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Maricopa County Workforce Investment Board Five Year Plan Maricopa County Human Services Department Workforce Development Division 2013 - 2017 Tel 602-506-5911 234 N. Central- suite 3000 http://myhsd.maricopa.gov Phoenix, Arizona 85004-2208 Table of Contents Contents B: Executive Summary ________________________________________________________ 1 C: Business Plan Narrative ____________________________________________________ 10 D: Planning Development _____________________________________________________ 14 E: Administrative Structure ____________________________________________________ 20 F: Equal Opportunity and Affirmative Action _______________________________________ 27 G: Evaluation and Market Analysis ______________________________________________ 29 H: Integrated Service Delivery _________________________________________________ 37 I: Service Delivery to Target Populations _________________________________________ 45 J: Desired Outcomes ________________________________________________________ 59 K: Agreements, Policies and Procedures _________________________________________ 61 L: Complaints and Grievances _________________________________________________ 64 Appendices ________________________________________________________________ 67 B: Executive Summary B: Executive Summary Population and Income Maricopa County is located close to the center of Arizona. Maricopa County has 9,200.14 square miles of land area and 24.25 square miles of water area. As of 2010, the total Maricopa county population is 3,817,117, which has grown 24.25% since 2000. The population growth rate is about the same as the state average rate of 24.59% and is much higher than the national average rate of 9.71%. Maricopa county median household income is $55,054 in 2006-2010 and has grown by 21.38% since 2000. The income growth rate is higher than the state average rate of 15.36% and is higher than the national average rate of 19.17%. Maricopa county median house value is $238,600 in 2006-2010 and has grown by 84.67% since 2000. The house value growth rate is much higher than the state average rate of 39.16% and is much higher than the national average rate of 50.42%. Economic Characteristics The June 2013 Socioeconomic Projection report composed by Maricopa Associations of Government anticipates continued employment growth within the cities and towns of Maricopa County. The chart below illustrates continued employment growth within the county over the next 30 years. B: Executive Summary Total Employment Municipal Planning Area 2010 2020 2030 2040 Apache Junction 0 100 100 100 Avondale 14,100 27,200 40,700 50,000 Buckeye 12,800 29,200 56,300 97,800 Carefree 1,400 1,900 2,200 2,400 Cave Creek 1,800 2,800 3,400 4,200 Chandler 112,900 152,600 171,400 194,500 County Areas 24,500 30,300 33,700 39,200 El Mirage 4,300 5,900 8,900 15,000 Fort McDowell 1,500 1,900 2,200 2,200 Fountain Hills 5,500 7,500 8,300 9,400 Gila Bend 800 1,500 3,300 6,300 Gila River 5,600 10,800 11,900 15,700 Gilbert 74,600 108,100 126,700 143,700 Glendale 78,600 116,400 143,400 169,100 Goodyear 24,200 46,500 70,400 93,200 Guadalupe 1,000 1,100 1,300 1,500 Litchfield Park 2,000 3,200 4,800 5,400 Mesa 160,800 215,400 256,000 291,600 Paradise Valley 4,300 6,300 6,200 6,200 Peoria 40,900 62,600 75,700 94,700 Phoenix 747,700 958,000 1,071,200 1,182,800 Queen Creek 5,900 12,700 19,900 27,800 Salt River 11,300 20,500 28,500 40,000 Scottsdale 165,800 212,800 224,500 233,100 Surprise 19,500 35,200 64,600 92,200 Tempe 169,100 221,400 236,400 244,900 Tolleson 10,600 14,000 15,700 21,400 Wickenburg 3,500 5,300 7,300 10,300 Youngtown 1,300 1,700 1,900 1,900 County Total 1,706,300 2,312,900 2,696,900 3,096,600 The same 2013 Socioeconomic Projection reports that the population of Maricopa County will increase from 3,823,900 people to 6,175,000 people over the next 30 years. That would be an increase of 61% of the population during that 30 year span. B: Executive Summary Total Resident Population Municipal Planning Area 2010 2020 2030 2040 Apache Junction 300 300 300 300 Avondale 77,900 96,600 121,500 155,300 Buckeye 62,800 103,600 183,800 313,500 Carefree 3,400 3,800 4,200 4,400 Cave Creek 4,900 5,800 7,400 8,900 Chandler 244,600 283,100 307,500 316,500 County Areas 94,600 104,100 119,900 145,200 El Mirage 31,900 34,600 41,000 48,400 Fort McDowell 1,000 1,000 1,100 1,100 Fountain Hills 22,400 25,900 31,000 31,200 Gila Bend 2,500 2,800 6,200 17,000 Gila River 3,000 3,100 3,300 3,400 Gilbert 212,400 259,100 293,100 322,300 Glendale 252,800 291,500 343,500 357,500 Goodyear 68,000 115,300 167,600 241,400 Guadalupe 5,500 6,000 6,500 6,800 Litchfield Park 10,500 12,000 13,800 13,800 Mesa 482,500 543,400 620,300 656,900 Paradise Valley 12,800 13,000 14,100 14,500 Peoria 162,500 214,400 276,200 342,600 Phoenix 1,501,300 1,711,600 1,953,800 2,198,000 Queen Creek 32,200 50,100 67,800 73,400 Salt River 6,300 6,400 7,000 7,600 Scottsdale 217,400 252,300 283,000 296,300 Surprise 127,600 159,200 241,900 336,900 Tempe 162,100 183,900 211,700 217,600 Tolleson 6,600 7,000 8,200 8,900 Wickenburg 8,000 10,700 16,200 27,700 Youngtown 6,100 6,600 7,400 7,600 County Total 3,823,900 4,507,200 5,359,300 6,175,000 The chart on the following page represents the estimated growth over the next 30 years in the number of total housing in Maricopa County from 1,640,700 in year 2010 to 2,421,700 by the year 2040, resulting in a 67% increase in housing. B: Executive Summary Total Housing Municipal Planning Area 2010 2020 2030 2040 Apache Junction 300 300 300 300 Avondale 27,600 31,400 40,000 50,500 Buckeye 22,500 35,800 65,300 116,200 Carefree 2,200 2,600 2,900 3,000 Cave Creek 2,600 3,000 3,900 4,500 Chandler 98,600 108,200 118,900 123,100 County Areas 64,400 69,400 75,500 82,800 El Mirage 11,300 11,800 13,600 16,000 Fort McDowell 300 300 400 400 Fountain Hills 13,200 14,600 15,900 15,900 Gila Bend 1,100 1,200 2,900 7,800 Gila River 800 800 900 900 Gilbert 76,400 90,100 103,800 111,900 Glendale 98,700 106,000 122,600 126,500 Goodyear 26,000 41,700 64,700 92,900 Guadalupe 1,400 1,500 1,700 1,800 Litchfield Park 4,600 4,900 5,700 5,700 Mesa 227,000 241,300 266,600 275,800 Paradise Valley 5,600 5,800 6,100 6,100 Peoria 68,000 84,400 110,700 135,500 Phoenix 611,500 653,300 735,100 818,200 Queen Creek 10,500 15,800 21,700 23,800 Scottsdale 124,000 133,300 147,100 150,200 Surprise 56,900 68,000 99,300 138,000 Tempe 73,200 77,300 90,000 91,400 Tolleson 2,200 2,300 2,700 2,800 Wickenburg 4,400 5,500 8,400 13,600 Youngtown 2,800 2,900 3,100 3,100 County Total 1,640,700 1,816,200 2,132,600 2,421,700 All of the reports support the trend that continued growth within Maricopa County will continue in the key domains of populations, employment and housing over the next 30 years. B: Executive Summary Maricopa County Income, Labor Force and Careers As of 2010, the per capita income of Maricopa County is $25,350, which is higher than the state average of $23,618 and is about the same as the national average of $26,059. Maricopa County median household income is $55,054, which has grown by 21.38% since 2000. The median household income growth rate is higher than the state average rate of 15.36% and is higher than the national average rate of 19.17%. On average Maricopa County residents spend 24.2 minutes per day commuting to work, which is about the same as the state average of 23.3 minutes and is about the same as the national average of 23.7 minutes. According to Arizona 2010 census survey data labor population (population table), Maricopa County has approximately Population Maricopa Arizona U.S. 2,928,222 County individuals over Population 16 Years and 2,928,222 4,963,740 243,832,923 the age of 16 Over represented in Male1 1,435,785 49.33% 48.62% the state of Arizona’s labor Male, In Labor Force:2 1,023,455 66.32% 69.78% force. The Male, In Armed Forces2 4,465 0.67% 0.76% Maricopa County labor force Male, Civilian2 1,018,990 65.65% 69.03% represents 63% Male, Civilian, Employed3 898,127 87.37% 88.43% of the total Male, Civilian, workforce for the Unemployed3 120,863 12.63% 11.57% state of Arizona. The occupations Male, Not in Labor Force2 412,330 33.68% 30.22% chart on the Female1 1,492,437 50.67% 51.38% following page describes the Female, In Labor Force:2 866,911 55.92% 59.26% average over- Female, In Armed Forces2 1,040 0.10% 0.12% the-year percentage Female, Civilian2 865,871 55.82% 59.13% change for each Female, Civilian, 775,650 89.10% 89.99% sector for 2012, Employed3 2013 and 2014, Female, Civilian, where 2012 is Unemployed3 90,221 10.90% 10.01% the base year and 2013 and Female, Not in Labor 625,526 44.08% 40.74% 2014 are Force2 forecast years. Job gains are projected in all major sectors of the Arizona economy with the exception of one sector during the forecasted time period. This would suggest that Maricopa County will show continuous improvement in the rate of Nonfarm employment gains in 2013 and 2014. B: Executive Summary Maricopa Occupations Arizona U.S. County Civilian Employed, 16 Years and Over 1,673,777 2,655,557 139,033,928 Male1 898,127 52.89% 52.06% Management, Professional, and Related 312,696 33.36% 32.77% Occupations2 Service Occupations2 141,473 17.08% 14.98% Sales and Office Occupations2 188,760 19.61% 17.82% Farming, Fishing, and Forestry 4,163 0.79% 1.17% Occupations2 Construction, Extraction, Maintenance, 75,132 9.22% 9.50% and Repair Occupations2 Production, Transportation, and Material 127,096 13.83% 17.70% Moving Occupations2 Female1 775,650 47.11% 47.94% Management, Professional, and Related 303,838 38.06% 39.40% Occupations2 Service Occupations2 155,594 21.84% 21.33% Sales and Office Occupations2 275,805 35.02% 32.73% Farming, Fishing, and Forestry 623 0.19% 0.30% Occupations2 Construction, Extraction, Maintenance, 1,548 0.26% 0.29% and Repair Occupations2 Production, Transportation, and Material 36,214 4.34% 5.67% Moving Occupations2 According to the Arizona Office of Employment and Population Statistics (EPS) the overall occupational growth from 2011 through 2013 is 4.1%. This represents a net gain of 107,432 jobs statewide. Twenty-one of the 22 major occupational groups are forecast to have net job gains over the two-year period. Only Farming, Fishing, and Forestry (-1% growth) occupations are expected to have net job losses. All of the major occupational groups are forecast to have job openings from replacement, as workers retire or find work in other fields. In Arizona, as in many other places, the number of openings created from replacements is forecast to be greater than the number of openings from growth. In addition to job gains from growth, 125,396 jobs are expected to come from replacement openings in 2011-2013 in Arizona. The table on the next page illustrates the change in employment across major occupational groups over the 2011-2013 timeframe for Arizona. B: Executive Summary SOC Code Major Occupation 2011 2013 2 Year 2 Year Group Estimated Projected Change Change Amount Percent 00-0000 Total, All Occupations 2,636,337 2,743,769 107,432 4.1% 11-0000 Management 175,844 1 179,598 3754 2.1% 13-0000 Business & Financial 128,695 133,720 5,025 3.9% Operations 15-0000 Computer & 70,520 73,020 2,500 3.6% Mathematical 17-0000 Architecture & 51,133 52,523 1,390 2.7% Engineering 19-0000 Life, Physical, & Social 21,241 21,748 507 2.4% Science 21-0000 Community & Social 40,323 41,545 1,222 3.0% Services 23-0000 Legal 23,106 23,785 670 2.9% 25-0000 Education, Training, & 151,254 155,352 4,098 2.7% Library 27-0000 Arts, Design, 40,251 41,643 1,392 3.5% Entertainment, Sports, & Media 29-0000 Healthcare 140,124 149,320 9,196 6.6% Practitioners & Technical 31-0000 Healthcare Support 70,384 75,398 5,014 7.1% 33-0000 Protective Service 73,856 73,962 106 0.1% 35-0000 Food Preparation & 222,033 239,504 17,471 7.9% Serving Related 37-0000 Building & Grounds 101,932 106,634 4,702 4.6% Cleaning & Maintenance 39-0000 Personal Care & 89,814 93,018 3,204 3.6% Service 41-0000 Sales & Related 295,539 307,391% 11,852 4.0% 43-0000 Office & 439,960 453,161 13,201 3.0% Administrative Support 45-0000 Farming, Fishing, & 14,938 14,794 144 1.0% Forestry 47-0000 Construction & 124,588 134,067 9,479 7.6% Extraction 49-0000 Installation, 103,843 107,843 3,571 3.4% Maintenance, & Repair 51-0000 Production 106,434 110,778 4,344 4.1% 53-0000 Transportation & 150,525 155,394 4,869 3.2% Material Moving B: Executive Summary Five of the major occupational groups are forecasted to have growth rates above the 4.1% average for all occupations, and four of those major occupational groups are forecast to have growth rates above six percent during the forecast period. Occupational groups with the top forecast growth rates include Food Preparation and Serving Related (7.9% growth), Construction and Extraction (7.6% growth), Healthcare Support (7.1% growth), Healthcare Practitioners and Technical (6.6% growth), and Building and Grounds Cleaning and Maintenance (4.6% growth). Maricopa Workforce Connection Vision & Values MWC VISION All Maricopa County residents will have opportunities to achieve maximum employment return on their skills, education and potential. All MWC business customers will realize enhanced competitiveness from our services. MWC VALUE PROPOSITION 1. For the citizen of Maricopa County who require access to economic opportunity, MWC provides education, employment, transportation and other assistive services to promote the development of competitive businesses, self-reliant citizens and families, and enable everyone to participate in improving their quality of life. a. Performance Indicators i. Number of Jobseekers Credentialed ii. Number of Jobseekers Placed into Employment 2. For the businesses of Maricopa County that require access to a qualified workforce, MWC facilitates partnerships and customized recruiting and training services to enable competitiveness. a. Performance Indicators i. Number of Businesses Engaged ii. Number of Successful Placements Retained 3. For the economic development community in Maricopa County that requires effective workforce services as a tool for business attraction and expansion, MWC provides customized business solutions to facilitate workforce training and recruitment. a. Performance Indicators i. Number of Located/Expansion Opportunities in which MWC has been solicited or identified to participate ii. Number of Successful Located/Expansions from above B: Executive Summary Strategic Issues, Goals and Strategies Created by the Local Workforce Investment Board 1. Build on collaborative initiatives that have generated progress towards a broad range of workforce and economic development objectives. 2. Provide a comprehensive understanding of the economic status of the very dynamic Maricopa County Economy – Its successes and prospects leading up to the “Great Recession”, effects of the recession specific to Maricopa County and how fundamental, universal changes going forward could affect Maricopa County’s economy and economic development strategies. 3. Give a “living presence” to economic assessments through participation of stakeholders and decision makers in reviewing current economic conditions, sharing insights on these conditions, challenges, and opportunities, and proposing methods of meeting challenges and taking advantage of opportunities. 4. Adhere to the spirit of the State Integrated Plan. C: Business Plan Narrative C: Business Plan Narrative Local workforce system teams may choose to include additional information to provide more specific details as the Local Workforce Board deems appropriate. Graphics are encouraged to illustrate information or to provide fact-based data. Local Workforce Areas should ensure the local plan compliments and supports the State Integrated Workforce Plan and all applicable policies. The Local Workforce Area Business Plan must describe the key strategies the Local Workforce Area intends to implement, based on its economic analysis, to achieve the governor’s vision and goals. Cross-Program Strategies The plan must discuss integrated cross-program strategies for specific populations and sub-populations identified in the Local Workforce Area’s economic analysis, strategies for meeting the workforce needs of the Local Workforce Area’s employers, and regional and sector strategies tailored to the state’s economy. In 2012 The Maricopa County Human Services Department use SOAR (Strengths/Opportunities/Aspirations/Results) approach to update its strategic plan for 2013. During this intense planning period the Human Services Department was able to create the following five strategic objectives. 1. Increase the number of HSD customers towards achieving empowerment 2. Increase the capacity of the Maricopa County Human Services System 3. Elevate HSD presence in the community 4. Increase quality and use of data towards efficiency and effectiveness 5. Leverage resources, technology and finances through community integration Subsequently, this planning process resulted in the following key initiatives being identified for the entire department: Bring the organization together Integrated case management Youth service delivery model HSD Online: data and analysis Co-location, evaluate other locations Embed mission, vision, values Professional development Universal intake/assessment Fiscal responsibility Diversify funding sources The development of these strategies and initiatives resulted in the culmination of an overachieving goal committed to providing the right door for all our customers who solicit our assistance. The HSD 2013 Strategic plan is available at the following link: http://myhsd.maricopa.gov/Department/About-Us.aspx C: Business Plan Narrative HSD – The Right Door Maricopa Workforce Connections is committed to improving services to job seeker and business customers by streamlining processes and integrating and aligning programs and services to be more customer- centered, efficient and effective. The re-design will functionally align services to leverage resources and eliminate the duplication of services. The focus is on the customer and their needs, not on individual programs. The Maricopa County Human Services Department’s Vision, Mission and Core Values: Vision All Maricopa County residents enjoy a high quality of life Mission To provide education, employment, shelter, and basic needs services to individuals, families, and communities so they may enhance their opportunities for physical, social, and economic well being Core Values Trust. We believe trust is a choice. We assume the best in others and honor the trust our colleagues and clients place in us by treating all with respect, ensuring fairness, and maintaining the highest standards of integrity. Commitment to Excellence. We strive to achieve the highest levels of effectiveness and efficiency; do the right things right with data-informed decisions to achieve outcomes; continuously learn, develop, and improve; and take pride in our work. Client- and Community-Centered. We focus on the individual needs of our clients (internal and external) and the communities we serve; accept people for who, what, and how they are; and recognize, understand, and celebrate our differences and successes. Teamwork. We work together, recognize and build upon the strengths of one another, those we serve, and the community. Diverse and Culturally Competent. We strive to be reflective of the community we serve. We respond respectfully, creatively, and effectively to people of all cultures and all other diversity factors in a manner that recognizes, affirms, and values the worth of individuals, families, and communities, and protects and preserves the dignity of each. Since 2012 MWC has be focused on developing capacity within the organization to enhance its abilities to perform specific activities. This Organizational Capacity Building approach will be used to develop internal and partner staff to effectively fulfill their defined mission. Steps to building the LWIB’s organizational capacity include: C: Business Plan Narrative Developing a conceptual framework and educating partner staff of the organizations’ mission and goals; Development of a structured process in which to deliver consistent staff development training; Development of organizational and department flowcharts that clearly outline roles and responsibilities; Involving stakeholders and