June 21, 2013 Office of Employment and Training Planning ... 25 Local Plan 062113.pdf · Office of Employment and Training Planning Unit 500 East Monroe, ... OJT Policy ... Information

June 21, 2013 Ms. Lora Dhom IL Department of Commerce and Economic Opportunity Office of Employment and Training Planning Unit 500 East Monroe, 10

th Floor

Springfield, IL 62701 Dear Ms. Dhom: Please find enclosed, documents to modify the Local Plan for Workforce Investment Area #25. The plan was approved by the Southern Illinois Workforce Investment Board and Chief Local Elected Officials. Documentation of the public notice establishing a 30 day public comment period is enclosed and there were no comments that expressed disagreement with the plan from the public or board members. Items included in the plan modification and submitted to the Southern Illinois Workforce Investment Board members and Chief Local Elected Officials for approval, review and comment include:

A. Plan Modification to Approve PY13 WIA Allocations as follows:

a. Adult Total $623,112 b. Dislocated Worker Total $595,181 c. Youth Total $694,645

B Amended to planned participant numbers are as follows:

a. Adults 300 to be served b. DW 180 to be served c. Youth 170 to be served

In addition, the plan mod also includes the attached narrative changes. Please accept this letter as approval of the Local Plan modification for Local Workforce Investment Area #25. If there are any questions regarding the information in the plan documents, please contact Michelle Cerutti, Program Director, Man-Tra-Con Corp.

Sincerely,

Kathy Lively CEO __________________________ Randall Crocker Mary M. Roe CLEO Chair SIWIB Chair

PUBLIC NOTICE

The Southern Illinois Workforce Investment Board and the Chief Local Elected Officials of Local

Workforce Area (LWA) #25 (Franklin, Jackson, Jefferson, Perry, and Williamson Counties) advise

the public of the modification to the Local Workforce Investment Plan for LWA #25 which will be

available for public review and comment.

The public is advised that the plan for LWA #25 will be available for review at www.siwib.org and

on Monday-Friday, 8:30 a.m. to 4:30 p.m. at the office of Management, Training & Consulting

Corporation (MAN-TRA-CON Corporation), 3000 W. DeYoung, Suite 800-B, Marion, IL 62959,

which serves as the grant sub-recipient/fiscal agent for LWA #25. The plan is being modified for the

new program year effective July 1, 2013. Also included in this plan modification are updated planned

participant numbers for PY12.

The Plan Mod is being modified to incorporate PY 2013 allocations as follows:

PY 2013 Allocations

Adult $623,112

Dislocated Worker $595,181

Youth $694,645

Planned participant numbers and plan narrative changes can be found at www.mantracon.org.

MAN-TRA-CON Corporation is an equal opportunity employer where auxiliary aids and services are

available upon request to individuals with disabilities.

http://www.siwib.org/

http://www.mantracon.org/

Plan Highlighted Changes

The following changes have been made since the last plan mod was submitted:

PY 2013 Allocations and Planned Participant Numbers (see attachment H Grant

Planning Forms)

Adults Total $623,112

Dislocated Worker Total $595,181

Youth Total $694,645

PY 13 Planned Participant Numbers: (see attachment H Grant Planning Forms)

Adults 420 to be served, 109 in training

DW 245 to be served, 84 in training

Youth 193 to be served

PY Performance Goals have been included (see attachment I)

Procurement Policies

To be in accordance with DCEO procurement, the procurement policy changes are:

Amount requiring procurement was changed from $300.00 unit price to $1,000.00 or

more.

Small purchase threshold changed from $100,000.00 to $35,000.00

The staff member soliciting the goods or service shall perform a price or cost analysis for every unit price

of $1,000 or more.

Small procurement procedures are simple and informal procurement methods to procure goods and

services which do not exceed $35,000 in the aggregate with a single vendor during a fiscal year.

SIWIB Approved 06/21/2013 Page 1

Chief Local Elected Officials and Southern Illinois Workforce Investment

Board

LWA #25

Plan Modification


Table of Contents I. Local Needs Analysis and Assessment ................................................................................................. 1

A. Current and Projected Customer Needs ........................................................................................... 1

B. Identification of Key Customer Segments ....................................................................................... 16

C. Policy and programmatic implications of the local needs analysis ................................................. 19

II. Local Strategic Vision and Goals ....................................................................................................... 20

III. Local System Infrastructure and Services........................................................................................... 23

A. Description of the local One-Stop System ....................................................................................... 23

B. Provider Certification and Customer Choice ................................................................................... 31

C. Competitive Procurement Procedures ............................................................................................ 34

D. Service to Special Populations ......................................................................................................... 36

E. Description of Adult Employment and Training Activities .............................................................. 38

F. Description of Dislocated Worker Employment and Training Activities ......................................... 39

G. Description of Youth Activities ........................................................................................................ 42

IV. Performance Management ................................................................................................................... 48

A. Negotiated Performance Goals ....................................................................................................... 48

B. Continuous Improvement Program ................................................................................................. 51

V. Assurances .......................................................................................................................................... 52

VI. Plan Development Process.................................................................................................................. 52

VII. Budgets and Registrants ...................................................................................................................... 53

Attachment A- ARRA ................................................................................................................................. 54

Attachment B - One-Stop Partner Core Services ........................................................................................ 55

Attachment C – Self-Sufficiency Policy ..................................................................................................... 56

Attachment D – Procurement PoliciesPurchasing policies, standards, and procedures. ............................. 59

Attachment E – Authorized Support ServicesAuthorized Support Services ...................................... 67

Attachment F – Methods of Training Delivery ........................................................................................... 85

Attachment F1 – ITA Policy ....................................................................................................................... 87

Attachment F2 – Class Size Training PolicyClass Size Training Policy .................................................... 90

Attachment F3 – Incumbent Worker Training Policy................................................................................. 93

Attachment F4 – OJT Policy ..................................................................................................................... 103

Attachment F5 – Work Experience ........................................................................................................... 107

Attachment G – Follow up Policy............................................................................................................. 111


Attachment H –WIA Registrant & Program Funding Form ..................................................................... 115

Attachment I – Performance Goals ........................................................................................................... 117

Attachment J – Local Training Provider Certification Policy .................................................................. 119

Attachment K – Separation (Board Staffing) Policy................................................................................. 121

Attachment L – 40% Training Expenditure .............................................................................................. 123

Attachment M – Monitoring Plan ............................................................................................................. 125

Attachment N– Youth Services Plan ........................................................................................................ 130

Attachment N1 – Youth Supportive Services ........................................................................................... 137

Attachment O –State, Federal Policy and Notices .................................................................................... 139

Attachment P - Organizational Chart ........................................................................................................ 148


Plan Modification for Local Workforce Area #25

Southern Illinois Workforce Investment Board (SIWIB)

I. Local Needs Analysis and Assessment

A. Current and Projected Customer Needs

1. Employer Needs

Describe the needs of local employers, in particular the labor force

needs of local employers.

A community audit of LWIA 251, completed by Richard Judy and Jane Lommel of

Workforce Associates, Inc. (an Indiana-based consulting firm specialized in

workforce solutions for local communities) in 2004, indicated that the economy of

Southern Illinois has lagged other parts of the state for many years in terms of

economic development. Much of that lag can be traced to the secular decline of

the goods-producing sectors of the American economy, upon which Southern

Illinois was particularly dependent. About 30 or more years ago, farming, mining,

and manufacturing were the mainstays of this regional economy. All those

industries have taken major hits in recent decades from powerful forces external

to Southern Illinois, including rapid technology changes, globalization,

environmental legislation antithetical to high-sulfur coal, and major industrial

restructuring.

A fortunate conclusion in the community audit is that greater and better economic

development was possible in Southern Illinois when the following components

are integrated into a solution: “it must be locally formulated, entrepreneurial, often

non-conventional, driven by the private sector, in a highly business-friendly

atmosphere, and created by enlightened and sustained regional and local public

policy” (Judy & Lommel, 2004, p. 12). This conclusion was also supported by a

2008 Readiness Assessment of Southern Illinois2 conducted by ViTAL Economy,

Inc., a Maryland-based consulting firm specialized in transforming economies

and expanding markets. Based on these two studies, among thirteen key

challenges for the Southern Illinois economy, eight are directly centered on labor

force issues that should be addressed, including:

1 Judy, R., & Lommel, J. (2004). 21st Century workforce: Southern Illinois. Indianapolis, IN: Workforce Associates, Inc.

2 Knott, F., Halle, S., Haguewood, J., Beynon, R., & Gamroth, N. (2008). Southern Illinois: Garden of the Gods --Readiness Assessment.

Unpublished manuscript, ViTAL Economy, Inc., Riderwood, MD.


Combat brain drain and keep educated and skilled young talents from leaving Southern Illinois.

Inadequate K-12 performance. o Attack the student dropout epidemic that robs young people of their

futures and undermines the quality of Southern Illinois workforce. o Improve the learning that takes place in Southern Illinois public

schools, especially reading, mathematics, writing, and computer skills and career guidance on teamwork, customer services, and other people skills.

Kindle Southern Illinois’ entrepreneurial spark. Strongly encourage the production and commercialization of new intellectual property flowing from Southern Illinois University and other local research centers. Foster and nurture start-up businesses.

Lack of skilled workforce for current and future jobs. o Deepen the awareness among the entire population that the skills

and knowledge that were good enough for yesterday will not be adequate for tomorrow. Help everyone to understand that the ability and the willingness to learn what one does not already know are prerequisites for success in 21st century workplace. Address the disease of adult under-education.

o Target the healthcare and educational services industries and their expanding needs of skilled professionals. Identify and attack the root cause of their present and prospective shortages of talent.

Raise the work ethic and work readiness of the entire Southern Illinois workforce, particularly of those just entering it.

Lack of quality and commitment of leadership.

9,535 recent dislocated workers3.

(Judy & Lommel, 2004; Knott, Halle, Haguewood, Beynon, & Gamroth, 2008;

IDES, 2009)

The readiness assessment also showed that SI had a major dilemma. There is a

need to build a better climate of trust so that meaningful collaboration increases

and the risk environment for visionary leaders improves. A pervasive willingness

to accept mediocrity is evidenced by a lack of excellence in many aspects of SI

life. There is an overarching belief that “the cavalry is coming” despite evidence

to the contrary. Policies continue to prioritize & fund initiatives that emphasize

declining sectors of the current economy rather than expanding into 21st century

economic realities.

What are the key existing industries in the local employment base (part

of this description should include a listing of the 10-15 largest

3 Data for April 2009. Source: Illinois Department of Employment Security (IDES), 2009.


industries in the local area)? What are the key occupations within these

industries?

The local five counties are very dependent on public sector employment, transfer

payments, Southern Illinois University Carbondale, healthcare industry, and large

manufacturing companies for employment (Knott, et al., 2008). In addition, the

following industries are traditional business strengths in Southern Illinois:

wholesale & retail, transportation, distribution & logistics, and coal mining.

According to the Illinois Department of Employment Security’s Economic

Information and Analysis report, the chart below shows 12 major industries by

number of employees in WIA #25 in April, 2009.

Figure 1: Employment by Industry

Source: IL Dept. of Employment Security, April 2009, Not Seasonally Adjusted, in

LWA 25

Note: Data for Agriculture, Forestry, Fishing & Hunting was the average for the

first quarter of 2008. Data source: IL Dept. of Employment Security, Quarterly

Census of Employment and Wages.

Government: It is notable that the regional economy is more dependent on the

public sector (See Figure 2) compare to the state and the nation. A 30%

increase in private vs. public sector earnings is required to equal the U.S.

average. Low percent of at-risk sources of personal income creates a risk-averse

Trade, Transportation,

and Utilities; 18,247; 19.7%

Education and Health Services;

12,708; 13.7%

Leisure and Hospitality; 8,698; 9.4%

Manufacturing; 6,861; 7.4%

Professional and Business

Services; 5,041; 5.5%

Financial Activities;

4,318; 4.7%

Other Services; 2,990;

3.2%

Construction; 2,463; 2.7%

Information; 1,568; 1.7%

Natural Resources and Mining; 886; 1%

Agriculture, Forestry,

Fishing, and Hunting; 176;

0.2% Total

Government; 28,516; 30.8%

Employment by Industry (April, 2009)


environment (Knott, et al., 2008). The dependence on government payments

restrains regional economic development and hinders entrepreneurial spirit.

Increasing private sector percentage of personal income generation is critical to

building a climate of innovation.

Figure 2: Comparison of Private Section Vs. Public Sector

Source: Knott, F., Halle, S., Haguewood, J., Beynon, R., & Gamroth, N. (2008).

Southern Illinois: Garden of the Gods --Readiness Assessment. Unpublished

manuscript, ViTAL Economy, Inc., Riderwood, MD.

Agriculture: The region is home to wine producing vineyards, and some of the

best fruit producing counties in the state, in addition to corn and soybean crops.

Southern Illinois soybeans are particularly rich in oil because of the unique soils

in the region. Small entrepreneurial fish and shrimp businesses have been firmly

established in the region.

Education: Southern Illinois University is a multi-campus university comprising two institutions, Southern Illinois University Carbondale (SIUC) with a School of Medicine at Springfield and Southern Illinois University Edwardsville (SIUE), with a School of Dental Medicine at Alton and a Center in East St. Louis. With a total budget of more than $660 million, the University serves nearly 35,000 students and offers two associate’s, 124 bachelor’s, 113 master’s, and 37 doctoral and

0%

10%

20%

30%

40%

50%

60%

70%

Private Sector Payroll & Benefits

Transfer Payments, All Gov't & Education

Earnings

U.S.

IL

SI


professional degree programs4. SIUC is the only large, public, comprehensive research university in the region and is its largest employer.

The Southern Illinois Collegiate Common Market (SICCM) was founded in 1973 for the purpose of sharing human and material resources in higher education amongst regional institutions. Its member institutions include: John A. Logan College, Rend Lake College, Shawnee Community College, Southeastern Illinois College, Kaskaskia College (affiliate), Southern Illinois University campuses at Carbondale and Edwardsville. In its 33 year history, the consortium has administered over $41 million in grants and projects, all of which have been directed toward addressing regional needs and issues.

K-12 schools in the region have recognized that continued improvement must be

made in the delivery of academic, technological and affective skills necessary for

continuing education and training. Southern Illinois is very fortunate to have

active Education-for-Employment coalitions that administer career and technical

education programs in Southern Illinois high schools. They have been actively

involved in implementing Tech Prep programs to help young people connect their

learning with the real world, increase their attachment to school, and transition to

postsecondary education.

Energy: The region has historically been home to major coal mines, and oil and

gas production. It is now developing as the center for a rapidly developing

alternative energy focused on cleaner coal, coal gasification, corn (ethanol), and

soybeans (bio-diesel).

Healthcare: The region is served by three major health systems based in Mt.

Vernon, Carbondale and Marion. There are also a number of the smaller

community and critical access hospitals and clinics serving the less densely

populated regions of Southern Illinois which are either owned by one of these

three systems or have integrated referral relationships with them. SIU provides

professional education through its Schools of Medicine, Nursing, Dentistry,

Pharmacy, and its College of Education and Human Resources and College of

Applied Sciences and Arts. In addition, the area community colleges offer an

array of allied health specialties with strong articulation agreements with SIU to

ensure easy transition from one level of education to the next.

Transportation: The region is in the heartland of the Midwest and is connected

to US transportation networks via I-57, I -24, and I-64, as well as by Canadian

National’s main north-south rail line, and Burlington Northern and Union Pacific

4 Southern Illinois University.


rail lines. The rivers, which define the region are also active with increasing long-

distance barge traffic in addition to the only operating river ferry in Illinois,

transporting citizens quickly to Kentucky. The transportation nodes and the

intersection of state and interstate highways are centers of commerce and

professional services in the area. Within this region are also four

regional/municipal airports, open to commuter and cargo traffic.

The key occupations within these industries were identified based on the

estimates of IDES Projections Unit. The top 30 occupations by number of

employees in LWA 25 in 2006 (estimated) are shown in the following table. The

occupations in government, education, healthcare, transportation and logistics,

and retail sales have the largest numbers of employees.

Table 1. Top 30 Occupations by Number of Employees in LWA 25 (2006,

estimated)

Occupational Title 2006 Estimated

Employment

Office & Administrative Support Occupations 15,418

Education, Training & Library Occupations 10,442

Sales and Related Occupations 10,161

Food Preparing & Serving Occupations 8,935

Management Occupations 8,529

Production Occupations 7,690

Transportation/Material Moving Occupations 7,419

Retail Sales Workers 6,551

Other Management Occupations 6,327

Healthcare Practitioners & Tech Occupations 5,886

Postsecondary Faculty 4,778

Business & Financial Operators Occupations 4,260

Food and Beverage Serving Workers 4,181

Construction and Extraction Occupations 4,109


Material Moving Workers 4,028

Health Diagnosing/Treating Practitioners 3,593

Primary/Sec./Special Ed School Teachers 3,489

Installation, Maintenance & Repair

Occupations 3,461

Building & Grounds Clean/ Maintenance

Occupations 3,394

Retail Salespersons 3,319

Information and Record Clerks 3,222

Construction Trades Workers 3,164

Secretaries & Admin Assistants 3,072

Farmers and Ranchers 3,008

Material Recrd/Sched/Disp/Dist Workers 2,946

Other Office/Admin Support Workers 2,946

Protective Service Occupations 2,868

Cooks and Food Preparation Workers 2,817

Cashiers 2,793

Motor Vehicle Operators 2,751

Source: IL Dept. of Employment Security, Projections Unit, 2009.

What industries are expected to grow during the five years of the local plan (part

of this description should include a listing of the 10-15 largest projected net

growth industries over the next five years)? What are the occupations related to

these growth industries? How will that growth affect employer demands on the

local labor force?

Important opportunities stand before Southern Illinois in the early 21st century.

There are some notable assets in LWA 25 that are driving forces to sustain the

long-term growth of the regional economy. These assets include Southern Illinois

University Carbondale, R&D knowledge base at SIU, John A. Logan College,

Rend Lake College, highway 13 – I-57 growth corridor, unique natural features;


Lake of Egypt, Crab Orchard Lake, Rend Lake, winery growth, and energy

knowledge base (Knott, et al., 2008).

Based on a regional readiness assessment, an Economic Scenario Model

analysis, an employer survey analysis, a transportation distribution and logistics

study, and an analysis of regional demographic profiles, focused key industries in

this region include Transportation, Distribution and Logistics (TDL), New

Energies, and Healthcare Technology Products & Services. Those industries

were repeatedly picked by the local economic and workforce development

leaders in their common interest meetings. The opportunities lie ahead in the

logistic cluster because the intersection of the transportation, warehousing, and

wholesale industries, such as viticulture, wine-making, and aquaculture, carry

great promise along with developing tourism and hospitality venues. The

healthcare and educational services sectors have the opportunities to move

upward to new planes of excellence. New coal technologies and initiatives in

ethanol production suggest increased growth in the energy sector. New mines

have opened in the region and ethanol/bio-diesel facilities are in various stages

of planning. However, possibilities also exist to strengthen the region’s existing

economic based in manufacturing, the retail sectors, and other services. Local

entrepreneurial talents, even when they lie latent and underdeveloped today, can

provide a driving force for Southern Illinois to “grow its own” and lead it to a bright

future. The following chart shows the 21 largest projected net growth (more than

100 openings) industries through the year of 2016.


Figure 3: Industries Projected to Experience the Greatest Growth Through 2016

Source: IDES Economic Information and Analysis Division, 2006-2016

The local five counties show a moderate employment growth pattern of 5.6% of

occupations for the period from 2006 through 2016. The 5.6% job growth rate

converts to 5,884 new jobs in the workforce investment area (IL Dept. of

Employment Security, Projections Unit, 2009). The most recent projections show

that through the year 2016, the services industry is expected to be the highest

major growth industry with 8.95% growth and will be responsible for adding

approximately 7,210 jobs bringing the total projected employment within this

industry to 80,563. A further breakdown within this category reveals that

occupations within Educational Services will add 1,616 jobs and Health Services

will add 1,546 jobs. The third highest major growth industry is expected to be in

1,220

795

716

657

474

443

397

365

354

316

313

254

250

170

138

129

123

110

107

102

100

0 100 200 300 400 500 600 700 800 900 1,000 1,100 1,200 1,300

Food Services and Drinking …

Colleges, Universities & …

Employment Services

Elementary and …

Individual and Family …

Nursing and Residential …

Offices of Physicians

Warehousing and Storage

Other Services

Self Employed and Unpaid …

Hospitals

Construction

Religious, Civic & …

Local Government, exc. Educ. …

Community & Junior …

Offices of Other Health …

Arts, Entertainment and …

Credit Intermediation & …

Repair and Maintenance

Motor Vehicle and Parts …

Truck Transportation

Industries Projected to Experience the Greatest Growth Through 2016 Industries Projected to Experience the Greatest Growth Through 2016

Job Opennings Through 2016

Industries Projected to Experience the Greatest Growth Through 2016


Leisure and Hospitality with a 15.6% growth adding 1,413 jobs. Employers are

expected to fill job vacancies in those occupations with the largest number of

projected openings through 2016. However, projections also foresee a continued

contraction of employment in agriculture, natural resources and mining,

manufacturing, and government. The following chart shows the top 30

occupations projected to have the largest number of employment openings

(estimated) from 2006 through the year 2016.

Table 2. Top 30 Occupations with the Largest Number of Employment Openings

through 2016

Occupational Title

Total 2006-

2016

Employment

Change

Annual

Avg.

Percent

Change

Total

Percent

Change

Education, Training & Library

Occupations 1,397 1.3 13.4

Food Prep & Serving Occupations 1,347 1.4 15.1

Healthcare Practitioners & Tech

Occupations 792 1.3 13.5

Postsecondary Faculty 748 1.5 15.7

Food and Beverage Serving

Workers 697 1.6 16.7

Health Diagnosing/Treating

Practitioners 545 1.4 15.2

Primary/Sec./Special Ed Sch

Teachers 478 1.3 13.7

Healthcare Support Occupations 461 1.6 17.2

Cooks and Food Preparation

Workers 397 1.3 14.1

Registered Nurses 368 1.7 18.1

Sales and Related Occupations 359 0.3 3.5

Comb Food Prep/Srv Wkrs, Fast 353 2 22


Food

Transportation/Material Moving


Community & Social Services


Retail Salespersons 283 0.8 8.5

Nursing, Psych & Home Health

Aides 274 1.5 16.2

Business & Financial Opers.


Counselors/Soc Wrkrs/Comm Srv

Specs 243 1.4 15

Health Technologists &

Technicians 241 1.1 11.3

Retail Sales Workers 239 0.4 3.6

Motor Vehicle Operators 235 0.8 8.5

Construction and Extraction


Personal Care & Service


Building & Grounds Clean/Maint


Waiters and Waitresses 217 1.3 13.7

Construction Trades Workers 208 0.6 6.6

Customer Service Representatives 193 1.6 17.2

Business Operations Specialists 179 0.7 6.7

Other Food Prep/Serving Workers 171 1.3 13.6

Elem. School Teachers, exc 164 1.6 17.2


Special Ed

Source: IL Dept. of Employment Security, Projections Unit, 2009.

The quantity and quality of SI’s workforce are the most important and immediate

factors impacting economic growth, particularly given the shift from agriculture

and manufacturing to knowledge based economy (Knott, et al., 2008). The

economic needs of the local workforce area include finding ways to supply

employers with qualified job seekers. However, Southern Illinois has an over-

supply of low-skilled labor and an under-supply of highly skilled workforce (Knott,

et al., 2008). Business representatives and employers report not being able to

find a qualified workforce and express frustration at having to deal with too many

government funded employment and training programs. Furthermore, employers

value job seekers having basic skills such as reading, writing, math, problem

solving and those who have life skills such as the ability to work as a team,

punctuality and good grooming. Thirty seven percent of job gains among

tomorrow’s occupations require some sort of postsecondary education. The

percentage of tomorrow’s occupations requiring at least a bachelor’s degree in

Southern Illinois is 32% which is higher than that of the U.S. as a whole, 28%.

This indicates that the quality of the SI workforce in the future needed to fill

forecast jobs is higher than the U.S. average. In addition, the share of

occupations that only require OJT in Southern Illinois is 74%, which is much

smaller than that of the nation, 94%. This suggests that the need for training and

retraining of well-educated incumbent workers is much more significant in

Southern Illinois than nationally. In addition, education is a strong prerequisite for

upward mobility, higher earnings, and income security. Individuals in Illinois with

less than a high school education are twelve times more likely to be unemployed

than those with a B.A.5

How does the local program intend to measure and assess these employer

needs on an ongoing basis throughout the five-years of the plan?

1. Job Seeker Needs

Describe the needs of local adult job seekers, which may include those

who are underemployed, those who are unemployed or those who are

considered dislocated workers. How will the makeup of key industries and

industry growth affect the employment opportunities available to job

seekers? How will these key and growth industries affect the skills required

5 State of Working Illinois, 2008.


of job seekers? How well do the existing skills of adult job seekers match

the current and projected demands of the local economy?

According to the PY03 & PY04 Target Population Summary reports regarding

participants served under the WIA Title IB programs, 8% of adults served were

high school dropouts, 40% of adults served attended some college and only 5%

of adults served graduated college. Of the dislocated workers served during this

time period, only 2.5% were high school dropouts, 29% attended some college

and 2.5% were college graduates.

In PY03 and PY04 approximately 77% of participants served were low-income

adults. Of those low-income adults, 82% were enrolled in training programs.

Approximately 34% of low-income adults also had additional barriers to

employment. Approximately 15% of adults served had below a 9th grade

reading level and 26% had below a 9th grade math level.

Of those dislocated workers served, 8% had below a 9th grade reading level and

25% had below a 9th grade math level. Approximately 27% of dislocated workers

were in need of Training programs to increase their skill level to become

employable.

Occupations projected to have the largest number of job openings such as those

in healthcare and education will require a college degree. The local board will

provide training opportunities for job seekers in these high growth occupations.

Job seekers in WIA #25 will need to be linked with training focusing on basic job

skills and/or educational opportunities that will help them develop the knowledge

skills and abilities needed to obtain employment in a high growth occupation.

The Board will continue to provide training opportunities to meet the needs of

these high growth occupations through Individual Training Accounts (ITAs), On-

The-Job training programs and other approved methods of training delivery as

identified in attachment F.

The majority of new jobs in the coming years will be entry-level positions within

the Service and Retail industries. Through 2010, Retail Trade is projected to add

1,736 jobs in WIA 25 and the Service Industry will add 5,304 jobs. Within these

industries, healthcare occupations will make up 15% of the growth in the service

industry and eating & drinking places will add approximately 16% of the net jobs

in Retail Trade.

