGCC initiative.

Expenditure rates for the Adult formula funds are 43% and the Dislocated Worker formula funds are 43%. Each time a participate is approved for training it represents a great deal of evaluation of their circumstances, goals, training availability, MERIC information and funding levels.



VII. Integration of One-Stop Service Delivery

One of the primary expectations of the workforce system under the WIA statutory framework is a seamless, integrated One-Stop delivery system. The expectation for an integrated service delivery system remains firmly embedded as a key principle of a demand-driven workforce system. The goal of integration is to ensure that the full spectrum of community assets is used in the service delivery system to support human capital solutions for businesses, industry and individual customers. Include as attachment 10, the current Regional NGCC Plan, as well as any local policies that were revised due to NGCC. A. Describe the one-stop delivery system in the local region, including:

1. A description of how the local board will ensure the continuous improvement of eligible providers of services through the system and ensure that such providers meet the employment needs of local employers and participants;*

The local board monitors the performance of the service providers to ensure that they meet training and employment standards. The WIB also partners with the service providers to keep them up to date about available services, local employment dynamics and opportunities available to participants. Monthly meetings are held with staff and Partner Agencies. Current policies and programs are discussed, these sessions are open for questions and input from all staff. Also discussed at these sessions are upcoming events, and training. Also, the WIB has encouraged partner agency staff to become Missouri Workforce Development Certified Professionals.

2. Describe how all partner agencies will strengthen their integration of programs and services so that it provides a more seamless system; and

During the RFP process in this region, potential service providers are required to show that they have established partnerships with other agencies. Partner agencies are encouraged to co-locate in order to better provide a wide variety of programs and services. Also, the partner agencies in the region communicate regularly and have many case manager’s that are knowledgeable in several of the programs offered. This allows them to serve customers in a timely and efficient manner.

3. A copy of each memorandum of understanding (between the local board and each of the one-stop partners) concerning the operation of the one-stop delivery system in the local area.* Include as Attachment 8 an updated copy of the MOU with current signatures and dates. Also, include as an addendum to the MOU each Career Center’s negotiated cost-sharing worksheet that includes the line items’ dollar amounts and percentage rates for DWD and the WIB. (Please note that the WIB can move no more than 10% of each original line item amount without having to re-negotiate with DWD. However, the total budget amount should not be exceeded.)



Career Centers must ensure that equal access to employment and training services are provided to the farm workers and agricultural employers in their regions. The Workforce Investment Act of 1998 provides the framework for agricultural services delivery through Parts 668 & 669 (applicable to the 167 Grantee, which is currently UMOS—United Migrant Opportunity Services) and the Wagner-Peyser Migrant Seasonal Farm Worker program.

MOU distributed, awaiting signature pages, See Attachment 8. The Southeast Region estimates 10,000-12,000 agriculture workers are present during peak season. This figure in and of itself indicates employment opportunities that are present in the Southeast part of Missouri. The services through the Next Generation Career Center (NGCC) will enhance our ability to serve both agricultural employers and employees looking for employment. When employers use Next Generation Career Center (NGCC) their business has an opportunity to access all NGCC services including; labor market information, post job openings, employee recruitment through state exchange system (Missouri Career Source), and much more, see Southeast Region NCGG Procedure Manual. The local business representative will be available to work with individual agricultural employers.

The Bootheel region agricultural employers will be encouraged to place job orders with the Next Generation Career Center offices. Agricultural employers will be contacted as part of the MSFW Outreach Program to explain employment services available to them.

The NGCC staff will actively participate in agricultural meetings and assist employers with recruiting U.S. workers, using Missouri Career Source (MCS) and the Agricultural Recruitment Systems (ARS).

B. The expectation is that the local region will involve business, organized labor, local public officials, community-based organizations, WIA service providers and other stakeholders in the development and review of this plan. Describe the plan development process, including how input for the plan was obtained by all the partners involved in the MOU.

The WIB developed this plan, disseminated to all partners, and reviewed suggestions. The WIB will approve a final draft of the plan October 19, 2010. The public is invited to make any comments or suggestions at any time prior to that date. VIII. Administration & Oversight of Local Workforce Investment System

A. Identify the one-stop operator(s) for the comprehensive and affiliate one-stop centers in the region.

See Attachment 1.

