PASCO HERNANDO JOBS AND EDUCATION PARTNERSHIP REGIONAL BOARD, INC.

WORKFORCE INVESTMENT ACT

TWO YEAR PLAN

For

Pasco Hernando Workforce Investment Area

FOR THE PERIOD: July 1, 2007 through June 30, 2009

PASCO HERNANDO JOBS AND EDUCATION PARTNERSHIP REGIONAL BOARD, INC.

PO BOX 15790

BROOKSVILLE, FLORIDA 34604

(352) 797-5781/Fax (352) 797-5785

TABLE OF CONTENTS

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Executive Summary (Optional) 5

I. Local Plan Development Process 6

A. Description of Workforce Plan Development Process: Collaboration with Partners for Workforce Investment Act, Wagner-Peyser, and Welfare Transition/Temporary Assistance to Needy Families (TANF) Programs

B. Description of Process for Providing Public Comments

II. Local Vision and Goals 8

A. Description of the Local Board’s Unique Vision and Strategic Goals

B. Provide a Brief Overview of the Process for Attaining the Local Board’s Workforce Goals

III. Assessment of Labor Market Needs (Emphasis on a “Demand-Driven” System) 9

A. Identification of Workforce Needs of Area

B. Identification of Current and Projected Employment Opportunities

C. Description of Necessary Job Skills

IV. Local System Infrastructure 11

A. Description of Functions and Completion of Required Tables

B. Process for Selecting Service Provider(s)

V. One-Stop Delivery System/Services 13

A. Description of the Local One-Stop System

B. Process for Maintaining Eligible Provider Training List

C. Processes for Ensuring Continuous Education/Training of Eligible Service Providers, Assessments of Strengths and Opportunities, Use of Performance Incentives, Awarding Bonuses to Participants, Use of Individual Training Accounts (ITAs), and Achievement of Performance Goals

D. The Memorandum of Understanding Process

E. Selection Process of One-Stop Operator(s)

F. Mandatory One-Stop Partners’ Employment and Training Program Activities and Services, including Faith-Based and Community-Based Organization Initiatives

1. Wagner-Peyser

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2. Veterans Program

3. Migrant and Seasonal Farm Workers

4. Rapid Response

5. Trade Adjustment Act

6. Job Corps

7. Youth Programs

8. Welfare Transition Program/TANF

9. Food Stamp Employment and Training Program

10. Senior Community Services Employment Program

11. Workforce Activities and Services

12. Work Experience

13. On-the-Job Training

14. Customized Training

15. Employed Worker Training Program

16. Business Services

17. Services to Targeted Populations

18. Workforce Program-Specific Definitions

19. Supportive Services

VI. Description of Negotiated Local Performance Goals and Levels 91

VII. Administrative Plan - See Attachment G

VIII. Signature Pages 93

IX. Required Attachments 94

A. Inter-local Agreement(s)B. Fiscal Agent Design/Administrative Entity/One-Stop Operator C. List of One-Stop Memorandum(s) of Understanding (Board and One-Stop Partners)D. Local Operating Procedures Referenced in the Local Workforce Services Plan E. Welfare Transition/TANF Standard Operating ProceduresF. Public Comments on Local Workforce Investment PlanG. Local Administrative Plan

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Executive Summary

The Pasco Hernando Jobs and Education Partnership Regional Board, Inc. (PHJEPRB) will implement the Workforce Investment Act (WIA) in accordance with the framework outlined in the Act and its implementing regulations which shall include the Act’s reauthorization requirements. The PHJEPRB and its appointed committees will be guided by state of Florida Goals and Vision for designing and implementing a demand driven workforce development system that will meet or exceed the needs of local businesses and jobseekers.

The PHJEPRB Two-Year Plan is to establish governance goals that serve as a guide in the development of an effective workforce development system that meets the needs of its stakeholders. This plan provides an overview of the PHJEPRB’s on-going initiatives to accomplish its mission. In this document are outlined the tactics and procedures for establishing policies that allow businesses and job seekers seamless access to available employment and training resources. The PHJEPRB’s detailed policies will establish a sound organizational and oversight structure that maximizes both available resources and the effective participation of partner organizations and individual Board members.

Pasco Hernando Regional Workforce Investment Board Resource System

The cornerstone of the PHJEPRB is its One-Stop Service Delivery System which unifies numerous training, education and employment programs into a single, customer friendly system. The PHJEPRB has established three One-Stop Centers in the Pasco Hernando region called Career Central. The PHJEPRB will continue to ensure universal access for jobseekers and businesses through its’ Career Central One-Stop Service Delivery System and will provide WIA core services to include:

Services for Business

Recruitment and pre-screening of qualified applicants Easy access to post job listings Job and Industry growth trends and forecasts Wage data and other valuable labor market information (LMI) Economic and Business Development Assistance.