A greater emphasis on what some refer to as “soft skills” or “foundation skills” is

needed. An increasing number of jobs, especially within major growth sectors,

require job seekers to possess the ability to work as part of a team, and possess

problem solving skills, basic communications skills including active listening,


observation skills and a familiarity and comfort with technology tools. The Board

will develop services to address the need of foundation skills for job seeking

customers.

2. Other Customer Needs

a. Worker Needs Describe the needs of local workers (i.e., who are currently employed). In

what ways are the skill demands of local businesses changing? How will they be expected to continue changing over the five years of the plan? How well positioned are current workers and businesses to react to these changing skill demands?

One purpose of the Workforce Investment Act is to increase retention and

earnings of participants. Therefore, the local plan for WIA #25 must encompass

a job retention program that will meet the needs of employers and all job

seekers.

Approximately 30% of adults who were served during the PY03 and PY04 years were employed but not earning a self-sufficient wage. Of this population, 33% required training to obtain full-time self-sufficient employment. The Board will seek opportunities for employed workers who are currently not earning a self-sufficient wage that will allow them to enter intensive and training programs resulting in self-sufficient employment. With a rapidly changing technology, today’s workers require life-long training opportunities. When possible, the Board will pursue Incumbent Worker training funds that will allow training opportunities to businesses in need of skills upgrading training for their existing employees.

Incumbent Worker Training With a rapidly changing technology, today’s workers require life-long training opportunities. When possible, the Board will pursue Incumbent Worker training funds that will allow training opportunities to businesses in need of upgrading skills for their existing employees. Incumbent Worker Training In order to provide for a full continuum of training services, WIA #25 will offer the Incumbent Worker Training program for businesses in the five counties of Franklin, Jackson, Jefferson, Perry and Williamson that make up Local Workforce Area (LWA) #25. Policies and procedures are established in accordance with State and Federal WIA Policies. Incumbent worker training projects can be utilized by a specific employer or a group of related employers and are identified in the local IWT policy in attachment F4.


All required WIA services will continue to be provided according to the plan and performance and expenditure benchmarks will continue to be met for adults and dislocated workers.

b. Youth Needs Describe the needs of local youth, including low-income youth. In particular,

examine the needs of low-income youth in terms of the changing educational and skill requirements of the local economy. How well are low-income (i.e., WIA-eligible) youth currently being prepared for the projected job openings and skill demands identified for adult job seekers? How well are youth with the following characteristics being prepared for the projected job openings and skill demands identified for adult job seekers?

Deficient in basic literacy skills;

School dropout;

Homeless, runaway, or foster child;

Pregnant or parenting;

Offender

Like youth everywhere, the youth in LWA #25 will be struggling to find and

maintain employment that will make them at least self-sufficient. The U.S.

Census Bureau’s report states that in 1999 16.3% of the people in the area

were below poverty level compared to 10.7% in the State. 21st Century

Workforce: southern Illinois and found that “tomorrow’s occupations, both

nationally and regionally will require much more education and training than

yesterday’s”. The percentage of tomorrow’s occupations typically requiring at

least a bachelor’s degree in southern Illinois is higher than in the United

States (32% vs. 28%)’ and “for most workers in Southern Illinois, their primary

and secondary education is the most important type of formal workplace

development preparation they will ever undergo.” LWA 25 youth need help

gaining the education and skills and knowledge necessary to become self-

sufficient.

Service providers are striving to help youth improve their basic skills,

complete secondary education, develop career plans and goals, and acquire

the workplace and life readiness skills that will assist them in becoming

successful workers and members of society. LWA#25 will seek youth

providers that will develop strategies to prepare youth for the projected job

openings and skill demands.

Key youth customers are “eligible youth” as defined in WIA section 664.200,

as individuals 14 to 21 years of age with low income as defined in WIA

Section 101(25) and is in one or more of the following categories:


deficient in basic literacy skills;

school dropout;

homeless;

runaway;

foster child;

pregnant or parenting;

offender; or

an individual who needs additional assistance to complete an educational program or to secure and hold employment.

Priority for use of the WIA youth funds will be given to WIA “eligible youth”

most in need of services. Although the SIWIB’s first priority will be to ensure

many of the eligible youth in the region as possible are served, we recognize

we will not be able to serve all youth with the Workforce Investment Act funds.

The responsibility of the Youth Council will be to set priorities and develop

guidelines for the youth system recommendation to the SIWIB.

Currently, the SIWIB oversees existing programs and coordination with area

high schools, alternative schools, Regional Superintendent of Schools and

Community Colleges that encourage and guide students to complete their

high school diploma or GED, explore and identify career interests, investigate

career areas and develop effective job seeking and job keeping skills.

We realize we will not have sufficient resources under WIA to implement

programs to competently serve all the youth identified as “eligible” in LWA

#25. We will collaborate with One-Stop partners, agencies, and organizations,

as well as attempt to secure other grants and resources through our Youth

Council to provide an extensive range of programs and supportive services to

youth. Applicants who do not meet eligibility requirements and cannot be

served due to resource availability will be referred to other youth programs in

our workforce investment area for services.

B. Identification of Key Customer Segments

1. Employer Segments

Given the analysis of local employer needs, are there segments of the local

employer community which can be identified as key customers for the workforce investment system? These employers may be key customers because of their size (small or large), their projected growth (high growth or


low growth), their projected skill gaps (projected difficulties in finding adequate numbers of skilled workers), etc.

The Board conducted a community audit of the local workforce area. Focus

groups were conducted and assessed the needs of key service industries

such as Healthcare, Education, Transportation, and Retail Trade.

Future job openings will require short-term on-the-job training as well as

occupational and vocational classroom training. In addition, the service

industry is projected to have the highest growth rate in our area. Therefore

the Board will seek intensive and training opportunities to address soft skills

or foundation skills shortages as well as providing training opportunities

through ITAs and on-the job training for high growth occupations that require

post secondary education.

Employers are customers of the system who require skilled workers. The

availability of an educated, skilled work force is and will be a critical factor in

the continued growth of our area. With today’s challenging competition from

other states and countries, the success of our area will depend on meeting

the workforce requirements of the employers and workers. In the current

economy, nearly all employers are finding it difficult to recruit and retain

qualified personnel. As a result of this, we do not intend to target segments of

this customer group to the exclusion of others. Industries, as well as specific

employers within selected industries, experiencing severe labor shortages

have been identified. The targeted employer segment will include growth

employers (both current employers and potential employers), large and small

businesses, employers that use the Workforce Investment system currently

and employers that do not. Key employer customers shall also include

relocating businesses, expanding businesses and start-up businesses.

2. Population Segments

Given the analysis of local worker needs (both job seekers and current workers), and given the emphasis on universal services under WIA, are there segments of the local population which can be identified as key customers for the workforce investment system? These individuals may be key customers because of their employment history, their age, their barriers to employment, their special needs, etc.

Both employers and job seekers are customers of the workforce investment

system. Job seekers include individuals who are seeking full-time

employment that will lead to self-sufficiency this includes unemployed job


seekers and underemployed workers. The “employer” customer represents

all employers even those who while not currently hiring may be interested in

information related to unemployment and other concerns for future

consideration and planning.

The population segment can be broken down into two major groups. The first

group includes current workers who are underemployed and currently not

earning a self-sufficient wage. The second group is individuals who are

unemployed with significant barriers to employment. Job seekers with

significant barriers may include, but not be limited to, dislocated workers,

displaced homemakers, economically disadvantaged workers, disabled

workers, ex-offenders, social service recipients, seniors, veterans and

minorities.

Job Seekers:

This customer segment generally needs either assistance in finding a job or

assistance in upgrading existing skills to find or retain a job. Among those

needing this assistance may include the following:

Workers dislocated from occupations for which there is still demand

Recently unemployed adults

High school or college graduates entering the full time workforce for the first time

Among those needing to upgrade their skills to find a job, retain a job or

progress to a higher-paying job are the following:

Workers dislocated from low demand occupations

Displaced homemakers

Underemployed adults

Individuals with Barriers to Employment:

This customer segment may also need assistance in finding or retaining a job,

but will usually require more intensive services in order to allow them to

succeed in the workforce. This customer segment may include the following:

public assistance recipients

economically disadvantaged individuals

welfare-to-work participants

persons with disabilities (learning disabled and physically disabled)

older workers

single parents

individuals with low reading and math levels


Major barriers common to this population are lack of basic skills, lack of any

specific occupational skills, lack of a high school diploma, lack of work history,

or lack of fluency in English. According to PY03 and PY04 data,

approximately 8% of the adult population served were high school dropouts,

16% had less than 9th grade reading level and 26% had less than a 9th grade

math level. Through changes in welfare legislation, the number of welfare

recipients has dropped off significantly. Other major barriers to employment

for this customer segment are the lack of affordable and quality childcare,

transportation, lack of health care and affordable housing. These basic needs

must be addressed in order to insure their employability.

The local Board will develop informational workshops at the Core

unregistered level for those job seekers requiring basic informational job

search assistance.

C. Policy and programmatic implications of the local needs analysis

1. Resource implications

What are the resource implications of the identified customer needs? Will the funds made available through WIA Title I be sufficient to meet these identified needs?

The child care dilemma and its impact on the workforce is a major issue that more

employers must become sensitized to and proactive with. The Board will develop

through committees, ways to actively support efforts to educate employers and

policy makers about the importance of childcare relative to our workforce. Many

employers have recognized the issues surrounding childcare and have initiated

programs and other practices in support of working parents. We hope to increase

employer participation in programs such as these. Finding quality childcare is an

issue regardless of income, which can be the deterring factor as to whether the

parents are able to work. Public funding for such services is limited. The cost of

childcare poses a tremendous challenge to people struggling to get ahead. The

local Board currently coordinates with Child Care Resource and Referral (CCR&R)

and Project Child to provide child care assistance for those in need.

Transportation has also become a factor in providing opportunities to customer

segments. Affordable housing may be located away from employment opportunities,

making flexible transportation more important. The Board will develop committees to

study alternative transportation programs to employers, encouraging them to

participate in and help finance programs.


The Board will need to determine what criteria will be applied to determine a “priority

of service” to address this issue. Supportive services will be issued in accordance

with locally developed policy and procedures. Several strategies will be used to

provide services to as many people as possible. These issues are being discussed

locally and standards will be developed.

2. Workforce education and training implications

What are the workforce education and training opportunity implications of the identified customer needs? Will workforce education and training opportunities be available in the area to meet the identified needs?

Job seekers need strong basic skills, “soft skills” and technology-related skills

along with continuous upgrading of existing skills. The work skills most desired by

area employers are computer skills, communication and customer relation skills,

good work ethics, and strong basic skills. The training programs most closely

aligned to these skills are computer applications and software, customer service,

oral communication skills, leadership and management skills. Short term training

programs that result in skill certification will need to be increased. Programs and

courses relating to business development and entrepreneurial development should

also be emphasized. Employers will need to be more involved in determining

program needs. Job retention and underemployment issues will need to be

addressed.

II. Local Strategic Vision and Goals

A. Provide (in a few paragraphs) the local vision for the implementation, development, use and improvement of the workforce development system. This section should specifically address the following questions, while relating each goal to the customer needs identified in Section I?

1. Generally, how will the local workforce development system be developed and

utilized in order to meet the customer needs identified in Section I?

It is the vision of the SIWIB to implement an integrated and diverse workforce

development system through comprehensive and inclusive one-stop centers that

provide both job seeker and business customer-driven services, continuous

improvement and accountability for results.


The SIWIB will also provide excellent strategic planning, policy development and

oversight of the workforce investment system by working directly with partners and

customers to deliver efficient workforce investment services.

The SIWIB will provide universal access services for job seekers to develop their

careers, for employers to find skilled workers, and for the community to build its

economic vitality.

The customer needs identified in section I indicate that employment opportunities

will be available primarily in the healthcare, educational services, distribution,

manufacturing, service and retail industries.

2. What are the specific and measurable local goals for improvement of the one-

stop delivery system over the five years covered by the plan? How do these goals relate to the customer needs identified in Section I?

To develop a responsive one-stop comprehensive system that is employer-driven and consistent with future labor market needs and economic development strategies. Create an initial point of contact for employers

To provide business and industry access to an ample labor pool of skilled workers.

To offer job seekers opportunities for education, training referrals and support necessary to meet their job-related goals.

To foster the economic well being and growth of the Workforce Investment Area and Illinois’ Southern Economic Development Region as a whole.

To provide adults and dislocated workers with the services needed to obtain or retain employment that allows for self-sufficiency.

a. What are the local goals for the improvement of interagency collaboration

and coordination over the five years covered by the plan? WIA #25 has always excelled in maintaining working relationships and promoting

coordination among local agencies. We will:

Promote participation in the coordination of supportive services

Track and increase the number of agency referrals, and b. What are the goals for the improvement of the local service provider

system over the five years covered by the plan? The major driving factor to improve the service provider system is to meet the

various needs of our business customers and assist them in the economic development of our area and region. One example is to increase the number of referrals by one-stop partners to ABE, GED and ESL programs.


c. What does the local workforce development system have relating to increased customer choice?

The SIWIB will certify providers to ensure that eligible participants have a wide

range of certified training options to choose from and that performance information on each of the providers is available to help participants make informed decisions when selecting their providers. The provider’s list will be monitored and updated based on performance and local needs.

The SIWIB will expand employer awareness of and involvement with the one-stop

system. MAN-TRA-CON currently maintains staff who provide services to businesses.

Those services include Job posting services and advertising for mass hirings, On-the-

Job Training, Incumbent Worker Training, Recruitment and pre-screening for qualified

applicants, On-site interviewing and conference facilities, Information for business tax

credits and savings, Rapid Response and Labor market information.

These services may also include: No cost job postings to the Illinois workNet

CareerBuilder Key Sector Job Board, business branding pages used to educate the

public on key sectors and related jobs, marketing materials, and training and access to

post business information to the portal.

Referrals will still continue to be made to other partners who provide assistance to businesses. Those partners include representatives from the Illinois Department of Employment Security (IDES), and the local community colleges, Adult Education, the Department of Human Services (DHS), DHS’ Division of Rehabilitation Services (DHS-DRS), and operators of Title V, Older Americans programs. As part of an ongoing process, the SIWIB will strive to work with economic

development groups, employers, workforce partners and task forces to identify training and to provide access to jobs emerging from new and expanding employment opportunities. The SIWIB will strive to develop customized training opportunities. As needs are identified, cross program solutions will be developed which will be responsive to the workforce needs.

d. What are the local goals for developing and maintaining the technological

infrastructure needed to provide informational services? WIA #25 has a resource database in place which may be accessed via the

Internet. This resource database website will be further developed to provide a more comprehensive listing of employment, training and support services available in our area.

We will continue to pursue incentive and technical assistance grants to further

develop our one-stop centers and resource rooms to facilitate the most up to


date technological equipment available for customers to use for their job seeking or employee seeking needs.

e. What goals does the local workforce development system have regarding

the leveraging of funds from sources other than WIA?

Our local workforce area will pursue other related grants to compliment services that are currently provided. In addition, we will continue to coordinate services with surrounding agencies to facilitate more services operated more efficiently.

3. What state or federal policies or regulations have been identified which inhibit

the achievement of these local workforce development system goals?

Federal administrative cost limits may hinder the appropriate amount of strategic

board planning available for the local workforce investment boards as well as limit

the staff support to the board that may be necessary to organize board activities.

State policies such as the requirement for separation of local workforce

investment board staff and the Title I-B workforce investment program may have a

negative impact on the workforce system if the other required partners are not made

accountable for their share of the system costs. This policy decision should be

made at the local level.

III. Local System Infrastructure and Services

A. Description of the local One-Stop System

1. Identification of the fiscal agent What entity will be responsible for the disbursal of grant funds for workforce

investment activities at the direction of the local board, as described in section 117(d)(3)(B)(I)(III) of WIA?

Management Training and Consulting Corp. has been selected by the Chief

Local Elected Officials as the entity responsible for the disbursal of grant funds for workforce investment activities at the direction of the local board, as described in 117(d)(3)(B)(i)(III) of the Workforce Investment Act.

2. Actions taken to establish the one-stop system to date and changes during the plan period.


What actions have been taken to establish the local one-stop system to prior to WIA implementation? Include a description of the existing Illinois Employment and Training Centers (IETCs) in the workforce investment area and any existing satellites.

Since 2001 in order to achieve compliance with the Workforce Investment Act, the mandatory partners in Workforce Investment Area (WIA) 25 signed the first Memorandum of Understanding (MOU). The purpose of the MOU is to provide and improve employment and training services to the citizens of WIA 25. The MOU establishes the guidelines for the One-Stop Operator and One-Stop partners in creating and maintaining cooperative working relationships.

The vision and mission of the Southern Illinois Workforce Investment Board for the One-Stop System in Workforce Investment Area #25 is to establish and maintain a system that provides resources that will help employers locate skilled workers, job seekers achieve employment, and employees advance their careers. We intend to implement a fully integrated and diverse workforce development system through comprehensive and inclusive One-Stop centers and Illinois Worknet Center partners that provide business-driven services, with emphasis on developing and strengthening core services for businesses and job seekers, strive for continuous improvement, and provide accountability for results.

The planning for the One-Stop centers has been developing and maturing over the past years. Many obstacles have been overcome by local partners that have come together out of shared commitment to unify efforts in order to deliver high quality services to employers and job seekers. The number one goal of the One-Stop System is a shared commitment between the SIWIB and the partner agencies to develop a plan outlining the vision needed to help ensure the system becomes the primary resource in the Local Workforce Area to which employers and job seekers turn for workforce development services.

What entity(ies) have been designated as the one-stop operator(s) in accordance with 117(d)(2)(A) and 121(d) of WIA. What was the process by which the local board made this designation?

A consortium of the following partners has been designated as the One-Stop Operator of the One-Stop Comprehensive System in Workforce Investment Area #25.

Management, Training and Consulting Corp. (MAN-TRA-CON)

Illinois Department of Employment Security

Illinois Department of Human Services/Division of Human Capital Development

Illinois Department of Human Services/Division of Rehabilitation Services

John A. Logan College

Rend Lake College


Individuals employed by partner programs will staff the board as an in-kind contribution. Under this arrangement, the partner programs create a partnership that will be responsible to and act at the direction of the SIWIB. Each partner will contribute staff time to accomplish the duties and responsibilities of the board. Specific duties and responsibilities assigned to partner staff are outlined in the MOU.

What changes in the one-stop system are planned during the five-year period

of the plan? What additional IETCs and satellites are planned?

To ensure a comprehensive set of workforce services is available in all areas of the Workforce Investment Area #25, the partners have worked together to develop two Comprehensive Centers. The local system will provide core, intensive, and training services as specified authorized by the Workforce Investment Act and state and local policy. Co-location of partner personnel is also strongly encouraged. In addition, some of the required core services at the Comprehensive Center will be provided by using technology and through contractual agreement will cross-train staff that will allow customers to access each required partner’s core and intensive services. As an IllinoisWorknet partner, Man-Tra-Con Corp. will provide one or more of the programs, services, and activities as well as information on the availability services in the local area. Partners will be primarily responsible for providing those core services, which they are authorized to deliver and for which they are provided funding. It is expected that all Operator(s) and partner staff will be knowledgeable about all services provided in the One Stop Business and Employment Centers an Illinois Worknet Center. The workforce development system connects many agencies and programs, forcing partnerships to provide workforce services more efficiently and effectively. As the new fiscal year begins, the Illinois Worknet Center system will align the Illinois Worknet Center system services to a demand driven system. Once implemented, the system will provide better access for both job seekers and businesses regardless of the partner that serves them.

3. Roles of required and optional partners

Describe the intended roles of the partners in the one-stop system under WIA. Realizing that these partner roles may still be under local negotiation,


provide to the extent possible a broad description of the partner roles, and the local vision for how the partners will work together to provide services to the customers of the one-stop system.

The purpose of the one-stop-system in Workforce Investment Area #25 is to

provide quality customer services based on a "No Wrong Door" service delivery

structure - every entry point leads to services relevant to a customer driven

service strategy. Co-location of service providers and the integration of services

to the fullest extent possible are the priorities of this system.

The primary delivery mechanism for this system is One-Stop Centers that are

accessible, accountable, and customer-focused. One-Stop Centers will feature

programs that are co-located, coordinated, and integrated, and will be the

primary resource in each community to which employers and job seekers turn for

workforce development services. Workforce Investment Area #25 goals and

principles are consistent with the Governor’s vision for the One-Stop Centers.

Partner roles within the one-stop-system are negotiated through the MOU

process. Workforce Investment Area #25’s guiding principles are:

Assure that the One-Stop centers identified by the board are complete and

operational.

Assure that the One-Stop Centers are operating effectively and efficiently.

Develop a strategic plan for workforce development programs and

services that focuses on job seekers, employers and recruitment of other

partners in the system.

Examine the workforce development system from information sharing and

access perspectives.

Simplify the workforce development system by reducing/eliminating

duplication of effort.

Develop and expand partnerships that go beyond those specifically

identified in the Workforce Investment Act.

Provide a One-Stop comprehensive system of service delivery that

minimizes the number of times a client is asked to give the same

information, and does not require that a client navigate between providers

to get the service mix that they want or need.

Offer the broadest level of multi-program cooperation possible, and put

customer choice as the defining driver of every client’s plan.


Offer at any point of service entry into the system, to all applicants

essentially the same orientation, presentation of choices, consideration for

referrals, and (when appropriate) core and intensive services.

Self-service and assisted self-service is a great part of the wealth of

resources that are made available in the resource rooms in a

comprehensive center to any applicant within the system. Resource items

and hardware are valuable tools to the centers in the delivery of all three

levels of service in the implementation of the system.

Strive to accommodate the public during the hours when they need

access, including some evenings and Saturdays, if needed.

Expansion of the local web site to offer a broad array of information about

services to both job seekers and employers. Continue to explore ways to

expand electronic connections with other partners.

Implementation of a common client tracking system to allow for referral

and shared participation in handling client services and in contributing to

overall progress shared accountability and record keeping.

Establish an Employer Resource Center where employers looking to hire,

train, or retrain workers can gain assistance. The employer’s services

system is the focal point of outreach services to employers.

Customer Focused Service - To consider everyone who contacts the

Center a customer and deserving of a quality response and/or service.

Our primary customers are employers and job seekers. Meeting their

needs will continue to be focus of all partners.

Integration of Service Delivery - We will plan, coordinate and provide

services to maximize the utilization of resources. To assure the Center

will be competitive for future initiatives we will continuously enhance our

integrated delivery system.

Seamless Delivery System - To achieve a seamless delivery, we will be

creative, responsive and flexible in providing customer services and in

facilitating connections to needed services.

Market Driven System - We will develop new initiatives and improve our

delivery system based on changes in the market affecting our customers,

to the extent possible within legislative and contract guidelines.

Consensus Management - We will continue to make decisions by

consensus at all levels of the organization to promote trust, ownership,

and teamwork among the partners.


Commitment to Partnership - We believe the strengths of the individual

partners contribute to the greater strength of the partnership. Fostering

the partnership is vital to the dynamic evolution of the System.

Customer Satisfaction and Continuous Quality Improvement - Our Centers

will develop and use methods to measure customer satisfaction and

continuously improve services for customers.

To the extent that each of the following issues have been negotiated,

include a description of:

a. The core service which will be provided by each partner through

the one-stop system. What assumptions have been made

regarding utilization of core services by the customers of the

partner agencies?

b. The provision of access to appropriate services from all partners.

c. The provision of financial contributions for universally-accessible

core services.

d. The local definition of “system costs” and “shared costs”. How

will each partner provide financial contributions for the general

support of the one-stop system?

e. The contribution of each partner to the services provided to key

customer segments identified in Section I.

The local system will provide core, intensive, and training services as specified in the Workforce Investment Act, state and federal policy. Co-location of Partner personnel is also strongly encouraged. In addition, some of the required core services at the Comprehensive Center will be provided by using technology and through contractual agreement will cross-train staff that will allow customers to access each required Partner’s core and intensive services. Also, these sites will at a minimum provide information on the availability of core and intensive services in the local area and information regarding specialized centers that address specific needs. Partners will be primarily responsible for providing those core services, which they are authorized to deliver and for which they are provided funding. The applicable core services for each Partner are identified in (Attachment B-1 and B-2), WIA #25 One Stop System Service Matrix.


It is expected that all Operator(s) and Partner staff will be knowledgeable about all services provided in the Comprehensive Center(s). This will be achieved by cross training of staff. Partners will be responsible for providing technical assistance and training to Center staff as well as to other Partner staff not located in the Comprehensive Center(s) on referral processes and services related specifically to the respective Partner. Partners will retain eligibility determination for their respective services whether co-located or connected through another method. Costs for core, intensive and training services for customers who are determined to be best served by and eligible for a Partner’s services or programs will be borne by the Partner that is authorized to deliver the service and for which they are funded. If eligible, some may receive non-duplicated services from multiple partners. Additionally, pamphlets and other informational materials about Partners’ programs will be available to customers in every Comprehensive Center. Partners will be responsible for providing up to date materials about their programs and services. The workforce development system connects many agencies and programs, forging partnerships to provide workforce services more efficiently and effectively. As the new fiscal year begins, the One-Stop Business and Employment system will align the one-stop system services to a demand driven system. Once implemented the system will provide better access for both job seekers and businesses regardless of the partner that serves them. Staffing costs for the LWIB

Staff to the board may be found in attachment K.

Marketing/Outreach

Two major marketing efforts have focused on the One-Stop Comprehensive Centers

that have been implemented and are currently ongoing, the One-Stop Business and

Employment Center videos and three different radio spot ads.

The videos highlight the services provided to the job seekers and employers and

encourage customers to use the many resources available to them. The videos

have also been used in many different informational presentations. Additional

marketing efforts have been focused on participating in job fairs, chamber expos,

and providing tours of the centers.

Board Meeting Costs

Public agencies and private businesses that are members of the board, have shared

in hosting board and committee meetings to spread out the burden of providing

facilities.


Board Travel Costs

Board travel costs consist of mileage, lodging and conference fees incurred in

attending local board meetings and statewide meetings. At this time the partners

have agreed that Man-Tra-Con (Title I(b)) will be responsible for the travel expenses

incurred by the employer board members Each mandated partner will apply to their

own agencies for their travel costs first, if funds are not available (Man-Tra-Con

(Title I(b) will fund the fees.

The MOU accumulates the cost for each partner and breaks out how each partner

will pay for their program’s share of the costs. Service delivery is the prime factor

driving the operational planning for the One-Stop System each partner has agreed to

pay their fair share of system costs through use of offsetting costs or actual cash

payments into the system.