B. Identify the members of the local workforce investment board, the organization or business they represent, and the area (i.e. business, education) in Attachment 2 to the local plan.

See Attachment 2.



C. The local WIB must review their by-laws annually and complete the “Local Workforce Investment Board’s ATTESTATION FOR REVIEW OF BY-LAWS” form which is included near the end of this document. Include a copy of the attestation form along with a copy of the local WIB’s current by-laws in Attachment 3 to the local plan.

See Attachment 3.

D. If the region includes more than one unit of local government, include a copy of the Chief Local Elected Officials’ (CLEO) agreement that specifies the respective roles of the individual chief elected officials as Attachment 4, and include the name, jurisdiction, and official title of each member, if not included in the agreement. Also, include any CLEO by-laws that are in effect. (The CLEO membership should be reviewed after each county and/or municipal election, as applicable, for any changes. If there are changes in the CLEO membership, a new CLEO agreement will need to be signed and submitted to DWD within 90 days of the date of the election.)

See Attachment 4.

E. If applicable, include a copy of the region’s Performance Improvement Plan (PIP) for any sanctions they have been given, as well as an update on the effectiveness of the PIP’s strategies. The PIP should be included as an attachment 11 to this plan.

N/A- There are no sanctions pending for the Southeast Region IX. Service Delivery

A. One-Stop Service Delivery Strategies

Describe how the local region is assisting customers in making informed choices based on quality workforce information and accessing quality training providers. In particular identify those resources that are available in the region’s Product & Services Box to assist in the provision of these services.

The Workforce Investment Board has supplied all of its service providers with the latest labor market information and is working toward increasing the number of on the job training opportunities in this region. The WIB and its service providers are also aggressively seeking employers that will participate in the National Career Readiness Certificate (NCRC) Program. The NGCC model has incorporated new and initiative resources for the customers. They are listed in the NGCC Policy and Procedures Manual (Part 8) see Attachment 10.



B. Adults and Dislocated Workers

1. Provide a description and assessment of the type and availability of all adult and dislocated worker employment and training activities in the local area. *

The Southeast region has a large network of service providers and offers a wide variety of choices for its adult and dislocated worker participants. These activities include:

G.E.D. courses Job/ Career counseling Job search activities Resume Writing/ Interview skills Vocational/ Technical Schools Community colleges University classes Transportation assistance

2. Include a description of the local individual training account (ITA) system

and the procedures for ensuring that exceptions to the use of ITAs, if any, are justified under WIA section 134(d)(4)(G)(ii) and 20 CFR 663.430.

The ITA system is used by the Southeast region to send participants to DESE authorized training providers. The only exceptions have been for on the job training. However, recently we have identified a variety of soft skill and hard skill deficiencies in Youth participants. This had been one of the results of the Skills Gap Analysis. These deficiencies act as real and multiple barriers to education and employment. So, the WIB has partnered with two faith based organizations that provided life skills training and work readiness training for youth in the region.

3. Provide a description of how Worker Profiling and Re-employment Services

(WPRS) will be delivered on a weekly basis between Division of Workforce Development (DWD) and partner staff.

Throughout the Southeast region the WIA service providers and DWD personnel are co-located. This greatly enhances the ability of the case managers to communicate about the services that are being provided through WIA and Wagner-Peyser to their customers. C. Rapid Response

Describe how the local board will coordinate workforce investment activities carried out in the local area with statewide rapid response activities, as appropriate.* Specifically, identify the services (not program) that may be provided to dislocated workers in the region under NGCC.