partners in sharing ownership in the process of development; Assessing pre-existing capacities of operator and partner staff and identifying what areas require additional training; Development and strengthening of accountability frameworks that monitor and evaluate programs and service delivery throughout the organization; Establishing and reinforcing an organizational attitude and culture in the delivery of “exemplary customer service”; Developing a vision and strategy that promotes teamwork; Developing an organizational support structure; and Acquiring skills and resources to effectively meet the needs of the community. Other tangible qualities that are of utmost importance are skills, training, and material resources made available to staff. Staff must be able to re-assess, re-examine and change according to what is most needed by the customer and what will be the most effective manner of providing the particular service. In addition, a clear method of operating must be developed so that communication flow is not hindered and each staff (partner and operator) understands their role and responsibility to effectively provide quality customer service. MWC utilizes a “no wrong door” approach for assisting job seeker and business customers. Functional teams are currently in development to provide seamless, integrated services to job seeker and business customers. The “Welcome Team” is the initial point of contact with the customer. Their function is to provide information and “triage” customers by meeting with them one-on-one to determine why they have come into the center – what are their service needs and goals? An in-depth assessment of their needs will be conducted – not only to identify their employment and/or training needs but to holistically identify the services needed to become self- sufficient. In essence the Welcome Team serves as a “broker” of services by identifying the customers’ specific needs and connecting them to the services as quickly as possible. Services are tailored to customers’ needs. Services may be provided by multiple One Stop partner programs as appropriate. Referrals may also be made to community based organizations for resources not available through the workforce system. C: Business Plan Narrative The “Employment Coordination” team will focus on both job seekers and business customers with the primary goals of connecting job seekers with jobs and providing employers with qualified candidates. Labor market information is critical in identifying growth and demand as well as emerging industries and occupations. MWC has purchased Wanted Analytics as a tool for staff in identifying demand occupations and trends. This tool is valuable in working with both job seeker and employer customers. Staff accesses many other on-line labor market resources to keep abreast of the most up-to-date labor market information available. . Partnerships To achieve the Governor’s vision and goals MWC has established strategic partnerships with workforce and economic development entities, education, community colleges, labor organizations, registered apprenticeship programs, business groups and associations, and community organizations to align workforce development strategies for regional economic development. MWC’s strategies and training programs need to align to prepare the local workforce to compete in the global economy. The local workforce board has identified industry sectors that are vital to the local economy. MWC’s focus is to provide job seekers (Adults, Dislocated Workers and Youth) with training to increase their skills for jobs in these targeted industry sectors thus creating a pipeline for employers. MWC’s goal is to have a workforce system that is employer-driven and tailored to meet the economic needs of the region. MWC has had long-standing partnerships with the DES Employment Administration, the Arizona Commerce Authority, Phoenix Workforce Connection, Goodwill Industries, as well as numerous organizations engaged in economic development activities including the Greater Phoenix Economic Council (GPEC), the Arizona Association for Economic Development (AAED), Western Maricopa Coalition (WESTMARC), Arizona Manufacturing Extension Partnership (AZMEP) and the East Valley Partnership (EVP). Members of MWC’s business services team belong to area chambers of commerce and business associations such as Arizona Society for Human Resource Management MWC with PWC has partnered with Maricopa County Community Colleges to develop training programs and “cohort” trainings based on industry-specific demands. Through these relationships MWC is actively engaged with business attraction, talent development and business retention activities to grow and retain employment opportunities in the region. MWC participates in large-scale job fairs, and has held targeted job fairs for specific employers or industries. These relationships foster opportunities to create high impact events that strengthen and support the employer base and foster opportunities for employment to job seekers. . D: Planning Development D: Planning Development WIA section 118 requires that each Local Board, in partnership with the appropriate chief elected officials, develops and submits a comprehensive five-year plan to the Governor which identifies and describes certain policies, procedures and local activities that are carried out in the local area, and that is consistent with the State Plan. Describe the involvement of the Chief Local Elected official (CLEO), the Local Workforce Investment Board (LWIB) and the stakeholders in the development of the plan. At the beginning of the Plan Development Process, the Maricopa County Administrator was contacted by the LWIB’s staff to determine the direction that the Local Chief Elected Official (CEO) wanted to provide for the WIA Five Year Business Plan. That contact was made in September, 2013. Upon receiving instructions from the County Administrator, the LWIB staff began working on the Five Year Business Plan. The directions given were to develop the plan working with the Maricopa County Workforce System Integration Team as directed in the State of Arizona’s Integrated Workforce Plan, seek approval from the LWIB, and forward the finalized plan to the Maricopa County Board of Supervisors for their review and approval. The Plan will be placed on the agenda of a regularly scheduled Board of Supervisors meeting with the recommendation for approval. Prior to the submission of the Plan itself, the staff of the LWIB has updated LWIB at two regularly scheduled board meetings to provide both feedback and updates on the progress of development of the five year plan. Meetings were convened with partner programs to discuss service integration and development of the local area plan. Partner programs included DES Managers and Supervisors representing Employment Service, Unemployment Insurance, Veterans programs, Trade Adjustment Assistance, Vocational Rehabilitation, and the TANF JOBS program, operated in Maricopa County by MAXIMUS. The partners agreed to participate in the development of the sections of the plan relating to their services and target populations. The partner teams then reconvened to review and discuss their sections and finalize them. All partner teams have agreed upon continuing to work towards creating an integrated service delivery model within the One-stop centers in Maricopa County. Describe the process used to make the Plan available to the public, as well as key stakeholders, and the outcome resulting from review of public comments. Describe measures taken to include or address all comments received within the review period. The LWIB will publicize the availability of the Maricopa County Five year Business Plan for review and comment by utilizing the following approaches: Public Notice announcing the availability of the Five Year Business Plan will be publicized in the local newspaper. The public notice will indicate there is a 30 day period for comments. Copies of the plan will be available in the One-Stop Operator’s Administration office. D: Planning Development `1. Public Notice announcing the availability of the Five Year Business Plan will publicize In the One-Stop Operator’s website http://myhsd.maricopa.gov. The complete Five Year Business Plan will be posted on the aforementioned website. The public notice will Indicate that there is a 30 day period for comments. 2. Public Notice and the Five Year Business Plan will be sent to key stakeholders via e-mail. The public notice will indicate that there is a 30 day period of comments. The LWIB in coordination with the MWC Management Team will respond to the comments. The LWIB will attach to the Five Year Business Plan the following appendixes: Appendix 1: A copy of the published notice (A screen print for internet publication) Appendix 2: A copy of the distribution listed used for notification of the public notice Appendix 3: A copy of all comments received as a result of the public notice Identify the local self-sufficiency standards approved by the Local Workforce Board for employed adults and dislocated workers as a percentage of the Lower Living Standard income Level (LLSIL). Describe how the LWIB ensures the self-sufficiency level is reflective of the current labor market information. The Arizona Department of Economic Security releases a self-sufficiency income matrix in the form of a WIA Guidance Letter annually that is directly applied to eligibility for adult and dislocated workers effective at the start of the program year. On October 28, 2004, Maricopa Workforce Connections (LWIB) determined, in accordance with WIA Section 134 (d)(3)(A)(ii), that funds may be used to family to be self-sufficient. The 450% LLSIL was determined as appropriate based on the cost of living in Maricopa County as well as maintaining parity with the self- sufficiency determination calculated by Phoenix Workforce Connection. D.1 Service Access Sites Provide the number and location (including address) of each of the following access sites including how the respective locations were selected: Comprehensive One-Stop Center Maricopa County’s two comprehensive One-Stop Centers (East Valley and West Valley) are strategically located in urban areas that are easily accessible by freeway and public transportation. The West Valley Career Center (32,710 sq.) is located just east of the City of Avondale, near the intersection of Interstate 10 and the 101. The Gilbert Career Center (29,000 sq.) is located in the City of Gilbert, and is easily accessible from the U.S. 60 or the Santan Freeway. Comprehensive Sites: East Valley Career Center West Valley Career Center 735 N Gilbert Rd. Suite 134 1840 N. 95th Avenue, Suite 160 Gilbert, AZ 85234 Phoenix, AZ 85037 D: Planning Development Phone: (602) 372-9700 Phone: (602) 372-4200 Affiliate Affiliate sites are located in Mesa (Department of Economic Security Office) and Scottsdale (Vista Del Camino Center) within multipurpose facilities which offer a variety of programs and serve large numbers of individuals. Department of Economic Security Vista Del Camino 120 W 1st St. 7700 E. Roosevelt Mesa, AZ 85201 Scottsdale, AZ 85257 Phone: (602) 771-6900 Phone: (480)312-2323 Satellite MWC services can be accessed from any site having internet access. MWC’s website http://myHSD.maricopa.gov as well as the Arizona Job Connection website www.azjobconnection.gov HSD’s CAP offices offer electronic access: MWC SATELLITE SITES Avondale Community Action Program Buckeye Community Action Program 1007 S. 3rd St. 303 E Pima St Avondale, AZ 85323 Gila Bend, AZ 85337 Phone: 623-333-2703 Phone: 928.683.6502 Gila Bend Community Action Program Guadalupe Community Action Program 303 E. Pima St 9241 S Avenida De Yaqui Gila Bend, AZ 85337 Guadalupe, AZ 85283 Phone: 928.683.6502 Phone: 480.730.3093 Scottsdale Community Action South East Valley Community Program-Vista Del Camino Action Program Chandler Location 7700 E Roosevelt St 345 S. California St Scottsdale, AZ 85257 Chandler, AZ 85225 Phone: 480.312.2323 Phone: 480.963.4321 D: Planning Development South East Valley Community Action Tolleson Community Action Program Program Gilbert Location 9555 W. Van Buren St. 132 W. Bruce St. Tolleson, AZ 85353 Gilbert, AZ 85233 Phone: 623.936.2760 Phone: 480.892.5331 Wickenburg CAP and Senior Center 255 N Washington St Wickenburg, AZ 85390 Phone: 928-684-7894 Access Points A growing number of community and faith-based Access Points are located throughout Maricopa County, providing basic job search skills training and employment leads to individuals in their own communities. (Appendix 4) How does the Local Workforce Board evaluate the needs of the community in determining that the locations and partner services meet the needs of jobseekers and the employer community? The Comprehensive Centers in the East Valley and West Valley are situated in locations which are easily accessible, near public transportation, and near other appropriate community resources. Partner services are co-located to meet the needs of the area population. For example, Migrant and seasonal farm workers are primarily found in western Maricopa County due to the large number of agricultural enterprises. Therefore the MSFW program is co-located in the West Valley Career Center. How is it decided if additional services or partners are needed and how they will be incorporated into the existing access site structure? Additional partners that are not mandated may be co-located based on the need for services that are relevant to the customer base. Describe how the Local Workforce Area will ensure that each site complies with the state chartering and certification policies. MWC is committed to reviewing, analyzing and revamping the service delivery process to ensure compliance with state chartering and certification policies. MWC is continuously working with co-located partners to better integrate service delivery, provide seamless services that are delivered expeditiously and effectively to job seekers and employers alike. Center staff will be cross-trained to have a clearer understanding of services provided by each partner agency. MWC’s goal is to consistently provide quality services. D: Planning Development Continuous quality improvement is one of MWC’s goals. To ensure continuous improvement customer satisfaction surveys will be used and periodic staff training to ensure staff understands the goals and the roles they play in achieving the goals. Functional teams have been identified to fine tune processes and flow charts are being developed that delineate the service delivery process at each point. Commitment to minimizing and/or eliminating duplication and inefficient use of workforce resources will be a focus point. Accountability to ensure that all resources and initiatives are being implemented and managed in a cost-effective manner will be a priority. The LWIB will establish its own system of measuring internal performance in service delivery and customer service. In addition, the LWIB will utilize veteran staff who possess years of expertise in operating and delivering One-Stop services. These identified staff will be utilized to mentor and coach one- stop staff to focus on performance accountability. Describe emergency procedures to ensure the safety of individuals working and using the sites. Each comprehensive center has emergency evacuation plans and procedures in place. Staff has been provided with copies of the emergency evacuation plans and received training on workplace violence, and diffusing customer anger. Periodic emergency drills take place to ensure the process is understood and is implemented in a rapid and orderly manner. Safety “marshals” and back-ups have been designated at each center. MWC also contracts with a security agency to provide armed security personnel at each center during regular business hours. These trained security professionals ensure the safety of staff, customers and employers using the centers. They are also on-site during special events held in the evenings or on weekends. They routinely patrol the centers and perimeter and ensure that no one remains in the facilities after closing. The public is made aware that no firearms or weapons are allowed into the centers – this is posted at the center entrance. Staff areas are secured - access is gained by swiping a County-issued identification card or through use of a key pad. Customers must be escorted to by a staff member to the secured areas. Each center in coordination with all partner programs provide annual training on first aid, safety and fire and how to identify and de-escalate potential client problems and provide local mental health resources for customers. Outline a marketing strategy for creating awareness of services provided and connecting with all job seekers and employers in the Local Workforce Area and steps to be taken to align with the State Plan outreach strategies. MWC uses a variety of strategies to inform job seekers, employed individuals, employers, and the community at large about the services available through the local One-Stop system. The following resources may be used for marketing services: HSD web site https://myHSD.maricopa.gov , public education/information through outreach and networking, One Stop brochures/flyers, television or radio, newspapers and business journals, memberships in local area Chambers of Commerce and business-related associations, and posters placed in Access Points throughout the community. D: Planning Development E: Administrative Structure E: Administrative Structure Administrative Structure Reference Local Governance Policy; One-Stop Delivery System Policy; One-Stop Certification Policy The Local Workforce Board is appointed by the chief elected official(s) in the local area in accordance with State criteria established under WIA Section 117(b), and is certified by the Governor every two years, in accordance with WIA section 117(c)(2). Local boards must designate an operator that will ensure seamless service delivery within each One-Stop Center. The operator must ensure seamless service delivery in all comprehensive and affiliate One-Stop Centers to include details of the day-to-day functional supervision that may take the form of a site manager or other means as determined effective. E.1 Leadership Structure Indicate who the One-Stop Operator is and describe how they were selected - competitively bid or a consortium of 3 or more partners. If a consortium – identify the partners including name, title and contact information of each partner representative. The Maricopa County Human Services Department Workforce Development Division is the MWC One-Stop Operator. During the Memorandum of Understanding process meetings on October 14 & 21, 1999, the entities designated to be One-Stop partners through the WIA legislation discussed and decided unanimously that the Maricopa County Workforce Development Division will act as the One-Stop Operator for the existing One-Stop sites. On November 10, 1999, Maricopa Workforce Connections (MWC) Board approved the role of the One-Stop Operator with the understanding the operator is responsible for facilities and equipment management, data collection regarding One-Stop center operations, and coordination of all center activities and services. Provide an organizational chart that delineates the relationship between the agencies involved in the workforce development system, including the Chief Elected Official, administrative entity, fiscal entity, One-Stop Operator and the required One-Stop partner programs and lines of authority. Please view (Appendix 5) Describe the Local Workforce Investment Board structure and its relationship with the Chief Elected Official(s). The Maricopa County Board of Supervisors appoints the members of the MWC Workforce Investment Board. Operational authority for contracts and other administrative matters passed by the MWC Board are subject for approval by the Maricopa County Board of Supervisors. The Board is structured based on the WIA requirements and is appointed by the chief elected official(s) in the local area in accordance with State criteria established under WIA section E: Administrative Structure 117(b), and is certified by the Governor every two years, in accordance with WIA section 117(c)(2). Board Roster (Appendix 6) Describe the role of the Chief Elected Official