Area employers have expressed their satisfaction with the value-added benefits from a single system for finding job-ready, skilled human capital that meets their needs. Through the One-Stop System, employers have a single point of contact to provide information about current and future skills needed by their employees and to list job openings.

Services for Jobseekers

Information about Local, State and National Labor Markets Job and Career Resources (computers, faxes, copy machines, telephones) Job Listings Hiring/Employment Requirements Job Referral and Placement Services Information on the Quality and Effectiveness of Education and Training Programs. Initial Screening for Training Eligibility

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Testing and Assessment Job Search Information for filing Unemployment Insurance Claims Information regarding local supportive services, including: childcare, transportation, aid

programs, other agencies and their complementary employment support servicesWorkforce Investment Board

The system described in this document may require adjustment to conform to upcoming WIA reauthorization requirements however this plan will serve as the template for the PHJEPRB to effectively implement and oversee employment and training services in our region. In future years the PHJEPRB will maintain the greatest flexibility possible that is consistent with the Act and will modify the system as necessary and required for the effective delivery of services in a demand driven workforce system.

System Structure

The PHJEPRB is the grant recipient of funds and resources and PHJEPRB staff will provide local administrative oversight and technical support to the Regional Workforce Board (RWB). The PHJEPRB through a competitive process has designated ACS State and Local Solutions as the One-Stop Operator.

I.A. DESCRIPTION OF PLAN DEVELOPMENT PROCESS The Pasco Hernando Jobs and Education Partnership Regional Board, Inc. (PHJEPRB) provided opportunities for public comment and input into the development of this two year plan prior to its submission. A draft and final two year local plan was placed on the PHJEPRB web-site (www.pasco-hernando.com) and an advertisement in both local newspapers directed individuals to the web-site. A copy of this plan was also available at our administrative offices. PHJEPRB staff prepared planning issues for the consideration of our business led board, and sub-committees relied heavily on collaboration with partnering organizations, business entities, elected officials, labor and educational leaders in formulating discretionary policy recommendations. As part of day-to-day operations, meetings among community partners, stakeholders, board and staff contributed elements to this plan. Committee service delivery recommendations often resulted in policy and procedural changes. All actions received board approval prior to implementation. Memorandums of Understanding and Letters of Agreement with required, suggested and interested partners include the responsibility of working within the regional One-Stop Service Delivery System to coordinate efforts that sustain and improve operations and to ensure all relevant federal, state and local policies are properly incorporated into Pasco Hernando One-Stop Delivery System operations.I. B. PROCESS FOR PROVIDING PUBLIC COMMENTS

Comments and input from WIA planning meetings were used in the development of our first five year plan, and the prior strategic plan was the starting point for the development process that has resulted in this document. The community has actively participated and contributed on an on-going basis through board and sub-committee meetings. All board and sub-committee meetings are publicly noticed and comments from partners and interested parties are discussed by the appropriate board committee and made a part of committee recommendations. As a result of these discussions, this plan and other supporting funding source specific plans have been revised to meet evolving community needs and priorities. This plan provides general guidance for the

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next two years however it is a living document and the policies and procedures that guide our operations will continue to be enhanced and improved as new information, regulations and ideas are forthcoming. No comments were received expressing disagreement with this plan during the public review process.

This two year plan was submitted to the Executive Committee of the Pasco Hernando Jobs and Education Partnership Regional Board, Inc. on September 19, 2007. Concurrence by the PHJEPRB will occur at the next scheduled meeting. This two year plan was submitted on September 18, 2007, to the Hernando Board of County Commissioners and on September 18, 2007 to the Pasco Board of County Commissioners.

I.A.2. Describe how comments were considered in the local Workforce Services Plan development process

Planning groups held Draft of 2 Year Local Plan written Draft presented to Pasco Hernando Jobs & Education Partnership leadership group & revised Draft presented to Key Partners and Stakeholders - comments accepted Draft posted at www.pasco-hernando.com – comments/questions received via email at http://info.career-central.org . Draft advertised in two local newspapers Draft presented to PHJEP Board of Directors – comments accepted Draft presented to Chief Elected Officials Comments incorporated into draft and plan finalized Presented to Workforce Florida –September 28, 2007

II.A. Local Vision and Goals

Vision: To serve as a catalyst in the community for promoting self-sufficiency through the development of a quality workforce.

Goals: A service delivery system that meets the needs of both the workforce and the business community:

Accessible and beneficial skill enhancement, counseling, and training opportunities for employers and the workforce.

Effective job placement services meeting the needs of employers and leading to gainful employment for area citizens.

Market driven career ladders for low and mid-income citizens. Creating and maintaining a flexible, highly skilled workforce that will enable the

continued competitiveness of local businesses. Expanded employment opportunities and a thriving business environment. A One-Stop Service Delivery System that is the first choice of job seekers, workers and

employers.

