Workforce Partnership – Employment Resources for Kansas ...



Local Workforce Investment Area IIILocal Area Integrated Workforce PlanTitle I of theWorkforce Investment Act of 1998and the Wagner-Peyser Actfor the periodJanuary 1, 2013 - December 31, 2017TABLE OF CONTENTSSection I. Local Workforce Investment Board Strategic PlanLocal Plan Development Process3Local Workforce Investment Board Vision5Economic and Workforce Information Analysis7Local Area Strategies12Section II. Local Area Operational Plan Overview of the Workforce System16Operating Systems and Policies Supporting the Local Area’s Strategies18Job Seeker Service Delivery19Services to Employers Including Registered Apprenticeship Sponsors33Trade Adjustment assistance (TAA)34Other Specific Requirements35Section III. Integrated Workforce Plan Assurances and DisclosuresAssurances and Disclosures49AttachmentsAgreement/Contract between the CEO and the Local Board for administrative servicesLocal Performance Measures and Standards for the last three years ending June 30, 2012Complaint and Grievance FormsEqual Opportunity and Affirmative Action policyLocal Area Service Delivery Integration PlanCEO AgreementDirectory for the Local BoardDirectory for the CEODirectory for the Youth CouncilMemorandums of UnderstandingOne-Stop Certification documentation for each Workforce CenterComments received during the public review period regarding the planSection I. Local Workforce Investment Board Strategic Plan Local Plan Development Process:The Local Workforce Investment Board (LWIB) of Kansas Local Workforce Investment Area III submits this plan for local implementation of a workforce development system for Local Area III (LA III). Local Area III is also known as Workforce Partnership. LA III proactively sought input on this plan as it was being developed. A website was created to generate feedback and input from partners and community stakeholders (). This website listed eight strategic questions that individuals could comment on in order to help shape the services and strategic direction of our workforce plan. These questions were:What industries and/or occupations should Workforce Partnership Target? Why?When targeting industries/sectors, what are the most important criteria that Workforce Partnership should take into consideration?What partners should be part of Workforce Partnership’s workforce development system, and how should they be incorporated in the system?How can we best leverage resources to minimize duplication of services?To what extent should Workforce Partnership focus on work-based learning (internships, on-the-job training, work experience projects) versus traditional classroom vocational training?Should Workforce Partnership place more of an emphasis on serving in-school youth?Is it more important to focus our training efforts on developing technical skills or “soft skills”?What is the one thing that Workforce Partnership could do that would best impact our ability to produce qualified workers?This website was set up on October 11, 2012 and there were over 30 comments received from 15 different individuals. Notices of this website were sent out to each One-Stop partner, local Chambers of Commerce, labor organizations, key agencies including community-based organizations, and other interested partners.On November 5, 2012 a copy of this plan was posted on the Workforce Partnership website (). Notices on the availability of this plan were sent out to each One-Stop partner, local Chambers of Commerce, labor organizations, key agencies including community-based organizations, and other interested partners. Plan comments were allowed for twenty-one (21) days as per the Workforce Partnership Public Comment Period Policy #12-10-01. No comments were received. On November 27, 2012 the LWIB approved the LA III Integrated Workforce Plan.The programs included in this plan are:Adult and Dislocated Worker Programs under the Workforce Investment Act (WIA)Youth Program under WIAWagner-PeyserTrade Adjustment AssistanceVeterans Employment and Training ProgramsUnemployment Insurance ProgramsCarl Perkins Vocational EducationVocational Rehabilitation ProgramsTitle V of the Older Americans Act ProgramsMigrant and Seasonal Farmworker Programs under section 167 of WIACommunity Services Block GrantAdult Basic EducationNative American Programs under WIALocal Workforce Investment Board Vision: Workforce Partnership’s mission is to lead a system that produces a high quality workforce in the Kansas City area, creating greater economic opportunity for employers and individuals. Workforce Partnership envisions a workforce with the agility and resourcefulness to sustain business growth and a high standard of living.To achieve this mission and vision, the LWIB has established three goals, each centered around having the right resources, the right engagement and right evaluation. The first goal is for job seekers to have access to their employment of choice, and employers to have qualified, skilled, work-ready workers, which Workforce Partnership will achieve by making the Kansas City metro area labor market more efficient and effective. An efficient and effective labor market has the right job opportunities for job seekers and the right candidates for employers (right resources); maximizes the amount and quality of connections between job seekers and employers (right engagement); and is continually reviewed and evaluated for opportunities, gaps and mismatches (right evaluation).The second goal is for the workforce system to produce meaningful results for employers and job seekers in a coordinated manner. A coordinated workforce system has a sufficient level of financial resources to meet labor market needs (right resources); embraces broad-based community input an innovation (right engagement); and is focused on providing a high quality of service to all customers and continuously measures service quality (right evaluation).The third goal is to improve the board’s capacity to lead the workforce development system in the Kansas City Metro Area. A high capacity board has the correct allocation of board members who are committed to and knowledgeable of the mission of the workforce system (right resources); maintains a high level of board member engagement (right engagement); and routinely evaluates itself and the workforce system’s performance (right evaluation). Workforce Partnership is committed to ensuring that all workforce services in LA III are aligned to work together in a seamless system. The Board has adopted a system focus as one of its guiding principles, emphasizing that it is responsible is for an entire system which extends beyond WIA or even the One-Stop service delivery system to include training providers, faith-based and community-based organizations, and economic development organizations. The focus on building a system with both formal and informal partners is consistent with the national and state goals of integrated service delivery, focusing on seamless comprehensive services rather than programs, and effective utilization of faith-based and community organizations. This approach also values input from economic development organizations in order to support local and state economic development needs. The economic development needs ultimately direct the workforce system in LA III, and allows the Board to focus on appropriate employment and training strategies for working-age youth and adults.The LWIB is divided into three teams based on three strategic goals listed above. These teams discuss the relevant workforce issues pertaining to their team and bring in other partners as appropriate for joint planning. Decisions are then made at the board level on the best ways to use resources in order to meet the strategic objectives.Economic and Workforce Information Analysis:Workforce Partnership covers the local area of Johnson, Leavenworth and Wyandotte counties in Kansas, but the local labor market truly consists of the 15 counties that make up the greater Kansas City Metropolitan Statistical Area (KC-MSA) including counties in both Kansas and Missouri. In Kansas, the additional counties are Franklin, Linn and Miami counties. In Missouri, the counties included in the KC-MSA are Bates, Caldwell, Cass, Clinton, Jackson, Lafayette, Platte and Ray counties. Labor market information at the federal level often reflects data for the entire KC-MSA and Workforce Partnership uses much of this data for labor market analysis. The three counties in LA III are very distinct. Suburban Johnson County has an estimated population of 552,991 with an estimated 16,873 non-farm employers. The median household income is $73,733 and only 5.5% of persons living in Johnson County are below the poverty level. Rural Leavenworth County only has an estimated population of 75,527 with 1,186 non-farm employers. The median household income for Leavenworth is $61,107 with 8.1% of persons living below the poverty level. In contrast, urban Wyandotte County has an estimated population of 158,224 with 2,995 non-farm employers. The median household income in Wyandotte County is $38,503 and 21.3% of residents live below the poverty level. (Source: U.S. Census Bureau Quick Facts and 2011 American Community Survey 1-Year Estimates)The distinct nature of these three counties extends to their demographic make-up. Table 1 below shows the breakdown per county on population, poverty, race, age, sex and disability:Table 1JohnsonLeavenworthWyandotteTotalPopulation552,99175,527158,224786,742Percent Below Poverty5.5%8.1%21.3%8.9%Race White90.2%88.0%62.0%84.3% Black or African American5.6%8.3%26.0%10.0% Hispanic or Latino7.3%5.9%26.7%11.1% American Indian1.0%1.9%2.3%1.3% Asian4.9%2.5%2.9%4.3% Hawaiian and Pacific Islander0.1%--0.1% Other1.2%1.9%9.6%3.0%Age 15-24 years11.7%11.9%13.7%12.1% 55 years and over23.3%23.7%21.4%23.0%Sex Male48.8%52.4%49.5%49.3% Female51.2%47.6%50.5%50.7%Disability8.1%13.9%14.6%9.9%(Source: U.S. Census Bureau Quick Facts and U.S. Census Bureau 2011 American Community Survey 1-Year Estimates)Johnson County has over twice the population as the other counties combined, while its poverty rate is much lower. Wyandotte County has nearly as many people living in poverty as the other counties combined despite its smaller population. Wyandotte County also has a much larger percentage of Hispanic/Latinos and Black/African Americans than the other counties. All three counties have a significant percentage of the population that is over 55 years of age as well as youth ages 15-24. Almost 10% of the three-county population has some type of disability. In additional to the demographic differences described above, each of the three counties in LA III have populations employed in different industries, but industries that still reflect the overall employer needs of the KC-MSA. Workforce Partnership stakeholders suggest that we evaluate employer needs, labor market information, skill supply, career growth and industries favorable to various training options when determining target industries and demand occupations. See Table 2 below for a breakdown of individual employment by industry and by county:Table 2IndustryJohnsonLeavenworthWyandotteTotalCivilian employed 16 yrs and over297,74931,79066,729396,268Agriculture0.4%0.8%1.7%0.7%Construction4.4%5.9%9.4%5.4%Manufacturing7.6%8.0%12.0%8.4%Wholesale trade4.4%2.6%3.0%4.0%Retail trade12.4%10.7%11.4%12.1%Transportation & warehousing4.7%4.0%7.7%5.1%Information4.7%2.1%1.0%3.9%Finance, insurance and real estate9.3%7.3%5.3%8.5%Prof., scientific and management14.6%8.6%9.6%13.3%Educ., health and social services22.5%28.0%21.2%22.7%Arts, recreation and food services7.3%3.5%8.4%7.2%Other, except public admin.4.7%4.9%4.8%4.7%Public Administration3.1%13.5%4.5%4.2%(Source: U.S. Census Bureau 2011 American Community Survey 1-Year Estimates)A higher percentage of workers are employed in the manufacturing industry in Wyandotte County than the other two counties, while public administration is clearly a larger proportion of Leavenworth county workers. Johnson County has more workers employed in professional, scientific and management positions. Across all three counties, education, healthcare/social services continues to be the largest industry of employment at 22.7%. This gives some idea of the types of skills worker have in LA III and it can be compared to the growing industries and demand occupations in the Kansas City Metro area.In addition to the demographic differences there are many employer differences as well. As noted above, Johnson county has over four times as many employers as the other two counties combined which would suggest that Johnson county employers draw heavily from the other counties to find qualified workers.According to the Kansas Department of Labor, employment in the Kansas City region is expected to grow over 14% in the 10-year span of 2008-2018. The biggest areas of growth are to be in Healthcare and Social Assistance; Professional, Scientific and Technical Services; and Administrative Support and Waste Management. These industries are projected to add over 33,000 jobs during that timeframe. While Manufacturing employment accounts for 7% of jobs in the Kansas City region, the industry is projected to have a negative growth rate of -4.4% through 2018. See Table 3 for a complete breakdown of Industry Projections in the Kansas City region through 2018.Table 3With over 8% of LA III’s population employed in the manufacturing industry, Workforce Partnership needs to be positioned to retrain dislocated manufacturing workers in other industries with better growth. This is especially true for Wyandotte County, which has the highest percentage of manufacturing workers in our three-county region. Occupations in the Professional, Scientific and Technical Services Industry will be high demand and provides a real opportunity in Wyandotte County as Google Fiber has selected Kansas City, KS to be a pilot project for their high-speed internet. The Google Fiber infrastructure will provide the basis for many IT companies to be located and should result in more IT openings in Wyandotte County. Despite the projected decline in Manufacturing, Transportation and Warehousing positions are projected to grow more than 13% through 2018. Feedback from stakeholders during the development of this plan tells us that Manufacturing is still crucial to growing the Kansas City region. The Kansas City Metro area is still considered to be the hub of transportation services in the United States as evidenced by the new Intermodal Facility in Edgerton, KS that should be fully operational by September 2013. (Source: )With nearly 9% of the local area population living below the poverty level, Workforce Partnership aims to place workers into jobs that have family-sustaining wages. Education leads to higher wages and better job opportunities. According to the 2012 Job Vacancy Survey administered by the Kansas Department of Labor, 40% of all jobs listed have no educational requirement with an average pay rate of $8.13 per hour. Jobs that require a high school diploma or GED (30% of jobs listed) have an average pay rate of $10.46 per hour while jobs that require some type of vocational education have an average wage of $13.51 per hour. (Source: ) In the current economy, job seekers at every educational level need assistance. The 2011 American Community Survey revealed that of the unemployed 25-64 year olds in our local area, only 42% had a high-school education or less. In contrast, 58% of the unemployed had at least some college education or higher. This data would suggest that while more education is needed for a large part of the individuals we serve, an even larger percentage need help finding job leads and a facilitator that matches job skills with current openings.(Source: 2011 American Community Survey 1-Year Estimates)Workforce Partnership is uniquely qualified to meet the skill needs of employers and close skill gaps that exist. The programs covered under this Integrated Workforce Plan target the specific subpopulations that need the most help. The Adult Program targets low-income individuals while the Dislocated Worker Program targets those individuals laid off from declining industries. The Youth Program prepares youth for future careers by placing youth participants in jobs or educational programs that eventually lead to career pathways. The Wagner-Peyser program assists all job seekers with finding their next employment opportunity while the Trade Adjustment Assistance (TAA) Program helps those individuals who have been dislocated due to jobs being moved offshore. The Veterans Programs ensure that those who have served to protect our national freedom are able to transfers those skills into civilian life. Access to Unemployment Insurance provides a means of support while job-seekers search for that next job and Carl Perkins Vocational Education develops more technical skills of secondary and post-secondary students. The Vocational Rehabilitation Program helps those with disabilities gain access to the same employment opportunities as other populations. Older Americans Programs ensures that those who are 55 years of age and older can still be a part of the workforce with their skills, knowledge and ability. While migrant and seasonal farmworkers and Native Americans do not represent a large part of our population base, partnerships are critical to provide services to these populations. Partners with Community Services Block Grant recipients help us further serve those in poverty and partnerships with adult education providers are critical in ensuring that the local area population has a base-level of educational skills. The operational details of each program implementation strategy are described below. Local Area Strategies:Workforce Partnership has several key strategies to achieve the vision and goals of the local area. Many of these strategies are cross-program strategies aimed at specific populations. Since 2009, Workforce Partnership has operated in an integrated environment between the Wagner-Peyser and WIA funding streams. Workforce Partnership recognizes that Integration of Wagner-Peyser and WIA greatly helps with efficiencies of the system and results in less duplication of program services. In turn, more individuals are served and those services are of higher quality.Cross-Program Strategies - Integrated services in our local area have always centered around three themes: a new way to count, a new way to serve, and a new way to work together. The LWIB believes that by working together, regardless of funding streams, clients will benefit in such a way that multiple programs can take credit for shared success.Workforce Partnership has already begun the process of extending the integration model beyond just Wagner-Peyser/WIA and into other programs and funding streams. One example of this is with the Kansas Health Profession Opportunity Project (KHPOP). This grant was awarded to the Kansas Department of Commerce by Health and Human Services. The majority of KHPOP participants in LA III are co-enrolled into WIA. This allows participants to take advantage of services offered through both programs. While KHPOP only serves low-income participants interested in healthcare fields, co-enrollment allows participants to receive services seamlessly if they choose a different career path. Workforce Partnership also takes this same approach with other current grants.This same ideology is being extended to our partners and their respective programs. Where appropriate and allowable, Workforce Partnership co-enrolls customers into various partner programs. Strategic partnerships are key to having successful workforce programs. Partnerships - One of our primary partnerships is with the Kansas Department of Commerce (KDOC). KDOC represents three required programs including Wagner Peyser, Trade Adjustment Assistance and Veterans Employment and Training programs. Not only are these partnership required, but they are also strategic due to the mission of Workforce Partnership and the populations we serve. The Wagner-Peyser partnership is critical for job matching functions and for contributions on the functional teams set up under the local area integration plan. The functional teams in our area include the Welcome Team, the Assessment Team, the Skill Development Team and the Business Service Team. Wagner-Peyser funded staff play a critical role on each team and allows our services to be delivered in the most efficient way possible. Trade Adjustment Assistance (TAA) representatives work with WIA funded staff during rapid response events when layoff occur. Participants are then directed to appropriate programs such as TAA or the WIA Dislocated Worker program. Veterans Representatives including Local Veterans Employment Representatives (LVER) and Disabled Veterans Outreach Program (DVOP) staff ensure that Veterans remain a top priority in all employment programs. LVER’s and DVOP’s coordinate area resources and direct Veterans to appropriate resources LVER’s and DVOP’s also serve on our Business Service Team. Our relationship with the Kansas Department of Labor (KDOL) is also a strategic partnership that enables job seekers to file for unemployment in our Workforce Centers. KDOL also provides much of the labor market information that job seekers use to make decisions about employment and training opportunities. Real-time labor market information is critical for laying out career pathways and identifying emerging industries and occupations.Partnerships with both Johnson County Community College (JCCC) and Kansas City Kansas Community College (KCKCC) are important for several reasons. Both JCCC and KCKCC are the area partners for Carl Perkins Vocational programs. Also, both school are the providers of Adult Basic Education in our local area. In addition, both school have numerous training programs listed on our Eligible Training Provider list. As Workforce Partnership seeks to develop the skills of job seekers in our local area, the partnerships with JCCC and KCKCC are critical. Both schools have also been valuable partners on new grant proposals; Workforce Partnership has participated in the development of successful proposals for grant funds to create new training programs at both institutions, and now plays a role in the implementation of these projects. The partnership with the Kansas Department for Children and Families (KDCF) is necessary for many reasons. KDCF is the provider of Vocational and Rehabilitation programs in our local area. With nearly 10% of our local area population having a disability, this becomes an important partnership to serve this target population. KDCF also serves many low-income individuals with cash and food assistance and can provide childcare in certain situations. A strong partnership allows us to serve dual customers in a coordinated manner without duplicating services.SER Corporation is another organization that helps us meet our strategic objectives. SER Corporation National provides services under Title V of the Older Americans Act programs, while SER Corporation Kansas operates Migrant and Seasonal Farmworker programs under Section 167 of WIA. While Migrant and Season Farmworkers are a small sub-set our population, the partnership is necessary for effective services. With 23% of the local area population being 55 years of age or older, the services under Title V are critical for providing mature worker with the skills and experience they need to obtain that next job.Economic Opportunity Foundation (EOF) is a non-profit that provides services under the Community Services Block Grant. EOF is able to assist many of our WIA participants with services that WIA does not allow. The American Indian Council is the provider of Native American Programs under WIA in our local area. While this is not a large percentage of our local area population, this referral partnership exists to make sure we have the right resources where we need them.Other partnerships include:Job Corps – provides vocational training to young adults ages 16 through 24 who want job skills for employment. Training is set up for students to progress at their own pace and the program also provides basic education classes, GED classes, a High School diploma program, and advanced training and college programs. Job Corps staff recruits participants and carry out placement activities with staff co-located in our workforce centers. Goodwill of Western Missouri and Eastern Kansas - assists homeless participants with finding employment. Program participants receive assistance drafting resumes and filling out applications as they track down the necessary information to complete their previous work history. Participants are trained to polish their phone and job interviewing skills, and are provided a voice mailbox for messages from potential employers. Beyond the Conviction – provides job search and placement assistance to ex-offenders. Services include job development, mentorship, transportation assistance and career development.Educational Opportunity Center – serves low income and first generation individuals who need assistance with enrolling in a GED program and post high school?educational program of their choice. Participants also receive help applying for Pell Grants.There are many other partners and partnerships not listed in this plan. There are many community-based organizations and non-profit agencies that refer job seekers, connect us with employers and serve on board teams such as the Youth Council. There are over 80 organizations that Workforce Partnership considers a partner in the LA III workforce development system. Workforce Partnership stakeholders tell us that we also need to develop stronger partnerships with faith-based organizations, parole boards, correctional institutions, high school and economic development agencies.Leveraging Resources - LA III will coordinate financial resources in a way that maximizes efficiency for serving the needs of local area residents. This directly aligns with the Governor’s initiative to reform State government and create better efficiency with State and Federal funds. While WIA funds form the backbone of support for the workforce system and infrastructure, WIA cannot be the only means us support. All partners that co-locate in the Workforce Center are required to contribute financial resources. In addition, the LWIB is in the process of developing a measure of the total amount of workforce system resources of all the partners. This will allow the LWIB to make sound decisions on how programs should work together and where strategic investments should be made. While this measure is not fully developed, it is expected that it will be developed and implemented by July 2013.Policy Alignment - Workforce Partnership’s LWIB is committed to evaluating the workforce system as noted in the strategic goals above. The LWIB not only seeks to align policies and procedures to maximize resources and efficiencies, it is also seeks to ensure that policies do not stand in the way of programs and activities. Workforce Partnership always consults the State and Federal guidelines that are currently in place before approving a new policy. Current board policies that are in place are:Advertising WIA Training Funds and Reverse Referrals – ensures that Eligible Training Providers contact LWIB staff before advertising WIA funds to the media and sets expectations for reverse referrals.Transfer Policy – encourages program participants to transfer their existing file to another local area if the participant is relocating. Public Comment Policy – describes the public comment period and procedure for local area plans and other public planning documents.Open Records Policy - defines how LA III ensures compliance with the Kansas Open Records Act.Target Industry Skill Goals – defines how LA III will spend training resources on Target Industries and Demand Occupations.