WIA Local Plan - Workforce Development Board of South Central

Transcription

WORKFORCE INVESTMENT ACT LOCAL PLAN
Workforce Development Board of South Central Wisconsin
Date Submitted: Final Submitted December 1, 2011 – Amended 013112 – Amended 053112
– Amended 022813 – Amended 011515
[ 3513 Anderson Street, Suite 104, Madison, Wisconsin, 53704 ]
[ Tel: 608.249.9001 Fax: 608.249.9356 Web: www.wdbscw.org ]
TABLE OF CONTENTS
Abstract for the Council on Workforce Investment……………………………………………………3
Workforce Plan: Part I…………………………………………………………………………………...5
Policy Compliance: Part II……………………………………………………………………………..34
Administrative Services Compliance: Part III………………………………………………………..91
Attachment A
Attachment B
Attachment C
Attachment D
Attachment E
Attachment F
Attachment G
Attachment H
Attachment I
Attachment J
Attachment K
Attachment L
Attachment M
Attachment N
Attachment O
Attachment P
Attachment Q
Attachment R
Attachment S
Attachment T
Attachment U
Attachment V
Attachment W
Attachment X
Attachment Y
Attachment Z
Attachment AA
Attachment BB
Attachment CC
Attachment DD
Attachment EE
Attachment FF
Attachment GG
Attachment HH
Attachment II
Attachment JJ
Attachment KK
WDBSCW Regional Business Services Plan
Memorandum of Understanding
One-Stop Comprehensive and Affiliated Sites
Local Technical Assistance Training
Universal Access Procedure
UI and Re-employment Services Coordination
Trade Adjustment Assistance Procedure
Rapid Response Coordination Procedure
Priority of Service Policy
Veterans Priority of Service Policy
Policies on Eligibility beyond Core Services
Self-Sufficiency Policy
Supportive Services & Training Payment Policy
Follow-Up Services Policy
Needs Related Payments Policy
Local Service Area Coordination Policy
Training Eligibility Policy
ITA Policies
ITA Monitoring
OJT Policy
Ten Youth Program Elements Policy
List of Youth Providers
List of Youth Council Members
Performance Measures: Performance Improvement Plan SelfAssessment Survey
Performance Measures: Corrective Action Plan
Plan Review, Public Comment and Documentation
Assurance Letter and Signatures
Chief LEO Agreement/LEO Consortium/LEO Roster
WDB Membership and Conflict of Interest Statements
Debarment, Suspension, Ineligibility and Voluntary Exclusion and
Signatures
Lobbying Certification and Signatures
Organizational Chart and Other Information
Cost Allocation Plan
WDBSCW Policy on Gifts and Awards to Staff, Provides, and WIA
Adult and Youth Participants.
Quarterly Budget Information Summary
Career Pathway Trainings
WDBSCW OSO Agreement
2
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ABSTRACT
Overarching 2011 Workforce Priorities for the WDBSCW
Continue to support development of a highly skilled workforce that keeps our region’s
businesses competitive in a perpetually changing marketplace.
•
Support regional Industry Partnerships that are formed to ensure that employers in key
industry sectors can connect with each other, identify shared needs of industry and work
with partners to design new solutions that will solve identified problems. 1) Focus on precompetitive industry needs. 2) Coordinate efforts with economic development partners. 3)
WDB staff will support and lead industry engagement. 4) Focus on 4 cross sector topics –
worker pipeline, mature worker engagement and retention, local discussion with business,
educational offerings – labor market trends. 5) Increase business engagement with the One
Stop System.
•
Connect unemployed, under-employed and dislocated workers with the information and
training they need to enjoy high wage employment in high growth industries. 1) Organize
and fund Job Centers and the WorkSmart Community Access Points to support a Career
Pathway System. 2) Provide staff resources to help individual customers set clear plans to
successfully gain employment that leads to financial self sufficiency. 3) Continue the
development of supporting technology which improves customer access and communication
including interactive video conferencing, computer labs and other interactive technologies
such as Skype.
•
Invest in training opportunities connected to Career Pathways. Development and support
modular training opportunities that are offered in a more accessible and manageable format.
Modular training is educational courses offered in a modified format that helps unemployed
or working adults complete a credential or gain an associate degree through a series of
short-term coursework and training programs, generally from three to nine months long.
3
•
Continue the development of the “Middle College” Program and young adult engagement.
The Middle College provides students with the opportunity to earn a high school diploma
from their high school while taking college level classes on the technical college campus.
Unique features to advance the Governor's priorities and respond to a changing
economy.
A key element to the success of the Workforce Development Board of South Central has been
its long standing philosophy of partnership, collaboration and alignment as reflected in the
principles of the organization. We believe that our commitment to collaboration is instrumental in
supporting the pursuit of innovative solutions to our region’s workforce and economic
development challenges.
Career Pathway Academies (Partnership with Technical College) – The Academy structure is
comprised of stackable credentials built on a “Career Pathway platform” that delivers training in
modularized skill increments, on a flexible delivery and geographic instructional space.
Middle College Program – The Middle College program provides students who are separating
from their high school experience. The Middle College program (targeted to Junior high school
students) is an innovative new Career Pathway program that provides students with the
opportunity to earn a high school diploma while taking college level technical skill classes.
Students earn both high school and college credits. The program re-ignites the imagination of
the students.
Targeted High-Demand and Emerging Industry – The Workforce Development Board of
South Central Wisconsin will focus on the following targeted/high demand and emerging
industry sectors: Information Technology/ Business Technology (Cross Industry Sector),
Agriculture, Health Care, Manufacturing, Construction and the Trades/Renewable Energy and
Biotechnology.
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WORKFORCE PLAN: PART I
A. Overarching Workforce Priorities
Summary of the Workforce Development Board of South Central Wisconsin’s
(WDBSCW) Vision, Principles and Goals
Our vision is to build public and private partnerships that support innovation and excellence
in workforce development.
Principles: We dedicate time, talent and financial resources on:
1. Collaboration
Facilitate the bringing together of leaders from diverse sectors that are dedicated to
developing collaborative partnerships and solutions to maximize resources.
2. Flexibility and Innovation
Assure that the workforce development system maintain flexibility and innovation to
deal with both economic growth and downturns.
3. Innovation
Work to discover and create more effective processes, technologies, and
ideas/strategies that will benefit job seekers, partners, businesses and the region’s
communities.
4. Regionalism
Promote regional economic opportunities for the workforce that also responds to
local needs and assures equitable allocation of resources throughout the region.
5. Customer Focus
Support a customer – driven system that develops a highly qualified workforce by
focusing on employer and employee needs and anticipates and aligns resources to
meet those needs.
6. Fiscal Integrity
Maintain fiscal integrity.
7. Valuing people
Value people as our region’s greatest asset.
Goals
1. Work as a system to effectively organize resources to deal with the expanded need
for services due to the economic downturn.
2. Ensure access to Workforce Development Board Sponsored programs through a Job
Center design that:
o Targets disadvantages and dislocated adults and youth.
o Maximizes community access.
o Maintains a versatile field staff that is cross trained and able to respond to
sudden increased in service demand.
3. Target resource investments to:
o Training and retraining that are build on a Career Pathway framework for
disadvantage, dislocated, emerging and incumbent workers.
o Support the development of partnerships/sector teams (based on evidence of
labor demand) and technology to increase capacity of the system as a whole
and to respond to regional sector priorities.
5
Develop industry partnerships that will work to expand the One Stop
System’s ability to understand and respond to our region’s workforce needs.
4. Strive for continuous improvement including:
o Continuing to use data to measure success and prioritize funding based on
outcomes,
o Indentifying new resources to dedicate toward strengthening the ability of the
workforce, education and economic development partners to respond to the
needs of region’s workforce.
o Incorporating best practices within the region, state and country.
5. Continue to develop an effective Board that values partnership, enables workforce
development and creates positive economic change by maintaining cross Board
membership between the Workforce Development Board and Thrive (the regional
economic development entity) and other local economic development groups.
o
1. Describe how and what the WDB will do to implement each goal;
The role of the Workforce Development Board of South Central Wisconsin (WDBSCW)
is to build bridges and forge partnerships that strengthen the workforce. We are driven
to deliver solutions that work for businesses, workers and communities. We support the
global economy yet retain a quality of life that forms the foundation of an area in which
profitable businesses want to locate and skilled workers want to live.
•
Improving the alignment between the skills needed by private sector employers and
the education and job training systems that provide the pipeline of workers;
Essential to improving alignment between the workforce skill needs of the private
sector employers and the training and services provided by the education and
workforce training system to develop a pipeline of workers is the development of
industry partnerships within the region. Industry partnerships provide just in time
engagements between employers, education, economic development and workforce
system partners. The South Central region’s workforce system partners support
industry sector teams that convene throughout the year to discuss their industry
needs and build an ongoing engagement to help the workforce system partners
understand what changes are occurring within their industries, including what skills
are needed for their future workforces.
The South Central region supplements the industry engagement with data from
EMSI, the State labor economists and other researchers throughout the region, state
and nation.
The product of industry engagement and deep understanding of the data that drives
the region’s economies is the development and delivery of Career Pathway training
systems. The WDBSCW invests approximately 40% of the available Workforce
Investment Act funds into training in high demand and high growth skill areas. The
training is provided primarily through the two technical colleges in the region –
Madison College and Moraine Park Technical College and is augmented by other
Individual Training Account Providers.
•
Coordinating federal and state economic and workforce development funds to target
resources more effectively, and to explore options such as federal waivers that
support innovative solutions;
6
The WDBSCW has a strong tradition of leveraging all funds available to prepare the
region’s workforce. The Board carefully matches the WIA funds to support a robust
One Stop System and aggressively seeks federal and other funds to increase
capacity and effectiveness.
The Board has partnered with the State of Wisconsin in seeking waivers to help
support more effective uses of resources. Currently, the Board holds a waiver to
provide training to incumbent workers who are employed within a company that is
threatened with downsizing if the incumbent workforce cannot increase its skill base.
•
Designating specific employment sectors for priority spending based on regional
sector strategy priorities and sufficient evidence of labor demand;
Advanced
Manufacturing
Information
Technology
Agriculture
Sectors
Healthcare
Biotechnology
Energy/
Trades
Driver Sectors: Advanced Manufacturing, Agriculture, Energy/Trades,
Healthcare
Emerging Sectors: Biotechnology, Information Technology
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Note: The driver and emerging sectors identified above each encompass many
clusters of career pathways, including business services. While we do have
priority sectors, we will continue to support trainings that have a cross sector
application.
See Section C for a detailed description of the supporting Labor Market
information which supports our region’s selected sectors.
•
Improving sector alignment of mutual purposes by requiring each Economic
Development Board to have a Workforce Development Board representative;
The WDBSCW and Thrive have had mutual board appointments since Thrives
inception. The following Board members serve on both the WDBSCW and Thrive
Boards – John Bales, Ed Clarke, and Dave Boyer. Additionally, we have Economic
Development Directors from two of the six counties serving on the Workforce
Development Board of South Central Wisconsin representing Sauk County and
Columbia County. Those individuals include – Gene Dalhoff and Nancy Elsing. The
Board staff also serves as a member of the Economic Development Professionals
group which represents 22 economic development entities.
•
Improving accountability and transparency in order to measure success and prioritize
future funding based on outcomes; and,
The WDBSCW has strong accountability measures in place at the current time. The
Planning and Development Committee of the board has, as one of its charges, to
review the performance of WDB programs. While the committee and the WDBSCW
review the federal performance data annually, the committee goes far beyond in
reviewing locally tracked, real time data as indicators of programmatic trends, cycles
and outcomes regularly. The staff to the Board regularly reports on real time
information and engages the committee in discussion regarding:
o Volume of individuals participating in various levels of program
engagement (orientation, enrollment, advising)
o Volume of individuals utilizing Access Points
o Volume of individuals participating in various levels of program activities
(job search, training, placement, follow-up)
o Types of training and employment engagements
o Earnings of participants being placed to employment, industries,
occupations, wages and relevance to training
Such reports are important to give formative evaluation information to the Board so
that changes in programs and policies can be made in response to data. While the
federal outcome data provides important summative information, the Board attempts
to gauge the success of their programs and policies in a real time basis. As a result,
at the Board level, local funds are prioritized based on outcomes. The Board has a
strong record of identifying weaknesses, modifying procedures and priorities and
securing positive outcomes. All of these changes are made publicly and in a
transparent way and are evaluated on an ongoing basis.
The Board also follows the same accountability policies and procedures with regard
to the many federal grants received. These funds come with strong outcome and
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assessment criteria, as well as frequent federal audits all of which document the
strong results based philosophy of the Board.
•
Researching and incorporating best practices from other states to support an
effective, well-coordinated programming system that is in line with federal
requirements.
The WDBSCW maintains an ongoing relationship with the Council for Adult and
Experiential Learning (CAEL), Center for Law and Social Policy (CLASP), National
Skills Collation and Jobs for the Future (JFF) who provides ongoing technical
assistance and access to best practices throughout the country to ensure a well
designed and effective system.
2. Identify if the WDB will take a leadership role, or, in what manner the WDB will be
engaged;
All of the initiatives described above are part of ongoing WDBSCW
practices. WDBSCW will continue to take the leadership role that it has provided in the
past. However, a key element of the success of the WDBSCW has been its long
standing philosophy of partnership, collaboration and alignment, which are also reflected
in the Principles of the organization. As an example, it is widely recognized that the
relationship between the WDBSCW and the technical colleges is viewed as a model
state wide. Similar strong collaborations exist with Thrive, economic development
partners, k-12 systems, community based organizations, staffing agencies and other
workforce entities.
3. Identify how the WDB will measure the progress of the above activities to attain these
goals, and any evaluation methodologies;
All federally funded grants and allocations have inherent goals and evaluation measures.
The assessment and evaluation role of the Planning and Development Committee has
been previously described including examples of the real time monitoring utilized to
assess and manage the regional program. See Section A1 bullet stating “improving
accountability and transparency in order to measure success and prioritize future
funding based on outcomes.”
4. If the WDB had WIA-related state set-aside and/or incentive funds, what top three
activities would the WDB pursue?; and,
•
•
•
•
Support regional Industry Partnerships that are formed to ensure that employers in
key industry sectors can connect with each other, identify shared needs of industry
and work with partners to design new solutions that will solve identified problems.
Connect unemployed, under-employed and dislocated workers with the information
and training they need to enjoy high wage employment in high growth industries.
Invest in training opportunities connected to Career Pathways.
Continue the development of the “Middle College” Program and young adult
engagement.
5. List any other recommendations that would assist the State in meeting these goals.
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None at this time.
B. Workforce Investment Description
1. Briefly "identify the workforce investment needs of businesses, jobseekers, and workers
in the local area," and how these needs were identified. [118(b)(1)(A); 20 CFR §661.350(1)]
The following information was gathered at a combination of luncheons with industry
members, Board members and peers, as well as conversations with individual sector
teams.
Businesses
The resounding theme from industry is that they must have a skilled workforce to stay
economically viable and competitive. Businesses also state that for the most part the
new workers applying for jobs do not have the basic and technical skills required by
industry.
Overarching theme on needs:
• Applied Basic skills courses to help workers master foundational knowledge in areas
such as math, writing, terminology and computers within the industries context.
• Technical skills courses focused on transmitting job-specific knowledge applicable to
the industry sector such as laboratory technicians or CNC operators and
programmers.
• Training provided in ways that are convenient and easily accessible from the
perspective of employers – flexibility in course scheduling, location, and format.
• Opportunities for firms to connect with one another to exchange ideas and share
best practices and develop solutions to their workforce challenges.
Job Seekers
Workers want to be sure that training content is applied and has an immediate benefit in
the workplace. Job seekers also express that course content must help to strengthen
basic academic/employability skills.
Job seekers characteristics are driving their needs.
• Increasingly more diverse.
• Lower basic skills – 60% of the students seeking admission to the technical college
system do not have adequate math knowledge to do the required college level math,
30% of the students seeking admission cannot perform the communications skill
required.
• Increased number of persons who do not speak English.
Incumbent Workers
As part of our service feedback we continually ask Industry Partners (employers and
workers) what their workforce needs are:
• Desire to develop the kinds of skills best suited to their own and their employers’
needs.
• Have access to training opportunities that make it easy to participate in training.
• Be sure that training content is built so that the worker will benefit from training in
tangible ways – learn skills needed on their current job.
• Need training opportunities that help to refresh existing skills.
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•
•
•
•
Need the opportunity to learn skills that would help them to obtain a promotion or
raise including problem solving, conflict resolution, organization, communication, and
facilitation.
Workers need to gain confidence in their computer and writing skills.
Learn new technological processes in modern manufacturing.
Enhance skills to support the potential for promotion into supervisory jobs at their
workplaces.
Additionally, the Workforce Development Board of South Central Wisconsin
administered two surveys in fall 2011. The following results reflect needs expressed by
industry/sector partners as well as job seekers.
Summary: 77 employers responded. One third of the employers stated that their number
of workers had increased. Over 40% has expressed difficulty in recruiting. Of those
employers, over 50% inter-city and rural expressed difficulty in recruiting qualified
workers. Also, 44% of the employers stated there was a skill gap within their
organizations.
Lacking Skills Amongst Current Workforce:
Number of Companies Citing Skill Gaps
Somewhat Lacking Skills
Lacking Skills
Process and project management skills
Sales skills
11
5
Technical/IT/system skills
9
Communication/interpersonal skills
14
22
7
Customer service skills
22
6
Managerial/supervisory skills
15
8
Professional or industry-specific skills
14
7
Basic skills (the traditional building blocks of business-level
competencies)
17
5
Leadership/executive-level skills
16
8
0
11
15
9
5
10
15
20
25
Skills Lacking Amongst Pool of Available
Workers/Candidates: Number of Companies Citing Skill Gaps
Somewhat Lacking Skills
Lacking Skills
Process and project management skills
15
9
Sales skills
11
5
Technical/IT/system skills
9
Communication/interpersonal skills
14
22
7
Customer service skills
22
6
Managerial/supervisory skills
15
8
Professional or industry-specific skills
14
7
Basic skills (the traditional building blocks of
business-level competencies)
17
5
Leadership/executive-level skills
16
8
0
5
12
10
15
20
25
Importance of Workforce Issues
as Part of Company Strategic Planning
1
Access to workforce pipeline
(alignment of industry skill needs
to the education/training systems
to provide a pipeline of workers)
7
18
16
9
3
7
Leadership transition (transitioning
the aging workforce)
13
20
9
1
Leadership development
(preparing the next generation of
workers for leadership)
Not Important
3
12
16
Neither Important or
Unimportant
21
Important
11
Workforce reduction
4
0
15
Very Important
14
Extremely Important
2
5
Reducing high workforce turnover
7
16
0
0
Recruitment and retention
0
4
5
13
20
16
10
15
20
32
25
30
35
Top 4 Barriers Preventing Job Seekers
from Gaining Employment
Number of Job Seeker Responses
Lack of recent work history
23
Low computer skills/literacy
25
Education/skill level
32
53
Age
0
10
20
30
40
50
60
Top 8 Areas that Job Seekers
Expressed Need for Assistance
Developing a resume
29
Learning how to find a new job
35
Understanding how my skills and
experience relate to new jobs
41
Finding what jobs are available
43
Finding high-growth, high-wage jobs using
labor market information
44
Deciding which school/training would be
best suited for me
46
Improving my interviewing skills
51
Deciding what jobs are a good fit for me
51
0
14
10
20
30
40
50
60
Top 10 Industries in Which Job Seekers
are Seeking to Gain Employment
Other Services (except Public
Administration)
14
Health Care and Social Assistance
23
Educational Services
14
Administratrive and Support and Waste
Management and Remediation Services
14
Transportation and Warehousing
24
33
Manufacturing
Construction
23
Utilities
14
Mining, Quarrying, and Oil and Gas
Extraction
19
Agriculture, Forestry, Fishing and Hunting
16
0
5
10
15
20
25
30
35
2. Briefly describe the WDB's employer linkages per the WIA provisions.
In September 2011, the WDBSCW adopted the following strategies to strengthen
employer engagement.
1. Industry Partnership Efforts
a. Maintain Sector focus without formal membership structure
i. Focus on pre-competitive industry needs
ii. Formalize if/when industry requests
b. Coordinate efforts with Economic Development partners
i. Jointly offer activities and utilize established networks
c. WDB Staff support and lead industry engagements
i. Redesign of Director of Field Operations position to support industry
sector engagement
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ii. Other WDB Staff continued engagement and support
d. Focus on 4 cross sector topics
i. Worker Pipeline (young and emerging workers)
ii. Mature Worker engagement and retention
iii. Local discussions with business
iv. Educational offerings to industry and community partners (webinars,
labor market trends)
2. Increase business engagements with One Stop System
a. Engage staff in conversations to learn and apply new engagement strategies
within their customer interactions
b. Engage business in training package creation and scheduling
c. Collaborate efforts to support economic development partner efforts
The Workforce Development Board will maintain its commitment to working strategically
on a sector platform that engages, aligns and support other business partnership efforts
within the businesses in the region. We will do this whenever possible in the context of
working with companies within industry sectors. We have found that our most effective
efforts to date have been within the context of sector work with a specific focus of
helping companies work in their pre-competitive space. Pre-competitive work space
focuses on the industry needs that are beneficial to a sector as a whole and is needed to
keep the entire industry competitive in a regional, national and global market.
We have changed the implementation strategy by assigning the WDBSCW’s Director of
Field Operations to support the sector work and the System Staff engagements in these
efforts. Key themes include:
• Support sector work
• Support engagement of the region’s businesses in the Board’s Middle College
work and other activities that help to grow the pipeline of future workers (aligns
with Youth Committee efforts).
• Support the discussion of the impact and strategies for industry to manage and
engage a mature workforce
• Work with Partners and the Board staff to deliver regular webinars and
discussions on workforce trends.
• Assist in developing and enhancing participant services and training design
elements.
Strategies for Implementation
Audience
Regional Businesses
WDBSCW Member, local
businesses and Economic
Development Partners
Sector Teams
One Stop System Staff
Activity
Speakers on topics that the
partners need
Small Local Group Discussions
How Often
Once per
year
Quarterly
Sector Development and
Support
Topics are driving trends within
the labor market or economic
trends such as aging workforce
Planned
Schedule
Monthly
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WDBSCW Members and
Partners
Development Partners and
One Stop Staff
Development Partners
or major activity in a specific
market.
Webinar and/or ITV– brown
bag
Tours of local business
Create a feedback loop of
topics
Quarterly
Monthly
On-going
3. Provide highlights of your Business Services Team (as required in the Comprehensive Job
Center Standards) and list the membership with their organization representation:
a. In general, how are you working with businesses?: Identify key activities and the WIA partners
who actively, collaboratively participate in these activities; and
At the field level, the WDBSCW approved the implementation of a subcontracted position, the
Business Engagement Liaison. The Business Engagement Liaison serves as the critical
connection between the regional business community and the workforce development system to
ensure continuity and communication of the needs and resources available to support workforce
preparedness in our region. The Business Engagement Liaison is responsible for establishing,
growing and maintaining relationships with businesses within the Workforce Development Area,
in accordance with the Workforce Development Board of South Central’s (WDBSCW) strategic
goals, by both communicating with existing industry and/or business relationships and identifying
new opportunities. The position has two separate and distinct general responsibilities:
o Developing the business and industry referral relationships of the workforce development
system throughout the region, in accordance with the Workforce Development Board of
South Central Wisconsin’s strategic goals.
o Facilitating the quality matching of the WorkSmart (WIA) system customers to appropriate
employment opportunities available through established or new business engagements.
These employment engagements may include job development, job matching, OJT,
Transitional Job, work experience engagements and internships. Additionally, the Business
Engagement Liaison’s work is supported by a regional team of Employment and Retention
Specialists.
b. Attachment A Attach a copy of the WDB's regional Business Services Plan, and identify
who, including workforce partners, participated in the development of that Plan.
See Attachment A – WDBSCW Regional Business Services Plan
c. Describe how the Business Services Team coordinates with business services
activities of partners, especially Job Service and Vocational Rehabilitation.
Both Job Service staff and Vocational Rehabilitation staff are a part of our business
services team discussion. Other essential partners will be engaged as the team
continues their work into the future.
4. Career Pathways: Identify what sectors, programs/courses, and where they are being
provided. Describe how the WDB intends to expand career pathways and other similar
models. If career pathways training is not available for youth and adults within the WDA
at this time, list top action steps in concert with WTCS to develop career pathways, and
an anticipated timeline as to when career pathways will be incorporated into the WDB's
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service delivery. Identify other strategies the WDB is using for participants to be
competitive in the job market to train-up for the next level of prospective employment.
The WDBSCW has been able to successfully develop a Career Pathway training
platform in coordination with our Technical College partners. Our work has been
targeted at our driver industries and occupational skill sets with a cross industry
application. The colleges have helped to break down their programs into shorter
modules, align the training modules to build/stack upon one another, as well as create
diagrams that help communicate and educate staff, advisers, students and participants
(see Sample below and Attachment JJ).
These trainings are offered based on data and industry guidance. Career Pathway
trainings are not all available at any given time, but are offered based on industry
need. While this work has been developing in our region for about 10 years, in 2009 and
2010 the WIRED funds provided the colleges the opportunity increase infrastructure to
expand offerings. WIRED allowed for the expansion of programs, courses, technology,
faculty development as well as institutional alignment. More recently we have been able
to increase the scale and reach of these offerings by increasing the sectors as well as
the training locations. Career Pathway training is now being offered at the Madison
College Truax and regional campuses. During the past year we have been working with
the college to incorporate into the college offerings to the public and to align Federal
Financial Aid resources to financially support students engaged in these
trainings. Madison College has also secured other grant funds and is offering training
built on this platform. This increased financial support allows for increased flexibility and
range of offerings as they are less reliant upon WIA resources.
As we look to the future we anticipate continuing our efforts to provide these Career
Pathway trainings in non-traditional formats. These formats may include weekend and
evening formats. We feel this may be conducive to the incumbent workers who are in
need of or have the desire to continue skill development and career pathway
advancement without leaving the workforce. We also look to continue to work with
industry to understand how to align these offerings with their incumbent worker
development efforts such as tuition reimbursement. By increasing the financial sources
as well as the number of individuals engaging in these designs we can develop and offer
more advanced levels of trainings.
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Sample of Career Pathway trainings:
19
C. Sector Strategy Activities
1. Identify the WDB's current targeted high-demand industry sectors, how they have been
determined, and the evidence used to identify the labor demand.
The WDBSCW will focus on the following targeted/high demand industry sectors:
o
o
o
o
o
Information Technology – Cross Industry Sector
Health Care
Manufacturing
Construction and the Trades
Biotechnology
The region will continue to also provide skill development in Business Services which is
also an essential cross sector industry sector.
Skill Needs by Sector Concentration in the South Central Workforce Area
Note: This section concentrates on the skill specific portion of base knowledge, skills
and abilities. In the knowledge area which focuses on academic preparation the south
central region is focusing on training for jobs that require no more than an Associate
degree. In the ability area which focused primarily on the physical abilities of the job, the
trend that threads through all sectors and occupations is the need to manage physical
challenges that may be presenting themselves for the mature worker.
Information Technology is projected to be the leading growth industry into 2020.
However for the workforce system most information technology occupations require a
minimum of a bachelor’s degree which represents a very long educational path for many
One Stop System customers. However there are two occupational categories which
require an Association degree, capture a median wage of between $21 to $24/hr and
represent approximately 1,245 jobs by the year 2020. Computer support occupations
within the Information Technology industry are support occupations to all industries
within our region.
Summary of Jobs and Skill Requirements:
15-1041
Computer support specialists
15-1099
Computer specialists, all other
828
20
1,021
180
224
1,008
1,245
The competency data in this report is taken directly from the O*NET database.
Manufacturing as an industry is not projected as a growth industry from the perspective
of increased number of jobs generated over the next 10 years. The Manufacturing
Industry does however generate 22% of the earnings in the region and represents
65,837 jobs.
The following is a sampling of job titles that human resource representatives serving the
manufacturing industry have stated are the occupations that are most needed.
Occupations targeted:
• Team Assemblers
• Extrusion Operators
• CNC Program Operators
• Numerical Controlled Tool Programmer
• Maintenance Mechanics and Technicians
• Machinists
• First Line Supervisors
• Production Managers
The following opening projection represent regular growth projections but do not include
the nearly 50% retirement turnover that the industry is projecting. The worker retirement
impact will be felt most critically in the areas of CNC program operation, maintenance
mechanics and technicians, machinists, first line supervisory works and production
managers. The manufacturing industry has traditionally had to maintain a grow your own
worker development strategy. With the large volume of worker departure due to
retirements, the industry needs to work with the educational and workforce system to
create new timelines and strategies for worker education and skill development to attract
the available unemployed and underemployed workforce.
21
Sample of openings by occupation and corresponding skills:
SOC Code
Description
2011
Jobs
2016
Jobs
Openings
2011
Median
Hourly
Earnings
51-2092
51-1011
Team assemblers
First-line supervisors/managers of
production and operating workers
Machinists
Printing machine operators
Electrical and electronic equipment
assemblers
Computer-controlled machine tool
operators, metal and plastic
helpers, laborers, and material movers,
hand
Electromechanical equipment
assemblers
Welding, soldering, and brazing
machine setters, operators, and
tenders
Extruding and drawing machine
setters, operators, and tenders, metal
and plastic
Engine and other machine assemblers
Engineering technicians, except
drafters, all other
Numerical tool and process control
programmers
Electro-mechanical technicians
Total
4,357
2,783
4,138
2,638
519
193
$13.14
$23.59
1,862
892
833
1,756
837
835
134
115
109
$19.02
$15.55
$13.28
709
718
97
$16.64
501
497
51
$20.95
337
335
38
$13.07
316
289
50
$17.34
246
223
26
$14.47
141
96
127
98
15
13
$17.46
$23.09
99
88
10
$20.52
46
13,218
45
12,624
5
$18.53
$23.71
51-4041
51-5023
51-2022
51-4011
53-1021
51-2023
51-4122
51-4021
51-2031
17-3029
51-4012
17-3024
1,375
Skills needed within the identified demand occupations – Source: EMSI. ONET
Resource Center.
The following chart summaries the combination of required technical education,
knowledge, skills and abilities within the manufacturing jobs targeted. Information based
on combination of EMSI data and employer interviews.
Job Title
First Line
Supervisors
Average
Required
Education Level
Associate Degree
and or Post
Secondary
Credential
Most Important
Knowledge
Skills
Ability
Production and
processing ,
administration and
management,
mechanical,
mathematics,
personnel and
human resources,
customer and
personal service,
engineering and
technology,
psychology,
Monitoring,
coordination,
management and
personnel services,
active listening,
instructing, learning
strategies, time
management, reading
comprehension,
speaking, social
perceptiveness,
persuasion and critical
thinking.
Oral expression,
oral comprehension,
written expression,
deductive
reasoning. Written
comprehension,
inductive reasoning,
originality,
information
ordering,
22
English language
Mathematics,
Mechanical,
Design,
Engineering and
technology,
computer and
electronics,
production and
processing, English
Language, physics
Numerical
Controlled
Tool
Programmer
Associate Degree
Maintenance
Mechanics
and
Technicians
High School
Diploma plus post
secondary
certificate
Mechanical,
Design, English
language,
chemistry,
CNC Program
Operators
High School and
a post secondary
certificate
Mechanical,
English language,
chemistry
,mathematics,
engineering and
technology,
production and
processing,
Psychology,
customer and
personnel service,
public safety and
security, Design,
Extrusion
Operators
High School
Diploma
Production and
Processing,
Mechanical,
English language,
customer and
personal services
Team
Assemblers
High School
Diploma
Production and
Processing,
Mechanical,
English language,
customer and
personal services
23
Mathematics, reading
comprehension, active
listening, equipment
selection, critical
thinking, installation,
learning strategies,
complex problem
solving, time
management,
coordination,
troubleshooting,
writing, programming
instruction, operations
monitoring
Operations
monitoring, operations
and control,
equipment
maintenance,
mathematics,
repairing, trouble
shooting, judgment
and decision making, ,
monitoring and
complex problem
solving
Operations and
control, quality control
analysis, operations
monitoring, learning
strategies,
mathematics,
equipment selection,
instructing, critical
thinking, monitoring,
reading
comprehension,
trouble shooting,
installation, operations
analysis, repairing
Learning strategies,
quality control,
instructing, equipment
selection, operations
monitoring, active
leaning, monitoring,
installation and
equipment
maintenance, critical
thinking
quality control,
monitoring, active
installation and
equipment
maintenance, critical
thinking
Visualization,
written
comprehension, oral
comprehension, oral
expression,
information
ordering, deductive
reason,
mathematical
reasoning, written
expression
Control precision,
oral comprehension,
category flexibility,
oral expression,
problem sensitivity,
information
ordering, written
communication
Control precision,
Information
ordering,
visualization, Oral
comprehension
Oral
comprehension,
Oral expression,
control precision,
information
ordering, inductive
reasoning, category
flexibility, written
expression. Time
sharing
Control precision,
information ordering
Note: Across all of the occupations targeted within manufacturing there are skill and
ability themes related to reaction time, eye vision – near and far, manual dexterity and
mental acuity. This helps us understand why many companies are concerned about their
worker aging out issues. Many manufacturing environment have a policy of mandatory
retirement at age 55 to 60 years. This is very problematic in the context that the industry
does not have a well established pipeline of educated and skilled workers.
The Health Care Industry and Social Assistance represents both a growth industry
and a staple for the region. The Health Care Industry represents 14% of the employment
and earning share of the region. Not all jobs in health care are high wage jobs, but most
do offer an access and opportunity within the health care industry care pathways.
License Practical Nurse through Associate Degree in Nursing
29-1111
Registered nurses
29-2061
Licensed practical and licensed vocational
nurses
Jobs
2011
2,653
Jobs
2020
2,775
$31.67
Associate's degree
342
341
$19.78
Postsecondary vocational award
2,995
3,116
Skills needed within the Health Care Industry by LPN through Associated Degree in
nursing grouping.
Data source: US Department of Labor/Employment and Training Administration ONET data
24
Sample of Health Care Industry Technician and Technologist Occupations
Jobs
2011
362
Jobs 2020
370
$12.48
29-2041
Emergency medical technicians and
paramedics
29-2012
Medical and clinical laboratory technicians
205
201
$20.34
Associate's degree
29-2034
Radiologic technologists and technicians
193
187
$25.73
Associate's degree
29-9099
Healthcare practitioners and technical
workers, all other
Healthcare technologists and technicians,
all other
Medical records and health information
technicians
162
165
$22.03
143
142
$21.96
140
140
$19.98
Associate's degree
29-1126
Respiratory therapists
131
138
$25.75
Associate's degree
29-2052
Pharmacy technicians
98
104
$13.80
Moderate-term on-the-job training
29-2055
Surgical technologists
90
93
$21.62
29-2053
Psychiatric technicians
52
50
$13.64
1,576
1,590
29-2099
29-2071
Skill needs for Health Care Technologist and Technicians. The sample below shows a
small sample of the technology and technician jobs available within the Health Care
Industry. The following is a summary of skill needs for people who pursue career
pathways in health care technology occupations.
Data source: US Department of Labor/Employment and Training Administration ONET d
Construction and Trades are also a staple in the South Central region’s economy,
representing 29,218 jobs. The South Central Region’s construction and trades industry
members have been active participants in the State of Wisconsin’s Sage efforts. Industry
members have engaged in conversation over 18 months analyzing the skill needs of the
industry. The following is a summary of their analysis.
25
The chart below reflects their ranking across these broad categories and within each
category as to the priority for specific skill development.
Foundational Skills
Safety Training
Drivers License/recovery
Construction Boot Camp
Basic Tool Usage
GED/HSED completion
Weatherization
Commercial/Residential
Weatherization
Basic knowledge and installation
Energy auditors
Skills to start who business
Teamwork, time and conflict
management
Customer Service
Competent Climber
Overview on Green Opportunities
Technical Skills
Utility
Solar Panel installation and
maintenance
Generation facility operation
Welding
Wind turbine operation and
maintenance.
Waste Water Management
Digester Operation
LED Lighting
Construction materials for New
Technologies
The above skills are targeted to 3 job categories that require a combination of the skill
needs articulated by the regional team.
Green Increased Demand
Occupations - jobs for which
there will be an increased
demand and not enough
workers when you consider the
5 year exit of 45% of current
workforce due to retirement.
Green Enhanced Skills - The
impact of green economy
activities and technologies
which will result in a significant
change to the work and worker
requirements of an existing
O*NET-SOC occupation.
Green New and Emerging
Occupations - The impact of
green economy activities and
technologies is sufficient to
create the need for unique
work and worker
requirements, which will result
in the generation of a new
occupation relative to the
O*NET taxonomy. This new
occupation could be entirely
novel or "born" from an
existing occupation.
Construction Carpenters
Helpers – Carpenters
Helpers – Installation,
Maintenance, and Repair
Workers
Rough Carpenters
Construction Laborers
Construction Managers
Electricians
Pipe Fitters and Steamfitters
Plumbers
Roofers
Sheet Metal Workers
Energy Auditors
Solar Energy Installation
Managers
Solar Energy Systems
Engineers
Solar Photovoltaic Installers
Weatherization Installers and
Technicians
Biotechnology: The Workforce Development Board of South Central Wisconsin
partners with BioForward to engage understand and support the skill needs for the
Biotechnology Industry.
The Biotechnology Industry truly represents an emerging industry within the region. The
goal of the WDBSCW is to work with BioForward members and the regions technical
colleges to understand what the entry skills and jobs are that will enable the region’s
workers to enter a career in the biotechnology industry.
26
Sample of jobs targeted:
SOC
Code
Description
194021
Biological
technicians
640
734
94
15%
292012
Medical and
clinical
laboratory
technicians
Healthcare
technologists
and technicians,
all other
Electrical and
electronic
engineering
technicians
Mechanical
engineering
technicians
Medical
equipment
preparers
Engineering
technicians,
except drafters,
all other
Total
664
711
47
645
695
492
292099
173023
173027
319093
173029
2011
Jobs
2020
Jobs
2011 State
Median
Hourly
Earnings
Education
Level
2.4
$14.73
Associate'
s degree
7%
1.32
$19.09
Associate'
s degree
50
8%
1.24
$20.34
502
10
2%
0.88
$23.92
Postsecondary
vocational
award
Associate'
s degree
389
391
2
1%
1.24
$22.24
Associate'
s degree
264
281
17
6%
1.04
$13.83
107
110
3
3%
0.94
$22.33
Short-term
on-the-job
training
Associate'
s degree
3,201
Change
3,424
Skills needed for the targeted jobs:
27
223
%
Change
2020
State
LQ
Agriculture: The Agriculture Industry is not just about planting and harvesting crops. The
Agriculture Industry economic vitality is due to the multiple subsystems that make up the
industry. The following chart provides a sampling of jobs within the Agriculture Industry that
move from crop planning, financing and production through food processing, management of
our natural resources and the technical and mechanical systems that support the Agriculture
economy.
28
The chart represents the 7 Agriculture Industry subsystems and jobs categories within the subsystems.
Agri Business
Systems
Agricultural Chemical
Dealer
Agricultural
Commodity Broker
Agricultural
Economist
Agricultural Educator
Agricultural Lender
Agricultural Products
Buyer - Distributor
Bank/Loan Officer
Dairy Herd
Supervisor
Entrepreneur
Farm Investment
Manager
Farm Manager
Farmer-Rancher
Feedlot Operator
Feed-Supply Store
Manager
Field
Representatives for
Bank, Insurance
Company or
Government
Program
Livestock Manager
Produce Commission
Manager
Sales Manager
Salesperson
Animal System
Agricultural
Educator
Animal Caretaker
Animal Nutritionist
Aquaculturalist
Artificial
Insemination
Technician
Dairy Producer
Equine Manager
Feed Sales
Representative
Livestock Buyer
Livestock
Geneticist
Livestock Inspector
Livestock Producer
Meat Science
Researcher
Physiologist
Poultry Manager
USDA Inspector
Veterinary
Assistant
Veterinarian
Wildlife Biologist
Environmental
Services
Chemical Engineer
Environmental
Compliance Assurance Manager
Environmental
Engineer
Environmental
Sampling and
Analysis
Scientist/Technician
Hazardous Materials
Handler
Hazardous Materials
Technician
Health and Safety
Sanitarian
Pollution Prevention
and Control Manager
Pollution Prevention
and Control
Technician
Recycler
Solid Waste Manager
Solid Waste
Technician
Toxicologist
Water Environment
Manager
Water Quality
Manager
Food Products and
Processing Systems
Agricultural
Communications
Specialist
Agricultural
Salesperson
Bacteriologist
BiochemistNutritionist
Bioengineer
Dietician
Food and Drug
Inspector
Food and Fiber
Engineer
Food Meal Supervisor
Food Processor
Food Scientist
Meat Cutter-Meat
Grader
Meat Processor
Meat Science
Researcher
Microbiologist
Produce Buyer
Quality Control
Specialist
29
Natural Resources
Plant System
Agricultural
Educator
Commercial
Fisherman
Ecologist
Fish and Game
Officer
Fisheries
Technician
Forest Technician
Geologist
Geology
Technician
Hydrologist
Log Grader
Logger
Mining Engineer
Park Manager
Pulp and Paper
Manager
Range Technician
Water Monitoring
Technician
Wildlife Manager
Agricultural
Educator
Agricultural
Journalist
Bioinformatics
Specialist
Botanist
Biotechnology Lab
Technician
Commodity
Marketing
Specialist
Custom
Hay/Silage
Operator
Farmer
Golf Course
Manager
Grain Operation
Superintendent
Green House
Manager
Plant Breeder and
Geneticist
Plant Pathologist
Rancher
Soil and Water
Specialist
Tree Surgeon
Power Structure and
Technical Systems
Agriculture
Applications Software
Developer/Programmer
Agriculture Diesel
Mechanic
Agriculture Electrician
Agriculture Engineer
Agriculture Equipment
Repair Technician
Agriculture Safety
Engineer
Automation Specialist
Computer Analyst
Database
Administrator
Electronic Systems
Technician
Equipment/Parts
manager
Extension Agents
Fork Lift Operator
GPS Equipment
Heavy Equipment
Maintenance
Technician
Information Lab
Sample of skills needed within targeted occupations with the Ag Subsystem Industries:
Computer Specialist and Surveying and Mapping Specialists
Veterinarian Technicians and Occupational Health and Safety Technicians
Sales Managers and Marketing Managers
Transportations and Production Managers
30
Data source: US Data source: US Department of Labor/Employment and Training Administration ONET version 13
2. Demand-sectors change based on the changing economy. Describe the methodology
used to determine if the existing sector should change, or if new sector strategies should
be developed. Identify any new sectors the WDB may intend to pursue.
The Workforce Development Board works with its economic development partners
including the Thrive the regional economic development entity to annually examine the
sector activity for the region. This work is supplemented by data analysis using EMSI,
conversations with the Center on Wisconsin Strategy, local business organizations
including Chambers of Commerce and the technical college business and faculty
advisory teams
3. What does the WDB do to ensure that the workforce skills needed by these highdemand industry sectors and other private employers are targeted for WIA-participant
training?
As reflected earlier, the WDBSCW maintains employer linkages through industry/sector
team work connected to the demand industries of the region. This work allows for
significant levels of engagement with business leaders to understand their trends and
plans associated with their businesses and respective industries. The WDBSCW
maintains a license to economic modeling software which provides historic and
predictive data on workforce related issues. This information is helpful in educating and
shaping the discussions with industry, partners and WIA participants. Industry
engagement also comes to bear on the training offerings and designs through the
Technical Colleges' Program Advisory Committees. Additionally, coordination with our
local economic development partners provides us a significant amount of access and
insights through their business expansion and retention survey and interview
process. This coupled with our WIA contracted staffs business engagements through
Job Fairs, job development and participant employment and retention contacts. All of
these engagements provide us insights and influence our WIA program design and
direction.
These various discussions significantly influence our engagements with our Technical
College partners as we schedule Career Pathway trainings. Together we reflect on
conversations as well as various data sources to determine what offerings are timely and
appropriate. The WDBSCW holds monthly meetings with the WIA’s contracted staff and
shares information learned, sector team developments and training schedules and
offerings. We also engage our WIA service providers and system partners in as many of
these conversations as possible. This allows for the WIA service providers to also share
the lessons learned with their co-workers as well as incorporate those lessons directly
into their delivery of services with participants. The inclusion of partners in our various
engagements has been beneficial as it allows partner agencies who may be working in
collaboration with WIA to adapt accordingly.
The WDBSCW has also contracted to have Career Advisors available to all WIA
participants. This staffs interface directly with WIA participants early in their program
engagement and maintain contract and activities with those customers exploring
training. The intent is to help individuals research the local labor market data to
understand the availability of jobs associated with the various trainings and establish a
plan to best connect participants. The training plan must be individualized based on the
31
experiences, abilities and needs of the individual. ITAs are established as appropriate
and may include Career Pathway trainings or participants may be equipped to
participate in a more traditional semester based technical diploma or associates degree
program. Regardless of their training path selection all of these industry discussion and
engagements have influenced the offerings available and Labor market data is used to
justify the investment of training resources.
4. How does the WDB mesh the workforce strategies/activities with the area's economic
development strategies/activities?
Our strategies and activities are fully integrated with our economic development partners
and we collaborate on an ongoing basis.
Our economic development partners are currently engaged in a wide variety of sector
initiatives. Moving forward we will assist and partner with them on these initiatives.
Partnership is an essential principle of our organization. We will also work to partner with
and provide staff support on business engagement strategies to include:
o Webinars
o Small group engagements
o Industry focused work groups and committee/council efforts
o Business expansion and retention visits
o Synchronist data collection and reporting
o Business site location visits
o Workforce reduction and lay-off aversion engagements
o Workforce transition and recruitment efforts
5. Describe any "regional planning and coordination."
[Governor's workforce goals: Improving the alignment between the skills needed by private sector
employers and the education and job training systems that provide the pipeline of workers; and,
"Improving sector alignment of mutual purposes" with economic development activity within the
WDAs.]
The Workforce Development Board is partner in Advance Now. Advance Now is a
strategic effort being lead by Thrive, the Madison Region’s 8 county economic
development entity. The goal of Advance Now is to systematically move the Madison
Region’s economy forward over the next 5 years.
The eight-month development process will engage citizens, as well as public- and
private-sector leaders from throughout the region, to define a shared vision for sustained
economic growth. The project will culminate in a detailed implementation plan that
includes tangible performance metrics, capacity assessments, and one-to-five year
action plans.
Four phases of Advanced Now (September 2011 through April 2012):
• Competitive Assessment: Analyzes the region's position in the economy using data
sources and feedback from key constituencies (Sept-Oct 2011).
• Target Cluster Analysis: Identifies the most important existing and emerging targets
to pursue (Nov-Dec 2011).
• Core Strategies: Combines research with action items aimed at addressing
challenges and capitalizing on opportunities for visionary growth (Jan-Feb 2012).
32
•
Implementation Plan: Includes capacity assessments, measurement tools, and oneto-five year action plans (Mar-Apr 2012).
After the report is completed the Workforce Development Board will utilize the results for
future efforts and alignment of resources.
The Board will also continue to work with the County Based Economic Development
Directors to support their planning efforts and alignment of resources.
33
POLICY COMPLIANCE: PART II
A. Labor Market Information
WDB’s are required to contact and work with their Local Labor Market Analyst on this
section of the plan. Identify the staff and their involvement in the development of this
section.
The following is a summary of the Labor Market profile for South Central Region.
1. Provide a detailed analysis of the regional economy, the labor pool, and labor market.
This analysis must include the following:
a. The composition of the economic base by industry.
Summary of earnings by sector:
Sector
Earnings(K)
Government
Manufacturing
Services
Finance
Visitors
All Other
Communications
Construction
Agriculture
Mining
$6,991,437
$5,387,229
$3,194,572
$2,499,394
$960,062
$1,231,821
$1,131,659
$400,855
$104,897
$53,136
Source: EMSI Complete Employment - 2011.2
Share of jobs by sector:
34
Earnings
%
28%
22%
13%
10%
4%
5%
5%
2%
0%
0%
EPW(K)
$48
$48
$42
$48
$27
$51
$50
$53
$37
$52
b. Industries and occupations that are expected to grow or decline by more than the
state and regional average in the short term and over the next decade ["the current
and projected employment opportunities in the local area" Sec.118 (b) (1) (B)]
Summary of region’s industries growth and decline projections through 2020.
NAICS
Code
Description
South
Central
51
Information
24%
4%
53
Real Estate and Rental and Leasing
16%
15%
61
16%
14%
54
Professional, Scientific, and Technical Services
14%
10%
62
Health Care and Social Assistance
14%
14%
71
Arts, Entertainment, and Recreation
14%
12%
52
Finance and Insurance
9%
11%
90
Government
3%
1%
42
Wholesale Trade
2%
3%
48-49
Transportation and Warehousing
2%
4%
23
Construction
0%
5%
44-45
Retail Trade
(1%)
(2%)
11
Agriculture, Forestry, Fishing and Hunting
(4%)
(3%)
31-33
Manufacturing
(7%)
(6%)
22
Utilities
(9%)
(2%)
5%
4%
Total
State of
Wisconsin
Summary of occupation – growth and decline by % comparison.