Leadership through innovation, communication, viable partnerships and a focus on excellence are critical as we provide quality services in a seamless manner to all customers in our One-Stop Service Delivery System. Partners have been encouraged to share and examine their core

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competencies as we have streamlined services. The value of strategic partnerships as a means to expand individual organizational opportunities rather than reduce them has and will continue to be among our highest priorities. Partner organizations that educate and/or are involved in workforce development now understand that partnering in comprehensive seamless systems may maximize societal benefits even when funding is reduced.

There has been substantial cooperation among regional partners as our workforce system has matured, and our Career Central One-Stop Service Delivery System has emerged as a focal point and leader in this effort. The result has been substantial progress in meeting or exceeding the expectations of our business and job seeking customers. Continual and effective communication with all partners and stakeholders, enhanced partnerships with business, education, economic development, community and governmental organizations will ensure we meet both the current and future workforce needs of our community and thus achieve our goals.

II B. THE ATTAINMENT OF THE LOCAL BOARD’S STRATEGIC GOALS

Work is inherent to human experience and the nature of work has been and will continue to be determined by the nature of the economy. Fortunately, the overall nature of the Pasco Hernando economy has continued to be robust. To sustain and increase this vitality, public policy must encourage the growth of high skill and high wage jobs and ensure there are adequate workers with the skills necessary to succeed in those jobs.

The employer is the key to our success. Locally, employers must be confident when the decision is made to recruit employees from the Career Central One-Stop Service Delivery System that they are selecting from a pool of individuals that can satisfy their employment needs.

Universal access, customer choice, and innovative strategies coupled with an emphasis on performance are also critical to the achievement of our strategic goals. At the heart of the PHJEPRB’s One-Stop Service Delivery System are our three Career Central One-Stop Centers that provide the core services of partners to area residents.

At our One-Stop Career Centers core and intensive services as well as training opportunities are provided in a seamless system of service delivery. Productive and effective working relationships with partners ensure area citizens may be referred directly or have electronic access to all required and supplemental services. Job Search Touch Screen KIOSKs located through our region provide additional basic job search and labor market information to those in need.

As noted above, our primary customer is the employer, and The Business Services Unit is the focal point for services to these customers. As we are unable to be “all things to all people” we have moved forward with a “tiered” approach that ranks area employers and provides enhanced services depending on the quality of employment offered. These enhanced services to businesses are often the impetus for the upgrading of individual jobs, thus positively impacting the job seeking efforts of our customers. Business services representatives, specialized by industry, provide information and services tailored to individual business needs. This system of service delivery is closely tied to the economic development goals and targeted industries of the area and the economic development efforts of other regional partners.

II.B.2. Describe the process if the region is utilizing any of the waivers identified in the State Plan from the USDOL to enable full implementation of a business-driven model.

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Provide information on whether any laws, regulations, or policies impede the region from full attainment of local workforce system goals.

Region 16 is not currently utilizing any of the waivers identified in the State Plan from the USDOL.

III. Assessment of Labor Market Needs (Emphasis on a “Demand-Driven” System)

III.A. Identification of Workforce Needs of Area

The PHJEPRB is working closely with economic development organizations other workforce boards and partners to identify and address the ever changing employment and training needs of business. Business Services Representatives use job development to increase placement rates, and package training and incentive programs customized to the individual employer’s requirements. Providing these basic services to the business community while identifying and exploring new avenues for service is challenging and requires an innovative approach to business problem solving however the reward is increased market penetration and more exposure of the Business Services Unit in our community.

The relatively low unemployment rates we are currently experiencing can mean that employers have difficulty finding workers that meet even their minimum requirements, and businesses now frequently need assistance in hiring qualified workers. Basic skills such as reading, writing, math, speaking and an ability to listen and understand are all important at the workplace but these skills are not always present in the available workforce. Additionally, thinking skills such as creativity, logical reasoning, decision-making, problem solving and visualization are also skills employees need in order to advance.

To begin meeting this challenge in our region, employer input was the impetus for the establishment of self-directed “learning labs” at each of our regional One-Stop locations. The purpose of these labs, conducted during normal work hours and soon on designated evenings at each of our Career Central locations, is to provide a means for motivated individuals to learn important soft and employment related skills. The current learning lab curriculum includes basic computer skills, customer and interpersonal relations and supervisory skills as well as other employment related topics. Through a partnership with our local community college, additional on-line coursework will be added periodically to allow individuals to continuously increase their employability.

To further assist our job-seeking customers, Employability Skills Workshops at our One-Stops emphasize resume writing, interviewing skills and other personal skills and attributes such as responsibility, self-esteem, sociability and initiative. These topics, when combined with the technical and other training available through our community partners will help ensure our best employers have a stream of workers that possess the attributes required in today’s competitive economy.