“No Gift” Policy for Workforce Center Staff – describes how staff of the workforce system avoid real or apparent conflicts of interest and to demonstrate the commitment to impartiality, equal treatment and the highest standards of conduct in relation to all Eligible Training Provider and potential Eligible Training Providers.Workforce Partnership’s LWIB is in the process of developing measurable goals for the next 5 years. These are goals that the LWIB values beyond the Common Performance measures negotiated with the State Department of Commerce. While these goals are not finalized, Table 4 provides a rough draft of how the measures will look:Table 4Right ResourcesRight EngagementRight EvaluationLabor MarketNumber and quality of workforce services offered in the local areaWorkforce Center traffic counts and website usageUnemployment rate and job vacancy rateSystemPercentage of funding that comes from sources other than WIANumber and quality of partnerships connecting the workforce systemCustomer satisfaction including adults, youth and businessesBoardNumber of board members representing target industriesNumber of board members on a team and sub-committeePeriodic assessment of board effectivenessThe LWIB will continue to define these measures and set appropriate benchmarks as they are defined.Section II. Local Area Operational Plan This section describes how Workforce Partnership will execute the vision of the LWIB and meet the goals and objectives of LA III. Overview of the Workforce System:Below is an overview of the workforce system in LA anization - The workforce system in LA III starts with the LWIB. With the majority of board members coming from the private sector, the LWIB represents a diverse cross-section of industries that reflect the make-up of the three counties in our local area. In addition, the LWIB has representatives from partner organizations that are not only required by WIA, but also represent the local service delivery systems. Attachment G lists the current board roster and their representation.Workforce Partnership’s board meets on a bi-monthly basis to discuss the relevant workforce related issues such as coordination and alignment of workforce programs. Board Team meetings also occur outside of the regular board meetings. To carry out the work of the LWIB, Workforce Partnership has four full-time paid staff with specific responsibilities for completing the administrative duties of the workforce system:Executive Director – Overall responsibility for seeing that the goals and objectives of the LWIB are being met by the workforce system.Director of System Performance – Monitors the performance of the workforce system and contractors.Chief Fiscal Officer – Monitors allocations and expenditures of Workforce Partnership funds.Administrative Assistant – Coordinates day-to-day administrative activities for LWIB staff.There are also two additional full-time LWIB staff that are funded under two current grants. One is funded under the State Department of Commerce H-1B Technical Skills Training grant. This position coordinates OJT activity for engineering positions across the state. The other position is funded under the JCCC H-1B Technical Skills Training grant. This position coordinates internship activity for healthcare IT positions across the state.Board staff is focused on board-level, system-level and labor market-level activities. To support the integrated service delivery system, the LWIB has contracted with Kaiser Group Inc. to be the One-Stop Operator and the Adult and Dislocated Worker program operator. As the One-Stop Operator, Kaiser Group Inc. has functional management over the other partners and their employees. Under a separate contract, the LWIB has contracted with Kaiser Group Inc. to be the WIA Youth program operator in LA III. Both contracts were awarded under separate competitive request for proposals. The LWIB has Memorandums of Understanding (MOU) with the partner agencies listed in the previous section. These MOU’s list the specific contributions that each partner makes to the local workforce system and lays out how functional management works under the integrated service delivery model.Local Board – The LWIB coordinates financial resources in a way that maximizes efficiency for serving the needs of local area residents. WIA funds form the backbone of support for the workforce system and infrastructure, while resources from partners and other grants adds to the available resources. In addition, the LWIB aligns policies and procedures to maximize resources and efficiencies, and it also seeks to ensure that policies do not stand in the way of programs and activities. Workforce Partnership always looks at the State and Federal guidelines that are currently in place before developing a new policy. To develop this plan, the LWIB collaborated to expound the strategic vision and identify workforce invest priorities in LA III. LWIB staff then developed the plan while asking for targeted feedback from LWIB members and from all stakeholders. A website was set up to collect LWIB and stakeholder comments in the form of answers to questions in eight targeted areas. Those questions are listed above in Section I. This website was widely publicized to maximize the opportunities for stakeholders and members of the public to participate in the development of the plan. CEOB members, LWIB members, and key stakeholder groups were notified individually via e-mail of the public comment website. A link to the website was also displayed prominently on the Workforce Partnership web site. Workforce Partnership also made a draft of the plan available for public comment, utilizing the same channels for notification that were used to publicize the public comment website. This process is described in detail in Section I above. The LWIB represents the interests, needs and priorities of the Vocational Rehabilitation program by having an LWIB member from Department of Children and Families (DCF). This LWIB member also serves on one of the board teams to provide input and guidance on how to best serve individuals with disabilities. LWIB staff also has the direct contact information of DCF staff to better coordinate services when serving an individual with a disability. Operating Systems and Policies Supporting the Local Area’s Strategies: Workforce Partnership uses various operating systems to support local area strategies. LA III uses labor market information (LMI) from a variety of sources. These LMI sources are all accessible via the internet and job seekers are free to browse them in Career Centers. These sources include:Kansas Department of Labor - Workforce Intelligence Network - *NET - primary data system is for LA III is KansasWorks Service Link (KWSL). We use this system to enroll, track and manage participant cases for all funding streams. Some grants require separate reporting systems and where possible we stream data from KWSL to the other reporting systems. If streaming is not possible, staff does dual data entry.Workforce Partnership communicates in numerous ways with partners and with customers. Communicating with partners includes vehicles such as phone, email and in-person face-to-face meetings. These same methods are used when communicating with customers as well. In addition, Workforce Partnership takes advantage of technology and social media with a website, Facebook page and a Twitter account. These can all be accessed through our website at: HYPERLINK "" Job Seeker Service Delivery:This section describes the delivery of services to jobseeker customers and how they are aligned across programs.Describe the local One-Stop delivery system established by the local board – The LWIB of LA III has established three physical One-Stop centers at the following locations: Wyandotte County Workforce Center552 State Avenue, Kansas City, KansasJohnson County Workforce Center9221 Quivira Road, Overland Park, KansasLeavenworth County Workforce Center515 Limit Street, Leavenworth, KansasLA III has a full-service One-Stop Center in each of the area’s counties. All of these centers provide the core services specified in the Workforce Investment Act Section 134(d)(2) and provide access to other programs and activities. Currently, the only comprehensive One-Stop location certified by the Kansas Department of Commerce is the Wyandotte County Workforce Center. The Johnson County Workforce Center is as comprehensive as the Wyandotte County Workforce Center, but it does not have the formal designation from the State. The Leavenworth County Workforce Center is not as comprehensive as the other two locations, and the center is in a shared building with KDCF.All workforce centers in LA III are fully integrated between WIA and Department of Commerce Programs - Wagner-Peyser, TAA and Veteran’s Programs. This integration is fully described in the LA III Integration Plan. Even though the Leavenworth County Workforce Center only has Wagner-Peyser funded staff on a part-time basis at this location, the center operates under the Integration model.Describe innovative service delivery strategies that have been or will be developed and implemented by the LWIB – The LWIB of LA III has developed several innovative service delivery strategies for serving customers. The intake and assessment process is designed to meet individuals where they are on their career path and guide them in a direction that will lead to prosperity. Where an individual job seeker is on his or her career path determines the services he or she will receive. As customers enter a Workforce Center for the very first time, they are given a “Tour of Services” which gives them an overview of the services available through the workforce system, including partner services. Individuals with an already high skill set matching available or high growth jobs and industries are directed to self-service and core-level activities. These include but are not limited to, job search, job referrals, workshops, labor market information etc. Individuals with low skill sets or with skill sets that are not relevant in the labor market are directed to attend “WIA Orientation.” The WIA Orientation gives an overview of the WIA Adult and Dislocated Worker programs, describes the services available through the workforce system (including partners), and goes over other grants and funding streams. Job seekers are then provided an opportunity to sign up with a Career Advisor that will be their Case Manager. The Career Advisor provides intensive services such as (but not limited to) case management, assessment, counseling, etc. The Career Advisor also coordinates assessments with the Assessment Team and coordinates needed training services as determined through the Individual Employment Plan. Workforce Partnership supports job seeker customers in acquiring the skills needed for high-growth, high-wage occupations in several ways. Career Advisors assess needs through the initial assessment process, during the ongoing employment planning process, when assembling training plans, and during job placement and retention activities. The goal is to complete WIA activities related to employment and training. One support is transportation through either mileage reimbursement or public transportation “tickets” and “ride passes.” A second means of support is with childcare assistance. WIA participants can receive up to $2.00 per hour for the first child and $1.00 per hour for each additional child that is not attending school full time. A third means of providing support is with needs-based payments. Needs-based payments are available, on a case-by-case basis when deemed absolutely necessary for the individual’s participation in or completion of her/his WIA-funded activities. They may include assistance with or payment of medical expenses, transportation expenses, minor or major living expenses, rent or housing expenses, clothing expenses, or ‘subsistence’ expenses. A fourth way to offer support is with emergency support payments. Emergency payments are paid to participants to cover a specific and extraordinary situation of need. Examples include but are not limited to car repairs, car tires, car insurance, health-care costs, clothing, utilities and rent. Basic Remedial or Developmental Education includes educational services for those in need of additional educational assistance to improve their general competencies and develop their readiness for skill training or work. Basic remedial education includes preparation for a high school equivalency certificate or basic literacy skill (reading/writing) and bilingual education or English as a second language (ESL). Basic developmental education includes non-credit courses required to prepare people for vocational or technical training such as pre-requisite courses. ABE is not offered via WIA funding as a stand-alone activity, but it is offered in conjunction with other training services. Johnson County Community College and Kansas City Kansas Community College are the partners in LA III for providing this service.To ensure that education and training activities result in employment or the next level of education, Workforce Partnership uses local Labor Market Information to determine occupations that are currently or projected to be in demand within LWIA III. We strive to maximize customer choice in making decisions about which activities will best result in acquiring the skills needed to attain employment or further education. The majority of our employer-directed efforts are geared toward satisfying Workforce Partnership’s target industries that are identified as high-growth and high-wage occupations. This ensures that as our staff works with job seekers and assesses current skills and abilities, we have strong relationships with the employers that are offering high-growth and high-wage jobs.Workforce Partnership will continue to strategically use resources to quickly deliver innovative services. Workforce Partnership targets those training programs that offer industry recognized credentials in less than one year of training. We also seek out training opportunity projects that will mutually benefit employers, job seekers and the community as a whole. Workforce Partnership stakeholders continue to emphasize the importance of soft skills, but not at the expense of technical skills. In today’s world, good employees need both. Workforce Partnership will continue to put emphasis on those training programs that incorporate a soft skills element into the training curriculum. In previous years, the majority of Workforce Partnership’s training funding has been used for classroom training in programs on our Eligible Training Provider (ETP) list.? Such training provides skills that employers and our education partners tell us are needed.? However, classroom vocational training may not always provide training on all skills that are needed in the workplace.? Work-based learning is an alternative that can better meet these needs.? While classroom training will always be a significant part of our repertoire of training services, we are placing a greater emphasis on work-based learning. This includes work experience, internships and Registered Apprenticeship opportunities. Workforce Partnership will seek after grants to help support this approach and will continue to look for ways to incorporate work-based learning into our services. Stakeholders have also supported the idea of offering more work-based learning opportunities such as Internships, OJT’s and Work Experience. Stakeholders suggest that we should try to match the learning styles of job seekers where we can and look for employer partners that are open to those kinds of training models.Workforce Partnership continues to offer summer youth work experience as a viable service to those youth in the WIA Youth program. Workforce Partnership has offered youth a Computer Camp each of the past three years. This partnership between JCCC and KCKCC gives program participants the chance to earn money in the form of a stipend while learning real-world skills. Participants are then awarded industry-recognized credentials. Workforce Partnership is looking to replicate this same youth work-based learning model in the Bioscience and Manufacturing industries.Services to State Target Populations – Staff who work under all the programs described in this plan will work together to ensure that customers who need a broad range of services receive them. Partners in all the programs have agreed to train staff to make them aware of all the programs and services available to customers in the workforce system. Below is a discussion of how Workforce Partnership will address specific needs of targeted sub-populations.Unemployment Insurance claimants – Unemployment Insurance (UI) claimants are those individuals that are currently receiving UI benefits or have exhausted UI benefits. Claimants most in need of reemployment assistance are identified through the Worker Profiling Reemployment System (WPRS) during the initial claims process. The system analyzes the claimant’s characteristics and assigns a score to each claimant forecasting their probability of exhausting benefits. Claimants most likely to exhaust (score of 56% or higher) are placed in a pool for staff to schedule in for services. Re-Employment Services (RES) claimants are scheduled for an appointment and report to the workforce center. They are provided the following mandatory activities and reemployment services:KANSASWORKS Registration - Most claimants are automatically registered in when they file a claim. However, if the claimant is not already registered, staff assistance is offered to help them register. Service Re-employment Orientation - Staff provide an introduction to the workforce center to include instruction on using self-help tools. Initial Assessment – Staff provide an initial assessment of the claimant’s skill level, aptitude, ability, supportive service needs and eligibility for federally funded programs in general, and specifically USDOL funded programs. Individual Employment Plan – In coordination with the claimant, staff develop a written Individual Employment Plan (IEP) matched to the claimant’s needs based on information gathered during the Initial Assessment. Other Mandatory Services - Any activity the staff member considers essential for the claimant to become reemployed may be added to the customer’s service record as a mandatory service. This may include activities such as the following: participation in workshops; referrals to other service providers such as WIA; and accessing O*Net Interest Profiler to determine career interests, skills and work values, explore occupations and establish educational strategies. The Reemployment and Eligibility Assessment (REA) program is similar to RES, however, in LA III it is only available at the Johnson County Workforce Center. Claimants with a WPRS score of 40 to 55% are placed in a pool for staff to schedule in for services. REA staff provides one-on-one services to claimants including a KANSASWORKS registration, service re-employment orientation, initial assessment and individual employment plan. REA staff also review job seekers’ UI eligibility and work closely with Kansas Department of Labor staff to address any UI issues. REA staff provides core and intensive services and refer REA customers to any services needed to reduce barriers to employment. Additionally, REA claimants are required to follow-up with staff every 30 days until they are reemployed or are no longer receiving UI. Long-Term Unemployed – Long-term unemployed (LTU) individuals are defined as having been unemployed more than 26 consecutive weeks. These individuals will have a priority of training services when training funds are limited and there is an excess of applicants seeking eligibility under the Adult Exception category. LTU individuals are also a top priority in other grants and funding streams and will continue to be a priority for Workforce Partnership.Under-employed – Under-employed individuals have a job, but usually have a skill set higher than the requirements of their current job. We offer extended hours, outside of normal business hours, that allows currently employed job seekers an opportunity to search for work and receive services. Dislocated Workers – Dislocated workers are those individuals that have been laid off from their previous occupation and could include trade-impacted dislocated workers as well as displaced homemakers. When LA III is notified about a mass-layoff or a company closing, Workforce Partnership has a Rapid Response team that will meet with employees being laid off. Rapid Response participants are informed of the various programs and services available through the Workforce Centers and are given information on how to file for unemployment benefits. As other dislocated workers (not part of a Rapid Response event), enter the workforce system they are also informed of available programs and services. The intake and assessment process then identifies individuals as good candidates for the Trade Adjustment Assistance (TAA) program or for the WIA Dislocated Worker program. Dislocated workers generally have transferable skills and when appropriate, Workforce Partnership seeks to place dislocated workers into similar positions as quickly as possible. Our Business Services Team works with hiring employers to let them know about available job candidates and skill sets of dislocated workers. The LWIB places a high priority on transitioning dislocated workers off UI as quickly as possible.Low-Income Individuals - Low-Income Individuals are given priority access to intensive and training services. Low-Income Individuals are defined as follows:An individual who receives, or is a member of a family that receives, cash payments under a Federal, state or local income-based public assistance program;An individual who received an income or is a member of a family that received a total family income for the six (6) month period prior to application for the program involved (exclusive of unemployment compensation, child support payments, and public assistance payments and old age and survivors insurance benefits received under section 202 of the Social Security Act) that, in relation to family size, does not exceed the higher of (i) the poverty line, for an equivalent period or (ii) 70% of the lower living standard income level for an equivalent period;An individual who is a member of a household that receives (or has been determined within the six (6) month period prior to application for the program involved to be eligible to receive) food stamps pursuant to the Food Stamp Act of 1977;An individual who qualifies as a homeless person per section 103 (a) and (c) of the McKinney Act;A foster child on behalf of whom state or local government payments are being made;An individual with a disability whose own income is at or below poverty level or 70% of the lower living standard or receives cash payments under a public assistance program, but who is a member of a family whose income does not meet such requirements.Migrant and Seasonal Farmworkers – All of Workforce Partnership’s efforts to reach or obtain information about Migrant and Seasonal Farm Workers (MSFW) will be accomplished through contact with agencies or community-based organizations known to farm workers in this area and those local agencies that specialize in services to MSFWs. Workforce Partnership will work closely with SER Corporation to fulfill the requirements of the memorandum of understanding between Workforce Partnership and SER in identifying and providing services to MSFWs. MSFWs have access to the same assessment tools available to all One-Stop system customers, including personal interviews and assessment tools (both computer-based and pencil/paper). Workforce Partnership will assess all applicants for previous agricultural employment during the past two years during intake. In addition to being offered the full range of employment services available through the One-Stop Career Center, applicants responding positively to this assessment will receive referrals to local MSFW service providers for specialized services. Workforce Partnership will cooperate with SER Corporation to insure that MSFWs receive the full range of services provided by the workforce system.Veterans – Veterans are given priority access to intensive and training services. Covered veterans include the following individuals:A veteran; Active military who are within 180 days of separation/retirement; andThe spouse of any of the following individuals: Any veteran who died of a service-connected disability;Any member of the Armed Forces serving on active duty who, at the time of application for assistance is listed, and has been so listed, for a total of more than 90 days as:missing in action, captured in line of duty by a hostile force, or forcibly detained or interned in line of duty by a foreign government or power; Any veteran who has a total disability resulting from a service-connected disability; orAny veteran who died while a disability so evaluated was in existence.This veterans priority system applies across all WIA-funded programs including dislocated worker, youth, fifteen percent (15%) statewide activity programs, and National Emergency Grants.If severe funding shortages result in the implementation of a waiting list, and a rank ordering within the population of veterans become necessary, the following order of priority will be applied:Special disabled veterans; Other disabled veterans; Other eligible veterans in accordance with priorities determined by the U.S. Department of Labor; and Certain spouses and other eligible persons. As required by WIA Section 168, employment and training programs will be provided to the following targeted groups of veterans:Veterans who have service connected disabilities;Veterans who served on active duty in the armed forces during a war or in a campaign or expedition for which a campaign badge has been authorized;Recently separated veterans; andVeterans with significant barriers to employment.Each Workforce Center in LA III employs dedicated veterans staff. They assist Workforce Center Representatives in identifying qualified veterans as early as possible in the service, intake and assessment process to ensure priority service provision to qualified consumers. The Local Veterans Employment Representatives (LVER), Disabled Veterans Outreach Program (DVOP) staff, and all other Workforce Center staff maximize employment and training opportunities for veterans and other covered persons, with priority given to disabled veterans and veterans of the Vietnam Era by giving them preference over non-veterans in the provision of employment and training services. Veteran status is captured at intake in the Kansas Job Link and Kansas Service Link systems.Priority of service to veterans will be provided and applied within the context of existing priority of service policies, operational procedures, and related work processes, noted in above and elsewhere within this Plan. Provided an individual applicant meets basic WIA eligibility and registration criteria, a covered veteran will receive first priority for intensive and training services, in advance of all other individuals that fall within the same priority of service population. Individuals with Limited English Proficiency – Accommodations or special arrangements for persons with limited English speaking capabilities will be made available at all Workforce Centers. Such accommodations or arrangements may include, but are not limited to English translation and making WIA information available in other languages.Homeless – Homeless individuals automatically qualify as Low-Income and have priority access to intensive and training services. Homelessness is also one of the additional “barriers” for eligibility requirements under the WIA Youth program. Goodwill of Western Missouri and Eastern Kansas also serves this population with additional services as a co-located partner.Ex-Offenders – Workforce Partnership assists ex-offenders in seeking and securing employment by utilizing appropriate labor exchange services, and by accessing specialized incentives such as the Federal Bonding Program (FDP), and the Work Opportunity Tax Credit (WOTC). Workforce Partnership has certified staff that is specially trained to work with this population by the Offender Workforce Development Specialist certification. Older Workers – Older Workers, those aged 55 and older, have priority access to intensive and training services. All Workforce