SOC
Code
Description
2011
Jobs
2020
Jobs
%
Change
State 2020
State %
Change
15-0000
Computer and mathematical science
occupations
13,773
16,295
18%
66,360
10%
39-0000
Personal care and service occupations
20,181
23,180
15%
154,917
14%
19-0000
Life, physical, and social science
occupations
Healthcare support occupations
occupations
Arts, design, entertainment, sports, and
media occupations
Food preparation and serving related
occupations
10,667
12,244
15%
35,457
11%
14,415
25,073
16,435
28,298
14%
13%
115,963
178,952
17%
11%
18,970
21,256
12%
101,354
10%
38,814
42,737
10%
252,853
6%
8,149
8,926
10%
49,507
10%
22,269
24,097
8%
130,608
4%
9,345
10,046
8%
50,121
1%
3,322
3,567
7%
19,169
4%
31-0000
29-0000
27-0000
35-0000
21-0000
37-0000
17-0000
23-0000
Community and social services
occupations
Building and grounds cleaning and
maintenance occupations
Architecture and engineering
occupations
Legal occupations
25-0000
Education, training, and library
occupations
33,190
35,509
7%
197,472
6%
49-0000
16,899
17,859
6%
119,467
3%
33-0000
Installation, maintenance, and repair
occupations
Protective service occupations
8,250
8,713
6%
55,461
2%
11-0000
Management occupations
43,172
45,327
5%
275,128
4%
35
41-0000
Sales and related occupations
43-1000
Supervisors, office and administrative
support workers
Office and administrative support
occupations
Military Occupations
43-0000
55-0000
45-0000
47-0000
53-0000
51-0000
Farming, fishing, and forestry
occupations
Construction and extraction occupations
Transportation and material moving
occupations
Production occupations
Total
66,935
70,118
5%
432,365
4%
3,755
3,907
4%
23,125
3%
74,381
75,455
1%
453,369
1%
2,164
2,168
0%
15,881
0%
3,723
3,723
0%
27,003
0%
20,993
29,631
20,899
28,947
0%
(2%)
136,146
222,131
3%
0%
39,414
37,470
(5%)
312,438
(3%)
554,747
588,450
6%
3,583,500
5%
c. Local industries and occupations that have a high demand for skilled workers, both
today and projected over the next decade.
Summary of occupational growth and decline by comparison of number of jobs.
SOC
Code
Description
2011
Jobs
2020
Jobs
%
Change
State
2020
State %
Change
43-0000
41-0000
Office and administrative support occupations
74,381
75,455
1%
453,369
1%
Sales and related occupations
66,935
70,118
5%
432,365
11-0000
35-0000
4%
43,172
38,814
45,327
42,737
5%
10%
275,128
252,853
4%
6%
51-0000
Management occupations
Food preparation and serving related
occupations
Production occupations
39,414
37,470
(5%)
312,438
(3%)
25-0000
Education, training, and library occupations
33,190
35,509
7%
197,472
6%
53-0000
29-0000
Transportation and material moving occupations
occupations
Building and grounds cleaning and maintenance
occupations
Personal care and service occupations
29,631
25,073
28,947
28,298
(2%)
13%
222,131
178,952
0%
11%
22,269
24,097
8%
130,608
4%
20,181
23,180
15%
154,917
14%
Arts, design, entertainment, sports, and media
occupations
Construction and extraction occupations
18,970
21,256
12%
101,354
10%
20,993
20,899
0%
136,146
3%
Installation, maintenance, and repair
occupations
Healthcare support occupations
Computer and mathematical science
occupations
16,899
17,859
6%
119,467
3%
14,415
13,773
16,435
16,295
14%
18%
115,963
66,360
17%
10%
19-0000
Life, physical, and social science occupations
10,667
12,244
15%
35,457
11%
17-0000
21-0000
Architecture and engineering occupations
Community and social services occupations
9,345
8,149
10,046
8,926
8%
10%
50,121
49,507
1%
10%
33-0000
43-1000
8,250
3,755
8,713
3,907
6%
4%
55,461
23,125
2%
3%
45-0000
Protective service occupations
Supervisors, office and administrative support
workers
Farming, fishing, and forestry occupations
3,723
3,723
0%
27,003
0%
23-0000
Legal occupations
3,322
3,567
7%
19,169
4%
554,747
588,450
6%
3,583,500
5%
37-0000
39-0000
27-0000
47-0000
49-0000
31-0000
15-0000
Total
d. Skill needs for the available, and projected high demand jobs ["the job skills necessary to
obtain such employment opportunities" Sec. 118 (b) (1) (C)]
36
Note: In preparing the Workforce Development Board of South Central Wisconsin’s
Labor Market section, the Board staff worked with Matias Scaglione, who provided
extensive data on the south central labor market needs.
Summary of skills need across sectors within the region.
• Conversations with Business
• Business found a new level of Lean
o Pushed the envelope on workers’ flexibility
• Needing workers with multiple skill sets
o Skills sets for positions are not the same
• Seeking workers with experience
o Many have gained new skills without application
• Basic skills aren’t basic anymore
37
Additional information to support skills needed – this information was originally
provided in Part I, Section C – we have repeated the information for this section
per request from the Department of Workforce Development.
The following is a summary of the skills needed for our driver industries.
Advanced
Manufacturing
Information
Technology
Agriculture
Sectors
Healthcare
Biotechnology
Energy/
Trades
38
Information Technology is projected to be the leading growth industry into 2020. However for
the workforce system most information technology occupations require a minimum of a bachelor’s
degree which represents a very long educational path for many One Stop System customers.
However there are two occupational categories which require an Association degree, capture a
median wage of between $21 to $24/hr and represent approximately 1,245 jobs by the year 2020.
Computer support occupations within the Information Technology industry are support
occupations to all industries within our region.
Summary of Jobs and Skill Requirements:
15-1041
Computer support specialists
828
1,021
15-1099
Computer specialists, all other
180
224
1,008
1,245
The competency data in this report is taken directly from the O*NET database.
Manufacturing as an industry is not projected as a growth industry from the perspective of
increased number of jobs generated over the next 10 years. The Manufacturing Industry does
however generate 22% of the earnings in the region and represents 65,837 jobs.
The following is a sampling of job titles that human resource representatives serving the
manufacturing industry have stated are the occupations that are most needed.
Occupations targeted:
• Team Assemblers
• Extrusion Operators
• CNC Program Operators
• Numerical Controlled Tool Programmer
• Maintenance Mechanics and Technicians
• Machinists
• First Line Supervisors
• Production Managers
The following opening projection represent regular growth projections but do not include the
nearly 50% retirement turnover that the industry is projecting. The worker retirement impact will
be felt most critically in the areas of CNC program operation, maintenance mechanics and
39
technicians, machinists, first line supervisory works and production managers. The manufacturing
industry has traditionally had to maintain a grow your own worker development strategy. With the
large volume of worker departure due to retirements, the industry needs to work with the
educational and workforce system to create new timelines and strategies for worker education
and skill development to attract the available unemployed and underemployed workforce.
Sample of openings by occupation and corresponding skills:
SOC Code
Description
2011 Jobs
2016
Jobs
Openings
2011
Median
Hourly
Earnings
51-2092
Team assemblers
4,357
4,138
519
$13.14
51-1011
production and operating workers
2,783
2,638
193
$23.59
51-4041
Machinists
1,862
1,756
134
$19.02
51-5023
Printing machine operators
892
837
115
$15.55
51-2022
Electrical and electronic equipment
assemblers
833
835
109
$13.28
51-4011
Computer-controlled machine tool
operators, metal and plastic
709
718
97
$16.64
53-1021
First-line supervisors/managers of helpers,
laborers, and material movers, hand
501
497
51
$20.95
51-2023
Electromechanical equipment assemblers
337
335
38
$13.07
51-4122
Welding, soldering, and brazing machine
setters, operators, and tenders
316
289
50
$17.34
51-4021
Extruding and drawing machine setters,
operators, and tenders, metal and plastic
246
223
26
$14.47
51-2031
Engine and other machine assemblers
141
127
15
$17.46
17-3029
Engineering technicians, except drafters, all
other
96
98
13
$23.09
51-4012
Numerical tool and process control
programmers
99
88
10
$20.52
17-3024
Electro-mechanical technicians
46
45
5
$18.53
Total
13,218
12,624
1,375
$23.71
Skills needed within the identified demand occupations – Source: EMSI. ONET Resource Center.
The following chart summaries the combination of required technical education, knowledge, skills
and abilities within the manufacturing jobs targeted. Information based on combination of EMSI
data and employer interviews.
Job Title
First Line
Average Required
Education Level
Associate Degree
Most Important
Knowledge
Skills
Ability
Production and
Monitoring, coordination,
Oral expression, oral
40
Supervisors
and or Post
Secondary
Credential
processing ,
administration and
management,
mechanical,
mathematics,
personnel and human
resources, customer
and personal service,
engineering and
technology,
psychology, English
language
Mathematics,
Mechanical, Design,
Engineering and
technology, computer
and electronics,
production and
processing, English
Language, physics
management and
personnel services,
active listening,
instructing, learning
strategies, time
management, reading
comprehension,
speaking, social
perceptiveness,
persuasion and critical
thinking.
comprehension,
written expression,
deductive reasoning.
Written
comprehension,
originality, information
ordering,
Numerical
Controlled Tool
Programmer
Associate Degree
Mathematics, reading
comprehension, active
listening, equipment
selection, critical
thinking, installation,
complex problem solving,
time management,
coordination,
troubleshooting, writing,
programming instruction,
operations monitoring
Visualization, written
comprehension, oral
comprehension, oral
expression,
information ordering,
deductive reason,
mathematical
reasoning, written
expression
Maintenance
Mechanics and
Technicians
High School
Diploma plus post
secondary
certificate
Mechanical, Design,
English language,
chemistry,
Control precision, oral
comprehension,
category flexibility, oral
expression, problem
sensitivity, information
ordering, written
communication
CNC Program
Operators
High School and a
post secondary
certificate
Extrusion
Operators
High School
Diploma
Mechanical, English
language, chemistry
,mathematics,
engineering and
technology,
production and
processing,
Psychology,
customer and
personnel service,
public safety and
security, Design,
Production and
Processing,
Mechanical, English
language, customer
and personal services
Team
Assemblers
High School
Diploma
Operations monitoring,
operations and control,
equipment maintenance,
mathematics, repairing,
trouble shooting,
judgment and decision
making, , monitoring and
complex problem solving
Operations and control,
quality control analysis,
operations monitoring,
mathematics, equipment
selection, instructing,
critical thinking,
monitoring, reading
comprehension, trouble
shooting, installation,
operations analysis,
repairing
quality control,
monitoring, active
installation and
critical thinking
quality control,
monitoring, active
installation and
critical thinking
Production and
Processing,
Mechanical, English
language, customer
and personal services
Control precision,
Information ordering,
visualization, Oral
comprehension
Oral comprehension,
Oral expression,
control precision,
information ordering,
category flexibility,
written expression.
Time sharing
Control precision,
information ordering
Note: Across all of the occupations targeted within manufacturing there are skill and ability
themes related to reaction time, eye vision – near and far, manual dexterity and mental acuity.
This helps us understand why many companies are concerned about their worker aging out
issues. Many manufacturing environment have a policy of mandatory retirement at age 55 to 60
41
years. This is very problematic in the context that the industry does not have a well established
pipeline of educated and skilled workers.
The Health Care Industry and Social Assistance represents both a growth industry and a
staple for the region. The Health Care Industry represents 14% of the employment and earning
share of the region. Not all jobs in health care are high wage jobs, but most do offer an access
and opportunity within the health care industry care pathways.
License Practical Nurse through Associate Degree in Nursing
Jobs
2011
29-1111
Registered nurses
29-2061
Licensed practical and licensed vocational
nurses
Jobs
2020
2,653
2,775
$31.67
Associate's degree
342
341
$19.78
2,995
3,116
Skills needed within the Health Care Industry by LPN through Associated Degree in nursing
grouping.
Data source: US Department of Labor/Employment and Training Administration ONET data
Sample of Health Care Industry Technician and Technologist Occupations
Jobs
2011
Jobs 2020
29-2041
Emergency medical technicians and
paramedics
362
370
$12.48
29-2012
Medical and clinical laboratory technicians
205
201
$20.34
Associate's degree
29-2034
Radiologic technologists and technicians
193
187
$25.73
Associate's degree
42
29-9099
workers, all other
162
165
$22.03
29-2099
Healthcare technologists and technicians,
all other
143
142
$21.96
29-2071
Medical records and health information
technicians
140
140
$19.98
Associate's degree
29-1126
Respiratory therapists
131
138
$25.75
Associate's degree
29-2052
Pharmacy technicians
98
104
$13.80
29-2055
Surgical technologists
90
93
$21.62
29-2053
Psychiatric technicians
52
50
$13.64
1,576
1,590
Skill needs for Health Care Technologist and Technicians. The sample below shows a small
sample of the technology and technician jobs available within the Health Care Industry. The
following is a summary of skill needs for people who pursue career pathways in health care
technology occupations.
Data source: US Department of Labor/Employment and Training Administration ONET
Construction and Trades are also a staple in the South Central region’s economy, representing
29,218 jobs. The South Central Region’s construction and trades industry members have been active
participants in the State of Wisconsin’s Sage efforts. Industry members have engaged in conversation
over 18 months analyzing the skill needs of the industry. The following is a summary of their analysis.
The chart below reflects their ranking across these broad categories and within each
category as to the priority for specific skill development.
Foundational Skills
Safety Training
Drivers License/recovery
Construction Boot Camp
Basic Tool Usage
Weatherization
Commercial/Residential
Weatherization
Basic knowledge and
installation
Energy auditors
Skills to start who business
43
Technical Skills
Utility
Solar Panel installation and
maintenance
Generation facility operation
Welding
GED/HSED completion
Wind turbine operation and
maintenance.
Waste Water Management
Teamwork, time and conflict
management
Customer Service
Competent Climber
Overview on Green
Opportunities
Digester Operation
LED Lighting
Construction materials for
New Technologies
The above skills are targeted to 3 job categories that require a combination of the skill
needs articulated by the regional team.
Green Increased Demand
Occupations - jobs for which
there will be an increased
demand and not enough
workers when you consider the
5 year exit of 45% of current
workforce due to retirement.
Green Enhanced Skills - The
impact of green economy
activities and technologies
which will result in a significant
change to the work and worker
requirements of an existing
O*NET-SOC occupation.
Green New and Emerging
Occupations - The impact of
green economy activities and
technologies is sufficient to
create the need for unique
work and worker
requirements, which will result
in the generation of a new
occupation relative to the
O*NET taxonomy. This new
occupation could be entirely
novel or "born" from an
existing occupation.
Construction Carpenters
Helpers – Carpenters
Helpers – Installation,
Maintenance, and Repair
Workers
Rough Carpenters
Construction Laborers
Construction Managers
Electricians
Pipe Fitters and Steamfitters
Plumbers
Roofers
Sheet Metal Workers
Energy Auditors
Solar Energy Installation
Managers
Solar Energy Systems
Engineers
Solar Photovoltaic Installers
Weatherization Installers and
Technicians
Biotechnology: The Workforce Development Board of South Central Wisconsin partners with
BioForward to engage understand and support the skill needs for the Biotechnology Industry.
The Biotechnology Industry truly represents an emerging industry within the region. The goal of
the WDBSCW is to work with BioForward members and the regions technical colleges to
understand what the entry skills and jobs are that will enable the region’s workers to enter a
career in the biotechnology industry.
Sample of jobs targeted:
SOC
Code
Description
19-4021
Biological
technicians
640
734
29-2012
Medical and
clinical laboratory
664
711
2011
Jobs
Change
2020
Jobs
44
%
Change
2020 State
LQ
2011 State
Median
Hourly
Earnings
Education
Level
94
15%
2.4
$14.73
Associate's
degree
47
7%
1.32
$19.09
Associate's
degree
technicians
29-2099
Healthcare
technologists and
technicians, all
other
645
695
50
8%
1.24
$20.34
Postsecondary
vocational
award
17-3023
Electrical and
electronic
engineering
technicians
492
502
10
2%
0.88
$23.92
Associate's
degree
17-3027
Mechanical
engineering
technicians
389
391
2
1%
1.24
$22.24
Associate's
degree
31-9093
Medical
equipment
preparers
264
281
17
6%
1.04
$13.83
Short-term
on-the-job
training
17-3029
Engineering
technicians,
except drafters, all
other
107
110
3
3%
0.94
$22.33
Associate's
degree
Total
3,201
3,424
223
Skills needed for the targeted jobs:
Agriculture: The Agriculture Industry is not just about planting and harvesting crops. The Agriculture
Industry economic vitality is due to the multiple subsystems that make up the industry. The following
chart provides a sampling of jobs within the Agriculture Industry that move from crop planning, financing
and production through food processing, management of our natural resources and the technical and
mechanical systems that support the Agriculture economy.
45
The chart represents the 7 Agriculture Industry subsystems and jobs categories within the subsystems.
Agri Business Systems
Animal System
Environmental Services
Food Products and
Processing Systems
Natural Resources
Plant System
Power Structure and
Technical Systems
Agricultural Chemical
Dealer
Agricultural Commodity
Broker
Agricultural Economist
Agricultural Lender
Agricultural Products Buyer
- Distributor
Bank/Loan Officer
Dairy Herd Supervisor
Entrepreneur
Farm Investment Manager
Farm Manager
Farmer-Rancher
Feedlot Operator
Feed-Supply Store
Manager
Field Representatives for
Bank, Insurance Company
or
Government Program
Livestock Manager
Produce Commission
Manager
Sales Manager
Salesperson
Animal Caretaker
Animal Nutritionist
Aquaculturalist
Artificial Insemination
Technician
Dairy Producer
Equine Manager
Feed Sales
Representative
Livestock Buyer
Livestock Geneticist
Livestock Inspector
Livestock Producer
Meat Science
Researcher
Physiologist
Poultry Manager
USDA Inspector
Veterinary Assistant
Veterinarian
Wildlife Biologist
Chemical Engineer
Environmental Compliance Assurance Manager
Environmental Engineer
Environmental Sampling
and Analysis
Scientist/Technician
Hazardous Materials
Handler
Hazardous Materials
Technician
Health and Safety
Sanitarian
Pollution Prevention and
Control Manager
Pollution Prevention and
Control Technician
Recycler
Solid Waste Manager
Solid Waste Technician
Toxicologist
Water Environment
Manager
Water Quality Manager
Agricultural
Communications
Specialist
Agricultural Salesperson
Bacteriologist
Biochemist-Nutritionist
Bioengineer
Dietician
Food and Drug Inspector
Food and Fiber Engineer
Food Meal Supervisor
Food Processor
Food Scientist
Meat Cutter-Meat Grader
Meat Processor
Meat Science Researcher
Microbiologist
Produce Buyer
Quality Control Specialist
Commercial Fisherman
Ecologist
Fish and Game Officer
Fisheries Technician
Forest Technician
Geologist
Geology Technician
Hydrologist
Log Grader
Logger
Mining Engineer
Park Manager
Pulp and Paper
Manager
Range Technician
Water Monitoring
Technician
Wildlife Manager
Agricultural Journalist
Bioinformatics
Specialist
Botanist
Biotechnology Lab
Technician
Commodity Marketing
Specialist
Custom Hay/Silage
Operator
Farmer
Golf Course Manager
Grain Operation
Superintendent
Green House Manager
Plant Breeder and
Geneticist
Plant Pathologist
Rancher
Soil and Water
Specialist
Tree Surgeon
Agriculture Applications
Software
Developer/Programmer
Agriculture Diesel
Mechanic
Agriculture Electrician
Agriculture Engineer
Agriculture Equipment
Repair Technician
Agriculture Safety
Engineer
Automation Specialist
Computer Analyst
Database Administrator
Electronic Systems
Technician
Equipment/Parts
manager
Extension Agents
Fork Lift Operator
GPS Equipment
Heavy Equipment
Maintenance Technician
Information Lab
Sample of skills needed within targeted occupations with the Ag Subsystem Industries:
Computer Specialist and Surveying and Mapping Specialists
46
Sales Managers and Marketing Managers
Transportations and Production Managers
Veterinarian Technicians and Occupational Health and Safety Technicians
47
e. Current and projected demographics of the available labor pool, including the incumbent
workforce.
Potential Impacts on Workforce Development Programming
• Changing demographics
o Diversity
o Population Growth
• Older Workers remaining in the workforce
o Workers stepping down in intensity
o Taking part-time employment
• New worker experience building opportunities
o Need new strategies
o Need industry commitment and engagement
Demographics – Population – 2011-2020 Age Size and Growth
Demographics – Diversity
48
Highest Educational Attainment
(Ages 25+)
U.S.
Wisconsin
Less than High School Graduate
15.4%
11.0%
High School Graduate/GED
29.3%
34.3%
Some College, no degree
20.3%
20.5%
Associate Degree
7.4%
8.8%
Bachelor's Degree
17.4%
17.0%
Graduate/Professional Degree
10.1%
8.4%
Total
100.0%
100.0%
Source: U.S. Census, 2005-2009 American Community Survey
49
South Central
WDA
8.6%
28.8%
19.7%
9.2%
21.0%
12.8%
100.0%
Older Worker Employment Engagements
f.
Any “in migration” or “out migration” of workers that affect the regional labor pool.
Geographical mobility in the past year for the current
residence-state.
South
Wisconsin
Central
Same house 1 year ago
616,868 80.9%
4,685,146
Different house in United
141,314 18.5%
827,498
States 1 year ago
Same city or town
57,382
7.5%
320,967
Same county
56,257
7.4%
317,879
Different county (same state)
1,125
0.1%
3,088
Elsewhere
83,932 11.0%
506,531
Same county
34,984
4.6%
208,285
Different county
48,948
6.4%
298,246
Same state
30,445
4.0%
193,661
Different state
18,503
2.4%
104,585
Northeast
1,755
0.2%
6,525
Midwest
9,581
1.3%
60,763
South
3,831
0.5%
20,882
West
3,336
0.4%
16,415
Abroad 1 year ago
4,587
0.6%
17,478
Puerto Rico
65
0.0%
762
U.S. Island Areas
58
0.0%
157
Foreign country
4,464
0.6%
16,559
Total
762,769 100.0%
5,530,122
Source: 2005-2009 American Community Survey 5-Year Estimates
g. Current and projected regional area skill gaps.
50
84.7%
15.0%
5.8%
5.7%
0.1%
9.2%
3.8%
5.4%
3.5%
1.9%
0.1%
1.1%
0.4%
0.3%
0.3%
0.0%
0.0%
0.3%
100.0%
As demonstrated in the data presented in A1d above, there are significant skill
development needs if we are going to meet the current and future needs of the region’s
current workforce.
On a macro level the region skill gap needs mirror the needs outlined in the Wisconsin
Middle Skills report, “Wisconsin’s Forgotten Middle-Skills Jobs.”
The South Central Wisconsin economic recovery and long-term future depends in part on
ensuring an adequate source of skilled workers to fill middle-skill jobs. Those middle-skill
jobs are going to comprise the main portion of employment and worker-generated
economic activity in the region. South Central WI, like most areas of the state, has been
experiencing a shortage of middle-skill workers. Currently over 50% of the jobs in the region
are estimated to be middle skill jobs, requiring training beyond high school while 37% of
the region’s available workforce possesses only a high school diploma or less. All of our
industries from manufacturing to health care are struggled to find the educated and skilled
workers they needed.
In a recent survey conducted by the Workforce Development Board with area companies,
40% of the survey respondents stated that they are having trouble hiring a skilled
workforce.
As in the rest of the country, retirements in the south central region are expected to deepen
skill shortages in the health care industry. The South Central Workforce Development board
collaborated with the region’s health care providers to conduct an employer-based survey
for South Central and Southwest Wisconsin to identify the project retirement trends for the
area. The survey projects significant regional need for registered nurses, nursing aides, and
medical technologists in the next five years. The report also identifies LPNs, medical
transcriptionists, and medical technologists as occupations where a significant percentage
of the regional workforce is age 55 or older, suggesting that there will be a considerable
hole to fill in the near-term future as these workers retire.
Immigration trends are likely to do little to offset this loss of middle-skill workers, as most
workforce growth in the state will be due to in-migration. The in-migration will likely occur at
the low-end of the skill spectrum or at the high-end of the skill spectrum (for example,
engineers brought in from overseas through H-1B visas).
If these skill shortage are not addressed it will be harder for the region’s businesses to
meet their workforce needs, stifling economic recovery and growth, and limiting opportunity
for workers to advance within the region and state’s economy.
Preparation of the workforce must focus on not just the future young adult workforce, but
also on the current workforce that represents approximately 60% of the workers who will be
the core of the region’s workforce in 2020.
h. Known threats and opportunities to the local industries, employment or composition of the
labor force.
Weaknesses
(Information extracted from Regional Planning Documents)
Our region faces current and emerging challenges that are creating weaknesses for our
region. These challenges include:
51
•
•
•
•
•
•
Concern over the future talent pool. The region’s “Seeds of Change” report outlined
that looming worker shortage, inadequate educational credentials and workers with
language barriers create a significant. This theme was repeated in the Wisconsin
Middle Skills report which though a statewide report clearly reflects the needs of the
South Central region
The credit crisis and national economic downturn has also impacted several the
regions’ driver industries. Architecture, Construction & Engineering (ACE), and
Manufacturing are all highly vulnerable to recession.
Declining affordability of housing
Lack of regional transportation systems
Limited venture capital
Lack of bench strength for leadership and management skills in entrepreneurial
sectors
Threats (Information extracted from the Regional Economic Development Organization
Asset and Opportunity Report)
•
•
•
•
•
•
•
i.
Lack of a commonly perceived crisis to motivate action
The primary threat to this region is the globalization of the world’s economy. This
region is in competition with regions throughout the country and the world. The pace
and degree of this transformation will only accelerate. This region is deeply
vulnerable to being out-positioned.
In this new economic landscape.
We have a high reliance on public sector jobs at a time when public sector
employment and income growth are stagnant.
County population is growing at 60,000 per decade, the equivalent of adding the
City of Janesville every 10 years.
Between 1990 and 2000, 11,000 more drivers commuted daily into Dane County.
Our demographics are changing significantly. The percent of Madison school district
students living in poverty has increased exponentially from 20% in 1992 to 50% in
2011.
Commute patterns as they relate to critical industries to the local area.
52
j.
Training programs that relate to high-demand jobs.
See section Part 2D#15 for a description of Career Pathway Training platform for the South
Central region. In summary, the South Central region concentrates all of the available
training resources on working with the region’s technical colleges and other post secondary
education institutions to assist workers to develop the skills for career pathways that lead to
high demand jobs.
2. Describe any WDA specific labor market characteristics not reported in 1.a. to j.
53
A labor market characteristic that is present in the South Central region that may not be
present in other regions is the large post secondary student population. This population
has a variety of influences to our local workforce and economy. These influences are both
positive and negative depending on the topic. Influences that are positive include, an
availability to a educated workforce and a workforce looking for part-time employment while
in school. Negative influences include a large, transient, poor and underemployed
population. The ripple effect from this population is relative to the topic, but the size of this
cohort (18 to 24 years old) is significant and has a poverty rate concentration higher than
the state. The scale of this population is represented in the Madison poverty carts below
(54.5% of Madison male and 66.2% of Madison female population are below poverty).
54
3. Include an analysis that was provided to the Board and any additional analysis done by
staff that was the basis for the above information.
The WDBSCW wishes to thank Matias Scaglione from the State Office of Economic
Advisors for assistance with data generation. Data provided by Matias is enclosed on a
flash drive.
[Governor's workforce goal of having "sufficient evidence of labor demand" for priority spending on
"regional sector strategy priorities"; WIA high-demand occupations for training requirement]
B. Governance
Note that WDB recertification and other governance compliance issues are in Administrative
Services Compliance: Part III.
1. Describe how the WDB ensures that meetings and information regarding WDB activities are
accessible to the public including persons with disabilities. [Sec. 117 (e)]
All WDBSCW meetings are publicly noticed via the Wisconsin State Journal. Agenda and
updates on activities are regularly posted to the Board’s website at www.wdbscw.org.
Publicly noticed agendas state the following: “Anyone attending this meeting who requires
an interpreter, materials in an alternate format, or other accommodations to access this
meeting are asked to contact the Workforce Development Board of South Central
Wisconsin office at (608) 249-9001 in advance of the meeting so that arrangements may be
made. The meeting location is accessible by ADA standards.”
2. If the WDB/WIB employs staff, identify the number of staff (time percentage), general role
and as part of what structure/organizational entity. Indicate whether or not this same entity
has staff that provide direct WIA services. ["Staff. The local board may employ staff" Sec. 117
(d)(3)(B)(ii)]
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Executive Director
1 FTE
Pat Schramm
Director of Finance
1 FTE
Lameece Tyne
Finance Assistant
.75 FTE
Alicia Vann
Operations Director
1 FTE
Erin Bechen
Deputy Director
1 FTE
Seth Lentz
Director of Sector
Development & Business
Services
1 FTE
Danica Nilsestuen
Regional Program Director
1 FTE
Tia Rice
Manager of Quality &
Communications
1 FTE
Jackie Hall
Project Assistant for Quality
& Communications
1FTE
Dan Perrine
Program Assistant
1 FTE
Michael Stluka
Communications Intern
.5 FTE
Tim Morgan
The Workforce Development Board of South Central Wisconsin does not provide direct WIA
services.
C. One-Stop System and Service Delivery
A description of the one-stop delivery system, including:
1. "A description of how the local board will ensure the continuous improvement of eligible
providers of services through the system and ensure that such providers meet the
employment needs of local employers and participants." [Sec. 118 (b)(2)(A;
§661.350(a)(3)(i)]
The WDBSCW has a standing committee structure which includes a Planning and
Development Committee. This committee is responsible to oversee the strategic plan items
relating to program design, program objectives, performance, monitoring, program related
policy development, quality and efficiency of service provision, and procurement of
services. This committee holds a significant amount or responsibility and is composed of
WDB members from the private sector as well as public sector partners. This mix is very
important to ensure the alignment and leveraging of resources of all system partners
On a programmatic level, the WDBSCW staff coordinate a monthly meeting with all WIA
Contract Managers; participate in a monthly meeting of WIA funded staff delivering services
through the Job Centers. WIA funded staff that provide services through the Job Centers
also meet regularly; this includes staff from various contracting agencies. All WIA
contractors have also built in funds to support staff development activities throughout the
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year. WIA funded staff are also encouraged to attend the State DWD sponsored training
and technical assistance sessions available. The WDBSCW also communicates and
encourages WIA contractors and staff to attend and participate at the various sector
focused initiative within the region as this is an opportunity to engage with business and
economic development professionals within the region.
2. Attachment B Memorandum of Understanding (MOU) Template between the WDB and
each of the one-stop partners must be used. The only alteration(s) may be specific WDB
additions that tailor the document to local circumstances. The document(s) require
signatures that must be current within the past three (3) months. If the WDB has all
partners sign one MOU, or, if the WDB uses a standard MOU for sign-off by each partner,
attach one MOU. If each partner has a different MOU, attach a copy of each MOU.
[Sec.118(b)(2)(B); §662.300-662.310]
Update February 2013: The WDBSCW Staff has reviewed the MOU for membership
update opportunities. Marcia Christianson, Forward Service Corporation is being added as
our local W-2 Service Provider. There have been a variety of Human Service partner
representatives who have changed roles. As a result the WDBSCW staff will coordinate
updating the MOU partner representatives, system roles and contributions. The MOU will
was revised prior to the February 28, 2013 submission.
See Attachment B – Memorandum of Understanding (MOU)
3. Attachment C Comprehensive and affiliated one-stop service delivery system locations and
other information. Template must be used. [§662.100(c)]
See Attachment C – Comprehensive and Affiliated One Stop Service Delivery Locations
4. Attachment D Provide a summary, and include copies, or, list hypertext links of any area's
technical assistance and training materials being used to train WIA staff, other WIA
partner's staff and WIA training providers.
[Governor's workforce goal is to infuse "research and best practices" for improvements "to
support an effective, well-coordinated programming system." DWD is requesting this
information to begin assessing what is currently available as a stepping-off point to meet
this goal.]
See Attachment D – Technical Assistance and Training Materials
5. Attachment E Universal access activities, assessment and other information. Address the
bullet points in Attachment E. [See reference document]
Attachment E – Universal Access Activities
6. Briefly describe coordination of service delivery strategies with:
•
Registered Apprenticeship;
The Foundations for the Trades Academy is an apprenticeship readiness program
designed to help participants prepare for career pathways in the construction and
utilities industry. During the Academy’s six-week training program, participants focus on
learning important industry skills and concepts and put their new skills into practice
during a hands-on experience on a work site. Upon program completion, participants
can pursue an apprenticeship program or employment in the field.
57
Participants engage in training in blueprint reading, using hand and power tools,
construction math and measuring, trades safety, apprenticeship exam preparation and
employability skill development. Instructors also provide coaching to help the
participants market their skills on a resume, perform job searches and communicate
their new skills to employers during interviews.
WDBSCW and the One Stop System have coordinated activities with Construction
Training Incorporated (CTI) who offers the START program designed to prepare
workers to explore and complete the various apprenticeship tests. CTI hosts
workshops at the local Job Center to increase awareness, interest and engagement in
registered apprenticeships.
•
Youth Apprenticeship;
A new development during the 2013-2014 school year was the establishment of the
South Central Wisconsin Youth Apprenticeship Consortium. The WDBSCW will serves
as the administrative agent and the fiscal agent for the South Central Wisconsin Youth
Apprenticeship Partnership. In addition, WDBSCW will serve as the coordinating agent
with WIA youth resources and the South Central Regional Business Service Team. This
partnership represents a six county area and 24 school districts. Leadership will be
provided by the WDBSCW staff who will be assisted by three Regional Coordinators.
The consortium members include the Dane County Schools Consortium, the Madison
Metropolitan School District; and the Jefferson County School Districts. Additionally,
each school district designates a school-based coordinator who works with the high
school youth apprenticeship program.
The WDBSCW Youth Committee (standing committee of the WDBSCW) will serve as
the Youth Apprenticeship Steering Committee. The WDBSCW Youth Committee is
comprised of community leaders who are essential to the growth and success of the
youth apprenticeship program and partnerships. One of the Youth Committee’s charges
is to assure that the Board has developed and is providing access to educational and
workforce development programs that are maximizing access and participation of
disadvantage and at risk young people so that they are prepared to be successful
workers within the south central region. In addition to the Youth Committee, the
WDBSCW Business Service staff will work to involve the youth apprenticeship Regional
Coordinators into the work of the South Central Regional Business Services Team. The
Business Services Team is a cross agency team that is led by the WDBSCW’s Director
of Sector Development and Business Services. Youth Apprenticeship Regional
Coordinators will have access to Skills Wisconsin which is a statewide business
services contact data base to use as a resource for apprenticeship development.
7. Briefly describe how the WDB provides or, plans to provide, any specific service strategies
to best meet the needs of WIA targeted populations:
We have several program tools and strategies that increase service options to the
economically disadvantaged and all customer populations.
•
•
In the South Central region we have 9 community locations with staff available on a full
time basis and 6 community locations with part-time or itinerant staff availability.
Customers who connect with WIA resources attend an orientation led by WIA funded
staff and may be provided in a group or one on one basis. In a one-to-one meeting the
customer’s individual budget and time management needs are reviewed and used to
58
•
•
•
•
•
help drive those customers Individual Employment Plan (IEP). Customers are
assessed and referred to partners and other agencies as needed.
Employment Specialists: are responsible for the delivery of WIA program services to
customers’ whose primary need or goal is employment. Individuals who engage in
short-tem (less than 3 month) trainings will remain connected to the Employment
Specialist. Employment Specialists will provide the full spectrum of WIA program
Services (Core, Intensive and Training Services as appropriate) conduct recruitment,
career advising, case management, job preparedness, skill development, job placement
assistance and retention services. The Employment Specialists will be housed in Job
Center, Affiliated Sites and Community Based Organizations (in Dane County).
Training Navigators: responsible for the delivery of WIA program services to customers’
whose primary need or goal is long-term training (greater than 3 months). Training
Navigators will provide the full spectrum of WIA program Services (Core, Intensive and
Training Services as appropriate) conduct recruitment, career advising, case
management, skill development, job preparedness, job placement assistance and
retention services. Training Navigators are employed by and housed at the Technical
College Campuses. Training Navigators are prepared and available to support the full
array of training options beyond the technical colleges and are also prepared to
coordinate appointment and alternative locations for convenient participant interaction.
Foundational Skill Building: In partnership with the area technical colleges, we provide
foundations skill building engagements to support computer skill development. Skill
Centers are operate as a classroom setting and intended for customers who need help
brushing up on basic computer skills to support their reengagement in training or
preparation for employment. These offering are scheduled prior to trainings or as
needs are identified throughout the region.
Work Experience: is a strategy which provides paid internships or work experience to
low income adults who are have been disconnected to employment for a significant
period of time. We experienced significant success with barrier population sunder the
Transitional Jobs Demonstration Project and will be building our capacity to support this
strategy in the upcoming year.
On-the-Job Training: has continued to be an employment and training strategy for us
within the region and will continued to be marketed aggressively with business.
•
Individuals with multiple barriers including older workers and persons with disabilities;
• DVR is a partner in several of our locations and the local staff frequently work
together to utilize each other as a resource to refer and support customers to
needed services.
• 211: 211 is a free resource to help customers locate a specific service provider
• 711: 711 permits those with hearing or speech disabilities to connect with an
operator to make a call or get information
• Technical College Disability Resources: Customers in training have access to
college’s disability resources.
• Older Worker Workshops: The Center for Adult Learning hosts monthly older
worker workshops.
• Interactive Television (ITV): Through this technology customers attending
orientation sessions and some workshops do not have to travel. The audio
and visual aids can be adjusted to meet the audience needs.
•
Youth; and,
The South Central region has two primary youth strategies targeted at out-of-school
youth and at in-school youth.
59
The out-of-school strategy is to utilize the selected Adult and Dislocated Worker service
providers and to provide services through Job Centers and community based locations.
Services specifically targeted at you includes specific standing group engagement times
a collaboration with other community initiatives and partners targeting the young adult
population.
The In-School Youth Middle College program career pathway model is designed to
support a technical college educational engagement for high school students outside of,
or beyond, the traditional secondary school setting. Over the course of the program,
youth participate in three semesters of Middle College and two work experience
components. Youth receive dual credit recognized by both the high school and the
technical college, thus placing youth in a path to complete their high school diploma
requirements, earn up to 30 technical college credits, and gain valuable industry related
work experience. The primary goal is for an in school youth with barriers to
employment and training to move to a community member ready for entry level
employment and prepared for additional steps in higher education.
8. Attachment F WDB policy(s) and procedures to support and coordinate with Unemployment
Insurance re-employment services activities. If the WDB does not have a written policy,
describe the coordination processes.
The WDBSCW has identified a WIA contracted staff to present on WIA services during ReEmployment Service (RES) sessions. The WDBSCW staff has also coordinated with the
Job Service District Director to develop materials for the RES presentations. These
materials include slides describing WIA services and locations, a script for a presenter to
read associated with the slides to ensure consistent messaging and a reference guide for
RES staff in case there are questions on WIA information which was presented.
See Attachment F – Procedure for Unemployment Insurance/Re-Employment Services
Coordination
9. Describe the WDB’s design for WIA Title I core services. Include:
a. How Title I core activities complement Wagner-Peyser Labor Exchange Services WIA
Title II.
We continue to coordinate and align services between WIA and Wagner Peyser. We
coordinate activities and staff support in relation to staffing the resource room
engagements by having WIA staffing compliment the Wagner Peyser funded staff.
Additionally, we have the Business Services team coordinated engagements on
everything from job orders, staffing job fairs and support employer onsite recruitments.
b. Provide a description that ensures these two sources of funds are not duplicative. If
duplication does exist, identify that activity(s) and the plan to coordinate, not supplant,
funds. For example, if a WDB is offering a particular service for a fee that the public
labor exchange is offering at no cost to employers.
Wagner-Peyser Labor Exchange Services are represented by our Job Service District
Director. We are fortunate to have an excellent relationship with our Job Service
Director who has been engaged in all system planning activities for our One-Stop
System. In times of funding shortages, we are able to leverage each other to continue
the provision of services. As this has become our practice, we continue to meet
regularly to discuss the integration and coordination of activities to maximize the
60
resources available. Currently no fee for services activities are being provided that may
create a conflict.
c. Describe core services provided in addition to those specified in Sec. 134 (d)(2).
[Governor’s workforce goal: “Coordinating federal and state economic and workforce
development funds to target resources more effectively.”]
The South Central One-Stop System has implemented the Access Point design which
engages community based organizations as portals to the One-Stop System. All of the
Access Points assist users to access One-Stop electronic resources including Job
Center of Wisconsin (JCW). This concept has increased the reach and accessibility of
One-Stop services to communities and populations who may have barriers to accessing
services at one of the Job Centers. This is also increasing the utilization of JCW. We
are currently looking to expand the capacity of WorkKeys to the Access Points to
increase the relevance of these locations to job seekers as well as increase the
utilization of WorkKeys and NCRC. See Attachment C for location of Access Points.
10. Describe activities to promote Job Center of Wisconsin (JCW), and
Job Center of Wisconsin is promoted throughout our program model.
• Customers who use any of our 16 Access Point locations are referred to Job Center of
Wisconsin as their first stop for work search and resume development.
• This is the home page for all Job Center and Access Point computers.
• The WIA staff hold an enrollment workshop for all customers which includes registration
on Job Center of Wisconsin and how to use the system to create a resume.
• Our local customer website homepage of www.comeherefirst.org provides the link to
Job Center of Wisconsin.
a. Address any participant needs for computer literacy as part of a system improvement;
and,
The WIA program does provide access to JCW and utilized JCW very early in a
participants WIA program engagement. All new WIA customers attending a program
orientation are introduced to JCW at their first meeting. Staff demonstrates how to
register, create a resume and search for jobs. One-Stop staff, Access Point staff and
resource room staff are trained on JCW so they can assist customers. If individuals
struggle this is when an accommodation and/or a referral can be made.
The WDBSCW has partnered with the Technical College to establish Workplace Skills
Centers. These locations provide a staff supported location for individuals to go to get
access to computers. The Technical Colleges has tutorials and some basic curriculums
to assist customer’s basic computer awareness. These locations are not intended to be
computer literacy operations or instruction sites. Referrals can be made to the
Technical Colleges to engage individuals in coursework with an increased focus on
computer literacy.
Additionally, the Job Service offers workshops on basic computer literacy. These
workshops are provided in a lab which the WDBSCW partners with Job Service to
provide and maintain adequate technology capacity. Job Service also offers more
advanced training on computer resources as an individual’s skill progress.
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b. How the WDB is coordinating with workforce partners, including Veteran’s Services
staff, to ensure that JCW is the vehicle for posting job orders for optimal competition of
job seekers and available candidates for employers of the job openings.
Employers are required to post all job openings on JCW if WDBSCW, Business
Services Team, Job Center or any other partner organizations are providing them with
assistance, including on-site recruitments, job fairs, OJT, Transitional Jobs and/or job
matching.
11. Describe the activities and referrals utilized with faith-based and community-based
organizations as active partners in the one-stop delivery system for improved service
delivery.
The WDBSCW has increased access through the engagement of additional services providers which
has increased our number of locations to 15 with WIA funded staff available. Our growing numbers
of Affiliate sites throughout the region provide basic job search assistance and link customers to WIA
staff services and resources. The Affiliate sites allow customers to get job search assistance without
having to travel outside of their own community or neighborhood. We will continue to invest
resources into the communities to ensure they are outfitted with the proper tools to provide job
search assistance and allow customers to participate in job center activities remotely from sites in
their own communities. We have developed new Affiliate site locations within the region at
Community Based Organizations who have WIA eligible individuals who may benefit from WIA
services and efforts. Having these additional locations and new partners are essential to provide
additional insights and information to the WDBSCW staff and WDB committees for consideration
during program design, evaluation and planning.
12. Information Technology (IT) in the One-Stop System:
a. What systems are in place to assess and place job seekers (include all IT services
owned or subscribed to)?
• ASSET
• WEBI
• Jobnet Business
• WisCareers
• Onet
• Worknet
• Key Train and Work Keys
• Job Center of Wisconsin
b. What systems are used for employer management (include all IT services owned or
subscribed to)?
• Jobnet Business
• The Employment and Retention Specialist track employer visits on an excel
spreadsheet.
• We track employer layoffs per year on an excel spreadsheet.
c. What systems are used to track participant services (include all IT services owned or
subscribed to)?
• ASSET
• WEBI
• A local excel spreadsheet to capture just in time data
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d. How are local IT systems coordinated with JCW, ASSET and other federally or state
provided systems?
• We do not use any systems outside of the state system.
e. What other system(s) is the WDB utilizing and for what purpose(s)?
• EMSI – Economic and workforce data to provide insights on trends.
f.
What is the assessment process to determine the IT needs?
• The WDBSCW decides if we are in need of IT equipment as part of the annual
budget process based on monitoring, partner engagement and IT use/date/age.
D. Adult Service Delivery
The following is a graphic summary of our Adult Services structure.
1. Identify the anticipated percentage of the total Adult and Dislocated Worker formula funds
for the three-tier service levels:
• Core – 4.4%
• Intensive – 39.5%
• Training – 42.9%
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2. How will special response funds be used to provide core, intensive and training services?
Special response funds are requested and utilized to augment the local workforce system
design to accommodate an increase in dislocated worker volume and needs that exceeds
the local funding and/or staffing capacity. These funds are generally used to add additional
staff to our regional model that will be targeted to provide services to workers from a
specific company or group of companies. These additional resources increase capacity to
provide additional Rapid Response presentations, WIA Orientation, Career Advising,
Workshops and Case Management services at Job Centers, as well as off site at
employers, labor temples, technical college sites and community agencies. Our goal is to
bring additional services to the workers without taking formula funded (WIA Formula
Funded Staff) out of the Job Centers. Services available generally are consistent to
services available to dislocated workers within the region. The Special Response funds
also allow flexibility to engage partners like the technical college if there are characteristics
or needs of a workforce that will require remediation to increase employability of the
affected workers.
3. Within the total formula funds for training only, identify the anticipated percentage of training
formula funds earmarked for Individual Training Account (ITA), On-the-Job Training (OJT),
Customized Training and other training contracts for specialized training [§663.430]
Due to the significant number of WIA participants engaged in training activities, the
WDBSCW has budgeted 100% of the formula training funds to be dedicated to support
participants continuing training through ITAs. The WDBSCW has participated in the
Statewide On-the-Job Training National Emergency Grant (OJTNEG) and is not targeting
formula funds to support OJT at this time. The WDBSCW will continue to evaluate the
utilization of training funds and potential addition of OJT as a training strategy to be
supported by the use of formula funds. The WDBSCW has not and does not anticipate the
utilization of Customized Training.
4. List the U.S. Department of Labor-approved State waiver(s) that the WDB anticipates using,
and the method of evaluating the effectiveness of the waiver(s).
[Governor's workforce goal: "to explore options such as federal waivers that support
innovative solutions."]
The WDBSCW requested the use of up to 10% of the local youth, adult and dislocated
worker formula funds to provide incumbent worker training activities as allowable in the
same manner as the statewide activity funds. The purpose is to expand the flexibility of the
Workforce Development Board of South Central to address the skill upgrade needs of job
seekers to meet the requisite skills for current employers and anticipated emerging
industries. During this declining economic period, the WDBSCW will have a new layoff
aversion tool.
This waiver will allow the South Central Region to help ensure that Wisconsin’s workforce
system is demand-driven and that region’s One Stop System is given maximum flexibility in
tailoring service delivery and making strategic investments in workforce development
activities to meet the needs of local economy and labor market. Allowing WDBSCW the
authority to use a limited portion (up to 10%) of our allocated funds for incumbent worker
training programs permits the development of a fuller continuum of training services that
address the needs of the existing employed/underemployed workforce.
64
This shift in service delivery strategies will enable incumbent worker training to build the
skills and employment options for workers and will focus on the following goals:
•
•
•
•
•
Increased business sustainability by reducing the risk of laying off employees or
business closure because workers have not kept current with new skills and
technologies.
Increased market penetration of WDB's local employer base and access to jobs that are
vacated by incumbent workers advancing due to their increased skill levels.
Increased participation in career pathways and life-long learning models.
Meet industry needs by addressing current labor shortages.
Increased shift to on-the-job and customized training, and other more employer-directed
short-term training programs that will ensure appropriate skill-set attainment to match
the employer's job need.
Layoff Aversion
This strategy will target companies who are moving into a new product(s) area because
their current product platform has been reduced or eliminated by market changes in the
industry. A current example would be the companies within our region who were suppliers
to the automobile industry.
Affected companies will submit a proposal to the Workforce Development Board for the
training. The proposal must include an explanation of the company’s condition that is
causing the impending layoff, new product(s) locked in, and skill training(s) needed. The
Board will have a standing review team that would receive these proposals
quarterly. Proposals must be matched up to 50% for a maximum match of $1,500 per
worker per year – this would match our current annual training allowance allowed for
unemployed and dislocated workers. Request for funds will be coordinated with
Department of Commerce funds (when applicable) – WDB funds last resort funding.
Note: Due to the high volume of continuing WIA participants the WDBSCW has not
implemented this strategy. Prior to implementation forms, schedule and limitations will be
established.
5. Provide "a description and assessment of the type and availability of adult and dislocated
worker employment and training activities in the local area" [Sec. 118 (b)(2)(B)(4)] and
"including a description of the local ITA system and the procedures for ensuring that
exceptions to the use of ITA's, if any, are justified under WIA section 134(d)(4)(G)(ii)."
[§ 661.350(a)(5)] [Further detail to address in 15.h.]
In the Workforce Development Board of South Central Wisconsin’s (WDBSCW) Strategic
Model, Core, Intensive, Training and Retention Services are all organized around a Career
Pathway system framework and are available either in person or by referral at the two
Comprehensive Job Centers and by referral through the One Stop System Access Points
branded “WorkSmart.”