Management, Training and Consulting Corp (MAN-TRA-CON Corp): Title I of the Workforce Investment Act Adult, Dislocated Worker, Youth Programs Trade Adjustment Act assistance and NAFTA. This partner will be responsible for the payment of monthly Internet service fee, the copier lease, telephone and fax lines and make staff available for universal services in the resource room. This partner is the primary partner responsible for providing universal services in the Marion resource room. Illinois Department of Employment Security: Programs authorized under Wagner-Peyser Act, programs authorized under State unemployment compensation laws, Veterans Workforce Programs, and Veterans Employment. This partner will make staff available for universal services in the resource room. John A. Logan College: Post-secondary vocational education activities authorized under the Carl D. Perkins, Vocational and Applied Technology Education Act activities authorized under Chapter 41 of Title 38, United States Code. The President of this college also represents education. This partner will make staff available for universal services in the resource room and have agreed to purchase paper for the resource room and other supplies.

Adult Education and Literacy, Area Planning Council 530: Adult education and literacy activities authorized under Title II of the Workforce Investment Act. This partner has agreed to provide customers with intensive & training services through co-location and technology. Rend Lake College: Post-secondary vocational education activities authorized under the Carl D. Perkins, Vocational and Applied Technology Education Act activities authorized under Chapter 41 of Title 38, United States Code. This partner will make staff available for universal services in the resource room and have agreed to purchase paper for the resource room and other supplies.


Easter Seals- Senior Community Service Employment Program: Activities authorized under Title V of the Older Americans Act of 1995. This partner will provide co-located staff available for universal services in the resource room. Southern Illinois Collegiate Common Market, Senior Aides Program: Activities authorized under Title V of the Older Americans Act of 1995. This partner has agreed to make staff available for universal services in the Mt. Vernon resource room. Illinois Department of Human Services, Division of Rehabilitation Services: Programs authorized under Title I of the Rehabilitation Act of 1973; programs authorized under section 403(a) (5) of the Social Security Act. This partner will make staff available for universal services in the resource room. Illinois Department of Human Services, Division of Human Capital Development: TANF and Food Stamp employment and training programs. This partner pays the cost of all the common areas in the Mt. Vernon Center. Crosswalk Community Action Agency: Employment and training activities carried out under the Community Services Block Grant Act. This partner will purchase equipment for the Mt. Vernon resource room Job Corps: Programs authorized in title I, subtitle C of WIA. Job Corp. is currently not located in the five county workforce investment area #25.

B. Provider Certification and Customer Choice

1. Provider Certification System

a. Provide a description of the procedures by which service providers which desire to provide training services will submit initial applications to the local board. These procedures should include the following:

Describe the initial application procedures for postsecondary educational institutions and entities carrying out apprenticeship programs (as referenced in section 122(b)(1) of WIA). These procedures should include the local board’s information requirements for these types of providers. These information requirements may or may not include performance and cost information.

Describe the initial application procedures for other eligible providers (as referenced in section 122(b)(2) of WIA). These procedures must conform to the eligibility determination procedures established by the Governor, including all specified performance and cost information.


b. Provide a description of the procedures by which service providers, which desire to provide training services, will submit subsequent applications to the local board. These procedures should include the following:

Describe the subsequent application procedures for all eligible providers (as referenced in section 122(a)(2) of WIA). These procedures must conform to the eligibility determination procedures established by the Governor, including all specified performance and cost information.

Describe any additional, verifiable, program-specific performance information required by the local board (as referenced in section 122(d)(2)(B)). The Southern Illinois Workforce Investment Board will at a minimum follow procedures directed by the State in regards to WIA Training Provider Certification. As per state policy, all providers that are applying to the local board for initial program certification are not subject to performance-based certification criteria. Subsequently, programs must meet at a minimum, State performance standards as detailed in the section on State Minimum Performance Standards for Re-Certification for Subsequent Program Eligibility in order to be re-certified annually. All providers will use the State’s Illinois Workforce Development System when applying for provider certification. The Southern Illinois Workforce Investment Board has authorized the Program Director and the Program Manager of Man-Tra-Con Corp. to approve all training provider programs in accordance with State and local policy. The Policy & Planning Committee of the SIWIB will conduct final approval and recertification of all local training programs. Local program providers are required to apply to Man-Tra-Con Corp. for initial program certification. If the local workforce area rejects the program or fails to act on the provider’s application within 30 days, the provider may apply to another local workforce board for approval. The Southern Illinois Workforce Investment Board ensures that participants are informed about the State Training Provider List and encouraged to use the list. All participants will be informed of their right to choose any program on the list that meets the following local conditions: 1) The training must be in an occupation for which there is demand. 2) The eligible participant must have the qualifications to succeed in the

program. 3) The training program selection must occur after consultation with a Career

Specialist.

See attachments for local Training Provider Certification Policies. 2. Individual Training Accounts


Describe local policies regarding the use of Individual Training Accounts (ITA’s) a. Provide a description of the procedures by which the local board will make the

State list of eligible providers of training services available to customers in the one-stop centers Include a description of how performance and cost information relating to eligible providers (as applicable) will be made available to customers, and how this information will be updated on an ongoing basis.

b. Describe the referral arrangements between the one-stop system and the

eligible providers of training services, which will ensure the ability of customers to receive chosen training services. Include a description of payment arrangements between the local board and eligible providers of training services for ITAs.

c. Describe what, if any, limitations the local board will impose on the use of

ITAs, in accordance with section 663.420 of the interim final regulations. Such limitations may affect the dollar amount and/or duration of ITAs, or may limit their use to training programs which are directly linked to occupations that are in demand in the local area (or another area to which the customer is willing to relocate). Such limitations may not be implemented in a manner which undermines the WIA’s requirement to maximize customer choice in the selection of an eligible training provider.

d. What portion of adult training funds will be budgeted and used for ITAs?

What portion of dislocated worker training funds will be budgeted and used for ITAs?

The Southern Illinois Workforce Investment Board will make the State list of eligible providers of training services available to all customers in the One-Stop centers after the customer receives a consultation with a WIA Title I Career Specialist and has been determined eligible to receive training services. The customer will access the State training provider list through the internet based Illinois Workforce Development System. This system will include all required data needed for customers to make informed choices including cost and performance criteria. The Southern Illinois Workforce Investment Board has authorized Man-Tra-Con Corp. as the entity to administer WIA Title I activities. Man-Tra-Con Corp. will determine eligibility for training services and issue an Individual Training Account (ITA) as appropriate for customers in need of training services. The ITA will be the method for the majority of payments for all training programs. Man-Tra-Con Corp. will issue ITAs to participants in accordance with federal, state and local policy and procedures approved by the Southern Illinois Workforce Investment Board.


The Southern Illinois Workforce Investment Board has authorized that 51% of adults who receive training services will be considered low income as defined State and Federal guidelines. The Southern Illinois Workforce Investment Board will serve the majority (51%) of adult and dislocated worker registrants receiving training services through ITAs. ITA’s will join the state funded grants, PELL grants and other funding sources to maximize available resources to provide financial assistance to those in need of training. Maximum funding allocations for eligible recipients will be established and an agreed upon training plan will be implemented. Dollar limits or time limits of an ITA will not be structured to give priority consideration to one provider program over that of another provider program. Guidelines specifying limitations will not be implemented in a manner which undermines the WIA’s requirement to maximize customer choice. Training services may be provided through a contract for services in lieu of ITAs

in several circumstances. First, training services may be provided through On-

the-Job training or customized training contracts rather than ITAs. Second, if the

local Workforce Investment Board (LWIB) determines that there is an insufficient

number of eligible training providers in the local area (such as a rural area) to

accomplish the purposes of a system of ITAs (i.e., creation of a training market

characterized by true customer choice among vendors), contracts for training

services may be used. Third, if an LWIB determines that there is an effective

training program offered by a community-based organization (CBO) or another

private organization to serve a low-income participant population facing multiple

barriers to employment, contracts for training services may be used. LWA#25

will comply with current state policy regarding contracting for service and with

current state and local procurement procedures.

See Attachments for Methods of Training Delivery.

C. Competitive Procurement Procedures

Describe local policies and procedures of competitive procurement in the following instances:

1. Procurement of providers of on-the-job training or customized training;

WIA #25 will explore any and all employment possibilities with potential employers for the development of On-the-job training or customized training contracts. Training contracts will be advertised through the use of brochures, one-stop partners, chambers of commerce, and other coordinating organizations. The result of these endeavors is the development of an OJT contract which provides that any given employer shall provide training of a nature that shall lead to full-time, permanent employment at the expiration of the signed agreement and shall not violate any rules or regulations.


2. Procurement of providers of youth activities. In accordance with Section 123, describe how the recommendations of the youth council will form the basis for this procurement;

Management, Training and Consulting Corporation, grant recipient and administrative agency, will conduct procurements for the SIWIB. The Youth Council will be responsible for approving programs that are designed to achieve specific outcomes. A list of eligible youth service providers, based on the recommendations of the Youth Council will be provided to the Board who will make the award of grants and contracts. An evaluation system for selecting service providers will be implemented based a minimum of program design, quality of staff and organizational experience, cost and budget factors as well as prior experience in providing similar services which will be reviewed for final determination. Youth service contracts will not be bid out until the process, including public notice and open access to the bidding, the terms and conditions of submitting a proposal, and the scope of services being procured has been publicized to promote the maximum of open and free competition.

3. Procurement of providers of intensive services, in accordance with Section

134(d)(3)(B)(ii);

The SIWIB in conjunction with the Chief Local Elected Officials has determined that each one stop operator will deliver intensive services as appropriate and in accordance with the MOU. If the intensive services are contracted out, it will be procured through competitive means.

4. Procurement of providers of training activities, if the local board determines

that there are an insufficient number of eligible providers in the local area to accomplish the purpose of a system of ITAs. The establishment of local policies and procedures in this regard must include a public comment period for interested providers of at least 30 days. The description of local policies in this regard should include a description of how this determination of insufficiency has or will be made by the local board.

Any necessary procurement will be completed using the attached procurement procedures.

5. Procurement of providers of training service programs of demonstrated

effectiveness to special participant populations which face multiple barriers to employment. The description of local policies in this regard should include a description of the criteria used by the local board to determine “demonstrated effectiveness,” particularly as it applies to the special population(s) to be serviced. This description should also include the recognition of the legislative intent that this type of procurement be limited in use and that it is not intended to override the customer empowerment inherent in the system of ITA usage.

Any necessary procurement will be completed using the attached procurement


procedures.

D. Service to Special Populations

1. Describe the services which will be made available to special populations. These populations should include the key customer segments identified in accordance with Section I.B.2. of these local planning guidelines. They may also include any or all the following populations:

Dislocated workers

Displaced homemakers

Low-income individuals such as migrant and seasonal workers

Public assistance recipients

Women

Minorities

Individuals training for nontraditional employment

Veterans

Individuals with multiple barriers to employment

The local Board will adhere to federal and state policy regarding priority services

to veterans. Veteran status will be determined at entry in accordance with state

and local policy. An eligible veteran shall be given priority over non-veterans for

the receipt of all services provided under WIA programs, not-withstanding any

other provisions of law. Information will be provided on services for veterans in

accordance with state and local policy and procedures. Customers may be

referred to specially trained veteran program staff for more intensive services in

accordance with the Wagner-Peyser Act.

The Board will explore the issues specific to women and minorities and set local

priorities for resources to best serve those most in need. Support service

referrals and affiliations with other agencies will be additional strategies to bring

needed services to these populations. To encourage the training and retraining

of individuals in non-traditional employment, training programs and related

services to support entry into those occupations will be provided as appropriate.

The Board will ensure that all sites are in compliance with accessibility

requirements and that equipment and resources are available to ensure

reasonable access to all services for those with disabilities. A partnership with

the State Office of Rehabilitation Services will ensure a level of staff expertise to

best address those customers’ disabling conditions. ORS and the individual’s


doctor will identify physical limitations and necessary adaptive equipment for

successful job placement.

Rapid Response activities are provided as a part of a comprehensive workforce development system designed to respond quickly to employer, employee and community needs when a mass layoff and/or plant closure appears imminent. The object of the Rapid Response Unit is the transition of dislocated workers from notification of layoff to participation in appropriate core, intensive or training services to facilitate return to employment as soon as possible. Planning a reemployment strategy includes identifying resources that are currently available to provide assistance and scheduling orientations for the workers and having them complete a survey to determine their interest and needs. Once this is done, an analysis will be completed to determine if there are sufficient resources to serve the workers or if additional resources need to be requested. The retraining of older adults to adapt to new and different work situations will

become more of a priority in the next few years. The knowledge, expertise and

work ethic that many older workers bring to the work place can be of great value

to employers. It is essential to the stability of our future workforce to make

productive use of older adults who wish to remain working.

For ex-offenders, the permanent record of felony convictions can be a substantial

barrier to employment. That barrier, coupled with the fact that many ex-offenders

have minimal education and vocational skills, results in a population that can be

classified as “at risk” job applicants. Two programs administered by IDES are

used as valuable tools to help market and promote ex-offender employment – the

Work Opportunity Tax Credit (WOTC) and the Bonding Program.

2. WIA adult funds are generally considered to be limited as that term is used in

Section 134 of the Act. Therefore, WIA title I adult grant funds budgeted for

intensive and training services must be provided on a priority basis to TANF

or other low-income individuals who do not otherwise have access to these

services through other funding sources. Discuss and quantify how the area

will comply with this requirement as part of the submission of the local plan.

Compliance with is requirement may be demonstrated by the local area in

one of two ways; either 51% or more of the participants served are from the

target population, or 51% or more of the adult funds budgeted for intensive

and training services are expended on the target population. The local area

may request a waiver to the targeting requirement to the extent that empirical

evidence is presented that demonstrates that, due to the availability of

sufficient alternative funds or insufficient demand from the priority population,


the needs of the low-income population can be adequately met without

targeting. The waiver may be requested as part of the local plan submission

or at a later date. Indicate if a waiver is being requested. If so, provide the

empirical evidence required to support the waiver request.

The Southern Illinois Workforce Investment Board has determined that WIA Title I

funds are limited and that 51% of the adult participants receiving intensive or training

services with WIA Title I funds will be from the TANF or low income population as

defined by the State and federal policies.

E. Description of Adult Employment and Training Activities

Provide a description of the adult employment and training activities which will be

made available in the local area. This description should indicated how the

proposed activities will help to meet the goals identified in Section II, as well as

how they will help to meet the customer needs identified in Section I. This

description of adult employment and training activities should include

descriptions of the following:

Available self-accessed and informational core services;

Available staff-assisted core services;

Available intensive services;

Available training services;

Planned registrants by level of service (i.e., post-registration core services, intensive services and training services).

All adults will be served through a comprehension one-stop delivery system

offering access to core, intensive and training services. The Southern Illinois

Workforce Investment Board has authorized two Comprehensive One-Stop

Centers to serve the adult and dislocated worker population in Jackson,

Jefferson, Williamson, Franklin and Perry Counties.

Customers can avail themselves of all self-directed job search resources

available at any One Stop Center. In addition, core services will be universally

accessible to adults. Initial services will focus on job leads and resume posting

maximizing electronic technology. For those unable to find a job, assessment

and job search, workshops, counseling and newly developed pre-vocational

training in “soft skills” will be made available.

The Southern Illinois Workforce Investment Board has determined that Core

registered, intensive and training services will be delivered through the One Stop

Comprehensive System by each individual program partner. These services will


be provided to adults who are unemployed or under-employed and are unable to

obtain full-time employment through core services and who have been

determined by a Career Specialist to be in need of more intensive services to

obtain full-time employment that will lead to a self-sufficient wage. These

services will also be provided to persons who are employed but who are

determined to be in need of such intensive services in order to retain

employment that allows for self-sufficiency. Intensive services may include but

not be limited to:

Comprehensive and specialized assessment, diagnostic testing, in-depth interviewing and evaluation to identify barriers to employment

Development of an individual employment plan

Group counseling, individual counseling and career planning

Case management for participants seeking training services

Supportive Services

out-of-area job search assistance

literacy activities related to basic workforce readiness

relocation assistance

internships

work experience

F. Description of Dislocated Worker Employment and Training Activities

Provide a description of the dislocated worker employment and training activities which will be made available in the local area. This description should indicate how the proposed activities will help to meet the goals identified in Section II, as well as how they will help to meet the customer needs identified in Section I. This description of dislocated worker employment and training activities should include descriptions of the following:

Available self-accessed and informational core services;

Available staff-assisted core services;

Available intensive services;

Available training services;

Planned registrants by level of service (i.e., post-registration core services, intensive services and training services).

Dislocated workers will be served through a comprehension one-stop delivery

system offering access to core, intensive and training services. The Southern

Illinois Workforce Investment Board has authorized two Comprehensive One-

Stop Centers to serve the adult and dislocated worker population in Jackson,


Jefferson, Williamson, Franklin and Perry Counties. There is currently no look

back period when establishing Dislocated Worker eligibility.

Customers can avail themselves of all self-directed job search resources

available at any One Stop Center. In addition, core services will be universally

accessible to dislocated workers. Initial services will focus on job leads and

resume posting maximizing electronic technology. For those unable to find a job,

assessment and job search, workshops, counseling and newly developed pre-

vocational training in “soft skills” will be made available.

The Southern Illinois Workforce Investment Board has determined that Core registered, intensive and training services will be delivered through the One Stop Comprehensive System by each individual program partner.

An assessment will be completed for each participant that includes testing for math and reading levels. After reviewing the results of the assessment and a structured interview with the participant to determine the nature and extent of suitable core, intensive or training services for the individual, an Individual Service Strategy (ISS) is developed. Important considerations in developing the ISS may include such factors as: the reading and math levels determined by the assessment, the participant's reason for applying for WIA services, the individual employment goal, the participant's previous work experience and work performance, the participant's attitude, appearance, interactions and other social skills, the participant's occupational skills, any barriers to employment, such as physical limitations, support service needs, age, offender status, substance abuse, etc. the participant's reliability in reporting to scheduled appointments, local labor market information and participant's knowledge of the job market, including knowledge of career information and job search skills, any previous enrollment in any subsidized employment and training programs and the results, the overall summary of the assessment, and the availability of training in nontraditional occupations. Other services which may be suitable include interviewing skills, job seeking skills, resume writing, personal counseling, career counseling, labor market information, case management, job development, job placement and job retention. Intensive services may include but not be limited to:

Comprehensive and specialized assessment, diagnostic testing, in-depth interviewing and evaluation to identify barriers to employment

Development of an individual employment plan

Group counseling, individual counseling and career planning

Case management for participants seeking training services

Supportive Services

out-of-area job search assistance

literacy activities related to basic workforce readiness

relocation assistance


internships

work experience

Participants who are not job ready may be referred for retraining services. When

deciding the appropriateness of retraining services for the participant,

determination of most in need will be based upon the individual's assessment

and Individual Service Strategy (ISS) process which identifies specific needs and

barriers to reemployment. General economic conditions, local demand for

specific occupations along with the amount of resources available when making

determinations of most in need will be taken into consideration. A basic skills

training format will be provided, aimed at more effectively assisting the hard to

serve participant by providing remediation in reading and math in order to acquire

the necessary skills to enable them to engage in successfully furthering their

vocational training or entering unsubsidized employment. Vocational training

opportunities in occupational growth areas will be provided if suitable.

Needs related payments may be available to participants based on funding and

determination of need. All customers must be eligible according to the local

needs related payment policy.

The self-sufficiency policy for local workforce area #25 is attached. Core

registered, intensive and training services will be provided primarily to residents

of the local workforce area #25. Services may be provided to resident outside of

the local workforce area under special circumstances and when services are not

available within the customer’s respective workforce area.

Rapid Response The state Rapid Response Unit (RRU) facilitates early intervention activities for all dislocation events. Initial on site meetings are conducted involving representatives from the state RRU, the affected employer, the affected union, the AFL-CIO Member Assistance Program (MAP), Illinois Department of Employment Security (IDES) and Union if needed. At the initial meetings, the Rapid Response Team (RRU, WIA Title I Grantee, MAP, IDES) attend the initial on site as well as pre-layoff workshops. They provide information about the services of each agency. Program eligibility requirements are discussed as well as the strategy for service delivery and coordination of available programs. Assistance is requested of labor and management in the planning implementation of project activities. The initial on site meeting also results in the facilitation of one or more pre-layoff workshops for the affected workers. The WIA Title I Grantee is responsible for conducting the pre-layoff workshop. A description of the WIA services that are available to the workers is explained in detail. It is emphasized that applying for services as early as possible is crucial.


Detailed instructions are given to the affected workers regarding the method of applying for services and the documentation required to establish their eligibility. A description of the employee survey and the importance of providing accurate information in order to ensure that appropriate services are offered. A financial and stress counselor should present information to the affected workers with a description of the various strategies to cope with any problems they may face in those areas. The rapid response process has resulted in a plan for services that will meet worker needs as expressed in worker surveys. Services will be provided to the workers through an established network of one-stop centers. The full array of IDES and the WIA Title I services can be accessed at the one-stop centers.

G. Description of Youth Activities

1. Provide a description of the key design components of the youth program in the local area. In accordance with Section 129©(1), the design framework of the local youth program must include:

An objective assessment of each youth participant;

Development of an individual service strategy for each youth participant; and

Preparation for postsecondary educational opportunities, linkages between academic and occupational learning, preparation for employment, and effective connections to intermediary organizations that provide strong links to the job market and employers.

All youth participants will receive an objective assessment providing academic levels, skill levels, and service needs of the youth. The objective assessment will also include a review of basic skills, occupational skills, prior work experience(s), employability, interests, aptitudes (including nontraditional jobs), supportive service needs, and developmental needs of each youth. Objective assessments will be considered an on-going activity that continues with a participant’s relationship with the service provider and/or case manager. Individual Service Strategies will identify employment goals, (including nontraditional) appropriate achievement objectives, and appropriate services for the participant taking into account the objective assessment. The specific items to be included in the service strategy must be based on the circumstances, plans, and desired outcomes for the youth.

The intent of the board is to maximize the impact of youth funds, while ensuring a


seamless provision of services to youth. A foundation of basic skills and work readiness skills training will be laid before these post secondary educational opportunities can be pursued. Programs that facilitate high school completion or leads to a GED will be equally important. They will include career assessment and counseling, as well as linkages with other programs. Youth may be served through Regional Superintendent of Schools, alternative schools, and community colleges or, if Request for Proposals do not result in acceptable proposals, MAN-TRA-CON Corp. may administer the services.

2. Provide a description of how the youth program elements required by

Section 664.410 of the interim final regulations will be provided within that framework. Those required elements are:

Tutoring, study skills training, and instruction leading to secondary school completion, including dropout prevention strategies;

Alternative secondary school offerings;

Summer employment opportunities directly linked to academic and occupational learning;

Paid and unpaid work experiences, including internships and job shadowing; Occupational skill training;

Leadership development opportunities, which may include such activities as positive social behavior and soft skills, decision making, team work, and other activities;

Support services;

Adult mentoring for a duration of at least twelve (12) months, that may occur both during and after program participation;

Follow-up services; and

Comprehensive guidance and counseling, including drug and alcohol abuse counseling, as well as referrals to counseling, as appropriate to the needs of the individual youth.

Youth program elements will include: Tutoring, study skills training, and instruction leading to secondary school completion, including dropout prevention strategies: The primary goal for youth is a high school diploma or GED, whether it is attained through tutoring, improved study skills and dropout prevention strategies for youth in secondary school or by reconnecting out of school youth to educational programs with these services that lead to completion of high school diploma or its equivalency. Contractual agreements will be entered with competitively procured agencies to provide support in the form of tutoring services and study skills training leading to completion of secondary school.

Alternative secondary school offerings:


Providing alternative secondary school services will be vital to re-engage youth that have not responded to traditional school settings. WIA 25 will coordinate and collaborate with area Regional Superintendent of Schools Offices, high schools, community colleges, alternative schools and other service providers to provide alternative school services.

Summer employment opportunities directly linked to academic and occupational learning: Summer youth employment opportunities will no longer be provided as short-term stand-alone programs, rather, this component will become part of the year round service strategy that includes direct linkages to academic and occupational learning based on the interest and needs of each youth and related to their career goal... As part of continuity of services, summer youth employment will provide needed “real work”, paid or unpaid experience to youth to ease transition into other types of work experience and training. Regardless of the type of work experience, all will be planned, structured learning experiences, designed to provide youth with needed resources to continue their education and help them acquire the skills and knowledge needed to locate and advance in employment.

All providers will be expected to satisfy each aspect of the Workforce Investment Act’s eligibility and program requirements.

Paid and unpaid work experience, including internships and job shadowing: Participants will have the opportunity to participate in paid or unpaid work experience activities not only to help provide skills and experience, but to help youth understand what is associated with “real work” and what employers require of employees. Work experience may include incorporation of COPS interest inventories, internships, job shadowing, corporate mentoring and other elements to help meet the goals of their employment plans. In most cases, OJT is not an appropriate work experience activity for youth participants under age 18. However, Man-Tra-Con Corp. may use this service strategy for eligible youth 18 and over when it is appropriate based on the needs identified by the objective assessment of an individual youth participant. (WIA sec. 129(c)(2)(D)) (WIA Regs 20 CFR 664.460(d)) Youth participants eligible for OJT will follow OJT guidelines outlined in this plan.

Occupational Skills Training: Primary occupational skills training, for occupations that are shown to be in demand in LWA #25 and lead to a credential, will be available to youth whose Individual Service Strategy indicates that as their career goal.


Leadership development opportunities, which may include such activities as positive social behavior and soft skills, decision making, team work, and other activities:

Leadership development will be offered through a wide array of leadership development opportunities and different avenues. Learning environments, which are not interpreted as “traditional” by the youth may be promoted to encourage leadership development. Activities and projects that help improve communities as well as citizenship and life skills training may also be used to help develop leadership qualities. Leadership development opportunities for youth may include community service and peer-centered activities encouraging responsibility and other positive social behaviors. They may also include, but are not limited to: team-work training, negotiating, problem solving, decision making, self-esteem building, positive attitude development, initiative-development, community and service learning projects, cultural diversity training and life skills training. Individual Training Accounts: Older youth and out-of-school youth may participate in approved Individual Training Account (ITA) programs with entities listed on Illinois’ certified training provider list, and in accordance with DCEO’s Policy.

Supportive Services: Supportive service, necessary to assist youth’s participation and/or goal attainment in WIA, may be available. Youth active in a WIA program may also receive stipends/incentives to “reward” their achievements. The awarding of stipends must be based on an approved achievement driven system. Help with transportation, childcare costs, work uniforms or clothing, books, and tuitions may be included in services to support individuals in their employment plans. In addition, youth have access to services from One-Stop Business and Employment Centers providing services including access to job listings and referrals, local, state and national Labor Market Information and workshops to enhance job skills.