Centers also conduct a “Mature Workers Roundtable” that allows Older Workers to network job opportunities and discuss overcoming common barriers to employment.Individuals Training for Nontraditional Employment – Workforce Partnership has always promoted nontraditional employment and will continue to look for opportunities to break stereotypes in industries and occupation. Workforce Partnership will use labor market information as well as real-work world examples of nontraditional employment to promote nontraditional employment.Individuals with Multiple Challenges to Employment – Many of the job seekers that we serve already have multiple challenges and barriers to employment. Workforce Partnership always counsels individuals by looking at not only a person’s employment situation, but also their life situation as a whole. Career Advisors then works out an Individual Employment Plan that is realistic and achievable based on the life situation. Workforce Partnership has always had this approach and will continue to have this robust approach to serving job seekers with multiple challenges to employment.Accommodations or special arrangements for persons with a disability will be made available at all Workforce Centers. Such accommodations or arrangements may include, but are not limited to TTY/TDD access, sign language interpretation, computer technology and other one-on-one customer assistance.Workforce Partnership will use all available resources in order to provide situational-specific assistance where necessary. LA III continuously works with the social service agencies located in the local area that provide services to persons with disabilities to assure access to WIA programs. To improve services to and employment outcomes for individuals with disabilities, Workforce Partnership has partnered with Kansas Rehabilitation Services (KRS). Access to KRS will be available through all three (3) Workforce Centers. Workforce Partnership plans to work with KRS staff as individuals with disabilities are served. Our Career Advisors and Business Service Team will work closely with KRS staff to develop job opportunities with businesses, provide job counseling to job seekers and assist in placement for individuals with disabilities. With almost 10% of the LA III having a disability, this will continue to be a target population that we serve.Youth Services:In January 2012, Kaiser Group Inc. was selected by the LWIB on a recommendation from the Youth Council, to be the WIA Youth Program operator serving all of LA III. This selection was part of a competitive procurement and the WIA Youth Program contract became effective on July 1, 2012. The LA III Youth Council and community stakeholders believe that the WIA Youth Program should focus on serving out-of-school youth. Workforce Partnership partners with area high school as the primary provider of services for in-school youth. Based on community feedback, Workforce Partnership will work more closely with high schools to provide career-planning services for Juniors and Seniors as well work with those that develop high school curriculum. Today’s youth need good information to make sound vocational and educational choices and Workforce Partnership can play a key role in providing that information.Orientation to Workforce Partnership’s WIA Youth Program is provided in a variety of venues and through a variety of media.? Orientation messages are crafted and presented such that they avoid the use of acronyms and programmatic jargon to ensure that our typical target candidate more readily grasps WIA Youth Program entry requirements and the benefits offered through participation.??Information is shared by Youth Career Advisors in one-on-one interactions, through appearances at a host of community events, and through word-of-mouth.? Presentations and orientations are held at local high schools, onsite at Workforce Centers, churches,?parades, job fairs, community events?and at community-based organizations.? These sessions provide on an overview of the program and the benefits of participation, and Youth Career Advisors also review eligibility criteria and participant rights and responsibilities should youth eventually enrolled in the WIA Youth program.? Workforce Partnership’s Youth Program also maintains a Facebook page to publicize program benefits, announce initiatives and upcoming events, and to reach-out to potential participants.?These strategies ensure we reach a broad cross-section of young people from targeted economic backgrounds, and representing a racially and ethnically diverse spectrum.? In our experience, potential program recruits tend to fall loosely into the following primary categories:? those that self-refer or “walk-ins,” those referred by a partner agency or institutions such as Job Corps outreach and admissions and those contacted via general outreach in our communities at-large or via electronic means.? Youth Career Advisors interact regularly with local community-based leaders, school principals, social workers and counselors to keep them abreast and aware of general eligibility criteria, and to continually remind them about the opportunities available that can benefit area youth. ?Eligibility Determinations for WIA Youth program services are rendered according to WIA statutory requirements, its implementing regulations, and in accordance with applicable State and LWIB policies. Youth Career Advisors also coordinate appropriate services with Job Corps staff. Job Corps is a co-located partner and joint service strategies are developed as appropriate with youth participants.?The mix of program elements recommended in a given youth case is driven by the Objective Assessment (OA) process.? All Youth participants who ultimately are deemed eligible undergo an OA to determine their unique needs.? The OA examines academic levels, skill levels, and the service needs of each participant, and includes an evaluation of basic skills, occupational skills, prior work experience, general employability and job readiness, interests (personal and professional), aptitudes (including interests and aptitudes for nontraditional jobs), supportive service needs, and developmental needs.?Each youth participant undergoes an OA, which results in the assembly of an Individual Service Strategy (ISS) developed with input from all pertinent parties, e.g., applicant, parent/guardian, Youth Career Advisor, and partner agency staff.? The ISS details services and program elements to be applied, timelines, goals and objectives.? The ISS is built upon information collected during intake interviews and the OA process. It includes identification of strengths and impediments to employment and educational success, and details which of the program elements to be applied in a given case.? ISS action plans are attached to specific goals, objectives and proposed timelines, and it is continually revisited, updated, and revised as necessary to support participants on a positive path for employment or further education.?To avoid duplication, the OA and/or ISS procedures may be abbreviated or waived if a participant has recently undergone a substantially similar assessment and action planning process formulated by and with another community organization, or a partner agency.?TutoringBasic skills are assessed during intake and enrollment into the Youth program using the CASAS diagnostic assessment (specifically, the electronic version, or “e-CASAS”), and subsequently the TABE instrument as necessary and appropriate based on results of the aforementioned CASAS diagnostic.? Tutoring assistance is provided to improve school performance, for youth who are in school and to enhance overall basic skills functioning.? Youth Career Advisors use assessment results—as well as grade reports or counselor feedback for in-school youth—to construct ISSs that directly address the educational and basic skills area(s) needing improvement.? Youth Career Advisors work with each youth individually to set a weekly study schedule.? Students are presented learning opportunities utilizing a variety of modalities including standard paper and book, internet-driven computerized assignments, and learning activities requiring the development and proficiency of problem solving skills necessary in today’s competitive employment market.? Services are generally delivered onsite in the Workforce Center Youth rooms, but off-site staff support is offered where unique needs require such.? Referrals to existing Tutoring programs are also appropriate in certain instances.?Alternative Secondary School Education OptionsBased on the needs and desires of a given youth participant, Youth Career Advisors may suggest participants pursue actual High School Degree completion.? Youth may be referred back to their assigned High School for further counseling.? If that is not a workable solution, Youth Career Advisors then refer youth directly to an alternative degree completion program.? Each of our counties has unique offerings for alternative secondary schooling with whom we have collaborated, such as The Guidance Center, and LEAP (Leavenworth County); Step-Up, HOPE, Project SOAR, and Horizons, (Johnson County); REACH 500, On-Track, Gracious Promise, and Quest Learning (Wyandotte County); and Insight Schools (online, Statewide), to name a few of the more frequently used options available.Workforce Partnership offers targeted assistance onsite at each Workforce Center for improving overall educational achievement.? Using e-CASAS and TABE assessments results, Youth Career Advisors can develop an instructional road map for each customer.? These services frequently serve as gateways into formal GED Preparation programs at our Workforce Centers and Adult Education Partner sites - those being Kansas City Kansas Community College and Johnson County Community College.?Summer Employment Opportunities Linked to both Academics and Occupational LearningSummer activities are a component made available to all participating youth based on individual needs and interests.?The Summer Computer Camp project offers a particularly unique, challenging and rewarding summer experience for the local area youth. ?These projects combine hands-on hard- and soft-skills instruction that leads to the successful attainment of marketable credentials, and it produces substantial rates of individuals entering unsubsidized employment and/or furthering their education at the post-secondary level.?Relationships established by our Business Services Team ensure solid employer engagement and in turn helps to create opportunities for work-based activities and work placements for our WIA Youth program participants.?Work Experience, both paid and unpaid, including job shadowing and internshipsWork Experience and job shadowing assignments are paid and unpaid, and can occur in the public or private sector.? The principal aims of such an activity are to increase the participant’s self-esteem and self-confidence, to expand his/her job-specific skills and professional references, and to develop work maturity and basic world-of-work awareness. The actual length of the assignment shall be for a reasonable amount of time based upon the needs of the participant, and are documented within their ISS.?Assignments are time-limited to 6 months or 500 hours, whichever limitation is met first, and participants are paid at least the Federal minimum wage.? Formal work site performance evaluations are completed at the conclusion of assignments, and performance check-ups are conducted during various points of the Work Experience activity as well.Worksites are provided a general orientation and a Worksite Supervisor’s Manual.? Youth Career Advisors regularly monitor the activity to ensure adequate supervision and safe working conditions are in place; apprise the participant and work site personnel of Complaint/Grievance Procedures; ensure accurate completion and timely submission of participant time sheets; inform work site personnel of emergency procedures and Workers Compensation Coverage procedures; provide participant-centered orientations; be available for consultations with supervisors and/or the participant at the work site whenever needed; and, ensure that precise time keeping and payroll records exist to support payment of wages.?Relationships developed by the Business Services Team ensure employer engagement and in turn helps to create opportunities for work-based activities and work placements for youth participants.?Occupational Skill Training that provides specific and measurable skill setsThe need for training services is based on assessment results and individual needs.? All training endeavors are incorporated into participants’ ISSs.? In counseling youth on career pathways and training options, Youth Career Advisors ensure that choices are ultimately guided by local labor market demand and the LWIBs target industries list.? In addition to target industries, certain select occupations may also be appropriate.? We also partner with agencies such as Youth Build and Job Corps to assist with training possibilities to enhance employability skills and options.?Leadership Development OpportunitiesLeadership is modeled by our Youth Career Advisors at all points during intake, enrollment and participation.? Participants are also provided direct lessons, exercises and workshops centered on leadership concepts and values.Workforce Partnership offers periodic and recurring leadership-themed workshops for participants at the Workforce Centers.? Topics include making positive choices in the face of what are sometimes overwhelming negative influences present in certain troubled communities, as well as from peer groups, developing one’s mind and critical thinking abilities, effective problem-solving and anger management.The aforementioned Computer Camp also incorporates extensive instruction on leadership awareness and related practices.? Topics include becoming aware of and developing one’s honesty, integrity, and dignity, and recognizing and respecting these same traits in others, at home, at school, and in a work setting.? Other subject matter includes developing credibility, influencing others in a positive and constructive fashion, and forming trust.?Workforce Partnership also hosts occasional focus groups, where participants themselves shape and lead discussions about our Youth program in all its aspects, from effective outreach and recruitment, to specific service offerings and participation incentives.Supportive ServicesSupportive Services are available to enable participants to successfully complete their ISSs and related activities.? In the absence of alternative resources, support service payments can be made to cover financial needs of a participant that, if unmet, would prevent that participant from successfully completing his/her action plan.? Supportive services may include but are not limited to the following:Transportation assistanceChildcareDependent careHousing assistanceEmergency or needs-based/needs-related payments that are necessary to enable the individual to participate and successfully complete WIA-funded activities?As noted above, the purpose of supportive services is to provide a resource to address certain barriers to the completion of a WIA activity.?Adult Mentoring?Mentoring, when built on collaborative relationships with good communication, trust, and respect, is effective in supporting, developing and retaining our youth participants.? Mentoring services are to some degree provided by our Youth Career Advisors themselves, who have the most direct, one-on-one contact with participants. Youth also receive mentoring in a less structured setting than is encountered in school, in the Youth room with their Youth Program Instructor.We partner with several agencies in the local area to deliver mentoring services. These agencies include Gear Up, Young Women on the Move, YMCAs , Health Departments, Connections-To-Success, and The Wellmaker prehensive Guidance and Counseling?Youth Career Advisors typically give advice on peer pressure, family strife, safe-sex, and substance abuse.? Certain interpersonal, social and familial struggles, however, require reliance on partner agencies such as AYS, Health Departments, homeless hotline numbers, United Way, SRS, MOCSA (sexual assault hotline), and SOS youth hot line. These agencies have expertise better suited to address issues, which might include substance abuse, domestic and sexual violence or abuse, and emotional and behavioral health and well-being.? The local Regional Prevention Centers at KCKCC, Mirror Inc. and the local health departments are an invaluable resource for substance abuse awareness, intervention and counseling.? State and local shelters and hotlines assist with abuse situations.? And, several county and community-based behavioral health care agencies and contractors assist with emotional and behavioral challenges.??Referrals to these sorts of services are available during active program participation and during the follow-up period.?Follow-up services for a minimum of 12 months?Follow-up services are provided to all youth participants to help assure long-term success in their post-program endeavors.? The nature and scope of follow-up activity is based on the needs of each participant.? Follow-up services include but are not limited to periodic contacts with customer and/or employer to discuss job and career challenges and to propose potential solutions.? Contacts may be in-person or electronic (e.g., text messages, e-mails, telephone calls, blog entries, or e-messages posted on personal social media sites or web pages, where such postings are accessible, approved and appropriate). E-mail messages and targeted “blasts” are sent to announce events such as hiring events, career expositions and community fairs, or other general Workforce Center initiatives. Other follow-up services include job retention, counseling, problem solving and general mentoring, assessment of current needs and provision of necessary and appropriate supportive services, and re-engagement into active program participation as may be necessary and appropriate.Services to Employers Including Registered Apprenticeship Sponsors:Workforce Partnership’s Business Services Team (BST) functions as an extended arm of individual companies, both large and small.? The highly skilled BST mirrors the targeted industries in our local area. As part of our integrated model to coordinate efforts of multiple programs, BST members are comprised of both WIA-funded and Wagner Peyser funded staff. BST members are professional industry experts who have solid HR experience, industry knowledge, and experience with recruiting, hiring, training and termination practices. ?BST members represent the entire workforce system in LA III, not just one particular funding stream or program. Our dedicated business services are designed to deliver results to the business customer.? BST members assist with a variety of business needs, including developing hiring plans, creating job descriptions/requirements, posting job openings, job seeker recruitment, resume searches, screening and referring potential candidates, determining and conducting appropriate assessments, determining market-competitive salaries, assisting with tax incentives, developing On the Job Training (OJT) opportunities, creating internships, creating registered apprenticeship opportunities, and identifying appropriate training needs as well as funding solutions.?The workforce system currently represents a tight connection between businesses, BST members (comprised of Industry Specialists and Recruiters), job seekers, and the Welcome and Skill Development teams that interact with job seeking customers.??Job referrals are one visible result of a well-choreographed process among all of these players. Focus on the business customer establishes the business needs as primary, and the recruitment of qualified candidates to meet business customer demands as the principal objective. Welcome and Skill Development team efforts are focused on preparing the job seeker to qualify for hiring demands. The job referral is where these activities intersect, and provide the ultimate product of the Workforce Centers – qualified candidates to meet business demands.BST members meet on a semi-monthly basis to discuss employers and hiring needs. Economic Development representatives participate in these meetings and help inform Workforce Partnership of businesses projected to move into the region. BST members also gather business, industry and hiring trend information on a regular basis. This information is analyzed and discussed at LWIB meetings in order to make efficient use of local area resources and strategically align programs. Members of the business community are encouraged to participate on board teams, even if they are not official members of the LWIB. Businesses are very active in the LA III workforce system, and they will continue to play a large part in designing our workforce system.Trade Adjustment assistance (TAA):Trade Adjustment Assistance (TAA) is a federally funded program that helps workers who have lost their jobs as a result of foreign trade. Kansas Department of Commerce Staff provides core and intensive reemployment assistance services through LA III workforce centers including career counseling, job development, job search assistance, resume preparation, testing, occupational and labor market information, assessment, referrals to employers and supportive services. Under the integrated services model, TAA representatives work with WIA funded staff during rapid response events when layoffs occur and a TAA petition has been filed. Assessments are then made based on initial applications and information about participants. Participants are then directed to specific programs such as TAA or the WIA Dislocated Worker program, and participants are co-enrolled as appropriate. If participants need training to updates skill and if they meet the six criteria for TAA-approved training, then TAA funds are utilized to support training endeavors. If the six criteria are not met, then participants are referred to the appropriate programs for job search, training and placement services.Other Specific Requirements:In October 2010, the LWIB of LA III issued a Request for Proposal (RFP) for Title 1-B Adult and Dislocated Worker Programs and One-Stop Operator. As the result of competitive selection, Kaiser Group Inc. was selected for Title 1-B Adult and Dislocated Worker Programs and One-Stop Operator. The LWIB and Chief Elected Officials Board (CEOB) have designated Local Workforce Investment Area III, Inc. to serve as the administrative entity and fiscal agent for Area III. The LWIB and CEOB have determined that Board staff should assume these roles. To ensure appropriate fiscal controls and segregation of duties, the LWIB selected the accounting firm of Allen, Gibbs & Houlik, L.C., as part of a competitive procurement, to serve as the fiscal entity responsible for making payments and handling funds. Policy and Procedures for Implementing the Branding Policy:LA III is committed to building and leading a workforce development system that produces a high quality workforce capable of meeting the changing needs of employers in the Kansas City area. Among its guiding principles is that it is system-focused, reflecting the idea that no one program, funding source, or organization can meet the area’s broad range of workforce needs, and that programs are more effective if they work in concert to respond to these needs. The Board has established Workforce Partnership as the brand name for this system. The Workforce Partnership name and logo are used to describe the system and the services it makes available, regardless of the location of the service, how it is funded, or the partner organization providing the service. The LWIB views this approach as a critical step in uniting service providers and integrating services into a seamless, comprehensive, solution-based approach, with a singular identity. The shared identity serves to foster collaboration among partners, and allows all partners to benefit from the LWIB’s outreach activities. Partners look to the LWIB for leadership, and Workforce Partnership is becoming a recognized name synonymous with workforce expertise and quality services. Continuing to promote the system under the Workforce Partnership name is a necessity, based on the ever-increasing recognition we are garnering within our local communities. However, we also recognize that we are part of broader regional and statewide workforce systems, and we intend to leverage efforts to promote those systems to increase utilization of our services and awareness of our ability to contribute to personal and business prosperity. The LWIB is committed to participating in broader systems’ branding through co-branding and cooperative outreach efforts that communicate both brands. The following discussion explains how LA III will comply with the specific required elements of State Policy #3-30-00. A. Full adoption or working in partnership – LA III is committed to working in partnership with the KANSASWORKS brand.B. Application to all locations – LA III will utilize the KANSASWORKS brand in all locations, publications, and outreach messages. C. Specific elementsExterior signs - Johnson County, Leavenworth County and Wyandotte County signs have signs incorporating the KANSASWORKS logo. The phrase “in partnership with” and the KANSASWORKS logo have been incorporated into the mobile unit graphics. Interior signs – Interior signage includes the “in partnership with KANSASWORKS” branding based on the signage space available in each location. In each location, signage with the partnership language has been placed in reasonable proximity to existing Workforce Partnership signage, in a manner that meets the relative size requirements of the KANSASWORKS brand standards. Letterhead – The KANSASWORKS logo and the partnership language has been incorporated with all letterhead. Business Cards – Business cards incorporate the “in partnership with KANSASWORKS” language and logo. All staff use these cards. Flyers/brochures – As Workforce Partnership produces brochures promoting system’s services to jobseekers and employers, these brochures incorporate the KANSASWORKS logo with the partnership language.Publications – The LWIB’s strategic goals include the development of new publications, such as an annual report. All publications will include the KANSASWORKS logo and the partnership language on the title page and/or the back cover. Newsletters and similar publications will also incorporate the logo and accompanying language. Other printed materials – The “in partnership with KANSASWORKS” language will be included on all publications and in all news releases. Television ads – There are no plans at the present time for television advertising. Should sufficient funding to support television advertising become available, the “in partnership with KANSASWORKS” language will appear graphically will be included whenever the Workforce Partnership logo is used. Radio ads – There are no plans at the present time for radio advertising. Should sufficient funding to support radio advertising become available, references to Workforce Partnership will be accompanied with the required partnership language. Web site – Workforce Partnership maintains as the primary web site for the workforce system in LA III. That site has been redesigned, the KANSASWORKS logo and the partnership language is featured prominently. The logo and language has been placed on the home page in a size that is compliant with the brand standards and in a position that allow them to be viewed easily. The site also has a prominently placed link to .Billboards – There are no plans at the present time for billboard advertising. Should sufficient funding to support billboard advertising become available, the “in partnership with KANSASWORKS” language will appear graphically will be included whenever the Workforce Partnership logo is used. Other outreach/public relation efforts – The KANSASWORKS logo will be incorporated as follows:Name tags include “In partnership with KANSASWORKS” branding. Uniforms are no longer required. Work