Package of activities supporting the system:
Core Services are provided by the One-Stop operators or through contracts with service
providers approved by the Workforce Development Board. Core Services will be consistent
with the established Job Center Standards and will be available either on site, electronically
connected or referral with easy access.
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•
•
•
•
•
•
•
•
•
•
•
Determination of an individual’s eligibility to receive assistance from WIA
Assistance in establishing eligibility for programs of financial aid for training and
education programs not funded under the WIA and available in the local area.
Outreach, intake, and orientation to the information and other services available
through the Job Center system.
Initial assessment of occupational and soft skill levels, aptitudes, abilities, and
supportive service needs.
Job search and placement assistance, and where appropriate, career counseling;
Access to Job Center of Wisconsin, WORKnet, Onet, WisCareers and labor market
information to provide employment statistics information, including the provision of
accurate information relating to local, regional, and national labor market areas,
including—
o job vacancy listings in such labor market areas;
o information on job skills necessary to obtain the jobs described in clause (i);
and
o information relating to local occupations in demand and the earnings and
skill requirements for such occupations;
Access to the State Eligible Training List
Information regarding local area performance measures and any additional
performance information for the one-stop delivery system in the local area.
Information about and referral to supportive services, including childcare and
transportation in the local area
Information regarding filing claims for unemployment compensation.
Follow-up services (including counseling) for WIA participants placed in
unsubsidized employment, for at least 12 months after the first day of employment.
Intensive Services: A package of services will be consistent with the established Job
Center Standards and will be available at each Comprehensive Job Center and Aligned
Access Point of Service either on site or via referral. A person will received at least one
core service and need additional intensive services to become employed or retain
employment that leads to self sufficiency.
• Comprehensive and specialized assessments of the skill levels and service needs
of adults and dislocated workers, which may include-• diagnostic testing and use of other assessment tools; and
• in-depth interviewing and evaluation to identify employment barriers and appropriate
employment goals.
• Development of an individual employment plan, to identify the employment goals,
appropriate achievement objectives, and appropriate combination of services for the
participant to achieve the employment goals.
• Group counseling.
• Individual counseling and career planning.
• Case management for participants seeking training services under paragraph (4).
• Short-term prevocational services, including development of learning skills,
communication skills, interviewing skills, punctuality, personal maintenance skills,
and professional conduct, to prepare individuals for unsubsidized employment or
training.
Training Services are available for persons who require additional assistance beyond
intensive services to obtain or retain employment. (Access to training services will be based
on the funding available. Veterans will receive priority for financial support based on
assessed need). Methods and options for training services will be consistent with the
66
established job center Standards in accordance to a Career Pathway methodology leading
toward high demand, and self sustaining career/employment opportunities.
•
•
•
•
•
•
•
•
•
occupational skills training, including training for nontraditional employment;
on-the-job training;
programs that combine workplace training with related instruction, which may
include cooperative education programs;
training programs operated by the private sector;
skill upgrading and retraining;
entrepreneurial training;
job readiness training;
adult education and literacy activities provided in combination with services
described in any of clauses (1) through (7); and
customized training conducted with a commitment by an employer or group of
employers to employ an individual upon successful completion of the training.
6. Methods for ensuring that WIA coordinates enrollments with the Trade Adjustment
Assistance Program (TAA):
a. Describe the methods and procedures used to coordinate service delivery with the TAA
Program. Address the following points:
1. Identification and referral of participants between the programs;
We coordinate during the initial information meeting with the company being
affected by layoffs by discussing Trade eligibility criteria. If appropriate, the DWD
staff and/or AFL-CIO LETC have been engaged to assist in the completion of the
Trade petition. If the company has a TAA certification then we coordinate with the
UI staff that will be coordinating the eligibility and paperwork meetings. Often a WIA
Contracted Staff will attend these meetings as well to attempt to align services
between the programs.
2. Customer flow and the role of each program in providing assessment, employability
plan development, case management, placement services, training and follow-up;
Once the individuals are engaged in the TAA program, communication with the TAA
staff is ongoing.
3. Transition of participants between the programs and program funding; and,
The use of the shared client reporting system (ASSET) is essential for staff from all
programs to share planned activities, communications and align resources.
Frequently individuals are engaged in WIA first and then TAA and accordingly WIA
is often the developer of the Individualized Employment Plan (IEP). If an individual
is engaged in both programs then TAA is the priority for funding training and
supportive services. If there are costs that are unallowable through TAA then WIA
will pick up those expenses. WIA frequently is the primary resource for case
management support and employment placement assistance.
4. How duplication of services and inappropriate charging of costs is avoided.
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We have one primary TAA staff in our region, located at the Dane County Job
Center, which makes communication easier.
b. Attachment G Any local guidance or policy that has been issued relating to TAA.
See Attachment G – Procedure for Trade Adjustment Assistance (TAA) Coordination
7. Attachment H for the WDB's written policies and procedures for Rapid Response. If the
WDB does not have a policy or the criteria outlined below are not addressed in the local
policy, address the following here:
[In this section, when a dislocation event is anticipated to affect less than 50 workers, the
local rapid response practitioners are responsible for the provision of rapid response
services (“local rapid response”). If 50 or more workers are to be affected, the State
participates and oversees the rapid response services (“state rapid response”).]
a. Describe the process involved in carrying out local rapid response services, addressing
the following:
1. Whether the WDB directly provides rapid response services or utilizes a third party
provider and whether one individual is the designated rapid response coordinator or
if multiple individuals share that responsibility. List the name(s) of the local Rapid
Response Coordinator(s) and their contact information;
WDBSCW staff coordinate local Rapid Response presentations. The presentations
include a variety of partners.
Danica Sorensen – [email protected]
Seth Lentz – [email protected]
2. The criteria that generally must be satisfied for local rapid response to occur (e.g.,
minimum number affected, new dislocation event v. recurring layoffs at same
employer, etc.);
WDBSCW Staff will coordinate a Rapid Response meeting with an employer and/or
its employees regardless of the size of the dislocation or if the company has
recurring layoffs. The number of partners participating in the Rapid Response
presentations depends on workforce characteristic, workforce needs and partner
agencies availability. For smaller layoffs, the WIA Contracted Staff will present
information and materials to the workers.
3. The efforts made to ensure rapid response services are provided prior to layoff date,
onsite at the company, and on paid time, whenever possible;
Rapid Response Provided On Site
The first step in the Rapid Response process, after we learn of the closure or
dislocation, is to set up a meeting with the employer (and union representative if
applicable) and DWD if the dislocation is 50 workers or greater. There are several
goals of this meeting: educate the employer/owner/human resource
department/supervisors about the Workforce Development Boards, Job Centers,
Dislocated Worker Unit, Rapid Response sessions and all of the services,
programming and partner organizations; gather information about the workforce,
timeline for dislocation and healthcare/severance/vacation pay and most importantly
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to schedule the Rapid Response sessions and discuss other services that are
available to the company.
In all cases, the Rapid Response team strongly encourages the employer to hold
Rapid Response sessions (as a minimum service) for the workers, before
closure/separation from work, onsite and on paid time. Not only does this ensure
higher participation, but shows the workers the employer will try to make the
transition as easy as possible and will be providing resources. In cases where the
employer is hesitant to do this, the team will try to educate them on different options
for the sessions, be as flexible as possible and reinforce that the session will also be
of great help to the employer.
By having a Rapid Response team come onsite, the employer gains a network of
resources for the workers, contacts they can go to for specific questions they have
about programming and a more prepared workforce in the last weeks before
separation. Much of the information given at the rapid response session is directly
related to re-employment, which is a direct benefit to the employer.
Sometimes, due to certain work environments or shift schedules, it doesn’t work for
the employer to gather all the employees for 2 hours in one room to hold a Rapid
Response session. In these cases we do whatever we can to accommodate the
employer/employee needs. For example: in a recent dislocation, the worksite was
a call center that operated from 7am – 6pm. It was impossible for the floor to be
empty at any time during the day and the workers couldn’t be away from their
stations for more than one hour. The employer suggested we do an after-hours
session. We were able to work with them and the schedule and they agreed to do
sessions during the day, on paid time. We separated out the presentations into two
days, one for Dislocated Worker, School/Training & United Way and the other for UI
and Healthcare. We held three, one hour sessions. This allowed the employer to
keep up work productivity, the workers to participate on paid time and the Rapid
Response team to have access to workers on all shifts.
In another incident, the employer was a car dealership with a large number of
employees in the maintenance/mechanic department. There were many orders left
before closure, so the most time the employer could give us was one hour. We
shortened our presentation from one hour to two, provided two time slots that the
workers could sign up for, and had our presenters available onsite for questions all
day.
4. The services that are provided as part of local rapid response and the factors that
are considered when deciding the level of services to provide;
The services provided at a local rapid response information session depends mostly
on the number of affected workers and the location of the company and the number
of partner agencies available to participate. If the number of workers affected is
small (5-20), our WIA Contracted Staff will usually host an informational meeting
and provide information on behalf of our partnering organizations.
5. The local partners that are involved as part of local rapid response; and
The list of partners informed is larger than those who participate in the Rapid
Response activities. This is due to the large impact dislocations have on
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communities. After the initial meeting, we generally have a better understanding of
the situation and the workforce. The WDBSCW staff then reaches out to a rather
extensive list of partners to inform and check availability or interest in participating in
the presentations. The notification and outreach list includes DWD Dislocated
Worker Staff, Unemployment Insurance, United Way, Department of Veterans
Affairs, DWD Veterans Services Staff, AFL-CIO LETC, Job Service Director, WIA
contracted service providers, Technical Colleges (Madison College/MATC and
MPTC), Human Services, Local Elected Officials, mayors, WDBSCW Board
members, and economic development partners.
6. How local rapid response coordinates services with TAA in instances where there is
a current TAA certification.
Services are coordinated with TAA on multiple levels. During the initial information
meeting with the company, the Trade programs are discussed with the company
and initial Trade eligibility is screened with the company. If appropriate, the DWD
staff and/or AFL-CIO LETC have been engaged to assist in the completion of the
Trade petition. If the company has a TAA certification then we coordinate with the
UI staff that will be coordinating the eligibility and paperwork meetings. Often a WIA
Contracted Staff will attend these meetings as well to attempt to align services
between the programs. Once the individuals are engaged in the TAA program
communication with the TAA staff is ongoing. The use of ASSET is essential for
staff from all programs to share planned activities, communications and align
resources.
b. Describe how the WDB coordinates with the State for dislocations involving state rapid
response.
The WDBSCW works in close partnership with the Dislocated Worker Unit at
DWD. When a partner organization learns of a dislocation (through WARN, media,
direct contact from the employer, etc.) WDBSCW and/or DWD Dislocated Worker Unit
are contacted immediately. If the closure or layoff is less than 50 workers, the
WDBSCW will take the lead, schedule employer meeting and all rapid response
activities.
For closures or layoffs of 50 or more the Dislocated Worker Unit is involved in both the
employer meeting and planning of services that will be made available to the
workers. The WDBSCW will still take the lead on the coordination of the Rapid
Response sessions.
c. Describe how the WDB ensures a seamless transition between rapid response (state
and local) and One-Stop activities for the affected workers.
A WIA Contracted Staff participates in all Rapid Response presentations. Depending
on the design there may be multiple WIA Contracted Staff engaged. The WIA
Contracted staff are the liaison to the One-Stop system. The WIA Contracted staff is
housed in the local Job Centers and work directly with the WIA funded staff throughout
the WDBSCW region and has relationships with the One-Stop and Community partners.
d. Describe the manner in which the WDB tracks dislocation events and its activities.
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["A description of how the local board will coordinate workforce investment activities
carried out in the local area with statewide rapid response activities, as appropriate"
Sec. 118 (b)(2)(B)(5)]
WDBSCW Staff maintain a spreadsheet of dislocation activities that we are notified
about within the region. WDBSCW Staff track all dislocation notifications even if
presentations to workers are not coordinated. Additionally the WDBSCW Staff track the
company, industry, number of affected workers, timeline (dates of contacts), type of
assistance we were able to provide and the number who completed surveys. All of this
information is tracked and saved in a spreadsheet housed at the WDBSCW
office. This information is maintained for several years and used for comparisons, as
well as being shared with the WDBSCW for planning purposes.
See Attachment H – Procedure for Rapid Response Coordination
8. Provide "a description of the criteria to be used by the Governor and the Local Board, under
20 CFR 663.600, to determine whether funds allocated to a local area for adult employment
and training activities under WIA sections 133(b)(2)(A) or (3) are limited,
and the process by which any priority will be applied by the One-Stop operator" [§661.350
(a)(11)] Include how the WDB is involved in this process of determining limited funds, and
the process that the WDB directs its OSO(s) to gives priority to veterans and veterans'
spouses, low-income individuals and recipients of public assistance if funds become too
limited to serve all interested participants.
The WDBSCW has established policies which provide a priority of services for Veterans,
veteran’s spouses as well as and low-income individuals. Access to WIA Core and
Intensive services is generally not an issue within our region. These priorities have become
most applicable when training resources are being sought. Due to the number of
individuals seeking trainings services, the requests have exceeded the WDBSCW training
budget. The first priority is to align resources to financially support continuing participants
engaged in WIA funded training. The WDBSCW established guidance relating to a priority
for WIA participants seeking training services for the first time. The Training priority
guidance is to be implemented in accordance to the Veterans priority policy. Participants
are placed on a waitlist, until resources have been dedicated to cover continuing WIA
training participants. The waitlist is based on the date of request and as resources are
available, participant’s financial requests are approved. When participants are placed on a
waitlist or do not meet the training priority characteristics, other opportunities are presented
and strategies are engaged to assist the individual’s progress towards employment. All
WIA contractors and staff have been provided this guidance and adhere accordingly.
a. Attachment I for the WDB policy on the "priority of service" due to limited funding as
approved by the WDB [§663.600] If this is not in the "priority of service" policy, also
attach the WDB policy if income is used as a basis for serving adults, or, indicate that
the WDB does not use this criteria.
See Attachment I – Policy for Priority of Service
b. Attachment J for WDB's policy on serving eligible veterans and spouses first to meet the
Jobs for Veterans Act. [Administrator's Memo 10-2]
See Attachment J – Policy for Veterans Priority
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c. Attachment K for any additional policies for determining eligibility for other services
beyond core services.
See Attachment K – Temporary Employment Policy
9. Provide the WDB's definition of “unlikely to return to previous industry or occupation” when
required for eligibility for dislocated worker services. [Sec. 101(9)]
The local definition was established at the Planning and Development Committee Meeting
on October 17, 2011.
Policy
An individual during orientation and enrollment would need to be preliminarily assessed and
meet two of the following five criteria would meet the definition.
a. Education Level
i. Highest education level completed is a high school diploma or lower
b. Job Tenure
i. Worker was employed in previous occupation for 10 years or greater
c. Declining Industry
i. Worker’s previous industry within our workforce region is experiencing a
negative growth rate
d. Low Demand Occupation
i. Worker’s previous occupation within our workforce region is experiencing
a negative growth rate
e. High Unemployment Rate
i. Unemployment rates for the worker’s community of residence is higher
than the workforce regions unemployment rate
Procedure
WIA staff would work with the individual to evaluate their eligibility and collect the
appropriate documentation to support meeting this definition. That documentation would be
maintained in the file as eligibility documentation.
10. Describe the process and system used for collecting and maintaining equal opportunity
information on "every individual who is interested in being considered for WIA title I
financially assisted aid…" [§663.105(c)]
All customers who are interested in WIA services attend a WIA One Stop Orientation.
Customers complete a general information application. Applications collect the information
needed to complete ASSET Manage Customers and ASSET Manage Programs which
include equal opportunity information. All equal opportunity information is housed in
ASSET the State of Wisconsin’s tracking system for workforce programs.
11. Describe the processes the WDB will use to maximize competition in the selection of
service providers for core and intensive services.
The WDBSCW maintains a competitive procurement process to select contractors to
provide Adult, Dislocated Worker and Youth services, the process is outlined in the
WDBSCW Fiscal & Accounting Policies and Procedures Manual.
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The Board also maintains detailed evaluation data on all contractors which is used as
background material to measure effectiveness of services. For any contractors that have
not conducted business with the WDBSCW prior to procurement, they are required to
provide references that can verify the quality of their past work. Procurements generally
result in the issuance of a one year contract with a renewal/extension option.
12. Describe any changes in service delivery from the previous Local Plan in response to "the
financing available" and the "need to revise strategies to meet performance goals."
[§661.355]
Our available training resources no longer meet the demand of our training needs within the
region. Therefore, we established additional criteria to ensure we are applying the
resources to those with the greatest need. We will add these criteria to existing training
policies.
Utilize the “Ability to Benefit” criteria associated with the Pell Grant funding as a base and
noted enhancements to address local issues.
•
•
•
•
•
•
Must be an undergraduate student
o Pursuing your first associates degree
o Not earned a bachelor’s or graduate degree
o Exception is enrollment in post bachelor certificate program or program
leading to licensure
Able to complete at least 6 credit-hours of coursework
Must be working toward a qualified degree-oriented program at an approved
institution
o Local Additions
§ Electives must be relevant to program
§ Credit courses only
§ No courses outside of program
§ No online programs
• Possibly online courses within a program
Must maintain satisfactory academic progress
o Local Additions
§ Minimum of “C” average in all courses
§ No retake for failed courses
§ If on Academic Probation
• Cannot be on Academic probation more than once
• Must create an academic remediation plan
• Must engage with Career Advisor (should include the
Workplace Skills Center)
• Explanation as to what will be different
Must not owe a refund or be in default of education loans
Must have a financial need
Extenuating circumstances can be presented for consideration to the Executive Director or
designee. Approvals of extenuating circumstances are at the sole discretion of the
Executive Director and will be considered individually.
13. Attach the following policies listed below. If the policy does not include the issues identified
below, address those issues in narrative form in the attachment for each policy:
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a. Attachment L WDB policy on the definition of Self-Sufficiency that (1) may include
criteria such as family size, definition of "dependent" or lack of health care insurance;
(2) describe how it is applied to dislocated workers ["Self-sufficiency for a dislocated
worker may be defined in relation to a percentage of the layoff wage."]; and, (3) how the
"special needs of individuals with disabilities or other barriers to employment should be
taken into account when setting criteria to determine self-sufficiency." [§ 663.230]
See Attachment L – Policy for Self-Sufficiency
b. Attachment M WDB policy on Supportive Services that includes what supportive
services may be provided; when they may be provided; and, limits on the amount and
duration. [§ 663.800 - 663.810]
See Attachment M – Policy for Supportive Services
c. Attachment N WDB policy on Follow-up Services [§ 662.240(b)(11)]\
The policy was established at the Planning and Development Committee Meeting on
October 17, 2011.
See Attachment N – Policy for Follow Up Services
d. Attachment O WDB policy on Needs Related Payments policy, or, indicate that the
WDB does not use this WIA provision [§ 663.815 - 663.840]
Attachment O – The WDBSCW does not use this WIA provision.
e. Attachment P WDB policy related to: "Any local area may enter into an agreement with
another local area (including a local area that is a city or county within the same labor
market) to pay or share the cost of educating, training, or placing individuals
participating in programs assisted under this title, including the provision of supportive
services. Such agreement shall be approved by each local board providing guidance to
the local area and shall be described in the local plan under section 118." [Sec.
195(3)(A-B)]
See Attachment P – Policy for Local Service Area Coordination
Intensive Services
14. Address the following: "Identification of eligible providers of intensive services. If the onestop operator does not provide intensive services in a local area, the local board shall
identify eligible providers of intensive services described in section 134(d)(3) in the local
area by awarding contracts" [Sec.117 (d)(2)(D)]
provide Adult, Dislocated Worker and Youth services, the process is outlined in the
WDBSCW Fiscal & Accounting Policies and Procedures Manual.
background material to measure effectiveness of services. For any contractors that have
not conducted business with the WDBSCW prior to procurement, they are required to
74
provide references that can verify the quality of their past work. Procurements generally
result in the issuance of a one year contract with a renewal/extension option.
Training Services
The WDBSCW has dedicated resources and effort to the development of stackable/modular
training formats built on a Career Pathway training platform. This innovative work has been
financially supported by grants from the Department of Labor (Industry Partnership grant,
WIRED grant) and sector grants from the State Department of Workforce Development. At this
stage, all stackable credential training is on the approved Individual training Account platform.
The following is a visual of our work to date. The work reflected the intent of the State RISE
initiative.
15. In relation to adult training services:
a. Indicate how participants are made aware of training for "occupations in demand in the
workforce area" and identify the sources for that information.
The Workforce Development Board strives to allocate approximately 35% of the WIA
Title 1 funds to support a combination of ITAs, On the Job Training/Career Pathway
Trainings. Training funds are maintained in a regional pool which is managed by the
Workforce Development Board and disbursed based on a training reservation system,
which is designed to give the Board and One Stop Partners maximum flexibility to
address customer needs for industry demand driven training. The WDBSCW and the
technical college system have collaborated to develop short term Career Pathway
trainings designed to target occupations in the priority sectors in our region. These
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Career Pathway options are made available to all eligible WIA customers through our
job center orientations. All customers enter the WIA program through the job center
orientation. Orientations are facilitated by certified career advisors. During the
Orientation customers learn about demand occupations through labor market
information using the following resources; Job Center of Wisconsin, WisCareers,
WorkNet and Onet. All customers meet with a Career Advisor to develop an individual
employment plan based on reviewed labor market information for demand occupations.
Following orientation WIA customers have the support of individual career advising
sessions, career pathway workshops and appointments with our Industry Specialists.
b. Provide a "description of the competitive process to be used to award the grants and
contracts in the local area for activities carried out under this subtitle." If a determination
was made that there is an insufficient number of eligible providers, describe how this
determination was made and the competitive process to be used in selecting providers
under a contract for services including the process to be used to procure training
services that are made as exceptions to the Individual Training Account process [Sec.
118 (b)(2)(B)(9), § 661.350 (a)(10)]
Non-competitive Proposals (Sole Source) Procurement through solicitation of a
proposal from only one source will only be used when, after solicitation from a number
of sources, it is determined that competition is inadequate. Such procurement will only
be used when implementation deadlines do not allow for an additional competitive
procurement process and one of the following circumstances applies.
•
•
•
•
•
•
•
•
The item or service is unique and / or available only from a single source;
The public exigency or emergency need for the item or service does not permit a
delay resulting from competitive solicitation. This would include a situation where a
large worker dislocation event has occurred and initial Basic Readjustment Services
are authorized by DWS.
It is necessary that the needed items be manufactured by a certain source in order
to be compatible and inter changeable with existing equipment;
After solicitation of a number of sources, competition is determined inadequate;
OJT contracts, except OJT brokering contracts, which shall be selected
competitively;
Enrollment of individual participants in classroom training;
Data are unavailable for competitive procurement; or
The services are deemed to be appropriate to a Job Center and its partners, one of
which is the grantee.
In addition, the following conditions apply:
• There must be an advance agreement between the Job Center partners programs
that such services will be provided by the partner(s).
• Where certain Job Center related common costs are to be shared by the partners,
there must be an advance agreement between the partners that identifies such
costs and describes the method of const sharing.
• The agreement must be in writing.
• The DWD/DWS authorizes non-competitive proposals.
c. Attachment Q WDB policy(s) for determining eligibility for training services.
See Attachment Q – Policy for Training Eligibility
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d. Provide a list of training services that the WDB intends to offer, including services that
are not specifically listed in WIA. ["Identification of eligible providers of training services.
Consistent with section 122, the local board shall identify eligible providers of training
services described in section 134(d)(4)". Sec.117 (d)(2)(C)]
Due to our collaborative relationship with the local Technical Colleges, we are able to
advertise, recruit and make trainings available to WIA program participants that are not
financially supported through WIA funds. These training include the Workforce
Attachment and Training (WAT) grants which are written by the technical college in
collaboration with local businesses. Another example is the Economic Development
Agency (EDA) grant currently operating through MATC which is targeting portions of our
region recently affected by flooding that are in need to assistance to reengage the
manufacturing industry in these areas. This is a workforce development opportunity for
incumbent workers as well as unemployed or under employed residents of these
communities. The WDBSCW was also a partner in the statewide Transitional Jobs
Demonstration Project which funded work experience opportunities to increase worker
skills, abilities and readiness.
e. Attachment R WDBs ITA policy, and other policies that indicates any limits on duration
and amounts of ITAs, and policies/documents required of participants to demonstrate a
"need for training."
The Workforce Development Board of South Central Wisconsin (WDBSCW) provides
financial assistance through Training and Support Services payments to assist in
degree or occupation activities of qualifying Workforce Investment Act (WIA)
customers. All WIA customers are required to apply for financial aid. Pell Grants
awarded are to be directed to training costs prior to the expenditure of WIA Funds. All
reservations requesting funds for training should have an award letter from the
customer’s school determining Pell Grant amount or stating that the customer is not
eligible for the Pell Grant. The only exceptions will be those customers entering training
in academics not eligible for financial aid (i.e. CNA program). Also attached to the
reservation should be a description of tuition and book costs for the customer. The
WDBSCW will provide funding up to two annual maximum amounts of $1,000
($500/semester) for support services and $3,000 ($1,500/semester) for training
services.
See Attachment R – Support Services & Training Payment Policy
f.
Attachment S WDB policy(s) and procedures for adding, removing, and monitoring
training providers on the ITA List.
The Workforce Development Board of South Central Wisconsin follows the states
guidelines in adding, monitoring and removing training providers from the ITA
list. Eligible training providers include post secondary educational institutions that are
eligible to receive Federal funds under Title IV of the Higher Education Act of 1965 and
also provide a program that leads to an associate degree, baccalaureate degree or
certificate, entities that carry out programs under the National Apprenticeship Act. They
are registered under the Act and other eligible training providers to include community
based organizations, private organizations and post secondary Title IV agencies that
offer programs that do not lead to an associate degree, baccalaureate degree,
certificate or technical diploma. The WDBSCW communicates any issues with the
Department of Workforce Development regarding the adding, removing and monitoring
of ITAs.
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See Attachment S – Policy for Individualized Training Account Provider Monitoring
g. Attachment T WDB's OJT and Customized Training policy(s).
See Attachment T – WDBSCW OJT Training Policy
The WDBSCW does not offer customized training.
h. Describe the WDB's intent to use exceptions instead of, or in conjunction with, the ITA
system (e.g. OJT, Customized Training, Apprenticeships, or for "hard-to-serve"
individuals). If the WDB intends to serve special participant populations that face
multiple barriers to employment that is allowable outside of the ITA system, describe the
criteria to be used to determine the demonstrated effectiveness of community-based
organizations or other organizations that serve these populations. [§663.430(3)]
Our local technical colleges have met our needs through their Learner Success
Services, Community Adult Basic Education and Developmental Educational
Programming. The technical colleges provide basic literacy services in a variety
of community based organizations serving populations with barriers We have also
coordinated with the technical college to have qualified Community Based Organization
staff be certified by the technical college as instructors. Having certified instructors
allows those the college to grant credit to participants for participation as well as begin
to establish college transcripts for participants.
i.
Describe the (1) specific process and/or method used by which WIA training funds are
coordinated with other sources of funding for training and, (2) process by which WIA
funds are utilized if other sources of funding are pending approval, and how those WIA
funds are accounted for when other sources of funding are approved/disapproved.
[§663.320]
Assessment is a service provided to all WIA participants early in their program
engagement. As individuals progress in the program and training activities are being
considered, personal budgeting and financial planning becomes critical. WIA
participants are coached through issues to consider and potential funding sources that
may be available. WIA staff work with each participant to apply for and align as many
funding sources as possible to meet the participant’s financial needs to successfully
engage in and complete training. These funding sources may include Pell grant,
partner agency/program resources as well as loans.
The alignment of funding sources is always difficult and complicated. Each funding
source has priorities and limits. Whenever possible other resources are applied
towards addressing participant expenses. WIA resources are targeted toward
expenses that may not be allowable under other funding sources. WIA staff also
provide guidance to WIA participant to not take out loans for training, but at time
participants elect to take loans regardless.
When WIA resources are being requested on a participant’s behalf, WIA staff collects
documentation on the financial need as well as other funding sources being
aligned. This documentation is submitted to support the financial request.
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j.
Provide a description of any WDB program-specific performance information that is
used to determine the successful delivery of services by training providers and the
validation of eligible training providers.
We have followed the criteria established by the State DWD to evaluate eligible training
provider applications. Any issues with approved training providers are addressed in
coordination with DWD.
E. Youth Program
As part of the overarching workforce priorities, the Governor is focusing on aligning the school
systems curricula with the education and training needed for successful job placements.
Additional educational options for K-12 are also a priority. The 21st century economic
landscape is rapidly changing with innovation, technology, and globalization altering the nature
of work, and the skills and training needed by workers to compete in the workforce. Today’s
economic realities necessitate that the publicly-funded workforce system serving youth be
aimed at preparing them to secure jobs in high-demand industries and occupations.
1. Describe the WDB strategies to promote collaboration between the local workforce
development systems, education, juvenile justice, and others, to focus services on youth
including youth in foster care, aging out of foster care, youth offenders, youth with
disabilities, children of incarcerated parents, and migrant and seasonal farm worker youth.
The WDBSCW considers all of the youth agencies listed above as necessary partners to
successfully prepare our future workforce. All partners have a role from referrals into WIA,
support of warp around services, to developing technical college curriculum with embedded
basic skills. In 2011, our main focus will be the continued development of technical skill
education opportunities at the high school level. Our goal is to develop as much opportunity
as possible to create dual credit technical training opportunities for secondary level
students. To accomplish this, we will be leveraging the experience and resources of DPI
Career Cluster framework, the youth apprenticeship and Career and technical education
programs through Madison Area and Moraine Park Technical Colleges. This structure will
provide programming allowing all WIA youth regardless of the barrier to be successful in
training leading to self sustaining employment.
2. Provide "a description and assessment of the type and availability of youth activities in the
local area, including an identification of successful providers of such activities" [Sec. 118
(b)(6); §661.350(a)(7)]
The Workforce Development Board has relied on the assessment work completed by our
partners. Assessment resources utilized are: The Workforce Development Board does
manage a website for our local workforce development area system
(www.comeherefirst.org) which houses links to many of our partners who provide a
spectrum of services from housing, rental assistance, human services programming and
continuing education. The Workforce Development Board has relied on the assessment
work completed by our Partners. A key partner in Dane County has been the United Way
of Dane County. They have maintained the 2-1-1 service locally. This is a hotline that can
be used by local community partners, service providers and individuals when attempting to
identify local resources to address needs. Through this relationship we have been
connected to a larger project that connects the 2-1-1 services for all regions of the
State. We have identified and connected to local resources throughout our region using
this resource. Key 2-1-1 contacts in our WDA include: 2-1-1 Dane County
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(www.unitedwaydanecounty.org/2-1-1.html), 2-1-1 First Call for Help – Waukesha County
(www.mhawauk.org/211fcfh.html), 2-1-1 United Way Fox Cities
(www.unitedwayfoxcities.org/unitedway/2-1-1/default.asp).
3. Describe the connection between the WDB WIA program and the Job Center service
delivery system and JCW for serving youth, and include the types of referrals made for
youth not eligible for WIA services.
Services for youth are fully integrated into the One Stop System. Youth are able to access
the full array of One Stop System services. The WIA youth program holds weekly and
monthly youth job clubs at the regional job center locations and access points. There are
regularly scheduled orientation as well as drop in sessions depending on the location.
Customers receive a WIA Job Center orientation and register on Job Center of Wisconsin
(JCW). Youth use JCW as a tool for building a resume and cover letter and job seeking.
Youth work on basic skill development, resumes and cover letters, job search and other
employment and training program offerings. Youth who are not eligible for WIA services
may receive services through design framework options. The WDBSCW encourages
programs to be open to participants from a wide range of income levels. However, only
income eligible participants with additional barriers will count toward the WIA contract goals.
Programs that wish to have such “open” programs must demonstrate a proportionate
amount of non-WIA funds in their budget to serve income ineligible youth. All youth are
eligible for universal services offered by the Job Centers. The Job Center and Program
staff frequently utilize the 211 system as referral source as it covers the entire state and
lists services available to youth, adults and families.
We are fortunate in our system design to have engaged additional community based
partners which is increasing the access to services as well as increasing program and
resource alignment with our One Stop System. We have increased the WIA contractors
and expanded the branding to the WorkSmart Network. The intention is to recognize the
value of the network and to increase the volume of referral sources. The One Stop System
works to provide some level of service to as many youth as possible. At times youth we do
encounter youth who do not meet WIA program eligibility requirements which may limit the
intensity of our engagement but WIA does allow for several useful services to be provided
at the Design Framework level. The Design Framework level services allow staff an
opportunity to meet with youth and conduct and initial assessment to establish a tentative
plan for next steps. At times these services are enough to get youth back onto their path,
but often the needs are greater and we must rely on our community partners. When we
encounter youth who are still high school aged the high school guidance counselors are a
frequent referral source as well as the technical colleges' School to Career Coordinators or
the advising/counseling staff. For those who are not high school aged the referrals may be
to the local Literacy Networks/Councils to address basic skill or English as a Second
Language needs. When academics are not the primary issue then we are frequently
making referrals to community partners who operate programs with a targeted
purpose. Examples of this would include; Community Action Programs who operate
various housing assistance programs, local food pantries, DVR, W2/FSET, UW Extension
Offices, Joining Forces for Families, other community based training programs like those
offered at the Urban League of Greater Madison, Latino Academy for Workforce
Development, Madison College, Moraine Park Technical College, Centro Hispano,
Operation Fresh Start, Renewal Unlimited, Goodwill Industries, or St Vincent DePaul’s.
4. Out-of- school youth:
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a. Describe the WDB’s recruitment strategies to expand and promote services;
Recruitment of out-of-school youth is marketed and aligned with our One Stop System
and WorkSmart model. Youth are recruited through our Rapid Response Sessions,
Access Points, the technical college system and many other partner
agencies. WorkSmart staff attend local job fairs and educate the public on services
provided for youth through the One Stop System. The WDBSCW has developed 16
Access Points throughout the South Central region. Each Access Point has a trained
Point of Contact who works with youth and other job seekers in the community. These
trained points of contact refer customers to their local Job Centers. WorkSmart staff
has increased recruitment by scheduling regional youth job clubs in all job centers and
in access points for counties that do not have a comprehensive job center. These
session are held at consistent dates and times and do not require an appointment. b. Describe the WDB’s retention strategies for youth in training/education programs and
employment;
To keep out-of-school youth engaged and increase retention rates, the WorkSmart
model lays out a clear path throughout the WIA job center system with a customer
deliverable at each point. WorkSmart has increased our technology platform allowing
youth to stay in touch with their Industry Specialist in a variety of ways. A youth can use
an access point in their area, come into any job center or if they have a home computer
use email or Skype to connect with their job center resources. By connecting our outof- school youth programming to the One Stop System and utilizing our tools such as
technology, Career Pathways, drop in job clubs and our Employment Connections
Workshops, we are able to provide faster short term services which keeps the youth
engaged.
c. List workforce partners and other entities that are actively engaged with the WDB’s to
retain and assist youth in training/education programs and employment. Describe their
role.
Contractors
Primary Target Group:
Out of School /Older
Youth
Services Provided
Employment and
Training Association
Opportunities
Incorporated
Urban league of
Greater Madison
Latino Academy for
Workforce
Development
Madison College
Moraine Park Technical
College
Recruit youth, assessment
of youth, establish youth
commitment, provide or
refer to access 10 youth
program elements
Occupational skills, support services,
career development, comprehensive
guidance & counseling, design framework
services, job search,
financial literacy, job shadows, basic skills
preparation, employment placement and
retention assistance
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Contractors
Primary Target Group:
In- School /Younger Youth
Services Provided
Employment and
Training Association
Opportunities
Incorporated
Madison College
College
Recruit youth, assessment
of youth, establish youth
commitment, provide or
refer to access 10 youth
program elements
Occupational skills, dropout prevention,
comprehensive guidance and academic
counseling, design framework services,
career planning, leadership development,
financial literacy, job search, job shadows,
work experience, employment placement
and retention assistance
5. Attachment U Attach the policy or describe how the WDB will make available each of the
ten program elements to youth participants. [Sec. 129(c)(2)(A-J); §664.410(a)(1-10)]
See Attachment U – Policy for Ten Program Elements
6. As part of the youth eligibility definition (in addition to being the age 14 through 21, and is a
low income individual as defined by WIA), WIA provides one or more categories that must
be met. Of the six categories, the sixth criterion is left to the WDB to define. Provide the
WDB's definition for the youth eligibility category: "Is an individual (including a youth with a
disability) who requires additional assistance to complete an educational program, or
secure and hold employment." [Sec. 101(13)(C)(vi); §664.200(c)(6)]
Definition of Needs Additional Assistance
The Needs Additional Assistance and Faces Serious Barriers will be the same definition.
Requires additional assistance to complete and educational program or to secure and hold
employment and faces serious barriers.
This is defined as one or more of the following:
• Not having had unsubsidized work history in the past two years
• Not having had a job that was obtained without assistance
• Not having a regular work history (unable to keep a job/sporadic work history)
• Youth is 18 years of age or older and is unable to complete FAFSA paperwork due
to being estranged from parent/guardian
• Has unstable living conditions due to traumatic events like abuse or neglect
• Lacks familial support to complete an educational program and is the first
generation attending college
7. Up to 5% of youth participants served by youth programs may be individuals who do not
meet the income criterion for eligible youth. WIA provides eight categories of which one or
more must be met. One of those eight categories is: "Face serious barriers to
employment." Provide the WDB's definition of "face serious barriers to employment" in this
5% youth context. [129(c)(5)(H); §664.220(h)]
Definition of Needs Additional Assistance
The Needs Additional Assistance and Faces Serious Barriers will be the same definition.
Requires additional assistance to complete and educational program or to secure and hold
employment and faces serious barriers.
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This is defined as one or more of the following:
• Not having had unsubsidized work history in the past two years
• Not having had a job that was obtained without assistance
• Not having a regular work history (unable to keep a job/sporadic work history)
• Youth is 18 years of age or older and is unable to complete FAFSA paperwork due
to being estranged from parent/guardian
• Has unstable living conditions due to traumatic events like abuse or neglect
• Lacks familial support to complete an educational program and is the first
generation attending college
8. WIA allows the provision of incentives for recognition and achievement to eligibile youth.
Please attached the WDB’s youth incentive policy.
Update February 2013: The Workforce Development Board of South Central is not
prepared at this time to submit a youth incentive policy. The Board will submit a policy in
May of 2013 for Program Year 2013 implementation.
9.
Attachment V List of youth providers for required State list.
a. Describe the WDB’s request-for-proposal process to be used in awarding contracts for
youth services including the frequency of issuance, review criteria, and who reviews the
proposals. “the local board shall identify eligible providers of youth activities in the local
area by awarding grants or contracts on a competitive basis, based on the
recommendations of the youth council.” [Sec.117(d)(2)(B)]
provide youth services, the process is outlined in the WDBSCW Fiscal & Accounting
Policies and Procedures Manual.
Link to Fiscal Policies and Procedures:
http://wdbscw.org/component/content/article/217.html
background material to measure effectiveness of services. For any contractors that
have not conducted business prior to new procurement with the Board they are required
to provide references that can verify the quality of their past work.
b. How does the WDB measure the success of youth service providers?
The WDB uses local monitoring practices to review the success of its local providers.
Youth service providers are measured based on negotiated performance standards.
Youth contractors participate in annual WIA program and fiscal monitoring. The WDB
also tracks just in time data to look for successful trends or issues in programs. The
WDB will adjust program practices as needed to stay compliant with WIA program
standards.
Below is an update to Attachment V – List of Youth Providers for Required State List
10. Attachment W List of Youth Council members, their titles, and the organizations they
represent. Provide a description of the solicitation and selection processes used to garner
nominees from the required membership categories. [Sec. 117(h)(2(A)(i-vi);§661.335(b)(1-6)]
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Youth Council members are comprised of a combination of Workforce Development Board
members who are assigned to the Youth Council by the Board Chair and other community
also appointed by the Board chair.
Board members are assigned based on both their interest and expertise in the at risk youth
area. Community members are selected based on their demonstrated commitment via their
work within our region to bring resources to bear on the issues of at risk youth.
a. Describe the actual process for the Youth Council’s oversight with respect to eligible
providers of youth services and their role in provider selection and oversight.
[Sec. 117(h)(4)(B)(i-ii); §661.340(c-d)]
The Workforce Development Board of South Central has established the following
Youth program oversight and development structure. The Workforce Development
Board maintains a Youth Committee which is comprised of members of the Workforce
Development Board. To serve the larger role of Youth Council, the Board has
established a Youth Forum. The Youth Forum is comprised of the partners stated within
the Workforce Investment Act and other key youth serving agencies from throughout
our region. The goal of the Youth Forum is to discuss pressing issues affecting the
region’s youth and establish action agendas that can be shared with other youth serving
partners.
Role of the Youth Committee
• Serves as a sub-committee of the
WDB.
• Set funding priorities for allocations.
• Manage the allocation and
procurement process.
• Conducting oversight of youth
activities.
• Developing the youth portion of the
local plan.
Responsibilities of the Youth Council
• Helping generate a list of eligible
providers to the WDB.
• Assist to develop networks of youth
providers.
• Act as ambassadors to aid in the
development of coordinated activities
and the implementation of the local
plan.
b. Describe how the Youth Council coordinates youth activities. [Sec. 117(h)(4)(C);
661.340(a)]
Youth Forum/Youth Council will assist the Board twice per year to convene youth policy
leaders who will meet to discuss and frame the pressing youth workforce development
issues. From the forum meetings, the Board’s Youth Committee will develop action
agendas that will be used to guide the Workforce Development Board’s youth program
strategies.
c. Provide a list of the Youth Council’s top three priorities/goals for improved services to
youth.
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d. Describe the process the WDB used to meet the duties of the Youth Council in
“developing the portions of the local plan related to eligible youth, as determined by the
chairperson of the local board.” [§661.340(b)]
The Youth Committee of the Board met on October 5, 2011 to determine the priorities
for services to eligible youth and to update the definition of sixth eligibility criteria. The
priorities and update definitions will be shared with the Youth Forum during the 30 day
WIA Plan review and comment and updated based on feedback.
F. Performance and Accountability
In addition to demonstration of ability to meet to the Federal requirements, local plans must
include any locally developed performance standards and assessment methods.
1. List the WDB's negotiated levels of performance for each common measure:
Update September 2014:
1. Adult and Dislocated Worker (DW) Entered Employment
a) Adult Entered Employment Rate = 82.5%
b) Dislocated Worker Entered Employment Rate = 90%
2. Adult and Dislocated Worker (DW) Employment Retention
a) Adult Employment Retention Rate = 87%
b) Dislocated Worker Employment Retention Rate = 93.7%
3. Adult and Dislocated Worker (DW) Average Earnings
a) Adult Average Earnings = $11,300
b) Dislocated Worker Average Earnings = $17,680
4. Youth Placement in Employment or Education
a) Placement in Employment or Education Rate = 78%
5. Youth Attainment of a Degree or Certificate
a) Attainment of a Degree or Certificate Rate = 76%
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6. Youth Literacy and Numeracy Gains
a) Literacy and Numeracy Rate = 37.5%
2. Attachment X Complete the Performance Improvement Plan Self-Assessment Survey if the
WDB has failed for the first year in any performance measure goal(s) for PY 10. Template
must be used. [§666.420(a)]
a. What actions has the WDB taken with its youth service providers to identify service
delivery weaknesses?
The WDB has redesigned the out-of-school youth team that is responsible for meeting
this measures outcomes. In contracts for program year 2011, all youth customers are
aligned and assigned to one team consisting of a Youth Liaison, a Career Advisor, an
Industry Specialist and an Employment and Retention Specialists. The WDB meets
with this team monthly to review performance outcomes and documentation. The team
tracks their success in this measure and have already had more youth successfully
document an educational gain this year than we have in prior years. We recognized a
few areas of weakness during the 2010 program year and began realignment efforts
right away. In PY09 we attained 0% in Literacy Numeracy. In PY10 we were able to
increase to 10.5%. In PY11 we will demonstrate continued success.
b. What changes has the WDB made to policy, service delivery, providers, engagement of
partners, etc. to ensure improved program performance?
In PY10 youth customers were assigned to case managers or Industry Specialist based
on sectors. This strategy is effective for adults and dislocated workers but we were
showing a decrease in youth customers. In PY11 we adjusted our service delivery to
have all youth assigned to one Industry Specialist and we developed a team to
specialize in youth case management. The team is focused on youth recruitment,
consistent contacts through one to one meetings and group job clubs and workshops.
The team is driven and focused on meeting and exceeding our WIA performance
outcomes.
3. Attachment Y Complete the Corrective Action Plan if the WDB has failed two consecutive
program years for any performance measure goal(s) for PY 09 and 10. Template must be
used. [§666.420(b)]
See Attachment Y – Corrective Action Plan
4. Describe how performance data will be used for local monitoring, evaluation, continuous
improvement and oversight processes; and, describe the type of training for staff (and
providers where appropriate), and the frequency, on ASSET and performance measures.
The WDBSCW utilized various data sources for a variety of purposes and audiences. The
WDBSCW utilizes a local spreadsheet as a data collection tool. These local spreadsheets
are maintained by Industry Specialists (Case Managers) and are used to collect a variety of
data elements on each WIA participant. The data collected by the spreadsheets has
continued to adjust over the years based upon the Planning and Development Committee’s
desire to understand trends and impacts. These spreadsheets are collected monthly and
compared to WEBi reports to ensure accuracy. The information from these reports is then
charted to provide a historical perspective and for communication purposes. The data and
charts are shared with contractors, WDB Committee(s) and staff. These reports are also
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used for local monitoring efforts, contract evaluation and continuous improvement
strategies. Performance data is also used by the Planning and Development Committee
and the Board during procurement to measure demonstrated effectiveness of the proposing
agencies.
The WDBSCW has established a monthly All Staff Meeting structure for all of the WIA
contractors and their staff. These meetings provide an opportunity for knowledge transfer
across all staff and supports collaboration and alignment of effort. For example: Our WIA
Young Adult (Out of School Youth) staff are then able to connect with our Middle College
(In School Youth) staff to discuss transition and service coordination. This is also a time for
staff to share any information gathered through their monthly activities or engagements.
Topics for these trainings adjust based on timing and needs. Topics include: ASSET,
performance measures, community resource identification, Data Sharing Agreement, and
Accessibility. This is also an opportunity for the WDB to bring in subject matter experts to
develop WIA program staff capacity. We have included WDB members to communicate
priority and impact as well as community partners to share collaborative opportunities.
The WIA contractors also hold weekly Sub-Team Meetings. These meetings are an
opportunity to address day to day issues, share best practices, identify opportunities for
improvement and problem solve. Staff from around the region often attends these
meetings via ITV to minimize travel time and costs. WDB staff do attend these meeting but
agenda and meeting are facilitated by Lead system staff and contract managers.
The WDB Staff also holds regular staffing engagements to bring together the WIA
programmatic trends and performance along with other industry and economic data. This is
a staff development opportunity for the WDB staff to foster and lead continuous
improvement efforts.
5. Provide a detailed description of how the quarterly WIASRD and DRVS performance
reports are processed locally to include: how failures are investigated, corrective action
steps, follow-up monitoring and correction validation.
We use the data from these two reports to populate the WDBSCW Scorecard information.
The Scorecard is shared with the WDBSCW through the Planning and Development
Committee minimally twice per year and to the full WDBSCW at the September Board
meeting. This data is also reflected in the WDBSCW’s Annual Reports, which are shared
widely throughout the year.
The WDBSCW staff receives the reports and breaks down the information to an individual
staff level. All failures are sent out to staff, leads and managers for investigation for
possible clean-up. All adjustments are then communicated bask to the WDBSCW staff.
WDBSCW staff evaluates for trends or repeated failures. This information is used to
formulate staff training needs, shared with contractors to discuss with their respective staff,
contractor corrective action plans may be developed based on severity and history of the
issue(s) and staff. Depending on the trends reflected in the performance data, issues may
be included in contractor monitoring engagements.
Depending on the timing and results the information and situation can also be used within
our region sub-team meetings. These meetings are staff lead meetings and are
opportunities for the staff to discuss strategies and situations with their co-workers. This
helps in the knowledge development and supports a mentoring environment. This is
important to support the development and delivery of program services across contractors
and the region.
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6. If the WDB has developed performance standards in addition to those required by WIA,
what criteria were used to develop these local area performance standards? Describe how
these standards will be evaluated, and corrective actions that will be taken if the
performance falls short of expectations.
The WDBSCW has not implemented any additional local performance standards beyond
the required WIA measures. However, the Board does maintain internal data that monitors
service activity at Access Points, contacts of Young Adult service team, real time job
placement and retention activity.
[Governor's workforce goal: "Improving accountability and transparency in order to measure success and
prioritize future funding based on outcomes."]
Attachment Z
The Workforce Development Board of South Central Wisconsin plan was distributed on November
2, 2011 for public comment. The draft plan was posted to the Board website. Availability of the
Draft Plan was noticed in the Wisconsin State Journal. Additionally, the plan was reviewed and
adopted by the full Workforce Development Board at the Board's November 15, 2011 meeting.
The Local Elected Officials who were briefed on the outline and intent on October 28, 2011 and
sent the draft plan on November 1, 2011.
The final Plan must be submitted to DWD with:
(a) all comments on the Plan;
One comment was received during the Board meeting. The Board member requested additional
language around the need for Innovation with the Board's vision and priorities. Additional language
was included.
(b) any changes to the Plan based on all public input;
Changes based on public comment – Part I, A3.