Adult mentoring of at least 12 months, which may occur both during and after program participation: Mentoring opportunities with caring adults will provide help in career exploration and personal development. Mentoring may be with individuals or in group settings and may include but is not limited to:

Job shadowing and guidance provided by an adult to assist the youth in increasing academic performance

Support meetings to increase the motivation of the youth served;

Career exploration assistance and

Social skills improvement.


Generational programs using older individuals may be implemented. Service providers will be required to provide adult mentoring to youth. Follow up services:

All youth participants will receive appropriate follow up services for at least 12 months after program participation. The intensity and duration of follow-up services will be based upon individual need. Follow up services may include continued adult mentoring, contact with employers to address work related problems or assistance in career development and educational opportunities. To increase employment retention and to promote career advancement, a variety of post employment services may be made available. These services may include vocational training to improve or acquire skills for current jobs and future goals, as well as supportive service to remove any serious barriers that may arise during the first year of employment. The One-Stop Comprehensive Center will be available to provide assistance to youth. Comprehensive guidance and counseling, including drug and alcohol abuse counseling, as well as referrals to counseling, as appropriate to the needs of the individual youth:

Service Providers and/or MAN-TRA-CON Corp. will provide ongoing case management for all youth populations. Based on assessment information, youth may be referred to specialized guidance and counseling through agencies such as The H Group, START, Perry County Counseling Center, Inc., Jefferson County Comprehensive Services, Inc. and Southern Illinois Regional Social Services in WIA 25. Personal problems, such as drug or alcohol abuse must be addressed as the first step in providing other comprehensive services. Information from assessments will be shared with other appropriate agencies, such as education, to help unify and streamline the guidance and counseling process.

3. Provide a description of the means by which successful providers of these youth activities will be identified by the local board (or by the youth council if given that responsibility by the local board), in accordance with Section 118(b)(6).

Youth services will be delivered by entities that are competitively awarded a grant or contract by the SIWIB to provide such services. Such entities may or may not be the same as those serving as One-Stop partners. The Youth Council will play a significant role in developing programs and services for youth.

Criteria to identify effective youth providers will include:

ability to deliver assessment services;


ability to provide appropriate services based on age and needs of each youth;

demonstrated ability to develop citizenship and leadership skills; involvement in business/employer community; demonstrated ability to provide adult mentors; prior success in providing employment and training services to youth; demonstrated high support of youth; a connection between work and learning; comprehensive guidance and counseling; demonstrates caring relationships between youth and adults; demonstrated involvement with youth’s family members; ability to build youth responsibility high expectations of staff; ability and willingness to provide follow up services; and ability and willingness to provide special accommodations for special

needs populations. If Requests for Proposals do not result in effective youth providers, MAN-TRA-CON Corp. will administer the required services to youth. Performance information on training providers will be made available and will be consistent with the list below:

program completion rates for all individuals enrolled; percentage of all individuals enrolled who obtain unsubsidized

employment; and placement wages for all enrolled.

4. Provide a description of the mechanisms for coordinating the youth program with:

Foster care programs;

Education;

Public assistance programs; and,

Other youth programs.

WIA 25’s Youth Council will develop and enhance relationships with local agencies and service providers to ensure that necessary services are available to all eligible youth in the area. Youth will be offered a broad range of comprehensive, coordinated services with an emphasis on longer-term service. Links with other entities will be developed to foster the participation of eligible youth. Such links may include connections to:

Local area justice and law enforcement officials; Local public housing authorities; Local education agencies; Foster care programs;


Public assistance programs; Job Corps representatives (if present in the local area); and Representatives of other youth initiatives, including those that serve

homeless youth and other public and private youth initiatives.

5. Provide a description of the planned enrollments by service type (i.e. summer employment and year-round youth programs).

LWA 25 plans on enrolling approximately 200 youth in year round programs and 50 youth in summer employment programs when funds are available. The services provided to youth will depend on each youth’s needs and goals recorded in their Individual Service Strategy.

IV. Performance Management

A. Negotiated Performance Goals

1. Provide the negotiated performance goals for each of the following core

indicators:

See Attachment I for current Performance Goals. An underpinning of the Workforce Investment Act is the desire for increased performance at the state and local levels. Therefore, performance goals are anticipated to be negotiated with the state with an emphasis on continuous improvement. Incentive funds will be awarded to areas that meet these goals. LWA#25 will aggressively measure success and ensure accountability. Information sharing agreements with other service providers, UI Data retrieval as well as supplemental sources will prove to be essential elements for performance outcome and evaluation of program design. Performance will be measured on “core performance indicators” in areas such as placements, wage outcomes and long term retention and success on the job. Local economic factors and characteristics of the population served will be taken into consideration for these measures.

Internal program and fiscal monitoring will provide results where strengths and weaknesses for continued progress or immediate solutions to problems will be addressed. Preparations will be made to increase awareness of performance expectations by educating staff, partners and providers on these projected goals.

Retention based philosophies and practices will be a primary enhancement to the


services we provide.

If preventive maintenance is unsuccessful and performance expectations are not met, LWA #25 will conform to the sanction provisions under the Workforce Investment Act, Section 136(h) and to the related state statutes and regulations established for non-performers by the local board. It is important to note that we believe the current performance measures do not support the present economic environment. The employment retention and average earnings measures were predicated on an economic situation or forecast that no longer exists. Future performance negotiations must address the continuous improvement requirement and therefore allow and recognize for circumstances within the economy that remain out of our purview.

The State of Illinois adopted the WIA Common Measures for adult and dislocated workers in PY 2007 and for Youth in PY 2008. These measures and accompanying goals will be utilized for WIA title IB and the American Recovery and Reinvestment Act (ARRA) of PY 2009. The Secretary of Labor has defined three performance measures for adults and dislocated worker programs, and 3 measures for the youth program, which cover all job seeker registrants and served by Title I-B and the ARRA of PY 2009. The measures are defined as follows: Adult Entered Employment Rate (AEER): Of all adults who were not employed at registration: the number who enter employment in the quarter after exit divided by the number who exit during the quarter.

Adult Employment Retention Rate (AERR): Of all adults who are employed in the first quarter after exit: the number of adults who are employed in the second and third quarter after exit divided by the number of adults who exit during the quarter.

Adult Average Earnings (AAE): Of all adults who are employed in the first, second, and third quarter after exit: the total earnings in the second quarter plus total earnings in the third quarter after the exit quarter divided by the number of adults who exit during the quarter. Dislocated Worker Entered Employment Rate (DEER): Of all dislocated workers: the number of dislocated workers, who enter employment in the quarter after exit divided by the number of dislocated workers who exit during the quarter.

Dislocated Worker Employment Retention Rate (DERR): Of all dislocated workers who are employed in the first quarter after exit: the number of dislocated workers who are employed in the second and third quarter after exit divided by the number of dislocated workers who exit during the quarter.


Dislocated Worker Average Earnings (DAE): Of all dislocated workers who are employed in the first, second, and third quarter after exit: the total earnings in the second quarter plus total earnings in the third quarter after the exit quarter divided by the number of dislocated workers who exit during the quarter.

Attainment of a Degree or Certificate (ADC): Of those youth enrolled in education (at the date of participation or at any point during the program): the number of youth participants who attain a diploma, GED, or certificate by the end of the third quarter after the exit quarter divided by the number of youth participants who exit during the quarter.

Placement in Employment or Education (PEER): Of those youth who are not in post-secondary education or employment (including the military) at the date of participation: the number of youth participants who are in employment (including the military) or enrolled in post-secondary education and/or advanced training/occupational skills training in the first quarter after the exit quarter divided by the number of youth participants who exit during the quarter. Literacy and Numeracy Gains (LNG): Of those out-of-school youth who are basic skills deficient: the number of youth participants who increase one or more educational functioning levels divided by the number of participants who have completed a year in the youth program (i.e., one year from the date of the first youth program service plus the number of participants who exit before completing a year in the youth program). The state of Illinois has submitted a waiver requesting a one-year grace period from performance measure outcomes for PY 2009. Should the waiver request be denied, LWIA #25 intends to continue with the current negotiated goals for PY 2009. State Proposed Goals for WIA Measures. Attachment I provides LWIA 25’s proposed performance goals for each of the above performance measures for the current program year. Performance Goals will be negotiated with the state of Illinois as determined by DCEO. Work Readiness Attainment Rate (WRAR): Of those youth participants served with any Recovery Act funds during the period May 1 through September 30 2009: the count of those that receive Summer Employment Opportunities and had a Work Readiness Goal attained. Summer Employment Completion Rate (SECR): Of those Youth participants served with a Recovery Act funds during the period May 1 through September 30, 2009: the count of those that successfully completed their summer employment program.


B. Continuous Improvement Program

1. Provide a description of the local continuous improvement program. This

program description should include the following aspects:

Overall performance outcomes; Eligible service provider performance; and Key local area processes.

One of our “next steps” in the search for continuous improvement should include efforts to ensure that we have the resources to continue the planning process. This plan is a very good beginning; however, we need to create an on-going planning and research process that is seamless. The system must develop a mechanism to continually collect and evaluate feedback from employers and job seekers – as a system, not just by an agency or organization. 2. Needs for state funded assistance

Describe any needs for state funded assistance in order to develop and continuously improve the local one-stop system. The state is interested in assessing local needs for state assistance to develop and maintain the workforce development system. Although any perceived local needs should be identified in this section of the plan, the state is particularly interested in identifying local needs in the following areas:

a. Technology infrastructure

The state should provide technical assistance and additional funding to update the technology used in the One-Stop System on a continual basis. If Illinois is going to market the One-Stop System to employers and job seekers, a high standard of operating technology will be expected and will be necessary to achieve the goals set for the One-Stop System.

b. Technical assistance and training needs

With the initial kickoff of the Workforce Investment Act, Board members of the SIWIB as well as the Youth Council would benefit greatly from consultants, extracurricular seminars and conferences on the Workforce Investment Act. In addition, consultants at the state and local level could be used in setting up continuous improvement systems or evaluating the referral process for customers. There are many projects the SIWIB and staff will be responsible for which assistance would be much appreciated.


c. Organizational development needs of the WIB and the Youth Council

The SIWIB and Youth Council will continue to strive to reach out and coordinate with other agencies while developing the working process within the Board. The use of consultants to facilitate new ideas and programs will always be necessary as the Board continues to grow.

V. Assurances

A. The local board assures that it will coordinate workforce investment

activities carried out in the local area with statewide rapid response activities.

B. The local board assures that no funds received under the Workforce Investment Act will be used to assist, promote or deter union organizing.

C. The local board assures that it will comply with the nondiscrimination provisions of Section 188.

VI. Plan Development Process

A. Describe the process for developing the local workforce investment plan. Include a description of the chief elected official’s and the local board’s involvement in drafting, reviewing and commenting on the Plan. What actions were taken to collaborate in the development of the development of the local plan with other local elected officials, the business community, labor organizations, educators, vocational rehabilitation agencies, and other interested parties, such as service providers, welfare agencies, community-based organizations, transportation providers and advocates?

MAN-TRA-CON Corp. and IDES formed a partnership to identify issues and

solutions concerning its achievement at the local level, to begin building the

consensus needed to reinvent the system’s capacity to deliver a more customer

focused delivery system that worked to increase the satisfaction of the customers

it serves. Building a new partnership and changing the culture of our relationship

was necessary to achieve this goal.

As information about the partner roles as they applied to the Memorandum of

Understanding (MOU) required by the Workforce Investment Act were received

from the federal and state level the Mandatory/Optional Partners meetings were

established. The meetings have been and will continue to play a critical role in

determining the design of local one-stop delivery systems and have resulted in

an open and deliberate planning process. The development of the local one-stop


delivery system and the MOUs specifically, has required collaboration and

coordination among all Mandatory/Optional partners in Workforce Area #25.

Management, Training and Consulting Corp. (MAN-TRA-CON, Corp.) and a committee comprised of educational and service providers in LWA 25 joined in a partnership to develop a computerized service/resource guide. While MAN-TRA-CON Corp. developed and paid for this system to be produced, it has been made available to all customers through a website on the Internet. The guide is user-friendly, customer-directed and easily updated on a continuing basis. Individuals who use the guide are able to access information simply by sitting down at a computer and clicking on the main service menu. The system includes as much information as we can gather for anyone seeking educational services, employment, and other types of assistance. Many MAN-TRA-CON Corp. staff are members and some serve on the board of directors of their community Chamber of Commerce and other business organizations in Workforce Investment Area #25. Presentations on the Workforce Investment Act have been presented to the business community and other organizations. Each presentation offered groups the opportunity to share ideas, information, and provide input towards the planning process.

B. Describe the mechanisms, which were used to make copies of the

proposed plan available to the public for comment prior to submission.

WIA #25 published notification of the plan mod in the local newspaper thirty days prior to the date of submission to the Department of Commerce and Economic Opportunity. This publication covers the five county workforce area.

C. Describe the measures taken to allow formal comment on the local plan

from member of the public, and from representatives of business and labor organizations.

The plan modification for workforce investment area #25 is made available to the SIWIB member and to the public for review and comment. The SIWIB is comprised of a variety of representatives, which includes business and labor. During the 30 day comment period, public board meetings are held and open to the general public to express comment.

D. Include with the submission of the plan any comments that represent a

disagreement with the plan.

There have been no comments received at the time. VII. Budgets and Registrants All budget and planned participant figures are included in the attachments.

Page 54

Attachment A- ARRA

Available upon request

LWIB Approved 06/16/2012 Page 55

Attachment B - One-Stop Partner Core Services

Marion – see MOU

Mt. Vernon – see MOU


Attachment C – Self-Sufficiency Policy


SELF SUFFICIENCY & INCOME WORKSHEET

Not Self-Sufficient for Adults: (One must be checked)

The customer is determined “low income” or

The customer’s projected family income for the next 12 months (based on the

customer’s current family income) is less than 200% of the current LLSIL.

(Complete the Income Worksheet listed below to determine this amount)

Not Self-Sufficient for Dislocated Workers:

Based on an assessment of the customer’s work history and skill levels it has been

determined that the customer will not be able to obtain or retain employment

which pays at or above 100% of the customer’s wage at dislocation with similar

benefits.

Dislocation Wage $____________ X 100% = $_______________ Self Sufficient Wage

INCOME WORKSHEET FOR ADULTS

Income Worksheet – Estimate the customer’s future annual FAMILY income beginning at time of

registration of service level. Exclude Unemployment Benefits, Food Stamps, TANF, SSI or other public

assistance (use Family Income & Exclusions Appendix G from Policy Letter 012, Change 1). If

unemployed at time of registration, project salary at minimum wage for 20 hours per week.

Quarters 1 2 3 4 Total

Wages

Self-Employment

Pension/Annuities

Other

Other

Total Income Est. Annual Income

According to the income guidelines below, what is the self-sufficient income level for the customer:

$____________ Does the customers estimated annual family income exceed this level?

_____YES, the customer is not eligible to receive intensive services STOP

____ NO, the customer should be registered in intensive services.


Income Guidelines

Family Size *Low Income Guidelines 100% of the LLSIL **200% of the LLSIL 200% LLSIL Hourly Wage

1 $ 11,490 $ 13,103 $26,206.00 $12.60

2 $ 15,510 $ 21,478 $42,956.00 $20.65

3 $ 20,635 $ 29,479 $58,958.00 $28.35

4 $ 25,475 $ 36,392 $72,784.00 $34.99

5 $ 30,061 $ 42,944 $85,888.00 $41.29

6 $ 35,163 $ 50,232 $100,464.00 $48.30

*For Low Income Family units with more than 6 members, add $5,102 for each additional member

**For 200% of LLSIL Family units with more than 6 members, add $14,576 for each additional member

Effective

04/03/2013

WIA Policy & Planning Committee Approved 03/21/2013 Page 59

Attachment D – Procurement Policies


Purchasing policies, standards, and procedures. All procurement actions shall be conducted in a manner which complies with the provisions of 29CFR95. Procedures are consistent with 20 CFR part 667.200 of the state Regulations for WIA Title I, for selecting service providers which take into account past performance in job training or related activities, fiscal accountability, and ability to meet performance standards

Section 1: Background and Philosophy

Procurement System General Observations

1. Procedures are in place to ensure that unnecessary or duplicative items or services are not purchased, to ensure that conflict of interest has been avoided, and to ensure that positive efforts have been made to utilize small business and minority-owned business sources for procurement.

2. All non-expendable property with a per unit purchase price of $5,000 or more require written approval from DCEO.

3. All Man-Tra-Con's purchasing policies, standards, and procedures are in compliance with OMB Circular A-110, Attachment 0 and 29CFR95.

4. Sole source awards for On-The-Job training participants may be made, provided that an employer- employee relationship exists and that the employer will provide training to enable the participant to perform as a regular employee of the employer's (or another employer's) establishment. Records of such awards are maintained.

5. All potential providers, who have expressed interest in being considered for awards, will be sent Requests for Proposals for the areas of service for which they wish to be considered when such awards are due to be made.

6. The procurement system for the selection of service providers will take into consideration past performance (e.g., entered employment rates, cost per placement, and ability to meet contract objectives) as well as other criteria as determined locally by the SIWIB.

Introduction

A. Purpose

These procedures have been developed to assist in procuring goods and services under current legislative rules and regulations relating to the Workforce Investment Act of 1998 (WIA). The procedures and directions that shall be outlined in the following pages are intended to provide staff with guidance in determining the appropriate method of procurement to be used as well as procedures to follow in different procurement situations in order to be in compliance with all Federal and State laws, rules and regulations.

B. Statement of Philosophy

All procurement activities shall allow for open and free competition among potential vendors for services. Awards for contracts are made to vendors who can provide services that are the most advantageous to Man-Tra-Con regarding service, price and other specific factors.

Additionally, the activities that occur during procurement procedures shall ensure for the open and competitive procurement of WIA sub recipient agreements as stated in Section 107 of the Act.


Finally, it must be understood that any and all services procured are the best available to meet the employment and training needs of eligible individuals that reside in LWIA 25. Using the above mentioned points as a general guide, the following principles have been developed to further insure that equitable procurement policies shall be followed:

1. All procurement transactions will be conducted in a manner that provides maximum open and free competition. Procurement procedures will not restrict or eliminate competition or result in the restraint of trade.

Examples of what shall be considered to be restrictive of competition include, but are not

limited to:

a) placing unreasonable or different requirements on various firms in order for them to qualify for the same procurement

b) noncompetitive practices between firms c) organizational conflicts of interest d) unnecessary experience and bonding requirements (i.e., request for qualifications or

experience that are not related to the services to be procured) e) failing to allow providers who can provide an "equal" product to effectively compete

with providers who can provide the "brand name" product

2. Solicitations of offers will incorporate a clear and accurate description of the technical requirements for the service to be procured. Such description will not, in competitive procurements, contain features which restrict competition. The description will include a statement of the qualitative nature of the service to be procured and set forth those standards to which the service shall conform in order to meet the program purpose. Solicitations of offers will clearly set forth all requirements which service providers must fulfill and all other factors to be used in evaluating proposals.

3. Awards will be made only to service providers that demonstrate the ability to meet objectives of the proposed procurement. Examples of how the ability to meet the procurement objectives can be demonstrated include, but are not limited to:

a) financial resources, technical qualifications, experience, organization and facilities adequate to carry out the project

b) resources to meet the completion schedule contained in the contract c) a satisfactory performance record for completion of contracts d) cost analysis of proposed budget e) accounting and auditing procedures adequate to control property, funds and assets

4. When possible, attempts will be made to procure with minority firms by placing all qualified

small and minority businesses and women's business enterprises on the potential vendors list. Contractors will also be encouraged to take these affirmative steps.


CODE OF CONDUCT Any officer, employee or agent of Man-Tra-Con who is either: (a) engaged in negotiations with a potential contractor; (b) has arrangements concerning prospective employment with a potential contractor; or, (c) has a financial interest in a potential contractor may not participate in the review, award of administration of a contract for a potential contractor. Such relationships constitute a Conflict of Interest. This prohibition also extends to:

a. an immediate family member of any officer, employer or agent of the grantee/sub grantee; b. a partner or organization who employs any officer, employee or agent of the

grantee/subgrantee.

Additionally: 1. No SIWIB member shall participate in the selection or in the awarding of a contract if a

conflict of interest is involved. This provision does not prohibit a community-based organization, educational agency, employer, or other service provider represented by a SIWIB member from receiving a subgrant for the provision of training and/or services to participants. However, when such a conflict of interest arises, SIWIB members must abstain from voting on the award and disclose all financial/non-financial information of the subgrant.

2. No employee, officer of agent of Man-Tra-Con shall participate in the selection, in the awarding, or administration of a contract if a conflict of interest exists.

3. No contract will be made with a SIWIB member performing administrative services. Administrative services may include, but not be limited to, consulting services, accounting services, etc.

4. No contract will be awarded to any SlWIB member or entity with which he/she is affiliated which results in direct personal gain to that SIWIB member.

5. Man-Tra-Con officers, employees or agents shall neither solicit nor accept gratuities, favors, or anything of monetary value from service providers, potential service providers (i.e., persons who perform services of type contracted for), or parties to grants.

Section II: Methods of Procurement

The appropriate method used to procure goods or services is dependent upon the known or anticipated amount of the procurement. Procurement of services for less than $35,000 is handled differently than procurement of $35,000 or more. This section describes the solicitation procedures to follow for all procurement situations. The staff member soliciting the goods or service shall perform a price or cost analysis for every unit price of $1,000 or more. At a minimum, the independent cost estimate should be made before receiving bids or proposals. The method and degree of analysis needed is independent on the procurement situation. All cost analyses are to be documented and placed in a Procurement File. There are four (4) methods under which goods and services may be procured. These methods are:


1. small procurement procedures 2. sealed bids 3. competitive proposals 4. noncompetitive proposals

a. Small Procurement Procedures:

Small procurement procedures are simple and informal procurement methods to procure goods and services which do not exceed $35,000 in the aggregate with a single vendor during a fiscal year.

b. Sealed Bids

Sealed bids are used when the good or service can be procured on the basis of price. Bids are publicly solicited and a firm-fixed-price contract is awarded to the bidder who can provide the good or service in accordance with the specifications in the invitation for bids at the lowest price.

c. Competitive Proposals

Competitive proposals are solicited through requests for proposals (RFPs) and are used when it is not appropriate to use sealed bids. This occurs when other factors in addition to price influence the award decision. After a technical evaluation of all proposals submitted, a fixed-price or cost-reimbursement contract is awarded to the provider who submits the proposal most advantageous to the LWIA.

d. Noncompetitive Proposals

Noncompetitive proposals are used when procurement is not possible using the other three procurement methods and when one of the following situations exists:

1. the good or service is available from only one source; 2. there is a public exigency or emergency for the good or service; 3. DCEO authorizes noncompetitive proposals; or, 4. competition is inadequate after attempting other procurement methods.

Section III: Using Procurement Methods This section of the manual deals with the selection of one of the four (4) procurement methods. Regulatory requirements, best practices and suggested documentation are also included for each of the methods discussed.

USING SMALL PROCUREMENT PROCEDURES

Regulatory Requirements Price or rate quotations must be obtained from an adequate number of qualified sources.

When to use Small Procurement Procedures Small purchase procedures are to be used when the good or service being procured will not cost more than $35,000 in the aggregate with a single vendor during a fiscal year.

Best Practice Techniques 1. It is relatively easy to conclude that small purchase procedures are appropriate for one-time

purchases under $35,000 and difficult, however, to make this determination when the same


goods or services costing under $35,000 for the initial procurement may need to be purchased again in the future. As a result, the future need for the item being procured must be carefully considered at the time of the initial procurement.

2. It is recommended that a minimum of three bids be obtained for each small procurement purchase.

3. If possible and time allows, bids or quotes should be obtained in writing.

Suggested Documentation Suggested documentation of this form of the procurement process includes:

1. a description of the item(s) being procured; 2. price or rate quotations documented and on file for each vendor from whom a price quote

or bid was sought; 3. the date on which the price or rate quotation was provided by each potential vendor

contacted; 4. the name of the selected vendor or provider; 5. the amount of the procurement; and, 6. the delivery date of the good or service.

USING SEALED BIDS

Regulatory Requirements 1. Publicly advertise an invitation for bids which identifies the good or service being procured. 2. Solicit bids from an adequate number of sources. 3. Document an attempt to identify and obtain three (3) bids. 4. Allow a minimum of ten (10) working days for bids to be submitted before the day

scheduled for opening bids. 5. Publicly open all bids submitted at the time and place identified in the invitation for bids. 6. Award a firm-fixed -price contract to the lowest responsive and responsible bidder. 7. Document why any bids were rejected.

When to use Sealed Bids Sealed bids may be used when the following conditions are met:

1. a complete, adequate and realistic specification or purchase description is available; 2. two or more responsible bidders are willing and able to compete effectively for the

business; and, 3. the procurement lends itself to a firm -fixed -price contract and the selection of the

successful bidder can be made principally on the basis of price.

Best Practice Techniques 1. Procurement by sealed bids is most appropriate when there is relatively no difference

between the good or service offered by one vendor from that offered by another. Procurement by sealed bids is not appropriate when the procurement decision will be based on more than price (i.e., quality of the good or service, the experience of the vendor, etc.).

2. An accurate and detailed technical description of the good or service to be procured should be prepared.


Suggested Documentation Suggested documentation of this procurement process includes:

1. evidence of public advertisements of the invitation for bids; 2. a description of steps taken to attempt to obtain three bids; 3. documentation supporting that bids were publicly opened at the time and place stated in

the invitation for bids; 4. the name of each bidder and the amount of the bid; and, 5. documentation supporting the selection of the winning bid and rejection of any or all other

bids.

USING COMPETITIVE PROPOSALS

Regulatory Requirements 1. Publicly advertise a request for proposal which identifies the good or service being procured

and the proposal evaluation factors. 2. Solicit proposals from an adequate number of qualified sources. 3. Conduct technical evaluations of all proposals received using a standard method. 4. Award a contract to the firm submitting the proposal most advantageous to the program.

When to use Competitive Proposals Procurement by competitive proposals should be used when the conditions for using sealed bids are not met.

Best Practice Techniques

1. It is often most appropriate to use procurement by competitive proposals when the procurement decision will be based on more than price and the cost of the good or service is expected to exceed $35,000. Procurement by competitive proposals is also appropriate when you anticipate that a good or service expected to cost less that $35,000 will need to be procured again from the same vendor during the same fiscal year and the aggregate amount of procurements is expected to exceed $35,000.

2. The solicitation instrument must include:

a) an adequate description of the item to be procured; b) a description of the quality standards for the item which must be met; c) a description of all evaluation factors to be taken into account and the relative

importance of each factor; d) an indication of the date on which the decision will be made; and, e) a complete description of the requirements that vendors must fulfill.