shirts and attire have the “In partnership with KANSASWORKS” branding included.Speaking engagements: an explanation and description of KANSASWORKS and our relationship will be included as part all presentations.Job Fairs: Information about KANSASWORKS has been made available and signage includes the “In partnership with KANSASWORKS” branding.Media and public relations: All news releases will include a standard paragraph stating that Workforce Partnership is part of the KANSASWORKS network, and that services are provided in partnership with KANSASWORKS.Policy and Procedures for Implementing Integration Policy:LA III is also fully committed to Integration between the WIA and Wagner-Peyser funding streams. Our plan to integrate those funding streams can be found in our Integration Plan Attachment – Attachment E.Policy and Procedures for Implementing Training Expenditure Monitoring Policy:The nature of our budget and strategic decisions made by the LA III LWIB will make it difficult to meet the 40% benchmark of WIA Adult and Dislocated Worker funds spent on training set by the State. It is our understanding that this policy is a monitoring policy designed to assess how local areas are similar, but also how they differ in strategic approaches. In LA III, the approach is to use WIA funds as a means of supporting the workforce system, so a larger percentage of other grants and funding streams can be spent directly on client services. This approach is consistent with our integrated model of programs and funding streams. The LWIB directs our contractor to spend at least 20% of their WIA Adult and Dislocated Worker budget on direct client services. The LWIB has a target of 15-20% of total local area WIA Adult and Dislocated Worker funds to be spent directly on client services – training and supportive services both included.LA III Performance Levels for the last three years can be seen in Table 5:Table 5Policy and Procedures for Local Monitoring:The LA III LWIB has monitoring policies in place that coincide with those monitoring policies developed by the Kansas Department of Commerce Workforce Compliance and Oversight Unit.The results of monitoring activities will serve as a functional management tool for maintaining the quality of programs and will ensure that Workforce Investment Act Funds are used as intended.The Director of System Performance will maintain oversight of the performance and the operations of its various programs under the Workforce Investment Act. The LA III LWIB may choose to hire additional staff in the future to assist with monitoring activities. It will ultimately be the responsibility of the Director of System Performance to ensure the completion of the monitoring duties. In performing the internal monitoring duties, the Director of System Performance will maintain complete objectivity and independence in completing the monitoring tasks. The Director of System Performance reports directly to the Executive Director of the LA III LWIB.The scheduling of the monitoring activities may vary due to the size or scope of the program activities being reviewed. The Director of System Performance may choose to monitor particular subject(s) more frequently if deemed necessary.Each program year, the following activities of the WIA Program will be monitored on a quarterly basis:Table 6First Quarter (July – Sept)OJT – Adult and Dislocated ProgramsCustomer SatisfactionContract Reviews–Incumbent and CustomizedFiscal/Procurement/Program CostsContract Performance StandardsSecond Quarter (Oct –Dec)Adult/Dislocated File Review/EligITA Process ReviewData Validation –Adult and DislocatedEnrollment Totals for IntegrationFiscal/Procurement/Program CostsContract Performance StandardsThird Quarer (Jan – Mar)Youth File ReviewData Validation – YouthWork Experience – YouthFiscal/Procurement/Program CostsContract Performance StandardsFourth Quarter (April – June)One-Stop Delivery SystemLEOB/LWIB and Youth CouncilEnrollment Totals for IntegrationGrievance/EOFiscal/Procurement/Program CostsContract Performance StandardsReviewing documentation includes case files and participant information in KansasWorks. This information is reviewed to ensure that Local Area III has no disallowed costs, and that all WIA programs are administered in compliance with all Federal and State guidelines.Upon the completion of the monitoring activities, the Director of System Performance summarizes the monitoring material and submits a final report to the LA III Executive Director. Once the Executive Director has reviewed and commented on the Quarterly Monitoring Report the Executive Director will approve/disapprove, sign and return the report to the Director of System Performance. After receiving the signed Quarterly Monitoring Report the Director of System Performance will take the appropriate action as specified in the report concerning recommendations and/or corrective action.Director of System Performance will address all issues in writing with staff, service providers and anyone else that may be involved in a monitoring resolution. A complete explanation as to any findings that need to be changed or corrected will be explicitly addressed. The Monitoring reports are presented to the LWIB and the CEOB at each quarterly scheduled meeting.The Director of System Performance will notify the appropriate service provider staff of upcoming monitoring activities. The Director of System Performance will work with the service provider staff to schedule times and locations of monitoring activities.The Director of System Performance will use monitoring guides and checklists that have been developed and are consistent with the information provided by the State Workforce Compliance and Oversight Unit. These guides and checklists will be used as documentation as well as other documents provided by the service provider.Should findings be found, the Director of System Performance will outline the corrective action needed by the service provider along with timelines for the corrective action. Appropriate actions and timelines will be issued based on the severity of each finding. The maximum time allowed for the resolution of problem areas is 90 days. At that time the Director of System Performance will follow-up to see if the problem has been resolved. A written report on resolution or lack of resolution of the problems will be prepared by the Director of System Performance, which will be sent to the Executive Director, and a copy placed in the Monitoring file. Consultation with the Executive Director can then determine how much additional time should be allotted to complete the corrective action depending on the seriousness of the corrective action. The time frame for corrective action for File Review is two (2) weeks. If additional time is needed as verified by the Program Service Managers additional time will be given. Reasons for requesting additional time to complete corrective action will be noted in the corrective action report to go to Executive Director in the form of a Corrective Action Update Report. All operations that have been reported to have problem areas and need corrective action have the right to appeal the validity of said difficulty. This should be done in writing to the Director of System Performance. The Director of System Performance will make every effort to come to an equitable decision on the matter in consultation with Executive Director.The Corrective Action File will be located at the Workforce Partnership office.The Director of System Performance will finalize findings in the form of a report, upon completion of each quarterly review. All reports, checklists and additional material will be available for review by any interested parties. All reports of monitoring activities and any review findings will also be shared with the Local Workforce Investment Board, the One-Stop Operator and the One-Stop Partners.Each quarterly Monitoring Review does not have a specific time frame for accomplishment, but will follow the following guidelines:Notification of ten (10) working days to the Service Provider prior to the on-site monitoring activityReport consists of Summary, Assessment, Recommendation(s) and Corrective ActionAdvise WIA/CEO Boards of quarterly monitoring report findings at next scheduled LWIB/Joint CEOB Meeting after completion.Policy and Procedures for Fiscal Controls:The LWIB has incorporated the Kansas Department of Commerce Fiscal Policy and Procedures Manual into the LWIB fiscal policy manual. LWIB staff ensure that all fiscal operations by staff, Operators, and service providers involving WIA funds comply with these policies and procedures. To ensure appropriate segregation of duties, the LWIB contracts with the firm of Allen, Gibbs & Houlik, L.C. (AGH), for paymaster services. AGH services were procured as part of a competitive selection. AGH deposits all WIA funds and makes payments on behalf of LA III. The LWIB Fiscal Officer submits the required WIA reports. The paymaster’s role ensures that LA III has the appropriate segregation of fiscal duties necessary to ensure that funds are handled properly. The LWIB Fiscal Officer is responsible for reconciling data discrepancies among the Paymaster, Service Link, Commerce Fiscal Management unit, Program Operators, and LWIB administrative office. The Service Link Fiscal system has the capacity to adjust to all foreseeable contingencies. Obligations, accruals and expenditures are tracked by funding source, program and participant using the processes provided in the Service Link Fiscal system. Fiscal reports on individual participant and overall participant obligations, accruals and expenditures are available through the Service Link Fiscal report processes. The system is capable of responding to any changes and/or additional requirements that may be imposed. The automated system to gather and maintain client participation information and the automated system to process and maintain the fiscal records for all programs are both supported by Service Link and operated within the same database. The LWIB Fiscal Officer reviews and verifies expenditure reports from the Paymaster and Commerce Fiscal Management on a monthly basis to ensure that LA III is in compliance with governing directives. The Fiscal Officer monitors all characteristics and fiscal data reports and other items in accordance with the monitoring procedures outlined in the plan. Through review of the activities, LWIB staff makes recommendations to ensure changes are effectively and efficiently made. By means of the automated information system, comparisons of planned to actual expenditures are made each month to maintain program expenditures within budgeted amounts. Based on these reports, staff initiates any corrective action required to correct any deviation from the training plan and budget. Additionally, the LWIB paymaster and the One-Stop Operator will make enhancements to their general ledger systems, with separate general ledger number to provide the required reporting requirements that clearly identify and segregate revenue draws and expenditures for all funds.Program Operators are required to submit monthly financial reports to the LWIB. Reports list expenditures by budget category, and include sufficient detail with each draw request to allow LWIB staff to examine individual transactions. The paymaster also submits regular reports to the LWIB. All reports are reconciled with Kansas Service Link records. The Fiscal Officer generates a monthly financial report for review by the LWIB’s Fiscal Committee and Executive Committee. Fiscal reports are also included in information submitted to the LWIB for review and approval at bi-monthly LWIB meetings.The Fiscal Officer reviews and verifies expenditure reports from the Paymaster and Commerce Fiscal Management on a monthly basis to ensure that LA III expenditures are consistent with the requirements of the Act. By means of the automated information system, comparisons of planned to actual expenditures are made each month to maintain program expenditures within budgeted amounts. ServiceLink requires that Youth Program expenditures be identified as in-school or out-of-school. LWIB staff monitor program budgets and WIA expenditure reports on a regular basis. Based on these reports, staff initiates any corrective action required to correct any deviation from the training plan. Expenditure reports are reviewed quarterly with the Youth Program Operator, and the Operator is eligible to receive a performance incentive if it exceeds minimum out-of-school youth expenditure targets. The procurement of goods and services complies with the Kansas Department of Commerce Fiscal Policy and Procedures Manual and all applicable OMB Circulars and Federal Regulations. The LWIB staff is responsible for all aspects of administering procurement in accordance with federal requirements and applicable state and local laws, rules and regulations.Program Operators maintain separate policies for procurement. The LWIB requires that these policies be consistent with federal, state, and LWIB policies. Invoices submitted by contractors are reviewed for accuracy and a sample of transactions is reviewed to ensure that goods and services were procured in compliance with policies. Payments are made from appropriate documentation, such as invoices, time sheets. Payment requests are approved by the Fiscal Officer and Executive Director before submission to the paymaster for payment. Payments requests over $10,000 must also be signed by the LWIB Chair or other designated LWIB officer. All payment requests are reviewed to ensure that they are allowable, allocable, and procured appropriately, in accordance with federal, state, and local policies. Complaint and Grievance Processes:The scope of the complaint/grievance procedure for LA III includes discrimination, criminal, non-criminal and general complaint/grievances. During the eligibility process, all WIA participants are required to sign a copy of the Summary of Rights and Program Grievance and Complaint Procedures. Participants are given a copy of the signed form. Complaints/grievances may be made up to one (1) year from the date of the event or condition alleged to be a violation of WIA. This one-year limitation does not pertain to incidents related to potential fraud and criminal activity. For discrimination complaints, the complaint must be filed within 180 days of the alleged violation. Complaints/grievances may be filed directly at the Workforce Partnership Office:Workforce Partnership Office8040 ParallelSuite 112Kansas City, KS 66112A complaint may be amended or withdrawn at any time prior to a scheduled rmation that could lead to the identification of the person filing the complaint must be kept confidential, to the extent practical. The identity of any person who furnishes information related to, or assisting in, an investigation shall be kept confidential to the extent possible.An entity receiving financial assistance under WIA may not discharge, intimidate, retaliate, threaten, coerce, or discriminate against any person because such person files a complaint, opposes a prohibited practice, furnishes information, assists or participates in any manner in an investigation or hearing.Every recipient of funds under Title I of WIA must maintain a complaint/grievance process in accordance with 20 CFR 667.600.Discrimination ComplaintsComplaints alleging a violation of the non-discrimination provisions of WIA Section188.29 U.S.C. Section 2938, may be filed directly with the U.S. Department of Labor:U.S. Department of Labor, Room N-4123Directorate of Civil RightsFrances Perkins Bldg.200 Constitution Avenue, NWRoom N-4123Washington, D.C. 20210Telephone # (202) 523-8905Complaints may also be filed directly to the Equal Opportunity (EO) Officer for LA III. The EO Officer for LA III is the Director of System Performance. The EO Representative will review each complaint to assure completeness and may assist the complainant with filing the complaint. A copy of the complaint will be forwarded to the State EO Director immediately.The LA III EO Representative will make every effort to resolve the complaint locally and shall offer a resolution of the complaint to the complainant and the respondent in writing within sixty (60) days after the complaint is filed. If the resolution offered is satisfactory, the complainant and respondent shall be asked to sign a copy of the written proposal indicating acceptance of the proposed resolution. A copy of this signed agreement shall be forwarded to the State EO Director. Appeal ProcessIf a complaint is filed at Local Area III and no decision is issued within the sixty (60) days, or either party is dissatisfied with the local hearing decision, either party may file a written appeal to the Kansas Department of Commerce. The written appeal must be signed and dated by the party submitting the appeal and must contain the following information:The request must be made within ten (10) days of the adverse decision or ten (10) days from the date the decision should have been issuedThe full name, address and telephone number (if any) of the person submitting the appealThe date and location where the complaint was filedThe date the hearing was heldIf a decision was issued, the reason why it should be reviewed or if a decision was not issued with sixty (60) days of the filing of the complaint, a statement of the date the decision should have been issued and that no decision was issued by that dateA copy of the original and any amended complaint; a copy of any response(s) thereto and a copy of any decision entered at LA IIIDuring the first ten (10) days after a complaint is filed with the Kansas Department of Commerce, an attempt will be made to informally resolve the matter. If no resolution is achieved, a hearing will be scheduled. The hearing will be conducted within thirty (30) days of the date the complaint is received by the Kansas Department of Commerce. The decision by the Kansas Department of Commerce is the final decision.The Kansas Department of Commerce may remand complaints as related to local Workforce Investment Act programs to the local area complaint process, when appropriate, by issuing a written notice to all affected parties that the matter is being remanded.Parties to the complaint will receive notice of the date, time and place where the hearing will be conducted. If appropriate, the hearing may be conducted by telephone. A decision will be issued in writing within sixty (60) days of the date the complaint/grievance was received by the Kansas Department of CommerceAt any time during the resolution process, any party may choose to be represented by an attorney or other representative of their choice and at their expense. At the hearing, parties may bring witnesses and documentary evidence. Prior to the hearing, the parties may request that the hearing officer issue subpoenas to compel attendance of witnesses and/or the production of relevant documentary evidence.If an individual desires to withdraw his/her complaint or reschedule the hearing, he/she must notify the official that sent the hearing notice. Notification must be in writing. Requests for rescheduling of the hearing will be granted only for good cause.No person may be discharged or in any way discriminated against because such person files a complaint, testifies at a hearing, provides information or intends to testify at a hearing or provide information pursuant to this process.Nothing precludes a complainant from pursuing a remedy authorized under any other federal, state or local law.Criminal ComplaintsManagers, supervisors, employees and officials of the Kansas Department of Commerce, LA III, recipients, sub-recipients, contractors and participants are to promptly report in writing or by telephone to a LA III manager or supervisor, or the KDHR Internal Security Director, information believed to indicate actual, potential or suspected criminal wrongdoing.An Incident Report, will be the vehicle for reporting all known or suspected cases of fraud, malfeasance, misapplication of funds, gross mismanagement, or other criminal activities in Employment and Training Administration funded programs. If the report is made to a manager or supervisor, that person shall ensure that the Incident Report form is completed in its entirety and shall forward the original report form immediately to:Kansas Department of CommerceInternal Security Advisor1000 SW Jackson, Ste. 100Topeka, Kansas 66612If it is determined by the manager or supervisor that the report requires immediate attention, a telephone report will be made to the Internal Security Advisor at (785) 296-2185 to relate the necessary information, and the written report will be sent immediately thereafter.If the reporting party considers that his/her position will be compromised by submitting information they believe indicates wrongdoing through the manager or supervisor he/she may send the report directly to the Internal Security Advisor or directly to:Office of Inspector GeneralP.O. Box 1924Washington, D.C. 20013Phone # at FTS 800-357-0227or 800-424-5409The individual’s identity will not be disclosed except where the employee consents or it is determined that disclosure will be unavoidable during the course of an investigation.No action of any kind shall be taken against any party filing a report of alleged wrongdoing pursuant to this procedure or for assisting in the investigation or prosecution of the complainant, by the manager or supervisor or the Internal Security Director.The Internal Security Director shall notify the Office of the Inspector General and the Regional Administrator. The Internal Security Director shall be responsible for any investigation undertaken in response to the incident report, and shall prepare a quarterly status report on incident reports, and a final report on each incident, for submission to the U.S. Department of Labor. In addition, when deemed appropriate, the Secretary of the Kansas Department of Commerce may initiate a special review to be conducted by the Workforce Compliance and Oversight Unit. It is not the intent of the Incident Report to elicit reports after a determination has been made that the act or omission is legally prosecutable. This decision is within the jurisdiction of the affected U.S. Attorney, Chief Counsel of the Kansas Department of Commerce or the individual designated by LA III to process Incident Reports. Any act that raises questions concerning possible illegal expenditures or other unlawful activity should be immediately reported according to the established procedures.Non-Criminal and General Complaint/GrievancesAny applicant, employee, participant, service provider, program recipient or other interested party may file a complaint/grievance alleging a violation of local WIA programs, agreements or Local Board policies and activities.A general WIA Complaint/Grievance form, (see Attachment Section), can be obtained from the Local Area III Administrative Office at the following address:Workforce Partnership Office8040 ParallelSuite 112Kansas City, KS 66112Complainants with disabilities will be accommodated in communication and location. Alternate formats will be used on request to notify the complainant of hearings, results and any other written communication. Auxiliary aides and services, such as deaf interpreters or assistive listening devices, will be provided upon request for negotiations, hearings and any other meetings where aural communication occurs. An accessible location will be used for hearings and other meetings on request.Resolution ProcessService providers and employers of WIA participants must have procedures in place to process complaints/grievances related to the terms and conditions of the participant’s training or employment. Employers and service providers may elect to utilize the system established by the Local Administrative Entity or operate their own complaint procedures. If the employer is required to use the complaint processing procedures under a covered collective bargaining agreement, then those procedures may be used to handle general WIA complaints.Any hearing conducted by an employer must comply with all provisions for hearing described in the Local Area III policy.Initial ReviewIf the complaint alleges a violation of any statute, regulation, policy, or program that is not governed by WIA, the complaint will be referred to the appropriate organization for resolution. Notice of the referral will be sent to the complainant.The EO Officer or the service provider will receive the complaint from the complainant or the complainant’s designated representative. All complaints will be logged. A complaint file should be established that contains the following:Application and enrollment formsCompleted General WIA Complaint Form (or complainant’s written statement)Chronological log of events or conditions alleged to be a violation of WIAAny relevant correspondenceRecord of the attempted informal resolutionInformal ResolutionAn attempt should be made by the Local Administrative Entity or the service provider to informally resolve the complaint to the satisfaction of all parties. The informal resolution process must be completed within ten (10) business days from the date the complaint is filed. If all parties are satisfied, the complaint is considered resolved. The terms and conditions of the resolution must be documented in the complaint file. When a service provider attempts the informal resolution, the service provider will forward the complaint file to the Local Administrative Entity. The Local Administrative Entity will review the complaint file and investigate it further if necessary.Formal ResolutionWhen an informal resolution is not possible, the Local Administrative Entity will issue a determination within 20 calendar days from the date the complaint was filed. If an appeal of the determination is not requested, the complaint is considered resolved and the complaint file should be documented accordingly. Any party dissatisfied with the determination may request a hearing within 14 calendar days of the date of the determination.HearingIf the complaint is not withdrawn, the Local Administrative Entity will designate a hearing officer to ensure the complaint receives fair and impartial treatment. The hearing must be conducted within 45 calendar days from the date the complaint was filed. The hearing officer will schedule a formal hearing and mail a written notice to the complainant, the respondent, and any other interested party at least seven (7) business days prior to the hearing. The notice will include the date, time, and place of the hearing.Parties may present witnesses and documentary evidence, and question others who present evidence and witnesses. The complainant may request that records and documents be produced. Attorneys or another designated representative(s) may represent each party. All testimony will be taken under oath of affirmation. The hearing will be recorded either in writing or by audiotape. The hearing officer’s recommended resolution will include a summary of factual evidence presented during the hearing and the conclusions upon which the recommendation is based.Final DecisionThe Local Administrative Entity will review the recommendation of the hearing officer and issue a final decision within 60 calendar days from the date the complaint was filed.AppealAny party dissatisfied with the Local Administrative Entity’s final decision, or any party who has not received either a final decision or a resolution within 60 calendar days from the date the complaint was filed, may request an appeal. The appeal must be received by the Kansas Department of Commerce in Topeka within 90 calendar days from the date the complaint was filed at the following address:Kansas Department of CommerceWorkforce Compliance and Oversight1000 S W Jackson, Ste. 100Topeka, Kansas 66612Kansas Department of Commerce will review the complaint file, the hearing record, and all applicable documents and issue a final decision on the appeal within 30 calendar days from the date the appeal was received.Section III. Integrated Workforce Plan Assurances and DisclosuresLOCAL INTEGRATED WORKFORCE PLAN FOR TITLE I OF THEWORKFORCE INVESTMENT