Innovation – Work to discover and create more effective processes, technologies, and
ideas/strategies that will benefit job seekers, partners, businesses and the region’s communities.
(c) a copy of the published notice for the 30-day review; and,
See Attachment Z – Published Notice for the 30-day Review
(d) a description used by the local board for public comment and key workforce partners including
local elected officials, representative of business, labor and economic development, One-Stop
partners and other stakeholders.
Board members, workforce partners and stakeholders received the following email.
At our November 15, 2011 Full Board meeting, we will be asking the Board to adopt our Workforce
Investment Act Plan. The draft was submitted to the State of Wisconsin’s Department of Workforce
Development on November 1, 2011 with the final document due to the State on December 1, 2011.
The Planning and Development Committee and the Youth Committee have met over the past 2
months to stage sections of the document that summarize the Board’s Vision, Principles/Priorities
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and Goals and new program related policies. Attached to this email are the documents that outline
the recommendations from the Planning/Development and Youth Committees. We are also
including a link to the full Workforce Investment Act Plan.
Summary of the WIA Plan:
Part 1 – Workforce Plan (starts on page 5 through 32) and covers:
• Our vision, principles and goals
• Describes the industry sectors in which we are working
• Discusses the information provided by our customers that guides to our work
• Describes our Industry Partnership/Business Service Strategies
Part II – Policy Compliance Section (starts on page 33 through 77) and describes:
Labor market information that supports the selection of our industry sectors.
One Stop/Job Center System (this section details parts of how we do business that are guided
by federal law. This is the area of our work where there are policy impacts.
•
•
Part III – Administrative Service (starts on page 78 through 91). This section describes the
Workforce Development Board priorities that are governed by regulation. This section basically
describes practices and policies that the Board has adopted within internal documents such as
financial procedure manuals. All of this section includes items that are audited during our annual
audit and monitored by the State.
We also recommend that you download the PDF and review online – if you want a hard
copy, let Erin know and she will send you one. If you send to a printer the full document is
274 pages. The 2011 WIA Local Plan is available on our website at the following link:
http://wdbscw.org/about/wia-local-plan.html. It is also featured under our "In Focus" section on the
homepage for easy access.
89
ADMINISTRATIVE SERVICES COMPLIANCE: PART III
A. Templates in the Reference Document must be used. The only alteration(s) may be
specific additions that tailor the document to local circumstances.
Documents that require signatures must have current signatories within the past
three (3) months.
1. Attachment AA Assurance Letter and Signatures
See Attachment AA – Assurance Letter and Signatures
2. Attachment BB Chief Local Elected Official Agreement /LEO Consortium Agreement and
Signatures "In general. the chief elected official in a local area shall serve as the local grant
recipient for, and shall be liable for any misuse of, the grant funds allocated to the area under
sections 128 and 133, unless the chief elected official reaches an agreement with the Governor
for the Governor to act as the local grant recipient and bear such liability" [Sec. 117 (d)(3)]
See Attachment BB – Chief Local Elected Official Agreement/LEO Consortium
Agreement and Signatures
3. Identify the Fiscal Agent and Entity for Disbursal of Grant Funds
"An identification of the entity responsible for the disbursal of grant funds described in
section 117(d)(3)(B)(i)(III), as determined by the chief elected official or the Governor."
[Sec. 118 (b)(2)(B)(8)] "An identification of the fiscal agent, or entity responsible for the
disbursal of grant funds." [§ 661.350 (a)(9)]
The WDBSCW is the grant recipient and fiscal agent for the South Central workforce
development area as designated in the WDB-LEO consortium agreement.
4. Describe the OSO designation process. Indicate whether a competitive or noncompetitive process was or will be used to select the OSO(s). If there are multiple
operators and/or consortia, be specific as to what each agency’s role is and which Job
Centers are involved with each.
a. Provide a description of the roles and responsibilities of the OSO(s) in the
Comprehensive Job Center and for service locations in the One-Stop delivery
system;
b. Describe the relationship of the OSO to the WDB;
c. The duration of OSO agreement(s); and,
d. If the WDB intends to seek the Governor and CLEO's agreement to allow the WDB
to be the OSO, follow the requirements outlined in WIA Policy 02-01.
["Selection of one-stop operators. Consistent with section 121(d), the local board, with the
agreement of the chief elected official" "Shall designate or certify one-stop operators as described
in section 121(d)(2)(A") [Sec.117(d)(2)(A); §662.400-662.420]
As part of the PY10 planning process, the WDBSCW agreed to a One Stop Operator
consortium structure. As part of the development of the PY12 WIA plan, the
continuation of the consortium structure and roles were validated with the Board and
partners.
The WDBSCW:
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•
•
•
•
•
Established regional consortium to serve as One Stop Operator. This is one of two
strategies that meet the regulatory requirements of Department of Labor.
Consortium is comprised of critical system partners from the WorkSmart system
broadly.
Provides a venue to work on service coordination at a detail level as to not duplicate
the role of the Workforce Development Board
This consortium is advisory to the Planning and Development Committee of the
Workforce Development Board.
Staffing support for these functions is included in the WDBSCW staffing structure.
See Attachment KK for OSO Agreement.
5. Attachment CC WDB membership form must be used along with the resource
information to identify the WDB membership and relevant information to ensure
compliance with the required WDB representation [117 (c)(2)(A)]. The WDB
recertification has been approved through calendar year 2011. "The Governor shall,
once every 2 years, certify 1 local board for each local area in the State." For the
following questions, if the response is provided in the LEO Consortium Agreement, the
WDB-LEO Agreement, or in the WDB By-laws, indicate which agreement the description
can be found in and the section where it is stated. If not included in any of these
documents, provide the response here:
a. Describe the nomination and selection process used to appoint local business
representatives to the WDB;
The Local Elected Officials (LEOs) of the South Central Wisconsin Workforce
Development Area followed the LEO Guideline provided by the Department of
Workforce Development (DWD) in completing the nomination and selection process
to appoint local business representatives to the WDB. The following general criterion
is used to identify and appoint business representatives:
•
•
•
•
•
•
•
•
To ensure demographic diversity on the local boards, membership must be
comprised of at least 20% female members.
There must be at least one minority representative appointed to the local board
(14% actual), if there is at least 3% minority population in an area.
To ensure geographic equity among the six represented counties, LEOs agreed
that Dane County nominations would comprise 50% of the total, with the
remaining 50% of nominations coming from the remaining five counties (on an
equitable basis).
To ensure that business members are those with employment opportunities in
the area, the LEOs reviewed industries that make up more than 10% of the
industries in an area and sought members equal to at least one per every 10%.
The majority of the board is represented by businesses from the area. The
businesses have employment opportunities that reflect employment opportunities
within the area.
Additional industry representation is chosen from other industries in order to
comply with the WIA requirement of a private sector majority.
A business representative chairs the WDB.
Nominations are actively sought and made by local business organizations and
trade associations from the area.
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•
•
All nominees are business owners, chief executives, or operating officers or
employers with optimum policy-making or hiring authority.
Substantial efforts are made to seek representatives who have an interest and
background in youth issues for possible appointment to the Youth
Council/Forum.
b. Attach, as part of Attachment CC, a diagram, description of roles and responsibilities,
and regular meeting schedule of the WDB subcommittees;
See Attachment CC – Diagram, Description of Roles and Responsibilities and
Meeting Schedule of WDB Subcommittees
c. Describe how the WDB ensures that meetings and information regarding WDB
activities are accessible to the public including persons with disabilities [Sec117(e)];
All WDBSCW meetings are publicly noticed via the Wisconsin State Journal.
Agenda and updates on activities are regularly posted to the Board’s website at
www.wdbscw.org. Publicly noticed agendas state the following: “Anyone attending
this meeting who requires an interpreter, materials in an alternate format, or other
accommodations to access this meeting are asked to contact the Workforce
Development Board of South Central Wisconsin office at (608) 249-9001 in advance
of the meeting so that arrangements may be made. The meeting location is
accessible by ADA standards.”
d. Describe the process the WDB will use to notify the CLEO of any vacancies and to
fill those vacancies with appropriate representatives;
The WDBSCW’s Executive Director communicates directly with the Local Elected
Officials when vacancies occur within their county. The Executive Director
collaborates with the Local Elected Officials and the Workforce Development Board
leadership to recommend the appropriate representative to fill each vacancy.
e. Attach, as part of Attachment CC, a copy of the WDB's By-Laws; and,
See Attachment CC – WDBSCW By-Laws
f.
Attach, as part of Attachment CC, a signed Conflict of Interest Statement for each
member. "A member of a local board may not (1) vote on a matter under consideration by
the local board (A) regarding the provision of services by such member (or by an entity that
such member represents); or (B) that would provide direct financial benefit to such member
or the immediate family of such member; or (2) engage in any other activity determined by
the Governor to constitute a conflict of interest as specified in the State plan" [Sec. 117 (g);
State Plan reference: III.B.7.]
See Attachment CC – WDBSCW Board Conflict of Interest Statements
6. Attachment DD Debarment, Suspension, Ineligibility and Voluntary Exclusion
Certification and Signatures
See Attachment DD – Debartment, Suspension, Ineligibility and Voluntary Exclusion
Certification and Signatures
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7. Attachment EE Lobbying Certification and Signatures
See Attachment EE – Lobbying Certification and Signatures
8. Attachment FF A current organizational chart of the WDA operations, including WDB
Board staff, OSO(s), and other administrative and/or support staff:
a. Provide a complete description of the WDB's support and administrative procedures.
Include in your description the number and type of staff that are both directly funded
by the WDB and those that provide in-kind support from local partner and related
organizations.
Executive Director
1 FTE
Pat Schramm
Director of Finance
1 FTE
Lameece Tyne
Finance Assistant
.75 FTE
Alicia Vann
Operations Director
1 FTE
Erin Bechen
Deputy Director
1 FTE
Seth Lentz
1 FTE
Tia Rice
Program Assistant
1 FTE
Michael Stluka
Director of Sector
Services
1 FTE
Danica Nilsestuen
Communications
1 FTE
Jackie Hall
& Communications
1FTE
Dan Perrine
.5 FTE
Tim Morgan
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The WDBSCW work is lead and organized around its committees. The following chart
demonstrates the alignment of Board work by committee, designated WDBSCW staff,
and system staff alignment.
Workforce
Development
Board
Executive Director
Pat
Deputy Director
Seth
Operations
Director
Erin
Executive
Committee
Executive Director
Pat
Deputy Director
Seth
Operations
Director
Erin
Audit Committee
Executive Director
Pat
Director of Finance
Lameece
Operations
Director
Erin
Deputy Director
Seth
Regional Program
Director
Victoria
Operations
Director
Erin
Director of Field
Operations
Danica
Connection to One
Stop System
Planning and
Development
Committee
Executive Director
Pat
Industry
Partnership Ad
Hoc Committee
Deputy Director
Seth
Director of Field
Operations
Danica
Communications
Manager
Jackie
Connection to One
Stop System
Youth Committee
Deputy Director
Seth
Regional Program
Director
Victoria
Field Operations
Assistant
Bonnie
Connection to
Youth Forum
Legislative
Issues-Coordination with
WWDA
Executive Director
Pat
Operations
Director
Erin
Connection to
WWDA
Marketing
Committee
Operations
Director
Erin
Communications
Manager
Jackie
WorkSmart Sub Team
Meetings
b. Describe any programmatic, infrastructure or organizational changes for this program
plan period.
There are no additional changes from PY11.
9. Attachment GG Most recently approved Cost Allocation Plan.
See Attachment GG – Cost Allocation Plan
10. List the Fee for Service(s) activities, and how they are accounted for.
Not Applicable
11. Describe any plans for transferring funds between the adult and dislocated worker
programs.
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At this stage, the WDBSCW does not have plans for transfer of funds between adult and
dislocated worker programs. If this option is needed, the WDBSCW will make a
separate request.
12. Attachment HH WDB policy on gifts and awards to staff, providers, and WIA Adult and
Youth participants. [OMB Circular 122; DWD Policy 225; Sec.129(a)(5)]
Employees and their immediate family are not to accept any favors or gifts or any
discounts or loans from any third party or firm having or seeking to have a business
relationship with the WDBSCW. The meaning of gifts for purposes of this policy includes,
but is not limited to, the acceptance of entertainment, free travel, meals, lodging, and/or
items with a value of $20.00 or more.
13. Describe the local monitoring procedures and schedule (fiscal and programmatic).
All programs funded through the WDBSCW undergo a thorough evaluation and
monitoring process and receive technical support to maintain quality programs. The
monitoring and evaluation process provides objective information about what is
occurring in the delivery system compared to the planned expectations. This function is
intended to be a supportive process where program staff members are involved in
identifying solutions to problems and recommending program improvements to ensure
program integrity, quality, compliance, best practices and coordination.
The process includes the following reviews:
• Performance Reviews are conducted to analyze information to track program
performance on an aggregated level. These reviews ensure that performance
problems are identified as they occur so that plans can be directed to make
corrections. Data is compiled from a variety of sources, including financial,
programmatic and participant data reports, and reviewed on a quarterly basis.
• Participant File Reviews are conducted by WDBSCW staff. Files are selected at
random and reviewed to ensure that files are in compliance. Technical assistance
and training are provided as necessary based upon information gathered from the
file reviews. Participant file reviews are conducted annually per program year.
• Fiscal Reviews are conducted to ensure appropriate programmatic use of resources
and budget management, current expenditures, and specific projected costs. At a
minimum, fiscal monitoring will be reviewed monthly.
• Subcontract Reviews are conducted to ensure that systems are in place to ensure
appropriate execution of subcontracts language and program expectations. At a
minimum, subcontractor reviews occur annually.
• External Program/Fiscal Reviews may be conducted by our funding sources to
monitor program compliance to ensure planned to actual activity is occurring. These
reviews are done as scheduled by the funding source. The results from external
review processes are utilized in the monitoring process and are incorporated in
subsequent internal reviews to avoid duplication of monitoring and quality assurance
efforts.
Planned Program Monitoring Schedule
Timeframe
Activity
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Monthly
Week of November 1,
2011
Review of customers in WIA performance by comparing
ASSET case loads and WEBI reports. Spot checks of WIA
customer records to address reporting issues.
NEG File Review
Week of January 9, 2012
On Site Interviews of WIA Contracts
Employment and Training Association
January 9, 2012
January 9, 2012
January 10, 2012
January 10, 2012
January 10, 2012
January 11, 2012
January 12, 2012
January 12, 2012
Community Liaison
Managers
Career Advisors
Youth Team
Youth Liaison
Employment and Retention Specialist
Industry Specialist
Support Staff
Opportunities Inc
January 10, 2012
January 10, 2012
January 11, 2012
January 11, 2012
January 11, 2012
January 11, 2012
Career Advisors
Youth Team
Employment and Retention Specialist
Industry Specialist
Business Liaison
Managers
Job Service
January 9, 2012
January 10, 2012
Managers
Career Advisors
January 10, 2012
Renewal Unlimited
January 9, 2012
Operation Fresh Start
January 9, 2012
MMSD
January 12 and 13, 2012
File reviews sample from all contractors.
14. Describe the Procurement procedures (not selection of service providers).
Small Purchases Procedures for supplies, service and equipment (Simple and
informal procurement under $5,000)
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Purchase of supplies, services and equipment shall be governed by the assurances,
requirements and regulations of the WDBSCW's funding sources. Additionally,
WDBSCW Fiscal Procedures relating to purchasing shall be followed.
The Executive Director/designee serves as the primary purchasing agent for small
purchases.
•
•
•
•
All purchasing of items under $5,000 will be done with vendors who offer wholesale
or significantly discounted prices for the required merchandise or service. The
competitiveness of the price will be verified by consulting advertisement and vendor
catalogues to ascertain a base price.
For any item over $1,000 but under $5,000 a phone or Internet based cost estimates
will be obtained.
Written estimates for any item over $5,000.
Items over $5,000 shall require advance approval by funding source.
Women- and/or minority-owned South Central Wisconsin based vendors will be given
primary consideration when goods and services are purchased.
Prior to purchasing any equipment over $5,000, the WDBSCW will ascertain whether a
lease, lease-purchase or purchase is most appropriate by determining the cost
effectiveness of all three methods. The cost effectiveness review will consider such
things as the length of time the equipment will be used, the economic life of the
equipment (the period the property is expected to be economically usable by one or
more users), budgetary constraints, as well as the usual comparison of prices of
accumulated lease costs to outright purchase costs over the usable life-span of the
equipment.
Non-competitive Proposals (Sole Source) Procurement through solicitation of a
proposal from only one source will only be used when, after solicitation from a number of
sources, it is determined that competition is inadequate. Such procurement will only be
used when implementation deadlines do not allow for an additional competitive
procurement process and one of the following circumstances applies.
•
•
•
•
•
•
•
•
The item or service is unique and / or available only from a single source;
The public exigency or emergency need for the item or service does not permit a
delay resulting from competitive solicitation. This would include a situation where a
large worker dislocation event has occurred and initial Basic Readjustment Services
are authorized by DWS.
It is necessary that the needed items be manufactured by a certain source in order to
be compatible and inter changeable with existing equipment;
After solicitation of a number of sources, competition is determined inadequate;
OJT contracts, except OJT brokering contracts, which shall be selected
competitively;
Enrollment of individual participants in classroom training;
Data are unavailable for competitive procurement; or
The services are deemed to be appropriate to a Job Center and its partners, one of
which is the grantee.
In addition, the following conditions apply:
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•
•
•
•
There must be an advance agreement between the Job Center partners programs
that such services will be provided by the partner(s).
Where certain Job Center related common costs are to be shared by the partners,
there must be an advance agreement between the partners that identifies such costs
and describes the method of const sharing.
The agreement must be in writing.
The DWD/DWS authorizes non-competitive proposals.
Competitive Proposals for non-participant related goods and services (Purchases
over $5000).
The Executive Committee of the Board will approve a budgetary allocation either as part
of the regular annual budget process or on a special request basis. Once the budget
items have been established by the Executive Committee the Executive Director is then
authorized to develop technical specifications that will be used for the procurement
process.
Technical Specifications will include:
•
•
•
•
•
A clear and accurate description of the technical requirements for the material
product or service to be procured. Including specific features of “brand names or
equal descriptions that bidders are required to meet which such items are included in
the solicitations. The description will not contain features, which unduly restrict
competition.
An overview of all legal and administrative restrictions, requirements and options that
will be required.
All factors to be used in evaluating proposals.
The acceptance to the extent practicable and economically feasible, for products and
services dimensioned in the metric system of measurement.
Preference to the extent practicable and economically feasible for products and
services that conserve natural resources and protect the environment and are
energy efficient.
Items over $5,000 shall require advance approval from funding source.
Technical specification developed will be distributed to prospective vendors when
soliciting a good or service with a purchase price of $5,000, or over.
Cost / Price Analysis
The WDBSCW will maintain independent cost analysis annually for both procurement of
goods and services used for operation of the WDBSCW and for the procurement of
Participant Program Services, including contract modifications. The following situations
will be excluded.
•
•
•
The price is based on adequate price competition;
The price is based on established catalog prices or market place; or
Law or regulation sets the price.
15. Describe the cash management procedures.
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Policies
The Operations Manager/designee will receive and open mail. A check log/deposit
ticket will be maintained in order to maintain dual control over receipts.
The Operations Manager will restrictively endorse all checks when received.
The bank deposit will be made as received, by the Operations Manager.
If the Operations Manager is unavailable to perform these duties, the Executive Director
will assign an employee other than the Accountant to carry them out.
As a matter of clarification, cash received from funding sources is electronically received
and is recorded as a deposit by the bank. See section 5.30 below.
Procedures
All checks are restrictively endorsed, photocopied and entered onto the check
log/deposit ticket when the mail is opened.
Payments made in person will be added to the check log/deposit ticket. A photocopy of
these checks and any supporting paperwork will be delivered to the Accountant. The
cash receipts deposit book is totaled by the Operations Manager. A copy of deposit
tickets and supporting documents are given with the check copies to the Accountant.
The Executive Director/designee will use the original of the check log for review and to
assist in their duty of reviewing the bank statements (see Section 6).
The Accountant will use the check copies and supporting documents to determine
account coding and to enter the cash receipts into the computer.
Grant Cash Requests
Cash is drawn according to grant requirements. The State of Wisconsin Department of
Workforce Development uses a system called CORE. They require that by the end of
business on each Thursday that a cash request is submitted by individual grant. The
funds once approved are transferred on the following Monday evening. Certain events
such as holidays cause this schedule to be modified. Other earmark type grants may
have a specific method of drawing cash and those will followed according to grant
requirements.
The Accountant shall prepare and submit cash requests based on expenditures and
balance requirements. The Executive Director shall review and approve during the bank
reconciliation process.
16. Describe the personnel policies and procedures.
The Employee Handbook (Personal Policies and Procedures) provides information
concerning the WDBSCW policies, procedures, and benefits. It is designed to prevent
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misunderstanding and to promote better customer, management, and employee
relations.
See enclosed flash drive for an electronic copy of the WDBSCW Personnel Policies and
Procedures Manual.
17. Describe the complaint process and procedures.
Complaint (Grievance) Processing Procedures for all Federal, State, and Local
Workforce Development Programs Administered by the WDBSCW
I.
Introduction
Procedures for processing complaints of discrimination or criminal fraud, waste, or
abuse are NOT covered under this policy.
General complaints may be made up to one year after the date of the alleged
occurrence. The appropriate resolution process to be followed depends on the nature of
the complaint. Complaints involving the proper application of all federal, state, and local
workforce development programs, including regulations and policies at the local level,
are covered by this policy.
A complaint may be amended or withdrawn at any time prior to a scheduled hearing.
Information that could lead to the identification of the person filing the complaint must be
kept confidential, to the extent practical. The identity of any person who furnishes
information related to, or assisting in, an investigation shall be kept confidential, to the
extent possible. An entity receiving financial assistance under any federal or state
workforce development program may not discharge, intimidate, retaliate, threaten,
coerce, or discriminate against any person because such person files a complaint,
opposes a prohibited practice, furnishes information, assists, or participates in any
manner in an investigation or hearing.
II.
General Complaint Form Information
Attached to this policy is the General Complaint Form. This form is used by the
WDBSCW as a complaint intake tool. It may be duplicated for the purpose of receiving
general complaints. Any alternate form developed must include all information required
by the General Complaint Form.
Informal resolution prior to the taking of a written complaint is encouraged, but the
potential complainant should be encouraged to complete a General Complaint Form if
he or she is not satisfied with attempts at informal resolution. At the time a written
complaint is taken, the complainant should be allowed sufficient time and technical
assistance by the Complaint Officer to allow for a complete and clear written explanation
to occur. In the event a complainant is unable to write, the Complaint Officer may
transcribe his or her words onto the form. Care must be taken not to alter the language
of the complainant. When a written complaint is received, it should be reviewed
immediately to ensure its completeness. Care should be taken to assure the following
information has been provided, especially if the complaint is not received on the official
General Complaint Form:
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1. Full name, telephone number, and address of the person making the
complaint;
2. Full name and address of the respondent; and
3. Statement of the facts (including dates) that constitutes the alleged
violation(s).
III.
Complaints Against Local Programs and Policies
A.
Who may file
Staff, program applicants, participants, service providers, recipients, and other interested
parties, may file a complaint alleging a violation of local programs, agreements, or local
Workforce Development Board policies and activities.
B.
Time and place for filing
Local program complaints must be filed with the WDBSCW within one year from the date
of the event or condition alleged to be a violation of the rules and regulations of all
programs administered by the WDBSCW.
C.
Procedure to be Followed
WDBSCW subcontractors must have procedures in place to process complaints relating
to the terms and conditions of the participant’s service(s). WDBSCW subcontractors may
elect to operate their own complaint procedures, or utilize the system established by the
WDBSCW.
Step 1 – Initial Review
The WDBSCW will receive the complaint from the complainant, or the complainant’s
designated representative. All complaints will be logged. If the complaint alleges a
violation of any statute, regulation, policy, or program that is not governed by a
WDBSCW grant funded program, the complaint will be referred to the appropriate
organization for resolution. Notice of the referral will be sent to the complainant. If the
complaint is retained, a complaint file should be established that contains: (1) application
and enrollment forms, (2) a completed General Complaint Form or the complainant’s
written statement, (3) a chronological log of events, (4) relevant correspondence, and (5)
a record of the attempted informal resolution.
Step 2 – Informal Resolution
An attempt should be made to informally resolve the complaint to the satisfaction of all
parties. The informal resolution process must be completed within 10 days from the
date the complaint is filed. If all parties are satisfied, the complaint is considered
resolved and the terms and conditions of the resolution must be documented in the
complaint file. The informal resolution should begin at the most basic level of origin.
Step 3 – Formal Resolution
When an informal resolution is not possible, the complainant will forward the complaint
and a copy of the file to the WDBSCW’s Complaint Officer. The WDBSCW’s Complaint
Officer will review the complaint file, investigate further if necessary, and issue a
determination within 20 days from the date the complaint was filed. If an appeal of the
determination is not requested, the complaint is considered resolved and the complaint
file should be documented accordingly. Any party dissatisfied with the determination may
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request a hearing within 14 days of the date of the determination. The WDBSCW’s
Complaint Officer will schedule the hearing and forward the complaint to the WDBSCW’s
Executive Committee for resolution. The WDBSCW will monitor the processing of the
complaint.
Step 4 – Hearing
The WDBSCW’s Executive Committee will ensure the complaint receives fair and
impartial treatment. The Executive Committee will schedule a formal hearing and mail a
written notice to the complainant, the respondent, and any other interested party at least
seven days prior to the hearing. The notice will include the date, time, and place of the
hearing. The hearing must be conducted within 45 days from the date the complaint was
filed. Parties may present witnesses and documentary evidence and question others
who present evidence and witnesses. The complainant may request that records and
documents be produced. An attorney, or another designated representative, may
represent the parties. All testimony will be taken under oath or affirmation. The hearing
will be recorded either in writing or by audio tape. The WDBSCW’s Executive
Committee’s recommended resolution will include a summary of factual evidence
presented during the hearing and the conclusions upon which the recommendation is
based.
Step 5 – Final Decision
The WDBSCW’s Executive Committee will review the recommendations and issue a
Final Decision within 60 days from the date the complaint was filed.
Step 6 – Appeal
Any party dissatisfied with the Final Decision, or any party who has not received either a
Final Decision or a resolution within 60 days from the date the complaint was filed, may
request an appeal. The appeal must be received by the Wisconsin Department of
Workforce Development (DWD) within 90 days from the date the complaint was filed at
the following address:
State of Wisconsin
Department of Workforce Development/Division of Workforce Solutions
Attn: Bill Franks
P.O. Box 7972
Madison, WI 53707-7972
The Wisconsin Department of Workforce Development (DWD) will review the complaint
file, the hearing record, and all applicable documents and issue a final decision on the
appeal within 30 days from the date the appeal was received by DWD.
IV.
Complaints Concerning Violation of Civil Rights and/or Fraud and Abuse
Any complaints or grievances that pertain to an alleged violation of Civil Rights,
American’s with Disabilities Act (ADA) and/or fraud and abuse should be reported
directly to the State of Wisconsin Department of Workforce Development (address noted
above) or the U.S. Office of the Inspector General.
V.
Discrimination Based on Fair Employment Statutes
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Complaint/grievance alleging a violation of fair employment, s.111.31-111.395 stats,
must be filed with the Department of Workforce Development - Equal Rights Division
within 300 days after the alleged discrimination took place.
18. Describe the procedures to meet WIA audit requirements.
The Accountant will contact the independent Auditors as soon as the Executive Director
signs the audit engagement letter to begin planning the scheduling and work needed to
complete the audit.
The Operations Manager shall schedule an entrance conference with Board of Directors
Audit Committee, Executive Director, designated staff and the audit firm to assure that
scheduling and audit requirements are in accordance with OMB-133.
The Accountant shall communicate with the Auditors as to the information required and
the timing, and shall schedule time and that of staff to accommodate.
The Accountant will be available at all times throughout the audit to facilitate the work of
the independent Auditors. The Executive Director/designee will schedule time to meet
with the independent Auditors as needed during the audit. The Fiscal Assistant will also
be available for any work that the Accountant may delegate to him or her.
The Operations Manager will schedule a meeting with the Board of Directors Audit
Committee, independent Auditors and appropriate staff at the end of the audit to discuss
any issues raised, review the audit journal entries, evaluate the audit process and plan
improvements for the following year.
On receipt of the completed audit, both federal and state filing requirements shall be
completed by the Executive Director/designee. Generally this is the Federal Clearing
House and the Department of Workforce Development for the State of Wisconsin.
19. Attachment II Quarterly Budget Information Summary
See Attachment II – Quarterly Budget Information Summary
20. Describe the document retention and destruction policy. 2 CFR Part 230, Att A,
para. 2(g) requires that costs must be adequately documented. Required
documentation may include, but is not limited to:
• Invoices/purchase orders;
• Original receipts;
• Credit card statements and verification of approval of credit card charges;
• Payroll and benefits information, including hiring approval and documentation of
accrued sick and vacation leave;
• Grant and sub-grant approval; and
• Signed copies of each MOU.
A schedule of record retention follows. Any discarding of records must follow this
schedule. However, prior to discarding of records, the permission of the Executive
Director/designee is required to ensure that they have no reason that an exception
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should be made to the policy. All discarded documents are to be shredded or sent to
our recycling company, which has a confidentiality agreement with the WDB.
For tax purposes, records should be maintained until the expiration of the statute of
limitations. Generally, that period expires three years after the later of the due date of
the return or the date filed. While there are a few exceptions to this rule, the three-year
period normally should be adequate.
Type of Retention Period Record (Years)
Accident reports & claims ........................ 7*
Articles of incorporation, by laws ............ P
Assets records ......................................... 7*
Bank statements, reconciliations ............. 4
Budgets & projections .............................. 2
Cancelled checks – general ..................... 4**
Charts of accounts .................................. P
Check vouchers, stubs ............................. 4
Contracts & agreements .......................... 7*
Correspondence
Routine with customers or vendors ........ 1
Credit memos ........................................... 4
Damage and theft reports ........................ 7
Deposit slips ............................................. 4
Depreciation schedules ............................ 7*
Employee records
Contracts ................................................ 7*
Disability, unemployment claims ............ 7
Employment applications ....................... 4
Expense reports ..................................... 4
Personnel files ....................................... 7*
Time reports, earnings records .............. 4
Withholding & exemption
certificates (W-2, W-4, etc.) ................. 4*
Financial reports
Annual, audited ..................................... P
Interim .................................................... 4
Insurance policies & records .................... 4
Internal reports, memos, work
orders, etc. .............................................. 2
Inventory records ..................................... 4
Invoices
Fixed assets ........................................... 7
Sales & general expenses ..................... 4
Ledgers & journals
Cash receipts & disbursements ............ P
General ledger, journal entries .............. P
Payroll journal ........................................ 4
Purchases & sales ................................. 7
payables, etc.) ...................................... 7
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Licenses ................................................... 4*
Minute books ........................................... P
Purchase orders, invoices ........................ 4
Receiving reports ..................................... 4
Repair & maintenance records ................ 4
Tax returns and related records
Income .................................................. P
Payroll .................................................... 4
Sales and use ........................................ 4
Union contracts ....................................... P
P means records should be kept permanently.
* Retention period begins with settlement of claims, disposal of asset, termination of contract, etc.
** Some should be kept longer, e.g. checks for tax payments should be kept with the tax returns, checks for asset
acquisitions should be kept with bill of sale, etc.
*** Legal and important correspondence should be kept as long as the documents to which they relate.
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ATTACHMENTS
Attachment A
WDBSCW Regional Business Services Plan
OCTOBER 21, 2011 DRAFT
SUBMITTED BY: WISCONSIN JOB SERVICE ANDTHE SOUTH CENTRAL WISCONSIN WORKFORCE
DEVELOPMENT BOARD
The following Business Plan has been drafted by the Workforce Development Board of South
Central Wisconsin and the State of Wisconsin Job Service. Over the next 3 months, the Board
will work to expand the plan to involve other essential partners including Technical College
Business and Community Division staff, Department of Vocational Rehabilitation and Veterans
services.
Background and Overview
While business services is one of the most critical components of the workforce system, it is not
often well-coordinated between system partners. Attempts have been made to better coordinate
services through the creation of business service teams, single point of contact requirements,
and other methods. While these initiatives have often helped, the reality remains that business
services are not as coordinated as they could and should be.
The goal of this partnership was to develop a model that would begin to address the systemic
issues of coordination, cooperation, and communication. The model presumes that coordinated
services are not only better for the employer, but also for each of the workforce system partners
and their jobseeker customers as well.
This proposed model is primarily focused on recruitment assistance.
The initial partners to this plan will be referred to as the Job Center Business Service Team
(BST) throughout this document.
Outline of proposal:
Ø Process: Describes the proposed process
Ø Criteria: Explains the criteria that will be considered in order to provide recruitment
assistance. Also describes the factors on which prioritized decisions will be made.
Ø Red Flags: Highlights the types of issues that partners should consider before providing
assistance
Ø Services Overview: Lists the different services that would be available for employers
Ø Service Agreement: Three components comprise the agreement for services, roles,
responsibilities, and timelines
o Employer Agreement: Clear and agreed upon expectations
o Action Plan: Job related information and services that will be provided to ensure
a successful recruitment
o Follow-up Survey: Tool to gauge effectiveness of recruitment assistance
106
Process
The process has often been part of the problem due to lack of communication. Goal one of the
process is to ensure effective and timely communication.
Ø Initial Contact / Information Gathering. Employer makes contact with DWD, local
Business Service Team, or via outreach efforts. First round of information is gathered.
This includes very basic information about the employer need.
Ø Initial Meeting. Meeting is set with employer and Business Service Team. BJS or
WDBSCW may opt out of this meeting as appropriate. It is imperative, however, that
both are included prior to and post- meeting. This meeting is mostly about listening to
employer needs, but includes a very basic overview of services offered and some
strategic questions to ensure staff are getting at root of need to best tailor solutions.
Examples:
o
o
o
o
o
o
o
o
What are your current business needs right now, related to attracting and
retaining qualified workers?
What recruiting methods have you used for recent job postings?
What has your success been with these practices? Challenges?
How long have you been recruiting for the position?
Are you not getting applicants, not getting qualified applicants, or some of both?
If qualifications are on issue, what skills or qualifications are candidates lacking?
Tell me more about the job (wages, shifts, benefits, etc.)
Do you have any ideas in mind for what you’d like from us?
Ø Internal Resource Assessment. Business Service Team members reconvene to
determine needs, available resources, and weigh criteria. Make determination regarding
approximate level of service that can be provided and best service delivery alternatives.
Ø Second Employer Meeting. This should happen rapidly. Share suggested strategies
and what role partners can play, develop timeline, and finalize implementation plan.
Ø Develop and Sign Employer Agreement, Action Plan, and Follow-up Survey
Expectations (Appendices A, B, and C). These documents reflects roles and
responsibilities of both sides, service expectations, and other important information
regarding agreement and post-recruitment analysis.
Ø Internal Implementation Plan. Business Service Team partners determine lead staff for
recruitment, assign other resources as necessary, communicate with partners as
appropriate, establish communication process (including partners, employer, etc), and
set timelines for recruitments, job fairs, email communications, and other service
strategies outlined in Action Plan.
Ø Implement Project. This is the implementation phase, with clear roles, responsibilities,
and timelines.
Ø Post Implementation / Follow-up Survey. During this phase, staff follow-up with
employer to see if services met objectives and to gauge effectiveness.
107
Criteria
For the Business Service Team to provide recruitment services to employers, there are certain
criteria that must be met and others that will help prioritize assistance when resources are
stretched thin.
Required criteria:
Ø The employer must be registered on Job Center of Wisconsin (JCW) and meet the
requirements to post a job on JCW (including having an actual job opening).
Ø The employer must not be involved a labor dispute.
Ø The jobs available must include an actual employer/employee relationship (not an
individual contractor).
Ø The employer must sign an agreement to share recruitment effectiveness information,
results, and feedback.
Ø The employer must be willing to provide information pertinent to the recruitment,
including such things as contact information, a company business plan, a list of partners
have they worked with in the past, etc.
Because Job Center resources are often stretched thin, the following criteria will help in
prioritizing which employers / recruitments will receive assistance.
Additional prioritizing criteria:
Ø
Ø
Ø
Ø
Ø
Ø
Ø
Number of job openings
Wages and benefits
Workplace quality
Turnover rates
Willingness of employer to be an active partner in the recruitment process
History of partnership
Staff time required for recruitment needs
Red Flags
Job Center partners strive to provide quality services to quality employers. The employers we
assist must conduct appropriate recruitments and be willing to follow Job Center policies.
Integrity is critical to our programs and the assistance we provide.
The following are a list of red flags that may cause us to de-prioritize the employer request
and/or decline to provide service assistance:
The employer does not want to work with the WDA where the job openings are located.
The employer does not want to work with a WDA that does not charge a fee.
Company wages are well below the average for the industry in the area.
Employer has numerous complaints for non-payment of wages
There are concerns about potential discriminatory hiring practices
Employer has an extremely high turnover rate compared to local employers in same
industry
Ø Employer is looking to target employees of a competitor
Ø Multiple requests from more than one temporary / staffing agency for the same position
at the same employer
Ø
Ø
Ø
Ø
Ø
Ø
108
Ø The employer has not adhered to previous agreements or raises concerns related to
past assistance.
Service Overview
The Business Service Team offers a variety of recruitment services to employers. These
services include:
Ø Job Center of Wisconsin
o Job Order posting
o Candidate searches and email communications
o Staff assistance (on line, in person, or via call center)
Ø Specialized Recruitment Assistance
o Large qualified applicant pool
o Space for on-site recruitments
o Job fairs sponsored by the job centers
o Distributing and collecting paper applications for employers
o Assisting with large on-site recruitment efforts
o Applicant pre-screening assistance
o Employee search through WorkSmart customers
o Access to WIA employee/employer programs such as TJ and OJT
o On-site visits to employer, including site tour, consulting meetings, information
gathering
o Organizing/facilitating on-site recruitment at location other than Job Center
o Recruitment plan writing
o Marketing / promotion / outreach consulting
Ø Education / Information / Referral
o Labor law clinics sponsored by the job centers
o Organizing workshops (resume prep, interview prep)
o Economic modeling software
o Information on services such as WORKNet, WOTC, and Bonding programs
o Assistance with other service providers such as technical college
Ø Testing
o Proctoring on line applications and testing
o NCRC profiling
o WorkKeys testing and work readiness validation
Service Agreement
There are three components of the service agreement between the Job Center Business
Service Team and the Employer. The three components include the:
Ø Employer Agreement
Ø Action Plan
Ø Follow-up Survey
The next section documents these three elements and how they should be incorporated into
specialized recruitment assistance.
109
EMPLOYER AGREEMENT (APPENDIX A)
For a successful recruitment to occur both the Job Center system and the employer
must be in agreement regarding the recruitment plan. Such an agreement will identify
roles, responsibilities, and timelines. The employer agreement will ensure that the joint
effort between the Job Center and the employer runs smoothly and that the success of
the recruitment can be measured.
Please see Appendix A for a copy of the employer agreement that must be completed in
order to provide specialized services.
ACTION PLANS (APPENDIX B)
The action plan establishes identifies contact information for lead staff, job opening
information, and the overall plan (including roles, responsibilities, expectations, and
timelines) for services, outreach, communications, staff involvement, labor market
information, and job analysis.
An Action Plan sample is included in Appendix B. The Action Plan must be completed as
part of the overall employer agreement.
FOLLOW-UP SURVEY (APPENDIX C)
Job Center partners must evaluate whether services were effective for two reasons:
Ø Better tailor services to meet needs of future recruitments
Ø Demonstrate return on investment of staff resources
In order to effectively evaluate service provision, certain information must be collected.
Results are primarily measured in terms of numbers of jobseekers, numbers of
interviews, numbers of hires, and retention of hires. Employers must agree to complete
the follow-up survey (Appendix B) in order to receive specialized services.
110
APPENDIX A
EMPLOYER SERVICE AGREEMENT
Date_____________________________
Company Name____________________________
Point of Contact_______________________________________________________________
Address__________________________
Email ____________________________________
Phone___________________________
Fax______________________________________
Service Goal: The Business Service Team will provide employer solutions and unique service
options to meet recruitment needs.
Service Expectations:
Ø
Ø
Ø
Ø
Provide single point of contact for Job Center services
Open and timely communication (at least weekly)
Assistance in developing a clear and well-defined Action Plan
Provide qualified referrals of job seekers based on Action Plan objectives and
agreements
Employer Expectations:
Ø
Ø
Ø
Ø
Ø
Open and timely communication (at least weekly)
Clear and defined Action Plan
Employer registration on Job Center of Wisconsin
Job order(s) placed on Job Center of Wisconsin
Reporting of applicants received, interviewed and hired based on Action Plan agreement
Confidentiality of Referrals: All job seeker referrals made by the Business Services Team are
made on a confidential basis and the COMPANY shall hold the Business Services Team
harmless from any liability resulting from COMPANY’S unauthorized disclosure or misuse of
information regarding any job seeker.
Disclaimer: The Business Services Team does not guarantee the performance of any
candidate or the accuracy of information provided regarding a candidate, and disclaims any
responsibility for claim, loss or liability of a job seekers acts or omissions.
Company
Business Services Team
__________________________________
Name and title of Company Representative
___________________________
Name and title of BST Rep
__________________________________
Name of Company
___________________________
Name of Organization
__________________________________
Sign and Date
___________________________
Sign and Date
111
APPENDIX B
ACTION PLAN
CONTACT INFORMATION
Company Name
____________________________________________________________________________
Company Contact Name
____________________________________________________________________________
Company Contact Info
____________________________________________________________________________
BST Contact Name
____________________________________________________________________________
BST Contact Info
____________________________________________________________________________
Business Description
____________________________________________________________________________
Participating Partners (Name / Contact Information)
Contact 1
__________________________
___________________________
Contact 2
__________________________
___________________________
Contact 3
__________________________
___________________________
Contact 4
__________________________
___________________________
JOB OPENING INFORMATION
Total # of openings _____________________
Job Location __________________
Dates needed_____________________
Job Title_____________________
Job Description / Overview
_________________________________________________________________
_________________________________________________________________
_________________________________________________________________
112
Other Job Related Information
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
__________________________________________________________________
113
APPENDIX B
ACTION PLAN, PAGE 2
ACTION PLAN ELEMENTS
Each action plan element should detail, in bullet format, each agreed upon item / service /
initiative and include responsible parties and expected timelines. It is expected that employer
will partner and participate in as many elements of the action plan as possible. If other non-staff
(financial) contributions (postage costs, marketing materials, room rentals, etc) are available,
those should be documented as well.
Ø Service Agreement. This section should include overall services to be provided by BST to
employer. Service options include on-site recruitments, pre-screening, job fairs, etc.
Ø Outreach Plan This section should include agreed upon outreach methods to potential
applicants, including materials needed. Outreach options include fliers, posters, email
notifications, case management links, etc. This section must also include a listing of all
recruitment efforts already attempted and/or underway by employer and an overview of their
effectiveness.
Ø Communication Plan. This section should include clear expectations for communications
between employer and Job Center Business Service Team.
Ø Staffing Investment. This section should include a detailed description of staff who will be
involved from partnering organizations and an estimate of the time each function will take to
perform. If time investment differs significantly from original agreement, Job Center
management may need to make mid-course adjustments.
Ø Labor/Workforce Data. This section should include an overview of relevant labor market
and workforce data that may impact the recruitment.
Ø Job Analysis Overview / Concerns. This section should document any concerns with the
job, including salaries lower than industry average, working conditions, shift work, lack of
benefits, etc. This section should also include any additional steps employer is willing to take
to increase attractiveness of job (wage increases, additional company information,
employee perks, referral incentives, etc).
114
APPENDIX C
FOLLOW-UP SURVEY & SUMMARY
Questions should be customized based on the services provided and the needs of the specific
employer. A combination of specific and open ended questions should be used.
The follow-up survey can be done via phone or email. As applicable, the Job Center would
prefer to receive input from multiple stakeholders to gain different perspectives of the process.
Qualitative Questions:
Ø Was sufficient pre-planning done?
Ø Was the Action Plan effective?
Ø What worked & why?
Ø What didn’t work and how could it be improved?
Ø How was communication throughout the process?
Ø Did the services you received meet your expectations?
Ø What other recruitment activities did you use and were they successful?
Ø Did you receive qualified applicants?
Quantitative Questions:
Ø How many applicants overall did you receive for your opening(s)?
Ø How many candidates did you interview?
Ø How many positions were you able to fill?
Ø (Six month retention question): How many hires were retained six months post hire?
Ø How did these outcomes compare with original goal?
Wrap Up Questions:
Ø Can we help you with future hiring needs?
Ø Would you be willing to provide a testimonial?
115
Attachment B
Memorandum of Understanding
Pursuant to the Workforce Investment Act of 1998
For the South Central Job Center System
1. Parties: The parties to this Memorandum of Understanding (MOU) are:
a) Workforce Development Board of South Central Wisconsin, Inc.
3513 Anderson Street, Suite 104
Madison, WI 53704
Contact Person: Pat Schramm
Phone Number: (608) 249-9001
Fax Number: (608) 249-9356
E-mail Address: [email protected]
b) Chief Local Elected Official
Russell Kottke
Dodge County Board
W8542 Laurel Hill Road
Fox Lake, WI 53933
Contact Person: Russell Kottke
Phone: (920) 386-3602
Home: (920) 928-3168
Fax: (920) 386-3928
E-mail Address: [email protected] / [email protected]
a. (Insert the name(s) of the agency(ies) selected as the One-Stop Operator OSO.)
Wisconsin Job Service-JS (Title I and III)
1819 Aberg Avenue
Madison, WI 53704
Contact Person: Mary Pasholk, Job Service Director
Phone Number: (608) 242-4916
Fax Number: (608) 242-4917
E-Mail Address: [email protected]
Madison Area Technical College-MATC
3550 Anderson Street
Madison, WI 53704
Contact Person: Keith Cornille
Phone Number: (608) 246-6464
Fax Number: (608) 246-6880
Jefferson County Human Services
874 Collins Road
Jefferson, WI
Contact Person: Kathi Cauley
Phone Number: (920) 674-8198
Fax Number:
116
Dane County Department of Human Services
1819 Aberg Ave.
Madison, WI 53704
Contact Person: Amy Mendel-Clemens
Phone Number: (608) 242-7463
Fax Number: (608) 242-7532
b. (Insert name of the One-Stop Partner (hereafter Partner) organization name, acronym
and related fund source description if needed to identify as mandated partner.)
Wisconsin Job Service-JS (Title I and III)
1819 Aberg Avenue
Madison, WI 53704
Contact Person: Mary Pasholk, Job Service Director
Phone Number: (608) 242-4916
Fax Number: (608) 242-4917
Madison Area Technical College-MATC
Madison, WI 53704
Contact Person: Keith Cornille
Phone Number: (608) 246-6464
Fax Number: (608) 246-6880
Division of Vocational Rehabilitation-DVR (Title IV)
1819 Aberg Ave., Ste. E
Madison, WI 53704
Contact Person: Leslie Mirkin
Phone Number: (608) 242-4865
Fax Number: (608) 242-4869
Dane County Department of Human Services
1819 Aberg Ave.
Madison, WI 53704
Contact Person: Amy Mendel-Clemens
Phone Number: (608) 242-7463
Fax Number: (608) 242-7532
Jefferson County Human Services
874 Collins Road
Jefferson, WI
Contact Person: Kathi Cauley
Phone Number: (920) 674-8198
Fax Number:
117
c. Partner (Insert additional partners as needed.)
Opportunities, Inc.-OI (Title I)
200 E. Cramer St.
Fort Atkinson, WI 53538
Contact Person: Barb LeDuc, President
Phone Number: (920) 563-2437
Fax Number: (920) 563-4651
Employment and Training Association-EATA (Title I)
1819 Aberg Ave.
Madison, WI 53704
Contact Person: Jon Danforth, Executive Director
Phone Number: (608) 242-7482
Fax Number: (608) 242-7403
Moraine Park Technical College
700 Gould Street
Beaver Dam, WI 53916
Contact Person: Karen Coley
Phone Number: (920) 887-4426
Fax Number: (920) 887-4454
Community Action Coalition for South Central Wisconsin
1717 North Stoughton Road
Contact Person: Greta Hansen
Phone: (608) 246-4730
Fax: (608) 246-4760
Dodge County Human Services and Health Department
143 E. Center St.
Juneau, WI 53039
Contact Person: Kathryn Ryan
Phone: (920) 386-3535
Fax: (920) 386-4012
Marquette County Human Services
428 Underwood Avenue - PO Box 405
Montello, WI 53949
Contact Person: Mandy Stanley
Phone Number: (608) 297-3123
Fax Number: (608) 297-2148
118
Columbia County Health & Human Services
2652 Murphy Road
Portage, WI 53901
Contact Person: Dawn Woodard
Phone Number: (608) 742-9227
Fax Number: (608) 742-9700
Sauk County Human Services
505 Broadway
PO Box 29
Baraboo, WI 53913
Contact Person: William Orth
Phone Number: (608) 355-4212
Fax Number: (608) 355-4299
Central Wisconsin Community Action Council (CWCAC)
1000 Highway 13
PO Box 430
Wisconsin Dells, WI 53965-0430
Contact Person: Fred Hebert
Phone Number: (608) 254-8353
Fax Number: (608) 254-4327
Older Worker Program – Title V
Office of Veterans Services
349 N Peters Avenue
Fond du Lac, WI 54935
Contact Person: Gary Meyer
Phone Number: (920) 929-3652
Fax Number: (608) 327-6046
Greater Wisconsin Agency on Aging Resources (Older Worker Program – Title V)
1414 MacArthur Road, Suite A
Madison, WI 53714
Contact Person: Bob Kellerman, Executive Director
Phone Number: (608) 243-5670
Fax Number: (866) 813-0974
Forward Service Corporation
1402 Pankratz St., Ste. 101
Madison, WI 53704
Contact Person: Marcia Christiansen
Phone Number: (608) 268-2251
Fax Number: (608) 244-1633
119
The information above may be updated as needed by giving written notice to all parties.