in the governance and implementation of WIA in the local area. The Maricopa County Board of Supervisors (BOS) is the Local Elected official for Maricopa County as mandated by the Public Law 105-220 Section 117 (c) (A), the Chief elected official in a local area is authorized to appoint the members of the local board for such area, in accordance with State criteria. The Local Workforce Investment Board, Maricopa Workforce Connections, in partnership with the Maricopa County BOS conducts the oversight with respect to local programs funded by the Workforce Investment Act. Operational authority for contracts and other administrative matters passed by the MWC Board are subject for approval by the Maricopa County Board of Supervisors. The LWIB meets every other month basis to discuss and receive updates regarding WIA programs and activities. Identify the entity responsible for the administrative functions in the delivery of WIA services. The entity responsible for the administrative functions in the delivery of WIA services is the Maricopa County Human Services Department Workforce Development Division. The Maricopa County Board of Supervisors, acting as the WIA Grant Recipient, in coordination with the LWIB, has appointed the Maricopa County Human Services Department as the Administrative Entity responsible for the delivery of WIA services in Maricopa County. Identify the fiscal agent responsible for the disbursal of grant funds, as determined by the Chief Elected Official. The entity responsible for the disbursement of WIA grant funds is the Maricopa County Human Services Department. E.2 Youth Councils Describe the Local Workforce Area Youth Council, its membership, meeting schedules, purpose, and relationship to the Local Workforce Investment Board. The Youth Council is mandated by the Workforce Investment Act. It is comprised of the following members (Appendix 7) and their representation as required by law. The Youth Council meets on a quarterly basis to provide oversight and guidance regarding services to youth. The meetings are held monthly. Describe how the Local Workforce Area Youth Council will provide guidance and oversight to ensure the needs of youth are being met. MWC Youth Service Providers attend the monthly youth council meetings and report to the Council on services provided, outcomes, new initiatives, partnerships, issues and challenges in E: Administrative Structure assisting youth and any other significant information. Often times youth participants attend the council meetings and provide testimony on how youth services has impacted their lives and also provide feedback on their experience, how services /processes can be improved and any additional service needs that are not currently available through Maricopa County’s youth programs. The Assistant Director for Workforce Development or designated staff also provides the Youth Council with aggregate performance information on youth services and relevant information. Describe the role of the Youth Council in the procurement of youth services. Member(s) of the Youth Council are part of the team that reviews and scores proposals received in response to the RFP. Each team member reviews and scores the proposals individually and then meets as a group to discuss the proposals and make recommendations. The team’s recommendations are presented to the entire Youth Council for approval. The Youth Council’s recommendations are forwarded to the Maricopa County Workforce Investment Board for approval. E.3 Procurement: Describe the competitive and non-competitive process used to award grants and contracts for activities under WIA Title 1B, including how potential bidders are made aware of the availability of grants and contracts. Include the process to procure training services that are made as exceptions to the ITA process. The Human Services Department uses a competitive process in accordance with the WIA Regulations and Maricopa County procurement requirements. A Request for Proposal (RFP) is the primary tool for recruiting vendors to provide materials and services at the best available price. The purpose of the RFP is to provide a framework that specifies requirements and maximizes the competition to meet those requirements. In accordance with the Maricopa County Procurement Code, an RFP is developed, advertised and also sent to potential contractors for services. All proposals submitted are disclosed in a public meeting at a date, time and location specified in the RFP. The public opening is conducted by the procurement officer and all proposals submitted are recorded with the vendor name, address, contact information, time and date of proposal submission and the determination as to whether or not the proposal is appropriate to the RFP. Each proposal submitted is individually evaluated and compared with all of the other proposals submitted. To ensure that the evaluation is uniform and impartial, a matrix of the RFP requirements is prepared by the procurement officer. This matrix reflects criteria deemed important to achieving the purpose and goals of the program. The criteria are assessed from most critical to least critical and assigned proportional award points. These criteria are published in the RFP so that potential vendors can better structure their proposal to meet County requirements. All proposals submitted are reviewed and evaluated by the appropriate area experts. Once the evaluation is completed, the procurement officer collects the proposals and completed evaluation matrices and enters the scores assigned onto a spreadsheet for comparison purposes. The proposal that receives the highest numerical score is awarded the contract by the Board of Supervisors (BOS). The non-competitive (sole source) process used by the Human Services Department (HSD) is as follows: The BOS may award a contract for a commodity or service without competition based on the written documentation submitted by the Using Agency that there is only one source for the required service. Sole source procurement is not used unless there is clear and E: Administrative Structure convincing evidence that there is only one source. Any requests by a Using Agency to restrict procurement to one potential contractor must be accompanied by a written explanation as to the lack of suitability or acceptance of other sources to meet the need. Intergovernmental agreements are exempt from the requirement for competition and are subject to the Arizona Revised Statutes as well as the Maricopa County Procurement Code. The Human Services Department utilizes Arizona’s Statewide Eligible Training Provider list (ETPL) for training providers. The Department has not procured training services from other training providers for its WIA Adult and Dislocated Worker programs. Describe the criteria used for awarding grants for youth activities, including criteria used to identify effective or ineffective youth activities and providers of such activities. The criteria used for awarding youth contracts consists of reviewing the body of the proposals to include the target population and service area where services would be provided; the types of proposed programs and services; the objectives to be achieved through the proposed programs/services; the methods to conduct the desired outcomes; the type of facilities that will be used to provide activities and services; the database requirements to be used to track program participants and outcomes; how the contractors will evaluate and report that the methods and objectives are being met and followed; the contractor’s previous experience and track record in providing services to youth; how the contractor will utilize other resources for referrals and description of collaborative partnerships for obtaining successful outcomes of goals; review of the contractor’s qualifications and credentials of their staff as a provider of youth services; and budget projections. Maricopa County Quality Assurance staff monitors all youth providers on a bi- annual basis to ensure that activities are appropriate and in line with the current contracts. Youth providers submit monthly reports which are reviewed to ensure contract compliance and achievement of goals. If a provider is lacking in any area, the QA team provides technical assistance and appropriate training. Describe the procedures established for providers of youth or training services to appeal a denial of eligibility, a termination of eligibility or other action by the LWIB or One-Stop Operator. Any participating respondent or contractor may protest the proposed award or the award of a Maricopa County contract or any dispute related to their contract utilizing Maricopa County’s established process as follows: Protests are to be filed with the Procurement Officer issuing the solicitation or contract. A written decision is made within 14 days after filing. Appeals are to be filed with Procurement Officer’s respective department director within seven days from receipt of the Procurement Officer’s decision. Appropriate remedies may include one or more of the following actions: Terminate the contract Reject and reissue the solicitation Issue a new solicitation Award a contract consistent with this code Decline to exercise an option to renew under the contract Amend the solicitation Such other relief as is determined necessary E: Administrative Structure E.4 Communication Describe how the Local Workforce Area will communicate performance results to stakeholders. Performance results will be communicated to stakeholders primarily through the meetings of the LWIB. Many of the stakeholders intimately involved with workforce issues serve on the local board or are service providers who attend meetings of the board. When results of the yearly required Department of Labor performance measures are released by the Arizona Department of Economic Security, they are shared as an information item on the local board’s agenda. Additionally, performance results are shared with service providers when they negotiate contracts with the local board and during routine monitoring visits scheduled throughout the year by local board staff. When WIA performance contracts are awarded to the local board for meeting or exceeding performance standards by the Arizona Department of Economic Security, the contracts must be reviewed by the Maricopa County Board of Supervisors. The local board has also contracted with the firm KOG Consulting Services to conduct a Return on Investment Report of the WIA Youth Program for program year 2011 - 2012. The local board was provided a copy of the report and presented the findings by the KOG consultant during the October 2013 LWIB meeting. Describe how the Local Workforce Area will communicate financial information and service information to stakeholders. The LWIB is involved in reviewing and recommending approval of the budget at the beginning of the fiscal year. Maricopa County Human Services Department as the grant recipient is responsible for monitoring the financial operations of the LWIB. The financial operations are also regulated and monitored by the Arizona Department of Economic Security’s WIA Fiscal Unit that must approve drawdowns and fiscal modifications. The Maricopa County Human Services Financial Services unit is subjected to all policy and procedures of the Maricopa County Board of Supervisors. Service information is provided through the local board in a variety of manners. Information is given out at regularly scheduled Board meetings. This information is also provided on the local board’s website, through advertising and the use of social media. Describe the communication protocol and how the Local Workforce Board, local elected officials, partners and all staff are informed on a regular basis regarding activities, performance outcomes, and budgets with at least one joint meeting held annually between the Chief Elected Officials and the local board. The communication protocol for the Local Workforce Board is being developed under the leadership of the Workforce Development Divisions Assistant Director. Construction is E: Administrative Structure underway to develop a communication protocol that will ensure formal dialogue in the areas of service delivery and integration, fiscal expenditures, performance outcomes and customer demographics. Currently the majority of communication occurs at the local board meetings which are attended by key stakeholders and representatives of the MWC staff. The MWC Board meetings will occur every other month at a minimum of six times per years. Agendas for Full Board meetings will be developed by the Chair with input from the Maricopa County Workforce Development Division Assistant Director. Members must propose agenda items to the Chair at least ten (10) working days prior to the date of the meeting. Other agencies, groups, organizations, and/or individuals desiring to place items on the agenda must present them to the Chair or Workforce Development Division Assistant Director at least ten (10) working days prior to the date of the meeting. The board can utilize a consent agenda for action items that do not require discussion. However, board members may request that a particular item be removed from the consent agenda if discussion is required. Minutes and agendas, in addition to all other records related to board, Executive Committee, Youth Council and Ad hoc Task Force meetings will be kept at the Maricopa County Human Services Department offices and distributed as appropriate. Records of official minutes are open to the public for review at Maricopa County Human Services Department by appointment. Annually, the MWC Executive Committee through the Maricopa County Workforce Development Division Assistant Director will develop an annual strategic planning retreat. If necessary, a special meeting of the board may be called by the Chair as long as there is 24- hour notice given to board members. Describe in detail how the local board will resolve conflicts that may arise (but not limited to) between the following: Board members; Service delivery partners; Consortium partners All of the conflicts listed will be resolved by action(s) of the local Board. In the case of a conflict between Board Members, the matter will be resolved by a meeting of the interested parties with the Executive Committee of the local board. The Executive Committee is comprised of the Officers of the local board. If the matter is not resolved at the Board level, the conflict may be elevated to the Maricopa County Board of Supervisors or to the Arizona Department of Economic Security for resolution. Conflicts with Service Delivery Partners will be resolved in much the same manner as that listed above. However, it will usually develop in this manner: The local board will ask the staff for a detailed account of the conflict. Local board staff will attempt to resolve the issue at the lowest possible levels of the organizations involved. If that doesn’t work, the matter will be referred to the Assistant Director of the local board. If the matter fails to be resolved at the Assistant Director’s level, the matter will be referred to the Maricopa County Human Services Director for appropriate designation and/or recommendation. If the matter is subsequently still not resolved, the local board will advise the service provider or providers of their options for appealing to the Arizona Department of Economic Security. Conflicts with Consortium Partners will be dealt with in a similar manner using the processes described in the Conflicts with Service Delivery Partners. E: Administrative Structure F: Equal Opportunity and Affirmative Action F: Equal Opportunity and Affirmative Action Equal Opportunity and Affirmative Action Reference Local Governance Policy; One-Stop Delivery System Policy; One-stop Center Certification Policy Describe how each access site identified in D.1 will ensure compliance with the State’s Methods of Administration (i.e., Equal Opportunity and Americans with Disabilities Act requirements). The Workforce Development Division employs a EO Compliance Officer who conducts on-site quality assurance on a bi-annual basis of the One-Stop Centers, Affiliate sites and youth service providers to ensure that equitable and all non-discrimination policies (Affirmative Action, Americans with Disabilities Act, and Equal Opportunity Employment) are adhered to as required by law and regulation. Affirmative Action Policy The Local Workforce Investment Board has an Affirmative Action Policy in compliance with the Workforce Investment Act Section 188(a)(1),(2),(4), and (5) which ensures that no individual shall be excluded from participation in, denied benefit of, subjected to discrimination under, or denied employment in the administration of, or in connection with any such program under the title. The EO Officer monitors files on a quarterly basis to ensure that WDD and all youth service providers adhere to the Affirmative Action Policy. Americans with Disabilities Act The Local Workforce Investment Board is in compliance with the Americans with Disabilities Act of 1990, all requirements imposed by or pursuant to the implementing regulations. The LWIB works in collaboration with mandated partner programs to ensure that Americans with disabilities receive timely and appropriate services. Equal Opportunity Employment Policy The Local Workforce Investment Board has an Equal Opportunity Employment Policy in compliance with Section 188(a)(1) and (2) which ensures that no individual shall be subjected to discrimination relating to employment in the administration of or in connection with any such program under this title. The LWIB works closely with its various partners to ensure that services are delivered on a non-discriminatory basis. No person shall be discriminated against on the grounds of age, gender, disability religion, race, color, national origin, citizenship and participation. The State’s Methods of Administration is comprised of nine elements that describe the actions the LWIB has taken and will continue to take to ensure that its WIA Title 1-financially assisted programs, activities, and recipients are complying, and will continue to comply, with the nondiscrimination and equal opportunity requirements of WIA and regulations. A flyer is posted in a highly visible area within the One-Stop centers, affiliate sites, and youth service provider locations with all the contact information related to equal opportunity and appeals. In addition, job seekers are provided information at the time of enrollment. The Career F: Equal Opportunity and Affirmative Action Center Complaint Process defines the process for receiving, reviewing, documenting and acting on customer complaints, excluding alleged discrimination. The Program Complaint Process outlines the process for WIA participants that feel they are not receiving appropriate or adequate services to assist them with their employment goals. This includes the denial of WIA-funded training services, case management, supportive services, or any other services funded under WIA. It is the responsibility of their Career Guidance Specialist to inform the participant of the reason(s) for denial of services and inform them of their right for a higher review. The Discrimination Complaint Process outlines the process for WIA participants that have complaints that are discriminatory in nature. The policy provides the procedures required for prompt and equitable resolution when any person or specific class of individuals files a complaint that he/she has been or is being subjected to discrimination. This regulation identifies the grounds or basis upon which a discrimination complaint may be filed. Provide contact Information and identification of the Local, State, and Federal EO Officers available in all facilities used to conduct WIA Title 1 funded activities or trainings. Local: State: Dave Bergeson Lynn A. Nedella Equal Opportunity Officer State WIA EO Officer/DES 234 N. Central Avenue, Suite 3201 1789 W. Jefferson Site Code 920Z Phoenix, Arizona 85004 Phoenix, Arizona 85007 Phone (602)372-145/ TTY (602)372-1145 Phone (602) 542-3957/ TTY/TDD 7-1-1 Fax (602) 506-8789 Fax (602) 542-2491 bergesond@mail.maricopa.gov WIAStateEOOfficer@azdes.gov Federal: Naomi M. Barry-Perez Director Civil Rights Center U.S. Dept. of Labor 200 Constitution Avenue Room N-4123 