ACT OF 1998AND THEWAGNER-PEYSER ACTFOR THE PERIODJanuary 1, 2013 through December 31, 2017ASSURANCES AND DISCLOSURES This Plan represents a contract between the undersigned Local Workforce Investment Board and the Kansas Department of Commerce. The Plan will maximize resources available under Title I of the Workforce Investment Act of 1998, and the Wagner-Peyser Act and to coordinate these resources with other State and local programs within the Local Board's designated geographical local area. This contract is effective for the period January 1, 2013, through December 31, 2017, in accordance with the provisions of the Workforce Investment Act and the WagnerPeyser Act. We the undersigned hereby certify we will operate our Workforce Investment Act and WagnerPeyser Act programs in accordance with this Local Plan and any other applicable federal regulations, State laws, regulations, policies, and technical assistance requirements.Acknowledgment Regarding Fiscal, Administrative andAudit Requirements, and Allowable Cost PrinciplesBy signing this document, the WIA Title I grant recipient or subrecipient acknowledges that it is bound by, and agrees to follow, the uniform fiscal and administrative requirements, the audit requirements, and the applicable allowable costs/cost principles found at 20 CFR 667.200(a)(b)(c).Certification Regarding Debarment, Suspension, Ineligibility andVoluntary Exclusion - Lower Tier Covered TransactionsBy signing this document, the WIA Title I grant recipient or subrecipient certifies that neither it nor its principals are presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency, according to applicable principles found at 20 CFR 667.200(d).The WIA Title I grant recipient or subrecipient agrees that it shall not knowingly enter into any lower tier covered transaction with a person or entity that is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this transaction, unless authorized by the United States Department of Labor. The WIA Title I grant recipient or subrecipient further agrees that it will include the clause titled “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion - Lower Tier Covered Transactions”, without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions.Certification Regarding DrugFree WorkplaceBy signing this document, the WIA Title I grant recipient or subrecipient certifies that it will provide a drugfree workplace by taking the following steps, according to applicable principles found at 20 CFR 667.200(d):Publish and give a policy statement to all covered employees informing them that the unlawful manufacture, distribution, dispensation, possession or use of a controlled substance is prohibited in the covered workplace and specifying the actions that will be taken against any employee who violates the policy;Establish a drug-free awareness program to make employees aware of the following: a) the dangers of drug abuse in the workplace; b) the policy of maintaining a drug-free workplace; c) any available drug counseling, rehabilitation, and employee assistance programs; and d) the penalties that may be imposed upon any employee for a drug abuse violation;Notify employees that as a condition of employment on a Federal contract or grant, the employee must abide by the terms of the drug-free workplace policy statement; and notify the employer, within five calendar days, if he or she is convicted of a criminal drug violation in the workplace;Notify the contracting agency within 10 days after receiving notice that a covered employee has been convicted of a criminal drug violation in the workplace;Impose a penalty on -- or require satisfactory participation in a drug abuse assistance or rehabilitation program -- any employee convicted of a drug violation in the workplace; andMake an ongoing, good faith effort to maintain a drug-free workplace by meeting the requirements of the Workforce Investment Act. Certification Regarding LobbyingBy signing this document, the WIA Title I grant recipient or subrecipient certifies that no federal funds received pursuant to this Act will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a member of Congress, an officer or employee of Congress, or an employee of a member of Congress in connection with the awarding of any federal contract, the making of any federal grant, the making of any federal loan, the entering into of any cooperative agreement and the extension, continuation, renewal, amendment, or modification of any federal contract, grant, loan, or cooperative agreement, according to applicable principles found at 20 CFR 667.200(e).If any funds other than federal funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a member of Congress, a officer or employee of Congress, or an employee of a member of Congress in connection with this federal contract, grant, loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions.The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly.NondiscriminationBy signing this document, the WIA Title I grant recipient or subrecipient assures that, as a condition of receiving federal funds, it will comply fully with the nondiscrimination and equal opportunity provisions of the following law, according to applicable principles found at 20 CFR 667.200(f):Section 188 of the Workforce Investment Act of 1998 (WIA), which prohibits discrimination against all individuals in the United States on the basis of race, color, religion, sex, national origin, age, disability, political affiliation or belief, and against beneficiaries on the basis of either citizenship/status as a lawfully admitted immigrant authorized to work in the United States or participation in any WIA Title Ifinancially assisted program or activity; Title VI of the Civil Rights Act of 1964, as amended, which prohibits discrimination on the basis of race, color and national origin; Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits discrimination against qualified individuals with disabilities; The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination in educational programs on the basis of gender.The WIA Title I recipient or subrecipient also assures that it will comply with 29 CFR part 37 and all other regulations implementing the laws listed above. This assurance applies to the WIA Title I recipient or subrecipient’s operation of the WIA Title I program or activity, and to all agreements the WIA Title I recipient or subrecipient makes to carry out the WIA Title I program or activity. The WIA Title I recipient or subrecipient understands that the United States Department of Labor has the right to seek judicial enforcement of this assurance.NepotismBy signing this document, the WIA Title I grant recipient or subrecipient understands and agrees that no individual may be placed in a WIA employment activity if a member of that person’s immediate family is directly supervised by or directly supervises that individual, according to applicable principles found at 20 CFR 667.200(g). To the extent that an applicable state or local legal requirement regarding nepotism is more restrictive than this provision, such State or local requirement must be followed.Attachment A - Agreement/Contract between the CEO and the Local Board for administrative servicesAttachment B - Local Performance Measures and Standards for the last three years ending June 30, 2012Attachment C – Complaint and Grievance FormsLocal Area III - WIA General Complaint FormComplainant (person filing the complaint)Name: Address:City:State:Zip:Telephone:E-Mail:Complainants with disabilities will be accommodated during the complaint process. If an accommodation is required in communication or accessibility of location, please indicate the kind of accommodation required, e.g. accessible location, deaf interpreter (please indicate type of sign language), notification of results and/or hearing dates in alternative format such as Braille, large print or cassette.Respondent (person/entity complaint filed against)?Name: Address:City:State:Zip:Telephone:E-Mail:Instructions: Provide a clear and brief statement of the facts. Include relevant dates that will assist in the investigation and resolution of the complaint.?If additional space is needed, use reverse side of this form or attach additional sheets.The above information is true and correct to the best of my knowledge.???__________________________Signature of Complainant_________________________DateFOR OFFICIAL USE ONLYPerson Receiving Complaint:Title:Address:City:State:Telephone:E-Mail:Discrimination Information/Complaint Form (US Department of Labor) Attachment D - Equal Opportunity and Affirmative Action policy Equal Opportunity and Affirmative ActionDescription of Local Board Equal Opportunity and Affirmative Action PoliciesLocal Area III (LA III) Workforce Investment Act (WIA) recipients, including the Local Board comply with the nondiscrimination and the equal opportunity provisions of the WIA Section 188 and its implementing regulations.2. Description of Procedures Relating to Local Board PoliciesThe Local Area III (LA III) Local Workforce Investment Board (LWIB) requires that contractors are equal opportunity employers. Contractors must offer employment solely on the basis of ability, qualifications and merit to all persons without discrimination because of race, religion, creed, color, national origin/ancestry, sex, age, marital status, Vietnam or Special Disabled Veteran Status, or the presence of a form or condition of disability.LA III LWIB requires that contractors comply with federal, state and municipal laws relating to equal employment opportunity. This applies to the conduct of recruiting and hiring plus other Personnel actions including:promotionsdemotionsterminationscompensationbenefitstrainingeducationtuition assistance LA III WIA activities will be implemented and governed in compliance with Equal Employment Opportunity law as specified in the following:Fair Labor Standards Act of 1938Kansas Minimum Wage & Hour LawEqual Pay Act of 1963 (as amended)Title VII, Civil Rights Act of 1964, 1991 (as amended)Executive Orders 11246, 11375 and 12806 of 1965, 1967 (as amended)Age Discrimination in Employment Act of 1967, 1978, 1986 (as amended)Sections 503 and 504, Vocational Rehabilitation Act of 1973, 1974 (as amended)Vietnam Era Veterans Readjustment Act of 1974 (as amended)Pregnancy Discrimination Act of 1978Kansas Age Discrimination in Employment Act of 1983 (as amended)Immigration Reform and Control Act of 1986, 1990, 1996American with Disabilities Act of 1990Older Worker Benefit Protection Act of 1990Kansas Act Against Discrimination (as amended)All other applicable federal, state and local lawsThe above list in not intended to be all-inclusive and any specific exclusion is not intended.Administrative Entity’s Equal Opportunity OfficerThe LA III Director of System Performance is designated as the EO Officer for receiving investigations and offering resolutions of complaints/grievances, and for assuring all WIA applicants are advised of their rights. Requests for assistance or questions should be addressed to:Trent HowertonDirector of System Performance8040 ParallelKansas City, KS 66112Phone: (913) 287-1116During the eligibility process, all WIA participants are required to sign a copy of the Equal Opportunity is the Law document. Participants are given a copy of the signed document. A copy of this form can be found in Attachment D of this plan.LWIB Staff in accordance with the monitoring schedule also does specific monitoring for equal opportunity compliance. Small and Minority-Owned Business Opportunities for ContractsAt such time when contracts are solicited, LA III will work closely with Area Chambers of Commerce, economic development organizations, and city planners to identify small and minority owned businesses including those owned by women to ensure that these businesses have an opportunity to apply.Equal Opportunity for People with DisabilitiesAccommodations or special arrangements for persons with a disability or those with limited English speaking capabilities will be made available at all area One-Stop Centers. Such accommodations or arrangements may include, but are not limited to:TTY/TDD accessSign language interpretationEnglish translationComputer technologyOther one-on-one customer assistanceLA III will use all available resources in order to provide situational-specific assistance where necessary. This includes making WIA information available to individuals with limited English speaking abilities.LA III continuously works with the social service agencies located in the three (3) county LA III area that provides services to persons with disabilities to assure access to WIA programs. Kansas Rehabilitation Services (KRS) is a One-Stop partner and access to KRS will be available through all three (3) of the One-Stop Centers.Attachment E - Local Area Service Delivery Integration Plan Integration: A new way to count, a new way to serve, a new way to work together Description of the local area’s vision/mission for a skill-based, demand-driven system tied to LWIB and state goals and objectives.As outlined in Section I of this five-year plan, the mission of the LWIB is to lead a system that produces a high quality workforce in the Kansas City area, creating greater economic opportunity for employers and individuals. Workforce Partnership envisions a workforce with the agility and resourcefulness to sustain business growth and a high standard of living.The LWIB recognizes that Integration between the Wagner-Peyser and WIA funding streams will greatly help with efficiencies of the system and less duplication of program services. In turn, more individuals will be served and those services will be of higher quality.Local Area III is committed to a building a skills-based system of workforce development. We have used the metaphor of a supply chain to describe our workforce development efforts. In that metaphor, job seeker customers enter the process as raw or unfinished materials. They may enter our process at the very beginning as completely raw materials, with little or no experience or marketable skills, or as partially finished materials, with some skills that do not complete match those sought in the labor market. Our supply chain focuses on transforming these unfinished products into products that meet customer demand (see demand-driven system, below). As is true in manufacturing environments, our supply chain incorporates the work done in our facilities by elements of our one-stop service delivery system as well as in other locations by partners. Skill development is the element transforms job seekers into skilled, work-ready individuals capable of meeting the needs of employers. In the supply chain analogy, skill development is the “value-added” produced by our service delivery system. Local Area III focuses on three elements of skill development: work readiness, transferable skills, and occupation-specific skills. Work readiness skills are those skills and traits that are essential to obtain and maintain employment, without respect to the unique requirements of specific occupations. These are the generic skills that employers demand of all of their workers. These include so-called “soft skills” as well as basic academic skills that are necessary for survival in the world of work. LA III provides these skills through workshops, one-on-one counseling, tutoring, work experience, on-the-job training, and other means. Transferable skills are somewhat less generic than the more general work readiness skills, but have applicability to a number of different occupations and industries. As the regional economy continues to evolve, workers increasingly are challenged to apply their skills in new careers. LA III staff work with job seekers to identify and develop these skills. Staff identify these skills through online tools and case management, and prevocational training, among other means, are then used to help job seekers develop additional transferable skills. Occupation-specific skills are those skills often referred to as “hard” skills. These are skills with applicability only to a limited range of occupations, and often require specialized training or certifications. LA III may use a variety of training means to help individuals develop their occupational skills, including classroom training, on-the-job training, customized training, employed worker training, or incumbent worker training. LA III has incorporated the principles of a demand-driven workforce development system into its service delivery design. We view job seekers and employers as equally important customers, but we recognize that if we are unable to meet the demands of employers for work-ready employees that meet their needs, we cannot serve job seekers effectively. Therefore, the LA III recognizes the importance of building its system on a thorough understanding of employers’ demand for qualified workers. The demand-driven system starts with the Workforce Investment Board. Business members of the Board are selected to represent key industrial sectors in the Kansas City regional economy. These members bring to the Board an understanding of the workforce needs in their geographic and industry areas. The Board’s Business Competitiveness Team uses the collective knowledge of Board members, quantitative labor market data, and information gathered by staff to develop each year the Board’s target industry list. The target industry is used in both job seeker services and business services. For job seeker services, the list is used in providing advice about career options and in determining what training programs participants may select from for using individual training account (ITA) vouchers. For employer services, the list is used with other factors to determine the range of services available to employers—businesses in high-demand, high-growth industries receive a wider range of services than employers in low-growth, low-demand industries.The Local Workforce Investment Board (LWIB) of Area III has defined the Target Industries, Preferred Occupations and Select Occupations. The target industries were defined by reviewing the industries that make up the largest percentage of Local Area III’s total employment and by reviewing the projected employment in each industry through the year 2018. Using the labor market sources described in Section I of this plan, the LWIB has identified the following Target Industries:Health Care and Social AssistanceTransportation and WarehousingManufacturingProfessional, Scientific, and Technical ServicesConstructionBioscienceGreen JobsThe LWIB also lists the Preferred Occupations in each industry that are the highest paying and have the highest growth rates. It is the LWIB’s philosophy that skill certification/verification is dependent on the hiring employer. While certain skills are needed across industries, employers have different ways to verify those skills. As our Business Service Team works with area employers we will individually determine with each employer which assessment is best tailored to their hiring needs. We will then assess job seeker skills as a pre-referral service for specific employers. Local Area III has numerous assessments available to verify specific job skills. Many of the assessments used are employer driven, and they are part of the menu of services available to area employers. A few of Local Area III’s assessment tools are listed below.CareerScope Interest Inventory measures and identifies career preferences that correspond to the US Department of Labor’s Interest Area:ArtisticAccommodatingIndustrialPlant/AnimalsLead/InfluenceSellingMechanicalScientificHumanitarianBusiness DetailProtectivePhysical Performing WorkKeys-Kansas WORKReady are a series of assessments that measure foundational skills that are critical to job success WorkKeys matches qualified individuals with employers.Skillcheck is a variety of specific skill and behavioral assessments to help employers effectively measure job knowledge and skill level. Examples of assessments include:ConstructionIndustrial MathPlumbingElectricalMetalworkingWoodworkingHIS (Healthcare Selection Inventory) is a pre-employment assessment that identifies the very best applicants for the healthcare industry. Purdue Pegboard is a dexterity test used to help with employee selection for industrial jobs such as assembly, packing, certain machine operators and other manual jobs.The LWIB recognizes that with limited Workforce Investment Act (WIA) funds, training dollars should be allocated to the target industries as determined by the LWIB. For this reason, the LWIB will not use WIA training dollars for any occupation that is outside the target industries, unless the specific training program is determined as a Select Occupation by the LWIB.The LWIB recognizes there are other occupations that are in demand in Local Area III that do not fall in the targeted industries. WIA training dollars may be used for these Select Occupations. These Select Occupations were determined by analyzing the projected economic need based on the information provided by community leaders, economic development and industry specialists. These can change as the needs in the community changes.As an exception only, WIA training dollars may be used for training programs that are not in a targeted industry or listed as a select occupation. The training program must significantly increase an individual’s likelihood of employment, and this usually occurs when an individual has a work history that has primarily been in one industry. This should only occur to ensure that an individual with a barrier to employment has the skills necessary to become a productive member of the local workforce.The LWIB reviews the targeted industries and preferred occupations at least once per year. Select Occupations will be added and removed as the local economy changes. The LWIB will always strive to meet business and industry demand in the most efficient way possible.With more than 20,000 companies in Region III, the Business Services Team has been redesigned to better meet the needs of selected?employers based on the Business Account Ranking System (BARS).? Although, we will continue to serve all employers at some level, this process allows us to do a more comprehensive job of meeting employers’ needs in targeted industries meeting criteria based on hiring trends, wages, benefits and career assistance provided to employees.? All companies will still be offered business services.New accounts will be strategically sought out based on the BARS process, and existing accounts will be examined to determine what services would be the most beneficial for all involved.? Some of the targeted industries and demand occupations include:? advanced manufacturing, biotechnology and healthcare, transportation, professional, scientific and technical services, and construction. ?Again, the key is that all?business customers will be offered minimum services regardless of their industry or rank in the system.Through Integration, functional teams are divided into four teams – Welcome Team, Assessment Team, Skill Development Team and Business Service Team.There are no differences in the Integration structures of our workforce centers. At each or our locations, we will have staff on each functional team, with staff from both Wagner-Peyser and WIA assigned to each functional team. The only team without Wagner-Peyser staff is the Assessment Team; on this team, however, the Team Leader is a Wagner-Peyser staff. This illustrates Local Area III’s commitment to Integration while utilizing the skills of the existing staff.Description of the functional management structure.Each functional management position under Integration has a functional job description. Copies of these job descriptions can be obtained by contacting the LWIB administrative office. Positions include:Functional ManagerWelcome Functional ManagerAssessment Functional ManagerSkill Development Functional ManagerBusiness Services Functional ManagerThe Integration Model of Local Area III has a Functional Manager for each of our three Workforce Centers, and Team Leaders that are responsible for the team functions across our workforce system. In our model, we do not have positions for functional supervisors. Functional Managers have responsibility and oversight of the day-to-day operations at each location, while Team Leaders have oversight of each functional unit at all three of our locations. Under Integration, Commerce managers (the Workforce Services Supervisor and the Assistant Regional Director) are uniquely positioned between state-level Commerce and the One-Stop Operator. It should be stated that much of the Commerce manager’s time is spent conducting state business and responding to daily directives and requests from state-level Commerce. Prior to Integration, duties assigned by the One-Stop Operator competed with duties assigned by state-level Commerce, with the Commerce manager balancing both. It should be stated that this situation is expected to continue under Integration. However, Commerce managers recognize the One-Stop Operator’s authority to direct the day-to-day duties of Commerce managers under Integration.In addition, One-Stop Operator staff recognizes the authority of Commerce managers under their functional work team. The reciprocal recognition of authority allows our local area to utilize the management skills of both Wagner-Peyser and WIA funded managers and supervisors. Currently, there is no daily onsite supervision at the Leavenworth County Workforce Center.? Supervision is provided remotely via phone, e-mail and weekly staff meetings.? The Johnson County Functional Manager provides direct supervision of Skill Development staff responding to policy and procedural, training and all other support necessary on a day-to-day basis.? The Welcome Function Team Leader is stationed at the Leavenworth office once a week providing back-up in the Career Center on days which workshops are offered.? The One-Stop Operator’s Project Manager serves as the Functional Manager for our Leavenworth site providing facilitation of weekly staff meetings and updates on new initiatives, policies, etc.? At both our Wyandotte and Johnson County Workforce Center, our on-site Functional Managers are also the One-Stop Center Operator managers.In accordance with the Integration Policy 4-04-00 and in order to give Functional Managers consequential input, the following has been adopted in Local Area III: The first two Priority Outcomes for all Commerce front-line staff will be 1. Fulfill the duties listed in the Functional Job Description to which you have been assigned.2. Fulfill the duties listed in the Functional Job Description in a professional and cooperative manner while remaining responsive to the day-to-day guidance from the Functional Manager. Additional Priority Outcomes will be determined by the Formal Manager, with input from the Functional Manager. All Priority Outcomes are considered to be set by the Commerce manager.This will effectively make the Functional Job Description an attachment to the Commerce Position Description and Performance Review. Because each priority outcome is addressed in the Commerce Performance Review, this will give Functional Managers meaningful, and even verbatim, input in the Performance Review. This will also serve to document the communication between the Functional and Formal Manager concerning a team member’s performance. In addition, each Commerce staff will understand and certify that he/she is formally--as opposed to only functionally--accountable for the Functional Job Description and the manner in which these duties are carried out.Under our Integration model, every office has management that can address personnel functions. Our Leavenworth Workforce Center does not have any full-time Wagner-Peyser staff. In both our Wyandotte and Johnson County Workforce Centers, Formal Commerce managers are on-site and available to handle personnel functions.In Local Area III, staff buy-in started as early as June 2007. The LWIB selected a private One-Stop operator, Kaiser Group Inc. With the change in operator, a change in structure and a change in thinking took place. No longer was it Wager-Peyser staff and WIA staff – everyone was known as Workforce Partnership staff. Local Area III first began to introduce our staff to Integration at an all staff meeting in September 2008. In preparation to build staff buy-in and to better explain what Integration means we developed the Integration tag line:Integration: A new way to count, a new way to serve, a new way to work togetherIn late December 2008 and early January 2009, our staff was given some high-level big picture training about Integration. Our tag line was introduced, and it gave staff an opportunity to ask questions and see how Integration was going to affect their day-to-day jobs. Further staff training is scheduled for March 2009 that will outline the specific duties and responsibilities for staff on each of the Functional Teams.Description of functional work teams.Each functional position under Integration has a functional job description. Copies of these job descriptions can be obtained by contacting the LWIB administrative office. Positions include:Welcome FunctionAssessment FunctionSkill Development FunctionBusiness Service FunctionBoth WIA and Wagner-Peyser staff will work together on each team to deliver services to customers without the constraints of program silos. The functional work team will be responsible for the functions of that team at their location. Staff on each functional team will be cross-trained, and there will be seamless service from a customer’s perspective. For example, both WIA staff and Wagner-Peyser staff on the Welcome team will perform detailed intake and assessment interviews to determine education, basic skill needs, interests, ability and aptitude to acquire job skills and knowledge, work history, economic and family status, career goals, training needs and follow-up strategy. This is just one of the many examples of how staff will work together under our integrated model.Description of new customer flow Welcome personnel greet customers and inquire about reason for visit, and ascertain immediate interests and needs based on customer responses. First-time customers receive a “tour of services” that describes the services are available and what partner agencies help provide those services. Career Advisors determine potential need and eligibility for other services (onsite or via referral), such as but not limited to:Unemployment InsuranceAdult education and literacyPrograms for older workersTrade adjustment assistanceVeterans employment and training programsPublic Assistance programs, housing and utilities assistanceVocational rehabilitation, andWorkforce Investment Act adult/dislocated worker and youth programsRepeat customers sign-in and are directed to an open workstations in the career center.Repeat customers who do not obtain employment via self-services are re-engaged and needs re-addressed. Customers are then referred to workshops and given staff-assisted job referrals. Job referrals do not just happen at a single point in time, but happen throughout the continuum of services as appropriate job matches are identified. Customers are then provided staff-assisted assessments discussed in sections 1 and further down in section 6 of this Integration Plan attachment. Basic skills enhancement services are then provided such as WIN for WorkKeys or other adult basic education activity. Career Readiness Certifications (Kansas WORKReady!) are issued where appropriate and customers are counseled for in-depth career exploration and assessment testing. Career Advisors then develop Individual Employment Plans (IEP) with customers. Medium- to long-term case management services and ongoing job search support and coaching are provided to facilitate successful job placement. Customers are given end-user computer software training as a needed with most employers in most industries. Customers are then provided opportunities for occupational skills training in targeted industries and preferred occupations (traditional or employer-based). As successful job placement happens with customers, follow-up services are made available to ensure job retention.The flow of business customers works differently than the flow of our job-seeking. The flow of business customers is described below.Once an employer contact has been made, the employer is identified as a Targeted Employer, in one of our current target industries as defined by the LWIB, or a Non-Targeted Employer. Targeted Employers are assigned to work with Industry Specialist, and Non-Targeted Employers are assigned to work with Program Specialists. From there the appropriate staff then does a need assessment with the employer and a customized plan is developed. Job orders are then entered into KansasWorks, and the plan is implemented. Depending on the plan, business services can include assessments, job orders, recruiting, screening and holding recruiting events. Qualified referrals are made to the employer. Follow-up with the employer is conducted along with a re-assessment. Further services are then provided based on the re-assessment.Local Area III WIB staff requires monthly reports from the One-Stop operator. The data from these reports is used to ensure that customer needs drive the service delivery model, both job-seeker needs and business needs. These reports include:Business and Industry Report – Provides information on business outreach and business services that were provided during the previous month.Career Center Report – Provides information on daily center traffic including new customers counts, workshop attendees, counts on services provided, reasons for customer visits, recruiting events and career center trends.Customer Satisfaction – Proves information on customer service levels for the previous month and year-to-date.Mobile Unit Utilization Report – Provides information on the events and utilization rate of the Local Area III Mobile Unit.Multi Area Report – Proves information on collaboration efforts with area partners and other workforce investment boards.WIN and WorkKeys Report – Provides information on WIN new registrants and study hours. Also provides the number of WorkKeys certificates that have been issued and the levels of the certificates.The information provided in the reports listed above is reviewed continuously by the operator an on a periodic basis by the LWIB and sub-committees. Customer demands that are shown in these reports allow for the operator to adjust service strategies and allows for the LWIB to make policy changes as needed.It has always been our philosophy in Local Area III that the best service is provided by good relationships with job seekers and customers. Of course the basis for any relationship is good communication, and customers prefer to communicate in various ways. As we live and work in the 21st century, we use technology in a way that allows all staff to ‘work smarter.’ Whenever possible, staff will meet face-to-face with customers. When it is not possible, our staff uses technology to communicate. Examples include Email, text messaging, letters and social networking websites. Also, many of the training classes we provide (such as CustomGuide discussed below) and the classes provided by our Eligible Training Providers are web-based. We believe that distance learning is crucial in today’s world, and we encourage it when available. Computers are by far the best tool we have to provide services. Our career centers have computers available for job searching, industry and occupational research, Emailing resumes and filling out applications. We also have fax machines and telephones that job seekers can use. Another tool is our mobile unit or mobile Workforce Center. We use our mobile Workforce Center at different community events and job fairs to provide distance learning and job search services. Equipped with 12 workstations and web access, we can provide the same services that are available in each of our standing Workforce Centers. We also use a tool called “The Informant” that is an electronic customer comment card. The details on how this tool functions are discussed below in section 7 of the Integration Plan.An explanation of the assessments used in Local Area III is provided in section 1 of this Integration Plan. While many of the assessments are employer driven, we would like to highlight the assessments used for different job seeker customer groups. Our assessment tools can be used in a variety of situations. All our WIA participants that receive intensive and training services are required to take the O*Net Interest Profiler that identifies strengths with regards to personality and matches strengths to occupations.WIN (Worldwide Interactive Network) for WorkKeys is a remedial program that prepares customers for the WorkKeys assessments. All customers are encouraged to sign up for WIN prior to taking the WorkKeys assessments. CustomGuide is an on-line learning tool that consists of short, interactive lessons to help users learn basic computer programs at their own pace. is another assessment we use in Local Area III that allows users to complete a timed typing test needed for many administrative and clerical type positions.Description of measures of success.During Performance Year 2011, Workforce Partnership enrolled a total of 3,378 new Adult and Dislocated Worker clients. LA III continues to have the highest enrollment levels across the State and thus has the biggest impact on Statewide performance. In Local Area III, we aim to exceed the Common Measure Performance Levels each year. The levels and actual performance for the last three years can be found in Attachment B of the LA III Integrated Workforce Plan. Since Integration there has been an increase in the quantity and quality of the services that are provided. With staff being part of a functional team and able to serve customers without regard to program silos there are several changes that we have seen. Wait times to speak with a Career Advisor has decreased, businesses receive faster services, and job seekers experience shorter wait times for using the career center. Wait times are not measured, but functional managers and team leaders look for customer complaints as a way to measure the quality of the service, in addition to the information provided by “The Informant” (discussed further down in this section). Front-line staff regularly ask business customers and job seekers about their experiences and the quality of those experiences. Customer testimonials are presented at each LWIB meeting by business customers, job seekers and youth.Local Area III increases the skills of job seekers, which includes a significant increase in the number of customers who access training services. As discussed in section 6 of this Integration Plan, we use CustomGuide - an on-line learning tool that consists of short, interactive lessons to help users learn basic computer programs at their own pace. This gives job seekers basic computer skills that all employers require. In addition, more WIA performance participants have access to traditional training services through the use of Individual Training Accounts (ITA’s). By serving more individuals each month, our Career Advisors are able to refer more customers to the appropriate training services. To measure the efficiency and effectiveness of the new customer flow, functional management staff reviews WIA performance enrollments and number of new employer customers. WIA performance enrollments are also regularly reviewed by LWIB staff. There are no initial plans to formally measure the effectiveness of the functional management structure. Rather, functional managers regularly check with staff at team meetings to hear firsthand what issues or problems exist due to the new structure. As issues are identified, functional managers work to resolve them as quickly as possible. It is our goal to make sure all front-line staff feels very comfortable with the new structure of functional management.In January 2009, Workforce Partnership began to implement a new method of gathering customer satisfaction. We purchased an electronic comment card system from a company called Long Range Systems (LRS). This comment card system, called “The Informant” is one that is used in restaurants, hospitals, stores, etc. The technology helps us ensure ongoing quality to our customers and provides the ability to recognize trends and act on feedback from our customers immediately. “The Informant” enables us to survey all customers regarding their visit each time they frequent a Workforce Center. The system provides the opportunity to review reports on a daily basis by staff person, by department and by location. There are four (4) different surveys loaded into “The Informant” targeted at various audiences we want to survey. The surveys are:Job SeekerEmployerYouthOther (includes job fairs, rapid response events, workshops, etc.)Each set of survey questions is unique to the audience being surveyed. Following each visit, customers are asked to take 2-3 minutes to complete the short survey of approximately 7-8 questions. The survey asks questions related to their visit that day and all responses are anonymous and downloaded via a computer connection. We sample customer satisfaction once a quarter at each location. The schedule for “The Informant” is as follows:Johnson: January, April, July and OctoberWyandotte: February, May, August and NovemberLeavenworth: March, June, September and DecemberWorkforce One: Special events (randomly)Once reports are available, we share results with all staff. Staff training can then be developed based on customer responses as we continuously look to improve the quality of services to our customers.Description of plan of phasing in the use of the detailed procedural manualsLocal Area III currently has four (4) procedure manuals for each of the 4 functional work teams:Welcome Function Procedure ManualAssessment Function Procedure ManualSkill Development Function Procedure ManualBusiness Services Function Procedure ManualElements for the Welcome Function Procedure Manual include:Daily Career Center MaintenancePhones Copier MaintenanceLogging into Career Center ComputersReplenishing SuppliesPrinting Daily JobsUpdating marketing materialsChecking Resource LibraryPreparing sign-in sheetsRestocking Job Shop KioskHow to Print Calendars for upcoming weekOperating Flat panelAdding a new PowerPoint to the Flat PanelHow to set up a slide showHow to close a PowerPoint that is currently runningMonthly ReportingWorkshopRecruiting EventDaily TrafficService Procedures“New customer” serviceRecruiting EventsUnemployment InsuranceCustom GuideWIA/YouthEnrolling Customers in Computer BasicsEmployer request for Job OrdersVeteran ServicesAssisting Career Center CustomersElements for the Assessment Function Procedure Manual include:Assessments MenuCareer Scope Interest InventoryCASAS (Comprehensive Adult Student Assessment System) Custom GuideHSI (Healthcare Selection Inventory)Initial AssessmentKansas Career PipelineO*Net Interest ProfilerPurdue WIN (Worldwide Interactive Network) WorkKeys-Kansas WORKReady Elements for the Skill Development Function Procedure Manual include:Customer Assessment ProcessTier 1 Services (Core, Self-Directed)Tier 2 Services (Core, Staff-Assisted)Tier 2 (Intensive) ServicesIEP ContentsTier 3 Services (Select Intensive and Training)Priority of ServiceVeterans’ PriorityShort-Term Pre-Vocational Training ServicesWork Experience and Internship AssignmentsTraining ServicesOccupational Skills TrainingAppraisal of Customer Readiness and Suitability for Training ServicesTargeted OccupationsLimitations on Classroom Training (CRT)Combination/Sequential TrainingSkill Upgrading and RetrainingEntrepreneurial TrainingJob Readiness TrainingAdult Education and Literacy Enhancement ActivitiesRegistered Apprenticeship TrainingCase Management and Training ProgressIndividual Training Account System (ITA)Time and Cost Limitations on ITA’s and Training ActivitiesExceptions to ITA’sDetermining Financial Need and Coordinating Other Financial AidTraining Provider Certification ProcessIdentification of Eligible Training ProvidersPolicy on Distance Learning and Web-Based on On-Line TrainingExceptions to the Kansas Training Provider Certification SystemOn-The-Job (OJT) and Customized TrainingCustomized TrainingIncumbent Worker TrainingWorkplace and Cooperative Educational TrainingCase ManagementDocumentation RequirementsTier 1 Services (Core, Self-Directed)Tier 2 Services (Core, Self-Assisted)Family SizeTier 2 Services (Intensive)Tier 3 (Select Intensive and Training) ServicesSupport ServicesFiscal ControlsProcessing Data and Reports for Federal and StateProcurement of Goods and ServicesObligation and De-obligation of FundsBilling and PaymentsAttendance TrackingInformation Systems and Data CollectionInformation System Policy for Adult and Dislocated Worker ProgramsParticipant Registration, Enrollment and Case TrackingInformation Systems Procedures for Adult and Dislocated Worker ProgramsDetermination and Verification of EligibilityProcess for Customer ExitProcess for Customer Follow-upInformation System Procedures Relating to Youth ProgramsProcess for Customer ExitElements for the Business Services Function Procedure Manual include:Business Services Daily OperationsIndustry Specialist overviewRecruiter overviewPS1 overviewVeterans’ Representative overviewBARS ProcessEmployer contact procedureNeeds assessment summaryJob order processAssessment processRecruiting event/Job Fair processFollow- up ProcessRe-evaluation processDescription of training plan to build capacity of staffFor Local Area III, it was easy to train staff in culture change, including the functional management and supervision. When Kaiser Group Inc became the operator in July 2007, our culture change started then. Staff is no longer referred to as Wagner-Peyser staff or WIA staff. Rather, all employees are referred to as Workforce Partnership staff. These distinctions are crucial to creating a brand image for job seekers and businesses to identify with. It also helps staff get out of the mindset of program silos and start thinking in terms of what is best for the customer.In addition, we have developed a tag line for Integration:Integration: A new way to count, a new way to serve, a new way to work togetherThis tag line was first introduced to staff in late December 2008 and early January 2009 as a way to help staff feel more connected to the Integration process. Staff were trained in their new functions mainly during semi-monthly team meetings, and semi-monthly Workforce Centers meeting. Staff are held accountable for new skills and responsibilities. In section 4 of this Integration Plan we discuss how staff will be held responsible for their functional job descriptions and how that will impact their formal performance evaluations. Both functional supervisors and formal supervisors assess the individual training needs of the staff. Supervisors look for common training needs of the staff and plan group trainings according to those common needs.Description of continuous improvement planFor Integration, and functional work teams, we look to continuously improve the service delivery, efficiencies, and buy-in which ultimately lead to better performance measures for Local Area III. Board staff include Integration specific monitoring as part of the regular monitoring schedule. The current monitoring schedule and procedure is listed in Section II of LA III Integrated Workforce Plan. Board staff monitors WIA program enrollment levels to ensure that customers are being counted in the correct way. IEP’s for WIA customers are also reviewed for those customers receiving intensive and training services to ensure that the appropriate service strategies are being implemented. Kaiser Group, Inc., Local Area III One-Stop Operator is an ISO 9001-2000 Certified organization. Kaiser Group applies ISO standards accordingly in all continuous improvement efforts. In addition, functional teams have regular meetings each month to discuss service strategies that are working well, and those that need to be improved. Since these meetings involve a lot of input from staff, they also serve to improve the Integration culture and staff buy-in. Description of communication planThe Local Area III WIB meets bi-monthly to set the strategic direction for the Workforce System, and provides clear direction to LWIB staff. In addition, sub-committees of the board meet on a monthly basis to provide guidance as well. LWIB staff in turn communicates with the One-Stop Operator management and partner organizations on the guidance the LWIB has given. The type of communication will vary depending on the issue. Communication strategies include, but our not limited to:Face-to-face meetingsConference call meetingsEmailsWiki’sOperator staff and partner staff attend all LWIB board meetings, and are able to quickly pass on information to functional teams. It is the primary role and responsibility of the functional management team to communicate to LWIB staff for strategic direction. Functional managers then pass this information along via intra-office and inter-office meetings. It is the responsibility of LWIB staff to communication with the State Board and State Board staff. Local Area III will always look for vision and guidance from the State Board on strategic decisions and priorities. Attachment F – CEO AgreementCHIEF ELECTED OFFICIALS AGREEMENTThis Chief Elected Officials Agreement is entered into between the Leavenworth and Johnson Counties and the Unified Government of Wyandotte County/Kansas City, Kansas together designated as Local Workforce Investment Area III hereinafter referred to as “LWIA III,” to define the duties and obligations of, and procedures to be followed by, the Chief Elected Officials, hereinafter referred to as the “CEO Board,” under the Workforce Investment Act, hereinafter referred to as the “Act” (Public Law 105-220, August 7, 1998). I. CREATION OF AND MEMBERSHIP ON CEO BOARDThe parties agree to establish a board to be known as the CEO Board.For purposes of representation on the CEO Board, LWIA III shall be subdivided into three (3) regions. Regions shall consist of Leavenworth and Johnson Counties and the Unified Government of Wyandotte County/Kansas City, Kansas. Membership on the CEO Board, LWIA III shall consist of:a)The Mayor-CEO of the Unified Government of Wyandotte County/Kansas City, Kansasb)Two (2) representatives from the Unified Government of Wyandotte County/Kansas City, Kansasc)One (1) representative from Leavenworth Countyd)Two (2) representatives from Johnson CountyA current list of the CEO Board members shall be provided by the CEO Chair to the Secretary of Human Resources each time the membership changes. II. ELECTION OF CEO BOARD REPRESENTATIVESThe Mayor-CEO of the Unified Government of Wyandotte County/Kansas City, Kansas shall automatically become a member of the CEO Board upon assuming office. Should the Mayor-CEO desire on the CEO Board, she/he may designate another elected member of the Board of Commissioners to assume her/his responsibilities on the CEO Board. The Mayor-CEO of the Unified Government of Wyandotte County/Kansas City, Kansas shall, prior to the commencement of the next Workforce Investment Act five- (5) year planning cycle, appoint two (2) representatives from the Unified Government. AndThe Chair of the county commission for each Leavenworth and Johnson County within LWIA III, shall automatically become a member of the CEO Board upon assuming office. Should the Chair desire not to serve on the CEO Board, she/he may designate another elected member of the county commission to assume her/his responsibilities on the CEO Board. III. SELECTION OF ALTERNATIVE CEO BOARD REPRESENTATIVEThe member of each county commission serving as a CEO representative may select an alternate representative from among the elected members of the commission who shall assume the responsibilities of the CEO representative should she/he be unable to attend a CEO Board meeting. The alternative representative shall have the same full voting rights as any member of the board. IV. TERM OF OFFICEThe term of the CEO Board members shall coincide with the Workforce Investment Act five (5) year program cycle. The membership term will commence July 1, 2000 and terminate June 30, 2005. V. VOTINGEach representative to the CEO Board shall have one (1) vote to cast on matters coming before the Board and must be present to vote. VI. SELECTION OF CHAIR AND VICE CHAIRThe CEO Board at its first meeting of the Workforce Investment Act five (5) year program cycle, shall elect a Chair and Vice Chair from among its membership who shall serve during the Workforce Investment Act five (5) year program cycle. VII. FILLING OF VACANCIESVacancies on the CEO Board caused by elections, resignations or other reasons shall be filled from among the County Commissioners of the county where the vacancy exists. Such vacancies shall be filled by the next regularly scheduled CEO Board meeting. VIII. APPOINTMENT OF LOCAL WORKFORCE INVESTMENT BOARD MEMBERSThe CEO Board shall make appointments to the Local Workforce Investment Board (LWIB) in accordance with section 117(b) of the Act. The Governor of the State, in partnership with the State Workforce Investment Board, shall establish criteria for use by the CEO Board for appointment of members of the LWIB. At a minimum, the membership of the LWIB shall include:1. Representatives of business in the local area, who are:●Owners of businesses, chief executives or operating officers of businesses, and other business executives or employees with optimum policy making or hiring authority●Represent business with employment opportunities that reflect the employment opportunities of the local area, and ●Are appointed from among individuals nominated by local business organizations and business trade associations. 2.Representatives of local education entities, including representatives of local educational agencies, local school boards, entities providing adult education and literacy activities, and post secondary educational institutions (including representatives of community colleges, where such entities exist), selected from among individuals nominated by regional or local educational agencies, institutions, or organizations representing such local education entities. 3.Representatives of labor organizations (for a local area in which employees are represented by labor organizations), nominated by local labor federations, or (for a local area in which no employees are represented by such organizations), other representatives of employees. 4.Representatives of community-based organizations, (including organizations representing individuals with disabilities and veterans, for a local area in which such organizations are present). 5.Representatives of economic development agencies, including private sector economic development entities. 6.Representatives of each of the one-stop partners. 7.Other individuals or representatives of entities as the chief elected official in the local area may determine to be appropriate. The CEO Chair shall make the final selection for appointment from the individuals nominated. IX. RESPONSIBILITIES OF THE CEO BOARDThe CEO Board by this agreement assumes the following responsibilities:●Appoint the members of the LWIB in accordance with State criteria●In paratnership with the LWIB, appoint (as a subgroup within the LWIB) a youth council●In partnership with the LWIB, develop and submit a local Workforce Investment Act Plan to the Governor●In partnership with the LWIB, designate or certify one-stop operators●Approve the LWIB budget●Serve as the grant recipient for, and be liable for any misuse of, the grant funds allocated under Sections 128 and 133●In partnership with the LWIB, conduct oversight with respect to local programs of youth activities authorized under Section 129, local employment and training activities authorized under Section 134 and the One-Stop Delivery System in the local area●Negotiate with the LWIB and the Governor to determine local performance measures●In partnership with the LWIB, develop and enter into a Memorandum of Understanding (MOU) between the LWIB and the One-Stop partners concerning the operation of the One-Stop Delivery SystemX. RESPONSIBILITY FOR LWIA FUNDSThe Chief Elected Officials of LWIA III shall be liable, as set forth below, in accordance with Section 117(d)(3)(B)(1) of the Act, for any misuse of funds as allocated to the local area under Sections 128 and 133 to repay such funds other than with funds received under the Act, determined to be a misexpenditure of funds received under the Act of WIA set aside funds due to:1.Willful disregard of the Act and accompanying rules and regulations.2.Gross negligenceOr3.Failure to observed accepted standards of administration.