Agreement between WDB, Chief Local Elected Official, the One-Stop-Operator(s) and the WIA
(and Gubernatorial) Mandatory One-Stop Partners
1) Services to be provided through the Job Center System
Describe:
a) The services/functions provided at each Comprehensive Job Center and/or Access
Point.
Access
Dane Jefferson
Point Partner Response
X
X
X
X
X
X
X
X
X
X
X
X
X
EATA: Employment and Training Association is a Program Operator for
WIA Adult, Dislocated Worker and Youth Services. Additionally EATA
operates the Children First and Re-entry FSET Programs. EATA is also
a service provider for the State of Wisconsin Division of Vocational
Rehabilitation in WDA 10.
Wisconsin Job Service: Wisconsin Job Service provides Public Labor
Exchange (Wagner Peyser funded), TAA, RES and REA funded
services through the two comprehensive centers of Dane County and
Jefferson County. These services include: outreach to community
locations, resource room staffing and computers, initial assessment and
referral, Migrant and Seasonal Farm Worker services (MSFW),
reemployment services (RES throughout the WDA, REA only in Dane
County), labor market information, Job Service call center (JSCC, for
both employers and job seekers), job seeker workshops, business
services, Key Train/Work Keys/National Career Readiness Certification
(NCRC) testing/assessment, career counseling, Bilingual Spanish
services and TAA services.
Madison College: At the Columbia/Marquette, Dane, Jefferson, and
Sauk County Job Centers, as well as at the Madison College Center for
Adult Learning site, Madison College delivers specialized Learning
Resource Instruction tailored to meet the immediate needs of job
seekers. The instruction is provided in an open lab setting, and
addresses career exploration, job advancement and computer literacy
workplace skills. In addition to basic math, reading, and writing
instruction.
Division of Vocational Rehabilitation: Individualized Vocational
Rehabilitation Services are provided to eligible individuals with
disabilities - Madison and Jefferson
Dane County Department of Human Services: Dane County
Department of Human Services operates a number of programs from
the Dane County Job Center (BadgerCare, FoodShare, Wisconsin
Shares, and in partnership with Forward Services Corporation, W-2 and
Emergency Assistance).
120
X
X
X
X
X
X
X
X
X
Community Action Coalition South Central Wisconsin (CAC): CAC
provides mutual referrals in cooperation with job center staff on
employment issues for people in CAC programs, presents updates on
CAC programs to job center staff on an annual basis, shares meeting
space at both the Job Center and CAC offices in Watertown, and works
to advance self-sufficiency for participants.
Jefferson County Human Services: Jefferson County Department of
Human Services operates a number of programs from the Jefferson
County Job Center. These include: BadgerCare, Food Share, Wisconsin
Shares, Emergency Assistance, and referrals to community agencies.
Sauk County Human Services:
Sauk County Human Services provides a wide range of services
including Income Maintenance, FSET, etc. The WDB will soon be
located in the same building in Baraboo as Human Services, making
cross agency referrals even easier.
Marquette County Human Services: As an ACCESS Point Marquette
County offers these self-service option for customers: Computers with
Internet access for WIA Registration, Job Search, Resumes preparation
and other employment related research. We also provide a phone in the
Resource Area for customers interested in making employer contacts.
Also, the opportunity for customers to receive WIA contact information
and schedule an appointment with a WIA staff that provide youth
services and adult services.
Central Wisconsin Community Action Council (CWCAC): CWCAC
provides 8 hours per week for front desk/reception at the Baraboo Job
Center
Dodge County Human Services and Health Department: Operates a
number of programs such as BadgerCare, Food Share, Food Share
Employment and Training (FSET), Wisconsin Shares, and Emergency
Assistance from a site shared by an Access Point of Service (APS).
Moraine Park Technical College:
The Dodge County Skills Center, located within Moraine Park Technical
College in Beaver Dam, will provide skills development and transition
services at Moraine Park Technical College (MPTC) in Beaver Dam,
Wisconsin providing easy access for Dodge County and some
surrounding area participants. In addition, the following services are
provided through MPTC at the affiliated site: assessment and testing
resources for the community, local technical skill training, Point of
Contact staff support, ABE/ASE/Developmental/Remedial resources;
Career Center resources and assistance; work readiness skill
instruction.
Columbia County Health and Human Services: The Portage office
operated by Forward Services Corporation provides: W2, FSET,
Emergency Assistance and JAL’s. W2 related services are co-located
with DVR. Columbia County residents are referred to Sauk County for
services that are normally offered by a comprehensive Job Center.
121
X
X
X
Opportunities, Inc. provides the
WIA Adult, Dislocated and Older Youth Worker Services through a
partnership with EATA and LETC. Opportunities, Inc. also partners to
leverage a variety of services throughout the WorkSmart System to
enhance training and employment outcomes. These services are
provided through relationship enhancement with the public and private
sector throughout the south central region and beyond. Other services
and customers engaged include: DVR, FSET, W-2, area counties,
Restorative Justice, School-to-Work Transition and Family Care.
X
X
Office of Veterans Services (OVS): LVER staff will provide training,
mentoring and technical assistance to Disabled Veterans Outreach
Program (DVOP) Representatives and other agency staff on “veterans’
priority”; monitors local office and WDA performance against required
federal standards; develops continuous employer contacts with federal
contractors, and contacts other employers to develop job development
opportunities for veterans. This position may also be assigned special
projects; develop expertise in specialized areas of the Employment and
Training for Veterans program; act as a mentor to members of the WDA
wide team and serve in a liaison capacity with other agencies and Job
Center partnerships. The LVER also serves as a member of the
business Service team within the Job Center and provides support to
area employers as part of the business service team. The LVER will
participate in the organization and implementation of job fairs. The
LVER will assist in workshop presentations and RES sessions and the
Aberg and Jefferson Job Centers.
OVS DVOP staff will provide assessment, Job placement assistance
and case management services to veterans and other eligible applicants
with intensive service needs to disabled veterans and campaign
veterans. Furthermore, priority should address minority, female, and
veterans with disabilities other than service-connected, economically
disadvantaged, incarcerated veterans and/or homeless veterans with
employment barrier(s) at the Aberg and Jefferson Job Centers.
X
X
X
Greater Wisconsin Agency on Aging Resources, Inc. Operates the
Senior Community Services Employment Program known as the WISE
Program in the Dane County Job Center offering employment and
training through community service opportunities for older persons age
55 and over.
Forward Service Corporation (FSC): Conducts program specific intake
and case management services for W-2 and related programs including
FSET, FSET Early Childhood Initiative (ECI), Emergency Assistance
and Refugee Cash Assistance. In addition, FSC provides
comprehensive and specialized assessments, identifies employment
barriers, develops employment plans and provides short-term
prevocational services for targeted populations and referral for
vocational training and a variety of other community resources.
122
b) The Core services provided by each partner per their respective program/funding at
Comprehensive Job Center, and the arrangements for providing those services.
Access
Point Partner Response
Dane Jefferson
X
X
X
Wisconsin Job Service: Job Service, through Job Center of Wisconsin
(JCW) provides numerous core self and or informational services to
customers. Core staff assisted services are provided in the two
comprehensive centers and through community outreach. These core
services include: job referrals, partner referrals, resume assistance,
typing tests, interest/ability computer based testing, reemployment
services and workshops. In Dane County Job Service provides a
minimum of two staff providing fulltime resource room coverage. In
Dane County the resource room serves as the front door for the WIA
program. In Jefferson County, Job Service provides 20 hours a week of
resource room coverage.
X
X
X
Madison College instruction includes: 1) Goal setting from the first day
of enrollment utilizing a Personal Education Plan (PEP) which supports
career pathways; 2) Career exploration activities; 3) Modularized
instruction/curriculum that is practical and relevant to a student's career
goals including, but not limited to, contextualized computer, math,
communication, and safety skills. The majority of students participate in
computer and math instruction either individually or in a group setting.
Students leave the Workplace skills center with a tailored, step-by-step
plan and resources that are unique to their individual goals and skills.
X
X
Division of Vocational Rehabilitation: Career guidance and counseling;
Job search and placement assistance; Rehabilitation/assistive
technology; Vocational and other training.
X
X
X
X
X
X
EATA: WIA Core Services include Business, Community and Youth
Outreach, Career Advisement, Industry Specialized Placement and
Training, along with Employment Retention. Non-WIA Core Services
include the Re-entry FoodShare Employment and Training Program
funded by Madison Urban Ministries and the Department of Agriculture
through Dane County Human Services. Children First, a deferred
prosecution program, funded through Dane County Human Services and
Child Support. Non-WIA Core services for the State of Wisconsin
Division of Vocational Rehabilitation include assessment, training, job
development and job coaching.
Dane County Department of Human Services: Dane County Department
of Human Services operates a number of programs from the Dane
County Job Center (BadgerCare, FoodShare, Wisconsin Shares, and in
partnership with Forward Services Corporation, W-2 and Emergency
Assistance).
County Job Center. These include: BadgerCare, Food Share, Wisconsin
Shares, Emergency Assistance, and referrals to community agencies.
Columbia County Health and Human Services: The Portage office,
operated by Forward Services Corporation provide: W2, FSET,
123
X
X
X
X
X
X
X
Marquette County Human Services: Programs and services available at
this site are Medicaid, BadgerCare+, Foodshare (Marquette Co.
Economic Support), Wisconsin Works, Foodshare Employment and
Training are provided through contract by Forward Service Corp.
The following core services will be provided at the Dodge County Skills
Center: coordination of services between multiple partners to assist in
determining career direction, provide support, and expedite goal
completion. Academic/work readiness skill instruction is often
contextualized according to a participant’s personal education plan for
successful entry into employment and/or post-secondary education.
Participants are offered the full array of MPTC resources including
ABE,ASE, developmental/remedial instruction, Adult Career Pathway
certificate enrollment, student support systems, and career and
employment services. In addition, the following services are provided
through MPTC at the affiliated site: participation in One Stop System
Industry engagement efforts (Job Fairs, Career Fairs, On Site
Recruitment), Job Center Access Point that is housed on the MPTC
campus in the Library, coordination to provide computer access to
system resources, staff support (Point of Contact) to assist individuals
with technology, referrals to partner programs and locations, and
numerous additional diverse resources that address the needs of,
engage and support WIA participants.
Office of Veterans Services (OVS): OVS LVER and DVOP staff will
provide staff assisted services to include intake, assessment, job search
assistance, career exploration, job referrals, and job development for
veterans at the Aberg and Jefferson Job Centers.
Greater Wisconsin Agency on Aging Resources, Inc.
Operates the Senior Community Services Employment Program known
as the WISE Program in the Dane County Job Center offering
employment and training through community service worksites;
assessment, IEP, career guidance and counseling, job search and onthe-job training experience and other training.
X
Community Action Coalition South Central Wisconsin (CAC): CAC will
offer workshops as appropriate at Dane, Jefferson and other Access
Points within the system. These may be on tenant landlord issues,
personal finance, etc.
X
X
X
Opportunities, Inc.
Core Services Include:
• Resource Room Assistance
• WIA Orientation
• WIA Eligibility
• WIA Enrollment
124
•
X
X
Employment and Retention Services
Forward Service Corporation (FSC): All services offered are for targeted
populations including W-2, FSET, FSET Early Childhood Initiative (ECI),
Emergency Assistance and Refugee Cash Assistance. Services include
job referrals, partner referrals, resume assistance, basic computer
usage, re-employment services and workshops. All services are
provided throughout the WDA in and out of the Job Center system.
c) The Intensive and Training services provided by each partner, where appropriate, at
each Comprehensive Job Center.
Access
Dane Jefferson
Partner Response
Point
X
X
X
Madison College instruction includes: 1) Goal setting from the first
day of enrollment utilizing a Personal Education Plan (PEP) which
supports career pathways; 2) Career exploration activities;
3) Modularized instruction/curriculum that is practical and relevant to
a student's career goals including, but not limited to, contextualized
computer, math, communication, and safety skills. The majority of
students participate in computer and math instruction either individually
or in a group setting. Students leave the Workplace skills center with a
tailored, step-by-step plan and resources that are unique to their
individual goals and skills.
X
X
Division of Vocational Rehabilitation: Training is approved on an
individualized basis where training is required to enable a DVR
consumer to reach their employment goal. Training is provided through
Institutes of Higher Education (IHE) and other skill based non-degree
programs.
X
X
X
Wisconsin Job Service: Job Service provides the following intensive
and training services: bonding, career counseling/guidance, National
Career Readiness Certification, Work Keys testing, TAA case
management and associated activities, and job clubs. For TAA eligible
participants funding is available for training.
X
X
Department of Human Services operates a number of programs from
the Dane County Job Center (BadgerCare, FoodShare, Wisconsin
Shares, and in partnership with Forward Services Corporation, W-2 and
Emergency Assistance).
X
County Job Center. These include: BadgerCare, Food Share,
Wisconsin Shares, Emergency Assistance, and referrals to community
agencies.
X
Columbia County Health and Human Services: The Portage office,
125
X
X
X
X
X
X
X
X
X
X
X
X
X
X
operated by Forward Services Corporation provide: W2, FSET,
Marquette County Human Services: Other Intensive Training services
are not provided at this site on a regular basis. They can be scheduled
for the Training Lab if needed.
MPTC provides pre- and post- standardized assessments that engage
learners and document progress, joint development of a Personal
Education Plan, academic/readiness skills instruction, work readiness
soft skill training, career exploration, career assessment, job seeking
and job keeping instruction including resume and interview skill
development, mentoring, and assistance with transition to PostSecondary education including enrollment in Adult Career Pathways.
Office of Veterans Services (OVS): OVS DVOP staff will provide
individual one on one assessment, Job placement assistance and case
management services to veterans and other eligible applicants with
intensive service needs to disabled veterans and campaign
veterans. Furthermore, priority should address minority, female, and
veterans with disabilities other than service-connected, economically
disadvantaged, incarcerated veterans and/or homeless veterans with
employment barrier(s) at the Aberg and Jefferson Job Centers.
Operates the Senior Community Services Employment Program known
as the WISE Program in the Dane County Job Center offering
employment and training through community service worksites;
assessment, IEP, career guidance and counseling, job search and onthe-job training experience and other training, and supportive services
through the aging network.
EATA: EATA provides intensive case management, training, job
placement and retention services for customers involved in WIA, FSET
Re-entry, Children First and DVR programming.
Opportunities, Inc.
Intensive and Training Services Include:
• Resource Room Training for Job Center Customers
• Employment Connection Sessions
• IEP and Case Management Services
• Industry Connection Sessions
• Job Preparation/Soft Skills Training
Forward Service Corporation (FSC): All services offered are for
targeted populations including W-2, FSET, FSET Early Childhood
Initiative (ECI), Emergency Assistance and Refugee Cash Assistance.
Services include comprehensive and specialized assessments,
identification of employment barriers, employment plan development,
short-term prevocational services, job-readiness training, work
experience opportunities and referrals to formal training. All services
are provided throughout the WDA in and out of the Job Center system.
126
2) Costs of Services and Operating Costs for the Job Center System
Describe:
a) How the costs of such services and the operating costs of the One-Stop delivery system
will be funded. (By Comprehensive Job Center and/or the system within the Workforce
Development Area).
Access
Point
Dane Jefferson
Partner Response
X
X
X
EATA: WIA programming is funded by the U.S. Department of Labor
thru WDBSCW. Re-Entry FSET programming is funded by Madison
Urban Ministries and the U.S. Department of Agriculture thru DCDHS.
Children First is funded by the State of Wisconsin thru DCDHS. State of
Wisconsin Division of Vocational Rehabilitation programming is funded
by the Department of Education. WIA Adult from 7/01/12 thru 6/30/13:
$398,881; WIA DW from 7/01/12 thru 6/30/13: $486,072; WIA Youth
from 7/01/12 thru 6/30/13: $210,803. Total: $1,095,756. For 2013, ReEntry FSET: $68,060; CF: $105,600, DVR: Fee for service. Total:
$173,660 plus DVR revenue to be determined. Operating and rent
costs are allocated each month based on a staff allocation plan.
X
X
X
Wisconsin Job Service: Job Service’s cost for staff and operating
expenses is approximately 2 million for WDA 10. In the Dane County
Job Center and the Jefferson County Workforce Development Center,
Job Service pays its equitable allocation for dedicated, shared and
common space. Within its dedicated space, in Dane County, Job
Service pays for meeting rooms 1, 4, 5, 6, 7, A, and B. Room 5 is used
by the WDB for ITV services and for program orientations, room 6 is the
shared computer lab with the WDB funded adult learning lab. When
rooms are not in use, for Job Service purposes, partners may reserve
these rooms for use. Job Service provides a cubicle and phone for the
WIA Youth Employment Retention Specialist. Job Service provides the
resource room computers, computer connectivity and a fax machine for
customer use in job search. In Sauk and Jefferson Counties, Job
Service provides resource room computers and connectivity. In
Jefferson, Job Service also provides copier/fax services for customer
use.
X
X
X
Madison College: The cost of offering instructional services at the five
learning sites is shared by the Workforce Development Board of South
Central Wisconsin (WDBSW) and Madison College. For the 2011-12
academic year the Workforce Development Board awarded the
Workplace Skills grant to Madison College in the amount of $106,976.
All of this funding goes directly towards paying instructors. In kind,
Madison College supports the five learning sites with an additional
$89,806 toward instruction, as well as support staff and administrative
support.
X
X
Division of Vocational Rehabilitation: Services are individualized and
provided based in individualized need of each consumer and not on
cost. The average cost of a plan is projected at $3000 /year. DVR
assumes responsibility for the cost of renting office space for DVR staff,
including shared space (hallways and bathrooms). DVR is not able to
127
pay for the resource in Job Centers. DVR staff need to be located in
Contiguous Space due to the nature of the work that is performed
through teaming.
X
X
X
X
X
X
X
X
X
X
X
Dane County Department of Human Services: Dane County owns and
operates the Dane County Job Center building. Dane County Facility
Maintenance enters into leases with all non-county tenants (except
EATA) for operation of the center. EATA facility costs are handled
through a separate agreement with the EAWS Division. Facility costs
include space rental, utilities, maintenance, cleaning, and common
supplies for the restrooms and break area. Dane County Department of
Human Services participates by paying its share of these costs, and by
providing the in-kind onsite facility management services.
Sauk County Human Services:
Department services including Income Maintenance and FSET funded
through Federal/State allocations and county tax levy.
Marquette County Human Services: Resource supplies including paper,
pens, copier, phone and 2 computers and space area funded by
Marquette County tax levy through the Dept. of Human Services budget.
All the utilities (heat and etc.) are also funded by county tax levy dollars.
There is also a rent amount for 2 offices that is paid to the county’s
general fund.
Skill Center Services are funded through a WDBSCW grant that
expands and enhances services provided with MPTC funds. Skills
Center partner agencies provide both provide direct services and
coordination of services. A steering committee meets to ensure
provision of an efficient service delivery that fills gaps and avoids
duplication. Access Point Services are funded through MPTC in-kind
staffing costs.
Jefferson County Human Services: Jefferson County owns and
operates the Jefferson County Job Center Building. Jefferson County
enters into leases with all non-county tenants for operation of the center.
Facility costs include space rental, utilities, maintenance, cleaning, and
common supplies for the rest rooms and break area. Jefferson County
Human Services Department participates by paying its share of these
costs, and by providing the in-kind on-site facility management services.
Office of Veterans Services (OVS): All LVER/DVOP staffing costs are
paid by a grant funded by the Department of Labor-VETS. This grant is
administered on a statewide basis by DWD/DET.
Services are provided based eligibility in the WISE Program. Funding is
through the U.S. Department of Labor thru a contract to GWAAR from
Department of Health Services. GWAAR is responsible for the cost of
renting office space for the OW Coordinator and Administrative
Assistant trainees.
Community Action Coalition South Central Wisconsin (CAC): CAC does
not provided funding for the operating costs of the Job Center System;
CAC is a partner is advancing the goals.
128
X
X
X
X
X
Opportunities, Inc.
Funding Sources Include:
• WIA
• WI Job Service
• DVR
• W-2
Forward Service Corporation (FSC): The cost for staff and operating
expenses for W-2, FSET, FSET Early Childhood Initiative (ECI),
Emergency Assistance and Refugee Cash Assistance is approximately
$3.8M for WDA 10. In the Dane County Comprehensive Job Center and
other Access Points, Forward Service Corporation pays its equitable
allocation for dedicated, shared and common space. In the Dane
County Comprehensive Job Center, Forward Service Corporation also
maintains a shared computer lab which is available to partner agencies
when not in use for the targeted populations listed.
b) OPTIONAL: Any agreements among WIA partners and/or sub-contractors relating to
access of employer's job openings and job order postings on JobCenterofWisconsin.
Access
Dane Jefferson
Partner Response
Point
X
Community Action Coalition South Central Wisconsin (CAC): CAC has
X
X
X
X
X
X
X
a job board at its Watertown office, prints and posts notices as they
come in; CAC staff researches opportunities on Job Center website and
posts appropriate openings.
Wisconsin Job Service: Wisconsin Job Service: Job Service maintains
the Job Center of Wisconsin (JCW). This on-line employment website
includes job postings from across the state. Access to JCW is available
to all. All WIA program participants register in JCW. Job Service staff
work closely with the WIA staff assure that customers are made aware
of job openings. When notifying customers of upcoming onsite
recruitments or job fairs, WIA participants are included in the notification,
as they are registered in JCW. WIA staff and Job Service staff
coordinate employer activities and contacts, as much as possible to
reduce duplication.
EATA: As a Job Center partner, EATA utilizes
JobCenterofWisconsin.com for its job postings, as well as the on-line
resume and job matching features to assist customers in job placement
activities throughout WDA10. This includes customers involved in WIA,
Children First, DVR and the FSET Re-entry program.
Access to JCW is available to all. Assistance with site utilization is
provided as needed. MPTC Career Center instructors augment job
seeking, job keeping skill training and assist with review of job openings.
3) Methods for Referral of Individuals between One-Stop Operator and the Job Center
Partners and between the Job Center Partners
129
Describe:
a) The methods for referral of individuals between the One-Stop Operator and the
One-Stop Partners, for the appropriate services and activities at each Comprehensive Job
Center.
Access
Point
Dane Jefferson
Partner Response
X
X
X
EATA: EATA works with One Stop Partners and Access Point staff
throughout WDA 10 to ensure that customers including those involved in
W2, FSET, DVR, and other local programs are referred to WIA Adult,
Dislocated Worker, and Youth programs. This is accomplished by
providing multiple WIA Orientations each week throughout the area, as
well as outreach efforts at Rapid Responses, Unemployment RES &
REA sessions, and local community meetings. WIA staff in-turn, refer
appropriate customers to local community resources for assistance with
everything from housing, FoodShare, health care and basic needs to
education and training programs.
X
Sauk County Human Services: Direct referral to program staff.
X
X
X
X
X
X
X
Marquette County Human Services: WIA program services and
information is available on a limited basis in Marquette County. Because
of this customers are referred for WIA services by having them contact
the Sauk Co. Job Center. Our staff will give the Sauk office phone
number to potential WIA customers. We then offer the use of the
resource area phone to make their call. This allows the customer to
schedule their own appointment. Economic Support staff will make
referrals to the program in the same manner.
Community Action Coalition South Central Wisconsin (CAC): Email,
phone, sending copies of CAC application forms.
Wisconsin Job Service: Job Service verbally refers customers to the
vets program, DVR, W2, WIA Technical Colleges and supportive
services, as appropriate. We also provide customers with webpage
links and handout materials. WIA staff work closely with Job Service
TAA staff to assure program coordination.
Dodge County Human Services and Health Department: Department
staff members refer individuals verbally or in writing to WIA, DVR,
Technical Colleges, Vet Services and other supportive services. We
also provide customers with webpage links and handout materials.
Skills Center Partners utilize a shared drive to fully coordinate services.
All potential WIA participants are referred for screening/orientation. Each
service provider can sign participants up for appropriate services and
view attendance. Referral forms with release of information have been
created. Frontline staffs of partner agencies meet monthly or as needed
to coordinate services. Service providers routinely give full presentations
describing services in order to facilitate and accelerate referrals. Service
provider updates occur at each meeting. Access Point Referrals are
made using many communication methods including e-mail, phone, and
personal contacts.
130
X
X
X
X
X
X
X
Madison College: Students at the Center for Adult Learning who are
appropriate and would benefit from services provided by the Workforce
Investment Act are given information and an opportunity to sign up
online for an orientation to the Workforce Investment Act program. Staff
at the Center for Adult Learning work with WIA staff to remain up to date
on available services so they are able to make appropriate referrals.
Students who are working with the Workforce Investment Act program
and would benefit from services at the Center for Adult Learning are
referred in a variety of ways depending on the service they are
interested in, some are sent as direct referrals through a phone call or
email between staff, others are referred through a shared database and
spreadsheet between the Center for Adult Learning and the WIA
system. Staff at the Center for Adult Learning and staff from WIA then
collaborate to best serve the student. The cost of offering instructional
services at the five learning sites is shared by the Workforce
Development Board of South Central Wisconsin (WDBSW) and Madison
College. For the 2011-12 academic year the Workforce Development
Board awarded the Workplace Skills grant to Madison College in the
amount of $106,976. All of this funding goes directly towards paying
instructors. In kind, Madison College supports the five learning sites with
an additional $89,806 toward instruction, as well as support staff and
administrative support.
Division of Vocational Rehabilitation: DVR has working liaison
relationships with all partners with effective referral agreements.
DVR responsibility for Administration of the VR Program – Under 34
CFR 361.13 DVR is, at a minimum responsible for:
o All decisions affecting the eligibility for VR services, the
nature and scope of the services and the provision of these
services.
o The determination to close the record of services of an
individual
o The allocation and expenditure of VR funds
o Policy formulation and implementation.
o Participation as a Partner under Title 1 of WIA in accordance
with 20 CFR part 662
The responsibility for the functions described above may not be
delegated to any other organization or individual.
Department of Human Services contracts with Forward Service
Corporation (FSC) for provision of FSET services. FSC contracts with
Dane County Human Services for certain aspects of administering the
W-2 program and Emergency Assistance. FSC and EATA are both now
located in the Job Center. EATA is the WIA contractor. Referrals will
occur from W-2 and/or FSET staff (county or FSC) directly to the EATA
WIA staff in the Job Center. Referrals will normally occur via telephone
or e-mail.
Jefferson County Human Services: Direct contact is made with
customers, information is shared via the phone, extensive sharing of
Center activities and resources is done through Department
communications.
131
X
X
X
X
X
X
X
X
X
Office of Veteran Services (OVS): All referrals between OVS staff and
the one stop operator will be conducted on a one on one basis as
necessary.
Greater Wisconsin Agency on Aging Resources, Inc. Direct referrals
from Dane County Job Center partners via phone, email, or in person or
through other activities or resources.
Opportunities, Inc.
Referral Methods Include:
• Communication with partners and interagency collaborations.
• Community Referrals
• Employer Referrals
• Self-Referrals
Forward Service Corporation (FSC): Refers individuals between onestop partners, WIA, DVR, Technical College, Vet Services, County and
other supportive service agencies as appropriate. Referrals are made
verbally and through the use of technology and other collateral materials
including providing customers with webpage links and brochures as
appropriate.
b) OPTIONAL: Any special agreements for confidentiality and data sharing.
Access
Dane Jefferson Point
Partner Response
X
X
X
Wisconsin Job Service: Job Service and WIA staff have access to the
statewide Asset reporting system. This allows for easy access to
information on customers in common.
X
Dodge County Human Services and Health Department:
Coordination of FSET services with partners is the key to proper
management of resources and ultimately to customer success. FSET
staff shares information only in accordance with confidentiality policies
to assist participants and to ensure that services are not duplicated.
X
X
X
Skills Center partners are sharing up-to-date data in a secured manner.
Appropriate release of information forms combined with shared goal
achievement forms that detail progress and next steps have been
developed, enabling partners to coordinate forward movement toward
achievement of long and short term goals. Data is collected and shared
with a steering committee to aid in determining program direction.
Division of Vocational Rehabilitation: DVR is required to adopt and
implement policies and procedures to safeguard confidential
information. In addition, DVR confidential information may only be used
in connection with the administration of the VR program. It may not be
shared with other agencies or organizations without written consent of
the individual and then only to the extent that the other organization
demonstrates that the information requested is necessary for its
program.
132
X
X
X
X
X
X
X
X
Community Action Coalition South Central Wisconsin, Inc. (CAC):
CAC requires signed release of information forms prior to any
information sharing with community partners.
EATA: EATA fully participates in numerous agreements concerning
confidentiality and data sharing with the State of Wisconsin Department
of Health and Family Services, the Department of Workforce
Development & the Department of Corrections, the Workforce
Development Board of South Central Wisconsin, Dane County, Madison
Urban Ministries and the City of Madison.
Opportunities, Inc.
Special Agreements Include:
• Data Sharing Agreement with WDB.
• Conflict of Interest Statement with WDB.
4) Duration, Dispute Resolution, Withdrawal, Amendment and Severability
a) Duration: This MOU shall remain in effect until terminated by the repeal of the
Workforce Investment Act of 1998 (WIA), otherwise by action of law, or in accordance
with this section.
b) Dispute Resolution: The process for dispute resolution should describe the following:
a) Withdrawal from the MOU – length of notice required before withdrawal; process for
notifying all parties; and detail on what does remain in effect if any partner withdraws;
b) Resolution of disputes; c) Amendment of the MOU; and d) Severability of the MOU.
c) Withdrawal: Any party may withdraw from this MOU by giving written notice of intent to
withdraw at least 120 calendar days in advance of the effective withdrawal date.
1. Notice of withdrawal shall be given to all parties at the addresses shown in Section 1
of this MOU, and to the contact persons so listed, considering any information updates
received by the parties pursuant to Section 1.
2. Should any Job Center Partner withdraw, the MOU shall remain in effect with respect
to other remaining Job Center Partners until the MOU is renegotiated.
3. Any failure to execute an MOU between a local WDB and a required partner must be
reported to the Governor or State Board. In addition, any local area in which a local
WDB has failed to execute an MOU with all of the required partners is not eligible for
State incentive grants.
d) Amendments: The MOU may be amended at any time by written agreement of the
parties. Assignment of responsibilities under this MOU by any of the parties shall be
effective upon written notice to the other parties.
e) Severability: If any part of this MOU is found to be null and void, or is otherwise
stricken, the rest of this MOU shall remain in force.
5.) Other provisions.
133
a) Any partner that delivers service to business shall participate in the development and
implementation of the Comprehensive Job Center’s Business Services Plan and the
Business Services Team.
b) Any other provisions as determined locally.
6.) Attachments:
a) Attach other documents that are references in this MOU.
7.) Authority and Signatures:
The individuals signing below have the authority to commit the party they represent to the terms
of the MOU, and do so commit by signing below. Each signatory also agrees to work towards
Job Center system measures and program performance measures.
FOR THE Workforce Development Board of South Central Wisconsin
2/20/13
__________________________________________________
Signature and Date
Patricia Schramm, Executive Director
FOR THE Chief Local Elected Official
One-Stop Operator
FOR THE Wisconsin Job Service
FOR THE Madison Area Technical College
134
FOR THE Jefferson County Human Services
FOR THE Dane County Department of Human Services
One-Stop Partner
FOR THE Wisconsin Job Service
FOR THE Madison Area Technical College
FOR THE Division of Vocational Rehabilitation (DVR)
135
FOR THE Dane County Human Services
FOR THE Jefferson County Human Services
Partner
FOR THE Opportunities, Inc.
FOR THE Employment and Training Association
FOR THE Moraine Park Technical College
136
FOR THE Community Action Coalition for South Central Wisconsin, Inc.
FOR THE Central Wisconsin Community Action Council
FOR THE Dodge County Human Services and Health Department
FOR THE Marquette County Human Services
FOR THE Columbia County Health & Human Services
137
FOR THE Sauk County Human Services
FOR THE Office of Veteran Services
FOR THE Older Worker Program
2/11/2013
Signature and Date
Robert Kellerman, Executive Director, Greater WI Agency on Aging Resources
Name and Title
FOR THE Forward Service Corporation
138
Attachment C
One-Stop Comprehensive and Affiliated Sites
Comprehensive Job Centers
Dane County Job Center
1819 Aberg Avenue
Madison, WI 53704
Tel: (608) 242-4900
Fax: (608) 242-7520
Mary Pasholk
Tel: (608) 242-4916
Fax: (608) 242-4917
[email protected]
Jon Danforth
Tel: (608) 242-7527
Fax: (608) 242-4553
[email protected]
Adult, Dislocated Worker, and
Youth Activities under WIA;
Job Service; Technical
Education Services; Division of
Vocational Rehabilitation;
Wisconsin Works (W-2) Welfare
to Work Program; Title V of
Older Americans Act; Trade
Adjustment Assistance (TAA),
Veterans’ Services; Community
Services Block Grant; Housing
and Urban Development (HUD)
Employment & Training
Programs; Unemployment
Insurance; Department of
Human Services
Sauk County Job Center
(Funded by Workforce
Development Board of South
Central Wisconsin and
partners)
505 Broadway
Baraboo, WI 53913
Tel: (608) 355-3140
Fax: (608) 355-3144
Jon Danforth
Tel: (608) 242-7527
Fax: (608) 242-4553
[email protected]
Vocational Rehabilitation
Workforce Development
Center of Jefferson County
874 Collins Road
Jefferson, WI 53549
Tel: (920) 674-7500
Fax: (920) 674-7520
Jason Frey
Tel: (920) 563-2437
Fax: (608) 242-7403
[email protected]
Vocational Rehabilitation;
Wisconsin Works (W-2) Welfare
to Work Program; Title V of
Older Americans Act; Trade
Adjustment Assistance (TAA),
Veterans’ Services; Community
Services Block Grant; Housing
and Urban Development (HUD)
Employment & Training
Programs; Unemployment
Insurance
139
Affiliated or Other Service Location
As cited in our WIA Plan, the Board supports service locations that are positioned in
communities throughout our region. These community service engagement sites are in
collaboration with community agencies and partners to support our workforce development
system model. A listing and visual of the locations are included on the next page.
Affiliate Sites with Full Time Staff
Madison College –Truax
Joining Forces for Families –
1201 Wright Street
Sun Prairie
Madison, WI 53704
18 Rickel Road
Sun Prairie, WI 53590
Latino Academy of
Workforce Development
1917 Lake Point Drive
Madison, WI 53713
Urban League of Greater
Madison
2222 South Park St #200,
Madison, WI 53713
Affiliate Sites with Part Time or Itinerant Staff
Portage Enterprise Center
Marquette County Services
1800 Kutzke Road
Building
Portage, WI 53901
480 Underwood Avenue
Montello, WI 53949
Madison College –
Madison College – Portage
Reedsburg
330 West Collins Street
300 Alexander Avenue
Portage, WI 53901
Reedsburg, WI 53959
College (Beaver Dam
Campus)
700 Gould Street
Opportunities Inc.
930 Stewart Street
Madison, WI 53713
Madison College – Fort
Atkinson
827 Banker Road
Madison College – Watertown
1300 West Main Street
Watertown, WI 53098
Attachment D
140
Local Technical Assistance Training
The WDBSCW provides contracted WIA staff electronic access (via our website, www.comeherefirst.org),
to Workforce Investment Act (WIA) training guides and technical assistance guides developed the State
of Wisconsin Department of Workforce Development. The WDBSCW also provides training guides and
guidance to our Access Point points of contacts to ensure they can refer customers to the appropriate
partners, services, and resources.
The direct URL link to staff training resources and other WIA related materials:
http://comeherefirst.org/staff/worksmart-resources.html.
WIA Title I Technical Assistance Guides (TAG)
These Technical Assistance Guides (TAGs) provide information on the WIA performance measures for
adults, dislocated workers, and youth programs.
• Workforce Investment Act Title I-B Adult Program Technical Assistance Guide
• Workforce Investment Act Title I-B Dislocated Workers Technical Assistance Guide.
• Workforce Investment Act Title I-B Youth Program Technical Assistance Guide
• Workforce Investment Act Title I-B All-Youth Measures Technical Assistance Guide
• WIA Title I Performance Measure Map
• Supplemental Data Technical Assistance Guide (Version SED.06.02, April, 2008.)
I.
•
•
•
II.
WIA Title 1: Participant Eligibility and Case Management File Documentation Guides
Guide to Workforce Investment Act (WIA) Title 1B Eligibility Determination and Documentation
Adult and Dislocated Worker Programs Guide to Participant Case File Documentation
Youth Program Guide to Participant Case File Documentation
WIA Title 1: Participant Eligibility and Case Management File Documentation Guides
Guide to Workforce Investment Act (WIA) Title 1B Eligibility Determination and Documentation
Adult and Dislocated Worker Programs Guide to Participant Case File Documentation
Youth Program Guide to Participant Case File Documentation
Other Training Resources
• Automated System Support for Employment and Training (ASSET) User’s Manual and Guides
• Individual Training Accounts (ITA) – A statewide listing of all eligible training providers
• Workforce Programs Guide – A desk reference for WIA case managers
• South Central Wisconsin Program Guide –A reference guide for the South Central Wisconsin
WIA program
• More WIA and other related resources are available at
http://www.comeherefirst.org/staff/worksmart-resources.html
Access Points: Training Guides
WorkSmart Access Point Points of Contacts Training Guide: A training guide for points of contacts
designated to assist customers with self-paced career exploration and job search resources.
Attachment E
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Procedure: Universal Access
WDBs should:
•
Provide results of an annual assessment to measure Universal access that includes
communication, physical and programmatic accessibility. (Suggested methodology is to
implement the WIA 188 checklist.) Provide a corrective action plan regarding any deficits in
the Universal Access assessment.
The South Central One Stop Centers in the WDBSCW region have been enhances to
provide access to program services for customers with disabilities, through a wide variety of
equipment, technology and partnerships. These enhancements are intended to increase
accessibility to customers with visual, auditory, mobility, cognitive or language impairments.
Equipment available consists of computers available with large monitors, magnification
capacity, audio enhancements, roller balls, scanners, reader technology, speech recognition
and adjustable height workstations and telecommunication devices for individuals with
hearing impairments. Staff are also available to assist with language translation and
interpretation as well as access to the language line coordinated through the State. Staff are
encouraged to ask individuals if an accommodation is necessary and then work to alignment
of resources and services to maximize accessibility and participation.
The coordination of partners’ services is critical to effectively and efficiently address the
needs of customers to access services. The Division of Vocational Rehabilitation (DVR) is
also a partner in the One-Stop’s system efforts to provide services to customers with
disabilities. The One-Stop System also relies heavily upon other community partners whose
mission is to assist individuals with disabilities. Many of these organizations are available
for contact through the United Way sponsored 211 System.
The WDBSCW has conducted and assessment on Universal Access. This process is also
being implemented into all WDBSCW contract monitoring. Through this assessment the
WDBSCW has identified two areas that are being addressed but efforts must continue.
Those include accessibility to all resources materials online in multiple formats (print size
and languages). The other is to continue contracted staff development.
•
Provide an assessment on strategies to improve programming and services to high risk
populations. (Assessment strategies will focus on the following areas:
attendance/enrollment in WIA programs by high risk populations, effectiveness and demand
for core/auxiliary programming services and participation in economic growth initiatives.)
The WDBSCW maintains a local data set to manage contractor engagements, progress,
activities and outcomes. This local data set contains information on an individual level and
indicates the participant’s programmatic engagement level and activities. Through analysis
of this data we are able to determine if there are individuals who are high risk or co enrolled
with partner programs are not successfully completing to investigate reasons why. While
access to technical skills training has become increasingly important, the Technical College
role and resources as a key partner and training provider have become critical. The
Technical College has resources to support student engagement as well as coordinating
accommodations to maintain engagement. The WDBSCW continue to strive to increase the
engagement of diverse population in all workforce development activities.
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•
Describe how the WDB is providing universal access for people with disabilities, older
workers, offenders, minorities etc., through targeted outreach programs that includes
community organizations, school systems, business teams and public forums.
The WDBSCW began using an Access Point concept several years ago. One of the intents
behind this initiative was to align with local partner agencies who are already engaged with
diverse populations. We started by identifying a Point of Contact (POC) and training these
partner agency staff on how to access One-Stop Services. These POCs then become
ambassadors for the One Stop System. We currently have 16 Access Points throughout our
region. They are reflected on Attachment C. We also utilize the consortium One-Stop
Operator (OSO) design to engage partners from the entire region.
•
Provide an assessment of locally developed electronic communication (Web Pages,
Newsletters, etc) that meets ADA-AA section 508 regarding electronic accessibility.
www.w3.org to assess website or Job Accommodation network (JAN) – askjan.org
•
Provide policy and process to provide a reasonable accommodation, including sign
language and language interpreters, alternative formats, and computer assisted strategies.
In addition, provide strategies for funding accommodations.
The WDBSCW has and will continue to make accommodations to ensure access to
information and services for individuals with disabilities and barriers by utilizing partners,
state sponsored resources as well as budgeting to secure expertise when necessary. We
have utilized DVR to secure certified sign language interpreters, accessed CapTel services
and maintain TTY device accessibility at the local Job Centers. We have also engaged
partner agency staff to provide language translations and interpretation services. Other
adaptive devices are also available that include, an adaptive workstation, headsets,
recording devices, speech recognition software, trained readers and printed materials.
NOTE: Guidance information is in the Other Reference Documents section.
UPDATE:
The Workforce Development Board of South Central Wisconsin is taking appropriate steps to
ensure its electronic communications with individuals with disabilities are as effective as
communications with others. Measures are being taken to comply with the WIA Section 188
Disability Checklist, as well as the Web Content Accessibility Guidelines (WCAG 2.0), as
recommended by the Web Accessibility Initiative (WAI) and the World Wide Web Consortium
(W3C). Such compliance efforts include:
Text Alternatives: Text alternatives will be used consistently for all non-text content (graphics,
media, or other non-text web content) on web pages so as to be accessible to those with visual
or certain cognitive
disabilities.
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Time-based Media: Transcripts will be provided to supplement pre-recorded video or audio
published on our websites and/or applicable mediums. We are working to ensure that
prerecorded video content include captions to increase accessibility to all viewers.
Adaptable: A content management system (CMS) is used to assist in making information
programmatically determinable. The CMS works to clean up any incorrect mark up language on
a web page and to ensure that semantic elements, such as header tags, and emphasized text,
are used appropriately according to their meaning and not because of visual appearance.
Distinguishable: Website structure updates are in motion so as to offer a text resize option and
to improve text contrast for readability. This will allow visually rendered text to be scaled
successfully so that it can be read directly by people with mild visual disabilities, without
requiring the use of assistive technology such as a screen magnifier.
Seizures: Users are able to access all content of each website without said content inducing
seizures due to photosensitivity. For example, no content uses blinking text (the switching back
and forth between two visual states in a way that is meant to draw attention) on web pages.
Navigable: Each web page has a unique title that describes the topic or purpose to enhance
user-navigation. Site maps and search functions are also included on each web site (accessible
on the home page) to offer users multiple ways to locate content. Section headings are also
used through the web sites to clarify the web page topic and/or purpose.
Readable: Abbreviations include an expansion or explanation when used in a web page.
Minimal use of stylistic elements (italics, text alignment, etc.) is pursued to ensure consistency
and readability for all users.
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Attachment F
Procedure: Unemployment Insurance (UI)/ Re-Employment Services
(RES) Coordination
UI has instituted a program that evaluates UI claimants based on several factors and assigns
them with a rating on their potential to exhaust UI. Individuals with a high ranking are then
scheduled to attend a workshop(s) at the Job Center that are provided by Job Service. We
have worked with Job Service to support these efforts and align WIA resources when
appropriate.
We have done the following to support these activities:
• Identified a WIA contracted staff to present on WIA services during RES sessions
• Develop materials with Job Service District Director for the RES presentations to
describe the WIA services and locations
• Developed a script for a presenter to read associated with the WIA portions of the
presentations to ensure consistent messaging
• Developed a reference guide for RES staff in case there are questions on WIA
information which was presented
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Attachment G
Procedure: Trade Adjustment Assistance (TAA) Coordination
WIA has worked to coordinate services with the Trade Program on many levels. The Trade
program interfaces with the Workforce System at multiple times. Below is the
process/procedure we use for coordination.
•
•
•
•
•
We coordinate during the initial information meeting with the company being affected by
layoffs by discussing Trade eligibility criteria
o If appropriate the DWD staff and/or AFL-CIO LETC have been engaged to assist in
the completion of the Trade petition
If the company has a TAA certification then we coordinate with the UI staff who will be
coordinating the eligibility and paperwork meetings
o Often a WIA Contracted Staff will attend these meetings as well to attempt to align
services between the programs
Once the individuals are engaged in the TAA program communication with the TAA staff is
ongoing
The use of the shared client reporting system (ASSET) is essential for staff from all
programs to share planned activities, communications and align resources
o Frequently individuals are engaged in WIA first and then TAA
o Accordingly WIA is frequently the developer of the Individualized Employment Plan
(IEP)
o If an individual is engaged in both programs then TAA is the priority for funding
training and supportive services
o If there are costs that are unallowable through TAA then WIA will pick up those
expenses
o WIA frequently is the primary resource for case management support and
employment placement assistance
We have one primary TAA staff in our region, located at the Dane County Job Center,
which makes communication easier
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Attachment H
Procedure: Rapid Response Coordination
•
Primary Coordinator of Rapid Response Activities
o WDBSCW Staff coordinate local Rapid Response presentations
§ Danica Sorensen & Seth Lentz
•
Initial Engagement with Companies
o WDBSCW Staff will coordinate a Rapid Response meeting with an employer and/or its
employees regardless of the size of the dislocation or if the company has recurring
layoffs. The number of partners participating in the Rapid Response presentations
depends on workforce characteristic, workforce needs and partner agencies availability.
For smaller layoffs the WIA Contracted Staff will present information and materials to the
workers.
o Generally when a dislocation large enough to warrant the issuance of a Worker
Adjustment and Retraining Notification (WARN) the DWD Dislocated Worker Staff
informs the WDBSCW Staff. If the dislocation is large enough to require a WARN the
DWD Dislocated Worker Staff take the lead on contacting the company to coordinate the
initial information gathering and sharing meeting. The WDBSCW staff attends the
informational meeting with the DWD Dislocated Worker Staff. Based on the information
gathered the WDBSCW Staff then coordinates the outreach to partners and presentation
activities.
o WDBSCW Staff make contact with company as soon as possible after notice of layoff is
received. Notification may come through the WARN or from any number of local
channels. It is always strongly encouraged for the company to hold an informational
session before the affected workers last day, onsite. This ensures higher attendance at
the presentation as well as provides the workers information to make sound decisions. If
there is not enough notice for a formal rapid response presentation, materials are
provided to be distributed to the affected workers with contact information for the various
partnering organizations.
•
The local partners involved
o The list of partners informed is larger than those who participate in the Rapid Response
activities. This is due the large impact dislocation have on communities. After the initial
meeting we generally have a better understanding of the situation and the workforce.
The WDBSCW staff then reaches out to a rather extensive list of partners to inform and
check availability or interest in participating in the presentations. The notification and
outreach list includes:
§ DWD Dislocated Worker Staff,
§ Unemployment Insurance,
§ United Way,
§ Department of Veterans Affairs,
§ DWD Veterans Services Staff,
§ AFL-CIO LETC,
§ Job Service Director,
§ WIA Contracted Service Providers,
§ Technical Colleges (Madison College/MATC and MPTC),
§ Human Services,
§ Local Elected Officials,
147
§
§
§
•
Mayors,
WDBSCW Board Members,
Economic Development Partners
Rapid Response Coordination with TAA
• Services are coordinated with TAA on multiple levels. During the initial information meeting
with the company the Trade programs are discussed with the company and initial Trade
eligibility is screened with the company. If appropriate the DWD staff and/or AFL-CIO LETC
have been engaged to assist in the completion of the Trade petition. If the company has a
TAA certification then we coordinate with the UI staff who will be coordinating the eligibility and
paperwork meetings. Often a WIA Contracted Staff will attend these meetings as well to
attempt to align services between the programs. Once the individuals are engaged in the TAA
program communication with the TAA staff is ongoing. The use of ASSET is essential for staff
from all programs to share planned activities, communications and align resources.
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Attachment I
Policy: Priority of Service
Dislocated Worker Priority of Service Policy
Historically, the Workforce Development Board has experienced a shortage of Workforce Investment
Act (WIA) Dislocated Worker funds which has created wait lists for WIA program training and
supportive services resources. The Workforce Development Board has established a Local eligibility
requirement to implement a priority of services for the dislocated worker program. The local eligibility
requirement / priority of services policy requires documentation that an individual has been affected by
a workforce reduction or business closure. That documentation will be maintained in participant files.
Priority for Service
1. Veterans and eligible spouses who are dislocated workers with supporting documentation
2. Dislocated workers with supporting documentation
3. Veterans and eligible spouses who are dislocated workers without supporting documentation
4. Dislocated workers without supporting documentation
Adult Low Income Eligibility
Eligibility for Intensive and Training level services through the Workforce Investment Act (WIA) Adult
Program in the South Central Wisconsin region will be determined using a scale based on the Federal
Poverty Guidelines. The US Department of Labor issues Federal Poverty Guidelines annually.