The Rapid Response Program provides early intervention assistance; providing employers and employees who are affected by business closings or cutbacks with information and access to re-employment services to help alleviate the unemployment and economic distress resulting from these employment actions. Workforce Investment Board Rapid Response Coordinator will provide packets of program and contact information at the local meetings or by mail. Rapid Response meetings now focus on the individual needs of the workers and the products and services available at the Career Centers. These products and services may include topics such as current labor market information, job seeking skills, interviewing techniques, job application instructions, and creating a resume. As a part of the NGCC Product Box the affected Functional Leader may elect to use the services of the University of Missouri Extension (UME) Career Options Workshops, FastTrac New Venture Projects, and Taking control of Your Finances Workshops. The individual should leave the meeting with information about their UI benefits, Trade Act, health insurance, and other community services. D. Youth

1. Provide a description and assessment of the type and availability of youth activities in the local area, including an identification of successful providers of such activities.* (This should include the local board’s policy on partnering with and prioritizing services for serving youth most in need, such as out of school youth, those at risk of dropping out, youth in foster care, those aging out of foster care, youth offenders, children of incarcerated parents, homeless youth, and migrant and seasonal farm worker youth.)

The Workforce Investment Board of Southeast Missouri is responsible for13 counties that provide successful youth programs. The local youth programs provide an objective assessment, develop an individual service strategy, provide preparation for postsecondary educational opportunities, provide linkages between academic and occupational learning, provide preparation for employment and provide effective connection to intermediary organizations that provide strong linkages to the job market and employers.

These programs offer: Adult mentoring, Leadership development opportunities Life skill training Tutoring Paid and up and work experiences Occupational skill training Supportive services from other agencies Comprehensive guidance and counseling if needed Long term employment Certification for a nurses aide GED completion Opportunity to earn credits for high school diploma



2. Provide a description of any innovative service delivery projects for youth currently operating in the region. Describe the local board’s involvement in the projects, and the board’s efforts to continue involvement and funding for the continuation of these projects. Examples include In-School Youth opportunities such as Jobs for Missouri’s Graduates, Work Experience or Internship opportunities (SPYC), Diploma Equivalency Classes (GED), Youth-focused Career Fairs, Youth Offender Collaborations, Youth Build, I Can Learn, Cisco etc.

The Workforce Investment Board of Southeast Missouri currently offers administrative and technical assistance to the following programs in the region: Jobs for Missouri’s Graduates (JMG) currently operate in Central and West County High Schools in the Southeast Region. These schools have always exceeded expectations, reporting 100% JMG graduation rates for several years. MERS/Missouri Goodwill Industries (MERS/Goodwill) is the WIA youth provider for thirteen counties and utilizes the Scholars @ Work program to enhance it programs. This dynamic program is designed to employ young people in the work of obtaining their GED and learning/practicing seven key skills identified by business and industry as lacking in new employees. It is the goal of the Scholars @ Work program to assist those who have dropped out of school to increase their ability to compete in the job market, as well as encourage them to seek further education after achieving their GED. This not only helps them achieve a better, more satisfying career, it provides for a larger future skilled workforce.

Scholars @Work makes obtaining a GED not only attractive but also possible for dropouts. These youth must often juggle being a responsible parent, steady provider, and reliable employee while trying to make ends meet. These young people know they need their GED but must keep pushing it to the back burner. Scholars @ Work participants are paid to attend GED classes and receive instruction in employability skills identified by the regions' business/industry leaders in seven forums held throughout the 13 counties that comprise the region of southeast Missouri. WIA Youth services provide job development, placement, and retention support to each youth as they take the “next step” for gaining self-sufficiency. As each Scholar graduates, everyone in the community benefits from the long-term impact of increased graduation rates. "The graduates themselves, on average, will earn higher wages and enjoy more comfortable and secure lifestyles. At the same time, the nation benefits from their increased purchasing power, collects higher tax receipts, and sees higher levels of worker productivity" (Alliance for Excellent Education. Issue Brief, October 2007). The Department of Labor, in a June 16, 2008 webinar presented the facts: "each high school dropout on an annual basis costs state and federal governments about $1,371, versus the net fiscal contribution of high school graduates of almost $5,500". This shows each dropout causes a $6,871 deficit to state and federal budgets annual through the loss of revenue paid in and in revenue expended. The outlook is brighter for those enrolled in Scholars @ Work. With the added support given by dedicated youth case managers, and specific, targeted hours of study, these youth are significantly more likely to complete their GED, which can circumvent a lifetime of economic disability.



3. Include the local Youth Council membership (name, business/organization represented, position title, and contact information – telephone number, mailing address, and email address for each member) as Attachment 5 to the local plan.