Washington, D.C. 20210 Fax: (202)693-6505 TTY: (202)693-6516 G: Evaluation and Market Analysis G: Evaluation and Market Analysis The Local Workforce Area Business Plan must describe the labor market and economic context in which the local workforce system (including all the programs in the State Integrated Workforce Plan) is operating, based on accurate and timely labor-market, demographic, and economic information, with particular attention given to high-need, under-served, under-employed, and/or low-skilled subpopulations. The Local Workforce Area Business Plan must include the following specific information: 1. An assessment of the current situation and projected trends of the Local Workforce Area’s economy, industries and occupations, including major economic regions and industrial and occupational sectors. The Arizona Department of Administration (ADOA) produces an updated industry forecast every year as additional information becomes available from various data sources. As per the updated forecast for 2013, Arizona’s Nonfarm employment will continue to grow gradually. A moderate improvement in Arizona’s Nonfarm employment is expected in 2014. In comparison to the employment forecast released earlier in May 2013, Nonfarm employment growth has been forecast to be slightly better in 2013 with a modest improvement in 2014. An over-the-year gain of 48,500 Nonfarm jobs is expected in 2013 and 59,000 in 2014. In the current forecast, the rate of growth projected for total Nonfarm employment is 1.97 percent in 2013 and 2.35 percent in 2014 (Table 1). Total Nonfarm Employment Annual Average Growth Rate (Table1) 2012a 2013b 2014b Arizona 2.0% 2.0% 2.3% Phoenix MSA1 2.4% 2.2% 2.6% Tucson MSA2 1.5% 1.7% 2.1% Balance of State3 0.6% 1.0% 1.3% 1) Maricopa and Pinal counties 2) Pima County 3) Arizona less Maricopa, Pinal, and Pima counties a) Historical (BLS Current Employment Statistics) b) Forecast A total of 107,500 Nonfarm jobs are forecast to be gained over the two projected years (2013 & 2014). The previous forecast, published in May 2013, projected a 46,500 job (1.89 percent) gain G: Evaluation and Market Analysis in 2013 and 51,800 job gain (2.07 percent) in 2014; slightly fewer job gains in both 2013 and 2014 than the current forecast is projecting. The overall employment situation in Arizona continues to improve. This is consistent with improvement seen in many economic indicators including population growth. Compared to2012, population grew faster in 2013 based on our internal EPS ADOA preliminary numbers. Previously released population projections also call for faster population growth in 2014. Arizona’s year-over-year average employment growth rate exceeded the national average in both 2012 and year to date in 2013. Despite the forecasted employment growth in ten of the eleven major sectors in 2013 and 2014, overall Nonfarm employment levels remain well below their prerecession peak. The most recent partial federal government shutdown in October 2013 is estimated to reduce fourth quarter US economic growth from 0.6 to 0.3 percentage point, or from $24 to $12 billion dollars. The year 2013 is expected to have a real annual average Gross Domestic Product (GDP) growth rate of slightly less than 2.0 percent. The most recent threat of not raising the federal government debt ceiling resulted in a short lived spike in short-term interest rates and a decline in consumer confidence. There are some sectors where the forecast has changed more than others. The major sectors with larger projected job gains or smaller projected job losses include: Natural Resources and Mining, Construction, Information, Professional and Business Services, and Educational and Health Services. On the other hand, the major sectors with smaller forecast job gains or larger projected job losses include: Manufacturing; Trade, Transportation and Utilities; Leisure and Hospitality; Other Services; and Government. Table 2 describes the average over-the-year percentage change for each sector for 2012, 2013, and 2014, where 2012 is the base year and 2013 and 2014 are forecast years. Job gains are projected in all major sectors of the Arizona economy with the exception of one sector during the forecast time period. This would suggest a continuous improvement in the rate of Nonfarm employment gains in 2013 and 2014 compared to 2012. Arizona Sector Employment Average Annual Over-the-Year Change (Table 2) 2012(a) 2013(b) 2014(b) Total Nonfarm 2,0% 2,0% 2,3% Construction 4.4% 7.1% 7.1% Natural Resources & Mining 9.5% 6.5% 3.1% Profess & Business Svcs 2.5% 4.0% 4.9% Financial Activities 3.0% 3.7% 2.5% Information 3.2% 2.6% 1.5% Leisure & Hospitality 2.9% 2.1% 2.8% Educational & Health Svcs 2.9% 1/6% 2.4% Government 0.6% 0.7% 07% Trade, Trans. & Utilities 1.1% 0.6% 1.2% Manufacturing 3.1% 0.6% 1.0% Other Services 2.6% 0.6% 0.0% a) Historical (BLS Current Employment Statistics) G: Evaluation and Market Analysis b) Forecast 2012-2014 Arizona Forecast Employment Change, in thousands Other Services -0.5 Natural Resources & Mining 1.2 Information 1.6 Manufacturing 2.4 Government 5.9 Trade, Trans, & Utilities 8.5 Finanacial Activites 11.1 Leisure & Hospitality 13.3 Educational & Health Svcs 14.5 Construction 17 Profess & Busness Svcs 32.4 -5 0 5 10 15 20 25 30 35 Figure 1: Figure 1 (see pg. 6) describes the sectors of the Arizona economy with projected gains and losses in employment from 2012 to 2014. Gains in ten sectors and a loss in one sector are expected over the two year period. Figure 2 lists job gains by percent for all sectors. G: Evaluation and Market Analysis 2012-2014 Arizona Forecast Employment Percent Change Other Services -0.6 Natural Resources & Mining 9.8 Information 1.8 Manufacturing 1.5 Government 1.4 Trade, Trans, & Utilities 1.8 Finanacial Activites 6.3 Leisure & Hospitality 5 Educational & Health Svcs 4 Construction 14.7 Profess & Busness Svcs 9.1 -5 0 5 10 15 20 Figure 2: For the 2012 to 2014 forecast time period, the major sectors with the largest projected employment gains are: Professional and Business Services (32,400 jobs); Construction (17,000 jobs); Educational and Health Services (14,500 jobs); Leisure and Hospitality (13,300 jobs); Financial Activities (11,100 jobs); Trade, Transportation and Utilities (8,500 jobs); Government (5,900 jobs); and Manufacturing (2,400 jobs). Smaller gains are forecast for Information (1,600 jobs) and Natural Resources and Mining (1,200 jobs) sectors. The only major sector with a projected loss in employment for 2012 to 2014 is Other Services sector (500 jobs). During the two-year forecast time period, the major industry sectors arranged in the descending order of growth rates are: Construction (14.7 percent); Natural Resources and Mining (9.8 percent); Professional and Business Services (9.1 percent); Financial Activities (6.3 percent); Leisure and Hospitality (5.0 percent); and Information (4.2 percent). Relatively, slower rates of growth are projected for Educational and Health Services (4.0 percent); Trade, Transportation and Utilities (1.8 percent); Manufacturing (1.5 percent); and Government (1.4 percent). The only major sector with forecast job losses is Other Services (-0.6 percent). Professional and Business Services (PBS): The PBS sector is projected to have an increase of 14,300 jobs (4.0 percent) in 2013 and 18,100 jobs (4.9 percent) in 2014. The sub-sectors with the largest projected job gains over the projection period include Employment Services along with Professional, Scientific and Technical Services. Business firms are expected to hire contingent labor as a lower-cost means to expand output during these uncertain times. All sub-sectors in PBS are projected to gain employment during the two-year forecast period. Construction: This sector is forecast to gain 8,200 jobs (7.1 percent) in 2013 and 8,800 jobs (7.1 percent) in 2014. Job gains are forecast across all Construction sub-sectors with the largest employment G: Evaluation and Market Analysis gains expected in the Specialty Trades sub-sector. Other factors supporting growth in this sector are: home repair and maintenance activities, new infrastructure projects such as the expansion of light rail in Phoenix, and the development of new metal-ore mines. Educational and Health Services (EHS): The EHS sector is forecast to gain 5,700 jobs (1.6 percent) in 2013 and 8,800 jobs (2.4 percent) in 2014. The largest projected increase in employment is forecast in the sub-sector of Ambulatory Health Care Services. Increases are also expected in Nursing and Residential Care Services and Social Assistance sectors. Hospitals are projected to have no change in employment levels in 2013 and have slight job gains in 2014. Federal government budget reductions, especially the sequester, the partial shutdown and conflict over increasing the debt ceiling, have the potential of curtailing employment growth in the health care sectors. Sub- sectors within Private Educational Services are forecast to have reductions in employment. Leisure and Hospitality (L&H): The L&H sector is projected to have an increase of 5,700 jobs (2.1 percent) in 2013 and 7,600 jobs (2.8 percent) in 2014. The sub-sectors with the largest projected job gains are Food Services and Drinking Places. Fewer job gains are forecast in the sub-sectors of Accommodations and Arts, Entertainment and Recreation. Sequestration cuts, a tighter fiscal environment, and the partial federal government shutdown are expected to limit business and recreational related travel. However, domestic and international tourism demand is projected to bolster employment in the Leisure and Hospitality sector. Financial Activities (FA): This sector is projected to have an employment increase of 6,500 jobs (3.7 percent) in 2013 and 4,600 jobs (2.5 percent) in 2014. The job growth in Financial Activities over the two year period is projected to slow in 2014 when compared to 2013. The employment forecast is reinforced by rising interest rates in 2014, which could hinder employment growth in this sector. 23 During the 2013 and 2014 forecast time frame, the sub-sectors with the largest projected gains in employment are: Credit Intermediation and Monetary Authorities; Insurance, Funds and Trusts; Real Estate, Rental and Leasing; and Securities, Commodities Contracts, and Investments. Trade, Transportation and Utilities (TTU): The TTU sector is forecast to gain 2,900 jobs (0.6 percent) in 2013 and 5,500 jobs (1.2 percent) in 2014. Retail Trade is the TTU sub-sector with the largest projected employment gain, with the majority of these gains coming from Motor Vehicles and Parts Dealers. Fewer gains are forecast in Wholesale Trade, Transportation and Warehousing, and Utilities sectors. Within Retail Trade sub-sectors, all components are projected to post employment gains. However, Air Transportation, which is a sub-sector of Transportation, and Warehousing and Utilities, are forecast to have job losses as a consequence of industry consolidation and looming budget cuts. Government: This sector is forecast to gain 2,900 jobs (0.7 percent) in 2013 and 3,000 jobs (0.7 percent) in 2014. However, job losses are projected for the Federal Government and the non-education sectors of the State Government. Manufacturing: This sector is projected to have an employment increase of 900 jobs (0.6 percent) in 2013 and 1,500 jobs (1.0 percent) in 2014. During the two-year forecast, job gains are anticipated in Durable Goods sub-sectors Fabricated Metal Products and Aerospace Products and Parts, with G: Evaluation and Market Analysis the exception of Computer and Electronic Products. Non-Durable Goods sector is also forecast to gain jobs. In the face of continued reductions in federal spending, defense-related industries are expected to have leaner staffing levels. Information: This sector is projected to have a gain in employment of 1,000 jobs (2.6 percent) in 2013 and an increase in employment of 600 jobs (1.5 percent) in 2014. During the 2012 to 2014 projections time frame, slowing job gains are forecast in both the Telecommunications and Non- Telecommunications subsectors. Natural Resources and Mining (NRM): The NRM sector is forecast to gain 800 jobs (6.5 percent) in 2013and 400 jobs (3.1 percent) in 2014. From 2012 to 2014, slowing job gains are projected in the Natural Resource and Mining sub-sectors. Gradual recoveries in the Euro Monetary Zone, Asia, and Latin American economies are expected to bolster export demand. Other Services (OS): OS is forecast to lose 500 jobs (-0.6 percent) in 2013 and remain flat in 2014. Continued employment uncertainty, reduced wages and benefits, large consumer and mortgage debt, rising food, energy and health care costs have reduced the amount consumers give as charitable contributions to various establishments. These establishments include foundations or charitable trusts, religious, professional, and civic organizations, etc. These projected losses in employment in the OS sector reflect the reductions in revenues to these establishments. 2. An assessment of the workforce skills and knowledge individuals need to find current and future employment in the local area, particularly those skills and knowledge identified by employers as necessary for economic growth in the Local Workforce Area. 3. A description of the characteristics and employment-related needs of the Local Workforce Area’s population, and diverse sub-populations, including those from racial, ethnic, linguistic groups, older persons, and individuals with disabilities. 4. Based on the assessments above, an analysis of the skill and education gaps for all individuals within the Local Workforce Area, particularly for those individuals targeted by the programs included in the Local Workforce Area’s Business Plan. 5. An analysis of the challenges associated with the Local Workforce Area’s population attaining the education, skills, and training needed to obtain employment. 6. A discussion of the ability of Local Workforce Area Workforce programs to meet the skill needs of employers in the state and close any skill gaps. The Workforce Investment Act under 134(d)(4)(E) states that in the event that funds allocated to a local area for adult employment and training activities are limited, priority for intensive and training services funded with Title IB adult funds must be given to recipients of public assistance and other low-income individuals in the local area. In the federal regulations 20 CFR 663.600 , the U.S. Department of Labor (DOL) further specifies that funding is generally G: Evaluation and Market Analysis limited and therefore directs states and local areas to assure that low-income adults receive priority unless the availability of other funds can be demonstrated. Describe the criteria to be used by the Local Board, in compliance with 20 CFR 663.600, to determine:whether funds allocated to a local area for adult employment and training activities under WIA sections 133(b)(2)(A) or 133(b)(3) are limited, and the process by which any priority will be applied by the One-Stop oper- ator. Local Workforce areas are to submit a declaration of either “limited” or “unlimited” Adult Program funding in accordance with WIA Guidance Letter No. 04-09 (https://www.azdes.gov/InternetFiles/WIAGuidanceLetters/pdf/WGL_04- 09_chng1_declaration_of_limited_or_unlimited_wia_funds_for_adult_services.pdf) What changes can are anticipated in the regional economy and local workforce that will have workforce development implications? What industries are growing? Declining? Identify existing and/or emerging industry sectors in which the local area will focus its workforce efforts. Identify those that are statewide chosen sectors as outlined in the State Plan. The five targeted statewide sectors: Aerospace and Defense Semiconductor Bioscience Optics Renewable Energy Using the most current Labor Market Information provide the percent of jobs that exist in each sector in the local area and the number that are projected to exist in the next five years. Identify the level of educational attainment needed for the sectors selected and the recognized credentials that can be expected to be attained. Identify the resources available for training in the workforce development area, including primary and secondary education systems, colleges, adult workforce centers, private training providers, local one-stop centers, etc. G.1 Waivers Describe how state approved waivers will be used by the Local Workforce Areas delivery of The State has requested and been approved for the following waivers: 1. Adult – Dislocated Worker Funds Transfer 2. Competitive Procurement for Youth Program Elements 3. Customized Training – Employer Contribution 4. Eligible Program Performance and Cost for ETPL G: Evaluation and Market Analysis 5. Rapid Response – Incumbent Worker Layoff Aversion Waiver Request 6. Sanctions for Consortium of Local Areas (REPAC) 7. Uniform Performance Measures for Consortium of Local Areas (REPAC) 8. Within State Allocations – Dislocated Workers (REPAC) 9. Exclusive Use of Common Measures 10. Required Activities – Incentive Grants 11. Required Activities – Assistance to Areas with High Concentrations of Eligible Youth MWC will use the approved waivers that are applicable to the Maricopa County Workforce Investment Area and evaluate the effectiveness of the waivers: 1. MWC monitors Adult and Dislocated Worker expenses monthly. MWC has historically served higher numbers of Adult participants and has transferred up to 50% of the Dislocated Worker funds to the Adult Program. 2. MWC has utilized a competitive Request for Proposal process to procure Youth Service Providers. However for PY 13 a decision was made to move to a hybrid model where a portion of the Youth service are provided by subcontractors through the procurement process and some services are being provided by Maricopa Workforce Connections. Early in 2013 an RFP was released resulting in the award of contracts to two Youth Service Providers for the Youth Program Elements. 3. The LWIB has not utilized this waiver. However, if an employer would request customized training services and need to utilize this waiver we would evaluate their request and determine the feasibility. 4. MWC staff with the State on the Eligible Training Provider list. We have set up procedures for ensuring that Training Providers are approved by the Workforce Investment Board, placed on the State Eligible Training Provider list, and monitored to ensure the approved providers maintain the set standards. 5. MWC has not utilized this waiver. 6. N/A – MWC is not part of REPAC. 7. N/A – MWC is not part of REPAC. 8. N/A - MWC is not part of REPAC. 9. MWC has negotiated performance goals for PY2013 with DES and will work with Service Providers to monitor their progress and provide any technical assistance needed to ensure performance goals are met. H: Integrated Service Delivery 10. MWC has received Title V Incentive funds to provide services. 