Program eligibility will be determined and documented using the most recent version available. The
local income eligibility scale will be 200% of the Federal Poverty level for Columbia, Dodge, Jefferson,
Marquette and Sauk County residents. The local income eligibility scale will be 250% of the Federal
Poverty level for Dane County residents.
1. Veterans and eligible spouses who are at or below WDBSCW’s low income eligibility threshold
2. Adults at or below WDBSCW’s low income eligibility threshold
149
Attachment J
Policy: Veterans Priority of Service
It shall be the policy of the Workforce Development Board of South Central Wisconsin (WDBSCW) to
provide veterans and eligible spouses, including widows and widowers as defined in the statute and
regulations, priority of service under all WIA funded programs. The term “veteran” means a person
who served at least one day in the active military, naval, or air service, and who was discharged or
released under conditions that were not dishonorable. The definition of active service includes fulltime Federal service in the National Guard or a Reserve component, but does not include full-time
duty performed strictly for training purposes nor does it include full-time active duty performed by
personnel mobilized by State rather than Federal authorities.
“Eligible spouse” means the spouse of any of the following:
a. Any veteran who died of a service-connected disability;
b. Any member of the Armed Forces serving on active duty who, at the time of application for the
priority, is listed in one or more of the following categories and has been so listed for a total of
more than 90 days:
i.
Missing in action;
ii.
Captured in the line of duty by a hostile force; or
iii.
Forcibly detained or interned in the line of duty by a foreign government or power;
c. Any veteran who has a total disability resulting from a service-connected disability, as
evaluated by the Department of Veterans Affairs; or
d. Any veteran who died while a disability was in existence. A spouse whose eligibility is derived
from a living veteran or service member (i.e., categories b. or c. above) would lose his or her
eligibility if the veteran or service member were to lose the status that is the basis for the
eligibility (e.g. if a veteran with a total service-connected disability were to receive a revised
disability rating at a lower level). Similarly, for a spouse whose eligibility is derived from a living
veteran or service member, that eligibility would be lost upon divorce from the veteran or
service member.
Priority of service means that veterans and eligible spouses are given priority over non-covered
persons for the receipt of employment, training, and placement services provided under all WIA
funded programs. WIA programs shall include programs for adults, older youth and dislocated
workers; 10% funded projects; National Emergency Grants (NEG); and any other programs or
services funded by the Department of Labor.
Priority means that veterans and eligible spouses are entitled to precedence over non-covered
persons for services. This means that a veteran or an eligible spouse either receives access to a
service earlier in time than a non-covered person or, if the resource is limited, the veteran or eligible
spouse receives access to the service instead of or before the non-covered person. Veterans or and
eligible spouses must first meet the WIA program’s eligibility requirements.
Priority of service applies up to the point at which an individual is both: a) approved for funding; and,
b) accepted or enrolled in a service. Priority of service is not intended to allow a covered person to
“bump” a non-covered person. Therefore, once a non-covered person has been both approved for
funding and accepted/enrolled in a service or program a covered person will not be given preference
of that service.
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WDBSCW shall require every program operator receiving funds through a WIA contract with
WDBSCW to provide veterans and eligible spouses’ priority of service as outlined in this policy.
Program operators shall inform covered individuals of their right to priority for employment and training
services by establishing organizational processes that will enable veterans and eligible spouses to
identify themselves at the point of entry to the system or program when they will be given the
opportunity to take full advantage of the priority. Furthermore, program operators shall provide
veterans and eligible spouses’ information on all services available under WIA Title I programs and all
eligibility requirements necessary for participation. Contracted program operators may provide the
information either verbally or in writing, during orientation, assessment, or enrollment.
WDBSCW shall require service providers to collect and report the required data elements for covered
persons enrolled into WIA Title I programs. WDBSCW shall, during its monitoring processes, ensure
that the grantee’s systems and procedures comply with this policy.
1. Veterans and eligible spouses who are current WIA participants continuing in training
2. Current WIA participants continuing in training
3. Veterans and eligible spouses seeking WIA services
4. Non covered individuals seeking WIA services
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Attachment K
Policy: Additional Policies on Eligibility beyond Core Services
Temporary Employment Policy
Policy
WIA Dislocated Worker program participants may be engaged in temporary (parttime/temporary/seasonal/limited-term employment) employment and maintain active program status
when the WIA Staff determines:
1. The temporary employment is/was taken with the specific purpose of maintaining income prior
to or during enrollment into the WIA program, or
2. The temporary employment does not align with skills, experience, training or
3. The temporary employment is intended to last only until training is completed and permanent
training related employment is secured.
All participants requesting temporary employment status to enroll or maintain an active status in WIA
program must complete the Affidavit of Temporary Employment form. The WIA Staff, if necessary,
will assist the participant in completing this form. WIA staff will see that the Temporary Employment
form is completed and the original copy will remain in the participant’s file. Upon request, said form
will be submitted to the WDBSCW Staff for review and monitoring purposes.
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Attachment L
Policy: Self-Sufficiency
The Self Sufficiency Standard is used to understand issues of income adequacy. The Department of
Labor requires that the Board establish a self sufficiency standard to gauge the basic income need for
three categories of customers who are seeking intensive or training services supported by Workforce
Investment Act funds.
1. Employed adult
2. Dislocated worker
3. The special needs of a person with disabilities or other barriers to employment.
The Workforce Development Board of South Central WI will use 255% of Poverty as a benchmark to
define self sufficiency. At 255% of the Federal Poverty Level individuals and families are no longer
eligible for Temporary Assistance to Needy Families (TANF) services. The WDBSCW will use the
following self sufficiency scale for the respective populations.
1. Employed Adult
Family
Size
1
2
3
4
5
6
7
8
9
10
Federal
Poverty
Level
Self
Sufficiency
Scale
Self
Sufficiency
Scale
Annual
Annual
Hourly
$10,890
$14,710
$18,530
$22,350
$26,170
$29,990
$33,810
$37,630
$41,450
$45,290
$27,627
$37,254
$46,691
$56,228
$65,765
$75,702
$84,839
$94,608
$103,913
$133,450
$13.28
$17.91
$22.45
$27.03
$31.62
$36.40
$40.79
$45.48
$49.96
$64.16
2. Dislocated Workers
85% of dislocation wage or the above self sufficiency scale whichever is greater.
3. Disabled persons or persons facing serious barriers to employment.
The Board will consult on a case by case basis with the State of Wisconsin Department of
Vocational Rehabilitation or Employment Resource Inc to determine the self sufficiency wage
for this category of persons. Calculating the needed income for persons who may face barriers
to employment, such as a need for an aid in the workplace or customized transportation,
requires technical expertise beyond the scope of the One Stop System case management
staff.
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Attachment M
Policy: Supportive Services and Training Payment
General Guidelines
The Workforce Development Board of South Central Wisconsin (WDBSCW) provides financial
assistance through Training and Support Services payments to assist in degree or occupation
activities of qualifying Workforce Investment Act (WIA) customers. All WIA customers are required to
apply for financial aid. Pell Grants awarded are to be directed to training costs prior to the
expenditure of WIA Funds. All reservations requesting funds for training should have an award letter
from the customer’s school determining Pell Grant amount or stating that the customer is not eligible
for the Pell Grant. The only exceptions will be those customers entering training in academics not
eligible for financial aid (i.e. CNA program). Also attached to the reservation should be a description
of tuition and book costs for the customer. The WDBSCW will provide funding up to two annual
maximum amounts of $1,000 ($500/semester) for support services and $3,000 ($1,500/semester)
for training services. The WDBSCW will not reimburse customers for tuition costs; the WDBSCW
will pay the institution directly. The WDBSCW has specific guidelines to be followed for financial
support being requested. All paperwork sent to the WDBSCW must be the original paperwork and
have the customer’s valid signature (not copies). All supporting documentation must be provided
along with the proper form and submitted to the WDBSCW for approval. Faxes are not acceptable
unless requested by the WDBSCW. All paperwork should be submitted in a timely matter. WDBSCW
can take up to three weeks for a payment to be processed. Extenuating circumstances can be
presented to WDBSCW staff with proper justification. Funding is not guaranteed.
Uniforms
The WDBSCW will fund uniforms for a customer as long as all qualifications are met and all
supporting documentation is completed and submitted to the WDBSCW with the Reservation of
Funds. If the uniforms are a requirement of the training course, then they need to be funded
out of the training funds. If the uniforms are required for employment, then they need to be
funded out of the support services. Costs for items will be evaluated based on industry catalogs
and current vendor pricing.
•
•
•
•
•
•
WDBSCW will only pay for uniforms that are required by the training/employer.
WDBSCW will only pay for two uniforms (eg., 2 tops, 2 pants, 1 pair of shoes, and 1 watch).
When requesting support, WDBSCW will need a detailed list of items and pricing.
If the uniforms are for school, the WDBSCW will need a syllabus stating that they are a
requirement for the course.
If the uniforms are for work, then the WDBSCW will need a signed letter from the employer
stating they are required for the position.
WDBSCW will not pay for any uniforms that are not required by either school or work.
Tools
The WDBSCW will fund tools for a customer for work or training as long as all proper documentation
is provided. If the tools are a requirement of the training course, then they need to be funded
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out of the training funds. If the tools are required for employment, then they need to be funded
out of the support services.
•
•
•
•
•
•
WDBSCW will only pay for tools that are required by the school/employer.
If the tools are for school, the WDBSCW will need a syllabus stating that they are a
If the tools are for work, the WDBSCW will need a signed letter from the employer stating they
are required for the position.
WDBSCW will not pay for any tools that are not required by either school or work.
The WDBSCW will need a detailed list of items and pricing sent in with the reservation.
When sending in the Payment Request, Industry Specialist must also send in all receipts
proving that the participant did purchase the tools.
Required Physicals
The WDBSCW will fund a required physical for a customer as long as all qualifications are met and all
Funds. If the physical is a requirement of the training course, then it needs to be funded out of
the training funds. If the physical is requirement for employment, then it needs to be funded
out of the support services. Individual/employer payments should be applied before WIA
funds.
•
•
•
•
The Reservation of Funds will need to specify the reason for the physical and the amount of
the physical.
If the physical is a requirement of the training course, the WDBSCW will need a copy of the
syllabus.
If the physical is needed for employment, the WDBSCW will need a letter from the place of
employment stating that it is required.
WDBSCW will need a copy of the receipt showing proof of payment in order for the participant
to be refunded.
Books
The WDBSCW will fund the cost of books for a customer as long as all qualifications are met and all
Funds.
•
The WDBSCW will need a copy of the syllabus with a detailed list of books and costs
associated.
Test Fees
The WDBSCW will fund the cost of testing fees for a customer as long as all qualifications are met
and all supporting documentation is completed and submitted to the WDBSCW with the Reservation
of Funds.
•
The WDBSCW will need a copy of the syllabus or program materials detailing the test
requirement and costs associated.
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•
Test costs being covered must result in a credential/certification which meets WIA
requirements and is directly connected to industry standards.
Required School Supplies
The WDBSCW will fund school supplies for a customer’s training as long as all proper documentation
is provided. If the supplies are a requirement of the training course, then they need to be
funded out of the training funds.
•
•
•
•
The WDBSCW will need a syllabus stating that the supplies are a requirement for the course.
The WDBSCW will need a detailed list of items and pricing sent in with the Reservation of
Funds.
proving that the participant did purchase the supplies.
Supplies being requested need to be above and beyond the typical school supplies of paper,
pencils, pens and folders and should be for program specific supplies (i.e. scientific
calculators).
Transportation (Mileage, Bus Passes, Parking Permits/Passes, Car Repairs)
Mileage
The WDBSCW will reimburse customers for mileage to and from school, job search, or work. The
WDBSCW’s current reimbursement rate is 20 cents per mile. The amount requested on the
Reservation of Funds must match the amount that is requested on the Payment Request.
•
•
•
•
•
The Reservation of Funds will need to indicate the number of miles the customer will be
traveling per week.
Driver must have and maintain a valid Wisconsin driver’s license. Driver does not need proof
of insurance.
Customer’s must fill out the Mileage Form and have it signed by the instructor or Industry
Specialists. This form is required to be submitted with the Payment Request.
If a group of customers are car pooling together, only the driver can be reimbursed for
mileage.
WDBSCW will not reimburse another driver.
Bus Passes
The WDBSCW will purchase bus passes for program customers where public transportation is
available. Bus Passes may be used by customers for transportation associated with school/job
search/ or work. The amount of bus passes requested on the Reservation of Funds must match the
amount requested on the Payment Request.
•
The Reservation of Funds will need to indicate the number of passes requested.
Parking Permits/Passes
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The WDBSCW will purchase parking permits/passes for program customers when necessary.
Parking permits/passes must be necessary to participate in school or work activities. The amount of
time covered by the permit/pass must be directly connected to program activities.
•
The Reservation of Funds will need to indicate the time or duration the permit/pass is covering.
Car Repairs
The WDBSCW will fund car repairs for a customer as long as all qualifications are met and all
Funds.
•
•
•
•
•
•
•
•
•
•
•
WDBSCW will only approve car repairs if no other form of transportation is available.
Repair request must be accompanied by documentation to support why the funds are
necessary for the person to participate in the program or employment.
Copy of vehicle registration will need to be verified by the Industry Specialist.
WDBSCW will not pay for repairs that exceed the blue book value of the car.
Customer must have a valid Wisconsin driver license; this will need to be verified by the
Industry Specialist.
Reservation must match the amount being requested.
Customer must provide three estimates and must be from an established auto repair business.
All three estimates must be for the same repairs.
Must be documented that the vehicle is not safe to drive.
WDBSCW will not pay for vehicle body work or insurance.
Industry Specialist must fill out Car Repairs Check List. Once completed the check list needs
to be signed by the participant and the Industry Specialist. Submit all supporting
documentation with the Reservation of Funds to the WDBSCW.
Childcare
The WDBSCW will fund Childcare for a customer as long as all proper documentation is completed
and submitted to the WDBSCW. The WDBSCW will only pay the childcare provider. The amount
requested to be paid on the Reservation of Funds form must match the amount that is requested on
the Payment Request or the invoices.
•
•
•
•
•
Industry Specialist must verify that the customer is not eligible for other childcare assistance
programs
The Reservation of Funds and the Payment Request forms will need to indicate the number of
children receiving childcare, the cost of the childcare per hour, and the number of hours/ days
per week that they will be receiving childcare.
Childcare must be provided by a licensed/certified childcare provider. License
number/certification number, along with a Federal ID number/social security number, must be
recorded on the Dependant Care Voucher.
Customer must complete a Dependent Care Voucher (DCV), signed by the childcare provider,
and submit the DCV with the Payment Request.
Industry Specialist must specify on the Payment Request the name and address of the
childcare provider.
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Rent/Housing Assistance
The WDBSCW will fund rent for a participant as long as all qualifications are met and all supporting
documentation is completed and submitted to the WDBSCW with the Reservation of Funds.
•
•
•
•
•
•
•
•
WDBSCW will need a copy of the customer’s lease.
WDBSCW will only pay for rent if an eviction notice has been issued or if the request is to
address a homelessness situation.
WDBSCW will only cover customer’s portion of the rent.
Housing Assistance should only be requested when no other funding option is available.
Payment will only be granted if there is a plan to pay the subsequent payments without
WDBSCW assistance.
WDBSCW will not pay for security deposits.
Reservation of Funds must match Payment Request/invoice.
WDBSCW must pay the landlord directly.
Extenuating circumstances can be presented to WDBSCW staff with proper justification.
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Attachment N
Policy: Follow Up Services
The WDBSCW works with all contractors to ensure follow-up services to be provided accordingly:
Duration
• Follow up services will be provided for a minimum of 12 months.
Service Availability
• Customers are eligible to receive all program services while in follow up with the exception of
training and support funds.
• In extenuating circumstances customers may request training and/or support services.
• Support during extenuating circumstances may not exceed the remaining follow up duration.
Documentation
• All services will be recorded in the State sponsored data tracking system (ASSET).
• Reporting timeframes will include the first 90 days in ASSET manage exits and the first three
quarters of follow up in ASSET manage follow ups and ASSET manage customer notes.
Customer Contact
• Customers in follow up will be contacted by WIA staff a minimum of once a month in the first 90
days of services being closed.
• After the first 90 days customers will be contact a minimum of once a quarter.
• The first three contact attempts each quarter should be made directly to the customer. If the
customer does not respond to the follow up attempts then local staff will contact the last known
employer.
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Attachment O
Policy: Needs Related Payment Policy
The WDBSCW does not use a Needs Related Payment policy.
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Attachment P
Policy: Local Service Area Coordination
The WDBSCW provides employment and training services to residents of Columbia, Dane, Dodge,
Jefferson, Marquette and Sauk Counties. At times it is appropriate for the WDBSCW to provide
services to customers outside of our six counties. The following explains the process we use to
coordinate with another local Workforce Development Board to provide services.
1. A customer was receiving WIA services through another local board and the customer moves into
the South Central Region.
a. The staff from another local board contacts the WDBSCW and asks for services for the
customer to be transferred to South Central.
• South Central staff will review the record in ASSET to determine what services the
customer is looking for and if the service needs can be met through WIA.
• If the services can be met the customer file is sent to the South Central staff. The
ASSET record is changed to list the South Central staff as the case manage in
ASSET manage programs and a service is opened in ASSET manage services. A
case note is made stating the services have been transferred.
• Staff continue to work with the customer to provide WIA services.
b. A customer moves into the South Central area and contacts WIA staff for services.
• South Central staff will contract the local area who is currently providing services
and ask if the record can be transferred. If the record can be transferred the
customer file is sent to the South Central staff. The ASSET record is changed to
list the South Central staff as the case manage in ASSET manage programs and a
service is opened in ASSET manage services. A case note is made stating the
services have been transferred.
• If the record cannot be transferred due to the other area is still in contact with the
customer and providing services the WDBSCW will assist the customer through
core self informational services as needed.
2. National Emergency Grants, Rapid Response, Special Program Funding Sources
a. As the WDBSCW provides services to customers under special programs or additional
funding sources the WDBSCW may provide services to customers outside of our six
county regions. Many additional funding sources are not limited to the Workforce
Development Board Area and services are allowed and encouraged to be provided for
customers outside the South Central region.
3. Extenuating Circumstances
a. The WDBSCW will review extenuating circumstances as needed. In our rural communities
many of the job center locations are not conducive to customer locations and county lines.
These situations will be reviewed and considered based on the services a customer is
assessed to require.
b. If there is a customer outside of the South Central area requesting services the WDBSCW
will contact the local board which the customer resides to establish a plan for services
related to support and training services and establish a service agreement to have the
other local area provide funding for such activities.
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Attachment Q
Policy: Training Eligibility
Utilize the “Ability to Benefit” criteria associated with the Pell Grant funding as a base and noted
enhancements to address local issues. WDBSCW Staff will review this policy periodically to insure
that it stays in conformance with Pell Grant “Ability to Benefit” regulations.
•
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•
•
•
•
Must be an undergraduate student
o Pursuing your first associates degree
o Not earned a bachelor’s or graduate degree
o Exception is enrollment in post bachelor certificate program or program leading to
licensure
Able to complete at least 6 credit-hours of coursework
Must be working toward a qualified degree-oriented program at an approved institution
o Local Additions
o Electives must be relevant to program
o Credit courses only
o No courses outside of program
o No online programs
§ Possibly online courses within a program
Must maintain satisfactory academic progress
o Local Additions
o Minimum of “C” average in coursework
o No retake for failed courses
o If on Academic Probation
§ Cannot be on Academic probation more than once
§ Must create an academic remediation plan
§ Must engage with Career Advisor (should include the Workplace Skills Center)
§ Explanation as to what will be different
Must not owe a refund or be in default of education loans
Must have a financial need
Extenuating circumstances can be presented for consideration to the Executive Director or designee.
Approvals of extenuating circumstances are at the sole discretion of the Executive Director and will be
considered individually.
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Attachment R
Policy: Supportive Services and Training Payment
General Guidelines
The Workforce Development Board of South Central Wisconsin (WDBSCW) provides financial
assistance through Training and Support Services payments to assist in degree or occupation
activities of qualifying Workforce Investment Act (WIA) customers. All WIA customers are required to
apply for financial aid. Pell Grants awarded are to be directed to training costs prior to the
expenditure of WIA Funds. All reservations requesting funds for training should have an award letter
from the customer’s school determining Pell Grant amount or stating that the customer is not eligible
for the Pell Grant. The only exceptions will be those customers entering training in academics not
eligible for financial aid (i.e. CNA program). Also attached to the reservation should be a description
of tuition and book costs for the customer. The WDBSCW will provide funding up to two annual
maximum amounts of $1,000 ($500/semester) for support services and $3,000 ($1,500/semester)
for training services. The WDBSCW will not reimburse customers for tuition costs; the WDBSCW
will pay the institution directly. The WDBSCW has specific guidelines to be followed for financial
support being requested. All paperwork sent to the WDBSCW must be the original paperwork and
have the customer’s valid signature (not copies). All supporting documentation must be provided
along with the proper form and submitted to the WDBSCW for approval. Faxes are not acceptable
unless requested by the WDBSCW. All paperwork should be submitted in a timely matter. WDBSCW
can take up to three weeks for a payment to be processed. Extenuating circumstances can be
presented to WDBSCW staff with proper justification. Funding is not guaranteed.
Uniforms
The WDBSCW will fund uniforms for a customer as long as all qualifications are met and all
Funds. If the uniforms are a requirement of the training course, then they need to be funded
out of the training funds. If the uniforms are required for employment, then they need to be
funded out of the support services. Costs for items will be evaluated based on industry catalogs
and current vendor pricing.
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WDBSCW will only pay for uniforms that are required by the training/employer.
WDBSCW will only pay for two uniforms (eg., 2 tops, 2 pants, 1 pair of shoes, and 1 watch).
When requesting support, WDBSCW will need a detailed list of items and pricing.
If the uniforms are for school, the WDBSCW will need a syllabus stating that they are a
If the uniforms are for work, then the WDBSCW will need a signed letter from the employer
stating they are required for the position.
WDBSCW will not pay for any uniforms that are not required by either school or work.
Tools
The WDBSCW will fund tools for a customer for work or training as long as all proper documentation
is provided. If the tools are a requirement of the training course, then they need to be funded
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out of the training funds. If the tools are required for employment, then they need to be funded
out of the support services.
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WDBSCW will only pay for tools that are required by the school/employer.
If the tools are for school, the WDBSCW will need a syllabus stating that they are a
If the tools are for work, the WDBSCW will need a signed letter from the employer stating they
are required for the position.
WDBSCW will not pay for any tools that are not required by either school or work.
The WDBSCW will need a detailed list of items and pricing sent in with the reservation.
proving that the participant did purchase the tools.
Required Physicals
The WDBSCW will fund a required physical for a customer as long as all qualifications are met and all
Funds. If the physical is a requirement of the training course, then it needs to be funded out of
the training funds. If the physical is requirement for employment, then it needs to be funded
out of the support services. Individual/employer payments should be applied before WIA
funds.
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The Reservation of Funds will need to specify the reason for the physical and the amount of
the physical.
If the physical is a requirement of the training course, the WDBSCW will need a copy of the
syllabus.
If the physical is needed for employment, the WDBSCW will need a letter from the place of
employment stating that it is required.
WDBSCW will need a copy of the receipt showing proof of payment in order for the participant
to be refunded.
Books
The WDBSCW will fund the cost of books for a customer as long as all qualifications are met and all
Funds.
•
The WDBSCW will need a copy of the syllabus with a detailed list of books and costs
associated.
Test Fees
The WDBSCW will fund the cost of testing fees for a customer as long as all qualifications are met
and all supporting documentation is completed and submitted to the WDBSCW with the Reservation
of Funds.
•
The WDBSCW will need a copy of the syllabus or program materials detailing the test
requirement and costs associated.
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•
Test costs being covered must result in a credential/certification which meets WIA
requirements and is directly connected to industry standards.
Required School Supplies
The WDBSCW will fund school supplies for a customer’s training as long as all proper documentation
is provided. If the supplies are a requirement of the training course, then they need to be
funded out of the training funds.
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The WDBSCW will need a syllabus stating that the supplies are a requirement for the course.
The WDBSCW will need a detailed list of items and pricing sent in with the Reservation of
Funds.
proving that the participant did purchase the supplies.
Supplies being requested need to be above and beyond the typical school supplies of paper,
pencils, pens and folders and should be for program specific supplies (i.e. scientific
calculators).
Transportation (Mileage, Bus Passes, Parking Permits/Passes, Car Repairs)
Mileage
The WDBSCW will reimburse customers for mileage to and from school, job search, or work. The
WDBSCW’s current reimbursement rate is 20 cents per mile. The amount requested on the
Reservation of Funds must match the amount that is requested on the Payment Request.
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The Reservation of Funds will need to indicate the number of miles the customer will be
traveling per week.
Driver must have and maintain a valid Wisconsin driver’s license. Driver does not need proof
of insurance.
Customer’s must fill out the Mileage Form and have it signed by the instructor or Industry
Specialists. This form is required to be submitted with the Payment Request.
If a group of customers are car pooling together, only the driver can be reimbursed for
mileage.
WDBSCW will not reimburse another driver.
Bus Passes
The WDBSCW will purchase bus passes for program customers where public transportation is
available. Bus Passes may be used by customers for transportation associated with school/job
search/ or work. The amount of bus passes requested on the Reservation of Funds must match the
amount requested on the Payment Request.
•
The Reservation of Funds will need to indicate the number of passes requested.
Parking Permits/Passes
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The WDBSCW will purchase parking permits/passes for program customers when necessary.
Parking permits/passes must be necessary to participate in school or work activities. The amount of
time covered by the permit/pass must be directly connected to program activities.
•
The Reservation of Funds will need to indicate the time or duration the permit/pass is covering.
Car Repairs
The WDBSCW will fund car repairs for a customer as long as all qualifications are met and all
Funds.
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WDBSCW will only approve car repairs if no other form of transportation is available.
Repair request must be accompanied by documentation to support why the funds are
necessary for the person to participate in the program or employment.
Copy of vehicle registration will need to be verified by the Industry Specialist.
WDBSCW will not pay for repairs that exceed the blue book value of the car.
Customer must have a valid Wisconsin driver license; this will need to be verified by the
Industry Specialist.
Reservation must match the amount being requested.
Customer must provide three estimates and must be from an established auto repair business.
All three estimates must be for the same repairs.
Must be documented that the vehicle is not safe to drive.
WDBSCW will not pay for vehicle body work or insurance.
Industry Specialist must fill out Car Repairs Check List. Once completed the check list needs
to be signed by the participant and the Industry Specialist. Submit all supporting
documentation with the Reservation of Funds to the WDBSCW.
Childcare
The WDBSCW will fund Childcare for a customer as long as all proper documentation is completed
and submitted to the WDBSCW. The WDBSCW will only pay the childcare provider. The amount
requested to be paid on the Reservation of Funds form must match the amount that is requested on
the Payment Request or the invoices.
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Industry Specialist must verify that the customer is not eligible for other childcare assistance
programs
The Reservation of Funds and the Payment Request forms will need to indicate the number of
children receiving childcare, the cost of the childcare per hour, and the number of hours/ days
per week that they will be receiving childcare.
Childcare must be provided by a licensed/certified childcare provider. License
number/certification number, along with a Federal ID number/social security number, must be
recorded on the Dependant Care Voucher.
Customer must complete a Dependent Care Voucher (DCV), signed by the childcare provider,
and submit the DCV with the Payment Request.
Industry Specialist must specify on the Payment Request the name and address of the
childcare provider.
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Rent/Housing Assistance
The WDBSCW will fund rent for a participant as long as all qualifications are met and all supporting
documentation is completed and submitted to the WDBSCW with the Reservation of Funds.
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WDBSCW will need a copy of the customer’s lease.
WDBSCW will only pay for rent if an eviction notice has been issued or if the request is to
address a homelessness situation.
WDBSCW will only cover customer’s portion of the rent.
Housing Assistance should only be requested when no other funding option is available.
Payment will only be granted if there is a plan to pay the subsequent payments without
WDBSCW assistance.
WDBSCW will not pay for security deposits.
Reservation of Funds must match Payment Request/invoice.
WDBSCW must pay the landlord directly.
Extenuating circumstances can be presented to WDBSCW staff with proper justification.
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Attachment S
Policy: Individualized Training Provider Monitoring
The Workforce Development Board of South Central Wisconsin will follow the states guidelines in
adding, monitoring and removing training providers from the ITA list. Eligible Training Providers
include post secondary educational institutions that are eligible to receive Federal funds under Title IV
of the Higher Education Act of 1965 and also provide a program that leads to an associate degree,
baccalaureate degree or certificate, entities that carry out programs under the National Apprenticeship
Act and are registered under the Act and other eligible training providers to include community based
organizations, private organizations and post secondary Title IV agencies that offer programs that do
not lead to an associate degree, baccalaureate degree, certificate or technical diploma. The
WDBSCW staff will communicate with the Department of Workforce Development regarding the
adding, removing and monitoring of ITAs.
The state defines the following the responsibility of the local boards.
1. The WDBSCW accepts applications at all time and may have up to 4 weeks to review
applications before submitting to the Department of Workforce Development.
2. The WDBSCW distributes and accepts only the DWD approved application
3. The WDBSCW reviews the applications and will ensure the necessary information is
provided to determine if postsecondary Title IV training programs lead to an associate
degree, baccalaureate degree, certificate, or technical diploma.
4. WDBSCW reviews applications of "Other" providers and reviews all criteria for
completeness including a review of minimum performance levels established by the State.
5. WDBSCW requires all contractors and staff to exclusively adhere to the ITA system when
working with WIA Participants to identify training providers if WIA training funds are to be
requested.
6. WDBSCW will consult with DWD in cases where termination of an eligible provider is
contemplated because inaccurate information has been provided, the WIA has been
violated or if any questionable issues arise.
7. WDBSCW has established limitations on dollar amount associated with supporting WIA
participant training engagements. These are reflected in the WDBSCW Training and
Support Policy
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Attachment T
Policy: On-The-Job (OJT) Training
Section I: On-the-Job Training Criteria
1. OJT Employee Qualifications
A. Adult and Dislocated Worker OJT – OJT is available for WIA eligible Adult and Dislocated
Workers
B. NEG OJT - is available to dislocated workers with prolonged unemployment and at least one
layoff date on or after 01/01/2008. Layoff from interim or temporary employment is a qualifying
layoff.
i.
Interim Employment means a customer may accept interim employment for the
purpose of income maintenance while receiving services in the dislocated worker
program and continue to be eligible as a dislocated worker.
ii.
Prolonged Unemployment is a total of 18.2 weeks since January 1, 2008. The
periods of unemployment do not need to be consecutive.
C. Veterans who are eligible for the OJT NEG may be referred to the local veterans’ staff for
placement in the OJT NEG.
i.
Veterans must be determined eligible for OJT NEG as defined above in number i.
ii.
WIA staff are responsible for determining dislocated worker eligibility including
reviewing documents to verify eligibility and completing the Title 1 Dislocated
Worker Registration in ASSET.
iii.
WIA staff should record “Eligibility Screening” as a service using the Dislocated
Worker fund source. This will not put the customer into performance.
iv.
WIA will complete all needed file documentation.
v.
Veterans Program Staff are responsible for reporting the OJT NEG service in
ASSET.
vi.
The Veterans Staff will be responsible for developing the OJT NEG contract, the
training plan, monitoring the OJT activity and the submission of
timesheets/employer invoices to DWD for payment.
vii.
Veterans in WDA 10 are to use the following ASSET grant ID: 1113NEG-WI-33
viii.
If the customer has only received the WIA service of Eligibility Screening and other
core self-informational services, the Veterans Staff should change manage
programs to have the customer case manager be the Veterans Staff.
D. Customers enrolled in the TAA program may be served under the OJT NEG. OJT NEG may
fund all services except employer reimbursements or other training costs. TAA must pay for
the employer reimbursement or other training costs. TAA program limits OJT employer
reimbursements to 50% of the wages. OJT NEG or WIA funds may not be used to reimburse
at a higher level.
2. Employer Qualifications, Requirements and Responsibilities
A. The company/OJT employer is the employer of record and responsible for following all
employment laws and regulation.
B. All OJT employees shall be provided benefits and working conditions at the same level and to
the same extent as other employees working a similar length of time and doing the same type
of work. This will include unemployment compensation where the employer is normally
required to provide such coverage to its employees; and
C. The position provides the customer benefits per company policy which have a monetary value
(i.e., insurance, paid leave, profit sharing) other than those required by law.
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D. The OJT agreement will only reimburse the employer for wages the employee worked.
Vacation, holiday and sick time will not be covered by the OJT agreement.
E. Overtime will be reimbursed at the regular base rate.
F. Employer will need to obtain Union Concurrence if required.
G. The employment must not have the affect of filling a vacancy created by an employer
terminating a regular employee or otherwise reducing its workforce for the purpose of hiring a
customer.
H. The employment must not have the affect of filling a position when any other person is on
layoff or strike for the same or a substantially equivalent job within the same organizational
unit.
I. The employment must not fill a position when any other person is engaged in a labor dispute
regarding the same or a substantially similar job within the same organizational unit.
J. OJT cannot be used for a customer’s previous employer.
K. Employer must work with the Business Liaison or Employment and Retention Specialist to
complete at least three worker evaluations.
L. Employer is responsible for communicating with Business Liaison or Employment and
Retention Specialist if there are significant training issues, if skill attainment is behind
schedule, if the training schedule is behind schedule, if there are concerns with workplace
conduct or employment status is in jeopardy.
M. OJT positions cannot be developed with public sector employers or with employers which are
casinos or other gambling establishments, swimming pools, aquariums, zoos and golf courses.
3.
OJT Determinations
A. Duration
i.
OJT will be a minimum of 6 weeks and an average of 320 training hours per
customer.
ii.
OJTs will be full-time employment of a minimum of 32 hours per week
iii.
An OJT Contract must be limited to the period of time required for a participant to
become proficient in the occupation for which the training is being provided. The
amount of training hours needs to take into account the skill requirements of the
occupation, the academic and occupational skill level of the participant, prior work
experience, the participants individual employability plan, job accommodations that
may be required and discussions with the employer. The contracted training hours
cannot include training normally provided by the employer for new employees such
as orientation to the job/business, safety procedures, etc.
B. Reimbursement
i.
Employers will be reimbursed the customer’s wages. Wage reimbursement can
range from 50% to 90%. Wage reimbursement above 50% will utilize the states
waiver to reimburse employers up to 90% of customers’ wages. To utilize the
waiver, a customer must be a high priority customer who is training with a small
business. Reimbursement over 50% will comply with the waiver policy set by the
Department of Workforce Development (DWD)
• 90% - 50 or less employees
• 75% - 51-250 employees
• 50% - 250+ employees
C. Overtime hours will be reimbursed at the base rate. The OJT agreement will only reimburse
the employer for wages the employee worked. Vacation, holiday and sick time will not be
covered by the OJT agreement.
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4. OJT Wage Standards
A. An OJT opportunity, as determined by the WDBSCW, shall meet one of two standards:
i. The OJT base rate will meet the minimum goal of the regional median wage of
$14.57 per hour. Priority will also be given to employers who provide a benefit
package to their employees. OR
ii. An OJT opportunity that does not meet the regional median wage, but pays a
minimum based on the customer’s county of employment and occupation, can
be consider with the following documentation.
B. WORKnet printout of entry level, average and experienced wage levels based on customer’s
county of employment and occupation. The average wage must be greater than or equal to
our regional median wage of $14.57.
C. O*NET printout of Job Zones and Specific Vocational Preparation (SVP) needed per
Occupation o Based on the Job Zones, SVP data and the customer’s past employment
experience this will provide a range and documentation to demonstrate the appropriate OJT
wage and duration.
D. If the WORKnet average wage is less than $14.57 we cannot provide an OJT. For example; a
customer in Columbia County has 3 years experience as a construction laborer. His OJT will
provide training as a carpenter. WORKnet defines the following wages for a Carpenter in
Columbia County:
i.
Entry Level: $13.63
ii.
Average: $15.68
iii.
Experienced: $16.70
E. O*Net defines a carpenter as Job Zone Two or some preparation needed with an SVP score
of 4.0-6.0. Since our customer has three years experience as a laborer but does not have any
experience as a Carpenter, it would be appropriate to start at the entry level wage of $13.63
which is less than our region median wage, but the average wage for a carpenter in Columbia
County is above the $14.57 which demonstrates potential wage growth in this field.
5.
Wage Cap
A. DOL has established a wage cap policy that the training reimbursement level is not to exceed
a percentage (typically 50% up to 90%) of the state’s average wage rate. This limitation on
the training reimbursement provides grantees with the latitude in the type of occupations that
can be targeted while maximizing the number of OJT opportunities. Grantees may enter into
contracts with employers who elect to pay participants more than the state average wage;
however, the employer cannot receive a training reimbursement beyond a percentage of the
capped level.
B. The State’s average salary is provided by the Bureau of Labor Statistics in the Quarterly
Census of Employment and Wages. The most up-to-date annual data are for 2009. The
hourly wage cap for Wisconsin is $19.32
6. Support Services
OJT customers are eligible for support services. Staff and customers will follow the support
services policy already established by the WDBSCW. For the purpose of the support services
policy, an OJT engagement will be equal to one semester. OJT customers will be eligible for a
maximum amount of $500 in support services.
Section II: Documenting and Processing On-the-Job Training Agreements
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1. Through career exploration and assessments, the Career Advisor and customer will determine the
appropriate career options and type of training appropriate for the customer.
2. The Career Advisor identifies and documents the need for training and establishes the Individual
Employment Plan (IEP). This is also documented in ASSET manage assessments, manage
employability plan, manage services and case notes.
3. The Career Advisor will match the customer with an Industry Specialist that corresponds with the
customers training and employment industry.
4. If appropriate the Industry Specialist refers the customer to OJT by contacting the Business
Liaison.
5. Training services shall be documented on the IEP to focus on demand occupations with career
advancement and retention goals within the chosen industry.
6. The Industry Specialist will continue to provide case management and support to the customer as
they move through academy courses and the WIA program.
7. The Employment and Retention Specialist will be responsible to work with the Business Liaison to
align Industry Partners/private and private non-profit employers with customers to establish OJT
contracts.
8. The Business Liaison will work with employers in the south central workforce development area to
identify employment opportunities.
9. The Business Liaison will provide a completed On the Job Training Agreement Form for each
employer who agrees to work with an OJT customer.
10. The Business Liaison and Employment and Retention Specialists will work with OJT employers.
As the Employment and Retention Specialist team learns of OJT employers and customers, these
can be referred to the Business Liaison.
11. Once a customer has been matched to an OJT employer, the Business Liaison shall complete and
submit the appropriate forms to request funding for the OJT. The Business Liaison will verify
available funds via the OJT Google doc. The OJT reservation of funds will follow the same
reservation of funds process already established for Individual Training Accounts (ITA).
Section III: Developing a Training Plan
The OJT contract must include a copy of the job description and training plan. The job description and
training plan, including at least three transferrable skills to be learned on the job and the time
necessary to learn each skill, must be sufficiently specific to verify that training was provided in
accordance with the contract. The following guidelines apply:
1. Activities (the work statement) must be described clearly to show that the employer is
obligated to conduct training.
2. Skills to be learned (measurable) should be separately listed with estimated training
times for each.
3. Training times must be reasonable.
4. Training times must be geared to both the complexity of the job and the abilities of the
trainee (see Attachment A for guidance in determining the length of training).
5. Consideration must be given to recognized reference materials, such as O*NET.
6. The training outline must identify the job title of the person(s) responsible for the training.
7. The training outline must include measurement and evaluation procedures.
8. The trainee, supervisor, and/or trainer should be knowledgeable about the training plan.
9. Consideration of reasonable accommodation(s), such as providing materials in an
alternative format.
10. Identification of supportive services necessary for the individual to succeed.
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11. The training site is accessible for individuals with disabilities and/or other special needs.
Section IV: On-the-Job Training Approval Process
1. The Business Liaison will submit the OJT Pre Award Package to WDBSCW for approval prior to
confirming OJT with employer/customer. The OJT Package should include all items on checklist:
OJT agreement form, training plan narrative, reservation of funds, customer worksheet, hire letter,
job description, customer resume, O*NET backup documentation (if needed).
2. WDBSCW will approve OJT Package and sign OJT Agreement. WDBSCW staff eligible to
approve OJT Packages include: Executive Director, Deputy Director, Director of Field Operations,
Regional Program Director or Finance Director. Please allow 3-5 business days for WDBSCW
approval.
3. Once the OJT Package has been approved the Business Liaison can confirm the OJT with the
employer and customer and obtain signatures. Employee and employer signatures must be
collected on or before the employee start date.
• If an OJT package is unapproved, the Business Liaison will be notified by WDBSCW
staff via phone or email with a brief explanation and/or changes that can be made to
the package.
4. All signed paperwork, including assurances, should be turned into WDBSCW Fiscal Assistant for
fiscal approval followed by entry into the fiscal system.
5. Copies of approved OJT paperwork with signatures must be provided to the Industry Specialist,
WDBSCW and employer.
6. Business Liaison will provide the employer with all signed paperwork and the Employer Handbook.
Section V: Reporting Services
The Industry Specialist will complete ASSET documentation. The following ASSET service must be
used.
NEG OJT
• Dislocated Worker Training Service: On-The-Job Training
• Fund Source: National Emergency Grant (NEG)
• Grant ID: 1110NEG-WI-33
• Contract ID: 10-11-OJT NEG
Adults
• Training service: On-The-Job-Training
• Fund Source: WIA Title 1B Adult
• Contract ID: choose contract ID that corresponds to customer based on the county
the customer lived in at the time of registration/orientation
Dislocated Worker
• Training Service: On-The-Job-Training
• Fund Source: WIA Dislocated Worker
• Contract ID: choose contract ID that corresponds to customer based on the county
the customer lived in at the time of registration/orientation
Section VI: OJT Maintenance
173
1. As the employers invoice the WDBSCW for reimbursement the fiscal assistant will mail invoice
copies to Business Liaisons to maintain in the OJT file for record of time worked.
2. The Business Liaisons, Employment and Retention Specialist and the Industry Specialist will work
together to ensure communication between the employer and customer is effective and monitor
the training contract. They will continue to update ASSET documentation.
3. The Business Liaisons will work with the OJT employer to complete three evaluations. The
evaluation dates should be set at the time the OJT agreement is signed. Evaluation should be
completed one week after the start of the OJT, in the middle of the OJT and two weeks before the
end of the OJT. Evaluations must use the approved On the Job Training Evaluation. The
evaluation is also a time to monitor fiscal expenditures to date.
4. The Business Liaison is responsible for tracking the OJT timeframe and hours worked to notify the
worksite and customer two weeks before OJT ends.
Section VII: Invoice Process
1. The invoice process is only relevant to approved reservations and OJT contracts.
2. The employer can use their own invoice to request reimbursement or use the invoice provided by
the WDBSCW.
3. Invoice documentation must reflect customer name, hours worked, rate of pay, dates worked and
statement to certify the information is true and correct.
4. The employer will only be reimbursed for hours on the invoice. If proper documentation does not
accompany the invoice, the employer will not be reimbursed.
5. The employer will not be reimbursed for orientation hours or training hours provided to all
employees.
6. Overtime will be reimbursed at the base rate.
7. The employer will not be reimbursed for paid time off, sick time or vacation time.
8. The employer must submit invoices for reimbursement at a minimum of monthly.
9. All invoices must be submitted within 1 month following the completion of the OJT agreement.
10. Employers with more than one OJT employee may submit one invoice, but the individual
documentation must be included in the invoice.
11. Invoices can be mailed directly to the WDBSCW or emailed to WDBSCW Fiscal Assistant:
Attn: Fiscal Assistant (Paul McEvilly)
3513 Anderson Street Suite 104
Madison, WI 53704
Phone: 608/249-9001
Fax: 608/249-9356
Email: [email protected]
Attachments
• OJT Agreement
• OJT Assurance
• OJT Evaluation
• OJT Invoice
• OJT Contact Info and Eval Dates
174
Attachment U
Policy: Ten Youth Program Elements
The WDBSCW works with all contractors to ensure WIA youth programs provide all of the ten
required youth program elements. If a youth contractor does not directly provide they must maintain
the ability to make these services available to all youth. These services must be reported in the State
sponsored data tracking tool.
The contractors’ ability to provide services accordingly will be captured through procurements and
documented in contract narratives and a contract assurance document.
The Ten Required Youth Program Elements include:
1. Tutoring, study skills training, instruction leading to completion of secondary school, including
dropout prevention strategies
2. Alternative secondary school services
3. Summer employment opportunities
4. Paid and unpaid work experience
5. Occupational skill training
6. Leadership development opportunities
7. Supportive services
8. Adult mentoring
9. Follow up services
10. Comprehensive guidance and counseling
175
Attachment V
List of Youth Providers for Required State List
Youth Service Provider Information
Services Provided
Dane County WorkSmart Network
Locations
1819 Aberg Avenue
Madison, WI 53704
•
•
•
Contact: Katie Gordon
Phone: (608) 242-4547
•
•
•
•
Joining Forces for Families – Sun Prairie
18 Rickel Road
•
•
•
Contact: Tracie Studinski
Phone: (608) 242-4245
•
•
•
•
Madison College –Truax
1201 Wright Street
Madison, WI 53704
•
•
•
Contact: Alaina Trgovich
Phone: (608) 616-3454
•
•
•
•
Urban League of Greater Madison
2222 South Park St #200
Madison, WI 53713
•
•
•
Contact: Sarita Thomas
•
In
School
Out of
School
Younger
Youth
Older
Youth
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
No
Yes
No
Yes
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
No
Yes
No
Yes
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
No
Yes
No
Yes
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
No
Yes
No
Yes
176
Phone: (608) 729-1209
•
•
•
Latino Academy of Workforce Development
1917 Lake Point Drive
Madison, WI 53713
•
•
•
Contact: Jose Gonzales
Phone: (608) 310-4573
•
•
•
•
Opportunities Inc.
930 Stewart Street
Madison, WI 53713
•
•
•
Contact: Marvel Browne
Phone: (920) 206-7114
•
•
•
•
Dane County School Consortium
5301 Monona Drive
Monona, WI
•
•
•
Contact: Brandi McVety
Phone: (920) 206-7114
•
•
•
•
Dodge County WorkSmart Network
Locations
Moraine Park Technical College (Beaver
Dam Campus)
700 Gould Street
Contact: Monica McGauley
Phone: 920.887.4459
•
•
•
•
Counseling
Design Framework
Services
Job Search
Financial Literacy
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
No
Yes
No
Yes
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
No
Yes
No
Yes
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
Yes
No
Yes
No
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Yes
Yes
Yes
Yes
177
•
•
•
Opportunities Inc.
Moraine Park Technical College (Beaver
Dam Campus)
700 Gould Street
Contact: Arlene Haumschild
Phone: (920) 675-4608
•
•
•
•
•
•
•
Jefferson County WorkSmart Network
Locations
Opportunities Inc.
874 Collins Road
Jefferson, WI 53549
Contact: Tracy Stull
Phone: (920) 675-4609
•
•
•
•
•
•
•
Opportunities Inc.
874 Collins Road
Jefferson, WI 53549
•
•
•
Contact: Danielle Ralston
Phone: (920) 675-4607
•
•
•
•
Madison College – Fort Atkinson
827 Banker Road
Phone: (920) 568-7200 ext. 8045
Madison College – Watertown
1300 West Main Street
Watertown, WI 53098
Phone: (920) 206-8045
•
•
•
•
•
Design Framework
Services
Job Search
Financial Literacy
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
Yes
No
Yes
No
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
Yes
No
Yes
No
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
No
Yes
No
Yes
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Yes
No
Yes
No
178
Contact: Allison Batterman
Sauk, Columbia and Marquette County
WorkSmart Network Locations
Portage Enterprise Center
1800 Kutzke Road
Portage, WI 53901
Contact: Jacob Johnson
Phone: (608) 745-3200
•
•
•
•
•
•
•
•
•
Madison College – Portage
330 West Collins Street
Portage, WI 53901
Phone: (608) 745-3118
Madison College – Reedsburg
300 Alexander Avenue
Reedsburg, WI 53959
Phone: (608) 524-7800
Contact: Sully Thao
Sauk County Job Center
505 Broadway Street
Baraboo, WI 53913
Contact: Kelsey Poss
Phone: (608) 355-4807
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Services
Job Search
Financial Literacy
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
No
Yes
No
Yes
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
Yes
No
Yes
No
Occupational Skills
Support Services
Career
Development
Comprehensive
Guidance &
Counseling
Design Framework
Services
Job Search
Financial Literacy
Yes
No
Yes
No
Attachment W
179
YOUTH COUNCIL/YOUTH FORUM MEMBERSHIP FORM
Contact Person: Seth Lentz
Date Changed: Submitted to DWD 09/2014
WDA # 10
WIA Required Youth Council Category
661.335
Members of the Local Board, such as
educators, which may include special
education personnel, employers, and
representatives of human service
agencies, who have a special interest or
expertise in youth policy
Member Name. Title, Organization, Address,
Phone Number, Email Address
Randy Guttenberg, District Administrator – Youth
Council
905 Bethel Circle
Waunakee, WI 53597
608-849-2000
[email protected]
Laura Cataldo
AGC (Associated General Contractors of Wisconsin)
4814 East Broadway
Madison, WI 53716
608-221-3821
[email protected]
Rich Hands, Life/Health Product Design Consultant
6000 American Parkway
608-249-0100, ext. 36117
[email protected]
Kathy Cromey
Professional Recruiter
Markent Personnel
121 E Conant St, Portage, WI 53901
608-697-9452
[email protected]
Diana Shinall
Executive Director
T.J.'s Support Brokerage Firm,, Inc.