Suggested Documentation Suggested documentation of this method of the procurement process includes:

1. documentation showing that an RFP was publicized; 2. the results of evaluations for all proposals received; and, 3. documentation showing the basis on which the award decision was made.


USING NONCOMPETITIVE PROPOSALS

REGULATORY REQUIREMENTS Perform a cost analysis (i.e., verifying the proposed cost data, evaluating the elements of costs and profit).

When to use Noncompetitive Proposals Procurement by noncompetitive proposals may be used only when procurement is not feasible using any other procurement method. In addition, one of the following situations must exist:

1. the good or service is available only from one source; 2. the public exigency or emergency for the good or service will not permit a delay resulting

from competitive solicitation; 3. competition is determined inadequate after a number of sources have been solicited.

Best Practice Techniques This method of procurement should not be used unless absolutely necessary because it reduces competition among potential vendors to provide goods and services. Under certain procurement situations, however, there is no alternative. Examples of situations in which procurement by noncompetitive proposals may be necessary include:

1. when there is only one source in the area, such as in rural areas, able to provide the needed goods or services.

2. when a sudden massive layoff or plant closing requires that Title III services be immediately provided and there is not sufficient time to competitively solicit providers.

Suggested Documentation Suggested documentation of this method of the procurement process includes:

1. a complete description of why procurement by noncompetitive proposals was used; 2. an indication of who approved the noncompetitive procurement; 3. the name(s) of the provider(s) contacted to provide the goods or services; 4. the date and amount of the procurement; and, 5. Evidence that a cost analysis was conducted and the results of the analysis.


Attachment E – Authorized Support Services


Authorized Support Services EFFECTIVE 08/2009

According to the Workforce Investment Act and Federal Regulations, supportive services may

only be provided to individuals who are: (1) Participating in core, intensive or training services;

and (2) Unable to obtain supportive services through other programs providing such services.

(WIA sec. 134(e)(2)(A) and (B). Supportive services may only be provided when they are

necessary to enable individuals to participate in title I activities. (WIA sec. 101(46)

The term ‘‘supportive services’’ means services such as transportation, child care, dependent

care, housing, and needs-related payments, that are necessary to enable an individual to

participate in activities authorized under title I, consistent with the provisions of title I.

The Local Workforce Area #25 has adopted a supportive service policy that establishes

specific categories of support services that is made available to eligible WIA participants.

These categories identify specific support service that are allowable and establishes certain

limits on the dollar amount provided. This policy is to serve as a guide and exceptions may be

made at the discretion of the Executive Director.

All WIA Title I Adult and Dislocated Workers will be deemed in need of supportive services

when determined eligible for and registered for services.

The following Supportive Services are authorized to be provided at the Registered Core

Service Level, Intensive Service Level and the Training Service Level and should be paid

when other resources are not available for eligible Adults and Dislocated Workers. Exceptions

to this policy may be determined at the discretion of the Executive Director and/or Program

Manager. The Program Manager will provide a copy of any exceptions to the Executive

Director.

Transportation (code 92)

Transportation services may be provided to a customer to permit his/her participation in a WIA-

funded Registered Service at the Core, Intensive or Training levels. These WIA services

include, but are not limited to, Workshops, Job Interviews, Pre-Vocational Short-Term Training,

Occupational Classroom Training, Vocational Retraining, Job Search, child care and mileage

to and from employment for 30 working days and other services deemed appropriate when

gained through WIA participation. Payment of all mileage and gas vouchers must be in

accordance with the mileage payment chart. NOTE: Mileage to training is per day only,

regardless of the number of trips per day excluding clinicals. NOTE: OUT-OF-AREA JOB

SEARCH IS AN INTENSIVE LEVEL SERVICE.


1. Payment of Mileage while participating in a WIA funded registered Service/activity such as listed above: Mileage reimbursement will be paid for activities such as those listed above within the local workforce area based on the mileage reimbursement chart. This amount will be determined based on the daily round trip miles.

Mileage reimbursement can be paid for activities such as those listed above outside of the local workforce area based on the daily round trip miles multiplied by the current GSA rate (www.gsa.gov). If employed (including OJT), mileage reimbursement will be paid a maximum of the first 30 working days of employment. Documentation: Appropriate completed Employment Attendance Sheet or Appropriate completed Job Search Reimbursement Form and IWDS enrollment of appropriate service level and activity (transportation) Mileage reimbursements are based on funding availability and may be extended at the discretion of the Executive Director.

2. Payment of Rental Vehicles or Taxi services to provide transportation to and from a WIA funded registered Service/Activity as listed above.

Documentation:

Appropriate completed Attendance Sheet (If employed through an OJT, a copy of OJT Reimbursement Form will suffice) Note on form which days rental or taxi was provided.

Must be enrolled in the appropriate service/activity and Transportation Copy of a valid driver’s license to drive a leased vehicle Original receipt or bill signed by the participant

3. Gas Vouchers may be issued to assist with transportation to and from a WIA funded registered Service/Activity as listed above when reimbursement of costs cannot be done. Gas Vouchers must be distributed according to the mileage reimbursement chart and based on the actual round trip miles. If Employed (including OJT), can only receive for a maximum of 30 working days, but may be extended at the discretion of the Executive Director or Program Manager.

Documentation:

Gas Voucher Request Form signed by customer Appropriate completed Attendance Sheet (If employed through an OJT, a copy of

OJT Reimbursement Form will suffice) Must be enrolled in the appropriate service/activity and Transportation

http://www.gsa.gov/


4. Payment of Vehicle Repairs while participating in a WIA funded registered

Service/activity as listed above and employed or in a WIA training program.

(Vehicle repairs for job search participants will only be approved at the discretion

of the Executive Director.) Maximum limit: not to exceed $500.00 in any 12-month

period.

Documentation:

See attached Vehicle Repair Policy

Health Care (93)

Services provided to a customer to permit him or her to participate in a WIA-funded Registered

Core, Intensive or Training program or retain employment that was gained through WIA

participation by insuring that needed health services are made available. Health Care services

may include but are not limited to: a) physical examination required for participation in training

or as a condition of employment; b) provision of eyeglasses; c) essential dental services; d)

special services and materials for handicapped participants which are not available from the

Department of Rehabilitation Services or other publicly funded agency; e) drug and alcohol

abuse counseling; f) other health care that is necessary for program participation such as

Health Insurance for Nursing Program when required for the program and it is determined that

the participant cannot afford to pay the premium (must have three estimates for major medical

only).

Documentation:

Letter/documentation from service provider or employer verifying that this is a requirement not normally provided

Three estimates (major medical only for insurance) Original bill or receipt signed by the participant. Must be enrolled in the appropriate service/activity and Healthcare

Other Support Services (94)

Other supportive services will be paid for customers enrolled in Registered Core, Intensive or Training services for reimbursement or payment of expenses which includes but is not limited to: a) tools, uniforms or equipment needed for training or employment not normally provided; b) other reasonable expenses to permit a customer to participate in the WIA program or keep his or her job such as required tests or licenses, appropriate clothing required for employment or interviews, emergency services such as power bills, drug testing, background checks as appropriate and required for employment or training; c) Required books and supplies for school; d) other must be approved by Request. Charge Authorizations are permitted for tools and clothing purchases at Jenny’s Uniforms, Sears & Wal-Mart in Marion and other vendors as approved by the program manager. Referrals should be made to Salvation Army for assistance when possible. Max Limit: All requests must be reasonable.


Documentation: letter or statement from service provider and/or employer verifying that this is a

requirement not normally provided by the employer or training institution Must be enrolled in the appropriate service/activity and Other Support Services Original bill or receipt signed by the participant

Day Care (91)

Services provided to a customer to permit his/her participation in a WIA funded Registered

Core, Intensive or Training Service or their retention of a job gained through WIA participation

service not to exceed 30 working days except at the discretion of the Program Manager. This

service is to insure that dependent children are properly cared for during the period of time a

customer is in training or at work. All customers must apply to CCR&R first unless deemed un-

eligible. See attached Day Care Policy.

Documentation:

All applicants must apply with CCR&R or other source which may provide Daycare assistance first. This should be documented in the participant’s file.

Statement of Childcare Expenses Form Appropriate completed Attendance Sheet (Workshop, School, Employer, Job

Search Form, copy of OJT Reimbursement Form) Must be enrolled in the appropriate service/activity and Daycare

Needs Related Payments (code 88)

Payments to Dislocated Workers who have been determined eligible to receive Needs Related

Payments according to the Needs Related Policy.

Documentation:

Must be compliant with NRP Policy Appropriate completed School Attendance Sheet Must be enrolled in the appropriate service/activity and Needs Related Payments

Housing Assistance (code 98)

Housing assistance services provided to Adults and/or Dislocated Workers necessary to

enable an individual to participate in activities authorized under title I, consistent with the

provisions of title I. These services include, but are not limited to rent and lodging assistance.

These services must be approved by the immediate supervisor and the Program Manager or

Executive Director.

Documentation:

Memo explaining need for housing assistance Must be enrolled in the appropriate service/activity


Relocation Assistance

Relocation assistance is an allowable Intensive Level supportive service to eligible individuals

who must relocate to obtain full-time employment in order to reach self-sufficiency. If funds are

available, it will be at the discretion of the Executive Director on an individual basis to approve

relocation services. It must be verified that the individual has obtained suitable employment or

a bono fide offer of such employment that will allow for self-sufficiency. Housing, mileage and

per diem assistance will be made available to the individual based on approval from the

Executive Director:

Documentation:

Letter from employer Approval from Executive Director Advance Form if applicable Request for Relocation Assistance Form Copy of Lease or Rental Agreement


Supportive Services Daycare Policy

Daycare reimbursement is made to the customer, not the daycare provider. The customer is responsible for making sure the provider is paid.

Daycare is reimbursed only for those days the customer is in attendance at school. Daycare is reimbursed at the rate the licensed provider charges all customers. No weekly or daily

maximum is set at this time. If funding for support becomes limited – this may change. Daycare reimbursement will be only for children under the age of 13. Daycare is reimbursed to a non-licensed provider at the rate of $2.00 per hour per child. Rule of thumb is that we do not pay a provider living in the same household as the customer.

However, you will have to use your judgment on this. If the daycare provider (other than the spouse) is using this as their means of income versus going out and working outside the home – you may want to pay them.

The customer must apply for CCR&R (Child Care Resource & Referral), Project Child or any other applicable agency, before we will be able to help with daycare. If the customer has documentation of denial from CCR&R or Project Child we can reimburse for the amount charged by the daycare provider for the days the customer attended school. If they are determined eligible for CCR&R or Project Child – we will pay the monthly co-pay amount that is listed on the approval form the customer receives from the agency. Since our payroll schedule is every two weeks, you will need to divide this monthly co-pay by 4 which will give you the weekly co-pay. We will pay this weekly co-pay as long as the customer did not miss the entire week. If they miss a full week of classes you will not pay the daycare costs. Example: Customer monthly co-pay is $288.00. Weekly co-pay would be $72.00. Timesheet submitted for first two weeks of class would be $144.00 that we would reimburse. Second two weeks would be $144.00. If they missed the last week of class for some reason, we would only reimburse $72.00 on the second timesheet.

Initial eligibility to receive daycare from another agency or a denial from another agency needs to be documented with a case note and the documentation kept in the secondary file for reference.

The daycare attendance form to be submitted with each mileage attendance form will include a section for the rate that we will authorize to be paid for that customer. For those receiving CCR&R or Project Child – this amount could include any difference of what the daycare charges actually are and what CCR&R authorizes per day. For instance, if the daycare charges all customers $25.00 per day, but CCR&R will only allow $21.50 per day, we could pay the difference of $3.50 per day plus the monthly co-pay amount.

Daycare reimbursement will begin the first full week of attendance in school and will end with the last full week of attendance.

Customer will be required to apply to CCR&R or Project Child each semester of attendance in school unless determined ineligible. This will be documented in case note by career specialist.

Any changes made to daycare information, such as adding new providers, rate changes, etc. need to be sent to the appropriate college staff that is processing customer mileage/daycare sheets.

Any reasonable cost that is required for daycare for registered customers such as daycare registration fees and daycare application fees may be paid.

Any other issue not addressed in this policy needs to be addressed with your supervisor.

Please note: MTC cannot reimburse for any amount in excess of what the daycare provider would normally charge if

the customer was not receiving CCR&R or other funding.


Job Search Reimbursement Policy WIA Job Search Travel Reimbursement Policies

for

Local and Out of Area Job Search

ONLY OFFERED IF FUNDS ARE AVAILABLE

1. A Job Search Reimbursement Form must be completed for both local job search and out of area job search. Local job search is defined as travel within the five counties located in LWA #25.

2. Local job search will be reimbursed based on the mileage reimbursement chart. This

amount will be determined based on daily round trip miles.

3. Local job search travel should be expected to be randomly verified by the Career Specialist.

4. The “Out of Area Job Search Reimbursement” form must be completed for out of area

interviews and must be submitted along with the Job Search Reimbursement Form. This must be approved by Career Specialist prior to the interview.

5. Out of area job search will be based on the round trip miles multiplied by the current rate established by GSA.gov.

6. All signatures on forms must be in INK and actually signed – not printed.

7. No advances will be approved – only reimbursements after receiving completed and appropriate documentation.

8. Does not apply to travel for any type of self-employment purposes or to look for work as an independent contractor.

9. Total limit of $1,250.00 per customer for job search reimbursement while enrolled in a WIA activity.

10. Map Quest will be used as back up documentation for total miles traveled to each

location.

11. Job Search travel must be reasonable. Career Specialist will be responsible for making sure customer understands the parameters of this reimbursement policy.


Office Use Only

Dept. ID: __________

Client Payroll ID: __________

Petition #: __________

JOB SEARCH REIMBURSEMENT FORM

Name: _______________________________________ SS#:___________________________________

Address: _______________________________________________________________________________

(Street) (City) (State) (Zip)

Please complete the following information completely for each contact that you made. Submit this form

to your career specialist as soon as you have completed 3 contacts.

1) Date: _____________________ Round Trip Miles: ________ Name of Employer/Business: ___________________________________________

Address: ____________________________________________________________

Contact Person: ______________________

Telephone No.: ______________________ Position applied for: ______________________

Reason for Contact: ____ Job Application ____ Interview ____ Testing____ 2nd Interview


Address: ____________________________________________________________

Contact Person: ______________________


Reason for Contact: ____ Job Application ____ Interview ____ Testing____ 2nd Interview


Address: ____________________________________________________________

Contact Person: _____________________


Reason for Contact: ____ Job Application ____ Interview ____ Testing ____ 2nd Interview

I certify that I have completed the above honestly and correctly to the best of my knowledge. I

understand that these job contacts must be reasonable to my employment goal. I also understand that

the above listed contacts may be verified.

_________________________________ _________________________

Customer Signature Date

For Office Use Only

Authorization for Reimbursement: 1A ____ 1D ____ 1N _____ Other _____

Total Amt. of Miles__________X $.55 per mile=_____________

____________________________________ Total Amt. Authorized: $_______________

Career Specialist Signature Date


Documentation for Out of Area Job Search Reimbursement

Management, Training & Consulting Corp.

3000 W. DeYoung Street, Suite 800-B Marion, IL 62959

Customer Name: _________________________________

Date: _________________________________

Employer: _________________________________

Address: _________________________________

_________________________________

_________________________________

The above referenced customer has applied for reimbursement of mileage costs associated

with the interview at your company. To justify this reimbursement, please sign verifying that

you have a vacancy for which this customer applied and an interview was conducted. Thank

you.

Signature: _________________________________

Date: _________________________________

Please contact the Career Specialist listed on the attached business card if you have any

questions.


Local Workforce Area #25

Management, Training & Consulting Corp.

Needs-Related Payment Policy

Basic Eligibility for Receiving Needs-Related Payments Needs Related Payments (NRPs) may be provided to eligible Adult or Dislocated Workers to allow such workers to participate in training when other funds are not available or have been exhausted. An NRP budget will be set during the program year. Once obligated, it will be at the CEO’s discretion if additional funding will be available for future NRPs. Individuals that have been accepted into a training program must meet the following eligibility guidelines. Adults: to be eligible for NRPs, an Adult must:

a. Be Unemployed; b. Not qualify for, or have ceased qualifying for; Unemployment Insurance Compensation (UI);

and c. Be enrolled in a full time (12 hours for all semesters except summer semester at 6 hours)

program of training services under WIA, section 134(d)(4). d. Current family income, includes all sources (UI, TRA, SSI, SSDI, etc), does not exceed

100% of the LLSIL e. Complete a Financial Needs Assessment to determine need for NRP (only expenses that

are essential and necessary to complete the training program will be considered. All expenses & income must be documented)

f. Student must maintain satisfactory progress of a C average or above.

Dislocated Workers: to be eligible for NRPs, a Dislocated Worker must: a. Be unemployed and

1) Have ceased to qualify for Unemployment Insurance (UI) compensation or Trade Readjustment Allowance (TRA) under the Trade Adjustment Act (TAA) or North American Free Trade Agreement-Transitional Adjustment Assistance (NAFTA-TAA); NOTE: Dislocated workers who received and exhausted TRA benefits are not eligible unless laid off from a new event, and,

2) Be enrolled full time (12 hours for all semesters except summer at 6 hours) in a program of training services under WIA section 134(d)(4) by the end of the 13th week after the most recent layoff that resulted in a determination of the worker’s eligibility as a dislocated worker, or, if later, by the end of the 8th week after the worker is informed that a short-term layoff will exceed 6 months; or

b. Be unemployed and 1) Did not qualify for Unemployment Insurance compensation (UI) or Trade Readjustment

Allowance (TRA) under the Trade Adjustment Act (TAA) or North American Free Trade Agreement-Transitiional Adjustment Assistance (NAFTA-TAA); and,

2) Be enrolled full time (12 hours for all semesters except summer at 6 hours) in a program of training services under WIA section 134(d)(4) by the end of the 13th week after the most recent layoff that resulted in a determination of the worker’s eligibility as a


dislocated worker, or, if later, by the end of the 8th week after the worker is informed that a short-term layoff will exceed 6 months.

c. Customer cannot be receiving UI, State Training Benefits, On-The-Job Training, TRA, or Relocation Allowances.

d. Current family income, includes all sources (UI, TRA, SSI, SSDI, etc), does not exceed 100% of the LLSIL

e. Complete a Financial Needs Assessment to determine NRP need f. Student must maintain satisfactory progress of a C average or above.

Establishing Payment Levels Adults and Dislocated Workers:

1. The Career Specialist is responsible for determining the NRP weekly amount. 2. Customer may qualify or re-qualify for NRPs during the period of the training program. 3. The level of the NRPs for adults and dislocated workers shall not exceed the greater of:

a) The applicable weekly level of UI compensation customer had been receiving as a result of the dislocation (for participants who were eligible for UI as a result of a qualifying dislocation). This amount is set at time of enrollment into training. Once this is set, it does not change: or;

b) If the customer did not qualify or receive UI, the weekly payment may not exceed the poverty level for an equivalent period. Family size will be determined and the amount for this level will be divided by 52 weeks to determine weekly amount. The Poverty Guidelines are listed on the US Dept. of Health & Human Services website.

4. The weekly payment level must be adjusted to reflect changes in total family income as determined by Local board policies. The Local board for LWA#25 has determined that bi-weekly verifications of income and training will be required to maintain eligibility. Career Specialist may re-determine eligibility at any time based on these bi-weekly verifications.

Administration and Oversight

1. A copy of any UI entitlement decision or confirmation of UI benefits being exhausted will be maintained in each customer file.

2. A copy of request for training classes for each period of training (quarter, semester, block, class, etc.) will be maintained in each customer file. A copy of the customers Individual Training Account (ITA) will be used as documentation.

3. Verification of enrollment/registration, participation, grades, and completion of training classes (confirmation from Registrar’s office and course instructor). A copy of each semester class schedule and grades will be maintained in each customer file will be used as documentation. Also bi-weekly verifications of attendance and training progress will be reviewed by the Career Specialist before submission for payment.

4. A copy of this policy will be signed by customer and will be in each individual file attesting to his/her understanding of the NRP requirements and instruction.


5. All eligibility will be documented and maintained in customer file. 6. A comprehensive reporting system of all NRPs will be maintained and quarterly internal

monitoring will be administered. 7. A Needs Related Payments Analysis form and Weekly Verification of Income & Training forms

will be completed and maintained in customer file. Fraud

8. All cases of fraud or suspected fraud will be forwarded to the appropriate legal authorities for prosecution per WIA Policy Letter No. 06-PL-28.

9. In the event of fraudulent activity, all payments to the fraudulent party will cease and all funds paid will be recovered.

10. To prevent fraudulent payment activity the LWA will: a. Perform a cross check with UI to ensure that participants are not receiving UI, TRA, and

State Training Benefits while receiving NRP. A cross check will also be done internally to ensure that participants are not receiving OJT. While receiving NRP.

b. All training participation will be verified before payments are authorized using bi-weekly attendance sheets signed by the Instructor and Career Specialist.

c. Fraud will be immediately reported and investigated. The collection process from appropriate sources will begin immediately as applicable.

11. NRPs have been classified as non-taxable income by the Internal Revenue Service (IRS).

References: WIA Policy Letter No. 07-PL-35


Financial Assessment

1. Add together your total family sources of income

PRESENT FINANCIAL

ASSISTANCE

CURRENT $ PER

MONTH

1. Income from work

2. Income from odd jobs

3. Gifts / Loans from others

4. Welfare assistance

5. Food stamps

6. Other (Social Security,

Child Support, Unemployment,

Etc.)

Total Income: $

2. Make a list of your expenses. Only current actual expenses should be listed below.

Career Specialist Date Customer Signature Date

NO COST SERVICES

1. Medical assistance

(Medical Card)

2. Child care (CCR&R)

(Latch Key)

3. Housing assistance (HUD)

(Section 8)

4. Free lunch program

COST OF LIIVING CURRENT $ PER MONTH

RENT / HOUSE PAYMENT

RENTER’S / HOUSE INSURANCE

ELECTRIC

GAS (NATURAL OR PROPANE)

WATER

SEWAGE / GARBAGE

TELEPHONE (INCLUDE REGULAR & CELL)

CAR PAYMENTS

AUTO INSURANCE

GASOLINE / UPKEEP OF CAR

FOOD

CLOTHING

LAUNDRY MAT

CHILD CARE / CHILD SUPPORT

MEDICAL / DENTAL (PAYMENTS & INSUR.)

CABLE TV / INTERNET

NEWSPAPER

CREDIT CARD PAYMENTS

MISC. (DIAPERS, DETERGENT, CLEANING

SUPPLIES, PERSONAL ITEMS, ETC.)

Total Income:

Less Total Expenses:

Balance:

Expenses must exceed income by

$100/month


NEEDS RELATED PAYMENTS

VERIFICATION OF INCOME & TRAINING

Man-Tra-Con Corp.

Workforce Investment Area #25

3000 West DeYoung Street, Suite #800B, Marion, IL 62959

Customer Name: Social Security #:

Address:

Training Institution:

NRP Amount:

$ per week

Pay Period:

The following questions apply to the pay period listed above. Yes (If yes,list

amount)

No

1. Did you claim any type of Unemployment benefits?

2. Did you receive any payments for full-time or part-time work or work study?

3. Did you receive any Trade Readjustment Allowance?

4. Were you enrolled in any On-The-Job Training?

5. Did you maintain full time hours?

6. Did you maintain satisfactory progress?

All of the above answers and information are true and complete to the best of my knowledge. I have read,

understand and agree to comply with the policies for Needs Related Payments.

_____________________________________________________ _______________________

Customer Signature (In Ink) Date

Total Amount due for Pay Period Listed Above: _______________________

Authorized By:

Career Specialist Signature

Date

For Office Use Only

Dept ID: _______________

Customer Payroll ID: ______________

Title: ______________


NEEDS RELATED PAYMENTS

INITIAL ELIGIBILITY FORM

Man-Tra-Con Corp. Workforce Investment Area #25

3000 West DeYoung Street, Suite #800B, Marion, IL 62959

Customer Name:

Social Security #:

Street Address:

City, State, Zip:

Phone Number(s):

Please note that your eligibility to receive Needs Related Payments will be determined based on your

answers to the questions listed below.

Yes No

1. Are you unemployed or have you received notification of layoff?

2. Do you qualify for Unemployment Insurance (UI) benefits, additional State UI benefits (Training Benefits) or Trade Readjustment Allowance (TRA) benefits?

3. Have you ceased to qualify for Unemployment Insurance (UI) benefits, additional State UI benefits (Training Benefits) or Trade Readjustment Allowance (TRA) benefits?

4. Have you considered all “other resources” available that will help you successfully participate in your full time training program? Examples of other resources include but are not limited to: Pell grants, severance pay, other family income (spouse’s income). Please complete the attached Financial Worksheet.

5. If you are a dislocated worker, were you enrolled in a training program by the end of the 13th week after

the most recent layoff that resulted in a determination of eligibility as a dislocated worker, or, by the end

of the 8th

week after you were informed that a short term layoff would exceed 6 months.

6. Are you enrolled in a WIA approved training program full time (12 credit hours for all semesters except summer at 6 hours)?

7. Does your current family income (including all sources such as UI, TRA, Social Security) fall below 100% of the LLSIL? (See attached chart)

Comments: _______________________________________________________________________

All of the above answers and information are true and complete to the best of my knowledge. I have read, understand and agree to

comply with the policies for Needs Related Payments.

_____________________________________________________ _______________________

Customer Signature (In Ink) Date

To Be Completed by Career Specialist

I have reviewed these policies with the customer, have determined their eligibility to receive Needs Related Payments and have

explained the procedures for receiving Needs Related Payments.

_____________________________________________________ _______________________

Career Specialist Signature Date


MILEAGE CHART Round Trip

0.00 - 10.99 miles $0.00

11.00 - 35.00 miles $10.00

35.01 miles and up $15.00

**Maximum amount paid will be $15.00 per day

**Nursing students (or any student enrolled in a program including clinical days)

will be reimbursed for round trip travel to their clinical on that day. This will be

figured according to the above chart.

**One round trip is allowed per day only for days in attendance.

**Mileage Rates Effective 6/1/2010


VEHICLE REPAIR POLICY

Effective immediately, the following procedure should be implemented when

determining if car repairs can be paid:

1. Customer must be the owner or co-owner of the vehicle.

a) Documentation: Copy of owner registration or title with customer’s name

2. Customer must have proof of Insurance and Valid Driver’s license

a) Copy of insurance card and Driver’s license

3. Customer must be determined “low income” based on their last six months family

income using the same criteria when determining low income eligibility for entry into the

Adult program. This determination should be based from the date of the car repair

request. This is for ALL Customers, even dislocated workers.

a) Criteria listed in eligibility guide for documenting low income status with the

following exceptions: TRA benefits and UI benefits WILL count as income.