11. Required Activities – Assistance to Areas with High Concentrations of Eligible Youth H: Integrated Service Delivery H. Integrated Service Delivery The Workforce Arizona Council policy will require three (3) Functional Teams in Comprehensive One- Stop Centers: Welcome Team that greets and directs customers, conducts a triage assessment, collects registration information, and refers internally or externally for assistance. (Entry, Resource Room) Skills and Career Development Team that does skills analysis, facilitates assessment and testing, identifies support needs, provides ca- reer guidance, arranges for soft skills training, and refers to program specific occupational training. (Resource Room, Case Manage- ment, Pre-Employment Training) Business Services Team that provide services to job ready customers and to employers including job clubs, facilitating on-the-job training arrangements, job development, business development, job matching and customized recruitment efforts. H.1 Workforce Area Program Alignment – TO BE CONSTRUCTED Describe the nature of the business conducted in the one-stop centers and include the Local H: Integrated Service Delivery Workforce Investment Board’s vision, mission and core values. This portion of the Local Area Business Plan must describe the LWIB’s strategic vision for the LWIA’s economy and overarching goals for the LWIA’s workforce system. This vision should provide the strategic direction for the LWIA workforce system and guide investments in workforce preparation, skill development, education and training, and major initiatives supporting the State Integrated Workforce Plan. The Local Area Business Plan also must specifically address the LWIB’s vision for aligning efforts among work- force development partners to achieve accessible, seamless, integrated, and comprehensive service, and how programs and activities described in the plan will support the LWIA’s economic development needs and the employment and training needs of all working- age youth and adults in the service delivery area. Describe how subject matter experts for each funding source will be identified. Describe how training and capacity building will enhance service delivery. Describe how the Site Manager will be determined for each comprehensive center and the roles and responsibilities of the Site Manager. Provide information on staff job titles and roles and responsibilities. Describe the local approach to ensuring cross-training exists as needed for functionally aligned services including staff development and capacity building to ensure staff working with customers have the skills and knowledge needed to provide exemplary customer service. Describe reward and recognition strategies for staff and partners. Provide the staffing plan for each center along with functional alignment roles and responsibilities and protocols. Describe supervision of each center. Local Workforce Area one-stop operators will be required to present a plan of how each will address formal and functional supervision that does not violate any merit staff requirements, but provides a customer-focused service delivery methodology. Describe how the required teams (Welcome, Skills and Career Development, and Business Services) will be configured within each comprehensive center. Provide a customer flow chart for job seekers and employers for each comprehensive center. Provide a plan on how the Local Workforce Area will move toward a single point of contact for a business customer and provide a tiered approach to recruitment, screening, assessment and referral that meets the needs and expectations of its business customers. If applicable, describe how the Local Workforce Area will use the Rubrics process to assess and teach the soft skills employers are looking for when hiring quality talent. Describe how job seekers, youth, and employers will be provided an orientation to the workforce H: Integrated Service Delivery system and the local access points. Describe each level of service, core/intensive/training, and the specific steps describing the activities and services available under each, who will qualify for each and how screening will occur to ensure suitability and eligibility for each. Break out services by adult, dislocated worker and youth. Include a comprehensive menu of partner services available as described in the One-stop Certification Process Policy. H.2 Business Services – TO BE CONSTRUCTED Describe the role and responsibilities of the Business Service Representatives in the Local Workforce Area. Include active local business partnerships and how collaborations between the Local Workforce Area and Employment Service staff will be synthesized to coordinate business and employer services. The primary function of Business Services is to market Maricopa Workforce Connections’ services to the business community and connect employers with qualified workers. This is accomplished by conducting employer outreach activities to explain and promote MWC’s services. MWC’s vision for Business Services is to: Provide seamless and integrated employer-focused services that are demand-driven and results-oriented. Foster a regional approach by creating a single point of contact for businesses in need of workforce development services MWC’s Business Services Team is comprised of a Business Services Supervisor and Business Account Coordinators (BACs) located at the MWC East Valley and West Valley Career Centers. BACs are also designated to assist the Youth program. Business Services is responsible for creating an awareness of, and the coordination of, a menu of services designed to connect business with a qualified, quality workforce. Specific roles performed by Business Services include: Assisting with employer recruitments. Obtaining and posting job orders in the Arizona Job Connection (AJC) system. Helping employers access MWC and AJC resources. Conducting job fairs. Holding job seeker specific workshops. Assessment testing, candidate screening to include abilities and qualifications that meet employer needs. Access to space in the One Stop Centers for interviews, meetings and candidate assessments. Information on tax credits and financial incentives for employers. Transition services and rapid response activities for employers faced with mass lay-offs, downsizing or plant closure. Promotion related to high-skill, high-wage employment opportunities through partnerships with local economic development organizations, Labor Market Information (LMI) research which delivers timely and reliable labor statistics to improve decision making relative to employment, wages, labor force, economic indicators and trends. H: Integrated Service Delivery Developing Work Experience opportunities for youth that expose them to the world of work. Developing On-the-Job Training opportunities for youth that are aligned to their career goals. Incumbent worker skills upgrading. Contacting new businesses to the area to welcome them and orientate them to MWC services. Coordinating efforts with local economic development agencies, Arizona Commerce Authority and local Chambers of Commerce to assist the local business community Providing outreach and recruitment services to professional business organizations, trade associations to gain first-hand knowledge of the human resource needs of area businesses and skills required in the local labor market. Conducting customer satisfaction surveys to determine how well MWC is meeting employer needs Describe how the Local Workforce Area will coordinate efforts of the multiple programs included in the plan to meet the needs of business customers of the One-Stop system in an integrated fashion, such as hiring plans, training needs, skill development, or other identified needs. The Local Business Plan should also describe how the Local Workforce Area will use program funds to expand the participation of business in the local/regional workforce investment system. Describe how the Local Workforce Area will utilize on-the-job-training (OJTs) to engage businesses in WIA training and hiring of participants. H.3 Training Services (Adult and Dislocated Workers) Describe local Individual Training Account (ITA) policy, including the current threshold for each ITA. Include procedures to ensure the exceptions to the use of ITAs, if any, are justified. MWC utilizes the following guidelines in providing training to participants that have been receiving WIA Intensive services and are determined to be in need of Training Services to enhance their employability. The primary intent of WIA programs is to assist individuals with finding employment in a field that is in demand in the local labor market which provides adequate wages and benefits to meet living expenses, and has a potential for career growth and advancement. Training Services may be available to employed and unemployed adults and dislocated workers, including displaced homemakers who have: Met the eligibility requirements for intensive services and who are unable to obtain or retain employment through such services. After an interview, evaluation, or assessment, and case-management, have been determined to be in need of training services and to have the skills and qualifications to successfully participate in the selected program of training services. Selected program of training services in a demand occupation in Arizona and directly linked to the employment opportunities in the Maricopa County area or in another area in which the job seeker is interested in relocating. Not able to obtain other grant assistance or require assistance beyond the other grant assistance available. H: Integrated Service Delivery Have complied with counseling activities, labor market research, provider and program research and other requirements in the selection of training programs and training providers as deemed appropriate The LWIB has determined that at least 80% of training funds expended must be in the industry clusters identified by the LWIB as high growth and critical to the local economy. The targeted industry clusters are (this list is not intended to be in any order of priority): Information Technology (Including Advanced Communications) Biosciences Healthcare Solar (Including Manufacturing and Construction) Green Technologies Advanced Manufacturing (Including Aerospace and Defense) Transportation, Warehousing and Logistics Training is generally limited to short-term certificate programs but longer term degree programs may be approved on a case-by-case basis. The current threshold for ITA’s is $4,000. Maricopa Workforce Connections and Phoenix Workforce Connection have collaborated on setting the same threshold s for ITAs to eliminate participants wanting to transfer from one local area to another for more funding. Exceptions to the ITA process are primarily the use of OJT contracts, Work Experience agreements or the development of Customized Training to fit the employer’s specific training needs that may not be easily met by ETPL providers. Describe the process for determining an approved level of Individual Training Accounts costs and the levels established by the local workforce board; The maximum amount of ITA funding allocated to an individual is $4,000; however, customers accessing training in targeted demand industries/occupations may receive a higher amount based on customer need, the availability of funding and Program Supervisor approval. The LWIB has determined that at least 80% of training funds expended must be in the industry clusters identified by the LWIB as high growth (see above) and critical to the local economy. Describe measures to leverage resources to provide increased access to training opportunities. WIA funds are to be used to supplement other sources of training funds. The Career Guidance Specialist (CGS) considers other funding sources including partner programs, Vocational Rehabilitation funds, Welfare to Work/TANF programs, State training funds, Pell Grants, TAA, GI Bill, private scholarships, and other sources including community-based organizations. The CGS provides information on applying for Free Application for Federal Student Aid (FAFSA) and ascertains if the participant is enrolled in any other programs to not only leverage resources but to avoid any duplication of effort and resources. Any and all financial aid is to be coordinated to fully utilize all available funds. As training funds are generally limited the Pell Grant is to be applied first towards training costs. WIA funds will be used for any remaining training costs up to the maximum ITA amount of $4,000 or higher as noted above for targeted industries/occupations. If a Pell Grant is awarded, it will be applied towards tuition, books, equipment etc., and WIA funds will be used to pay the balance up to the current ITA cap. If the Pell Grant exceeds training costs i.e. tuition, books, supplies, etc., the participant may keep the balance of the Pell Grant for living expenses. If a partner agency is funding H: Integrated Service Delivery the participant’s training, the WIA program may record the outcome and obtain a copy of the educational credential for performance purposes. In accordance with WIA Regulations, WIA funding for training is limited to participants who are unable to obtain grant assistance from other sources to pay the costs of their training, or require assistance beyond what is awarded under grant assistance from other sources to pay the remaining training costs. Describe how the Local Workforce Area will ensure that training providers consider the availability of other sources of grants to pay for training costs such as Welfare-to-Work, State-funded training funds, and Federal Pell Grants, so that WIA funds supplement other sources of training grants. MWC continually works with various agencies for opportunities to leverage resources. As mentioned above, MWC requires that participants complete the FAFSA for Federal Grants if the program and participant are eligible. Describe the process for determining how training is approved or denied for each eligible participant. An individual determined to be in need of training must complete a series of activities that help inform his/her decision concerning the selection of a training provider and training program. Among these activities is completion of a series of assessments that help individuals determine their interests, aptitudes, skill sets and the characteristics of a work environment most conducive to his/her personality. Along with assessments, individuals may be required to attend and complete a series of job readiness workshops based on individual need; research labor market information on their selected occupation and research training programs offering training that aligns with the individual's choice of occupation. Once documentation of this research has been provided to a CGS, a training request is submitted along with the documentation for approval by a staffing team comprised of Career Guidance Specialists and the Program Supervisor. Criteria have been established to rate each training request which gives priority to covered individuals (veterans and eligible spouses) and to TANF recipients and other low-income individuals in the event that Adult WIA funds are limited If approval for training is granted, an Individual Training Account (ITA) voucher is forwarded to the training provider enabling the individual to begin training. Training opportunities are available to participants who meet the requirements as detailed in WIA Section 134(d) (4). In addition to the question will the training enhance the participant’s employability the following considerations are taken into account when training requests are reviewed: Employment Status – If employed, are additional skills actually needed? Is the employment at a level for self-sufficiency? If not employed, has a substantial effort been made to find employment? Educational Background – What is the highest level of education/certification that the customer possesses? How long has it been since they achieved that level? Do they have the basic skills needed to successfully complete the training? Are previous education / certification in an in-demand area? Transferable Skills – Does an assessment indicate the participant has marketable skills? H: Integrated Service Delivery Financial Resources – Does customer’s household have the financial means to pay for the requested training? Has customer applied for and exhausted/been denied other funding sources for the requested training? Does customer’s household receive TANF assistance or earn less than 70% LLSIL? How will the participant support themselves while in training> Other Barriers to Re-employment – Does the participant have issues may impede the successful completion of training at this time? Describe the grievance policy established for participants denied requested training. If WIA training services are denied to a participant, it is the responsibility of their Career Guidance Specialist to inform the participant of the reason(s) for denial of services and inform them of their right for a higher review with the WIA Program Supervisor. Participants requesting a higher review must inform their CGS or in the absence of their CGS, the WIA Program Supervisor within seven (7) working days of the date service(s) was denied. The CGS will provide the participant with written contact information for the WIA Program Supervisor and will document such in the case file. It is the responsibility of the participant to contact the WIA Program Supervisor to schedule a higher review. The WIA Program Supervisor will meet with the participant within seven (7) working days of request for higher review. At the conclusion of the meeting the Program Supervisor will inform the participant that a written determination will be provided within seven (7) working days. The determination letter (template attached) will contain the following information: Nature of the complaint (i.e. denial of training request) Reason(s) for denial of service(s) Participant’s recourse The Program Supervisor will place a copy of the determination letter in the case file and document the meeting and all pertinent information in the case notes. After receipt of the determination letter if the participant desires to appeal the decision, the participant must complete the “Appeal Request” form. This form and information / documentation related to the complaint will be forwarded by the Program Supervisor to the Assistant Director for Workforce Development for review within seven (7) working days. The Assistant Director, at his/her discretion may meet with the participant if s/he determines it is necessary to make an informed decision. Once the Assistant Director has reviewed the case s/he will issue a final and binding written determination to the participant within ten (10) working days of the review. A copy will be placed in the participant case file with any other relevant information. The decision of the WDD Assistant Director is final. Only complaints of a discriminatory nature may be aggrieved to the DES WIA Section EEO Officer if the participant disagrees with the determination made by the Workforce Development Division’s EEO Officer. H.4 Training Services (Eligible Training Providers) Describe how the Local Workforce Board will: Accept applications for initial eligibility from certain postsecondary institutions and entities providing apprenticeship training; H: Integrated Service Delivery A goal of the workforce system is to be responsive to the needs of the local business community. Education, as part of the workforce system, also needs to provide the education and skills that are vital to maintaining a healthy economy. Programs considered for the Eligible Training Provider List must be able to enhance a trainee’s employability by providing the education and skills which are in demand and meet local business needs. Local labor market information is the basis for validating occupation or industry demand. To determine occupational demand, MWC staff refers to the most recent local labor market information compiled by Arizona Commerce Authority Research Administration and other sources. Training providers must submit an on-line application for each program they wish to have approved for WIA funding via the Arizona Job Connection website, www.azjobconnection.gov. Once initial eligibility has been approved by MWC staff the application is submitted electronically to DES WIA for final approval and inclusion on the AJC Eligible Training Provider list. The same process applies to all training providers including apprenticeship programs and community colleges. If denied approval, MWC contacts the provider with the reason(s) for disapproval and assists them with resubmitting their application if appropriate. Carry out procedures prescribed by the State to assist in determining the initial eligibility of other providers and programs; The same process as outlined above is used for determining the initial eligibility of other training providers. Carry out procedures prescribed by the State to assist in determining the subsequent eligibility of all providers and programs; The State of Arizona has been working under an approved waiver from the Department of Labor to defer recertification for training providers. A waiver of subsequent eligibility has been in effect since 2002. Denial of application for training provider to be placed on statewide list: The decision to deny or remove a training provider from the statewide list is a serious one and recommended by the designated MWC approval authority. The request for denial is forwarded to the DES WIA ETPL Coordinator for action. A training program may be denied approval by the designated MWC approval authority for the following reasons: The provider fails to provide all the data required. The program does not meet the definition of WIA training services. Training program does not support the demand occupations for the area. The training provider does not comply with MWC requirements. Maricopa County has developed a provider denial appeal process: 1. A provider requesting to appeal a decision rendered by Maricopa County Workforce Connections; MWC staff representative, must submit an appeal to the LWIB within thirty (30) days of the issuance of the denial notice. The appeal must be in writing and include a statement of the desire to appeal, specification of the program in question, the reason(s) for the appeal (i.e. ground), and the signature of the appropriate provider official. 