See attachment 5. E. Business Services

Each region should form and maintain an integrated Business Service Team that is dedicated to all career centers within the region and whose mission is to connect businesses to a skilled workforce. Each Business Service Team should have a plan that guides Team members. Business marketing and outreach activities of team members should be defined and clearly outlined. The Business Service Team Plan should also outline the Team’s purpose(s), goals, policies and procedures to ensure a seamless delivery of services, avoid duplication and ensure feedback to the region’s career centers. Include the Business Service Team Plan as Attachment 9.

The Southeast Region has had an active Business Service Team (BST) since 2004. The BST’s marketing and outreach activities have been revised so that it could be integrated into the new NGCC model. It is the responsibility of the Manager, Business and Industry Services, to keep close contact with the training consortiums, educational institutions and partner agencies throughout the thirteen Southeast counties to address any and all training requirements of the business community. By working closely with the Division of Workforce Development Business Representative and other training providers, coordination of the incumbent worker and On-the-Job Training programs is not duplicated. Business Team Mission

The mission of the Southeast Regional Team is to develop a seamless service delivery system for business. Partners will coordinate efforts to ensure a point of contact to deliver training and employment services. Business Team Organization Chart The Regional Business Outreach Team will be staffed with the WIB Rapid Response Coordinator, DWD Business Representative and the 4 LVER’s. The team will provide outreach to employers and promote career center services (i.e. OJT, customized training, job orders, etc...) to continually update the product box.



The Business Service Team Plan has been included as Attachment 9. F. Innovative Service Delivery Strategies

1. Describe how the region will support the Missouri Re-entry Process (MRP) ex-offender initiative. Include the services to be provided for ex-offenders and the process to be used to identify employers willing to hire ex-offenders.

Each offender referred from a Missouri Department of Corrections (DOC) Transitional Housing Unit (THU) will be provided an initial appointment with designated Career Center staff upon receipt of such referral. The initial appointment will consist of an assessment and referral to appropriate services and/or programs.

2. Explain the region’s strategies for increasing the number of participants receiving Career Readiness Certificates, as well as increasing the participation in and awarding of credentials for GED (i.e., provide space and extended evening and/or weekend hours) OJT and short-term training, and strategies for encouraging local employers and eligible Unemployment Insurance recipients to participate in WorkReadyMissouri .

We offer the National Career Readiness Certificate in every Career Center on a regularly scheduled basis. MERS/Missouri Goodwill Industries (MERS/Goodwill) is the WIA youth provider for thirteen counties and utilizes the Scholars@Work program to enhance the opportunity for GED in every county. Space and extended hours are utilized when and where available. G. Strategies for Faith-based and Community-based Organizations

Describe those activities to be undertaken to: (1) increase the opportunities for participation of faith-based and community organizations as committed and active partners in the one-stop delivery system; and (2) expand the access of faith-based and community-based organizations’ clients and customers to the services offered by the one-stops in the state. Outline efforts for conducting outreach campaigns to educate faith-based and community organizations about the attributes and objectives of the demand-driven workforce investment system. Indicate how these resources can be strategically and effectively leveraged in the local workforce investment area to help meet the objectives of WIA. (For more information, reference DOL’s tool, Making It Real: Strategies for State Agencies and Local Workforce Boards to Increase Partnerships with Faith-Based and Community Organizations.)

Over the last year the WIB has contracted with two faith-based organizations in the region. They have become valuable partners for the WIB and its service providers. These organizations have been invited to participate in our RFP process; they have given input to the Youth Council and have been given training in many other functions of the WIB. The level of communication has increased and they knowledge and capability to give participant referrals throughout the region.