902 Ann Street
P.O.Box 44842
Madison, WI 53711
Phone: (608) 819-8332
[email protected]
John Lalor
Vice-President
Lalor Brothers LLC
Montello, WI
W8274 County Road E
Oxford, WI 53952
Phone: (608) 825-2929
[email protected]
Matthew W. Hurtienne
Dean of the Beaver Dam Campus
700 Gould Street
180
Members who represent services
agencies, such as juvenile justice and
local law enforcement agencies.
Members who represent local public
housing authority
Parents of eligible youth seeking
assistance under subtitle B of Title 1 of
WIA
Phone: (920) 887-1441
[email protected]
Alex Fralin
Assistant Superintendent-Secondary Education
Madison Metropolitan School District
545 W Dayton St
Madison WI 53703-1967
Phone: (608) 663-1633
[email protected]
Brian Pulford
Manager, Labor Relations
John Deere Horicon Works
300 N. Vine Street, Horicon WI 53032
Phone: (920) 485-5640 / Cell: (319) 404-7792
[email protected]
Scott Beard, Campus Administrator
Madison, WI 53704
608-246-6446
[email protected]
Juanita Comeau, Director, Center for College and
Career Transitions
Madison, WI 53704
K-16 Council
[email protected]
Angela Jones, Director, Community Impact
United Way of Dane County
2059 Atwood Avenue Madison, WI 53704
608-246-4350
[email protected]
Carolyn Peckham, Executive Director
Dane County Housing Authority
2001 West Broadway, Suite 1
Monona, WI 53713-3707
Diana Shinall
Executive Director
T.J.'s Support Brokerage Firm,, Inc.
902 Ann Street
181
Individuals including former participants
and members who represent
organizations that have experience
relating to youth activities
Members who represent the Job Corps, if
a Job Corps Center is located in the local
area represented by the council
Youth Council may include other
individuals other an individual who the
chair of the Local Board in cooperation
with the chief elected official, determine
to be appropriate
P.O.Box 44842
Madison, WI 53711
Phone: (608) 819-8332
[email protected]
Jahmumia Starks
3037 DarBo Dr
Apt 1
Madison, WI 53714
Diane Krause, School to Work Coordinator
5301 Monona Drive, Room 205
Monona, WI 53716
608-224-7165
[email protected]
Suzanne Hoppe, Executive Director
2900 Red Fox Run
Portage, WI 53901
608-742-5329
[email protected]
Jennifer Wagner
North National Avenue
P.O. Box 1940
Fond Du Lac, WI 54936-1940
[email protected]
No Job Corp in the South Central Region
No additional members at this time.
Attachment X
182
Performance Measures: Performance Improvement Plan
Self-Assessment Survey
2011
Workforce Development Board: Workforce Development Board of South Central Wisconsin
WDB Contact Person's Name: Patricia Schramm
Date: October 24, 2011
This self-assessment is a tool to analyze performance issues. The purpose of this self-assessment is
to identify causes, and draw conclusions about, why performance standards have not been achieved.
The results of this assessment should suggest solutions to performance deficiencies, and will be the
basis for developing a Performance Improvement Plan and technical assistance and training needs.
1. Identify issues that contributed to the poor performance outcome per each common measure.
Literacy Numeracy – A misunderstanding of documentation of the measures outcomes. Staff
entered test results in ASSET manage assessments test scores occupational/educational instead
of the youth literacy numeracy section. Some staff did not understand the measure and through
this did not realize this was measured while the customer is active not at the exit timeframe like
most measures. Also some staff did not understand the test date for the measure is based on
participation not based on the test date.
Placement in Employment or Education – For this measure we missed meeting it by 8 customers.
We believe this was due to late reporting from new staff under contracts and learning how ASSET
functions and reports outcomes.
2. Identify activities per each common measure that the WDB will engage in to ensure the
performance standard is met in the future.
Literacy Numeracy – Although we did fail the measure in PY10 the changes we have already
made are showing improvements in our results. The out of school youth are assigned to a specific
youth focused team. The team has its own career advisor who provides assessments including
basic skills. The career advisor and case manager track the youth dates for test results to be
entered in ASSET. They have been trained on where and when to enter these results. The
youth team has developed monthly and weekly youth job clubs. Youth customers return weekly
and monthly to participate in basic skill development, job development and other employment and
training resources. These sessions have youth in the habit of working toward skill development.
Our youth job clubs were featured during the September 2011 Workforce Development month.
Executive Assistant Georgia Maxwell attended one of these sessions in Jefferson County on
September 7, 2011.
Placement in Employment or Education – All staff have received training on common measures
and documenting the outcomes. We hold monthly all staff meetings where performance outcomes
are reviewed. New contracted staff received training on September 21, 2011.
3. Does the WDB regularly review and address WIA performance outcomes? If yes, describe the
process.
183
The WDB does regularly review performance outcomes. Each month contracted staff submit a
spreadsheet that tracks our just in time performance information. This information is charted
against our performance goals. Our progress is reviewed with contactors each month. In addition
we hold weekly sub team meetings where stay have the opportunity to review performance
measures and have question and answer sessions. WDB staff are always available to
troubleshoot and answer questions regarding performance. Contracted staff call, email or stop by
daily as needed.
4. Describe how the WDB ensures performance measures will be achieved through its service
providers.
The WDB strives to meet and exceed all performances measures. In PY11 the WDB has
restructured it’s in school youth and out of school youth models. The out of school youth team
consists of a youth liaison, career advisor, industry specialist and an employment and retention
specialists. The team works the south central region. For the Literacy Numeracy measure this
design will make an impact by having one point of contact to provide assessments and
documentation of the assessments. This structure has increased the communication between
youth and program staff. Already we have seen an increase in youth returning to the job centers
to follow through on continued basic skill goals. For the measure of placement into employment or
education our youth liaison and employment and retention specialist work with all youth to tour
businesses, participate in job shadows, and tour schools. Monthly and weekly youth job clubs are
held in each county.
5. What has the WDB done to ensure that all staff (WDB and service provider staff) have been
trained on the WIA performance measures.
The WDB and contracted staff have participated in DWD sponsored events such as the
September 2011 Roundtable. WDB staff participates in the monthly ASSET User Group. WDB
staff meet with contracted staff sub teams weekly and all staff monthly. All staff have been trained
on WIA measures. Performance measures were reviewed with the in school youth team on
September 21, 2011. Performance measures will be reviewed again with WorkSmart staff in
November and/or December 2011. All staff have access to state and local program guides. New
guides provided by DWD have been shared with all staff.
6. Do staff regularly analyze performance to determine why performance measures were not met at
any given time? If yes, what instruments were used and what staff gets information?
Contracted staff and WDB staff regularly review and analyze performance measures. Contracted
staff complete a local excel spreadsheet that tracks customers and outcomes. Staff review the
spreadsheet compared to WEBI reports 56 and 57 to check active and exited customers. The
spreadsheet data is reviewed by WDB staff and charted compared against performance goals.
Customer pins that appear to be failed measures are sent to contacted staff to review and clean
up documentation. The results are shared with all staff at monthly staff meetings. Question and
answers sessions take place to troubleshoot issues. When the WDB receives the performance
data from DWD the data is reviewed and compared against local information. A score card is
generated and shared with the South Central Board.
184
7. Is the WDB using additional local performance measures or critical indicators to identify issues
that may affect performance results? If yes, please explain.
The WDB only uses the information provided by DWD and the local tracking spreadsheets
outlined in question 6.
8. Describe local processes for ensuring the accuracy and integrity of data entered into the ASSET
system, (e.g., dedicated staffing, and on-line monitoring).
Contracted staff enters their own ASSET documentation. As described in question 6 contracted
staff and WDB staff reviews the entry by comparing WEBI reports with local spreadsheets. WDB
staff also review random ASSET records to check for accurate reporting. Any inaccurate results
are fixed accordingly. As needed the WDB consults with DWD for question and answer.
9. Do staff review participant records in ASSET for accuracy and completeness? If yes, please
explain and identify the staff title(s):
WDB staff review ASSET records regularly. The process is described in question 6. While the
results are shared monthly as a team individual case management records are viewed daily by
The Field Operations Assistant. This staff monitors ASSET records daily and provides
communication to contracted staff through email, phone and face to face meetings. The Regional
Program Director reviews ASSET staff requests and troubleshoots data questions as needed.
10. Identify areas that the WDB would like addressed through technical assistance.
WDB would like to know if other areas use Key Train as the basic skill test for Literacy Numeracy.
Is there any data or information to show that Key Train proves higher results than TABE testing.
The WDB is taking steps to use Key Train for Literacy Numeracy gains and is interested in
knowing positive and negative results associated with this tool.
185
Attachment Y
Performance Measures: Corrective Action Plan
2011
WDB: Workforce Development Board of South Central Wisconsin
WDB Contact Person's Name: Pat Schramm
Date: October 25, 2011
Part 1: Performance Analysis
•
Identify the performance measure(s) the WDB failed for two years in a row. This pertains to
Program Years 2009 and 2010.
Literacy and Numeracy
•
Identify issues that contributed to the poor performance outcome(s) for each measure(s).
Staff entered test results in ASSET manage assessments test scores occupational/educational
instead of the youth literacy numeracy section. Some staff did not understand the measure and
through this did not realize this was measured while the customer is active not at the exit
timeframe like most measures. Also some staff did not understand the test date for the measure
is based on participation not based on the test date.
Part 2: Corrective Actions
•
Identify activities the WDB will engage in to ensure the performance standard(s) is met in the
future.
The WDB has redesigned the out of school youth team that is responsible for meeting this
measures outcomes. In contracts for program year 2011 all youth customers are aligned and
assigned to one team consisting of a youth liaison, a career advisor, an industry specialist and an
employment and retention specialists. The WDB meets with this team monthly to review
performance outcomes and documentation. The team tracks their success in this measure and
have already had more youth successfully document an educational gain this year than we have
in prior years. We recognized a few areas of weakness during the 2010 program year and began
some realignment efforts right away. In PY09 we attained 0% in Literacy Numeracy. In PY10 we
were able to increase to 10.5%. In PY11 we will demonstrate continued success.
•
Revise/refine service strategies to meet performance goals.
o Continued review of measure outcomes with the team.
o One career advisor and one industry specialist tracking youth outcomes
o A focused team that provides weekly and monthly sessions for youth geared toward basic skill
development and employment and training activities
o The use of skill centers operated by the technical college system allows youth another free
option to receive help and guidance while working toward basic skill goals.
186
•
What changes will the WDB make, including program goals, management or administrative
remedies, etc., to address deficiencies?
The WDB has already redesigned its youth system to address this deficiency. The WDB has
organized all youth with a specific youth focused team.
•
Identify how the WDB will monitor and measure the effectiveness of the corrective action activities
to ensure performance improvement and correction of the failures.
o
o
o
o
o
o
The youth team has been trained on the Literacy Numeracy measure
The youth team has received the updated documentation guides from DWD
The youth team has the Literacy Numeracy power point created by DWD
The customer participation date and date the next basic skill assessment is due is tracked to
ensure testing and reporting are entered on time.
The team uses the ASSET Literacy Numeracy exit reports.
The WDB meets with this team monthly and will use these meetings to check in on Literacy
Numeracy gains.
Part 3: Technical Assistance (TA) Action Plan
•
Identify the areas that the WDB would like addressed through local and/or statewide TA.
The use of key train for monitoring and reporting and testing basic skills.
•
Identify the preferred method of TA, (e.g. one-on-one TA in a statewide or regional setting).
One to one technical assistance.
•
Identify preferred provider source(s) for TA.
Unknown
•
Identify reporting problems and specific remedies.
An issue in reporting this measure is consistent contact with youth. The youth population that fits
into this measure is often in unstable living situations. This causes a lack of transportation and
communication. As a remedy to this the youth team hold weekly and monthly drop in sessions
throughout our region. These drop in sessions have shown an increase in returning youth. A
strategy such as this will increase our outcomes since as youth drop into the sessions the staff are
able to retest the youth and work on basic skill development. Additional one to one appointments
are used, but many youth enjoy the freedom to return weekly without an appointment.
187
Attachment Z
The Workforce Development Board of South Central Wisconsin plan was distributed on November 2,
2011 for public comment. The draft plan was posted to the Board website. Availability of the Draft
Plan was noticed in the Wisconsin State Journal. Additionally, the plan was reviewed and adopted by
the full Workforce Development Board at the Board's November 15, 2011 meeting. The Local Elected
Officials who were briefed on the outline and intent on October 28, 2011 and sent the draft plan on
November 1, 2011.
The final Plan must be submitted to DWD with:
(a) all comments on the Plan;
One comment was received during the Board meeting. The Board member requested additional
language around the need for Innovation with the Board's vision and priorities. Additional language
was included.
(b) any changes to the Plan based on all public input;
Changes based on public comment – Part I, A3.
Innovation – Work to discover and create more effective processes, technologies, and
ideas/strategies that will benefit job seekers, partners, businesses and the region’s communities.
(c) a copy of the published notice for the 30-day review; and,
See Attachment Z – Published Notice for the 30-day Review
188
189
(d) a description used by the local board for public comment and key workforce partners including
local elected officials, representative of business, labor and economic development, One-Stop
partners and other stakeholders.
Board members, workforce partners and stakeholders received the following email.
At our November 15, 2011 Full Board meeting, we will be asking the Board to adopt our Workforce
Investment Act Plan. The draft was submitted to the State of Wisconsin’s Department of Workforce
Development on November 1, 2011 with the final document due to the State on December 1, 2011.
The Planning and Development Committee and the Youth Committee have met over the past 2
months to stage sections of the document that summarize the Board’s Vision, Principles/Priorities and
Goals and new program related policies. Attached to this email are the documents that outline the
recommendations from the Planning/Development and Youth Committees. We are also including a
link to the full Workforce Investment Act Plan.
Summary of the WIA Plan:
Part 1 – Workforce Plan (starts on page 5 through 32) and covers:
• Our vision, principles and goals
• Describes the industry sectors in which we are working
• Discusses the information provided by our customers that guides to our work
• Describes our Industry Partnership/Business Service Strategies
Part II – Policy Compliance Section (starts on page 33 through 77) and describes:
• Labor market information that supports the selection of our industry sectors.
• One Stop/Job Center System (this section details parts of how we do business that are guided by
federal law. This is the area of our work where there are policy impacts.
Part III – Administrative Service (starts on page 78 through 91). This section describes the
Workforce Development Board priorities that are governed by regulation. This section basically
describes practices and policies that the Board has adopted within internal documents such as
financial procedure manuals. All of this section includes items that are audited during our annual audit
and monitored by the State.
We also recommend that you download the PDF and review online – if you want a hard copy,
let Erin know and she will send you one. If you send to a printer the full document is 274
pages. The 2011 WIA Local Plan is available on our website at the following link:
http://wdbscw.org/about/wia-local-plan.html. It is also featured under our "In Focus" section on the
homepage for easy access.
Thank you,
Pat Schramm
190
Attachment AA
Scott Baumbach, Secretary
Wisconsin Department of Workforce Development
201 E. Washington Avenue, A400
Madison, Wisconsin 53707-7946
Dear Secretary Baumbach:
We, along with the chief elected official of the area and providers receiving funds under Title I of the
Workforce Investment Act (WIA), are responsible for complying with all fiscal controls established in
section 184 of WIA.
We assure that funds are spent in accordance with WIA legislation, regulations, written DOL
guidance, DET guidance, and all other applicable federal and state laws.
We are providing this letter in connection with our role as a grant recipient under the state and federal
workforce development programs. We confirm the following representations made to the Wisconsin
Department of Workforce Development.
1.
We are responsible for maintaining complete, accurate, and timely financial statements for the
South Central Workforce Development Board. We have submitted to DWD the most recent
audited financial statements and will submit to DWD audited financial statements in November
2011 for the fiscal year ending June 30, 2011, that are free from material misstatement.
2.
We have disclosed to the auditor and the Department of Workforce Development the methods
and significant assumptions used in preparing the financial statements for the South Central
Workforce Development Board, including changes to these methods of accounting and
reporting and/or assumptions from the previous year.
3.
We are responsible for complying with the tax laws of the United States and the State of
Wisconsin. We will submit a copy of the agency tax return for the year ended June 30, 2011, at
the same time it is submitted to the IRS.
4.
As part of our oversight of our Workforce Investment Act designated one-stop operator, we
have received, reviewed, and submitted to the Department of Workforce Development a copy
of the one-stop operator’s most recent federal tax return where the one-stop operator is not a
consortium of public agencies.
5.
We are responsible for understanding and complying with the requirements of laws,
regulations, and the provisions of contracts and grant agreements related to all grants and
contracts issued by Department of Workforce Development. We have assigned costs to federal
grants consistent with the requirements of OMB Circular A-87 and A-122. All costs assigned to
federal grants are reasonable, conform to the limitations and/or exclusions set forth in the
grant, are determined using generally accepted accounting principles, and are adequately
documented.
6.
Federal grants do not include any costs which are unnecessary, do not directly benefit the
programs, or are unallowable under the applicable Federal cost principles (e.g., public
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relations, bad debts, entertainment costs, fines and penalties, general government expenses,
interest)
7.
We will prepare and submit to DWD a full copy of the A-133 audit for fiscal year ending June 30,
2011, including the related Schedule of Federal Financial Assistance. We will include
expenditures made during FY 2010-11 for all awards provided by federal agencies in the form of
grants, federal cost-reimbursement contracts, loans, loan guarantees, property (including
donated surplus property), cooperative agreements, interest subsidies, insurance, food
commodities, direct appropriations, and other assistance. Where applicable, we separately
identified on the schedule those expenditures funded by the 2009 American Recovery and
Reinvestment Act (ARRA).
8.
We are responsible for establishing and maintaining, and have established and maintained,
effective internal control over compliance for all state and federal programs that provides
reasonable assurance that the South Central Workforce Development Board is managing state
and federal awards in compliance with laws, regulations, and the provisions of contracts or
grant agreements that could have a material effect on each of the Department of Workforce
Development’s programs.
9.
We are responsible for the design and implementation of programs and controls to prevent and
detect fraud.
10.
We have made available all contracts and grant agreements (including amendments, if any) to
the auditor and the Department of Workforce Development that have a material impact on state
and federal workforce development programs.
11.
We have identified and disclosed to the auditor and the Department of Workforce Development
all amounts questioned and all known noncompliance with the direct and material compliance
requirements of state and federal grants and/or contracts. The current status of any unresolved
disallowances and potential disallowances has been provided to the auditor and the
Department of Workforce Development.
12.
We have disclosed to the auditor and the Department of Workforce Development any
communications from grantors and pass-through entities concerning possible noncompliance
with the direct and material compliance requirements.
13.
We have disclosed to the auditor and the Department of Workforce Development the findings
received and related corrective actions taken for previous audits, attestation engagements, and
internal or external monitoring that directly relate to the objectives of the compliance audit.
14.
We have provided to the auditor and the Department of Workforce Development our
interpretations of any compliance requirements that are subject to varying interpretations.
15.
We have informed subrecipients of the appropriate state and federal award and compliance
requirements including, if applicable, additional ARRA-specific information and requirements
and the amount of financial assistance subject to these additional requirements.
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16.
We have verified that subrecipients receiving assistance under ARRA are registered in
the Central Contractor Registration and have obtained their Dun Bradstreet Data Universal
Numbering System (DUNS) numbers.
17.
We have monitored the subrecipient South Central Workforce Development Board to determine
whether the subrecipient has expended financial assistance in accordance with applicable laws
and regulations.
18.
If applicable, we have issued and submitted a copy of management decisions to DWD on a
timely basis after our receipt of subrecipients’ auditor’s reports that identified noncompliance
with state and federal laws, regulations, or the provisions of contracts or grant agreements, and
have ensured that subrecipients have taken the appropriate and timely corrective action on
findings.
19.
If applicable, we have considered the results of subrecipient audits and have made any
necessary adjustments to the South Central Workforce Developments Board’s own books and
records.
20.
We have disclosed to DWD any and/or all political contribution made by the South Central
Workforce Development Board.
21.
We have disclosed to the auditor and the Department of Workforce Development all
transactions with any entity in which a South Central Workforce Development Board member or
executive has greater than a 5% equity interest.
22.
We have disclosed to the auditor and the Department of Workforce Development all South
Central Workforce Development Board staff and staff direct family members receiving
assistance under South Central Workforce Development Board directed programs funded by
state and/or federal grants or contracts.
23.
We have no knowledge of any fraud or suspected fraud affecting the South Central Workforce
Development Board involving:
a.
b.
c.
Management;
Employees who have a significant role in internal control; or
Others where the fraud could have a material effect on the audit financial statements or
the Schedule of Expenditures of Federal Awards.
24.
We have no knowledge of any allegations of fraud or suspected fraud affecting the South
Central Workforce Development Board received in communications from employees, former
employees, analysts, regulators, or others.
25.
We have obtained and submitted to DWD conflict of interest forms signed by each board
member.
26.
We comply with the Fiscal Controls established in Section 184 of WIA.
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27.
We assure that funds will be spent in accordance with WIA legislation, regulations, written DOL
Guidance, Division of Employment and Training (DET) Guidance and all other applicable
federal and state laws.
28.
We comply with the nondiscrimination provisions of WIA section 188, including an assurance
that a Methods of Administration. We will provide to DWD the data necessary to show
compliance with the nondiscrimination provisions of WIA section 188 upon reasonable request.
29.
We provide veterans priority access to employment and training activities authorized in section
134 of WIA and will provide DWD with data necessary to show compliance with Section 134
upon reasonable request.
30.
We will make WIA participants aware of a full range of career choices including orienting and
exposing them to training and jobs with family-supporting wages.
31.
We make financial literacy training/information available for all participants.
32.
We do not use funds received under WIA to assist, promote, or deter union organizing.
33.
We comply with section 504 of the Rehabilitation Act of 1973 and the American’s with
Disabilities Act of 1990, as amended.
34.
We developed the local workforce plan in consultation with the business community, labor
organizations, and required partners.
35.
We share all WDB and LEO Consortium meeting agendas and minutes with DET staff.
36.
We will implement and abide by the Comprehensive Job Center Standards for all
comprehensive job centers and assure the other service locations in the One Stop Service
Delivery System follow the standards, as applicable.
37.
We do not spend WIA funds on the development or operation of any data management
systems that duplicate systems provided by the State of Wisconsin, especially ASSET,
WorkNet, or Job Center of Wisconsin.
38.
We developed a Continuity of Operations Plan (COOP) that outlines the methods by which the
Board will function and services will be provided during a critical incident or pandemic,
including:
•
•
•
Provisions for continuation of employment and training services under the WIA and other
programs or services funded by the DWD as possible during a critical incident or pandemic
as well as the restoration of full services when services have had to be limited or interrupted
for a period of time.
Oversight of the status and activity of the WDA’s Job Center sites during a critical incident
or pandemic, including regular status reports to DET Services COOP Branch Director or
designee as required.
Full cooperation with the DWD, DET Services in the preparation or implementation of a
COOP as specified, including submittal of the Board’s updated COOP Plan in April of each
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year upon request, and participation in COOP drills such as call trees, tabletop exercises
and other plan reviews as scheduled.
We comply with state program priorities and directives set out in the state plan and any subsequent
modifications.
To the best of our knowledge and beliefs, no events have occurred that would require adjustment to
or disclosure to the audit financial statements of the South Central Workforce Development Board or
the Schedule of Expenditures of Federal Awards.
INSTRUCTIONS FOR SUBMITTAL: Please sign, scan, and email this document to--------. Make a
copy for your records as necessary, and mail the original to the address below:
Scott Baumbach, Secretary
Wisconsin Department of Workforce Development
201 E. Washington Avenue, A400
Madison, Wisconsin 53707-7946
Chief Local Elected Official
South Central Workforce Development Board
Board Chair
___________________________________________________________
Patricia Schramm, Executive
___________________________________________________________
Lameece Tyne
Chief Financial Officer
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Attachment BB
Workforce Development Board
of
South Central Wisconsin, Inc. /
Local Elected Officials Agreement
Updated WDB/LEO AGREEMENT
Among the counties of
Columbia, Dane, Dodge, Jefferson, Marquette, and Sauk
And the
Workforce Development Board of
South Central Wisconsin, Inc.
[Updated October 28, 2011]
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WORKFORCE DEVELOPMENT BOARD
of
SOUTH CENTRAL WISCONSIN, INC./
LOCAL ELECTED OFFICIALS
(WDB/LEO)
AGREEMENT
THIS AGREEMENT, is made and entered into by and between the Workforce Development Board of
South Central Wisconsin, Inc. (Hereinafter referred to as "WDBSCW") and the Local Elected Officials
of Columbia, Dane, Dodge, Jefferson, Marquette, and Sauk Counties as represented by the Dane
County Executive and the Columbia, Dodge, Jefferson, Marquette, and Sauk County Board Chairs.
WHEREAS the Local Elected Officials are the appointing authorities for members of the Workforce
Development Board of South Central WI under Public Law 105-220, and the appointment of a Youth
Council as a subgroup of the Board, based on WIA criteria and cooperation with the local board ( 29
USC 2832 (h)(1).
WHEREAS, the Local Elected Officials and the WDBSCW, are required to enter into operational
agreements under Public Law 105-220;
THEREFORE, the Local Elected Officials and the WDBSCW agree to the following:
I. Purpose:
The purpose of the WDBSCW shall be to contribute to the development of an integrated, customer
focused, workforce development system through planning services, administering programs, and
working in close partnership with employers, agencies, units of government, and other workforce
development partners. The Local Elected Officials of the South Central Wisconsin Workforce
Development Area in accordance with the Local Elected Official’s Charter Agreement shall appoint
the WDBSCW membership. The WDBSCW shall be responsible for executing duties and
responsibilities designated through the Workforce Investment Act of 1998, and as assigned in a
manner in-keeping with the trust of the appointment and the best interests of the citizens of the South
Central Wisconsin-Workforce Development Area, the appointing authorities, and the State of
Wisconsin.
II. Duties and Responsibilities of WDBSCW:
A. Summary: The WDBSCW shall perform duties required under the Workforce Investment Act of
1998 to include: establish and maintain a private not-for profit, 501(c) 3 corporation to serve as the
grant recipient and administrative entity for Workforce Investment Act (WIA) funds; hire the chief
executive officer of the corporation; develop, implement, and monitor the local WIA Plan; and
adopt fiscal and personnel procedures that meet the requirements of all applicable laws.
B. Records: The WDBSCW shall maintain concise records of its activities in all major areas,
including minutes of formal WDBSCW meetings and meetings of subcommittees.
Record
retention shall be the responsibility of the WDBSCW. The WDBSCW shall comply with applicable
open record laws.
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C. Budget: The WDBSCW shall present an annual budget to the Local Elected Officials, which shall
not exceed available funds, including the WIA allocation and any other committed federal, state
and private funds and grants. No county funding, except by separate contract(s), shall be part of
the budget. The annual budget shall include the administrative budget for the Corporation.
D. Insurance: The WDBSCW shall obtain and keep in-force all required insurance(s). Insurance
policies shall include: comprehensive general liability, including personal injury and civil rights
coverage; audit exception insurance; automobile; worker's compensation; and errors and
omissions coverage, for past and future liabilities, in such amounts as may be necessary to
protect the members of the WDBSCW, the Local Elected Officials and their respective counties
which shall be named as insureds under these policies. It shall also be the obligation of the
WDBSCW to obtain fidelity bond protection for the WDBSCW as an entity against the loss of
money or property caused by dishonesty on the part of WDBSCW member(s), staff, subcontractors or program participants. The WDBSCW will maintain an errors and omissions
insurance policy including coverage for the six-year period prior to the formation of this WDBSCW.
E. Liability: As state above the Workforce Development Board will maintain both general liability and
errors and omissions coverage for past and future liabilities to protect the local Elected Officials
and their respective counties. Additionally the Workforce Development Board will maintain a
$20,000 undesignated fund to cover disallowed costs. In the case of any misuse of grant funds
allocated to the local area beyond the parameters state above, the Consortium agrees to assume
liability as follows (Section 667.705(c)): Liability will be determined based upon the particular facts
of the situation as to the responsibility of individual Consortium members for the particular
funds. For example, if WIA funds are misused only by the employee(s) or subcontractor(s) of one
member of the Consortium, then only that county shall be held liable for the repayment of the
misused funds. If more than one Consortium member is involved, then the respective counties will
attempt to reach an agreement as to relative liabilities based upon the facts of the situation. If the
counties are unable to reach agreement, then DWD shall make the determination as to respective
liabilities.
F. Taxes: The WDBSCW shall keep current with the payment of all employer taxes, provide workers
compensation for all employees, and file timely the required reports with the IRS and Wisconsin
Department of Revenue.
G. Additional Responsibilities: The WDBSCW shall receive and administer WIA grants and other
federal, state and private funds as deemed appropriate by the WDBSCW in its charge to
accomplish its purpose. Additionally, the Local Elected Officials may petition the WDBSCW to
serve as the grant recipient and administrative entity for efforts deemed appropriate and
consistent with the purpose of the WDBSCW. The WDBSCW shall have final authority for
accepting or rejecting such petitions of the Local Elected Officials.
III. Membership of the WDBSCW:
A. Appointment: The Local Elected Officials shall be responsible for appointing WDBSCW members
and filling WDBSCW vacancies as required by the Workforce Investment Act. Appointments
shall be made by the process described in the Local Elected Official’s Charter Agreement.
B. Size: The number of members of the WDBSCW shall remain as established by the original
appointments of the Local Elected Officials and the size of the WDBSCW shall not be changed
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unless such change in numbers is agreed upon by the Local Elected Officials in accordance with
Local Elected Official’s Charter Agreement and the requirements of the WIA.
C. Eligibility: The Local Elected Officials shall appoint members of the WDBSCW who either reside
or perform a majority of their business within the South Central Wisconsin-Workforce
Development Area. Alternate members shall not be permitted. Only official members of the
WDBSCW shall be allowed to vote on any matter. The WDBSCW shall inform the Local Elected
Officials of any change of address, employment or place of business of any WDBSCW member.
D. Quorums: A quorum for WDBSCW meetings shall consist of at least a majority of its members.
E. Conflict of Interest: No member of the WDBSCW shall cast a vote on the provision of services by
that member or organization which that member directly represents nor shall any member vote on
any matter, which would provide direct financial benefit to that member. In this context, "vote"
includes speaking in support of or informally soliciting support from other members for any motion
or resolution for which a member may not directly vote.
F. Removal: The Local Elected Officials may, by a majority vote as described in the Local Elected
Official’s Charter Agreement, remove any WDBSCW member, without having to show cause for
removal, unless and to the extent that, such cause is required by applicable law. The WDBSCW
may recommend to the local Elected Officials the removal of a member.
G. Youth Council: The Local Elected Officials will appoint a Youth Council as a subgroup of the
Board, based on WIA criteria in cooperation with the local board ( 29 USC 2832 (h)(1).
IV. Local Workforce Development Plan:
A.
Approval: The WDBSCW shall develop the local Workforce Development Plan in accordance
with Public Law105-220. The Local Elected Officials will review and approve proposed plans.
The local WDB Plans shall not be adopted, amended, or repealed unless there is approval of the
Local Elected Officials. Upon approval of a local WDB Plan, the WDBSCW shall be responsible
for implementation of the WDB Plan subject to the provisions of this agreement.
B.
Equitable Use of Funds: The WDBSCW shall comply with the Local Elected Official’s Charter
Agreement and assure that equitable services are provided to all geographic areas and
substantial eligible segments of the population within the South Central Wisconsin-Workforce
Development Area.
C.
Program Management: The WDBSCW shall provide ongoing oversight, including review,
monitoring, evaluation, and contract management of the programs conducted under the local
WDB Plan by subgrantees, as well as by WDBSCW staff.
D.
Sub-contracts: The Local Elected Officials reserve the right to oversee the general progress and
conduct of the local WDB Plan. The WDBSCW shall have full and final authority with respect to
actions regarding WDBSCW staff and the entering into, termination or modification of individual
subcontracts or subgrants consistent with the local WDB Plans previously approved by the Local
Elected Officials.
E.
Non Displacement: Consistent with federal and state laws, use of funds under the Workforce
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Investment Act, or any other funds received or administered by the WDBSCW, shall not result in
the displacement of currently employed workers or impair existing contracts for services. Funds
shall not be used to support or not support collective bargaining.
V. General Provisions:
A. Authority to Do Business, Incorporation: WDBSCW warrants that it has complied with all
necessary requirements to do business in the State of Wisconsin and that the persons executing
this agreement on its behalf are authorized to do so. The WDBSCW agrees to maintain
incorporation. The WDBSCW shall furnish the Local Elected Officials with WDBSCW’s corporate
name and address as well as the name and address of the WDBSCW’s registered agent. The
WDBSCW shall notify the Local Elected Officials immediately, in writing, of any change in its
registered agent, his or her address, and WDBSCW’s legal status.
B. Local Elected Officials Oversight: Audits and Reports: The Local Elected Officials reserve the right
to oversee the general progress and conduct of the WDBSCW. To that end, the WDBSCW agrees
to submit to such audits as the Local Elected Officials, at their expense, may from time to time,
with or without notice, require, provided that such audits shall be reasonable in number and depth.
The WDBSCW further agrees to make annual reports to the Local Elected Officials indicating
progress on its activities. Reports shall be submitted following the end of the Program Year. The
WDBSCW shall conduct an annual agency-wide unqualified audit, per the requirements of the
State of Wisconsin Department of Workforce Development and shall provide each Local Elected
Official with a complete copy of the audit, including any management letter. A copy of any audit
response by the WDBSCW shall also be provided to the Local Elected Officials.
C. Assignment or Transfer: The WDBSCW shall not assign or transfer any interest or obligation in
this agreement, whether by assignment or novation, without the prior written consent of the Local
Elected Officials.
D. Grievance Procedures: The WDBSCW shall comply with all Federal, State and Local laws,
ordinances and regulations regarding the hearing and resolution of grievances of any person or
entity related to activities of the Corporation or its agents.
E. Open Meetings Required: Federal, State and local laws, ordinances and regulations regarding
open meetings of governmental bodies shall apply to all meetings and proceedings of the
WDBSCW, including those of its formally constituted subunits.
F. Staff of the WDBSCW: WDBSCW agrees to secure at WDBSCW’s own expense all personnel
necessary to carry out WDBSCW's obligations under this agreement. Such personnel shall not be
deemed to be employees of the Local Elected Officials or the Counties thereof, nor shall they or
any of them have or be deemed to have any direct contractual relationship with the Local Elected
Officials or the WDBSCW Counties. It shall be the responsibility of the WDBSCW to employ a
chief executive officer for the Corporation. The WDBSCW shall be responsible for employing,
evaluating and removing the chief executive officer. The chief executive officer shall be
responsible for employing, evaluating, assigning/re-assigning, suspending and terminating all
other staff of the Corporation.
G. Nondiscrimination: The WDBSCW shall comply and ensure compliance with all laws related to
equal employment, discrimination, and the American with Disabilities Act. This shall apply to all
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activities of the WDBSCW including those of the appointed Board, corporation, and subcontractors.
VI.
Terms of Agreement.
A. Scope: The entire agreement of the parties is contained herein and this agreement supersedes
any and all oral agreements and negotiations between the parties relating to the subject matter
hereof.
B. Duration: The term of this agreement shall commence as of the date set forth and shall continue
in full force and effect so long as the WDBSCW exists, except that this agreement shall terminate
as of the earlier of (1) changes in the federal law prohibiting such agreements, (2) repeal of
Workforce Investment Act of 1998 and loss of substantial or all federal funding, (3) through a
majority decision of the Local Elected Officials as defined in the Local Elected Official’s Charter
Agreement within a timeframe specified by the Local Elected Officials. This agreement shall also
terminate, (4) if the Board of Directors of the WDBSCW petitions the Local Elected officials asking
for termination of this agreement, in which case the Local Elected Officials shall give the
WDBSCW a date which permits sufficient time for alternative planning and the winding down of
affairs, on which date this agreement will terminate.
C. Amendments to Agreement: Either entity may at anytime propose in writing, amendments to this
agreement. A meeting of both entities shall occur within the 30 days of the notification to both
entities to act upon proposed amendments.
D. Disagreements: It is expressly understood and agreed that in the event of any disagreement or
controversy between the parties, Wisconsin law shall be controlling, unless superseded by federal
law.
Attachment: Local Elected Official’s (LEO’s) Consortium Agreement
IN WITNESS WHEREOF, the Local Elected Officials and the Workforce Development Board of South
Central Wisconsin, Inc. update this agreement
and its schedules as of this 28 day of October 2011.
FOR THE WDBSCW:
Patricia A Schramm
Chief Executive Officer
Workforce Development Board of South Central Wisconsin, Inc.
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202
203
204
205
206
Workforce Development Board of South Central Wisconsin, Inc.
Local Elected Officials
As of September 1, 2014
Andy Ross
Chair
Columbia County Board
744 South Main Street
Poynette, WI 53955
Phone: (608) 635-7373
E-mail: [email protected]
Jim Schroeder
Chair
Jefferson County Board
311 S. Center Avenue, 204A
Jefferson, WI 53549
Phone: (920) 674-8607
Joseph Parisi
Dane County Executive
City County Building, Room 421
210 Martin Luther King, Jr. Boulevard
Madison, WI 53703
Phone: (608) 266-4114
Fax: (608) 266-2643
Bob Miller
Chair
Marquette County Board
N1305 18th Road
Dalton, WI 53926
Phone: (608) 575-2308
Russell Kottke
Chair
Dodge County Board
W8542 Laurel Hill Road
Fox Lake, WI 53933
Phone: (920) 386-3602
Home: (920) 928-3168
Fax: (920) 386-3928
Marty Krueger
Chair
Sauk County Board
346 Warren Avenue
Reedsburg, WI 53959-2038
Phone (H): (608) 963-4310
Phone (C): (608) 963-3565
County: (608) 963-3565
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Attachment CC
Summary of Board Committee Structure and Schedule
•
•
•
The Board Chairperson appoints the Chairperson of all Standing Committees.
Ad Hoc Committees are activated by the Chair as needed.
All Board Members are expected to serve on at least one committee, either standing or ad hoc.
A. Full Board
The purpose of the Workforce Development Board of South Central Wisconsin, Inc. (WDBSCW) is to
contribute to the development of an integrated, customer-focused workforce development system
through planning and providing services, administering programs and working in close partnership
with employers, agencies, units of government and other workforce development partners.
The Board’s role is to: 1) make policy, 2) make funding decisions, 3) direct the Chief Executive
Officers to implement policy and 4) monitor implementation and outcome of policy.
Schedule: The Full Board shall meet a minimum of four times each year. The meetings will be set to
convene on or about a quarterly basis with the meetings of each calendar year occurring in January,
March, May, September and the annual meeting held in November. The Board is on call for special
additional meetings, properly noticed, and called by the Board Chair if a special need arises.
B. Executive Committee (Standing Sub-Committee)
Scope of Work
The Executive Committee shall:
• Coordinate and oversee the work of the Board and its committees to ensure the Board is
effective in developing and attaining broad strategic objectives.
• Develop and coordinate Board development activities.
• Monitor the activities of the Board including attendance and participation.
• Conduct business between full Board meetings provided the business is time sensitive and the
nature and dollar value of the business complies with Board policies.
• Establish and conduct or coordinate processes related to selecting and hiring the Chief
Executive Officer of the Corporation.
• Review and evaluate the performance of the Chief Executive Officer and set the compensation
or any adjustment(s) to the compensation.
• Oversee the financial management system of the Corporation including review of financial
reports; review and recommend annual budgets to the full Board.
• Adopt and oversee all administrative systems of the Board including those related to
organizational structure, audits, personnel policies, administrative systems, and other internal
operations.
Schedule: The Executive Committee shall meet a minimum of four times each year. The meetings
will be set to convene on or about a quarterly basis with the meetings of each calendar year occurring
in March, June, September and December. The Executive Committee is on call for special additional
meetings, properly noticed, and called by the Executive Committee Chair if a special need arises. The
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Executive Committee calls their meeting to convene approximately two weeks prior to the convening
of the full Board meetings.
C. Planning and Development (Standing Sub-Committee) – Ed Clarke, Chair
Scope of Work
The Planning and Development Committee shall:
• Oversee the strategic plan including those related to program design, program objectives,
performance and monitoring, program policies, quality and efficiency, customer satisfaction,
and procurement of services including allocation.
• Develop framework designs for the workforce system.
• Plan, develop, and oversee strategies to support an integrated, customer-focused workforce
development system.
• Review the effectiveness and viability of the Workforce Development Board’s regional Job
Center/One Stop System.
Schedule: The Planning and Development Committee establishes its annual meeting schedule each
year to convene in concert with the planning, evaluation and procurement responsibilities of the full
Board. The meeting schedule is set to accomplish objectives of the full Board each program year. The
Planning and Development Committee is on call for special meetings, properly noticed, and called by
the Chair of the Committee if a special need arises.
D. Youth Council (Standing Sub-Committee) – Randy Guttenberg, Chair
Scope of Work
The Youth Council shall:
• Coordinate youth activities in the local area.
• Develop portions of the local plan related to eligible youth.
• Recommend eligible youth service providers in accordance with Sec. 123 of the WIA, subject
to the approval of the WDB.
• Conduct oversight with respect to eligible local providers of youth services.
• Carry out other duties as authorized by the WDB.
Schedule: The Youth Council is a standing advisory sub-committee of the full Board and includes
members who are not necessarily members of the full Board. The Youth Council meets a minimum of
four times each year. The meetings are set to convene on or about a quarterly basis with the
meetings of each calendar year occurring in concert with the planning, evaluation and procurement
responsibilities of the Youth Council. The Youth Council is on call for special additional meetings,
properly noticed, and called by the Chair of the Youth Council if a special need arises.
E. Audit Committee (Standing Sub-Committee – Alan Langeteig, Chair
Scope of Work
• Audit Committee members shall be appointed by the Chairperson of the Board. The Board
Chairperson shall appoint the Chairperson of the Audit Committee.
The Audit Committee shall:
• Be responsible for procuring the annual agency-wide audit as required by funding sources.
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•
•
•
•
•
•
•
Be represented at the initial or entrance meeting with the selected audit firm at the
commencement of the agency-wide audit.
Be informed if any material problems are discovered during the audit.
Be presented with the draft audit report for review and comment.
Be represented at the audit exit conference.
Be responsible for providing the Executive Committee and full Board a summary of the annual
audit report.
Be responsible to ensure that any required follow up to the audit report is completed.
Assist Board staff with continuous improvement of the audit process.
Schedule: The Audit Committee shall meet at the call of Audit Committee Chair at least twice each
year. Meeting of the Audit Committee shall be conducted in concert with the procurement of the
annual agency-wide audit and the exit conference related to the annual agency-wide audit. The Audit
Committee is on call to meet at the call of the Audit Committee Chair in the event of a special need or
at the request of the Executive Committee.
F. Ad Hoc Committees (Chairs of Industry Partnership Workgroups also serve on the
Planning & Development Committee)
1. Industry Partnership Workgroups – These workgroups are comprised of Board Members and
Industry Partnership Members organized by sectors.
2. Marketing/Public Education
3. Legislative Issues
Ad Hoc Committee Descriptions
1. Industry Partnership Workgroups – Kathy Cromey, Chair
Workgroups will line up with high growth sectors.
•
•
•
•
•
Advanced Manufacturing
Bio/Life Sciences
Health Care
Construction and Utilities
Agriculture
Scope of Work
• Assist with the development of the Career Pathways and Industry Partnership strategies.
Participate in the development of all Industry related grant strategies and activities. Assure
that all strategies contribute to workers gaining and retaining jobs in high-growth industries
offering family supporting wages and benefits.
• Work to expand the involvement and leadership by companies in the Industry Partnerships
and the One Stop Workforce Development System.
• Work to assure that we are creating the right training design and maximum access to training
in the sector areas for participant customers.
2. Marketing/Public Education – Kevin Clifford, Chair
Scope of Work
210
•
Basic idea is to brainstorm opportunities and assist staff to put a marketing plan in place for
the July 1, 2011 and capitalize on outreach and education opportunities.
3. Legislative Issues – Don Madelung, Chair
Scope of Work
• Workgroup will interface with the Wisconsin Workforce Development Association (WWDA).
Work at the Board level to frame issues that the Board wants the association to strategically
consider in its legislative agenda. Participate in the organization of the WWDA Capital Day,
education and follow-up with legislators at the state and local level, work with the Board to
organize feedback on workforce development related legislation, etc.
Schedule for Ad Hoc Committees: The Full Board makes use of ad hoc committees (committees
created for short defined term periods to accomplish specific tasks). The schedule of ad hoc
committee meetings is determined by the membership of the ad hoc committee and properly noticed
(and made known to the full Board membership). The ad hoc committee meets for the duration of task
accomplishments and then disbands.
211
Attachment CC
WDB MEMBERSHIP FORM
WDA # 10
Contact Person: Patricia Schramm
Membership # 38
Date: January 1, 2013
Member Name &
Title
(number each entry)
1.
Jon Bales,
Superintendent
2.
Laura Cataldo,
Director for
Workforce
3.
William
Brueggeman,
Claims Manager
4.
Janice Bultema,
Senior Vice
President of
Human
Resources
5.
Ann McNeary
6.
Pam
Christenson,
Director of
Development
Terrance Webb
Provost
7.
Business or Organization’s
Name, Address
& E-mail Address
DeForest Area School District
520 E. Holum St.
DeForest, WI 53532
E-Mail:[email protected]
AGC (Association of General Contractors)
4814 East Broadway
Madison, WI 53716
[email protected]
State of Wisconsin Unemployment
Insurance
460 Science Drive
Madison, WI 53711
EMail:[email protected]
UW - University of Wisconsin Hospital and
Clinics
600 Highland Avenue
H4/818
Madison, WI 53792
E-Mail: [email protected]
South Central Federation of Labor
Representative to the United Way
2059 Atwood Avenue
Madison, WI 53704
Madison Gas and Electric
P.O. Box 1231, Madison, WI 53701-1231
Madison Area Technical College
Sector
(Public
Or
Private)
Public
Organization
Nominated by
(where
required)
Dane County
Superintendents
Association
Sex
(M/F)
Minority
(Y/N)
1/1/2012
Term
Ends
On
(M/DD/YY)
12/31/2014
M
N
6111
Firm
Size
(Large/
Small)
Large
Private
AGC of
Wisconsin
1/1/2012
12/31/2014
F
N
236220
Small
Public
DWD-Secretary
1/1/2010
12/31/2012
M
N
923130
Large
Private
Health Care
Alliance
5/1/2009
12/31/2012
F
N
622110
Large
Labor
South Central
Federation of
Labor
1/1/2013
12/31/2015
M
N
81393
Small
Private
Thrive
1/1/2012
12/31/2014
F
N
221111
Large
Public
Madison Area
Technical
College
11/1/2008
12/31/2012
M
N
611210
Large
212
Term
Starts on
(M/DD/YY)
NAICS
Code *
8.
Karen Coley,
Campus and
Community
Partner
9.
Kathy Collins,
New Business
Development
Director
10. Kathy Cromey,
Director of
Human
Resources and
Corporate
Services
11. Gene Dalhoff,
Executive
Director
12. Karen Dettinger,
Executive
Account
Manager
13. Paul Dietmann,
Vice President
14. Nancy Elsing,
Vice President
15. Dustylee F.
Gray,
Employment
Support Services
Director
16. Randy
Guttenberg
District
700 Gould St.
Beaver Dam, WI 53916-1994
Public
Moraine Park
Technical
College
1/1/2012
12/31/2014
F
N
611210
Large
BioForward,455 Science Drive, Suite 160,
Madison, WI 3711
Private
BioFoward
1/1/2012
12/31/2014
F
N
111,311,325,
334
Small
Penda Corporation
2344 West Wisconsin Street
Portage, WI 53901
Private
City of Portage
Chamber of
Commerce
1/1/2012
12/31/2014
F
N
326211
Large
Sauk County Development Corporation
522 South Boulevard
Baraboo, WI 53913
Dettingers Consulting,
[email protected]
Public
Sauk County
Board
1/1/2011
12/31/2013
M
N
926110
Small
Private
BioForward
1/1/2011
12/31/2013
F
N
541512
Med
Badgerland Financial
423 Linn Street, P.O. Box 452, Baraboo,
WI 53913
E-Mail:
[email protected]
Elsing Oil Company
Poynette Amoco
Elsing Food Shops, Inc.
P.O. Box 85
Poynette, WI 53955
Glen Oak Lumber
N2885 County Road F
Montello, WI 53949
Private
Sauk County
Development
Corp
1/1/2012
12/31/2014
M
N
522110
Small
Private
Poynette
Chamber of
Commerce
11/1/2009
12/31/2012
F
N
424710
Small
Private
Tri County
Economic
Development
Assoc
1/1/2011
12/31/2014
F
N
321213
Waunakee Community School District
905 Bethel Court
Waunakee, WI 53597
Public
Montello School
District
1/1/2012
213
Large
12/31/2014
M
N
6111
Large
Administrator
17. Richard Hands,
Life/Health
Product Design
Consultant
18. Fred Hebert,
Executive
Director
American Family Insurance
6000 American Parkway
Madison, WI 53783
Private
Greater Madison
Chamber of
Commerce
1/1/2012
12/31/2014
M
Y
524210
Large
Central Wisconsin Community Action
Council
1000 Highway 3
P.O. Box 430
Wisconsin Dells, WI 53965-0430
Mayville Engineering Company, Inc.