2. Upon receipt of appeal letter from the provider, the designated MWC approval authority will schedule a meeting with the appealing provider. 3. The scheduled meeting will allow both parties; MWC representative and the appealing provider to I: Service Delivery to Target Populations present information to support their position and to request documents relevant to the issue(s) and to be represented. A final decision will not be made at this time. 4. A final decision will be provided to the provider within 60 days of the receipt of the appeal. Compile a local list of eligible providers, collect the performance and cost information and any other required information relating to providers; All training providers whose applications have been approved by MWC and the DES ETPL Coordinator will appear on the Eligible Training Provider List on the Arizona Job Connection system- http://www.azjobconnection.gov The MWC ETPL approver(s) reviews the information before approving the programs. The cost information is carefully examined to ensure all requested information on tuition, registration and other ancillary costs has been provided. Performance data is not yet required as DES is currently developing the process and providers will be instructed to start collecting performance information as soon as the process has been finalized. Consult with the designated State Administrative Agency in cases where termination of an eligible provider is contemplated because inaccurate information has been provided; In the event that MWC becomes aware that the provider has submitted false or inaccurate information, MWC will contact the State ETPL Coordinator for advice on how to proceed on the matter. MWC will utilize the State policy on termination of an eligible training provider. I: Service Delivery to Target Populations The LWIA Business Plan must describe how all the programs described in the plan will work together to ensure that customers who need a broad range of services receive them. Priority of Service: In the event that adult funds are determined to be limited (see Section G), the Local Workforce Board musthave a priority of service policy in place. The policy, at a minimum, must grant priority to individuals who are receiving public assistance or are classified as “low-income” in accordance with 20 CFR 663.600 (a). Veterans and covered entrants meeting low-income guidelines must receive priority of service. Establishing a priority does not prohibit the Local Workforce Board from serving other eligible participants as well. Additional priorities may also be set for specific populations, such as individuals with significant barriers to employment. Information regarding priority of service must be outlined in the LWIA strategic plan. Describe how the LWIA will coordinate with workforce system partners to ensure job seekers receive a broad range of services for the following target populations: I: Service Delivery to Target Populations • Unemployment insurance claimants • Long-term unemployed • Under-employed • Dislocated workers (including trade-impacted dislocated workers and displaced homemakers) • Low-income individuals (including recipients of public assistance) • Migrant and seasonal farmworkers • Veterans • Individuals with limited English proficiency • Homeless individuals including veterans • Ex-offenders • Older workers • Individuals training for nontraditional employment • Individuals with multiple challenges to employment MWC staff conduct community outreach, attend community events, and networking opportunities including job fairs, career and resource fairs to educate the public on workforce services. Some of these events target one or more of the target populations below. Unemployment insurance claimants: Mesa DES ES staff refers U.I. claimants to the East Valley Center for case management and WIA training services. In the West Valley Center an entire DES ES office is co-located. UI claimants are referred if they need case-managed services including training. Long-term unemployed: Customers accessing services through the Maricopa County Community Action program offices and Access Points are referred to MWC Career Centers for services. Under-employed: Customers accessing services through the Maricopa County Community Action program offices and Access Points are referred to MWC Career Centers for services Dislocated workers (including trade-impacted dislocated workers and displaced homemakers) Dislocated Workers may access staff-assisted intensive and training services offered through the MWC One-Stops. Assessments are available to identify transferable skills if the dislocated worker has to change careers due to industry demand. MWC has developed a process with DES for the referral of Dislocated Workers attending Re-Employment Services orientations. Individuals in need of upgrading their skills or retraining are referred to WIA. WIA may also provide RES participants with job readiness skills training and job placement assistance In addition to Rapid Response Orientations, job readiness skills and other services may be provided at the employer site based on the Business Transition Plan. Individuals identified as Trade Adjustment Assistance eligible are referred by the TAA representative to WIA using a referral form, determination letter, and IEP if available. The role of the TAA representative is to be the primary counselor for TAA customers. The TAA representative will counsel the customer on employment, training, schools, removal of barriers, etc. Usually the first point of customer contact in the TAA/WIA co-enrollment process is between the TAA representative and the laid-off worker. The WIA and TAA representative determine how resources from each program are leveraged to best serve the I: Service Delivery to Target Populations customer and avoid any duplication or gaps in service. Low-income individuals (including recipients of public assistance) Assistance to low-income individuals is an important element of the workforce development system in the County. Agencies serving low-income populations are located on-site in each of the One-Stops and referral systems are in place to ensure maximum utilization of resources to assist these individuals. The Jobs Program for TANF recipients, operated by MAXIMUS, has staff located at the comprehensive sties. Displaced homemakers may be co- enrolled in the WIA Dislocated Worker program to broaden the array of services available. Migrant and seasonal farmworkers: DES Employment Administration staff stationed at the One-Stops assists migrant workers. Since migrant farm workers are more prevalent in western portion of Maricopa County the West Valley Career Center has established a partnership with the PPEP program. A PPEP counselor assists farm workers and their dependents with employment, training, and related services. Veterans: MWC implemented a Veterans One-Stop within the West Valley Career Center. Veterans may receive assistance through DES Employment Administration Veterans Services, and/or through a WIA- funded Career Guidance Specialist. MWC will be expanding services to veterans by partnering with other veterans organizations and plans on implementing a Veterans One-Stop in the Gilbert Career Center as well. Center staff adheres to the priority of service requirement for veterans in the allocation of resources and services. MWC has partnered with the Arizona National Guard’s Yellow Ribbon Reintegration Program, a program that helps service members and their families in the National Guard connect with their local support. Maricopa County has recently launched a veteran’s portal which provides information on community resources for veterans and includes MWC’s Career Centers. Individuals with limited English proficiency; English proficiency for speakers of other languages is available through Rio Salado Community College located at the One-Stops or other valley locations. Translator services may be procured as needed. MWC has provided workshops and Rapid Response in other languages as needed. Homeless individuals including veterans; The Maricopa County Human Services Department played an integral role in the development of the Human Services Campus and has provided job readiness services on-site. HSD’s Community Action Program (CAP) offices are a source of referrals for homeless individuals. MWC has also established relationships with community-based organizations such as St. Joseph the Worker and numerous Access Points throughout the county that provide services to homeless. The Homeless Youth Connection in Goodyear is an Access Point that provides a variety of services to homeless youth. Ex-offenders; MWC conducts job fairs targeted to this population and partners with community-based organizations providing services to ex-offenders including the Community Reintegration Coalition, and the Lodestar Day Resource Center, which is an MWC ACCESS Point. MWC receives referrals from AWEE which provides services to ex-offenders. I: Service Delivery to Target Populations Older workers; Increasing number of older individuals are seeking services at the career centers than ever. To meet this need MWC developed a senior Job Club titled Boomers and Beyond which is held weekly at the comprehensive One-Stops. Each week a different aspect of the job search is reviewed and discussed. ―Boomers‖ provides an opportunity for networking and a peer supportive environment. Individuals training for nontraditional employment; MWC partnered with several DOL apprenticeship programs to provide non-traditional training opportunities for women. Individuals with multiple challenges to employment. MWC assists a wide range of individuals facing multiple barriers. These individuals may be center walk-ins, referrals from Community Action Program offices, ACCESS Points, Veterans Stand-down and other community organizations. Supportive services are available to assist these individuals with reducing obstacles to employment. CAP offices and other community- based organizations may also provide additional resources Describe strategies and partnerships that will focus on serving individuals with disabilities. Assistive Technology and DES Vocational Rehabilitation staff is available at both comprehensive One-Stops to ensure individuals with disabilities are able to access the One- Stop services and are informed of all the resources from which they may benefit. Individuals with disabilities, including visual, hearing and mobility limitations are able to easily access services through assistive technology. MWC contracts with DES as provider of services through the Ticket to Work program which assists Social Security beneficiaries with disabilities who are seeking employment services, vocational rehabilitation services, and other support services in obtaining, regaining and maintaining self-supporting employment. MWC staff is provided with guidance and training to effectively serve persons with disabilities. Describe how the Local Workforce Area coordinates the delivery of services to eligible dislocated workers. The Dislocated Worker Program is designed to help workers get back to work as quickly as possible. In addition to Rapid Response Orientations, job readiness skills and other services may be provided at the employer site based on the Business Transition Plan, which is customized to meet the employers’ needs. Dislocated Workers may access staff-assisted intensive and training services offered through the MWC Career centers. Assessments are available to identify transferable skills if the dislocated worker has to change careers due to industry demand. MWC has developed a process with DES for the referral of Dislocated Workers attending Re- Employment Services orientations. Individuals in need of upgrading their skills or retraining are referred to WIA Trade Adjustment Assistance participants are also referred to WIA for co- enrollment. I: Service Delivery to Target Populations Dislocated Workers work with a Career Guidance Specialist to receive one-on-one assistance to develop a reemployment plan which is tailored to meet their specific needs. Dislocated workers, Veterans, eligible spouses of veteran and displaced homemakers may be served with dislocated worker funds if they meet the definition of a dislocated worker. Rapid Response Rapid Response is a required activity designed to assist workers who are facing loss of employment through apermanent closure or mass layoff, or a natural or other disaster that results in mass job dislocation to obtain reemployment as soon as possible. Identify the Local Rapid Response Coordinators who are responsible for connecting dislocated workers to WIA Title I-B resources. MWC has identified the East Valley and West Valley Career Center Managers as the Local Rapid Response Coordinators. Identify how the Local Rapid Response Coordinators work with additional stakeholders through integrated partnerships to form Rapid Response Teams. Upon notification of a layoff or closure the Center Manager or Employment Program Supervisor will contact the employer within a short period of time, 48 hours or less, to provide information on services available through the workforce system. The Employment Program Supervisor will also identify the employer’s needs and will together with the employer develop a Transition Plan. The Center Manager will assemble a Rapid Response Team which may consist of other MWC staff and program partners including DES Employment Service, DES Unemployment Insurance, Trade Adjustment Assistance (if appropriate) and other agencies based on the demographics and needs of the employer and affected employees. Depending upon the location of the company, size of the layoff, and / or where the affected employees reside, MWC may partner with Phoenix Workforce Connection to ensure that services are provided as efficiently and expeditiously as possible. Regional strategies in partnership with PWC are in place to accommodate businesses experiencing a mass layoff. MWC and PWC plan service delivery at the time of initial contact with the employer and determine whether MWC or PWC will assume the lead based on company logistics. Both MWC and PWC provide access to career services provided through DES however efforts are coordinated to prevent service duplication and maximize resources. Local union representatives may be contacted as appropriate to participate in the development of the Transition Plan. Interpreting services may be procured if a significant number of affected employees are monolingual or have limited English speaking ability. Identify the local area’s Rapid Response team and their roles and functions. The Rapid Response Coordinator will make the initial contact with the employer to obtain information about the layoff including number of affected employees, types of positions, timeframe I: Service Delivery to Target Populations of layoff and to educate the company about the services available through the workforce system. The RRC and the Employment Coordination Team will develop a transition plan outlining the services to be provided to affected employees. The Rapid Response Team may directly provide Rapid Response orientations and workshops to employees or may utilize other service teams within MWC to assist with the delivery of these activities. MWC Welcome Team Team members may provide job readiness training or assessments as outlined in the employer’s Transition Plan. These trainings may be provided on-site, at an MWC Career Center or another location. The team may also provide more detailing information on WIA services including case management services and the process for applying for WIA training funds. MWC Skills & Career Development Team Career Counsels may provide assessment and career guidance services to assist the affected employees with career and educational goals. MWC Business/ Employment Team Business Account Coordinators may provide affected employees with job referrals and provide labor market information. DES Employment Service DES provides information on how to register with ES to gain access to job opportunities and explains how ES Representatives can assist with job matching and job referrals. DES Unemployment Insurance (UI) Staff provides information to the affected workers about UI benefits and the application process. Trade Adjustment Assistance (TAA) Staff provides information to the affected employers and workers about TAA reemployment services and benefits that may be available to them. Staff also assists them through the petition process. Other agencies or community-based organizations may participate as appropriate based on the company’s and affected workers’ needs. Identify your local Rapid Response policies, including the minimum threshold number of affected workers the LWIB has approved for Rapid Response services to be proved to a company experiencing a layoff, reduction in force or closure. MWC’s policy is to provide Rapid Response services to those companies experiencing corporate restructuring/downsizing or facility closure involving ten (10) or more employees. The intent of Rapid Response is to provide lay-off aversion services where possible, and in instances where a lay-off is imminent, minimize the impact of being laid-off and significantly limit any period of unemployment by assisting with comprehensive transition services. Describe services to be provided to those affected by a mass layoff including planned strategies for incumbent worker training focusing on layoff aversion. I: Service Delivery to Target Populations A wide array of services may be provided to companies to better prepare dislocated workers for a smooth transition to new careers and re-employment. MWC may contract on-site career transition services for those employers requesting pre-layoff intervention activities. This allows MWC to provide a quality level of service in multiple locations and meet the needs of employers for on-site career services. Based on the need for services as outlined in the Transition Plan, workshops/services may include, but are not limited to: Assessments Career Exploration Basic Computer Skills Career Counseling and Development of an Individual Employment Plan Educational Financial Aid Assistance Identification of transferable skills Financial Planning Interviewing Techniques Job Development and Placement Job Search (internet based and traditional) Labor Market Information Life Skills Training Job Club / Networking Resume Writing / Review Targeted job fairs Occupational Skills Training Skills Upgrading Credentialing Additional workshops/services may be identified by employer or by MWC One of the roles of the Rapid Response Coordinator is to identify the reason for the plant closure and/or substantial layoff and together with the employer determine if there is any way it can be averted. Lay off aversion strategies can be explored. The RRC can provide information on federal, state and local resources available to assist businesses. Incumbent worker training is an option that is available to employers to strengthen their workforce. MWC may pay up to 50% of the training costs. Apprenticeship Program Registered Apprenticeship includes on-the-job learning from an assigned mentor combined with technical training provided by apprenticeship training centers, technical schools, community colleges, and institutions employing distance and computer-based learning systems. At the end of the apprenticeship, all apprentices receive a nationally recognized credential. Some apprenticeship programs offer interim credentials as apprentices achieve important milestones during their apprenticeship. Describe