4. No routine maintenance repairs are allowed. Only repairs that are necessary for

the vehicle to be used for the customer to get to school or work. This does include tires

if all other requirements are met. THE MAXIMUM LIMIT FOR CAR REPAIRS IS

$500.00.

5. Three estimates must be received. Towing is allowable if necessary.


Attachment F – Methods of Training Delivery


Methods of Training Delivery

Per DCEO WIA Notice 10-NOT-50, Section 1104 of the Act states that unless otherwise specified, the

requirements, conditions, limitations, and authorities in the Department of Labor Appropriations Act, 2010,

continue to be in effect for fiscal year (FY) 2011. For instance, with FY’11 funds a local board may still award

contracts for “class-size training” that is, a local board may still award a contract to an institute of higher

education or other eligible training provider if the local board determines that it would facilitate the training of

multiple individuals in high-demand occupations, if such contact does not limit customer choice.

LWA#25 is considered a rural area and is considered by the SIWIB (LWIB) to have a limited number of eligible

training providers in the area. There are currently two community colleges, one university and no presence of

proprietary educational providers within the five county workforce area. With this limited access to training

programs, the LWIB may invoke on a program by program basis, the right to select training providers and

services under a contract for training service in accordance with DCEO policy. At a minimum, LWA #25 will

follow local procurement policies when selecting eligible providers of training.

LWA#25 plans to utilize various training delivery methods when addressing the needs of customers. These

delivery methods include:

1. Individual Training Accounts 2. Class Size Training Contracts 3. Paid Work Experience programs 4. Incumbent Worker Training 5. On-The-Job Training Contracts

At times, training programs may warrant the need for classroom-based stipends for seat time. At a minimum,

the stipend policy will include the following components:

1. Stipends are allowable expenditures for unpaid work experience when the provision of stipend is included in the individual service strategy.

2. The minimum payment for stipends must be no less than the minimum wages minus FICA (7.65%) for the individual as required by Federal and State minimum wage laws.

3. The maximum payment of stipends may not be more than the wage for the individual’s work experience minus FICA.

o If an individual receiving a stipend does not have a work experience component associated with their classroom-based training, the maximum payment for stipends is the appropriate minimum wage minus FICA allowed.

4. The stipend will be calculated by multiplying class hours times the allowable wages less FICA (for example: 7 hours X (7.75 – (7.75 X .0765)) = $50.13

5. Successful participation in and completion of the classroom based activity must occur for the stipend to be paid.


Attachment F1 – ITA Policy


INDIVIDUAL TRAINING ACCOUNT (ITA) POLICIES

LWA 25

An adult or dislocated worker unable to find or retain employment through Core and Intensive

services, as documented by a WIA Career Specialist, may be eligible for an Individual Training

Account (ITA). The customer determined eligible for this service may select a provider and program

from the State Approved List. The following policies may be utilized to establish local parameters for

this service:

POLICIES:

1) Programs of training services must be directly linked to employment opportunities in the local area based on current & projected labor market information - or in another area in which the customers receiving such services are willing to relocate. The occupation must not show a negative growth rate based on the Occupations in Demand List. The exception to this would be if area classified ads show sufficient employment opportunities to outweigh the negative growth rate on the List. Documentation must be provided.

2) The maximum limit for all approved training programs is 2 years. Any exception will be at the discretion of the Executive Director of Title 1 B programs.

3) Training should be considered full time. Exceptions to this policy may be approved, in writing, on a case-by-case basis.

4) Training should lead to an employment wage sufficient to attain self-sufficiency without the aid of public assistance. All customers must apply for Financial Aid (FAFSA). Depending on the need and availability, WIA funds may be used for expenses not covered by other fund sources when WIA funds are available. A WIA participant may enroll in WIA-funded training while his/her application for a Pell Grant is pending. Reimbursement to the WIA provider is not required from the portion of Pell Grant assistance disbursed to the WIA participant for education-related expenses. (WIA sec.134 (d)(4)(B).)

5) In general, all training programs must be within a reasonable commute of the local area. Out of the area training programs that are not within commuting distance of the local area may be approved on a case-by-case basis.

6) ITAs may be utilized for tuition and fees only. 7) ITAs will not be used for payment of late fees caused by customer error or delay. The

customer will be responsible for these fees, as he/she is responsible for other fines or penalties.

8) Maximum limit of an ITA is $4000.00 for a training program of one year or less, excluding support.

9) Maximum limit of an ITA is $8000.00 for a training program over one year and up to two years, excluding support. If funds are available, training programs that exceed two years may be funded if training is reasonable and necessary and if for a high growth demand occupation as defined by the board.

10) An ITA for tuition & fees can be issued up to $10,000 per year when attending a four year institution/University if training is reasonable and necessary and if for a high growth demand occupation as defined by the board.


11) If the cost of training exceeds the ITA limit, Career Specialist should assist in developing a financial plan to cover total cost of training. Customers shall not be required to apply for or access student loans, or incur personal debt as a condition of participation.

12) The Executive Director of Title 1B funds shall be given the discretion to increase an ITA amount if appropriate documentation is provided.

13) Supportive services will be provided to the customer in the form of transportation reimbursement for each day in attendance during the course of the training. (See attached chart). Dependent care, if determined necessary, may be reimbursed at the normal rate for licensed childcare providers and at the rate of $2.00 per hour per child for non-licensed.

14) books and supplies, tools, uniforms and shoes, certification, licensing, testing fees, drug testing for entrance into training, required physicals, insurance, etc. Any tool or equipment purchased with WIA funds remain the property of WIA until the customer has completed the training and obtained full time employment.

15) If WIA customer fails a scheduled class in the regular program curriculum, Career Specialists will work with customer to determine if customer should be able to successfully complete the class if retaken. If determination is made that the customer should be able to successfully complete this class, the Career Specialist may authorize WIA assistance for the cost of this retake. As always, WIA assistance is contingent upon available funding. Customer must retake the class as soon as possible and cannot have a gap in services that lasts more that 90 calendar days.

Exceptions to the ITA Policy regarding full-time attendance:

The following exceptions may be made without approval of the Executive Director when requesting

less that full-time participation in a training program which utilizes an ITA:

If the training program is less that a one-year program or approval to extend beyond the two year limit has been received

If the participant is working at least 20 hours per week

If the participant cannot take credits equal to full-time status because required courses are not offered

A case note should be written documenting one of the about reasons. The case note must be printed and submitted along with the ITA and a copy of the participants class schedule or curriculum guide showing the courses that are being requested.


Attachment F2 – Class Size Training Policy


Class Size Training Policy

Per DCEO WIA Notice 10-NOT-50, Section 1104 of the Act states that unless otherwise specified, the

requirements, conditions, limitations, and authorities in the Department of Labor Appropriations Act, 2010,

continue to be in effect for fiscal year (FY) 2011. For instance, with FY’11 funds a local board may still award

contracts for “class-size training” that is, a local board may still award a contract to an institute of higher

education or other eligible training provider if the local board determines that it would facilitate the training of

multiple individuals in high-demand occupations, if such contact does not limit customer choice.

LWA#25 is considered a rural area and is considered by the SIWIB (LWIB) to have a limited number of eligible

training providers in the area. There are currently two community colleges, one university and no presence of

proprietary educational providers within the five county workforce area. With this limited access to training

programs, the LWIB may invoke on a program by program basis, the right to select training providers and

services under a contract for training service in accordance with DCEO policy. At a minimum, LWA #25 will

follow local procurement policies when selecting eligible providers of training.

Training services include the full range of occupational skills training, adult education and literacy services, and customized

training as described in WIA section 134 (d)(4)(D). Training Providers will adhere to the WIA Policy on Training Provider

Eligibility and Training Program Certification

1. Prior to entering into a class size training contract an assessment is encouraged to ensure that the proposed training courses and curricula are not duplicating existing programs in place.

2. Only class size training projects tied to a high demand occupation will be allowed.

3. The training project must be with a certified training program on the state's approved training program list.

4. Customers receiving the training must meet individual WIA eligibility requirements for adults or dislocated workers. Customers of class size training projects are formally registered in WIA and thus count for federal performance standards.

7. Contracts for Class Size Training Projects

All contracts for class size training projects will contain, at a minimum, the following:

a. Description of the training program;

b. Description of the curriculum;

c. List of the location(s) where the training program will be provided;

d. Description of the duration of the training program;

e. List of the high demand occupation(s) that this training program is intended to address;

f. Description of the methods of delivery or presentation of the training program;

g. Identification of the number of individuals who will be provided with the training program;

h. Description of any tutoring to be provided including who will provide the tutoring, and how many participants will receive the tutoring;

i. Description of what constitutes successful completion of the training program;

j. Description of the provisions for termination (such as for lack of participant attendance).

All participants of a class size training project will be enrolled into IWDS as either an adult (1A) or dislocated worker (1D)

participant. Enrollment in IWDS would include selection of the following:

1) "vocational training" that is identified as class size training as their activity code; and

2) all other related training enrollment data (such as start date, training provider, training program, etc.).


Allowable Costs

a. Costs that are reasonable and necessary for the conduct of the training are allowable.

b. Listed below are costs that may be reimbursed through the grant. (These costs may also be applied to the forty percent (40%) minimum training expenditure requirements per WIA Policy Letter No. 07-PL-40.)

1) Training development;

2) Instructor wages;

3) Tuition;

4) Training materials and supplies;

5) Fees required to complete training;

6) Travel for trainers and trainees beyond normal commute;

7) Training facility costs (off-site);

8) Training facility costs (on-site);

9) Costs for use of firm's equipment during training;

10) Fees for technical or professional certifications; or

11) Client supportive services;

a) Supportive services may include such items as day care, transportation, tutoring and dedicated staff to administer the supportive services

b) Supportive services in accordance with LWIB approved limits.

c) Supportive services will be considered allowable costs

d) Supportive services must be integral to the ability of the participant to complete the training program.

e) Client supportive services shall be directly linked to the class size training contract.

f) Individuals assigned to provide client supportive services must be solely dedicated to the class size training contract. There will be no ability to split their costs among other services or activities.

WIA Program & Policy Comm Approved 07/26/2012 Page 93

Attachment F3 – Incumbent Worker Training Policy


Policies & Procedures

Incumbent Worker Training (IWT)

PURPOSE

In order to provide for a full continuum of training services to our business customers, Man-Tra-Con will offer

the Incumbent Worker Training program for Illinois businesses in the five counties of Franklin, Jackson,

Jefferson, Perry and Williamson that make up Local Workforce Area (LWA) #25. Policies and procedures are

established in accordance with WIA POLICY LETTER NO. 07-PL-33, Change 4.

Incumbent worker training helps employers upgrade the skills of their workforce in order to become and remain

competitive in both regional and global markets. IWT is therefore “employer driven” and responds to changes

in market conditions as well as the introduction of new technology into the workplace. The purpose of this

program is to assist businesses who have the need to train and re-train existing members of their workforce,

and to enable the companies, as well as the employees, to remain competitive in the local regional economy

and address the needs of the existing workforce, the unemployed, underemployed and new entrants to the

labor force.

Funds have been set aside by the Southern Illinois Workforce Investment Board (SIWIB) for this initiative to be

administered through MAN-TRA-CON, Corp. Incumbent worker training projects can be utilized by a specific

employer or a group of related employers in the following industries:

Mining, Quarrying, and Oil and Gas Extraction Construction Manufacturing Retail Trade Transportation and Warehousing Information Professional, Scientific, and Technical Services Administrative and Support and Waste Management and Remediation Services Health Care and Social Assistance Accommodation and Food Services Arts, Entertainment, and Recreation

PROGRAM DESCRIPTION

Incumbent worker training is defined as training designed to keep businesses and workers competitive by

keeping workers employed, averting layoffs, upgrading workers’ skills, increasing wages earned by employees,

and improving employees’ marketability.

FUNDING CATEGORIES


Program dollars have been diverted from regular WIA Dislocated Worker formula funds in order to operate this

project. To apply for these funds, the incumbent worker training program should result in one or more of the

following:

Enhanced Employability Job Upgrades Increased Wages Increased Job Security

All participants must, upon training completion, be making a minimum of $9.50 per hour and be classified as

fulltime, permanent employees of the company.

SKILL ATTAINMENT

Skill attainment goals must be outlined in detail. The definition of “skill attainment” are skills that directly

benefit the workers receiving the training by making them more qualified in their field of employment, and/or

provide new skills for new product lines or processes.

INCUMBENT WORKER ELIGIBILITY

Only the employees of the specific businesses listed in the project plan who are to receive training related to a

targeted occupation are part of the “eligible group”. Therefore, all workers who receive incumbent worker

training must be an incumbent worker based on this definition:

An individual in an employment relationship with a participating employer or group of participating

employers in a targeted sector that are utilizing IW training to upgrade the skills of their workers.; and

An individual who is receiving upgraded skills training:

To increase his or her skills in an occupation in which the individual is already an incumbent; or

To prepare the worker for entry into a new occupation within the targeted workforce (i.e., the workforce

of the participating employer or group of employers).

LAYOFF AVERSION REQUIREMENT

Companies that apply for Incumbent Worker Training must provide tangible documentation to support the

Layoff Aversion requirement.

A layoff is averted when:

A worker's job is saved with an existing employer that is at risk of downsizing or closing; or

A worker at risk of dislocation transitions to a different job with the same employer or a new job with a

different employer and experiences no or minimal unemployment.

There are various strategies to consider when averting plant closures or business failures to ensure job

retention. The first step in determining the appropriate layoff aversion strategy is to understand the “at-risk”

indicators. In many cases, more than one “at-risk” indicator will apply or overlap between the indicators. Below


are some of the “at-risk” indicators that have been identified to determine if a business is in need of

intervention. It is important to note, that Incumbent Worker Training (IWT) should not be the only option or

strategy to address layoff aversion. Consultation with industry experts, economic development organizations,

labor organizations, workforce professionals, and other community groups should occur to determine other

sources of assistance so that a comprehensive plan for layoff aversion is in place.

Declining sales - A company has undergone or will undergo (must be confirmed) a significant loss in sales

that puts part of their workforce in threat of layoff. Declining sales must be expressed in terms of X dollars or Y

units for Z period of time (months or years) along with information that provides known or suspected reasons

for the decline. When determining if a decline in sales is the cause of a potential layoff, have considerations

been given to the industry as a whole, is the decline a percentage of the market, has product quality,

production delays, or pricing contributed to the decline in sales, etc.

Supply chain issues - A company loses a supplier or consumer that threatens the employment of part of

their workforce, or acquired a new supplier that requires new skills to maintain the workforce. Supply chain

issues must be accompanied by an explanation as to why the change occurred, whether it was the supplier’s

choice to end the relationship or the company’s decision to order from a different firm. When determining

whether a supply chain issue will contribute to a potential layoff, have considerations been given to other

suppliers' ability to provide same or like products, has the company considered alternative product(s)

production and sales that would not require retraining of staff or layoff, can the new training required be

conducted by the new supplier, etc.

Adverse industry/market trends - The industry/market standards have changed to the point where new

training is needed to retain the current workforce. Adverse industry or market trends are an occurrence that is

from no fault of the prospective company. These may be the result of higher standards of construction

materials, safety standards, or other factors that require a change in the methods a product may be produced

or materials that may be included in the construction. When considering whether adverse trends may cause a

potential layoff, has the company consulted with industry experts to determine if assistance is available to

assist with upgrades to the manufacturing process or employee knowledge, contacted other companies in the

industry to share upgrades in skills training or equipment, etc.

Changes in management philosophy or ownership - A company has undergone a new approach to

conducting business or new ownership requires new skills to maintain the employment of part of the workforce.

Changes in ownership are generally the result of lack of profitability, but may also occur where a company is

profitable, but not profitable enough (this level of profit may meet the profit requirements of another owner) or

the current owners don’t have the resources to take advantage of new business strategies. An owner may also

pass away unexpectedly without a succession plan in place. New or changes in philosophies will generally

accompany new ownership. Changes in philosophy may also occur when operations no longer meet their core

business application or are viewed as excess capacity to their overall operations. When considering changes

in ownership or philosophy as the cause of a potential layoff, has new ownership been determined (including

such options as employee stock ownership plans), have alternatives been considered in the restructuring of

the company that might reduce the number of layoffs, have community groups and labor organizations been

involved in the discussions to lend their expert advice, etc.


Worker does not have in-demand skills - A worker’s skills or functions are no longer “in-demand” and

they are at risk of losing their employment with the company without undergoing new training and acquiring

new skills. A lack of in-demand skills may be the result of a change in philosophy or product line or a change in

the industry demands that results in the need for new technologies and abilities by the current workforce.

Products and production lines are ever changing as they adapt to the needs of the market. With this change

comes a need for evolving of the skill set of the workers. When considering if the lack of in-demand skills is the

cause of potential layoffs, has it been determined which workers have the ability to attain new in-demand skills,

are there other considerations to be made with an increase in demand skills such as new

equipment/machinery needs or safety devices, etc.

Strong possibility of a job if a worker attains new skills - The workers are in a position that is subject to

layoff, and by acquiring new skills training he/she can move into a position that is not subject to lay-off. New

skills attainment may avert a layoff for individuals within a company or may make them more attractive to other

companies. When considering whether the new skills will provide a strong possibility to prevent layoffs, what

considerations have been given towards where the positions would be moved (in-house or with a new

company), does the company have the capacity to expand another line of product (new or existing) to support

the workers subject to layoff, has the business community shown a need and capacity for additionally trained

workers, are the workers willing to relocate if the new opportunities are with another location of the same

company or with a new company in a different locale, etc.

Other “at-risk” indicators - Additional causes for potential layoffs may exist that the company and local

area need to outline in making a case for assistance for incumbent workers. These may be other criteria that

the LWIA can gather with the consultation of the employer that puts part of their workforce “at-risk” for layoff

(e.g.,trend in company layoffs.)

ALLOWABLE ACTIVITIES

Allowable activities for the IWT program include, but are not limited to skill training to upgrade existing skills or

provide new skills to incumbent workers. Training topics and delivery arrangements may be proposed.

Training that is closely linked to specific jobs, as well as, job advancement is encouraged. Proposed training

that is only loosely related, or is unrelated, to specific jobs, while not linked include: stand-alone adult basic

education (ABE), stand-alone English as a second language (ESL), team building training, motivational

training, and basic computer literacy skills. Please note that ABE and ESL training that is fully integrated with

specific job-linked skill training are allowable.

Costs that are reasonable and necessary for the conduct of training are allowable. The list below provides

examples of costs that may be reimbursed through the grant or used as the matching contribution.

Example of allowable costs:

- Training Development - Training facility costs (off-site)

- Instructor wages - Wages of Trainees while in Training*


- Tuition - Fringe benefits of Trainees while in Training*

- Training materials and supplies - Fees for technical or professional

certifications

- Fees required to complete training - Expenses paid for rental costs of equipment

associated with training

- Travel for trainers and trainees beyond

normal commute

* Matching Costs Only - Trainee wages and fringe benefits while in training may be used to

meet the employer's match requirement, but are not reimbursable costs to the WIA grant.

Training services can be provided through local community colleges, area vocational-technical centers, state

universities, licensed and certified post secondary private institutions and from subject matter experts,

consultants, or authorized trainers from the business.

Training can be conducted at the business’s own facility, at the training provider’s facility or at a combination of

sites.

Projects which include costs for attendance at conferences, conventions or trade show events will not be

considered.

The program will not reimburse a company for training in the following areas:

• Self-paced learning

• “Outward bound” or experiential training programs

• Personal development courses

• Administrative costs

• Safety, regulatory compliance training mandated for the workplace (i.e. OSHA)

• “Off the shelf” computer software training


PROCUREMENT PROCESS

All training programs, provided as part of the application, must be competitively procured in accordance with

Man-Tra-Con’s local procurement policies. The following two procedures would satisfy the project obligations:

Small Procurement Procedures (preferred)

Small purchase procedures are to be used when the good or service being procured will not cost more than

$100,000 in the aggregate with a single vendor during a fiscal year.


It is relatively easy to conclude that small purchase procedures are appropriate for one-time purchases under

$100,000 and difficult, however, to make this determination when the same goods or services costing under

$100,000 for the initial procurement may need to be purchased again in the future. As a result, the future need

for the item being procured must be carefully considered at the time of the initial procurement.

It is recommended that a minimum of three bids be obtained for each small procurement purchase.

If possible and time allows, bids or quotes should be obtained in writing.

Suggested documentation of this form of the procurement process includes:

a description of the item(s) being procured; price or rate quotations documented and on file for each vendor from whom a price quote or

bid was sought; the date on which the price or rate quotation was provided by each potential vendor contacted; the name of the selected vendor or provider; the amount of the procurement; and, the delivery date of the good or service.

Noncompetitive Proposals

Procurement by noncompetitive proposals may be used only when procurement is not feasible using any other

procurement method. In addition, one of the following situations must exist:

the good or service is available only from one source; the public exigency or emergency for the good or service will not permit a delay resulting from

competitive solicitation; competition is determined inadequate after a number of sources have been solicited.


This method of procurement should not be used unless absolutely necessary because it reduces competition

among potential vendors to provide goods and services. Under certain procurement situations, however, there

is no alternative. Examples of situations in which procurement by noncompetitive proposals may be necessary

include:


when there is only one source in the area, such as in rural areas, able to provide the needed goods or services.

when a sudden massive layoff or plant closing requires that Title III services be immediately provided and there is not sufficient time to competitively solicit providers.

Suggested documentation of this method of the procurement process includes:

complete description of why procurement by noncompetitive proposals was used; an indication of who approved the noncompetitive procurement; the name(s) of the provider(s) contacted to provide the goods or services; the date and amount of the procurement; and, Evidence that a cost analysis was conducted and the results of the analysis.

PROGRAM FUNDING

Incumbent worker training is a collaborative effort between private and public resources. Therefore, it is

expected that employers make some contribution to the overall program cost. Applications will be required to

identify value of cash or in-kind contributions to the incumbent worker program and the costs must be

reasonable.

The application should be submitted prior to the actual training; however, reimbursement will only be released

upon receipt of the following items:

Invoices, Receipts and Proof of Payment Attendee List/Timesheets Proof of Training Completion for Incumbent Workers Matching documentation provided

Reimbursement will occur only for employees who successfully complete training.

MATCHING

Employers participating in the program are required to provide matching support (in-kind or direct financial

support) for the costs of providing the training to incumbent workers. Applications will require the identification

of cash or in-kind contributions and the costs must be reasonable and directly related to the training which will

be received. The match paid by an employer or group of employers may include the amount of wages paid by

the employer(s) to a worker while the worker is attending a training program and may include other in-kind

contributions. All matching contributions must clearly relate to incumbent worker training. Costs must meet

the requirements described in the Department of Labor’s 29 CFR 97.24, Matching and Cost Sharing

requirements

http://www.dol.gov/dol/allcfr/Title_29/Part_97/29CFR97.24.htm.

The grid below provides a guideline of the maximum reimbursement for a company within a given program

year as well as a maximum amount considered reasonable for each individual being trained.

http://www.dol.gov/dol/allcfr/Title_29/Part_97/29CFR97.24.htm


This is based on company size as follows:

# of Employees Company Match MAN-TRA-CON Match Company Max

Per Employee

Max

1-50 10% 90% $10,000 $4,000

51-99 25% 75% $20,000 $4,000

100+ 50% 50% $30,000 $5,000

APPROVAL PROCESS

Applications will be reviewed by the members of the Southern Illinois Workforce Investment Board (SIWIB)

through the Business & Economic Development Committee. The following criteria will be used in the

evaluation process:

Benefits to Targeted Industries Quality of the Training Benefits to Workers Appropriateness of Costs Matching Costs Non-duplication of past training programs

Applications will be processed on a first-come, first-served basis until all program funds are expended or the

period ends. All training programs must have a reasonable completion date and may not supplant existing

training programs. Applications must be submitted and approved prior to the start of training. Therefore no

costs can be paid prior to contract approval.

An amount up to ten percent will be re-designated for IWT projects that are consistent with the activities

described in the plan modification using the latest WIA funding forms. All WIA-required services will continue

to be provided using LWA 25’s Dislocated Worker formula allocations and other funding made available. The

required performance and expenditure benchmarks will continue to be met.

Employers must complete a “Pre-Award Review” survey (Attachment C). Employers seeking funds for training

assistance under the Workforce Investment Act must verify compliance with WIA Section 181:

http://www.commerce.state.il.us/NR/rdonlyres/E6F8DBC4-C60D-4D43-869F-

FE933D0EE3BF/0/0014PreawardSurveyforRelocatingEstablishments.pdf

APPLICATION PROCESS

Receipt of the following documents must be included as part of the application requirements:

Attachment A – IWT – Employer Project Description Form Attachment B – Incumbent Worker/Detailed Participant Forms (1 for each employee to be trained) Attachment C – Pre-Award Survey for Relocating Establishments

http://www.commerce.state.il.us/NR/rdonlyres/E6F8DBC4-C60D-4D43-869F-FE933D0EE3BF/0/0014PreawardSurveyforRelocatingEstablishments.pdf



SPECIAL GRANT PROGRAMS

Local Workforce Investment Area #25 routinely receives and supports special grant programs. These projects,

which target the most severe worker shortages in the region, often require matching funds and/or the targeted

use of WIA allocated funds to support the goals of the project. In some cases funds received for special grant

programs are separate from the regular WIA formula funds. In either case the SIWIB reserves the right to

allocate incumbent worker funds for these special projects using up to the maximum allowable cost per

participant/employer and minimum matching requirements for employers as allowed under state of Illinois WIA

POLICY LETTER NO. 07-PL-33, Change 4.

MONITORING

If the applicant is awarded funds, Man-Tra-Con, and or officials from the Department of Commerce and

Economic Opportunity, and or the Department of Labor, may conduct at least one desk monitoring to verify that

the applicant’s financial management system is structured for accurate, current and complete disclosure of the

financial results of the program. The monitoring will also verify employee wage records, training rosters, and

invoices and receipts associated with the approved training.

ADMINISTRATION REQUIREMENTS

As a part of this program, the Illinois Department of Commerce and Economic Opportunity requires that

participating employers provide a list of employees who were trained with these funds along with their Social

Security numbers. This information must be provided in order to be reimbursed for training. All safeguards and

security measures are taken to ensure the privacy and confidentiality of Workforce Investment Act participants

according to the Illinois Personal Information Protection Act (815 ILCS 530 et.seq.) and other federal and state

laws regarding the protection of personal information.

For more information, contact:

MAN-TRA-CON, Corp.