(Items 1, 2, and 3, above are hereafter referred to as audit exceptions)Liability for audit exceptions will be apportioned as follows:a)If the audit exception expenditure was for goods or services provided to Johnson County residents, the audit exception, loss, burden or cost will be the responsibility of Johnson County. b)If the audit exception expenditure was for goods or services provided to Leavenworth County residents, the audit exception, loss, burden or cost will be the responsibility of Leavenworth County. c)If the audit exception expenditure was for goods or services provided to Wyandotte County/Kansas City, Kansas residents, the audit exception, loss, burden or cost will be the responsibility of the Unified Government of Wyandotte County/Kansas City, Kansas.d) An audit exception or an administrative cost will be the responsibility of the two counties and Wyandotte County/Kansas City, Kansas in LWIA III, to be divided equally among said counties based on the percentage of the total number of clients served in each county in the previous year. The current percentage would be:Wyandotte County/Kansas City, Kansas50%Johnson County35%Leavenworth County15%XI. TERM OF AGREEMENTThis agreement shall become effective July 1, 2000 and shall continue until rescinded or superseded by a new CEO Agreement, and can be renewed by reaffirmation of the representatives for the counties of Leavenworth, Johnson, and Unified Government of Wyandotte County/Kansas City, Kansas. XII. MODIFICATION OF AGREEMENTThis agreement may be modified by circulating the proposed language to all Chief Elected Officials for review and comment at least thirty (30) days prior to the CEO Board meeting at which time action on the modification is to be taken. The modification in its final form shall be signed by all members of the CEO Board and included in the LWIA’s five (5) year plan. CEO BOARD REAFFIRMATION AGEEMENTIN WITNESS WHEREOF, the following members of the Chief Elected Officials Board for the State of Kansas Local Workforce Investment Area III (LWIA III) have reaffirmed this CEO agreement. (Signatures)Carol Marinovich, Mayor-CEO Unified GovernmentOctober 5, 2000Nathan Barnes, Wyandotte Co./KCK CommissionerOctober 5, 2000Ernest M. Lewis, Wyandotte Co./KCK CommissionerOctober 5, 2000Douglas E. Wood, Johnson County Commissioner December 21, 2000Gary Anderson, Johnson County CommissionerDecember 21, 2000Donald Navinsky, Leavenworth County CommissionerNovember 27, 2000CHIEF ELECTED OFFICIALSANDLOCAL WORKFORCE INVESTMENT BOARDAGREEMENT ADDENDUMThis agreement addendum is entered into between the Chief Elected Officials Board, consisting of officials from Johnson, Leavenworth, and Wyandotte Counties (hereinafter referred to as the “CEO Board”) and the Local Workforce Investment Board (hereinafter referred to as the “LWIB”), both established under the Workforce Investment Act, Public Law 105-220, August 7, 1998, (hereinafter referred to as the “Act”). Johnson, Leavenworth, and Wyandotte Counties are together designated as Local Workforce Investment Area III (hereinafter referred to as “LWIA III”). This shall constitute an addendum to the Chief Elected Officials Agreement dated July 1, 2000. The terms of the Agreement dated July 1, 2000 shall remain in effect, except as modified by this addendum. I. Purpose of AgreementThe purpose of this agreement is to set out the responsibilities of the LWIB under the Act and to establish responsibility for Local Workforce Investment Act administrative funds that will be utilized to provide staff services to the LWIB. II. Responsibilities of the LWIBThe LWIB by this agreement assumes the following responsibilities. A.The LWIB will:1.Develop a five-year local workforce investment plan and submit to the CEO Board. 2.Consistent with the State plan and with the agreement of the CEO Board, designate or certify one-stop operators as described in the Act and develop and enter into a memorandum of understanding with one-stop partners. 3.If necessary, terminate one-stop operators, with the agreement of the CEO Board and subject to the Act and the terms of any applicable contract with the operator. 4.Establish a Youth Council as a subgroup of the LWIB as described in the Act and appoint members to it in cooperation with the CEO Board. 5.Consistent with the Act, identify eligible providers of youth activities in LWIA III and award grants or contracts on a competitive basis based on the recommendations of the Youth Council. 6.Consistent with the Act, identify eligible providers of training services in LWIA III. 7.If the one-stop operator does not provide intensive services, as defined in the Act, identify eligible providers of intensive services in LWIA III and award contracts. 8.Develop a budget for the purpose of carrying out the duties of the LWIB, subject to the approval of the CEO Board. 9.In partnership with the CEO Board conduct oversight of youth activities authorized under the Act, local employment and training activities authorized under the Act, and the one-stop delivery system in LWIA III. 10.Negotiate and reach agreement with the CEO Board and the Governor on local performance measures as described in the Act. 11.Assist the Governor in developing the statewide employment statistics system described in the Wagner-Peyser Act. 12.Coordinate workforce investment activities with economic development strategies and develop other employer linkages. 13.Promote the participation of private sector employers in the statewide workforce investment system and seek to provide connecting, brokering, and coaching activities to assist the employers in meeting hiring needs. 14.Establish oversight and accountability structures to ensure compliance with applicable federal laws and regulations and the terms of contracts and grants. 15.Utilizing funds received under the Act, ensure that an independent audit of all funds received is conducted by an independent Certified Public Accountant at least annually in accordance with generally accepted auditing standards, the standards applicable to financial audits contained in Government Auditing Standards issued by the Comptroller General of the United States, and U.S. Office of Management and Budget (OMB) Circular A-133 and Kansas Department of Human Resources. B. The LWIB may:1.Employ staff as the budget permits.2.Solicit and accept grants and donations and use them.3.Expend funds for operations of the LWIB office, maintain office facilities and pay all necessary related expenses. C.If the LWIB does either of the actions set out in subparagraphs 1 and 2 of the preceding paragraph II.B, the LWIB shall also do the following, unless the CEO Board unanimously agrees in writing to waive any of the requirements. 1.Become incorporated as a not-for-profit corporation under the laws of the State of Kansas; and, in which event, shall2.Obtain a surety bond in the amount equal to the amount of administrative funds received by the LWIB pursuant to this agreement covering all persons who have access to such funds. 3.By this agreement assume responsibility for any actions of the LWIB, its directors, officers, or employees. 4.By this agreement indemnify the CEO Board and its constituent members and hold them harmless from any and all liability, loss, or damage they may suffer as a result of claims, demands, costs, or judgments against them arising from the actions of the LWIB, its directors, officers, or employees.III. Term of AgreementA.This agreement shall become effective on the date of the last signature appearing on the signature page and continue until rescinded or superseded by a new CEO/LWIB Agreement.B.The CEO Board may terminate this agreement at any time if the LWIB fails to achieve certification from the Governor under the Act or if the Governor decertifies the LWIB under the Act. IV. Modification of AgreementThis agreement may be modified by the circulating the proposed language to all Chief Elected Officials for review and comment at least thirty (30) days prior to the CEO Board meeting at which time actions on the modification is to be taken, unless a shorter time period is agreed upon unanimously. The modification in its final form shall be signed by all members of the CEO Board and included in the LWIA’s plan. Signature PageCarol MarinovichMayor/CEO Unified GovernmentWyandotte County/Kansas City, KansasMarch 10, 2003Douglas E. WoodCommissionerJohnson CountyFebruary 25, 2003Donald NavinskyCommissionerLeavenworth CountyMarch 13, 2003James R. ThompsonChairmanWorkforce Investment BoardFebruary 25, 2003Attachment G – Directory for the Local BoardNameOrganizatonRepresentationTrudi Andernacht, SPHRHR Business PartnerVICE CHAIRFarmers InsuranceBusinessNathan Barnes CommissionerUnified Government of Wyandotte County/Kansas City, KansasWIA Title I-BOne-Stop PartnerMike BeeneState Operations DirectorKansas Department of CommerceWagner-Peyser, Veterans, TAAOne-Stop PartnerCarolyn BenitezExecutive OfficerSER Corporation KansasMSFW, WIA Sect. 167 One-Stop PartnerIsaura BetancourtCase ManagerSER Jobs for Progress (SER National)Title V Older Americans ActOne-Stop PartnerStacie DurkinNursing InformaticsHealth eGRCBusinessMike FlemingAttorneyWendt Goss, P.C.BusinessBrady GarrenEmployee Relations ManagerNebraska Furniture MartBusinessElsa GenisHR ManagerPremium Waters, Inc.BusinessJudy GiffordAFL-CIO Community Services LiaisonTri County Labor CouncilOrganized LaborDana GroveExecutive Vice President, LearningJohnson County Community CollegeLocal Education,One-Stop PartnerSteven HouglandAgentKeller-Williams Real EstateBusinessDr. Marvin Hunt, DeanBusiness and Continuing EducationKansas City Kansas Community CollegeLocal Education, Adult Education/LiteracyOne-Stop PartnerDavid HustonPresident / CEOOlson ManufacturingBusinessSteve JackExecutive DirectorLeavenworth County Development Corp.Economic Development OrganizationLaDora JacksonExecutive DirectorEconomic Opportunity FoundationCommunity Based Organization, Community Services Block GrantOne-Stop PartnerBrenda C. JonesSECRETARYCommunications Workers of AmericaLaborAngela KaminskiManagerFirst Legends Bank & TrustBusinessDan LangeHuman Resources ManagerIndustrial Power GroupExide TechnologiesBusinessK.J. LanglaisExecutive DirectorEvergreen Living Innovations, Inc./GERTIOtherJerry LeonardRehabilitation Services Administrator, KC Metro RegionDepartment for Children and FamiliesVocational RehabilitationOne-Stop PartnerWendell MaddoxPresidentUnited Way of Wyandotte CountyCommunity Based OrganizationOne-Stop PartnerMichelle MayHuman Resources DirectorGBA Architects and EngineersBusinessJennifer MehnertHuman Resource ManagerGarmin InternationalBusinessScott NeilanDirector of Human ResourcesArmed Forces InsuranceBusinessDonald NelsonOwnerNelson EnterprisesBusinessNeal PalmerSenior Vice PresidentJE Dunn ConstructionBusinessMaria RovirosaDirector, Human ResourcesB/E AerospaceBusinessStephen SaylerHuman Resource ManagerBOARD CHAIRCSM Bakery ProductsBusinessAshley SherardVice President, Director of Legislative AffairsLenexa Chamber of CommerceEconomic Development OrganizationCliff SmithInterim DeanKCKCC Technical Education CenterLocal Education,One-Stop PartnerSteve WaddellOwnerI Support LearningBusinessAttachment H - Directory for the CEONameOrganizationCountyNathan BarnesCounty CommissionerCHAIRUnified Government of Kansas City, KS and Wyandotte CountyWyandotte CountyJoe ReardonMayorUnified Government of Kansas City, KS and Wyandotte CountyWyandotte CountyJim AllenCounty CommissionerJohnson County GovernmentJohnson CountyMichael AshcraftCounty CommissionerJohnson County GovernmentJohnson CountyClyde GraberCounty CommissionerLeavenworth CountyAttachment I – Directory for the Youth CouncilNameOrganizationRepresentationMary PollockProgram CoordinatorWyandotte County Juvenile Intake & Assessment CenterRepresents a service agency such as juvenile justice or local law enforcementSteve WaddellOwnerI Support LearningLWIB Member who has special interest or expertise in youth policyJennifer MehnertHuman Resource ManagerGarmin InternationalLWIB Member who has special interest or expertise in youth policyDavid HustonPresident/CEOOlson ManufacturingLWIB Member who has special interest or expertise in youth policySheila K. JonesWorkforce Services SpecialistKansas Department of CommerceOther (determined appropriate by the Local Board Chair in cooperation with the CEO)Marya SchottCommunity Initiatives DirectorUnited Community ServicesFormer participant and/or represents organization that has experience relating to youth activitiesGlenda JordanProperty SupervisorHughes DevelopmentRepresents a local Public Housing AuthorityAlana TitusExecutive DirectorCHAIRIntensive Family CounselingFormer participant and/or represents organization that has experience relating to youth activitiesDiana RodgersProgram CoordinatorFlint Hills job CorpsRepresents Job CorpsNiesha KingYouthFormer participant and/or represents organization that has experience relating to youth activitiesJudy ReidelParentParent of eligible youth seeking WIA assistanceAttachment J - Memorandums of UnderstandingWorkforce Partnership has MOU’s with the following organizations:Economic Opportunity FoundationGoodwill of Western Missouri and Eastern KansasJohnson County Community CollegeJob CorpsKansas City Kansas Community CollegeSER CorporationDepartment of Children and Families – Rehabilitation ServicesUnited Way YouthBuildCopies of MOU’s will be sent in a separately in PDF format.Attachment K - One-Stop Certification documentation for each Workforce CenterWorkforce Partnership is submitting documentation for One-Stop Certification for the following Workforce Center locations:Wyandotte County Workforce CenterJohnson County Workforce CenterWorkforce Center Application for State CertificationComplete one application per Workforce Center.Workforce Investment Board: Local Workforce Investment Area III, Inc. – Workforce PartnershipApplication Contact Name/Title: Trent Howerton – Director of System Performance Address: 8040 Parallel, Ste 112, Kansas City, KS 66112Phone: 913-287-1116 E-Mail: trenth@Workforce Center Type FORMCHECKBOX Comprehensive One-Stop Center FORMCHECKBOX Affiliated SiteOperator Name: Kaiser Group Inc.Operator Address: 552 State Ave. Kansas City, KS 66101Operator Phone: 913-577-5900 E-Mail: ireneb@Attach the following items: FORMCHECKBOX Updated Memorandum of Understanding (MOU) FORMCHECKBOX Updated LWIB/One-Stop Operator Agreement FORMCHECKBOX Completed list of Partner Services (see pages 13-20) FORMCHECKBOX Completed Program Services Checklist (see page 21) FORMCHECKBOX Signed Attestation Page (see page 22)Workforce Center Application for State CertificationPartner Core ServicesPartner Entity __Kaiser Group Inc – Operator_______________Indicate with a check mark those core services for which are applicable to the Partner program of services. Then describe how those services will be accessed in the Workforce Center, including integrated staff members. For example, “services will be delivered by 3 Workforce Center staff and 2 partner staff as part of the Welcome Team.”For Employers:Core Services√Method for DeliveryServices are delivered by 1 Dept of Commerce Staff ,and 3 Kaiser Staff, with additional support from 1 Kasier PRN Business Services Consultant, as part of the Integrated Business Services TeamAssistance in finding qualified workers√Post job in Kansas Works – Post flyers of available job openings with requirements in Career CenterSend info regarding available job openings w/requirements out to Community Partners. Integrated Business Service Team search Kansas Works for qualified applicants,Recruiting Events, Applicant screening.Labor exchange using √Staff assisted job orders are posted on KansasWorks by the Business Services Team, and a veteran search completed. Resume searches are also conducted when recruiting for the employer.Interview facilities at Workforce Centers√2 private interview spaces located right off the Career Center. Various space available throughout the center for employer use.State and/or federally generated Labor Market Information (LMI)√This information is provided upon employer request. We utilize KansasWorks, Bureau of Labor Statistics, and Kansas Department of Labor to source the information.State and/or federally generated information on Americans with Disabilities Act (as amended in 2008)√We provide this information to employers as a part of our menu of services.We also refer to and reference KansasWorks Disability Resources, which is linked to Commerce’s Disability Resources Webpage. This page includes a link to the Kansas Commission on Disability Concerns, and other State/Federal guidance and rmation regarding consultations on workplace accommodations for persons with disabilities√We utilize the Job Accommodation Network (JAN), as well as our Disability Coordinator for these requests/rmation on and referral to business start-up, retention and expansion services√We utilize our area Economic Development contacts, the Small Business Association, Kansas Department of Commerce, as well as KCSourcelink for referrals and rmation on and referral to sources for developing customized training programs√We utilize the area educational institutions for sources and referrals.Rapid response to mass layoffs and plant closings√Local Rapid Response Coordinator handles all response to those affected by mass layoffs and closings. The Coordinator collaborates with the Business Services Team to facilitate targeted job referrals for transitioning workers as rmation about training incentives such as on-the-job training programs (based on worker eligibility); and√We promote and share OJT offerings to employers when funding allows.State and/or federally generated information on tax credits for new hires√We promote current information on tax credits for new hires through our contact with the employers. OtherFor Job Seekers:Core Services for Job Seekers√Method for Delivery Services are delivered by 2 Dept of Commerce Staff , 2 Kaiser Staff as part of the Integrated Welcome Team. AND/OR by 4 Dept of Commerce, 5 Kaiser staff as part of the Integrated Skill Development Team as noted Outreach, intake (which may include worker profiling), and orientation to the information and other services available through the partner program and services comprising the KANSASWORKS systems√Regularly scheduled Tour of services via Welcome Team gives a comprehensive overview of our services and how to access them.Scheduled tours for community partners, organizations & employers. Staff attends various outreach events in order to inform about Workforce Partnership services.Program information describing eligibility requirements and application procedures√Menu of services & Schedule of Activities are available immediately upon entering facilities.Tour of Services & Welcome PacketsRegularly scheduled orientations for WIA intensive servicesDeterminations of whether individuals are eligible to receive assistance from WIA Title I Adult or Dislocated Worker funding√Via the Integrated Skill Development Team Kansas Works job seeker registration resultsOne-on-one conversations with center staffGroup orientationsOnline FAQ documentAssistance in establishing eligibility for activities available in the local area and for programs of financial aid assistance for training and education programs that are not funded under the Workforce Investment Act√Educational information section in career centers. Referral to partner programs. One staff from Educational Opportunity Center presents financial aid information during WIA Orientations.Provision of information regarding filing claims for unemployment compensation√UI brochures & website provided by the Dept of Labor in addition to the Welcome Team Provision of information relating to the availability of supportive services, including child care and transportation, available in the local area, and referral to such services, as appropriate√Johnson County Community Resource information included in Welcome Packet. Johnson County Community resource information section in each center. Includes clothing , food, utilities assistance, shelters, medical & dental clinics, hotlines, childcare, transportation assistance, etc.Referral for all programs identified in the “system program and partners” section of this document and local option programs. This includes screening to determine likelihood of eligibility for various programs and financial assistance sources. If this service is accessed, will be used across programs to capture information needed to prepare a local service plan and information will be shared, as appropriate, with system partners√Initial Assessments and conversation with customers via Integrated Welcome Team Skills assessment and one-on-one conversation via Integrated Skill Development TeamPlus Account registration in KansasWorksCore Services for Job Seekers√Method for DeliveryServices are delivered by 2 Dept of Commerce Staff , 2 Kaiser Staff as part of the Integrated Welcome Team& 5 Dept of Commerce Staff , 3 Kaiser Staff as part of the Integrated Skill Development Teamunless otherwise notedLabor exchange using √Via Welcome Team - Plus Account registration in KW is required for all staff assisted services.Job, career and skill self-assessment tools√Via internet – , Onet online & .Assessment specialist makes available a variety of assessment tools on siteInitial assessment of skill levels, aptitudes, abilities and supportive service needs√Via skills assessment given by the Skill Development Team only after initial assessment via the Welcome Team reveals the needs of the customerEmployer directories for job search, e.g., resources, Internetbased directories, commercial products√Binder containing daily job postings from KansasWorks & and various other sources located in Career CenterInternet Job sites, Employment Guides, JobNews, Careerbuilder, located in the Career Centers Resource Table.Hot Jobs displayed on flat panels Resume writing software and support materials√WinWay Resume Writing software & MS Word Resume Templates available on all Career Center ComputersRegularly scheduled Resume writing workshopsResume Writing Packets available to all in Career CentersJob Shop Resume writing material in kioskWelcome Team & Skill Development staff provide customer support Local human services directory, e.g. SHARE Network√Comprehensive Community Resource packets in Community resource sections in Career CenterOccupational training information√Online via:, , O*Net Online, U. S. Dept of LaborKansas WorksFinancial aid information√In Career Center Educational Information SectionBy referral and onlineDuring regularly scheduled Training Services OrientationsJob search skills information√Job Shop Kiosk in Career CenterRegularly scheduled workshops include, Basic Computers, Resume Writing, Interview Prep, Job Search Strategies, Apply yourself , Today’s Challenge, Tomorrow’s Success (for Ex-Offenders)Insights from the Inside employer facilitated workshopsWorkplace accommodations information (describe how accommodations are provided to persons with disabilities)√Via Welcome Team /Skill Development Team/Disability NavigatorWorkstation for individuals with disabilities that includes auxiliary aidsDisability navigator available to arrange accommodationsDisability Resource Information Section in each Career CenterCareer, job and local, regional and national labor market information, including job vacancy listings in such labor markets; information on job skills necessary to obtain the jobs described in the job vacancy listings; and information relating to local occupations in demand and the earnings and skill requirements for such occupations√KS Dept of Labor Job Vacancy Survey in Career CentersKS DOL Occupation Outlook to include regional breakdowns in Career CentersOnline via ONET, The Eligible Training Provider Consumer Report component of , which provides performance information and program cost information on eligible providers of training services as described in WIA Title I Section 122, by program√Available on Core Services for Job Seekers√Method for DeliveryServices are delivered by 2 Dept of Commerce Staff , 2 Kaiser Staff as part of the Integrated Welcome Team OR 5 Dept of Commerce Staff , 3 Kaiser Staff as part of the Integrated Skill Development Team unless otherwise noted unless otherwise notedProvision of performance information and program cost information on providers of adult education described in WIA Title II, providers of postsecondary career and technical education activities and career and technical education activities available to school dropouts under the Carl D. Perkins Vocational and Applied Technology Education Act (20 U.S.C. 2301 et seq.), and providers of vocational rehabilitation program activities described in Title I of the Rehabilitation Act of 1973 (29 U.S.C. 720 et seq.)