III.B.1. Identification of Current and Projected Employment Opportunities

In today’s competitive economy it is important for our community to attract and hold businesses that offer better employment opportunities. Certain business sectors traditionally contain these higher value employments and Region 16 is following a strategy that emphasizes services to these employers.

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Above average current and projected employment opportunities are found on the Region 16 Targeted Occupations List used by Resource Room and other One-Stop staff as they work with incumbent workers and job seekers to maximize employment. Visitors to our One-Stop Centers have access to traditional employment listings, information on wage and demand trends in the various employment categories, and learning labs where additional employment skills may be mastered. Evaluations of the effectiveness of training organizations are also available, and training is linked to jobs currently and projected to be in demand.

Using the most current labor market data, the Business Services Committee has designated five industry sectors for concentration of Career Central’s Business Services effort. These are industries with positive growth and the required skills and wage levels that support self-sufficiency. Currently included on the list are manufacturing, construction, transportation and warehousing, healthcare, and educational professional services.

Specific occupations, as in the Targeted Occupations List are generally under the purview of the Workforce Estimating Conference at the state level. This list is reviewed annually by our own Business Services Committee to determine its completeness and whether the occupations are appropriate to our community. Occupations that are missing from this list but in demand locally and carry sufficient wages are added to our Targeted Occupations List after a request is approved by Workforce Florida, Inc.

III.B.2. Describe if the information in B.1. above has been supplemented using other special analyses, surveys or studies. Given the State’s low unemployment rate and specific unemployment rates in the region, describe how the region is dealing with the workforce shortages in key targeted areas identified in the region’s workforce goals.

PHJEP’s wide ranges of services are valuable in dealing with workforce shortages. Resources include employee recruiting; customized training; targeted career fairs; workshops and business seminars; and retention support strategies. PHJEP is dealing with workforce shortages by communicating with businesses on a regular basis and meeting their needs.

III.C. Description of Necessary Job Skills

For persons entering the workforce for the first time, working in low paying jobs, or failing to advance in their field, basic skills such as the value of arriving punctually and working productively is emphasized by One-Stop staff. Additional counseling and/or training seeks to instill good work habits. Employers need workers that are able to read, write, solve basic arithmetic problems and are able to speak and listen, problem solve and make responsible and effective decisions. Programs that enhance self-esteem and sociability also improve the employability of individuals.The top growth and demand jobs require a variety of technical and specialized skills that are acquired through specialized training or on the job however the general skills necessary to obtain employment in these demand areas include good communication, computer skills, and an understanding of what constitutes and how to deliver good customer service.

Skills Up-Grade Training is a post employment strategy designed to provide new and existing businesses an opportunity to offset the costs of training and for existing employees a means to

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retain technical competitiveness in today’s economy. In many instances this training takes place during normal business hours and at the current work-site.

IV. Local System Infrastructure

IV.A.1. Description of Functions and Completion of Required Tables

Regional Workforce Development Board Structure

The PHJEPRB is the program policy oversight authority and the financial and administrative entity for workforce development in Pasco and Hernando counties. Its membership includes all mandated partners. Partners include ACS State and Local Solutions, The ARC Nature Coast, Division of Blind Services, Lutheran Services Florida, Inc., USDOL, Veterans Administration, Child Support Enforcement Program, Center for Independent Living of North Central Florida, Mid-Florida Community Services, Abilities, Inc. of Florida, Childhood Development Services, Youth and Family Alternatives, School Board of Hernando County, District School Board of Pasco County, Hernando County Housing Authority, Pasco County Housing Authority, Experience Works, Inc., AARP Foundation/SCSEP, Agency for Workforce Innovation, Department of Education-Vocational Rehabilitation, Gulf Coast Community Care, Connections Job Development Corporation, Florida Department of Children and Families Sun-Coast Region, Florida Department of Children and Families District 13, and Pasco Hernando Community College.

The First Jobs/First Wages committee serves as the Youth Council. Its primary role is to expand the pool of available workers, to understand the entry-level job market and to link first-time workers to available training and educational programs.

The Better Jobs/Better Wages Committee works with and through community and state partners, the One-Stop Operator and area employers to assist in the design and implementation of programs targeting families transitioning from welfare and assists underemployed workers improve their skills so they can get better jobs. The Committee identifies specific issues for the targeted population groups and seeks the means to address them. Working closely with staff and community partners from our Region 16 Welfare Transition Program, this committee strives to understand the current job market, its likely expansions and works to develop strategies for increasing the skills necessary for job advancement.

The High Skills/High Wages Committee serves as the regional Business Services Committee and emphasizes our region’s commitment to a demand driven system through a working relationship with training providers and economic development organizations. Critical to this effort is the identification of the skills necessary for area business retention, expansion and recruitment. As part of this process the committee monitors economic development to provide workers for current high demand skill occupations, future high demand jobs that will keep businesses competitive and facilitates training grants to businesses creating new high skills/high wages jobs.