Through this relationship the WIB has been able to reach more underprivileged and out of school youth. The WIB will continue to pursue these types of relationships. X. Local Administration

A. Identify the local levels of performance negotiated with the Governor and chief elected official to be used to measure the performance of the local region and to be used by the local board for measuring the performance of the local fiscal agent (where appropriate), eligible providers, and the one-stop delivery system in the local region.*

The negotiated performance levels that measure eligible providers and the one-stop delivery system in the area are as follows:

PY 2009 and 2010 Final Negotiated WIA Performance Measures for Southeast Region

Category Region PY09 Planned Level Region PY10 Planned Level

Adults

Adult Entered Employment 84.0% 65.0% Adult Employment Retention

83.0% 83.0%

Adult Average Earnings

$9,455 $11,000

Dislocated Workers

DW Entered Employment 89.0% 65.0%

DW Employment Retention

89.0% 89.0%

DW Average Earnings

$13,311 $12,000

Wagner-Peyser

WP Entered Employment 68.0% 69.0%

WP Employment Retention

85.0% 85.0%

WP Average Earnings

$10,143 $10,143

Youth

Youth Employment or Education 62.0% 62.0%

Youth Degree/Certificate

43.0% 43.0%

Youth Literacy/Numeracy

35.0% 35.0%

Source: DWD. Workforce Investment Area proposed level of performance negotiation letter dated June 11, 2010.



B. Identify the entity responsible for the disbursal of grant funds described in section 117(d)(3)(B)(i)(III), as determined by the chief elected official or the Governor under section 117(d)(3)(B)(i).*

The local board has hired staff and formed The Workforce Investment Board of Southeast Missouri is a 501(C) 3 tax exempt organization that is responsible as the local fiscal agent and is located at: Workforce Investment Board of Southeast Missouri 760 S. Kingshighway, Suite C Cape Girardeau, MO. 63703

C. Describe the competitive process used to award the grants and contracts in the

local region for activities carried out under subtitle I of WIA, including the process to procure training services for youth (reference DWD Issuance 03-02) and any that are made as exceptions to the ITA process.* Please update only if the region’s process has changed from their current plan’s response.

The WIB publishes a Request for Proposal and sends copies to all WIA eligible service providers in the region. A conference is held at which potential bidders may ask questions concerning the submission of proposals. Potential bidders are given up to 60 day to send in their proposals. The WIB staff then reviews each proposal and makes recommendations to the Project/Outreach and Youth Committees. These committees then consider the activities proposed the bidders past performance, proposed cost per participant and the amount of funding requested. The committees the make their recommendation to the full WIB Board. The service providers in the region then work customers to send them to DESE approved training.

D. Describe how the local region is working towards eliminating duplicative administrative costs to enable increased training investments.

The Southeast Region is very large geographically and serves a large number of customers. The WIB has determined that to reduce administrative costs the best practice is to limit the number of service providers and expand the geographic region that they cover. At this time there is one Adult/DW provider in the region and one Youth provider in the region. The WIB staff works to ensure that there are uniform methods of service delivery in the region. Through this system administrative costs are reduced, yet there is still diverse and innovative environment that is contributes to superior performance and healthy competition.

E. Identify how the local region ensures that services are not duplicated. In particular, explain how the NGCC initiative has impacted this issue.

With the NGCC initiative all service providers are co-located in the Career Centers. This has resulted in integration and cross training which has proven to be vital in the duplication of services. A One-Stop Leadership meeting with partner agencies also contributes to everyone being aware of how to best utilize all opportunities.



F. Establish and define the local policy and procedure for Complaint and Grievance in accordance with the WIA Act 20 CFR 667.600 and 29 CFR Part 37.70, Implementation of the Nondiscrimination and Equal Opportunity Provisions of the Workforce Investment Act of 1998. Both policies should be incorporated into the MOU and disseminated throughout the region for all workforce development professionals to understand and implement. This should adhere to federal, as well as state complaint and grievance guidance – a current copy of the state’s policy is attached to this guidance. Include a copy of this policy as Attachment 6 to the local plan.

WIA Act 29 CFR Part 37.70 was added to the MOU of the Workforce Investment Board of Southeast Missouri. See Attachment 6.

G. Include the Planning Budget Summaries for Program Year 2010 and Fiscal Year 2011 in Attachment 7 to the local plan.

See Attachment 7.

________________________________________________________________ Signatures The above document meets with our approval. __________________________________________________________________ Name Title Date __________________________________________________________________ Name Title Date

__________________________________________________________________ Name Title Date



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Documents

Workforce Investment Board for WIB Plan PY 10-11 Final.pdf · Workforce Investment Board of Southeast Missouri Strategic Plan for Title I of the Workforce Investment Act and the Wagner-Peyser