715 South Street
Mayville, WI 53050
Public
Area Community
Action Agency
Director’s
Association
1/1/2012
12/31/2014
M
N
813319
Med
Private
1/1/2011
12/31/2013
M
N
332999
Large
20. T Lindsay Jones,
Vice President of
Operations
Foremost Buildings Inc
138 W. Candise St
Jefferson, WI 53549
Private
1/1/2012
12/31/2014
M
N
332311
Small
21. Robert
Kellerman,
Executive
Director
Greater Wisconsin Agency on Aging
Resources, Inc – Title V sponsor agency
Public
Moraine Park
Technical
College/Beaver
Dam Chamber
of Commerce.
Jefferson
Society for
Human
Resource
Managers
GWAAR
1/1/2012
12/31/2014
M
N
813319
Med
22. Trish Kienitz
Director of HR,
Payroll and
Volunteers
Beaver Dam Community Hospital, Inc.
707 S University Avenue
Private
Beaver Dam
Chamber of
Commerce
1/1/2012
12/31/2014
F
N
6221
Large
23. John Lalor,
Vice President
Lalor Brothers, LLC
Montello WI
2995 Kenville Drive
State Bank of Cross Plains – Waunakee
610 W Main Street
Waunakee, WI 53597
EMail:[email protected]
Opportunities, Inc.
200 E. Cramer St.
Public
Tri County
Economic
Development
Consortium
11/1/2012
12/31/2014
M
N
531390
Small
Private
Sauk County
Development
Corporation
1/1/2012
12/31/2014
M
N
522110
Med
Public
Community
Based
Organizations –
Watertown
Chamber of
1/1/2012
1/1/2014
F
N
561910624310-
Large
19. Barry Hoopes
VP of Human
Resources
24. Alan Langeteig,
Senior Vice
President, Chief
Lending Officer
25. Barb LeDuc,
President
214
26. Steve Lewis,
Owner
Jefferson Area Business Center
218 Wisconsin Dr.
Jefferson, WI 53549
Private
27. Jay Loewi,
Owner
QTI Group
702 East Washington Avenue, Madison, WI
53703
United Migrant Opportunity Services
P.O. Box 4129
Milwaukee, WI 53204
Dane County Department of Human
Services
1819 Aberg Ave.,
Suite D
Madison, WI 53704
Private
30. Leslie Mirkin
Workforce
Development
Area Director
31. Bill Orth, Director
28. Jim Martinez,
Vice President of
Operations
29. Amy MendelClemens
Division
Administrator
32. Mary Pasholk,
Acting District
Director
33. Diana Schinall,
Owner
34. Lynn Severson
- Manager,
Supply
Chain Hub
Commerce
Jefferson
County
Economic
Development
Consortium
Greater Madison
Chamber of
Commerce
1/1/2012
12/31/2014
M
N
541690
Small
1/1/20012
12/31/2014
M
N
541611
Large
Public
United Migrant
Opportunity
Services
11/1/2012
12/31/2014
M
Y
624310
Large
Public
Dane County
Dept. of Human
Services
1/1/2011
12/31/2013
F
N
624
Large
Division of Vocational Rehabilitation
1819 Aberg Ave.,
Suite E
Madison, WI 53704
Public
DWD Secretary
11/1/2010
12/31/2012
M
N
921120
Large
Sauk County Human Services
505 Broadway
P.O. Box 29
Baraboo, WI 53913
Wisconsin Job Service
1819 Aberg Ave.
Madison, WI 53704
TJ’s Taylors One Price Cleaners Inc
4518 Verona Road, Madison, WI 53711
Public
Sauk County
Board Chair
1/1/2010
12/31/2012
M
N
624
Large
Public
DWD-Secretary
11/1/2006
12/31/2013
F
N
5613
Large
Private
1/1/2012
12/31/2014
F
Y
812320
Small
Charter Communications
2701 Daniels Street
Madison, WI 53716
Phone: (608) 274-3822
Private
Fitchburg
Economic
Development
Director
Sauk County
Development
Corp
1/1/2011
12/31/2013
F
N
448140
Large
215
35. Alfonso
Studesville,
President
36. Howard Teeter,
President
37. Clay Tschillard
Coordinator/
Training Director
for the
Wisconsin IBEW
38. Errin Welty
Economic
Analyst
39. John Whitver,
Owner
40. Edward Clarke
Just Nails
5775 Auburn Dr.
Madison, WI 53711
Anteco Pharma
925 Development Drive
P.O. Box 100
Lodi, WI 53555
Wisconsin NECA-IBEW
Electrical Apprenticeship & Training
2730 Dairy Drive, Suite 102
Madison, WI 53718
Private
South Madison
Business
Association
1/1/2012
12/31/2014
M
Y
812113
Med
Private
Chamber of
Commerce
11/1/2009
12/31/2012
M
N
311920
Small
Labor
IBEW
5/1/2009
12/31/2012
M
N
238210
Small
Vierbicher Associates
999 Fourier Drive, Suite 201, Madison, WI
53717
TW Design, 33 West Street, Montello, WI
53949-9783
Private
Thrive
1/1/2012
12/31/2014
F
N
541330
Med
Private
1/1/2012
12/31/2014
M
N
332710
Small
Downtown Madison Inc.
10 Farmington Ct.
Madison, WI 53717
Private
Columbia
County
Economic
Development
Corp
DMI
1/1/2013
12/31/2015
M
N
813910
Small
*Enter the appropriate NAICS Code that can be found on the U.S. Census Bureau website at http://www.census.gov/epcd/naics02/naicod02.htm
216
Note: Use Attachment CC – WDB Membership Form to submit proposed membership.
III.
Nomination Process Criteria
Composition Requirements
Private Sector Business
The majority of the board must be represented by
businesses from the area, and must be businesses
with employment opportunities that reflect
employment opportunities within the area.
•
To ensure that business members are those with
employment opportunities in the area, we
strongly encourage the following:
Industries that make up more than 10% of the
industries in an area should have members equal
to at least one per every 10%,
i.e. 33% manufacturing would mean at least 3
business representatives from manufacturing
businesses; 25% service would mean at least
2 service industry representatives.
•
Additional industry representation would be
chosen from other industries in order to
comply with the WIA requirement of a private
sector majority.
If an area chooses not to follow this guideline,
you must provide an explanation of why you
used a different industry mix, i.e. focusing on
particular industries to deal with needs in the
area.
An industry matrix that shows percentages for
each area is included as Attachment DD.
•
•
The board must be chaired by a business
representative
•
Nominations must be made by local business
organizations and business trade organizations
•
Nominees must be business owners, chief
executives, or operating officers or employers with
optimum policy-making or hiring authority
•
217
The local workforce development board must
elect their chair from the business
representatives.
Nominations must be actively sought from local
business organizations and trade associations
from the entire area. Only 1 nomination per board
seat is needed.
Efforts should be made to seek representatives
who will have an interest and background in youth
issues for possible appointment to the Youth
Council.
Two or more representatives from each of the following categories:
Local educational entities selected from nominations
by regional or local educational agencies
•
Labor organizations nominated by local labor
federations
•
Community based organizations
•
Economic Development organizations
•
Others as deemed appropriate by the chief local
elected official
•
Nominations must be sought from regional or
local educational agencies. Efforts should be
made to seek representatives who will have an
interest and background in youth issues for
possible appointment to the Youth Council.
Nominations must be sought from local labor
federations (or, for a local area in which no
employees are represented by such organization,
other representatives of employees).
WIA includes a wide variety of new programs.
LEO’s should actively approach agencies that
serve those groups, i.e. HUD, veterans, older
individuals.
May also be private sector economic development
organizations.
LEOs have the option locally of appointing
additional members, however keep in mind that
this will increase the overall size and require
additional private sector members to maintain
majority.
Representative(s) from the mandatory One-Stop Service Delivery Partners:
(These are minimum requirements with discretion
at the local level for additional representatives.)
WIA activities for Adults; Youth & Dislocated Workers
Welfare-to-Work
Job Service - Labor Exchange (Wagner-Peyser)
Trade Adjustment Assistance (and NAFTA –TAA)
Veterans E & T Services, & local veteran’s outreach
programs
One representative to serve for these programs.
Vocational Rehabilitation
One representative to serve for this program. DWD
will provide the names of representatives for each
area when there are vacancies.
One representative to serve for this program. DWD
will provide the names of representatives for each
area when they are vacancies.
Unemployment Insurance
218
DWD will provide the names of representatives for
each area when there are vacancies.
TANF (W-2)
Food Stamp Employment & Training
These program partners are required in the Wisconsin
State Plan and so therefore are a required One-Stop
partner in Wisconsin.
Minimum requirements for representation of these
programs is one for WDAs with four or fewer W-2
agencies and two for WDAs with five or more W-2
agencies. The process for selection is at the
discretion of local elected officials but nominations
from Tribal TANF agencies should be considered.
Adult Education and Family Literacy
Contact local technical colleges for representatives.
Postsecondary Vocational Education
Community Service Employment for Older Americans
This could include agencies such as Green Thumb,
County Commissions on Aging, etc.
Community Services Block Grants (CSBG)
This could include a CAP agency.
Housing and Urban Development -Employment &
This program might be represented by same agency
Training Activities
that represents the CSBG program if that agency also
operates a HUD E & T program.
Representatives from national programs - if present in area:
Native American Programs
Under WIA, each of these national programs are
required One-Stop partners and will require a
Migrant and Seasonal Farmworker Programs
separate representative where they are present in
Job Corps
their local area. If they are local “One-Stop partners”
Youth Opportunity Grants
then they must also be represented on the board. This
Veterans Workforce Investment Program
should be reviewed every two years to see if they still
have a presence in the area.
Others
LEOs may add additional members such as:
National and Community Services
Additional members could be added based on their
involvement and/or interest in the One-Stop delivery
Wisconsin Service Corps
system.
Conservation Corps
Literacy Councils
Child Care agencies
Others
Additional State policy requirements:
• To ensure demographic diversity on the local boards, membership must be comprised of at least
20 percent female members; and
• It there are at least 3 percent minority population in an area, there must be at least one minority
representative appointed to the local board.
219
Population
Southeast
Milwaukee
WOW
Fox Valley
Bay Area
North Central
Northwest
West Central
Western
South Central
Southwest
Percentage
Southeast
Milwaukee
WOW
Fox Valley
Bay Area
North Central
Northwest
West Central
Western
South Central
Southwest
Total:
461,956
953,864
592,448
573,956
616,072
410,414
179,429
450,581
287,966
771,918
300,816
Racial and Hispanic Distribution by WDA (Estimated Population)
Native
American
Hawaiian
Indian
and
Population
Black or
Some
and
Other
Asian
of one
African
other
Alaska
Pacific
White
alone
race:
American
race
Native
Islander
453,334 397,813
30,858
1,353
5,127
164 18,019
933,489 608,166
240,015
6,156 29,162
292 49,698
585,995 562,027
7,466
953 11,798
72
3,679
567,302 541,249
5,838
4,145 10,244
45
5,781
608,229 562,769
6,837
13,735 13,221
277 11,390
405,787 386,153
2,370
4,766 10,571
52
1,875
176,777 166,610
924
7,700
856
85
602
446,355 433,150
2,592
2,526
6,238
164
1,685
285,171 272,687
2,929
3,158
4,649
11
1,737
757,926 699,139
24,671
2,732 21,327
63
9,994
297,457 282,144
8,160
801
2,287
114
3,951
Minority
13.9
36.2
5.1
5.7
8.7
5.9
7.1
3.9
5.3
9.4
6.2
White
86.1
63.8
94.9
94.3
91.3
94.1
92.9
96.1
94.7
90.6
93.8
Black or
African
American
6.7
25.2
1.3
1.0
1.1
0.6
0.5
0.6
1.0
3.2
2.7
American
Indian
and
Alaska
Native
0.3
0.6
0.2
0.7
2.2
1.2
4.3
0.6
1.1
0.4
0.3
Source: American Community Survey (2005-2009)
220
Asian
alone
1.1
3.1
2.0
1.8
2.1
2.6
0.5
1.4
1.6
2.8
0.8
Native
Hawaiian
and
Other
Pacific
Islander
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Some
other
race
3.9
5.2
0.6
1.0
1.8
0.5
0.3
0.4
0.6
1.3
1.3
Population
of two or
more
races:
8,622
20,375
6,453
6,654
7,843
4,627
2,652
4,226
2,795
13,992
3,359
Hispanic
(may be
of any
race)
44,280
20,375
17,321
16,712
24,972
6,058
2,198
5,616
4,909
33,362
11,246
Population
of two or
more
races:
1.9
2.1
1.1
1.2
1.3
1.1
1.5
0.9
1.0
1.8
1.1
Hispanic
(may be
of any
race)
9.6
2.1
2.9
2.9
4.1
1.5
1.2
1.2
1.7
4.3
3.7
Employment
Total, All Industries
Agriculture,Forestry,Fishing &
Hunting
Mining,Quarrying,and Oil & Gas
Extraction
Utilities
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation & Warehousing
Information
Finance & Insurance
Real Estate & Rental & Leasing
Professional,Scientific,and
Technical Services
Management of Companies &
Enterprises
Administrative & Support &
Waste Management &
Remediation Services
Health Care & Social Assistance
Arts,Entertainment,and
Recreation
Accommodation & Food Services
Other Services (except Public
Administration)
Public Administration
Other
Percentage
Total, All Industries
Natural Resources
Southeast
159,184
Milwaukee
479,790
WOW
313,528
Fox
Valley
274,116
Bay
Area
289,734
North
Central
180,589
Northwest
63,495
West
Central
175,198
Western
127,410
South
Central
412,395
Southwest
107,886
853
54
712
2,754
3,919
3,251
715
2,069
1,551
3,211
1,527
32
495
5,107
31,775
6,829
19,735
4,538
1,022
3,939
1,233
39
2,788
11,138
52,379
18,927
46,857
16,153
10,700
33,638
7,169
303
1,099
15,336
61,885
21,017
35,987
10,045
6,435
15,515
3,156
660
662
14,118
59,814
11,720
29,743
7,904
5,091
11,569
2,092
280
2,917
11,596
64,910
11,549
27,339
10,411
4,837
14,157
1,978
115
648
6,489
31,189
8,104
22,663
9,031
2,784
9,705
1,094
64
425
2,247
11,081
2,254
7,054
2,793
1,069
1,517
573
237
580
6,096
30,763
5,907
22,629
8,792
2,059
6,837
1,076
205
939
4,465
20,908
5,750
15,543
5,565
1,488
4,410
931
266
2,110
16,284
51,146
16,715
42,301
11,051
10,861
24,490
5,525
136
663
3,978
15,786
5,793
19,221
3,383
2,240
2,914
671
3,627
23,294
14,853
7,668
8,789
4,370
1,264
5,074
2,781
20,488
2,201
1,038
16,561
7,865
4,437
6,087
1,416
951
2,866
2,205
5,375
1,029
8,590
14,657
22,273
31,796
44,044
85,085
17,759
18,304
34,947
12,760
19,350
35,287
11,820
20,830
37,286
4,123
12,003
30,183
1,640
5,727
8,054
6,350
15,797
26,224
4,390
10,557
22,603
17,059
44,471
51,097
3,401
11,336
14,691
3,146
16,096
9,148
35,298
5,209
22,416
2,954
22,147
5,318
25,570
2,700
14,521
1,598
6,566
2,947
14,677
1,320
10,818
7,410
35,093
1,269
8,470
4,907
9,292
0
16,843
17,879
0
10,919
9,766
0
10,074
13,312
0
9,133
11,008
0
6,625
9,575
0
1,788
6,115
0
4,814
9,404
0
3,451
7,530
0
14,085
33,357
0
2,885
6,292
0
99.9
0.6
99.9
0.0
100.0
0.3
100.2
1.2
100.1
1.4
100.1
1.9
100.0
1.2
100.1
1.3
100.0
1.4
99.9
0.8
99.8
1.5
221
Industry
Natural Resources
Construction
Manufacturing
Trade,
Transportation,
Utilities
Information
Financial Activities
Professional &
Business Services
Education & Health
Leisure & Hospitality
Other Services
Total
Prvevious
Industry
Natural Resources
Construction
Manufacturing
Trade,
Transportation,
Utilities
Information
Professional &
Business Services
Education & Health
Other Services
Total
Southeast
0
0
2
Composition of Boards Minimum Membership by Industry
Fox
Bay
North
West
Milwaukee
WOW
Valley
Area
Central Northwest Central
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1
2
2
2
2
2
2
Western
0
0
2
South
Central
0
0
1
Southwest
0
0
2
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
3
0
0
0
2
1
0
7
2
3
1
0
9
1
2
0
0
7
1
2
1
0
8
1
2
1
0
8
0
2
1
0
7
0
2
1
0
7
0
3
1
0
8
0
3
1
0
8
1
3
1
0
8
0
3
1
0
9
0
0
2
0
0
1
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
1
0
0
2
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
2
0
0
3
0
0
0
2
1
0
7
1
2
0
0
6
1
1
0
0
6
0
2
0
0
6
0
2
1
0
7
0
2
0
0
6
0
2
1
0
7
0
2
0
0
6
0
2
1
0
7
0
2
0
0
5
0
2
0
0
7
Highlighted Areas will need to change to be in compliance with stated guidelines
Note: Education and Health Services include employers that are publically owned (methodology is consistent with previous reporting guidelines)
222
Construction
Manufacturing
Trade, Transportation, Utilities
Information
Professional & Business
Services
Education & Health
Other Services
Public Administration
3.2
20.0
19.8
0.6
3.2
2.3
10.9
17.7
2.2
8.5
4.9
19.7
21.7
2.1
6.0
5.2
21.8
18.3
1.9
5.0
4.0
22.4
18.0
1.7
5.6
3.6
17.3
22.4
1.5
6.0
3.5
17.5
19.7
1.7
3.3
3.5
17.6
21.6
1.2
4.5
3.5
16.4
21.8
1.2
4.2
3.9
12.4
17.5
2.6
7.3
3.7
14.6
26.9
2.1
3.3
8.3
23.2
12.1
3.1
5.8
14.9
26.9
9.3
3.5
3.7
12.9
17.0
8.8
3.5
3.1
9.1
19.9
9.2
3.7
4.9
9.2
20.1
10.7
3.2
3.8
5.5
23.4
9.5
3.7
5.3
6.1
21.7
12.9
2.8
9.6
8.2
24.0
10.1
2.7
5.4
7.4
26.0
9.5
2.7
5.9
10.4
23.2
10.3
3.4
8.1
6.1
24.1
9.0
2.7
5.8
Note: Those cells shaded need to have representation on the local board. Total may not add to 100 due to rounding.
223
Attachment CC
WORKFORCE
DEVELOPMENT
BOARD of
SOUTH CENTRAL
WISCONSIN, INC.
Serving the Counties of
Columbia, Dane, Dodge, Jefferson,
Marquette and Sauk
BYLAWS
Revised Effective March 10, 2005
224
Statement of Mission
Our mission is to build public/private partnerships that support
innovation and excellence in workforce development.
We dedicate time, talent and financial resources to:
•
•
•
•
•
•
Promoting economic opportunities for the workforce
Targeting disadvantaged and dislocated workers
Allocating resources equitably throughout the region
Responding to local needs
Supporting a customer driven system
Maintaining fiscal integrity
Bylaws of the Workforce Development Board of South Central Wisconsin, Inc.
ARTICLE I: PURPOSE
The purpose of the Workforce Development Board of South Central Wisconsin, Inc. (WDBSCW)
shall be to contribute to the development of an integrated, customer-focused workforce
development system through planning and providing services, administering programs, and
working in close partnership with employers, agencies, units of government, and other
workforce development partners. The Workforce Development Board of South Central
Wisconsin shall be responsible for executing duties and responsibilities designated through the
Workforce Investment Act of 1998, and as solicited or assigned through other funding sources
in keeping with its purpose.
ARTICLE II: AUTHORITY
Section 1: Establishment
The Workforce Development Board of South Central Wisconsin shall be established in
accordance with
Sec. 117 (b) (1) of Public Law 105-220 of the Workforce Investment Act of 1998, and in
accordance with future amendments or successor legislation, at such times as they may occur.
Hereafter the Workforce Development Board of South Central Wisconsin, Inc. shall be referred
as the "Board".
Section 2: Authority
Authority is provided for the Board to perform all functions and do all acts, which the
corporation might do or perform under Public Law 105-220, and as solicited or assigned through
other funding sources, including but not limited to, contracting for services and awarding grants
and contracts. Its decisions shall be final in matters determined "reasonable and proper". The
Board has the power to convene or poll itself by majority vote of private sector and public
representatives. The Board may enter into contracts or agreements to provide other services
that are in keeping with its purpose.
Sections 3: Legislative or Political Activities
225
The Board shall comply with the Hatch Act (and any amendments thereto) and not have a
substantial part of its activities of the corporation carrying on propaganda or otherwise
attempting to influence legislation. The corporation shall not participate in or intervene in
(including the publishing or distribution of statements) any political campaign on behalf of any
candidate for public office.
Section 4: Operational Limitations
Notwithstanding any other provisions of these articles, the Board shall not carry on any other
activities not permitted to be carried on by a corporation exempt from federal income tax under
section 501(c)(3) of the Internal Revenue Code of 1954, or by any future corresponding
provision of United States Internal Revenue Code of 1954, or by any future corresponding
provision of any United States Internal Revenue law.
Section 5: Dissolution Clause
Upon the dissolution of the corporation, the Board shall, after paying or making provisions for
the payment of all of the liabilities of the corporation, dispose of all of the assets of the
corporation in such
manner as allowed by applicable law and in keeping with the purpose of the Board as
established in these Bylaws.
ARTICLES III: BOARD OF DIRECTORS
Section 1: Duties
The management and affairs of this corporation shall be vested in a Board of Directors. All
members of the Board shall serve as directors of the corporation. The Board’s role shall be to 1)
make policy, 2) make funding decisions, 3) direct the chief executive officer to implement policy;
and 4) monitor implementation and outcome of policy.
ARTICLE IV: MEMBERS
Section 1: General Information
The members of this corporation shall be appointed by the Local Elected Officials pursuant to
the provisions of the Local Elected Official’s (LEO) Charter Agreement, the Workforce
Development Board/Local Elected Officials (WDB/LEO) agreement, and the Workforce
Investment Act of 1998 (WIA) and any amendments or successor legislation at such time as
they may occur. All members shall serve as directors of the corporation.
Section 2: Number
The number of members shall be as established by the Local Elected Officials within the LEO
Charter Agreement.
Section 3: Vacancies
All vacancies shall be filled by appointment of the Local Elected Officials as designated in the
LEO Charter Agreement and WDB/LEO Agreement.
Section 4: Term
All members shall be appointed for a term of three (3) years. Initial members shall be appointed
for one (1), two (2), or three (3) years to establish staggered terms.
Section 5: Meeting Attendance of Directors
A recommendation to the Local Elected Officials to remove a member may occur if the Board
226
member is absent from three (3) meetings in any Program Year period (July 1 through June 30).
Section 6: Removal
The Local Elected Officials in accordance with the LEO Charter Agreement and WDB/LEO
Agreement may remove any member at any time.
Section 7: Code of Ethics/Conflict of Interest
Members of the Board shall be subject to all Board policies related to ethics and conflict of
interest as specified in the WDB/LEO Agreement or as stated in the Workforce Investment Act
of 1998, and as solicited or assigned through other funding sources. All members shall
complete a “Disclosure Statement” annually.
Section 8: Committee Membership
All members of the Board shall be a member of at least one standing committee of the Board.
ARTICLE V: MEETINGS
Section 1: Regular Scheduled Meetings
The full Board shall meet quarterly (spring, summer, fall and winter) in accordance with the
wishes of the majority of the Board. Committees will hold meetings as necessary, and shall
report proceedings to the full Board. The Chairperson may call a general Board meeting, upon
proper notice, as deemed necessary to conduct official business. Special meetings of the
Board of Directors may be held at the call of the Chairperson or any nine (9) Directors.
Section 2: Quorum
A quorum necessary to transact business at any regular or special meeting shall consist of at
least a majority of the current membership of the Board at the time of the meeting.
Section 3: Notice of Meeting
Regular meetings: An agenda shall be delivered to all members of the Board at least five (5)
days prior to each regular meeting. Each agenda will set forth the items of business to be
considered in sufficient detail to reasonably apprise the members of the nature of those items or
will be accompanied by other written materials to accomplish that purpose. Nothing contained
herein will preclude other allowable business from being placed on agendas by appropriate
motions. All meetings will be noticed and held in compliance with Wisconsin’s open meeting
laws. All meetings of the Board shall be held in accessible locations as defined by the
American’s With Disabilities Act.
Section 4: Board Meeting Minutes
The Board shall keep written minutes of all meetings. Minutes will include a record of votes on
all motions. Minutes of the previous meeting shall be distributed to all members before the next
meeting, and shall be made available to the public upon request.
ARTICLE VI: OFFICERS
Section 1: Officers
The officers of the Board shall consist of the Chairperson, Chairperson-Elect, Past Chairperson,
Secretary, and Treasurer. The Chairperson and Chairperson-Elect of the Board shall be
selected from among the private sector members of the Board in compliance with Section
227
117(b) (5) [“The Local Board must elect a Chairperson from among the business
representatives on the board”] of the Workforce Investment Act of 1998. The Board will attempt
to maintain geographic equity in selecting officers.
Section 2: Nominations
The Executive Committee shall be responsible for developing a slate of officers or designating a
nominating committee to develop a slate of officers for presentation to the Fall Board meeting.
Notification of the slate of Offices shall be presented to the Board members at least ten (10)
days prior to the fall meeting at which the election will occur. After the slate has been presented
to the Board, additional nominations may be made from the floor.
Section 3: Election of Officers
The officers shall be nominated and elected at the fall meeting of the full Board. Terms shall be
for two years. Terms shall commence on January 1, following the election. The office of
Chairperson and Chairperson Elect shall be filled in compliance with Section 117(b) (5) [“The
Local Board must elect a Chairperson from among the business representatives on the board”]
of the Workforce Investment Act of 1998. All officers will be elected by a majority vote of those
present. Vote may be by secret ballot. The election of officers will consist of electing a
Chairperson-Elect, Secretary and Treasurer. The office of Chairperson-Elect will automatically
ascend to the position of Chairperson at the beginning of the new bi-annual election cycle on
January 1.
Section 4: Vacancies
The Chairperson Elect shall fill a vacancy in the office of Chairperson for the remainder of the
term. Other officer vacancies shall be filled by appointment by the Chairperson and confirmed
by vote of the Board.
Section 5: Duties of Each Office
The Board shall use the following chain of command where necessary. The chain of command
shall be Chairperson, Chairperson Elect, Past Chairperson, Treasurer, and Secretary. This
chain of command will apply to any situation where one or more of the officers are either absent
from meetings, vacate their office, or cannot be located in times of Board needs. The chain of
command must comply with Sec. 117(b)(5) of the Workforce Investment Act, i.e. “business
sector” representative.
Chairperson: The Chairperson shall be the chief officer of the Board. The Chairperson shall (a)
preside at all meetings of the full Board; (b) appoint committees to accomplish tasks which are
the responsibility of the Board; (c) sign legal documents on behalf of the Board; (d) prepare
meeting agendas in counsel with the chief executive officer; (e) serve as the Chairperson of the
Executive Committee; and (f) perform other duties as prescribed by the Board. The
Chairperson's power shall include the authority to:
A.
B.
C.
D.
E.
F.
Carry out his/her duties as delegated in this Article, and those policies duly adopted by
the corporation, and the Executive Committee;
Appoint special committees to perform tasks deemed necessary during his/her term of
office in accordance with these Bylaws;
Authorize reasonable and proper expenses for the purpose of specific corporation
duties;
Call any committee into session at any time;
Engage legal counsel in accordance with these Bylaws; and
Require regular or special reports from any committee or the Chief Executive Officer.
228
Chairperson-Elect: In the temporary absence of the Chairperson person, the Chairperson Elect
shall have all the powers of and be subject to all the restrictions upon the Chairperson and shall
perform other duties as assigned by the Chairperson of the Board.
Past Chairperson: The Past Chairperson will provide advice and counsel to the officers on the
Executive Committee.
Treasurer: The Treasurer shall be responsible for monitoring and oversight of the Board’s
fiscal responsibilities. The Treasurer shall perform other duties as assigned by the Chairperson.
If determined by the Board as necessary, the Treasurer shall be bonded for faithful discharge of
his/her duties, the sum and surety of which, the Board shall determine. The cost of any such
bond shall be paid from corporate funds.
Secretary: The Secretary shall be responsible for the minutes of meetings of the Board and
Executive Committee and shall sign meeting minutes upon approval by the Board or Executive
Committee. The Secretary shall perform other duties as assigned by the Chairperson or by the
Board.
Section 6: Terms of Office
Terms of office shall be for two years.
Section 7: Multiple Offices
Board members may not hold multiple offices, except that the Board Chairperson is also the
Chairperson of the Executive Committee.
ARTICLE VII: COMMITTEES
Section 1: Standing Committees:
A.
Executive Committee
The Executive Committee shall be comprised of the Board Officers and Chairpersons of the
Standing Committees. A majority of the membership of the Executive Committee shall be from
among the private sector. The Board will attempt to maintain geographic equity in designating
the Executive Committee membership.
The Executive Committee shall 1.) Coordinate and oversee the work of the Board and its
committees to ensure the Board is effective in developing and attaining broad strategic
objectives, 2.) develop and coordinate Board development activities 3.) monitor the activities of
the Board including attendance and participation, 4.) conduct business between full Board
meetings provided the business is time sensitive and the nature and dollar value of the business
complies with Board policies, 5.) establish and conduct or coordinate processes related to
selecting and hiring the chief executive officer of the corporation, 6.) review and evaluate the
performance of the chief executive officer and set the compensation or any adjustment(s) to the
compensation. The review of the chief executive officer’s performance and any adjustment(s) to
compensation shall be completed no later than April 30 of each year, 7.) oversee the financial
management system of the corporation including review of financial reports; review and
recommend annual budgets to the full Board; adopt and oversee all administrative systems of
the Board including those related to organizational structure, audits, personnel policies,
administrative systems, and other internal operations of the.
229
Business conducted by the Executive Committee as adheres to these Bylaws and Board
policies shall be binding on the Board. All other actions of this committee shall be subject to
affirmation or rejection by the full Board at their next meeting.
B.
Planning and Development Committee
Planning and Development Committee members shall be appointed by the Chairperson of the
Board and approved by the Board. The Board Chairperson shall appoint the Chairperson of the
Planning and Development Committee.
The Planning and Development Committee shall 1.) plan, develop, and oversee all program
service related activities including those related to program design, program objectives,
performance and monitoring, program policies, quality and efficiency, customer satisfaction, and
procurement of services including allocation. The Committee is responsible for development of
framework designs for the workforce system including core, intensive and training services. This
includes development, modification and oversight of One-Stop Operator Agreements, Business
Plans and Memorandums of Understanding; 2.) review the activities of other workforce-related
partners, programs and initiatives including the role of One-Stop Operators; and 3.) plan,
develop, and oversee strategies to support an integrated, customer-focused workforce
development system, and be responsible for Board performance standards and continuous
improvement practices for the workforce system; 4.) Review the effectiveness and viability of
the WDB’s regional Job Center/One-Stop system.
C.
Youth Council (Sub-committee)
Youth Council (Sub-committee) members shall be appointed by the Chairperson of the Board
and approved by the LEOs in accordance with the WDB/LEO Agreement. Members of the
Youth Council shall include members of the Workforce Development Board (WDB) but shall
also include non-WDB members in accordance with §661.335 of the Workforce Investment Act.
The Board Chairperson shall appoint the Chairperson of the Youth Council.
The Youth Council shall comply with §661.340 of the Workforce Investment Act. The Youth
Council shall a.) Coordinate youth activities in the local area; b.) develop portions of the local
plan related to eligible youth; c.) recommend eligible youth service providers in accordance with
Sec. 123 of WIA, subject to the approval of the WDB; d.) conduct oversight with respect to
eligible local providers of youth
services; e.) carry out other duties as authorized by the WDB.
Procurement of youth services, including allocation of funding resources, shall be the
responsibility of the Workforce Development Board.
D.
Audit Committee
Audit Committee members shall be appointed by the Chairperson of the Board. The Board
Chairperson shall appoint the Chairperson of the Audit Committee. There shall be a minimum of
three members and they shall meet a minimum of two times each fiscal year. The audit
committee shall 1.) be responsible for procuring the annual agency-wide audit as required by
funding sources. 2.) be represented at the initial or entrance meeting with the selected audit firm
at the commencement of the agency-wide audit. 3.) be informed if any material problems are
discovered during the audit. 4.) be presented with the draft audit report for review and comment.
5.) be represented at the audit exit conference. 6.) be responsible for providing the Executive
Committee and full Board a summary of the annual audit report. 7.) be responsible to insure that
230
any required follow-up to the audit report is completed. 8.) assist Board staff with continuous
improvement of the audit process.
Section 2: Ad Hoc Committees
The Chairperson will create and appoint members to Ad Hoc Committees as necessary to
accomplish specific purposes. The Chairperson of the Board will appoint Chairpersons of Ad
Hoc Committees. Ad Hoc Committees will be appointed on a temporary, time-limited basis.
Upon completion of assigned tasks, Ad Hoc committees shall dissolve.
ARTICLE VIII: CHIEF EXECUTIVE OFFICER
Section 1: Selection and Removal
The chief executive officer of the corporation will be selected by the Executive Committee
through pre-established selection processes as agreed upon by the committee. Selection shall
be subject to approval of the full Board. The Board shall employ the chief executive officer. The
chief executive officer may be removed from his or her position by a two-thirds majority of the
Board. The Executive Committee shall be responsible for, at a minimum, an annual
performance evaluation of the chief executive officer. The Executive Committee shall complete
the review of the chief executive officer’s performance and set any compensation changes no
later than April 30 of each year.
Section 2: Duties and Responsibilities and Authority
The chief executive officer shall be responsible for all operations of the corporation subject to
approved policies, these Bylaws, and applicable laws and regulations. The chief executive
officer shall be responsible for the overall performance of the corporation including attainment of
federal and state mandated outcomes, Board developed goals, and expectations specified in
the related job description. Duties of the chief executive officer shall include but not be limited
to the following:
A. Receive all funds due the corporation and maintain bank accounts; Establish banking
facilities; receive and disburse funds, and prepare and issue checks;
B. Prepare annual budgets for the corporation for consideration by the Finance Committee;
C. Keep complete records of all moneys owed to the corporation and of expenditures
incurred by the corporation and take all appropriate measures to assure the prompt
collection of, payment of, and accounting for, corporation funds;
D. Direct all operations of the corporation including those related to policy implementation,
employment of staff and personnel management, fiscal operations, administrative
systems; and incur expenses as the Board in its budget shall authorize;
E. Enter into contracts and leases, apply for and receive outside funds;
F. Assist the Board with Board related activities and carry out all Board directives;
G. Maintain all records and files of the corporation and furnish financial and activity reports
as directed;
H. Establish, implement, and enforce policies and procedures relative to operations of the
corporation;
I. Give bond in accordance with the WDB/LEO Agreement and keep in force all required
insurance,
J. Perform duties as delegated by the Chairperson and the Executive Committee in
accordance with the intent of these Bylaws;
K. Act as the corporation’s complaint officer.
231
ARTICLE IX: PARLIAMENTARY PROCEDURES
The rules contained in the current edition of Robert's Rules of Orders shall govern the Board
in all cases
to which they are applicable and in which they are not inconsistent with these bylaws and any
statutes or regulations applicable to this Board.
ARTICLE X: INDEMNIFICATION
The corporation shall purchase and maintain such liability, fidelity and bond insurance on behalf
of the corporation's Officers, Directors, staff and Local Elected Officials for all matters arising
under the Workforce Investment Act, and all other grants and funds obligated under the
WDBSCW, as allowable costs. The Board may be provided such other or further indemnity as it
deems appropriate.
ARTICLE XI: AMENDMENT OF BYLAWS
The Board bylaws may be amended and new bylaws adopted at any meeting of the Board.
However, for
subsequent bylaws, or amendments thereof, to be adopted, the following must occur prior to
voting on adoption. Written notice of the proposed change must be sent to all Board members at
least ten (10) days prior to the general Board meeting when the change will be discussed. The
voting of changes will be taken at the next general meeting following the discussion meeting. A
change of the bylaws requires a two-thirds (2/3) vote of the Board.
ARTICLE XII: SEAL
This corporation shall have no seal.
End.
Attachments: LEO Charter Agreement
WDB/LEO Agreement
DWH/dwh WDB bylaws final revised vers. 031005
232
Attachment CC
Workforce Development Board – Board Member Disclosure Statements
233
234
235
236
237
238
239
240
241
242
243
244
245
246
247
248
249
250
251
252
253
254
255
256
257
258
259
260
261
262
263
264
265
266
267
268
269
270
271
272
273
274
275
276
277
278
Attachment DD
____________________________________________________________________________
Certification Regarding
Debarment, Suspension, Ineligibility and Voluntary Exclusion
Lower Tier Covered Transactions
This certification is required by the regulations implementing Executive Order 12549,
Debarment and Suspension, 29 CFR Part 98, Section 98.510, Participants’ responsibilities. The
regulations were published as Part VII of the May 26, 1988 Federal Register (pages 1916019211).
BEFORE COMPLETING CERTIFICATION, READ ATTACHED INSTRUCTIONS WHICH ARE
AN INTEGRAL PART OF THE CERTIFICATION
(1) The prospective recipient of Federal assistance funds certifies, by submission of this
proposal, that neither it nor its principals are presently debarred, suspended, proposed for
debarment, declared ineligible, or voluntarily excluded from participation in this transaction
by any Federal department or agency.
(2) Where the prospective recipient of Federal assistance funds is unable to certify to any of the
statements in this certification, such prospective participant shall attach an explanation to
this proposal.
Patricia Schramm, Executive Director/CEO
____________________________________________________________________________
Name and Title of Authorized Representative
10/31/11
____________________________________________________________________________
Signature Date
279
Instructions for Certification
1. By signing and submitting this proposal, the prospective recipient of Federal assistance
funds is providing the certification as set out below.
2. The certification in this clause is a material representation of fact upon which reliance was
placed when this transaction was entered into. If it is later determined that the prospective
recipient of Federal assistance funds knowingly rendered an erroneous certification, in
addition to other remedies available to the Federal Government, the Department of Labor
(DOL) may pursue available remedies, including suspension and/or debarment.
3. The prospective recipient of Federal assistance funds shall provide immediate written notice
to the person to whom this proposal is submitted if at any time the prospective recipient of
Federal assistance funds learns that its certification was erroneous when submitted or has
become erroneous by reason of charged circumstances.
4. The terms “covered transaction,” “debarred,” “suspended,” “ineligible,” “lower tier covered
transaction,” “participant,” “person,” “primary covered transaction,” “principal,” “proposal,”
and “voluntarily excluded,” as used in this clause, have the meaning set out in the
Definitions and Coverage sections of rules implementing Executive Order 12549. You may
contact the person to whom this proposal is submitted for assistance in obtaining a copy of
those regulations.
5. The prospective recipient of Federal assistance funds agrees by submitting this proposal
that, should the proposed covered transaction be entered into, it shall not knowingly enter
into any lower tier covered transaction with a person who is debarred, suspended, declared
ineligible, or voluntarily excluded from participation in this covered transaction, unless
authorized by the DOL.
6. The prospective recipient of Federal assistance funds further agrees by submitting this
proposal that it will include the clause titled “Certification Regarding Debarment,
Suspension, Ineligibility and Voluntary Exclusion - Lower Tier Covered Transactions,”
without modification, in all lower tier covered transactions and in all solicitations for lower tier
covered transactions.
7. A participant in a covered transaction may rely upon a certification of a prospective
participant in a lower tier covered transaction that it is not debarred, suspended, ineligible, or
voluntarily excluded from the covered transaction, unless it knows that the certification is
erroneous. A participant may decide the method and frequency by which it determines the
eligibility of its principals. Each participant may but is not required to check the List of Parties
Excluded from Procurement or Nonprocurement Programs.
8. Nothing contained in the foregoing shall be construed to require establishment of a system
of records in order to render in good faith the certification required by this clause. The
knowledge and information of a participant is not required to exceed that which is normally
possessed by a prudent person in the ordinary course of business dealings.
9. Except for transactions authorized under paragraph 5 of these instructions, if a participant in
a covered transaction knowingly enters into a lower tier covered transaction with a person
who is suspended, debarred, ineligible or voluntarily excluded from participation in this
transaction, in addition to other remedies available to the Federal Government, the DOL
may pursue available remedies, including suspension and/or debarment.
280
Attachment EE
____________________________________________________________________________
CERTIFICATION REGARDING LOBBYING
CERTIFICATION FOR CONTRACTS, GRANTS, LOANS AND COOPERATIVE
AGREEMENTS
The undersigned certifies, to the best of his or her knowledge and belief, that:
(1) No Federal appropriated funds have been paid or will be paid by or on behalf of the
undersigned, to any person for influencing or attempting to influence an officer or employee
of an agency, a Member of Congress, an officer or employee of Congress, or an employee
of a Member of Congress in connection with the awarding of any Federal contract, the
making of any Federal grant, the making of any Federal loan, the entering into of any
cooperative agreement, and the extension, continuation, renewal, amendment, or
modification of any Federal contract, grant, loan, or cooperative agreement.
(2) If any funds other than Federal appropriated funds have been paid or will be paid to any
person for influencing or attempting to influence an officer or employee of any agency, a
Member of Congress, an officer or employee of Congress, or an employee of a Member of
Congress in connection with this Federal contract, grant, loan, or cooperative agreement,
the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report
Lobbying,” in accordance with its instructions.
(3) The undersigned shall require that the language of this certification be included in the award
documents for all* subawards at all tiers (including subcontracts, subgrants and contracts
under grants, loans, and cooperative agreements) and that all* subrecipients shall certify
and disclose accordingly.
This certification is a material representation of fact upon which reliance was placed when this
transaction was made or entered into. Submission of this certification is a prerequisite for
making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any
person who fails to file the required certification shall be subject to a civil penalty of not less than
$10,000 and not more than $100,000 for each such failure.
Workforce Development Board of South Central Wisconsin______
Grantee/Contractor Organization
Patricia Schramm
Name of Certifying Official
Signature
WIA Title I-B___
Program/Title
10/31/11
Date
*Note: In these instances, “All,” in the Final Rule is expected to be clarified to show that it
applies to covered contract/grant transactions over $100,000 (per OMB)
281
Attachment FF
Organizational Chart
Executive Director
1 FTE
Pat Schramm
Director of Finance
1 FTE
Lameece Tyne
Finance Assistant
.75 FTE
Alicia Vann
Operations Director
1 FTE
Erin Bechen
Deputy Director
1 FTE
Seth Lentz
Director of Sector
Services
1 FTE
Danica Nilsestuen
1 FTE
Tia Rice
Program Assistant
1 FTE
Michael Stluka
Communications
1 FTE
Jackie Hall
& Communications
1FTE
Dan Perrine
.5 FTE
Tim Morgan
282
Attachment GG
WDBSCW Cost Allocation Plan
Policies
WDB is required to follow various guidelines for allocating costs that benefit more than one
program or grant. A cost allocation plan will be adopted at the beginning of each year and
reviewed semi-annually based on staff time studies or anytime agency receives a new program
that affects staff allocations. This cost allocation plan will need to be modified any time a new
program is started or at the end or beginning of any fiscal year grants.
Cost Allocations Procedures
The Workforce Development Board of South Central Wisconsin allocates costs on an individual
employee and/or invoice basis. There are no cost pools that are subsequently allocated to
various grants and/or programs. Time studies are completed minimally at a six month interval
or when grants are added or deleted that effect the allocation.
The basis for the allocation method used is payroll based on time sheets or time studies for all
expenses other than space. Space is charged based on usage. As the time allocation is
developed, it is first applied to the next budget year. Salaries are allocated as budget line items
to the various grants and/or programs. This is accomplished by individual employee. Fringe
benefits mirror salaries. The relationship of each grant and/or program payroll to the total payroll
is the basis for the allocation of non-payroll expenses. The budget is then completed based on
these relationships.
The accounting system has the ability through fixed allocation accounts to allocate individual
payroll items or invoices. The percentages developed through the budget process are loaded to
each allocation account. The system has the ability to modify these percentages as necessary.
It is the practice of the Workforce Development Board of South Central Wisconsin to review
individual invoices for appropriateness and chargeability. Certain invoices are particular to a
specified activity and are charged directly to a specific grant and/or program expense account.
Other invoices are general in nature and are allocated. They are coded to the appropriate
allocation account and charged to the grant and/or program expense accounts based on the
percentages developed by the time sheets or time studies.
At minimum, time studies are reviewed every six months and/or as grants are increased or
decreased or as programs change.
283
Attachment HH
Policy: Gifts and Awards to Staff, Providers, and WIA Adult and
Youth Participants
Employees and their immediate family are not to accept any favors or gifts or any discounts or
loans from any third party or firm having or seeking to have a business relationship with the
WDBSCW. The meaning of gifts for purposes of this policy includes, but is not limited to, the
acceptance of entertainment, free travel, meals, lodging, and/or items with a value of $20.00 or
more.
284
Attachment II
Quarterly Budget Information Summary
WDA #10
Category
Admin Grant
QTR 1
QTR 2
QTR 3
QTR 4
PY10*
97,178
194,356
291,534
388,712
335,246
Adult
187,225
448,390
702,456
968,839
693,012
Dislocated
Worker
Youth
289,419
594,987
861,944
1,155,960
1,389,416
188,532
447,026
775,771
1,324,328
951,271
Total
762,354
1,684,759
2,631,705
3,837,839
3,368,945
349,310
547,313
745,316
Adult & DW
HighDemand
Training
117,435
Instructions:
The cells above are cumulative across each row. I.e. Quarter 1 contains only that quarter’s
planned expenditures (actual and accrued). Quarter 2 includes Quarter 1’s planned
expenditures and Quarter 2 planned expenditures.
Core
42,478
75,959
109,440
142,921
Services
Intensive
382,297
683,623
984,949
1,286275
Services
Training
172,514
559,047
970,121
1,486,155
Services
Instructions: For each of these rows enter the amount planned to be spent on
each of these activities. Again each row is cumulative across quarters.
**Totals include allocated funds plus prior year carry in amounts.
285
Attachment JJ
Career Pathway Trainings
286
287
288
289
290
Attachment KK
291
Workforce Development Board of South Central Wisconsin’s
One Stop Operator Agreement
The following One Stop Operator Agreement, (the Agreement) sets forth the terms of
agreement for the One Stop Operator (OSO) and the Workforce Development Board of South
Central Wisconsin (WDBSCW).
1. Purpose of Agreement
It is the mission of the WDBSCW to assist Wisconsin, more specifically the South Central
Workforce Development Area, in becoming a leader by providing job seekers with the
knowledge skills and assistance necessary to become self-sufficient citizens of the
community and businesses with a skilled workforce that will fulfill their needs.
It is the purpose of this agreement to specify the role and responsibilities of the One Stop
Operator as they relate to influencing, implementing, managing and operating the One Stop
System in the South Central Wisconsin Workforce Development Area under the Workforce
investment Act.
2. One Stop Operator Role, Responsibility and Functions
The role of the OSO is to coordinate activities and the delivery of services throughout the
One Stop System. In that role, the OSO identifies issues that need to be addressed which
relate to service delivery, resources alignment and achievement of successful outcomes and
performance.
The OSO will be an opportunity for all partners to:
• Share new developments and seek guidance and assistance in coordination,
implementation and utilization of the resources.
• Continue to strive for maximizing integration of services and support regional
consistency,
• Share successful practices with a potential for replication,
• Identify and share trends and adjust of develop strategies accordingly
• Utilize the ever expanding network of Job Centers and Access Points to
communicate development
• Provide insight to the Planning and Development Committee of the WDBSCW for
consideration during strategic planning and contracting
The OSO will also assist the WDBSCW by:
• Ensuring that WDBSCW initiatives are being communicated and implemented
appropriately
• Providing input from the workforce system partners to ensure WDBSCW resource
are implemented wisely
• Providing a forum to review and discuss relevant One-Stop System regulations
o One-Stop Job Center Requirements and Standards of Service
The WDBSCW will:
• Provide the staff support for the OSO meetings
292
•
•
Solicit and coordinate with partners on topics and agendas
Work to support partners in coordinating programs and resources
3. Duration
This Agreement shall remain in effect until terminated by the repeal of the Workforce
Investment Act of 1998 (WIA), otherwise by action of law or WDBSCW action.
4. Withdrawal
Any party may withdraw from this Agreement by giving written notice of intent to withdraw at
least 120 calendar days in advance of the effective withdrawal date.
5. Amendment
This Agreement may be amended at any time by the written, signed consent of all parties.
6. Severability
If any part of this Agreement is found to be null and void, or is otherwise stricken, the rest of
this Agreement shall remain in force.
7. Authority and Signature
a. The individual signing have the authority to commit the parties they represent to the
terms of this OSO Agreement and do so commit by signing below.
Keith Cornille, Vice President, Madison College
b. The individual signing have the authority to commit the parties
they represent to the terms of this OSO Agreement and do so
commit by signing below.
Kathi Cauley, Human Services Director, Jefferson County Human Services
c. The individual signing have the authority to commit the parties they represent to the
293
Mary Pasholk, Job Service WDA 10 Director, Wisconsin Job Service
d. The individual signing have the authority to commit the parties they represent to the
Amy Mendel-Clemens, Division Administrator, Dane County Department of Human
Services
Pat Schramm, Executive Director, WDBSCW
294

WIA Local Plan - Workforce Development Board of South Central

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