how the Local Workforce Area will coordinate efforts with the State Apprenticeship Program. MWC has had a close working relationship with several apprenticeship programs for many years. MWC will continue to coordinate with the State Apprenticeship program to assist new I: Service Delivery to Target Populations apprentices with funding for training, assist apprenticeship programs with their recruitment efforts as needed. Describe current and planned use of WIA Title 1B funds for apprenticeship training. MWC has had a long standing relationship with several certified apprenticeship programs including the Pipe Fitters, Sheet Metal, Bricklayers, Electrical and Heating and programs. MWC assists apprentices with their first-year program costs. The labor union or contractor responsible for oversight of each apprentice agrees to provide MWC with progress reports, employment status, and wage information for up to 12 months during an apprentice’s first year of training. Trade Adjustment Assistance (TAA) The Arizona Trade Adjustment Assistance (TAA) program will provide seamless services to participants through a coordinated and functionally aligned effort between the Workforce Investment Act (WIA) and Wagner-Peyser (WP). Describe how TAA services will be delivered. LWIAs must describe how they will ensure enrollment of TAA participants into the WIA Title 1B Dislocated Worker Program. The Federal Trade Adjustment Assistance (TAA) program and Workforce Investment Act (WIA) are occupational training programs funded by federal and state agencies for people who have lost their jobs. The goal of these assistance programs is to help the unemployed find a new position in a field that offers promising career opportunities In Maricopa County, Department of Economic Security/TAA and the LWIB staff work to provide trade affected workers with opportunities to obtain the skills, resources, and support they need to become reemployed. This includes job training, job search and relocation allowances, income support, and assistance with healthcare premium costs. Upon notification of closure initial rapid response activities are activated to determine eligibility. Upon confirmation of eligibility, rapid response, core and intensive services (paid with WIA resources) are made available to affected employees. This assistance is accessible to affected employees prior to TAA determination to limit the period of unemployment. Once a worker has been determined as eligible for trade assistance, those services authorized under the Trade Program (approved training, job search and relocation allowances and transportation) are funded with TAA funds. TAA eligible workers can receive up to 104 weeks of basic training and up to 130 weeks of training if remedial education is included. All training must be TAA-approved. Income support is available to TAA eligible for up to 130 weeks through a combination of UI (26 weeks), Basic Trade Readjustment Allowances (52 weeks, minus weeks of UI received). Workers denied eligibility through TAA, are offered basic services through WIA. Workers may be enrolled for Intensive and/or training services if deemed in need of services to become re- employed. Reemployment Services I: Service Delivery to Target Populations Employment Services (ES) targets Unemployment Insurance (UI) claimants who are most likely to exhaust benefits before getting a job. All UI claimants who report as scheduled for orientation to ES via the Re-Employment program receive the five mandatory core services: Assessment of skills, interests, abilities, and supportive service needs; Registration in the Arizona Job Connection (AJC) System; Labor search and placement assistance; and Development of an employability plan. Describe how Re-employment Services will be coordinated within the operations of the One-Stop Centers. Reemployment Services orientations are conducted on a weekly basis in the West Valley Career Center and Mesa affiliated site. Workforce staff provides information to Reemployment Service customers on services available through the OneStop Center partners, as well as, expectations for UI program compliance as it relates to Reemployment Services. Migrant Season Farmworker Outreach Program Employment Administration (EA) and Employment Service (ES) provides services through the One- Stop Career Center/Labor Exchange System to empower Migrant and Seasonal Farm Workers and limited English proficient (LEP) individuals in: making career and labor market decisions; achieving economic self-sufficiency; and improving their living and working conditions. Where provided, describe how Migrant Seasonal Outreach Program services will be delivered and coordinated within the operations of the One-Stop Centers. Migrant Seasonal Outreach Program staff will be providing information to Migrant Seasonal Farm Workers (MSFW) and their families on services available through the One-Stop Career Center partners. Those referrals include, but are not limited to: Employment Service registration and job referrals; Referrals to PPEP for program eligibility (maybe we could build in a pre- screening tool here as well for appropriate referrals and the application); and Referrals to Workforce System services (pre-screening and applications could be given maybe). Senior Community Service Employment Program (SCSEP) The Senior Community Service Employment Program (SCSEP) fosters useful part-time, work-based training opportunities (community service assignments) for unemployed low-income persons who are I: Service Delivery to Target Populations 55 years of age or older who have poor employment prospects. Describe how the local workforce system will ensure integration of the Senior Community Service Employment Program (SCSEP) into the Local Workforce Area business plan. The SCSEP program has been an MWC partner program for many years. As work sites, MWC Career Centers have provided opportunities for SCSEP participants to provide community services, gain new skills and work experience. Youth Services Each Local Workforce Investment Area (LWIA) coordinates with community partners to offer services to youth, especially youth with significant barriers to employment. In collaboration with their partners, strategies are developed by the LWIAs to provide initial intake, objective assessment, case management and individual service strategies and eligibility assessment. Describe the strategies to be used to incorporate the required youth program elements within the design framework. Youth program elements consist of: 1. Tutoring, study skills training and instruction leading to the completion of secondary schooling including drop- out prevention strategies; 2. Alternative secondary school services; 3. Summer employment opportunities directly linked to academic and occupational learning; 4. Paid and unpaid work experiences including internships and job shadowing; 5. Occupational skill training; 6. Leadership development opportunities; 7. Supportive services; 8. Adult mentoring for duration of at least twelve months that may occur during and after program participation; 9. Follow up services for not less than 12 months after the participant completes the program; and 10. Comprehensive guidance and counseling, including drug and alcohol counseling and referral to counseling as appropriate to meet the needs of the participant. It is within the scope of the contract for youth providers to offer WIA-related youth services or incorporate a direct referral process for youth to receive tutoring, study skills training; instruction leading to completion of secondary school including dropout prevention strategies for those deficient in basic education skills or needing assistance to complete their secondary education; alternative secondary school services to complete a high school diploma or a G.E.D., summer employment opportunities directly linked to academic and occupational learning with an emphasis on work experience through competency-based instruction. The learning experiences at each worksite will vary widely depending on the job tasks and supervisor’s orientation. The focus of summer job activities is the attainment of specific occupational, work maturity and citizenship skills. Paid and unpaid work experience includes job shadowing to promote the development of good work habits and basic work skills. This shall be accompanied either concurrently or sequentially by other services to increase the I: Service Delivery to Target Populations basic educational and/or occupational skills of the participant. Internships are assignments that benefit participants that are designed to enhance the long-term employability of youth. An internship may be combined with classroom instruction relating to a particular position, occupation, industry or the basic skills and abilities to successfully compete in the local labor market. Placement will be based on participant interest/work skills identified during the objective assessment process. Occupational skill training provides academic and technical instruction necessary to meet employment requirements. The program will refer to schools who meet certification requirements under the WIA Adult and Dislocated Worker ITA process. Leadership development opportunities may include community service and peer-centered activities encouraging responsibility and other positive social behaviors during non-school hours. Training will include, but is not limited to, job readiness skills, communication skills, team building skills, time management, ―soft skills‖ training and various community based activities. Participants will be given the appropriate referrals to available resources including supportive services such as financial and non-financial support. In addition, participants may receive a stipend to offset training-related expenses such as transportation costs. Adult mentoring is required for the period of participation and a subsequent period, for a total of not less than 12 months. Educational opportunities, occupational opportunities, and barrier resolution will be among the topics addressed in the mentor/youth relationship. Follow-up services for no less than 12 months will occur for each program participant. Comprehensive guidance, counseling and referral to recognize needs, opportunities, strengths and/or limitations to make decisions based on this information, remove barriers to success, receive support services when appropriate and create an educational/vocational attainment plan. Describe the strategy to provide initial intake, objective assessment, case management, individual service strategies and eligibility assessment of youth. MWC staff work in collaboration with the providers to advise, direct and ensure compliance within the scope of their contract and assist with outreach to obtain external resources and connection with local employers. The Youth Council provides oversight and offers guidance, outreach and additional external resources to address youth barriers. Youth contractors conduct an initial intake that consists of an interview with the youth to determine suitability, needs, goals and eligibility. Staff will provide youth with a broad overview of available resources and all services available at the One-Stop including programs and/or services that are provided by MWC’s partners or other entities. The objective assessment is conducted to assess the participant’s basic literacy level, functioning level, understanding the participant’s expectations, level of need, and the participant’s short and long term interests and goals. The Test of Adult Basic Education (TABE) is used to determine math, language and reading levels. In addition, vocational assessments are conducted to determine occupational interests. For youth who are disabled, special accommodation will be provided in administering the test, per federal guidance. Development of the Individual Service Strategy (ISS) begins during the objective assessment, in conjunction with the youth participant. The ISS includes a customized individual competency-based service strategy plan to include: long and short term employment/training goals, appropriate achievement objectives with reasonable timeframes, and identified barriers. The case manager works with the participant to identify the appropriate combination of I: Service Delivery to Target Populations program services, education, and community referrals to assist youth in overcoming their barriers and achieve their employment and educational goals. Youth case management will include coordination of applicable services, documentation of achievement of goals identified in the Individual Service Strategy. Case management also involves motivating youth to remain in school, completing high school and preparing for possible post-secondary educational opportunities. Career guidance and counseling will support the case management component in providing youth with guidance relating to career exploration, decision-making, goal setting, personal issues and financial management. Referrals may be made to link youth with other youth-serving agencies, organizations and training providers to achieve their stated goals. Describe how the Local Workforce Area will deliver comprehensive services for eligible youth, particularly youth with significant barriers to employment. The discussion must include how the Local Workforce Area coordinates youth activities, including coordination of WIA Youth activities with the services provided by the Job Corps (if applicable) program in the state. MWC works closely with education, human services, juvenile justice, and youth serving agencies to serve youth most in need. In July 2010 the MWC Youth Council agreed to embrace a new direction for the MWC youth service model, supporting the guidance from TEGL 13-09 ―Contracting Strategies That Facilitate Serving the Youth Most in Need.‖ Included in this direction, the MWC Youth Program has shifted the focus from evaluating contractors based on new enrollments to emphasize long-term services aimed to assist youth with post-secondary and employment opportunities. As a result, contractors are evaluated based on ―real-time‖ benchmarks that measure successful outcomes during program participation and/or immediately upon completion of the program. These benchmarks provide an insight into the effectiveness of each of the youth providers and serves as a program management tool in predicting the success for WIA regulatory and common measures. Working collaboratively with PWC, MWC is streamlining reporting requirements, program policies and procedures, and contractor monitoring so that our common youth services providers can function more effectively to meet program performance requirements. In addition to meeting WIA income requirements defined in WIA section 101(25), Maricopa County requires at least one documentable barrier to determine eligibility for WIA youth services: Identify the additional 5% non-economically disadvantage youth barrier, including the process and criteria to be used to determine “serious barriers to employment”, and the process to track enrollment of non- economically disadvantaged youth. Currently, Maricopa County utilizes the 5% economically disadvantaged youth barrier. This barrier is used for youth that have at least one identified documented barrier as defined in WIA section 101(25) and lives in a household that does not meet the income criteria. Youth providers are required to submit a monthly report that tracks all enrolled youth, including the numbers of youth that are enrolled under the 5% barrier. Identify the process that is used to track out-of-school youth enrollments and expenditures to meet the 30% out-of-school youth minimum expenditure requirement. I: Service Delivery to Target Populations Youth Providers are required to submit at the beginning of the contract term the budget breakdown to reflect 30% out of school expenditures. Youth Providers submit invoices, which break down the out-of-school expenses and in-school expenses on a monthly basis. All required back-up documentation is also submitted monthly and is compared by program and finance staffs to ensure the submittals are correct. HSD Finance staff compares monthly reports to verify expenditures that are submitted within each youth category for actual expenditures incurred from the prior month. Identify the sixth youth barrier(s) for “individuals (including youth with a disability) who required additional assistance to complete an educational program, or to secure and hold employment,” as identified by the Local Workforce Board. Other eligible youth who face serious barriers to employment and are defined as “at risk” by MWC based upon assessment of skill needs, barriers and/or referrals from: Juvenile Justice Court system Youth services program providers Local education agencies Describe in detail strategies to identify, recruit and engage youth to comply with the Literacy and Numeracy Gains performance measure. MWC identifies Literacy and Numeracy Gains through the use of the Test of Adult Basic Education (TABE) assessment which is administered during the Objective Assessment process at time of eligibility determination. Youth will participate in establishing Literacy and Numeracy goals to assist in gains needed for further training and or educational opportunities. MWC staff and youth program providers conduct outreach out to out of school youth seeking occupational training services and are in need of increasing Literacy and Numeracy skills for meeting program and/or credential requirements. Recruitment efforts include: staff participation at community events, outreach to youth organizations, Faith-Based Organizations, and referrals from schools and probation officers. MWC and youth providers will work together in ensuring Youth are aware of reaching Literacy and Numeracy Gains/Goals. Youth will be informed of the positive outcomes in relation to their individual career and educational goals. This will assist in building positive self-esteem by identifying small achievements in completion of coursework. Upon completion of the required classroom instruction, Youth will be re-assessed in area of deficiency to identify performance gain. Describe in detail how the Local Workforce Area will conduct monitoring of Youth Program providers to ensure compliance with program objectives. MWC’s QA Team conducts on-site monitoring of the youth programs to ensure compliance with all program objectives, as well as WIA regulations, Federal, State and local policies and guidance. Reviews are conducted bi-annually with each provider. The review includes programmatic, financial, EEO compliance and interviews with program staff and participants. A random sampling of participant files is selected for review. Based upon the findings from the reviews, MWC staff provides vides appropriate training and technical assistance as needed. I: Service Delivery to Target Populations Veterans The primary objective of the Veterans Program is to develop and support programs that increase opportunities for veterans to obtain employment and job training in Arizona. Eligible veterans are entitled to receive priority services in job referrals and training as well as other employment-related services. Describe strategies that will ensure compliance with the priority of service procedures and how Veterans will be served. Veterans are identified immediately upon entering an MWC Career Center. Signage is posted in the lobby area on veteran’s priority and the flat screens in the lobby also address veteran’s priority. Front-end staff asks customers if they are a veteran or spouse of a veteran if they do not self-identify as veterans. Priority for services means a veteran or an eligible spouse either receives access to a service earlier in time or, if the resource is limited, receives access to the service instead of or before the non-covered person. All center staff has received training on Veterans priority. Staff immediately refers veterans and eligible spouses to Veterans Services staff. A covered person is given Priority of Service and enrolled into WIA as long as they are deemed eligible and appropriate. Priority is also given to veterans seeking training services. Priority of Service does not permit a covered person to “bump” a non-covered WIA participant that has been both, approved for funding and