IV.A.2, 3, 4. Administrative Entity, Grant Recipient, Fiscal Agent

The local system administrative entity and fiscal agent for Welfare Transition, WIA and Wagner-Peyser funded programs is the Pasco Hernando Jobs and Education Partnership Regional Board, Inc., P.O. Box 15790, Brooksville, Florida 34604 (352-797-5781, fax 352-797-5785, lellzey@career-central.org). All programs administered by the PHJEPRB are integrated into a

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seamless system of service delivery and are operated and coordinated through our One-Stop Primary Service Provider.

IV. A. 5. Chief Elected Officials

Pat Mulieri, Pasco Board of County Commissioners, 7530 Little Road, New Port Richey, Florida 34654 (727-847-8100, fax 727-847-8969, pmulieri@pascocountyfl.net).

Jeff Stabins, Hernando Board of County Commissioners, 20 North Main Street, Room 460, Brooksville, Florida 34601 (352-754-4000, fax 352-754-4477, Jstabins@hernandocounty.us).

IV.4.B. Process for Selecting Service Provider(s)

Procurement records are maintained for three years and include documentation explaining the rationale for the method of procurement, contractor selection or rejection forms, cost/price analysis and the basis for the contract price.

When procuring services over $25,000 the PHJEPRB uses a Request for Proposal (RFP) process that includes public notice and mailing to individuals/organizations that have requested notification. Proposals received by the deadline are reviewed by PHJEPRB staff for responsiveness prior to submission to the appointed Proposal Review Committee.

No employee or authorized agent, PHJEPRB member or officer may participate in or cast a vote in the selection of or in the award of a contract if a conflict of interest, real or apparent, is involved. No employee or authorized agent, board member or officer may solicit or accept gratuities, favors or anything of value from contractors, potential contractors or parties to any sub-agreement. Proposals are evaluated using a point system based on criteria published in each Request for Proposals. Final programmatic funding decisions are made by the PHJEPRB. No single staff or board member controls the selection or administration process.

Sole source procurement is minimized and may only be used in emergency situations where time constraints do not allow a competitive solicitation, when only one supplier has a unique capacity to provide the goods or services, or when solicitation results in inadequate competition. These situations must be justified in writing and approved by the President.

The PHJEPRB takes all necessary affirmative steps to assure that minority firms, women’s business enterprises, and labor surplus area firms are used when possible; including dividing total requirements and establishing delivery schedules in the procurement action to permit maximum participation. Special consideration is given to proposals submitted by public educational agencies and community based and minority organizations. Before funding awards are made, the PHJEPRB reviews programs other sub-grantees and organizations are operating, and ensures reasonableness of cost. Each Request for Proposal specifies the appeal procedure for bidders. A PHJEPRB staff member is assigned as the contract manager for each executed contract, and each contract file contains documentation of all actions related to the administration of the contract.

V. One-Stop Delivery System/Services

V.A.1. Description of the Local One-Stop System

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The Workforce Investment Act (WIA) prescribes three levels of service delivery in the One Stop system. These levels of service are labeled Core, Intensive and Training. Service at one level is a prerequisite for moving on to the next level. Unassisted core services do not need to serve as "stand-alone" services, but may be provided in conjunction with other activities.

Service Delivery Policies

The following policies apply to service delivery throughout the Pasco Hernando One Stop System:

A. Any individual will have access to the One Stop system and to all Unassisted Core Services.

B. No customer has the automatic right of access to all services beyond unassisted core services available in the Center.

C. Customers move through a sequence of Career Central services based on the needs of the individual customer and his/her eligibility for specific Assisted Core, Intensive and Training Services.

D. Eligibility determination may be required for services funded by Career Central partners, other programs, or employers.

A. Customers must be determined eligible to receive WIA services beyond those at the Unassisted Core level. Eligibility for Assisted Core, Intensive and Training services is based on the customer still being unemployed or underemployed, on the suitability and need of the customer for additional services in order to become employed, and on a specific determination for dislocated worker status or priority status for general adult customers.

E. The sequence of services for any individual customer is based on the customer's choice, to the extent that the customer's choice is in keeping with the program requirements. The basic program requirements must be documented; they are:

a customer must receive at least one Core Service, be unemployed or underemployed, and in need of additional services before entering Intensive Services;

a customer must receive at least one Intensive Service, still be unemployed or underemployed, and in need of additional services, before entering Training Services.

G. Customers receiving WIA-funded services must receive an Initial Assessment prior to being determined eligible for Intensive Services. Customers must receive a comprehensive Career Assessment and Individual Employment Plan prior to

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receiving Training Services.

G. Customers do not have to access or complete all Core Services before entering Intensive Services. Customers do not have to access or complete all Intensive Services before entering Training Services.