Attn: Business Services

3000 W. DeYoung, Suite 800-B

Marion, Illinois 62959

Telephone: 618-998-0970 ext. 229

Or visit our website: http://www.siwib.org

http://www.census.gov/naics/2007/NAICOD07.HTM#N31

"Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with

disabilities."


http://www.census.gov/naics/2007/NAICOD07.HTM#N31


Attachment F4 – OJT Policy


Policies & Procedures

On-the-Job Training (OJT)

Program Description

On-the-Job Training (OJT) is defined as training by an employer that is provided to a paid registrant

while engaged in productive work in a job that provides knowledge or skills essential to the full and

adequate performance of the job. OJT is provided under a contract with an employer in the public,

private non-profit, or private sector. Through the OJT contract, occupational training is provided for

the WIA participant in exchange for the reimbursement of up to 50% of the wage rate to compensate

for the employer’s extraordinary costs (WIA sec. 101(31)(B). The Employer shall provide training of a

nature that shall lead to full time, permanent employment at the implementation of the signed

agreement.

Policies

OJT may be provided to eligible unemployed persons and, in some cases (as described below), to

eligible employed workers. An individual who participates in OJT must be hired as a regular

employee by the OJT employer when training begins. Workforce Investment Act (WIA) registrants in

On-the-Job training must be provided benefits and working conditions at the same level and to the

same extent as other trainees or employees working a similar length of time and doing the same type

of work (20 CFR 667.272(b).)

For all OJT Contracts, an employer must be willing to pay, at a minimum of $9.50 per hour, must

provide the company Federal Employer Identification number and proof of Worker’s Compensation

Insurance. Other preliminary criteria are included in the On-the-Job Training (OJT) Pre-Award

Checklist which must be completed, and all requirements met prior to entering into an OJT

contractual agreement. Employment must be classified as full-time (35 hours/week or more) and of a

permanent nature. Positions may not be considered for seasonal, temporary or part-time

employment. Positions which offer commission only will not be considered.

Occupations with an SVP of 3 and above may be considered for OJT. The Specific

Vocational Preparation code can be found on the ONET screen http://online.onetcenter.org/. Priority of funding will be given to fill critical skill shortage occupations as defined in Local Workforce Area #25’s plan. 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. In determining the appropriate length of the contract, consideration should be given to the skill requirements of the occupation, the academic and occupation skill level of the participant, prior work experience, and the participant’s individual


employment plan (WIA sec. 101(31)(C) and 20CFR663.700(c).)

If the OJT is for an employed worker the contract must relate to at least one of the following:

The introduction of new technologies

Introduction to new production or service procedures

Upgrading to a new job that requires additional skills

Workplace literacy An OJT contract may be written for eligible employed workers when the employee is not earning a self-sufficient wage as determined by the Local Board and the requirements in 20CFR663.700 are met. The Employed Worker OJT is provided under a contract with an employer in the public, private, nonprofit, or private sector. Through the employed worker OJT contract, occupational training is provided for the WIA eligible participant in exchange for the reimbursement of up to 50% of the wage rate to compensate for the employer’s extraordinary costs. (WIA sec 101(31)(B).)

OJT may also be provided to a worker employed by another (non-OJT) firm if the worker chooses to

leave his/her current employment to accept a job with the OJT employer to participate in On-the-Job

Training. Such an employed worker must have been earning less than a self-sufficient wage at

his/her prior job.

There are safeguards to ensure that OJT does not displace other employees and that collective

bargaining agreements shall not be impaired (20CFR667.270).

Employers must complete a “Pre-Award Review” survey. Employers seeking funds for training

assistance under the Workforce Investment Act must verify compliance with WIA Section 181

http://www.commerce.state.il.us/NR/rdonlyres/E6F8DBC4-C60D-4D43-869F-

FE933D0EE3BF/0/0014PreawardSurveyforRelocatingEstablishments.pdf

WIA funds may not be used or proposed to be used for the encouragement or inducement of a

business, or part of a business, to relocate from any location in the United States, if the relocation

results in any employee losing his or her job at the original location. No funds provided under this Act

shall be used for On-the-Job training or company specific assessments of job applicants or

employees of a business or a part of a business that has relocated from any location in the United

States, until the company has operated at that location for 120 days, if the relocation has resulted in

any employee losing his or her jobs at the original location. No participant shall be employed or job

opening filled when any other individual is on layoff from the same or any substantially equivalent job

or when the employer has terminated the employment of any regular employee or otherwise reduced

its workforce with the intention of filling the vacancy so created by hiring a participant whose wages

are subsidized under this Act.




Approval Process and Signatures

All OJT Contracts must be reviewed and signed by the CEO of Man-Tra-Con before presenting to the

OJT Employer. The Employer must agree to provide On-the-Job Training services in accordance

with all the General Assurances as listed within the OJT Contract and all necessary signatures must

be obtained.

Pattern of Failure

Man-Tra-Con has the right to deny future contracts with employers who exhibit a pattern of failing to

provide OJT participants with continued long-term employment with wages, benefits, and working

conditions that are equal to those provided to regular employees who have worked a similar length of

time and are doing the same type of work. (WIA sec. 195)(4) and 20CFR 663.700(b).)

Reimbursement Provisions

Payment will be based on the total hours worked, times the unit cost per hour for the specified job.

Reimbursements shall not exceed 50% of the participants hourly wage rate. Reimbursements will be

made on a monthly basis. In no event shall payments exceed the costs detailed in the contract.

Modification or termination of the OJT Contract

In unusual circumstances the OJT Contract may be modified in whole or in part or be terminated at

the discretion of Man-Tra-Con.

For more information, contact:

MAN-TRA-CON Corporation

Attn: Business Services

3000 West DeYoung Street

Suite 800-B

Marion, IL 62959

Telephone: (618) 998-0970, extension 229

"Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals

with disabilities."


Attachment F5 – Work Experience


SOUTHERN ILLINOIS WORKFORCE INVESTMENT BOARD LWA#25

General Policies for

Paid WORK EXPERIENCE

We consider the intent of a work experience program to be an opportunity for the participant to

“obtain experience”. It is not the intent that the work experience employer enter into a contract with

the intent to hire the participant at the conclusion of training. Work experience opportunities will be for

adults, dislocated workers and youth. A budget to be used for work experience programs will be

determined during the program year.

All participants enrolled in a paid work experience program will be considered a temporary employee

of Man-Tra-Con. Man-Tra-Con will be the employer of record and will provider worker’s comp

insurance. This program will be considered an unemployment work-training program. According to

the (820 ILCS 405/) Unemployment Insurance Act sec. 211.3 (E), workers who are part of an

unemployment work-relief or work-training program assisted or financed in whole or in part by any

Federal agency or an agency of this State is excluded from insured employment. Therefore, workers

will not be eligible for unemployment benefits.

Work Experience for Adults & Dislocated Workers (Intensive Service under WIA Regs,

considered an allowable training cost toward our 40% training expenditure requirement according to

WIA policy letter #07-PL-40)

Work Experience is a planned, structured learning experience that takes place in a workplace for a

limited period of time. Work experience may be paid or unpaid, as appropriate. A work experience

workplace may be in the private for profit sector, the non-profit sector, or the public sector. Labor

standards apply in any work experience where an employee/employer relationship as defined by the

Fair Labor Standards Act, exists. Local Boards are responsible for developing policies on the use,

and duration, of both paid and unpaid internships and work experiences as a service strategy.

General provisions for determining appropriateness of work experience activities for Adults & DW are

individuals who fit any of the following categories. In addition, the participant should be considered in

“good standing” with their career specialist. This means the participant has shown dedication to

finding employment by showing up for appointments on time, dressing appropriately when asked, etc.

1. Participant has little or no prior experience in the workplace; 2. Participant has experienced difficulty in maintaining employment in the past due to barriers that

can best be addressed and overcome through work experience enrollment; (ex. Work ethic, getting along with co-workers, attendance issues)

3. Participant has a need to experience the fundamentals of maintaining consistent employment;


4. Dislocated Workers who have been dislocated from employment that existed over a long period of time and are seeking a new career path (career exploration);

5. Participant will benefit from a worksite that will provide occupation specific knowledge and experience in their area of occupational choice toward meeting their specific career goals.

Parameters for identifying required elements and development of work experience

agreements/contracts are as follows:

1. A work experience workplace may be in the private for profit sector, the non-profit sector, or the public sector.

2. Labor standards apply as defined by the Fair Labor Standards. 3. Work experience participants cannot be placed in a job that may cause the displacement of a

regular employee. 4. A work experience service may only be provided to a participant based on an interest

inventory, skills assessment and individual employment plan. 5. Work experience is for a limited time. The maximum period of work experience should not

exceed 1040 hours (approx. six months) and will be dependent upon the nature of the work and the amount of time necessary to complete the work assignment or fulfill the employment goal as established in the Individual Employment Plan. Any extension to this time period must be submitted in writing to the Program Director.

6. Wages will be paid at the current prevailing wage for that position. 7. A sex offender and criminal background check will be required for all participant supervisors

of youth under age 18. 8. Total paid hours per week will be limited to normal worksite hours for all current employees in

similar positions. What is the law regarding breaks and meal periods? An employee who is to work (scheduled to work) 7 1/2 continuous hours or more shall be provided an unpaid meal period of at least 20 minutes. The meal period must be given to an employee no later than 5 hours after beginning work. Illinois has no law regarding breaks. 820 ILCS 140/3.

9. Support may be given to participant if special clothing, etc. is needed to participate in the work experience program. .

10. Supportive services will be made available to participants in a work experience program.

Work Experience for Youth (age 16-21)

Work experiences are designed to enable youth to gain exposure to the working world and its

requirements. Work experiences are appropriate and desirable activities for many youth throughout

the year. Work experiences should help youth acquire the personal attributes, knowledge, and skills

needed to obtain a job and advance in employment. The purpose is to provide the youth participant

with the opportunities for career exploration and skill development and is not to benefit the employer,

although the employer may in fact, benefit from the activities performed by the youth.

General provisions for determining appropriateness of work experience activities for Youth are

individuals who fit any of the following categories. In addition, the participant should be considered in


“good standing” with their career specialist. This means the participant has shown dedication to

finding employment by showing up for appointments on time, dressing appropriately when asked, etc.

1. Participant has little or no prior experience in the workplace; 2. Participant has experienced difficulty in maintaining employment in the past due to barriers that

can best be addressed and overcome through work experience enrollment; (ex. Work ethic, getting along with co-workers, attendance issues)

3. Participant has a need to experience the fundamentals of maintaining consistent employment; 4. Participant will benefit from a worksite that provides occupation specific knowledge and

experience in an area of occupational interest toward meeting their specific career goals (career exploration);

Parameters for identifying required elements and development of work experience

agreements/contracts are as follows:

1. A work experience workplace may be in the public; private, for-profit or non-profit sectors where the participant’s objective assessment and individual service strategy indicate that work experiences are appropriate.

2. Labor standards apply as defined by the Fair Labor Standards. 3. Work experience participants cannot be placed in a job that may cause the displacement of a

regular employee. 4. A work experience service may only be provided to a participants based on an interest

inventory, skills assessment, objective assessment and individual service strategy. 5. Work experience is for a limited time. The maximum period of work experience should not

exceed 1040 hours (approx. six months) and will be dependent upon the nature of the work and the amount of time necessary to complete the work assignment or fulfill the employment goal as established in the Individual Employment Plan. Any extension to this time period must be submitted in writing to the Program Director.

6. Wages will be paid at the current prevailing minimum wage for a similar position. 7. A sex offender and criminal background check will be required for all supervisors of youth

participants under age 18. 8. Total paid hours per week will be limited to worksite hours for all current employees in similar

positions. What is the law regarding breaks and meal periods? An employee who is to work (scheduled to work) 7 1/2 continuous hours or more shall be provided an unpaid meal period of at least 20 minutes. The meal period must be given to an employee no later than 5 hours after beginning work. Illinois has no law regarding breaks. 820 ILCS 140/3.

9. Support may be given to participant if special clothing, etc. is needed to participate in the work experience program.

10. Supportive services will be made available to participants in a work experience program.


Attachment G – Follow up Policy


FOLLOW UP SERVICES

There are two types of follow up services, Follow up Post Employment which is required

by law and Follow up Post Exit, which is necessary to monitor performance.

1) Follow-up Post Employment (Core or Intensive Level) (formerly service codes

210-90, 220-90) can be left open for min of 12 mos even after exit.

Definition: (per regs) Follow up Post Employment services must be made available as

appropriate for a minimum of 12 months after employment begins, to registered

participants who are placed in unsubsidized employment. The goal of Follow up Post

Employment services is to ensure job retention, wage gains and career progression for

participants who have been referred to unsubsidized employment.

Service Levels: Follow up Post Employment services may be made available at the

Registered Core or Intensive levels. **Follow up does not count as a substantial

service therefore, if the customer is still active, this service should be in addition

to Career Planning 210-11/220-11.

Follow up Post Employment services include, but are not limited to: Career

Counseling/Planning, Contact with Employer or participant, information regarding

additional educational information, referral to supportive services, Job Retention

Incentive Program.

Title I Supportive Services may be available to the participant if necessary to enable the

participant to obtain or retain employment gained through WIA participation. This

service is only available to customers who have not been exited from the program.

2) Follow up Post Exit

Definition: (local policy & definition) Follow up Post Exit is not a service, but is meant to

ensure that performance outcomes will be met as expected at time of exit and to notify

customers of the possibility of customer satisfaction surveys. Follow up Post Exit

should begin immediately after exit and may be coupled will Follow up Services Post

Employment depending on how long the gap between obtaining employment and

exiting the program.

Follow up Post Employment & Post Exit Procedures can be combined

Contact should be made with customer approx. two weeks after employed. This is to check on how the customer is doing on the job, to see if there are any issues that need addressed (daycare issues, transportation issues, personality


issues, etc) and also to remind them that they may get a phone call regarding a customer satisfaction survey. This task is primarily needed to provide follow up services post employment. A follow up case note should be done to document. This type of follow up must be made available for 12 months after employment and contact should be made bi-weekly for a minimum of 30 days on the job and until the customer has been exited from the program. After the first 30 days on the job and the exit date, follow up can be made monthly.

Post Qtr 1 Contact: Contact should be made at minimum during the beginning of the last month of the 1st quarter following the exit date. This is to make sure they are still making the wage projected at exit and to address any concerns regarding the job (daycare issues, transportation issues, personality issues, etc). If issues are found, contact should continue bi-weekly until resolved. A follow up case note should be done to document and if wage information is less that projected, you need to inform Rosie at [email protected].

Post Qtr 2 Contact: Contact should be made at minimum during the beginning of the last month of the 2nd quarter following the exit date. This again is to make sure they are still making the wage projected at exit and to address any concerns regarding the job (daycare issues, transportation issues, personality issues, etc). If issues are found, contact should continue bi-weekly until resolved. A follow up case note should be done to document and if wage information is less that projected, you need to inform Rosie at [email protected].

Post Qtr 3 Contact: Contact should be made at minimum during the beginning of the last month of the 3rd quarter following the exit date. This again is to make sure they are still making the wage projected at exit and to address any concerns regarding the job (daycare issues, transportation issues, personality issues, etc). If issues are found, contact should continue bi-weekly until resolved. A follow up case note should be done to document and if wage information is less that projected, you need to inform Rosie at [email protected].

NOTE:

Recommended follow up post exit dates will also be provided after submission of the

approved exit sheet.

You should not request to exit customers unless you are confident they will retain

employment. Normally, if a customer has remained on the job for 30 days they are

likely to keep the job. When customers do lose their job after exit it is very important to

inform the Program Manger.

Anytime post quarter wages are not meeting projections, note the reason in your case

note and inquire about any supplemental wages that may be available. This

supplemental information should be reported on the appropriate form and entered into

mailto:[email protected]




the IWDS system. Supplemental income comes from employment that is not reported

on UI such as odd jobs for cash, Federal jobs (post office, railroad), self-employment.

Also, note that because customers are usually employed prior to exiting the program,

most likely the 1 year requirement to provide follow up services post employment will

end but follow up services post exit will still need to be continued.

Please use the Retention Incentive Program to assist you with your follow up process.

This is a tool not only to promote retention services to businesses, but also a tool to

maintain contact with you customers.

All of the customers pre-program and post-program wage information can be viewed on

the IWDS system at the application screen, in the exit summary. If a customer was

exited without employment, their exit summary should be reviewed because if there are

wages in Post Qtr 1, they will be in the measure and follow up post exit should be

conducted and updates/notice made to Rosie.

Reports showing the customers who are employed and exited can be accessed from

Filemaker.


Attachment H –WIA Registrant & Program Funding Form



Attachment I – Performance Goals


WIA Policy & Planning Comm Approved 07/26/2012 Page 119

Attachment J – Local Training Provider Certification Policy


Southern Illinois Workforce Investment Board (SIWIB) LWA #25

Training Provider Certification Policy

The Training Provider Certification, recertification, and appeals process for LWA #25 will

be in accordance with DCEO policy. In addition to these policies:

The SIWIB has designated the Program Director and Program Manager of Man-

Tra-Con Corp. to be the committee authorized to approve training program as

outlined in DCEO Policy.

Electronic applications only will be accepted by the SIWIB. If a training provider

has difficulty in accessing the internet-based application site, Man-Tra-Con staff

will be available to assist.

In order for a training provider to obtain initial certification of a training program,

the provider program must meet at least one of the three criteria outlined on the

application. At this time, the SIWIB has not established fourth criteria.

Occupational demand will be taken into consideration for training approval at the

time of eligibility determination of a training service customer. An occupation will

be considered in demand if the occupation is listed on the “occupations in

demand” list provided by DCEO.

Section 500(c)5 of the Illinois Unemployment Insurance Act specifies conditions

under which an individual receiving Unemployment Insurance benefits may

participate in an approved training program and continue to receive benefits.

Individuals participating in an approved training program are exempt from the

work search requirements under the Unemployment Insurance Act. A Notice of

Selection Form for WIA training and eligibility criteria will be the documentation

required by Illinois Department of Employment Security to verify enrollment in a

WIA training program. Completion of this form documents local compliance with

IDES 500(c)5 criteria for approval of training.

A program approval form will be completed and signed by the Chair of the

SIWIB. The program approval form will be submitted to the SIWIB, at a

minimum, once every two years for approval.

Individuals eligible to received training shall be given the opportunity to select

any eligible provider from any local area that is included on the statewide list of

eligible providers as long as that cost is reasonable and necessary.

All locally approved training programs can be found at https://iwds.cmcf.state.il.us/

The Demand Occupation list for LWA#25 can be found on the www.SIWIB.org website.

https://iwds.cmcf.state.il.us/



Attachment K – Separation (Board Staffing) Policy


Local Workforce Investment Board Staffing Policy

In accordance with DCEO Policy Letter 11-PL-03 dated May 30, 2012 the Southern

Illinois Workforce Investment Board (SIWIB) has chosen option two (2) “The local board

and staff to the local board provides core services, intensive services or acts as the

Illinois workNet operator as allowed above.

a. Only legally incorporated boards may employ staff.

I. Documentation that the LWIB is incorporated and registered with the

Secretary of State must be included with the local plan.

b. LWIB Members cannot be paid from WIA Title I funds to staff the local board.

I. The only exception to this is for a Title IB partner to staff the board and

operate the program

The LWIB for workforce area #25 has chosen the exception allowing the WIA Title 1B partner,

Man-Tra-Con Corporation to staff the board and operate the programs.

SIWIB Exec Approved 12/13/2007 Page 123

Attachment L – 40% Training Expenditure

SIWIB Exec Approved 12/13/2007 Page 124

40% Training Requirement

Plan Narrative

WIA Policy Letter No. 07-PL-40 requires LWIAs to ensure at least 40% of formula-

allocated program expenditures in a program year are spent on allowable training costs

as defined by WIA Policy Letter No. 07-PL-40 in both the WIA Title Adult and Dislocated

Worker Programs.

Local Workforce Area #25 will plan to meet the 40% training expenditure requirement,

by budgeting WIA formula-allocated funding appropriately and charging expenditures

according to the WIA Policy Letter No. 07-PL-40.

Customer, staff and facility costs will be charged to the formula Adult and Dislocated

Worker grants as appropriate. As the TAA program winds down, and the workers no

longer receive services, we anticipate our facility and staff charges to decrease

accordingly.

We will continue to increase training opportunities and charge costs appropriately to the

allocated formula funds in order to comply with the DCEO Policy WIA Policy Letter No.

07-PL-40.


Attachment M – Monitoring Plan


LWIA 25 Monitoring Plan

This document describes the comprehensive annual monitoring plan of WIA programs. The plan calls for the fiscal monitoring of contracts as well as monitoring of customer files and compliance monitoring of the administrative entity and its contractors. The scope of the monitoring will provide a reasonable but not absolute assurance that systems are in place to administer programs which are in compliance with applicable rules and regulations.

Internal File Reviews for Adults The Monitoring Coordinator will select a random sample of adult customer files from WIA programs for review. The sample will be representative of core, intensive and training customers from all five office locations. The customer file reviews will be conducted twice per fiscal year by utilizing The Adult File Review Sheet. A summary of the internal review will be sent to the Chief Executive Officer with a copy to the Program Director. The individual completed File Review Sheets will be maintained by the Monitoring Coordinator, who will make them available for review upon request by state and federal representatives.

Internal File Review for Dislocated Workers The Monitoring Coordinator will select a random sample of dislocated worker customer files from WIA programs for review. The sample will be representative of core, intensive and training customers from all five office locations. The customer file reviews will be conducted twice per fiscal year by utilizing The Dislocated Worker File Review Sheet. A summary of the internal review will be sent to the Chief Executive Officer with a copy to the Program Director. The individual completed File Review Sheets will be maintained by the Monitoring Coordinator, who will make them available for review upon request by state and federal representatives.

Internal file Review for Youth The Monitoring Coordinator will select a random sample of youth customer files from WIA programs for review. The sample will be representative of all subcontractors and MTC Career Specialists. The customer file reviews will be conducted twice per fiscal year by utilizing The Youth File Review Sheet. A summary of the internal review will be sent to the Chief Executive Officer with a copy to the Program Director. The individual completed File Review Sheets will be maintained by the Monitoring Coordinator, who will make them available for review upon request by state and federal representatives.

Programmatic Monitoring for Youth Contracts may include but are not limited to performance improvement plans, withholdings and/or reductions of funds, and/or penalties for not achieving required performance measures. Regular monitoring of contracted youth activities will ensure compliance with programmatic responsibilities. Monthly reports of in/out school enrollment ratio, missing case/follow-up notes are reviewed weekly by the Youth Coordinator and reports of any outstanding case/follow-up notes are given to each subcontractor. A monthly IWDS Training and Service Review Report will be run by the Youth Coordinator and reports concerning any violations or pending violations will be given to the subcontractors. Periodically, monitoring reports will be made to the Youth Council by the Chief Executive Officer (CEO), Youth Services Coordinator or their designated representative. Areas of concern and recommendations for any corrective action(s) needed will be identified. The Youth Services Coordinator or their designated representative will perform follow up activities to document that corrections were made.

Incumbent Worker Monitoring The Monitoring Coordinator will review a sample of the Incumbent Worker contracts to ensure they contain appropriate assurance statements; comply with applicable OMB circulars, WIA federal and state regulations and


adhere to established and acceptable monitoring standards and contract terms. A random sampling of contracts will be monitored twice per fiscal year utilizing the Incumbent Worker monitoring checklists. A summary of the internal review will be sent to the Chief Executive Officer with a copy to the Program Director. The individual completed File Review Sheets will be maintained by the Monitoring Coordinator, who will make them available for review upon request by state and federal representatives.

OJT Monitoring The Monitoring Coordinator review a sample of the OJT contracts to ensure they contain appropriate assurance statements; comply with applicable OMB circulars, WIA federal and state regulations and adhere to established and acceptable monitoring standards and contract terms. A random sampling of contracts will be monitored twice per fiscal year utilizing the OJT monitoring checklists. A summary of the internal review will be sent to the Chief Executive Officer with a copy to the Program Director. The individual completed File Review Sheets will be maintained by the Monitoring Coordinator, who will make them available for review upon request by state and federal representatives.

TAA Monitoring The Monitoring Coordinator will monitor a random sample of customer files of dislocated workers enrolled in Trade Adjustment Assistance from a variety of the Career Specialists and check them against the entries in the IVVDS system. The Trade Adjustment Assistance File Reconciliation forms will be utilized for reviewing TAA files following the Trade Adjustment Assistance File Reconciliation Instructions. The Monitoring Coordinator will submit monitoring reports to the Chief Executive Officer with copies to the Program Director and the Rapid Response/TAA Manager detailing any findings and any corresponding suggestions for process improvement and/or corrective actions. The completed Trade Adjustment Assistance File Reconciliation forms will be maintained by the Monitoring Coordinator, who will make them available for review upon request by state and federal representatives. The TAA Quality Process will be followed when monitoring the TAA program. Fiscal Monitoring - Except OJT and Needs Related Payment The Fiscal Manager will monitor youth service providers and other training provider contracts and sub contracts, except OJT contracts, to insure fiscal controls and accounting procedures sufficient to meet the fiscal monitoring instrument.

1. Permit the tracing of funds to a level of expenditure adequate to establish that funds have not been used in violation of the restrictions and prohibitions of the contract.

2. Ensure the accurate, current, and complete disclosures of the financial results of financially assisted activities are made in accordance with the financial reporting requirements of the contract.

3. Ensure that records are maintained which adequately identify the source and application of funds provided for financially assisted activities.

4. Ensure effective control and accountability is maintained for all cash, real and personal property and other assets.

5. Determine reasonableness, allowableness and allocation of expenses. 6. Ensure accounting records are supported by source documentation such as paid bills, payrolls, time and

attendance records, contract award documentation, etc.

The Fiscal Manager will monitor youth provider contracts and sub-contracts, to insure fiscal controls and accounting procedures sufficient to meet the fiscal monitoring instruments. Periodically fiscal monitoring reports will be sent to the Chief Executive Office and Program Director with a copy to the Monitoring Coordinator.


Equal Opportunity & Accessibility The Equal Opportunity Officer will monitor service providers to ensure they provide equal opportunity to their programs and facilities for WIA customers. The Equal Opportunity Monitoring Instrument for LWIA # 25 will be used when monitoring service providers for compliance with WIA equal opportunity requirements. An Accessibility Checklist will be utilized to monitor facilities for accessibility compliance utilizing the Illinois Accessibility Code and other applicable state and federal regulations.