√Available on By referral, in addition to information located in the Education Information section in Career CenterProvision of information regarding how the local area is performing on the local performance measures and any additional performance information with respect to the KANSASWORKS system in the local area√Performance information shared at staff meetings & on a regular basis at Management Meetings. In addition, performance information is shared regularly at WIB meetings as well as with board teams. Follow up services, including counseling regarding the workplace, for customers in WIA Title I activities who are placed in unsubsidized employment, for not less than 12 months after the first day of the employment, as appropriate√Via Integrated Skill Development TeamDirect phone contact/consults with participants to assess needsDirect phone calls to employersPeriodic emails to announce relevant information or resources to support job retention, advancement or alternate career opportunitiesIndividual, face-to-face appointments as needed or as requestedOtherWorkforce Center Application for State CertificationPartner Intensive ServicesPartner Entity ___Kaiser Group Inc. - Operator______________________Indicate with a check mark those intensive services for which are applicable to the Partner program of services. Then describe how those services will be accessed through the Workforce Center, including integrated staff members. For example, “services will be delivered by 4 Workforce Center staff and 2 Technical College staff as part of the Assessment Team.”Intensive Services for Job Seekers√Method for DeliveryServices will be delivered by 3 Kaiser Staff, 5 Dept of Commerce Staff as part of the Integrated Skill Development Team unless otherwise notedAdults and dislocated workers who are unemployed and are unable to obtain employment through core services provided and who have been determined by a Workforce Center partner to be in need of more intensive services in order to obtain employment√6 Workforce Center personnel on the Skill Development Team share primary responsibility for formal eligibility reviews and enrollment screenings for programs offering intensive servicesAdults and dislocated workers who are employed, but who are determined by a Workforce Center partner to be in need of such intensive services in order to obtain or retain employment that allows for self-sufficiency as defined by the Governor and the local area√6 Workforce Center personnel on the Skill Development Team share primary responsibility for formal eligibility reviews and enrollment screenings for programs offering intensive servicesComprehensive and specialized assessments of the skill levels and service needs, which may include diagnostic testing and use of other assessment tools and in-depth interviewing and evaluation to identify employment barriers and appropriate employment goals√7 Workforce Center personnel from the Skill Development and Assessment Teams provide such assessments and individual consultationsDevelopment of an individual employment plan, to identify the employment goals, appropriate achievement objectives, and appropriate combination of services for the participant to achieve the employment goals√7 Workforce Center personnel from the Skill Development Team and Goodwill specialize in cooperatively constructing IEP’s with customersGroup counseling√Group activities are primarily handled by members of the Welcome and Skill Development, with ‘specialized’ sessions offered by two Partner Agencies-Goodwill and the “New Landings” Job ClubIndividual counseling and career planning√9 Workforce Center Personnel are available to offer individualized counseling, to include Goodwill, and Veterans’ Programs representativesIntensive Services for Job Seekers√Method for DeliveryServices will be delivered by 3 Kaiser Staff, 5 Dept of Commerce Staff as part of the Integrated Skill Development Team unless otherwise notedCase management for participants seeking training and career education services; and√6 Workforce Center personnel are able and available to offer ongoing case management services of this natureShort-term prevocational services, including development of learning skills, communication skills, interviewing skills, punctuality, personal maintenance skills, and professional conduct, to prepare individuals for unsubsidized employment or training√Regularly scheduled workshops facilitated by Welcome and/or Skill Development Team members, and Partners as noted above.One-on-one assistance/counseling/recommendation from staff.Onsite introductory computer courseOnsite basic, intermediate and advance computer software instructionOtherWorkforce Center Application for State CertificationPartner Training ServicesPartner Entity __Kaiser Group Inc - Operator____________________Indicate with a check mark those training services for which are applicable to their program of services. Partner will then describe how those services will be accessed through the Workforce Center including integrated staff members. For example, “services will be delivered by 2 Workforce Center staff and 3 partner staff as part of the Assessment and Training Team.”Training Services for Job Seekers√Method for DeliveryServices will be delivered by 3 Kaiser Staff, 5 Dept of Commerce Staff as part of the Integrated Skill Development Team unless otherwise notedAdults and dislocated workers who have met the eligibility requirements for intensive services and who are unable to obtain or retain employment through such services√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersOccupational skills training, including training for nontraditional employment√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersOn-the-job training√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersPrograms that combine workplace training with related instruction, which may include cooperative education programs or Registered Apprenticeship programs√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersTraining programs operated by the private sector√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training services, as well asActual training delivered by properly qualified Eligible Training ProvidersSkill upgrading and retraining√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersEntrepreneurial training√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersJob readiness training√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to job readiness training servicesActual training delivered via onsite Workshops facilitated by Welcome and Skill Development Teams, and/or through properly qualified Eligible Training ProvidersAdult education and literacy activities√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to these training servicesSuch training is delivered by the local Adult Basic Education Partners (JCCC and KCKCC)Customized training conducted with a commitment by an employer or group of employers to employ an individual upon successful completion of the training√6 Workforce Center personnel on the Skill Development Team share primary responsibility for arranging and managing access to such training servicesTraining delivered by properly qualified Eligible Training ProvidersOtherWorkforce Center Application for State CertificationPartner Discretionary ServicesPartner Entity __Kaiser Group Inc. - Operator_______________________Indicate with a check mark those discretionary services for which are applicable to the Partner program of services. Describe how those services will be accessed through the Workforce Center, including integrated staff members. For example, “services will be delivered by 3 Workforce Center Staff and 1 partner staff as part of the Business Service Team.”√Discretionary ServicesMethod for Delivery√Customized Screening and Referral The Business Services Team offers customized screening to eligible employers, based on their needs. Integrated Welcome Team and Business Team Integrated Skill Development Team√Customized Fee-For-Service Employment Related ServicesIntegrated Business Service Team provides service on an as-needed basis. √Adult/Dislocated Worker Supportive Services6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to supportive services√Needs-Related Payments 6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to supportive services √Incumbent Worker Training12 Workforce Center personnel on the Skill Development and Business Services Teams share responsibility for arranging and managing such training services, in cooperation with specific EmployersTraining delivered by properly qualified Eligible Training providers and Employer designees√Business Service Center Meeting space, interview space, information sessions and many other services are offered through our Business Service Center.Day Care FacilitiesN/AOther:Workforce Center Application for State CertificationProgram Services ChecklistProgram ServicesCHECK ALL THAT APPLYProvide Information on and Referral to ProgramIntake/RegistrationEligibility DeterminationEnrollment in Program and Referral to Program ActivityWIA Title I AdultXXXXWIA Title I Dislocated WorkerXXXXWagner-Peyser Employment ServiceXXXXVeterans Employment ServiceXXXXUnemployment InsuranceXXTrade Adjustment Assistance (TAA)XXXXVocational RehabilitationXSecondary and/or Postsecondary Career and Technical Education XWIA Title II Adult Education and Literacy, State Adult Education, and Partnership for Adult Learning (PAL)XSenior Community Service Employment ProgramXWIA Title I Migrant Seasonal Farm WorkersXWIA Title I Job CorpsXXXWIA Title I VeteransXXXXWIA Title I Native AmericansXCommunity Services Block Grant Employment and TrainingXHousing and Urban Development Employment and TrainingXWIA Title I Youth ServicesXXXXWIA Title I Youth Opportunity GrantsN/AWorkforce Center Application for State CertificationComplete one application per Workforce Center.Workforce Investment Board: Local Workforce Investment Area III, Inc. – Workforce PartnershipApplication Contact Name/Title: Trent Howerton – Director of System Performance Address: 8040 Parallel, Ste 112, Kansas City, KS 66112Phone: 913-287-1116 E-Mail: trenth@Workforce Center Type FORMCHECKBOX Comprehensive One-Stop Center FORMCHECKBOX Affiliated SiteOperator Name: Kaiser Group Inc.Operator Address: 9221 Quivira Rd, Overland Park, KS 66215Operator Phone: 913-577-5900 E-Mail: ireneb@Attach the following items: FORMCHECKBOX Updated Memorandum of Understanding (MOU) FORMCHECKBOX Updated LWIB/One-Stop Operator Agreement FORMCHECKBOX Completed list of Partner Services (see pages 13-20) FORMCHECKBOX Completed Program Services Checklist (see page 21) FORMCHECKBOX Signed Attestation Page (see page 22)Workforce Center Application for State CertificationPartner Core ServicesPartner Entity __Kaiser Group Inc – Operator_______________Indicate with a check mark those core services for which are applicable to the Partner program of services. Then describe how those services will be accessed in the Workforce Center, including integrated staff members. For example, “services will be delivered by 3 Workforce Center staff and 2 partner staff as part of the Welcome Team.”For Employers:Core Services√Method for DeliveryServices are delivered by 3 Dept of Commerce Staff , and 3 Kaiser Staff, with additional support from 1 Kaiser PRN Business Services Consultant, as part of the Integrated Business Services TeamAssistance in finding qualified workers√Post job in Kansas Works – Post flyers of available job openings with requirements in Career CenterSend info regarding available job openings w/requirements out to Community Partners. Integrated Business Service Team search Kansas Works for qualified applicants,Recruiting Events, Applicant screening.Labor exchange using √Staff assisted job orders are posted on KansasWorks by the Business Services Team, and a veteran search completed. Resume searches are also conducted when recruiting for the employer.Interview facilities at Workforce Centers√Two (2) private interview spaces located right off the Career Center. Various space available throughout the center for employer use.State and/or federally generated Labor Market Information (LMI)√This information is provided upon employer request. We utilize KansasWorks, Bureau of Labor Statistics, and Kansas Department of Labor to source the information.State and/or federally generated information on Americans with Disabilities Act (as amended in 2008)√We provide this information to employers as a part of our menu of services.We also refer to and reference KansasWorks Disability Resources, which is linked to Commerce’s Disability Resources Webpage. This page includes a link to the Kansas Commission on Disability Concerns, and other State/Federal guidance and rmation regarding consultations on workplace accommodations for persons with disabilities√We utilize the Job Accommodation Network (JAN), as well as our Disability Coordinator for these requests/needs.The Disability Resources posted on KansasWorks (and noted above) are likewise utilized rmation on and referral to business start-up, retention and expansion services√We utilize our area Economic Development contacts, the Small Business Association, Kansas Department of Commerce, as well as KCSourcelink for referrals and rmation on and referral to sources for developing customized training programs√We utilize the area educational institutions for sources and referrals.Rapid response to mass layoffs and plant closings√Local Rapid Response Coordinator handles all response to those affected by mass layoffs and closings. The Coordinator collaborates with the Business Services Team to facilitate targeted job referrals for transitioning workers as rmation about training incentives such as on-the-job training programs (based on worker eligibility); and√We promote and share OJT offerings to employers when funding allows.State and/or federally generated information on tax credits for new hires√We promote current information on tax credits for new hires through our contact with the employers. OtherFor Job Seekers:Core Services for Job Seekers√Method for Delivery Services are delivered by 2 Dept of Commerce Staff , 2 Kaiser Staff as part of the Integrated Welcome Team. AND/OR, by 3 Dept of Commerce, 5 Kaiser staff as part of the Integrated Skill Development Team as noted Outreach, intake (which may include worker profiling), and orientation to the information and other services available through the partner program and services comprising the KANSASWORKS systems√Regularly scheduled Tour of services via Welcome Team gives a comprehensive overview of our services and how to access them.Scheduled tours for community partners, organizations & employers. Staff attends various outreach events in order to inform about Workforce Partnership services.Program information describing eligibility requirements and application procedures√Menu of services & Schedule of Activities are available immediately upon entering facilities.Tour of Services & Welcome PacketsRegularly scheduled orientations for WIA intensive servicesDeterminations of whether individuals are eligible to receive assistance from WIA Title I Adult or Dislocated Worker funding√Via the Integrated Skill Development Team Kansas Works job seeker registration resultsOne-on-one conversations with center staffGroup orientationsOnline FAQ documentAssistance in establishing eligibility for activities available in the local area and for programs of financial aid assistance for training and education programs that are not funded under the Workforce Investment Act√Educational information section in career centers. Referral to partner programs. One staff from Educational Opportunity Center presents financial aid information during WIA Orientations.Provision of information regarding filing claims for unemployment compensation√UI brochures & website provided by the Dept of Labor in addition to the Welcome Team Provision of information relating to the availability of supportive services, including child care and transportation, available in the local area, and referral to such services, as appropriate√Johnson County Community Resource information included in Welcome Packet. Johnson County Community resource information section in each center. Includes clothing, food, utilities assistance, shelters, medical & dental clinics, hotlines, childcare, transportation assistance, etc.Referral for all programs identified in the “system program and partners” section of this document and local option programs. This includes screening to determine likelihood of eligibility for various programs and financial assistance sources. If this service is accessed, will be used across programs to capture information needed to prepare a local service plan and information will be shared, as appropriate, with system partners√Initial Assessments and conversation with customers via Integrated Welcome Team Skills assessment and one-on-one conversation via Integrated Skill Development TeamPlus Account registration in KansasWorksCore Services for Job Seekers√Method for DeliveryServices are delivered by 2 Dept of Commerce Staff , 2 Kaiser Staff as part of the Integrated Welcome Team& 3 Dept of Commerce Staff , 4 Kaiser Staff as part of the Integrated Skill Development Teamunless otherwise notedLabor exchange using √Via Welcome Team - Plus Account registration in KW is required for all staff assisted services.Job, career and skill self-assessment tools√Via internet - , Onet online & .Assessment specialist makes available a variety of assessment tools on siteInitial assessment of skill levels, aptitudes, abilities and supportive service needs√Via skills assessment given by the Skill Development Team only after initial assessment via the Welcome Team reveals the needs of the customerEmployer directories for job search, e.g., resources, Internetbased directories, commercial products√Binder containing daily job postings from KansasWorks & and various other sources located in Career CenterInternet Job sites, Employment Guides, JobNews, Careerbuilder, located in the Career Centers Resource Table.Hot Jobs displayed on flat panels Resume writing software and support materials√WinWay Resume Writing software & MS Word Resume Templates available on all Career Center ComputersRegularly scheduled Resume writing workshopsResume Writing Packets available to all in Career CentersJob Shop Resume writing material in kioskWelcome Team & Skill Development staff provide customer support Local human services directory, e.g. SHARE Network√Comprehensive Community Resource packets in Community resource sections in Career CenterOccupational training information√Online via:, , O*Net Online, U. S. Dept of LaborKansas WorksFinancial aid information√In Career Center Educational Information SectionBy referral and onlineDuring regularly scheduled Training Services OrientationsJob search skills information√Job Shop Kiosk in Career CenterRegularly scheduled workshops include, Basic Computers, Resume Writing, Interview Prep, Job Search Strategies, Apply yourself, Today’s Challenge, Tomorrow’s Success (for Ex-Offenders) Insights from the Inside employer-facilitated workshopsWorkplace accommodations information (describe how accommodations are provided to persons with disabilities)√Via Welcome Team /Skill Development Team/Disability NavigatorWorkstation for individuals with disabilities that includes auxiliary aidsDisability navigator available to arrange accommodationsDisability Resource Information Section in each Career CenterCareer, job and local, regional and national labor market information, including job vacancy listings in such labor markets; information on job skills necessary to obtain the jobs described in the job vacancy listings; and information relating to local occupations in demand and the earnings and skill requirements for such occupations√KS Dept of Labor Job Vacancy Survey in Career CentersKS DOL Occupation Outlook to include regional breakdowns in Career CentersOnline via ONET, The Eligible Training Provider Consumer Report component of , which provides performance information and program cost information on eligible providers of training services as described in WIA Title I Section 122, by program√Available on Core Services for Job Seekers√Method for DeliveryServices are delivered by 2 Dept of Commerce Staff , 2 Kaiser Staff as part of the Integrated Welcome Team OR 3 Dept of Commerce Staff , 4 Kaiser Staff as part of the Integrated Skill Development Team unless otherwise noted unless otherwise notedProvision of performance information and program cost information on providers of adult education described in WIA Title II, providers of postsecondary career and technical education activities and career and technical education activities available to school dropouts under the Carl D. Perkins Vocational and Applied Technology Education Act (20 U.S.C. 2301 et seq.), and providers of vocational rehabilitation program activities described in Title I of the Rehabilitation Act of 1973 (29 U.S.C. 720 et seq.)√Available on By referral, in addition to information located in the Education Information section in Career CenterProvision of information regarding how the local area is performing on the local performance measures and any additional performance information with respect to the KANSASWORKS system in the local area√Performance information shared at staff meetings & on a regular basis at Management Meetings. In addition, performance information is shared regularly at WIB meetings as well as with board teams.Follow up services, including counseling regarding the workplace, for customers in WIA Title I activities who are placed in unsubsidized employment, for not less than 12 months after the first day of the employment, as appropriate√Via Integrated Skill Development TeamDirect phone contact/consults with participants to assess needsDirect phone calls to employersPeriodic emails to announce relevant information or resources to support job retention, advancement or alternate career opportunitiesIndividual, face-to-face appointments as needed or as requestedOtherWorkforce Center Application for State CertificationPartner Intensive ServicesPartner Entity ___Kaiser Group Inc. - Operator______________________Indicate with a check mark those intensive services for which are applicable to the Partner program of services. Then describe how those services will be accessed through the Workforce Center, including integrated staff members. For example, “services will be delivered by 4 Workforce Center staff and 2 Technical College staff as part of the Assessment Team.”Intensive Services for Job Seekers√Method for DeliveryServices will be delivered by 4 Kaiser Staff, 3 Dept of Commerce Staff as part of the Integrated Skill Development Team unless otherwise notedAdults and dislocated workers who are unemployed and are unable to obtain employment through core services provided and who have been determined by a Workforce Center partner to be in need of more intensive services in order to obtain employment√6 Workforce Center personnel on the Skill Development Team share primary responsibility for formal eligibility reviews and enrollment screenings for programs offering intensive servicesAdults and dislocated workers who are employed, but who are determined by a Workforce Center partner to be in need of such intensive services in order to obtain or retain employment that allows for self-sufficiency as defined by the Governor and the local area√6 Workforce Center personnel on the Skill Development Team share primary responsibility for formal eligibility reviews and enrollment screenings for programs offering intensive servicesComprehensive and specialized assessments of the skill levels and service needs, which may include diagnostic testing and use of other assessment tools and in-depth interviewing and evaluation to identify employment barriers and appropriate employment goals√7 Workforce Center personnel from the Skill Development and Assessment Teams provide such assessments and individual consultationsDevelopment of an individual employment plan, to identify the employment goals, appropriate achievement objectives, and appropriate combination of services for the participant to achieve the employment goals√7 Workforce Center personnel from the Skill Development Team and Goodwill specialize in cooperatively constructing IEP’s with customersGroup counseling√Group activities are primarily handled by members of the Welcome and Skill Development, with ‘specialized’ sessions offered by two Partner Agencies-Goodwill and the “New Landings” Job ClubIndividual counseling and career planning√9 Workforce Center Personnel are available to offer individualized counseling, to include Goodwill, and Veterans’ Programs representativesIntensive Services for Job Seekers√Method for DeliveryServices will be delivered by 4 Kaiser Staff, 3 Dept of Commerce Staff as part of the Integrated Skill Development Team unless otherwise notedCase management for participants seeking training and career education services; and√6 Workforce Center personnel are able and available to offer ongoing case management services of this natureShort-term prevocational services, including development of learning skills, communication skills, interviewing skills, punctuality, personal maintenance skills, and professional conduct, to prepare individuals for unsubsidized employment or training√Regularly scheduled workshops facilitated by Welcome and/or Skill Development Team members, and Partners as noted above.One-on-one assistance/counseling/recommendation from staff.Onsite introductory computer courseOnsite basic, intermediate and advance computer software instructionOtherWorkforce Center Application for State CertificationPartner Training ServicesPartner Entity __Kaiser Group Inc - Operator____________________Indicate with a check mark those training services for which are applicable to their program of services. Partner will then describe how those services will be accessed through the Workforce Center including integrated staff members. For example, “services will be delivered by 2 Workforce Center staff and 3 partner staff as part of the Assessment and Training Team.”Training Services for Job Seekers√Method for DeliveryServices will be delivered by 4 Kaiser Staff, 3 Dept of Commerce Staff as part of the Integrated Skill Development Team unless otherwise notedAdults and dislocated workers who have met the eligibility requirements for intensive services and who are unable to obtain or retain employment through such services√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersOccupational skills training, including training for nontraditional employment√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersOn-the-job training√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersPrograms that combine workplace training with related instruction, which may include cooperative education programs or Registered Apprenticeship programs√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersTraining programs operated by the private sector√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersSkill upgrading and retraining√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersEntrepreneurial training√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to training servicesActual training delivered by properly qualified Eligible Training ProvidersJob readiness training√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to job readiness training servicesActual training delivered via onsite Workshops facilitated by Welcome and Skill Development Teams, and/or through properly qualified Eligible Training ProvidersAdult education and literacy activities√6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to these training servicesSuch training is delivered by the local Adult Basic Education Partners (JCCC and KCKCC)Customized training conducted with a commitment by an employer or group of employers to employ an individual upon successful completion of the training√6 Workforce Center personnel on the Skill Development Team share primary responsibility for arranging and managing access to such training servicesTraining delivered by properly qualified Eligible Training ProvidersOtherWorkforce Center Application for State CertificationPartner Discretionary ServicesPartner Entity __Kaiser Group Inc. - Operator_______________________Indicate with a check mark those discretionary services for which are applicable to the Partner program of services. Describe how those services will be accessed through the Workforce Center, including integrated staff members. For example, “services will be delivered by 3 Workforce Center Staff and 1 partner staff as part of the Business Service Team.”√Discretionary ServicesMethod for Delivery√Customized Screening and Referral The Business Services Team offers customized screening to eligible employers, based on their needs. Integrated Welcome Team and Business Team Integrated Skill Development Team√Customized Fee-For-Service Employment Related ServicesIntegrated Business Service Team provides service on an as-needed basis. √Adult/Dislocated Worker Supportive Services6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to supportive services√Needs-Related Payments 6 Workforce Center personnel on the Skill Development Team share primary responsibility for managing access to supportive services √Incumbent Worker Training12 Workforce Center personnel on the Skill Development and Business Services Teams share responsibility for arranging and managing such training services, in cooperation with specific EmployersTraining delivered by properly qualified Eligible Training providers and Employer designees√Business Service Center Meeting space, interview space, information sessions and many other services are offered through our Business Service Center.Day Care FacilitiesN/AOther:Workforce Center Application for State CertificationProgram Services ChecklistProgram ServicesCHECK ALL THAT APPLYProvide Information on and Referral to ProgramIntake/RegistrationEligibility DeterminationEnrollment in Program and Referral to Program ActivityWIA Title I AdultXXXXWIA Title I Dislocated WorkerXXXXWagner-Peyser Employment ServiceXXXXVeterans Employment ServiceXXXXUnemployment InsuranceXXTrade Adjustment Assistance (TAA)XXXXVocational RehabilitationXSecondary and/or Postsecondary Career and Technical Education XWIA Title II Adult Education and Literacy, State Adult Education, and Partnership for Adult Learning (PAL)XSenior Community Service Employment ProgramXWIA Title I Migrant Seasonal Farm WorkersXWIA Title I Job CorpsXXXWIA Title I VeteransXXXXWIA Title I Native AmericansXCommunity Services Block Grant Employment and TrainingXHousing and Urban Development Employment and TrainingXWIA Title I Youth ServicesXXXXWIA Title I Youth Opportunity GrantsN/AAttachment L - Comments received during the public review period regarding the planWorkforce Partnership did not receive any formal public comments during the 21-day review period. The process for obtaining public input during plan development is described on pages 3 and 16 of the plan. ................
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