Core Services

Core Services are those initial services available to any customer of the Career Central system. Services may be delivered in a self-service manner (such as automated job search or the use of Resource Room information), or in groups (orientations or workshops); with minimal staff assistance, or with an extensive amount of one-on-one staff assistance. Core Services are designated as either 'Unassisted' or "Assisted'.

Unassisted Core Services

Unassisted Core Services are services that are primarily self-service or which require only minimal staff assistance. Customers using Unassisted Core Services may complete Basic Registration. Basic Registration will he tracked through a simple sign in sheet for purposed of collecting center traffic counts. The Sign In Sheet appears in the Appendix.

The following core services are general, unassisted services and if provided as a standalone service, do not require an individual to be registered for WIA and therefore subsequently followed-up for performance measurement purposes:

A. Determination of eligibility to receive assistance under Title IB of WIA ;

B. Outreach, intake (which may include worker profiling), orientation and referral to the services available through the One Stop system;

A. Initial assessment of skill levels, aptitudes, abilities, and need for supportive services;

B. Job search and placement assistance individually or in groups through the Job Information System (JIS), the Professional Placement Network (PPN), and computerized file search;

C. Provision of employment statistics information, including job vacancy listings, job skill requirements for job listings, and information on demand occupations;

D. Provision of performance and program cost information on eligible providers of training services;

F. Provision of performance information on the local One Stop delivery system;

G. Provision of information on supportive services including child care and transportation, available in the local area and referral to such services as needed;

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H. Provision of information regarding filing claims for unemployment compensation;

I. Assistance in establishing Welfare-to-Work eligibility and other non-WIA training and education programs;

J. Resource room usage, Internet browsing, Internet accounts (Career Kit, Personnel Kit);

K. Initial development of an employment plan;

L. Workshops and job clubs and "How To" group sessions (e.g. writing a resume);

F. Job referrals (informational, e.g., job scouts, employment service referrals in non-exclusive hiring arrangements, short-term or seasonal placements); and

0. Talent referrals (informational, e.g., talent scouts, employment service staff referrals of resumes without further screening).

Assisted Core Services

Assisted Core Services are those Core Services that require individualized or group help that goes beyond general information and self-service. Customers receiving WIA funded assisted core services must be entered into the EFM System (Employ Florida Marketplace) and the customer will be considered as WIA registered. EFM (Employ Florida Marketplace) registration will also occur for all customers not accessing WIA services.

The following is a list of assisted core services:

A. Staff assisted job search and placement assistance, including career counseling;

B. Staff assisted job referrals (testing and background checks done before referral or when operating as the employers agent in order to fill job orders);

C. Staff assisted job development (working with the employer and job seeker);

D. Staff assisted workshops and job clubs; and

E. Follow-up services, including counseling regarding the workplace, for participants in WIA activities who are placed in unsubsidized employment for not less than 12 months after the first day of employment as appropriate.

Intensive Services

Intensive services are the second level of services in the Career Central, available to those customers who have not obtained employment through Core Services, and who need additional assistance to become employed. Customers funded under WIA must be eligible to receive Intensive Services, and have demonstrated a need for them, before moving to this

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level. Non-WIA customers may receive intensive services, providing a funding source is available for them.

WIA Intensive Services include:

A. Comprehensive and specialized assessments of skill levels and service needs

B. Development of an Individual Employment Plan (IEP) to identify the employment goals, appropriate achievement objectives, and appropriate combination of services for the participant to achieve the employment goals

C. Group or individual counseling and career planning

D. Case management

E. Short term prevocational services, including development of learning skills, communication skills, interviewing skills, punctuality, personal maintenance skills and professional conduct to prepare individuals for employment or training

F. Support services

G. Adult education and literacy training

Training Services

Those adult and dislocated workers who do not obtain employment following intensive services may be referred to training in order to secure employment leading to self-sufficiency. The training must be directly linked to occupations in demand. Customers referred to training must demonstrate that they have the need, suitability, skills and qualifications to complete the training activity successfully. The desired outcome of all training services is unsubsidized employment for the customer.

Training Services allowable under WIA include:

A. Occupational skills training, including non-traditional training

B. On-the-Job training

C. Programs that combine workplace training with related instruction, which may include cooperative education programs

D. Training programs operated by the private sector

E. Skill upgrading and retraining

F. Entrepreneurial training

G. Job readiness training

H. Adult education and literacy activities provided in combination with training described above

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I. Customized training conducted with a commitment by an employer to employ an individual upon successful completion of the training

Sequence of Services

A typical sequence for customers that require Intensive and Training Services, or for other customers with barriers to employment is detailed below.

Customers may obtain unsubsidized employment at any point on the continuum of services. Note that individual customers may move up and down in the sequence. Services received beyond Unassisted Core must be documented.