accepted or enrolled in a training program. Staff does not require verification of the status of a covered person at the point of entry, unless the individual who self-identifies as a covered person: a. Is to immediately undergo eligibility determination and be registered or enrolled in the WIA program; b. The applicable federal program rules require verification at that time. A covered person shall be given Priority of Service and enrolled into WIA so long as they are deemed eligible and appropriate and will be permitted to follow-up subsequently with any required verification of his or her status as a veteran or eligible spouse or as required by DES WIA Section enrollment. Describe in detail strategies to be implemented to identify and enroll eligible veterans in the Dislocated Worker program. Veterans And Military Spouses may qualify As Dislocated Workers/Displaced Homemakers if the following conditions are met: Dislocated Worker Status: Veterans discharged under honorable circumstances either voluntarily or involuntarily may be considered Dislocated Workers if they meet the unlikely to return to previous industry or occupation criteria. Military Spouses: A military spouse who leaves his/her job to follow his/her spouse can be served as a Dislocated Worker if they meet the unlikely to return criteria. A military J: Desired Outcomes spouse may also qualify as a dislocated Worker if he/she meets the definition of a displaced homemaker. Recently Separated Veteran: A veteran who applied for WIA services within 48 months after discharge or release from active service may be considered a dislocated worker. J: Desired Outcomes J. Desired Outcomes The Local Business Plan must describe and provide specific quantitative targets for the desired outcomes and results for the programs included in the plan and how these were determined. Identify who will negotiate performance measure goals on behalf of the local board. The Assistant Director for Workforce Development will negotiate performance measure goals on behalf of the local board. The Assistant Director will review prior years’ actual performance to determine proposed performance measures for negotiations with DES. J: Desired Outcomes A description of the local levels of performance negotiated with the State to be used by the Local Workforce Board for measuring the performance of the local administrative and fiscal agent (where appropriate), eligible training providers, and the local One- Stop delivery system. MWC’s negotiated performance goals for PY 13 are: Performance Measures PY 13 Negotiated Level Adult Entered Employment 74.5% Employment Retention 84.0% Average Earnings (for six-months period) $13,200 Dislocated Worker Entered Employment 83.0% Employment Retention 87.5% Average Earnings (for six-months period) $16,400 Youth Placement in Employment/Education 62.5% Attainment of Degree/Certificate 60.5% Literacy/Numeracy Gains 43.0% The plan should also describe any additional established indicators and system measures, beyond those required by programs’ authorizing statutes. MWC has developed an internal process to track Career Center and data. The report is generated monthly and provides the number of center visits, orientation attendees, workshop attendees, and WIA enrollments by fund source, WIA training approvals, Veterans, numbers using assistive technology and Access Point visits. MWC recently contracted to have a Return on Investment (ROI) study to determine the impact of program services on the community related to the amount of money a participant returns back to the community. Describe the Balanced Scorecard measures to be tracked and how you plan to measure and track progress including additional measures chosen by the local board that will be included on your balanced scorecard. MWC will measure and track progress on balanced scorecard measures once these measures are approved. The current performance measures track job seeker progress and the balanced scorecard measures will identify employer measurements. It is important to have measures that clearly identify the impact Workforce System programs are making in the business community. Describe the State required data management system and how partners will interact to K: Agreements, Policies and Procedures provide needed information and to get information from the system needed to manage the local workforce system. MWC uses the Arizona Job Connection system which is also being used by DES Employment Service, TAA and by MWC Youth service providers. MWC uses AJC to register all customers accessing career center services, tracking WIA participants from enrollment through follow-up, posting job orders, making job referrals, and strongly encourages center customers to create resumes in AJC. MWC generates reports to identify the numbers of customers registering in AJC and WIA performance reports to ensure that performance and enrollment goals are being met. Describe the role technology will play in accessing services and tracking information to enhance service delivery. The use of technology is crucial for identifying the numbers of customers accessing services and identifying the types of services they are accessing. MWC has used this data to ensure that services meet customer demand. For example, workshops that had low attendance have been dropped, while workshops with high attendance are offered multiple times. The Human Services Department has developed its own database, HSD On-line. Customer data from AJC is “dumped” into HSD On-line to keep the amount of data entry minimal. This data base will improve the integration of case management services within the various HSD divisions and identify the areas in which to target resources. How will you measure customer satisfaction and what will you do to use the results for enhancements? MWC measures customer satisfaction in a variety of ways; annual customer satisfaction surveys are conducted by Maricopa County Research and Reporting. Periodic surveys are conducted with customers in the career centers; during the WIA follow up process participants are asked to rate their level of satisfaction. Businesses participating in job fairs are asked to complete a satisfaction survey. Survey results are shared with management and various team leads; changes in processes, policies, procedures are made as appropriate to improve efficiency and effectiveness. The Quality Assurance team is focused on continuous improvement and is currently in the process of developing a new customer satisfaction tool. K: Agreements, Policies and Procedures The plan must discuss how the LWIA will align policies, operations, administrative systems, and other procedures to assure coordination and avoid duplication of workforce programs and activities outlined in WIA Section 121(b). In accordance with State Policy attach the following: Fully executed Chief Local Elected Officials Agreement clearly identifying the administrative and fiscal entity and reflecting the responsibilities of each. K: Agreements, Policies and Procedures • Chief Local elected Official and Local Board Partnership Agreement • Local Board and Designated Operator Agreement • Fully executed Memorandums of Understanding between the One- Stop Operator and each partner agency. • Fully executed Resource Sharing Agreement outlining how services and operating costs of the local system will be funded; methodology for cost sharing and invoicing and payment processes. Provide in detail how the Local Workforce Board and Chief Local Elected Official will ensure that One-Stop Operator Agreement will be adhered to and the institutional controls that will be implemented to ensure adherence to the Agreement with respective roles and responsibilities of each party with respect of the operation of the One-Stop system. The Local Workforce Investment Board (LWIB) began operating a comprehensive One-Stop Center in 1997. With the implementation of the Workforce Investment Act in Arizona in 2000, the Maricopa County Board of Supervisors designated Maricopa County Human Services Department as the Administrative Entity and Fiscal Agent (under the direction of the LWIB). A Human Services Finance Department staff member attends all of the regularly scheduled meetings of the Local Board. The Board of Supervisors, acting as the Grant Recipient, enters into an agreement with the Arizona Department of Economic Security. The Board of Supervisors must be a signatory to the WIA contract with DES in order to receive WIA funds. The Board of Supervisors then enters into a Chief Elected Official and Local Board Partnership Agreement which delineates the particular roles and responsibilities of each partner. The Partnership Agreement designates the Administrative Entity and Fiscal Agent roles. In its role as the Administrative Entity and Fiscal Agent, MWC agrees to adhere to the policies, operations, and administrative systems as promulgated by the State and Federal Governments. This includes the new policies that support functional integration, program alignment, and seamless service in a One-Stop environment. The LWIB and MWC are committed to aligning those services outlined in the Act and providing seamless service in the Comprehensive and Affiliate sites in Maricopa County. This will be accomplished by meeting with the major partners, such as the Wagner-Peyser Program, and working through issues that may be hindering functional alignment. MWC will also designate members of its staff as a Quality Assurance Team to regularly monitor adherence to federal and state policies and regulations. Additionally, the State of Arizona Administrative Entity will provide monitoring of program and fiscal compliance matters. MWC, under the direction of the LWIB will continue to provide an annual fiscal and compliance audit according to Generally Accepted Accounting Principles. The LWIB has designated MWC as the One-Stop Operator for the Comprehensive Center as required by the Act and its regulations. The operator has been designated following an agreement with 3 partners as outlined in the Act. The operator agreement will outline the roles and responsibilities of the entity chosen to operate the One-Stops in MWC County. The One-Stop Operator will then develop and execute Memorandums of Understanding with the partner agencies in the local area. These MOU’s will spell out the respective roles and responsibilities of each party with respect to the operation of the One-Stop system. K: Agreements, Policies and Procedures Describe the monitoring process and oversight criteria and procedures utilized to move the workforce investment system toward the Local Workforce Area goals. The monitoring process begins with the identification of goals that the LWIB will institutionalize in order to move the system toward integration, functional alignment, and seamless service. Once those goals are identified, they will become part of the goals of the Request for Proposal (RFP) process that the Local Board will utilize to procure service providers. The LWIB will then task its monitoring and procurement team with monitoring the progress of service providers in the functional alignment and integration process locally. Failure to adhere to the Local Workforce Area Goals may lead to reduction or cancellation of service provider contracts. The LWIB will also request updates to the functional alignment and integration activities with partners in the local area at its regularly scheduled meetings. The LWIB will utilize the policies developed by the Workforce Arizona Council and the Department of Economic Security as its oversight criteria. Describe how the Local Workforce Area identifies areas needing improvement and any processes in place to address identified deficiencies. The MWC Staff of the Local Board will continue using Customer Service Quality Improvement Techniques. If there is a problem identified that affects customer service or performance, the staff usually engages in a process improvement strategy. This strategy identifies a problem to be solved and the Executive Team identifies a Team leader and members of a cross functional nature. A sponsor from the Executive Team is identified to assist the team overcome any internal roadblocks. The Team is then asked to develop a Mission statement. Following the development of the Mission statement, the Team goes to work getting to the root causes of the problem and develops alternative solutions for presentation to the MWC Director. The Team then meets with the Director and makes their presentation. The Director can choose to accept the Team’s recommendation, reject the recommendation, or ask for some minor changes in the recommendation. Then the recommendation is implemented. Process Improvement Teams have functioned quite well for the local board. They engage staff and provide “ownership” for front line staff who understands the root causes of operational problems much better than those in management. The Local Board will also entertain suggestions from partners or outside groups that identify problems with Customer Service or performance issues. These suggestions or issues may arise from local business partners, education agencies, community based organizations, economic development organizations, or Chambers of Commerce. Provide a copy or a URL link to all local operational and programmatic policies. http://myhsd.maricopa.gov/Divisions/Workforce-Development.aspx L: Complaints and Grievances L: Complaints and Grievances Each local area, and direct recipient of funds under title I of WIA, except for Job Corps, must establish and maintain a procedure for grievances and complaints. In addition, Local Workforce Areas must provide information about the content of the grievance and complaint procedures to participants and other interested parties affected by the local Workforce Investment System, including One-Stop partners and service providers Describe in detail the Local Workforce Area’s process, procedures and local policy to address formal and informal complaints from job seekers and business customers. L: Complaints and Grievances The Discrimination Complaint Process outlines the process for WIA participants that have complaints that are discriminatory in nature. The policy provides the procedures required for prompt and equitable resolution when any person or specific class of individuals files a complaint that he/she has been or is being subjected to discrimination. This regulation identifies the grounds or basis upon which a discrimination complaint may be filed. The MWC Center Complaint Process defines the process for receiving, reviewing, documenting and acting on customer complaints, excluding alleged discrimination (see Discrimination Complaint Policy and Procedures) or denial of WIA training funds (see Grievance Process for non-discrimination complaints). A customer complaint is defined as any written or verbal communication from a customer that is addressed to any staff member or partner that expresses dissatisfaction with a service provided by MWC and requires further investigation and possible corrective action. Complaints include, but are not limited to, staff interactions, technology or facility issue and quality of service. Responsibility: 1. The center manager has the responsibility to review each complaint in accordance with this procedure and ensure appropriate action is taken. 2. Center managers are to ensure that all employees and partners are properly trained on this procedure. 3. All employees and partner staff have the responsibility to understand and implement this procedure. Process Description: 1. Any MWC employee or partner staff can receive a customer complaint. Phone calls, faxes, e-mails, letters and interpersonal conversations are all forms of customer complaints. 2. The person who receives the complaint will email/deliver the following information in writing to the center manager by the end of the same business day: a. A brief summary of the complaint, including causes and actions taken b. Any supporting documents c. The name and contact information of the complainant. 3. In the event that the center manager is unavailable, such as on leave, the responsibilities of the center manager in this policy will fall on the second in command. a. Within two business days of receiving the complaint, the center manager will: b. Complete an initial review of the complaint and, if applicable, contact a partner supervisor to work with the center manager to resolve the complaint. c. Request any necessary additional information from the staff person communicating the complaint. d. Document the complaint in the customer complaint log. 4. Gather information needed for the resolution of the complaint from the complainant. 5. The center manager will review the information, interview pertinent persons, and communicate the findings to appropriate partner supervisors before making a determination regarding the complaint and any necessary plan of corrective action. L: Complaints and Grievances 6. The center manager will inform the complainant and all other pertinent parties of the resolution of the complaint within seven working days of the complaint. 7. The center manager will ensure that any plan of corrective action regarding the complaint is implemented in a timely manner, and that documentation of corrective action is added to the complaint file. 8. All records of the complaint, including supporting evidence, will be maintained on site for six years from the date of receipt Describe in detail the Local Workforce Area’s process, procedures and local policy to address formal grievances from job seekers and business customers and training providers. The same process as outlined above is used for job seeker and business customer complaints. MWC has established a process for Training Provider complaints that applies only to the appeals of training providers to Maricopa County Workforce Board based on the denial of a provider’s application for initial listing on the Statewide Eligible Training Provider List (ETPL). 1. A provider requesting to appeal a decision rendered by Maricopa County Workforce Connections; MWC staff representative, must submit an appeal to the LWIB within thirty (30) days of the issuance of the denial notice. The appeal must be in writing and include a statement of the desire to appeal, specification of the program in question, the reason(s) for the appeal (i.e. ground), and the signature of the appropriate provider official. 2. Upon receipt of appeal letter from the provider, the designated MWC approval authority will schedule a hearing with the appealing provider. 3. The scheduled meeting will allow both parties; MWC representative and the appealing provider to present oral and written testimony under oath; to call and question witnesses; to present oral and written arguments: to request documents relevant to the issue(s) and to be represented. A final decision will not be made at this time. 4. A final decision will be provided to the provider within 60 days of the receipt of the appeal. This period includes a hearing if it is requested by the provider. Describe and provide a copy or electronic link to the local programmatic policies for the delivery of integrated services as described in the Local Business Plan. The LWIB is in compliance with Workforce Investment Act Section 184(f), Workforce Investment Act Interim Final Rule §667.600, and the WIA Guidance Letter #06-06 and #07-06, under Title I of the Workforce Investment Act, must establish and maintain a procedure for grievances and complaints according to the requirements of P.L. 105-220 and its related regulations contained in 20 and 29 Code of Federal Regulations (CFR). Nothing in these procedures precludes a grievant or complainant from pursing a remedy authorized under another Federal, State or local law. Appendices The LWIB’s utilizes its online website to provide links to the EO is the Law and Problem Resolution procedures to disseminate pertinent local programmatic polices. In addition, the identity of the EO Officer is posted in prominent locations in the Career Center and affiliate and satellite sites. All level of recipients, including WIA registered individuals, are provided information on the EO is the Law and Problem Resolution with detailed explanation and instructions on how to file a complaint or grievance. Appendices UNDER CONSTRUCTION