Needs Related Payments The Monitoring Coordinator will monitor a sample of files of customers receiving needs related payments. Accuracy of data and that proper and accurate payments were made will be verified. Files will be monitored semi annually, until all files of customers receiving needs related payments are reviewed. The LWA # 25 Needs Related Payment Monitoring Form will be used for the monitoring of the needs related payments. Reports will be submitted to the Chief Executive Officer and the Program Director. Coordination The Monitoring Coordinator will have oversight of the monitoring process and will report directly to the Program Director. The Monitoring Coordinator will work in conjunction with the Fiscal Manager & Equal Opportunity Officer to ensure contracts contain appropriate assurance statements; comply with applicable OMB circulars, WIA federal and state regulations and adhere to established and acceptable monitoring standards. Monitoring reports will include any findings and recommendations for continuous quality improvements. The Monitoring Coordinator will review the monitoring reports and indicate any appropriate corrective actions or recommendations for implementation after consultation with the CEO. The Monitoring Coordinator may also conduct internal and/or external compliance monitoring except for fiscal monitoring. This may include random monitoring of WIA contracts.

Overview The monitoring plan is intended to be part of our overall continuous quality improvement process. The Monitoring Coordinator responsible will report any findings to the Program Director and suggest appropriate corrective actions or recommendations for implementation. After consultation with the Program Director, the Monitoring Coordinator will notify the appropriate supervisor, contractors or subcontractors of any monitoring findings and corrective actions or any recommendations for implementation. Any notice of corrective action will specify a specific and reasonable amount of time for implementation and/or completion of the corrective action(s) or recommendation(s). If the contractors or subcontractors do not agree with the corrective action(s), they will follow the prescribed grievance procedures outlined in their contract. If there are no grievance procedures outlined in their contract, they may submit to alternative dispute resolution. Monitoring reports will be submitted to the Program Director, CEO and WIA Policy & Planning committee in a timely manner.

The Monitoring Coordinator will announce their monitoring visit with the contractors to be monitored. The preferred method of contact will be by formal announcement letter or email informing the contractor of the date and time of their monitoring visit. Alternative methods of contact may include telephone or person-to-person contact. A formal monitoring letter or email will be sent following the monitoring, informing the contractor of the monitoring results. If any "findings" are noted, corrective actions will also be defined. A reasonable amount of time will be allowed for the contractor to implement the corrective actions. A specific date by which the corrective actions must be completed will be noted in the formal letter or email. A follow-up monitoring visit will be scheduled to insure the corrective action(s) have been implemented. Following the follow-up visit, a final letter or email will be written to close the monitoring.


At least once each year the CEO or her/his representative shall brief the Southern Illinois Workforce Investment Board on program monitoring results. Procedures & Definitions: apply to contractors and subcontractors.

Pre-Monitoring Contact — A letter, a telephone call, personal contact or an email will be used to schedule and confirm monitoring date, time, location and contact person. Entrance Interview — A meeting with the contractor or their representative (contact person) will be used to review the monitoring instrument and answer any questions. Monitoring — The monitoring instrument is specific to the type of monitoring conducted. The monitoring instrument and all related documents will be maintained by the individual conducting the monitoring with a monitoring letter being sent to the Compliance/Board Support Administrator for file. Exit Interview — This interview should be conducted as soon as possible following the monitoring and before the site is departed if possible. The interview should answer any questions arising from the monitoring and should allow the monitored party to immediately correct any improprieties found.

Monitoring Letter This letter is sent following the exit interview. It lists any finding(s), corrective action(s) required, recommendation(s) to improve processes, etc. or notes processes, etc. worthy of replication. The original should be sent to the party monitored with a copy sent to the Compliance/Board Support Administrator and the applicable supervisor. Findings are violations of rules, regulations, procedures or contract terms. Findings should be noted and addressed with corrective actions.

Corrective actions are required to correct findings (violation of law or contract violation) and bring the monitored party into compliance. Corrective actions should list a time frame in which action(s) must be taken or a response is required as to why the corrective action(s) is/are not necessary. (Contracts usually list grievance procedures.) Recommendations are suggested actions offered to improve the process, the program or improve service delivery. Recommendations may also be used to identify exemplary programs, services, forms, etc. which warrant replication.

Youth Council Approved 03/16/2011, SIWIB Approved 03/17/2011 Page 130

Attachment N– Youth Services Plan


Youth Services Plan PY 2011 & 2012 & PY13

Youth Plan Overview

Secondary Education Service Providers will seek out and recommend applicants for the WIA Youth

Services Program. Man-Tra-Con staff will conduct intake, initial assessments, and ensure WIA eligibility

requirements are met. The Secondary Education Service Providers will work with the students to ensure

they attain their educational goals of literacy and numeracy, when applicable, and attain their high

school diploma or GED.

Employment Service Providers will work with Education Service Providers while youth are attending

secondary education programs. As youth customers near completion of their diploma/GED,

Employment Service Providers will start to work more intensively with each youth by informing the

youth customers of their options of employment or enrollment in post-secondary education.

At the time of graduation/GED completion, the youth will be transferred from the Secondary Education

Service Provider to an Employment Service Provider who will work with the youth to help them achieve

their goal of employment or enrollment in post-secondary school. Secondary Education Service

Providers will not be required to conduct follow-up services.

Employment Service Providers are required to serve WIA customers already enrolled with Education

Service Providers who are ready to move into the employment/post-secondary phase of their WIA goals.

Employment Service Providers may also enroll new youth customers who have already attained their

GED/HS diploma and are not basic skills deficient, who need assistance in obtaining employment or post

secondary education. Employment Service Providers will assist youth with enrollment into post-

secondary school and/or assist in obtaining and maintaining employment. Employment Service

Providers are required to conduct 365 days of follow-up services after exit.

(For PY11, Man-Tra-Con is acting as the Employment Service Provider. No bids responding to the RFP

were received within the required timeframe from potential employment service providers.)

Purpose

Education Service Providers will provide services that result in:

Attainment of secondary school diploma or equivalent, and

Attainment of basic skills – testing at or above 9th grade level in math and reading

Employment Service Providers will provide services that result in:

Unsubsidized Employment or Post Secondary Enrollment


Design Framework

Recruitment and Referrals

Education Service Providers

Pre-screen potential enrollees for WIA Eligibility

Make initial referrals to Man-Tra-Con staff

Employment Service Providers

Must accept referrals from Education Service Providers of enrollees deemed to be Work-Ready

Employment Service Providers may recruit additionally from WIA Eligible population. Additional

recruits must be Work-Ready (attained HS Diploma or GED and not basic skills deficient.)

Make initial referrals to Man-Tra-Con staff

Intake and Assessment

Man-Tra-Con staff will coordinate on-site visits with applicants, at the provider’s location(s), to

provide intake services.

Man-Tra-Con staff will complete intake and certification process, administer the TABE and Interest

Inventory tests and complete the Individual Service Strategy (ISS) and Objective Assessment.

Man-Tra-Con staff will complete the certification process and determine appropriate benchmarks.

Enrollments

Service Providers must enroll a minimum of 30 enrollees. An additional five enrollees are allowable

without prior authorization. Any additional enrollments over 35 will require prior approval from

Man-Tra-Con. Enrollments must follow the following timeframe:

50% by September 30, 2011

75% by December 31, 2011

100% by March 31, 2012

Roll Overs

At least 60% of the youth counted in Program Year One must be new enrollments. No more than 40%

of youth can be rolled over from the previous year in Program Year One. Youth must have been active

in the program for a minimum of three months in the first year only. Subsequent contract renewals will

require a minimum of 30 new enrollees.


WIA Required Elements for Education Providers

Alternative or Secondary School Services as appropriate and based upon the ISS.

Summer programming; since this is a year round program, all proposals must include a plan to

provide continued services during the summer months. Normal breaks for holiday periods, spring

breaks and summer intersession periods are allowable, but should not constitute more than a two

week period at any one time.

Leadership Development Opportunities may include community service and peer-centered

activities encouraging responsibility and other positive social behaviors.

Tutoring, study skills training, and instruction leading to completion of secondary school, including

dropout prevention strategies.

Adult Mentoring for the period of enrolled participation.

Supportive Services include linkages to community services for assistance with transportation, child

care, appropriate work attire and work-related tools. All youth participating in a WIA program will

receive incentives to achieve which will “reward” their participation in WIA activities. These must be

activities the general population does not receive.

Comprehensive Guidance and Counseling may include drug and alcohol counseling and referrals.

WIA Required Elements for Employment Providers

Occupational Skills Training must be job specific, in locally stable or growth occupational areas,

must be in demand in the local labor market and is required to be pre-approved by Man-Tra-Con.

Paid and unpaid work experience including internships and job shadowing.

Summer employment opportunities that are directly linked to academic and occupational learning.

Adult Mentoring for the period of participation and a subsequent period, for a total of not less than

12 months.

Supportive Services include linkages to community services for assistance with transportation, child

care, appropriate work attire and work-related tools. All youth participating in a WIA program will

receive incentives to achieve which will “reward” their participation in WIA activities. These must be

activities the general population does not receive.

Comprehensive Guidance & Counseling may include drug and alcohol counseling and referrals.

Follow up Services for not less than 12 months (365 days) after participant exits from the program.


Provider Performance Earnings and Benchmark Attainments

Out of School Youth

Enrollment = $500.00**

Meet LNG goal = $1,000.00

Meet ADC goal = $1,000.00

Total Possible = $2,500.00

*LNG=Literacy Numeracy Gain

*ADC=Attainment of Diploma / Degree / Certificate

In School Youth

Enrollment = $ 500.00**

Meet ADC goal = $1,000.00

Total Possible = $1,500.00

*LNG goal does not apply to In-School Youth

** Enrollment benchmark of $500.00 is per participant per contract.

Vouchering

Monthly Benchmark Vouchering:

Vouchers must be submitted monthly detailing new enrollments and benchmark attainments. Man-

Tra-Con will make payments based upon the Benchmark voucher.

Quarterly Expenditure Vouchering:

Vouchers must be submitted at least quarterly, documenting WIA allowable expenditures. Wages and

fringe benefits are some examples for WIA allowable expenditures. Voucher payments cannot exceed

WIA allowable costs. During the last quarter of the program year, expenditure vouchers must be

submitted on a monthly basis.

A penalty of 5% may be assessed for late Expenditure Vouchers.

Expenditure Voucher Due Dates

Qtr 1 (July, August, September) due by October 31, 2011

Qtr 2 (October, November, December) due by January 31, 2012

Qtr 3 (January, February, March) due by April 30, 2012

April 2012 due by May 31, 2012

May 2012 due by June 30, 2012

June 2012 due by July 31, 2012


Youth Incentives to Achieve

Supportive services are available for all enrolled youth. Man-Tra-Con will centrally administer all

incentive achievement payments to youth. Service providers will be required to submit Supportive

Services Vouchers (timesheets) and other documentation to Man-Tra-Con every two weeks for daily

achievement incentives, bonuses, transportation and/or childcare. Appropriate documentation must be

included for each supportive service and Supportive Services Vouchers (timesheets) must include

original signatures (in ink) by youth, instructors, and service providers. Service providers will be

responsible for submitting Supportive Services Vouchers within the required timeframe.

Supportive Services Incentive Timeframe

Participants enrolled with Education Service Providers:

Up to 44 Weeks of Active Participation to achieve the LNG* Benchmark

Up to 52 Weeks of Active Participation to achieve the ADC **Benchmark

*LNG=Literacy and Numeracy Gains

**ADC = Attainment of Diploma, Degree, or Certificate

Participants enrolled with Employment Service Providers

Up to 52 Weeks of Active Participation to achieve the PEER* Benchmark

*PEER = Post-Secondary Enrollment or Employment


Required Timeframe for Youth Supportive Services Vouchers

First day of pay period Last day of pay period Vouchers Due Check Date

July 2, 2011 July 15, 2011 July 19, 2011 July 27, 2011

July 16, 2011 July 29, 2011 August 2, 2011 August 10, 2011

July 30, 2011 August 12, 2011 August 16, 2011 August 24, 2011

August 13, 2011 August 26, 2011 August 30, 2011 September 7, 2011

August 27, 2011 September 9, 2011 September 13, 2011 September 21, 2011

September 10, 2011 September 23, 2011 September 27, 2011 October 5, 2011

September 24, 2011 October 7, 2011 October 11, 2011 October 19, 2011

October 8, 2011 October 21, 2011 October 25, 2011 November 2, 2011

October 22, 2011 November 4, 2011 November 8, 2011 November 16, 2011

November 5, 2011 November 18, 2011 November 22, 2011 November 30, 2011

November 19, 2011 December 2, 2011 December 6, 2011 December 14, 2011

December 3, 2011 December 16, 2011 December 20, 2011 December 28, 2011

December 17, 2011 December 30, 2011 January 3, 2012 January 11, 2012

December 31, 2011 January 13, 2012 January 17, 2012 January 25, 2012

January 14, 2012 January 27, 2012 January 31, 2012 February 8, 2012

January 28, 2012 February 10, 2012 February 14, 2012 February 22, 2012

February 11, 2012 February 24, 2012 February 28, 2012 March 7, 2012

February 25, 2012 March 9, 2012 March 13, 2012 March 21, 2012

March 10, 2012 March 23, 2012 March 27, 2012 April 4, 2012

March 24, 2012 April 6, 2012 April 10, 2012 April 18, 2012

April 7, 2012 April 20, 2012 April 24, 2012 May 2, 2012

April 21, 2012 May 4, 2012 May 8, 2012 May 16, 2012

May 5, 2012 May 18, 2012 May 22, 2012 May 30, 2012

May 19, 2012 June 1, 2012 June 5, 2012 June 13, 2012

June 2, 2012 June 15, 2012 June 19, 2012 June 27, 2012

June 16, 2012 June 29, 2012 July 3, 2012 July 11, 2012


Attachment N1 – Youth Supportive Services


Plan Mod Updated 06/21/2013 Page 139

Attachment O –State, Federal Policy and Notices

SIWIB approved 06/21/2013 140

Number Subject Status Ussue Date Effective Date Last Updated

00-GOV-01 Proposed Work Plan for Implementing the Literacy Action Agenda

Current Dec 1 1999 Dec 1 1999 Dec 1 1999

00-GOV-04 Action Item Two - Recommended Preface and Four-Part Strategy for Low-Income Older Workers

Current Jan 18 2000

Jan 18 2000

Jan 18 2000

00-GOV-08 Guidance Tools of Local One-Stop Delivery System

Current Apr 24 2000

Apr 24 2000

Apr 24 2000

00-GOV-09 Understanding of Impasse Procedures

Current Jun 26 2000

Jun 26 2000

Jun 26 2000

00-PL-06 Administrative Costs Under WIA

Current Jul 28 2000 Jul 1 2000 Jul 28 2000

00-PL-11 Individual and Program Approvals Under Section 500(c)(5) of the Illinois Unemployment Act

Current Nov 15 2000

Oct 23 2000

Nov 15 2000

00-PL-12 CH2

Eligibility for Title 1B of the WIA

Current Feb 22 2002

Feb 22 2002

Feb 22 2002

00-PL-12 CH3

Eligibility for Title 1B of the WIA

Current Apr 11 2005

Apr 11 2005

Apr 11 2005

00-PL-14 Pre-Award Survey for Relocating Establishments

Current Dec 28 2000

Dec 28 2000

Dec 28 2000

00-PL-18 Audits Current Apr 25 2001

Apr 25 2001

Apr 25 2001

00-TAIL-18 WIA Regulations and Availability of Grant Funds

Current Oct 2 2000 Oct 2 2000 Oct 2 2000

00-TAIL-23 Cost Allocation Current Apr 25 2001

Apr 25 2001

Apr 25 2001

01-GOV-01 Complete List of Workforce Development Policy Letters issued since July 1, 1999


01-GOV-02 Policy Guidance on Approval of Amended or Renegotiated Agreements



01-PL-20 Local Workforce Investment Area (LWIA) Requirements for Compliance in Obtaining Customer Satisfaction Results for Participants and Employers Receiving Services Under Title I of the Workforce Investment Act (WIA) of 1998


01-PL-21 MIS Policy Current Jul 12 2001 Jul 12 2001 Jul 12 2001

01-TAIL-27 Electronic Deposit of Funds


01-TAIL-28 Public Act 92-0087 Current Oct 4 2001 Oct 4 2001 Oct 4 2001

01-TAIL-29 Expenditure Reporting Requirements

Current Feb 14 2002

Feb 14 2002

Feb 14 2002

01-TAIL-32 WIA Performance Management Guide

Current Jun 26 2002

Jun 26 2002

Jun 26 2002

02-PL-37 Annual Reports for Workforce Investment Act Title I

Current Oct 28 2002

Oct 28 2002

Oct 28 2002

02-TAIL-33 Resource Room Upgrades


02-TAIL-35 Resource Guide for Local Workforce Investment Board Staff


02-TAIL-37 Classification of Instructional Program (CIP) coding revisions effecting procedural changes in the Provider Certification Web site and TRAC system

Current Dec 18 2002

Dec 18 2002

Dec 18 2002

03-TAIL-01 The Employment and Training Administration's (ETA's) New Strategic Vision for the Delivery of Youth Services Under the Workforce Investment Act (WIA)

Current Oct 20 2004

Oct 20 2004

Oct 20 2004


04-PL-02 Training Through Contracts for Service

Current Jan 14 2005

Jan 1 2005 Jan 14 2005

04-PL-05 WIA Complaint and Grievance Procedures (Non-Discrimination)

Current Jun 10 2005

Jun 10 2005

Jun 10 2005

05-NOT-02 PY 06 Performance Data Collection Requirement Clarification

Current Apr 25 2006

Apr 25 2006

Apr 25 2006

05-NOT-04 Common Measures Current Jun 26 2006

Jun 26 2006

Jun 26 2006

05-PL-01 Performance Reporting Submission Procedures for the Workforce Investment Act Standardized Record Data (WIASRD) and Trade Act Participant Report (TAPR), under Title 1B of the Workforce Investment Act (WIA)


05-PL-04 CH1

Reporting Requirements of Individuals with Disabilities served by Illinois workNet Centers

Current Aug 20 2008

Jul 1 2008 Aug 20 2008

05-PL-10 Critical Skill Shortages Initiative (CSSI) Reporting Procedures


05-PL-16 Property Control for Property Purchased with WIA Title I-B Grant Funds

Current Mar 17 2006

Mar 17 2006

Mar 17 2006

06-NOT-11 Resource Room Verification

Current Apr 6 2007 Apr 6 2007 Apr 6 2007

06-PL-24 Resource Room Tracking Current Dec 4 2006 Dec 4 2006 Dec 4 2006

06-PL-24 CH1

Resource Room Utilization Tracking

Current May 14 2007

May 14 2007

May 14 2007

06-PL-26 CH1

Grant Application for Technical Assistance Funds

Current Mar 17 2011

Mar 17 2011

Mar 17 2011


06-PL-28 Local Workforce Investment Act (LWIA) Incident Reporting Responsibilities

Current May 4 2007 May 4 2007 May 4 2007

07-NOT-19 Waiver for WIA Common Measures

Current Apr 21 2008

Apr 21 2008

Apr 21 2008

07-PL-31 Income Guidelines for Determining Low Income Status of Workforce Investment Act (WIA) Eligibility


07-PL-32 Poverty Guidelines for Determining Amounts of Needs-Related Payments


07-PL-33 CH1

Incumbent Worker Training Waiver

Current May 13 2009

May 13 2009

May 13 2009

07-PL-33 CH4

Incumbent Worker Training (IWT)

Current Dec 19 2011

Dec 19 2011

Dec 19 2011

07-PL-35 Needs Related Payments Current Aug 29 2007

Aug 29 2007

Aug 29 2007

07-PL-39 CH1

Data Validation Current Aug 19 2009

Aug 19 2009

Aug 19 2009

07-PL-40 CH1

Training Expenditure Requirement


07-PL-41 CH2

Local Plan Modifications Current Apr 26 2012

Apr 26 2012

Apr 26 2012

07-PL-42 Illinois workNet Current Nov 30 2007

Nov 30 2007

Nov 30 2007

08-ARRA-01 CH3

WIA Youth Programs Funded Under the Recovery and Reinvestment Act of 2009


08-NOT-30 Illinois Workforce Development System (IWDS) Changes for WIA Common Measures

Current Sep 22 2008

Sep 22 2008

Sep 22 2008

08-NOT-32 National Emergency Grants - Dual Enrollment Eligible Events



08-NOT-37 CH1

Trade Adjustment Assistance (TAA) Operating Instructions

Current Oct 19 2009

Oct 19 2009

Oct 19 2009

08-NOT-38 Priority of Service for Veterans and Eligible Spouses

Current Jun 11 2009

Jun 11 2009

Jun 11 2009

08-PL-47 National Emergency Grants - Dual Enrollment Funding


08-PL-49 Dislocation Event Entry into the Dislocation Event Tracking System (DETS).


09-ARRA-03

Training Programs Supported by Recovery Act Funds

Current Sep 15 2009

Sep 15 2009

Sep 15 2009

09-ARRA-04

American Recovery and Reinvestment Act Dislocated Worker Funds


09-ARRA-05

Needs Related Payments Policy Reminder

Current Jan 14 2010

Jan 14 2010

Jan 14 2010

09-NOT-40 Industry and Occupational Coding

Current Sep 25 2009

Sep 25 2009

Sep 25 2009

09-NOT-43 WIA Policy Updating Current Jan 28 2010

Jan 28 2010

Jan 28 2010

09-PL-50 Workforce Investment Act (WIA) Title I Performance Measure Incentives and Sanctions for PY’08

Current Aug 11 2009

Aug 11 2009

Aug 11 2009

09-PL-52 Trade Adjustment Assistance (TAA) Administration


09-PL-54 Catalog of Federal Domestic Assistance (CFDA) Subaccount Codes of Expenditures

Current Oct 19 2009

Oct 19 2009

Oct 19 2009

09-PL-57 CH1

Training Provider Eligibility/Program Certification

Current Oct 28 2010

Oct 28 2010

Oct 28 2010


10-ARRA-07

Reallocation of American Recovery and Reinvestment Act Allocated Funds

Current Nov 16 2010

Nov 16 2010

Nov 16 2010

10-NOT-52 CH1

Catalog of Federal Domestic Assistance (CFDA) Subaccount Codes of Expenditures

Current Dec 19 2011

Jul 1 2010 Dec 19 2011

10-PL-58 Reporting of Accrued Expenditures, Obligations and Reallocation


10-PL-59 Veteran's Priority of Service Requirements


10-PL-60 High Speed Internet (HSI)

Current Oct 28 2010

Oct 28 2010

Oct 28 2010

10-PL-62 Workforce Investment Act (WIA) Title I Incentives and Sanctions for Performance

Current Jun 22 2011

Jun 22 2011

Jun 22 2011

11-PL-01 CH1

WIA Dislocated Worker Emergency (1E) Assistance Application

Current Aug 31 2012

Apr 25 2012

Mar 21 2013

11-PL-02 Selective Service Requirement for WIA Title 1B Eligibility

Current May 29 2012

May 29 2012

May 29 2012

11-PL-03 Local Workforce Investment Board (LWIB) Provisions

Current May 30 2012

May 30 2012

May 30 2012

11-TAA-01 Trade Program - Funding Procedures

Current Sep 7 2011 Sep 6 2011 Mar 21 2013

12-NOT-01 Reporting of Credentials Current Jul 6 2012 Jul 6 2012 Jul 6 2012

12-NOT-02 WIA Provider Summary Reporting

Current Nov 19 2012

Nov 19 2012

Nov 19 2012

12-NOT-03 Revised Income Guidelines for Determining Low Income Status for Workforce Investment Act (WIA) Eligibility



12-NOT-04 Revised Poverty Guidelines for Determining Eligibility


12-NOT-05 WIA Title I Adult, Dislocated Worker, and Youth Activities Program Allocations for Program Year 2013 (PY'13)

Current May 8 2013 May 8 2013 May 9 2013

12-PL-01 Waiver for Individual Training Accounts (ITAs) for Youth

Current Sep 20 2012

Sep 20 2012

Sep 20 2012

12-PL-02 Program Exit Requirements

Current Nov 28 2012

Nov 28 2012

Nov 28 2012

12-TAA-01 Trade Travel Assistance Current Apr 9 2013 Apr 1 2013 Apr 10 2013

99-PL-01 Adult Service Priority System under the WIA of 1998

Current Aug 4 1999 Aug 4 1999 Aug 4 1999

99-PL-01 CH1

Waivers Related to the Adult Service Priority System under the WIA of 1998

Current Aug 15 2000

Aug 15 2000

Aug 15 2000

99-PL-02 Negotiation of Performance Goals for Title 1B of the WIA

Current Jan 4 2000 Jan 4 2000 Jan 4 2000

99-PL-03 29 CFR Part 37 Implementation of the Nondiscrimination and Equal Opportunity Provisions of the WIA of 1998; Final Rule

Current Apr 10 2000

Apr 10 2000

Apr 10 2000

99-PL-05 Chief Elected Official Responsibilities and Delegation of Authority under the WIA of 1998

Current Jun 9 2000 Jun 9 2000 Jun 9 2000

99-TAIL-01 Chief Elected Officials’ Agreement under the Workforce Investment Act


99-TAIL-01 CH1

Chief Elected Officials’ Agreement under the Workforce Investment Act

Current Nov 24 1999

Nov 24 1999

Nov 24 1999


99-TAIL-02 Designation of Workforce Investment Areas

Current Aug 4 1999 Aug 4 1999 Aug 4 1999

99-TAIL-03 USDOL Town Hall Meeting

Current Aug 10 1999

Aug 10 1999

Aug 10 1999

99-TAIL-04 WIA Transition Current Aug 19 1999

Aug 19 1999

Aug 19 1999

99-TAIL-06 Workforce Investment Act Title I-B Local Planning Guidelines

Current Dec 12 1999

Dec 12 1999

Dec 12 1999

99-TAIL-08 Methods of Administration Guidelines

Current Dec 17 1999

Dec 17 1999

Dec 17 1999

99-TAIL-09 Workforce Investment Act Forum

Current Feb 2 2000 Feb 2 2000 Feb 2 2000

99-TAIL-10 WIA/Summer Youth Program

Current Feb 9 2000 Feb 9 2000 Feb 9 2000

99-TAIL-12 WIA Technology Conference

Current May 12 2000

May 12 2000

May 12 2000

99-TAIL-13 Rapid Response Conference

Current May 24 2000

May 24 2000

May 24 2000

99-TAIL-14 Responses to questions raised at statewide training provider certification system training sessions conducted by the Job Training Division in May 2000

Current Jun 13 2000

Jun 13 2000

Jun 13 2000

99-TAIL-16 Procedure for responding to providers that have intentionally submitted inaccurate information

Current Jun 13 2000

Jun 13 2000

Jun 13 2000


Attachment P –Organizational Chart


Documents

June 21, 2013 Office of Employment and Training Planning ... 25 Local Plan 062113.pdf · Office of Employment and Training Planning Unit 500 East Monroe, ... OJT Policy ... Information