A. Entrance to Career CentralB. Basic RegistrationC. Orientation to One Stop ServicesD. Resource Room usageE. Access to and use of any or all Unassisted Core self-service activities, including

job placement activities, and 'how to' groupsF. If still unemployed or underemployed, and determined to be in need of

intensive services to obtain or retain employment, referral to WIA or other appropriate program and review of eligibility documentation

G. Comprehensive Registration completed/entered into the MISH. Appropriate staff assigned to customerI. Intensive Services accessedJ. Career Assessment completed, based on participant needK. Development and implementation of the Employment PlanL. Monitored for progress throughout the plan activityM. Completes plan activity and obtains a jobN. Follow-up for twelve months

Employer Services

A key goal of the One Stop System is to provide superior customer service to employers. Business customers need labor market information and information on labor-related laws and issues such as workers' compensation; child labor, unemployment compensation. Perhaps the greatest need of employers is the need for skilled workers. An effective One Stop System will match job seekers with employers in a manner that meets the needs of both.

Core employer services include:

A. job listing for any employer

B. recruiting of employees tied to employer specifications

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C. job matching of job-seeker customers and employers

D. space and assistance in mass interviewing

E. hosting job fairs for one or more companies

F. access to local, regional, state, and national labor market information

G. certification of individuals for tax credits

H. employee bonding when the individual cannot afford it and it is a condition of employment.

Intensive employer services may include:

A. specialized assessments for applicants

Training services for employers include:A. on-the-job training

B. customized training

C. skill upgrading for eligible incumbent workers.

The One Stop Partners will be developing an Employer Services Plan to set forth strategies for action to improve services. This plan will be developed by a marketing ad hoc committee chaired by the One Stop Operator with lead participation from an AWI staff designee. This marketing committee will focus on consolidating efforts and resources in the following areas:

Tools/MaterialsRegional Sales DesignationsJob Fairs/Mass RecruitmentConsolidation of job leads/job orders

It is anticipated that integrated "business account teams" will be developed in the future to reduce duplication and improve service.

V.B. Process for Maintaining Eligible Provider Training List

Preference is given to training providers with a proven history of good performance. Providers interested in becoming a certified trainer complete an application. Information from the application is reviewed by PHJEPRB staff and is used to determine whether a training program meets the minimum quality requirements for consideration. A site visit may be conducted as part of this process prior to final selection to determine the adequacy of equipment and facility, level of staff knowledge and ability to provide the training described in the application. Applications meeting minimum criteria are forwarded to the High Skills/High Wage Committee for review. The High Skills/High Wages Committee makes a recommendation to the full board regarding approval of a training vendor. Those training providers deemed advantageous by the PHJEPRB will be selected as approved providers and customers will be provided with performance data

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supplied by the training provider as well as related data from the Florida Education & Training Placement Information Program (FETPIP). A list of all region approved providers is maintained on our www.career-central.org web-site.

V.C. Certification Process for Eligible Service Providers

V.C.1,2,3,4,5. All workforce contracts with service providers are performance based and are guided by a commitment to quality services, customer choice and customer satisfaction. The One-Stop Operator and outside program service providers take an active role in identifying and establishing performance standards. If the provider does not meet the benchmarks set in the contract, compensation is reduced accordingly.

The PHJEPRB demands specific performance levels and sets benchmarks that challenge providers. Contracts are re-bid through the RFP process or are renegotiated with existing providers if performance is satisfactory and extensions are compatible with procurement regulations. Contract renewals may occur up to a maximum of two annual contracts, with an aggregate of three years. Performance benchmarks can be adjusted annually as appropriate.

The effectiveness of the training provider in delivering comparable or related training, the willingness of the training provider to enter into agreements or linkages with other agencies and their willingness to provide or establish mentoring, placement and other supplemental services are all necessary ingredients in the delivery of continuously improved services.

An integral part of the PHJEPRB’s process for continuous improvement also includes quarterly reviews of programs and administrative procedures by independent monitors. This agreed-upon procedures engagement is conducted in accordance with attestation standards established by the American Institute of Certified Public Accountants. The findings and recommendations from these monitoring visits, as well as state sponsored monitoring, complement other efforts to improve services on an on-going basis.

Continuous improvement is also facilitated through a series of meetings between the One-Stop Operator and PHJEPRB staff. These meetings often include front-line staff. Most often these meetings are management team meetings, scheduled monthly or as needed, where Board and One-Stop Operator staff report and discuss performance, goals, and the means they may be achieved and performance improved. The PHJEPRB Committee structure includes Board, provider and interested party input in the decision-making process, and recommendations generated from the committee structure are often implemented into the service delivery model.

In addition to scheduled events, the President and staff provide direct feedback to the One-Stop Operator resulting from observations of the day to day operations as well as regularly reviewed performance reports. The President has an open communication policy that encourages Board and Operator staff to elevate concerns quickly. Performance that exceeds standards may be rewarded by incentive payments as stipulated in the contracts.

V.D. The Memorandum of Understanding Process

V.D.1. List of One-Stop Memorandums of Understanding

The Agency for Workforce Innovation ACS State and Local Solutions (One-Stop Operator)

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AARP Foundation/Senior Community Service Employment Program Abilities, Inc. of Florida The ARC Nature Coast District School Board of Pasco County Division of Blind Service, Florida Department of Education Experience Works, Inc. Gulf Coast Jewish Family and Mental Health Services, Inc., D.B.A. Gulf Coast

Community Care Hernando County Housing Authority Lutheran Services Florida, Inc. Mid Florida Community Services, Inc. Pasco Hernando Community College Pasco County Housing Authority School Board of Hernando County Florida U.S. Department of Veterans’ Affairs Vocational Rehabilitation and Employment

Service Program Vocational Rehabilitation Services, Area IV, Florida Department of Education

Following is the PHJEPRB Memorandum of Understanding Template.

PASCO HERNANDO ONE STOP DELIVERY SYSTEM MEMORANDUM OF UNDERSTANDING BETWEEN THE PASCO HERNANDO JOBS AND EDUCATION PARTNERSHIP REGIONAL BOARD, INC.

AND

________________________________________________________________________

1. INTRODUCTION: Various agencies provide specific and diverse employment and training services from varying locations in Pasco and Hernando Counties, Florida. To better serve customers and help individuals and families benefit from such services, local area agencies and organizations deem it appropriate to agree and cooperate with each other for the establishment and operation of the Pasco Hernando One Stop Delivery System.

It is believed the Pasco Hernando One Stop Delivery System will provide for the integrated delivery of employment and training services to our customers in Pasco and Hernando Counties, and will assist community members with labor market information, extensive job linkages, technology broadening services and resources, easier access to training, and quality assurances for the universal customer.

It is our hope the community will view the One Stop Delivery Centers as a single organization. While One Stop Center staff is from different agencies and organizations, we will all work together to serve the universal customer. It is important staff consistently demonstrate friendly and courteous attitudes and work together as a team. The customer is

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our number one priority. Meeting or exceeding customer needs and our performance objectives is our livelihood, purpose and reason for being a part of the One Stop Delivery System.

2. PARTIES TO THIS MEMORANDUM OF UNDERSTANDING: This Memorandum of Understanding (MOU) is hereby entered into by and between the Pasco Hernando Jobs and Education Partnership Regional Board, Inc. (PHJEPRB) and _______ (____) of ________, Florida.

3. PURPOSE OF THIS MOU: The purpose of this MOU is to set forth the general conditions under and by which agencies and organizations will participate and contribute to the establishment and operation of the Pasco Hernando One Stop Delivery System. In addition, this agreement will establish joint processes and procedures that will integrate the current service delivery system, resulting in a seamless and a comprehensive array of education, human service, job training, and other workforce development services to Region 16.

4. GOVERNANCE STRUCTURE FOR THE ONE STOP SYSTEM:

a. THE PARTNERS ONE STOP GOVERNANCE COMMITTEE (POGC) – By July 1, 2004 or as soon as is practical, Pasco Hernando One Stop agencies/organizations to include ______ shall designate in writing a representative to serve as a member of The Partners One Stop Governance Committee (POGC). The One Stop Operator Program Director shall chair The POGC, and shall, through the PHJEPRB’s One Stop Coordinator and other means as appropriate, keep the PHJEPRB President fully advised of all relevant issues, and report all significant events and activities through the President to the PHJEPRB’s One Stop Committee.

b. THE LOCAL CENTER GOVERNANCE COMMITTEES – By July 1, 2004, or as soon as is practical, each One Stop partner agency/organization shall designate in writing a representative to serve as a member of The Local Center Governance Committee (LCGC) for each One Stop in which the agency/organization physically locates permanent or itinerant staff. The local committees will support the staff, customers and operations of their respective One Stop Centers.

LCGC Committee chairs will forward any issues/problems not resolved by the LCGC to the Chair of the POGC. The POGC Chair will review these items and may take action or make recommendations for resolution to the LCGC and/or to the individuals involved. If the issues/problems are not resolved, The POGC chair will notify the PHJEPRB’s One Stop Coordinator prior to placing these items on The POGC meeting agenda. One-Stop Center staff concerned about issues/problems should contact their agency/organizational representative to the POGC or the LCGC. Issues unresolved by The POGC will be referred to the One-Stop Coordinator, who may attempt a resolution. Issues/problems not

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resolved at this level may be subsequently referred to the President and/or to the PHJEPRB One Stop Committee.

c. THE PARTNERS ONE STOP GOVERNANCE COMMITTEE/LOCAL CENTER GOVERNANCE COMMITTEE RESPONSIBILITIES - In tier fashion: The LCGCs report to The POGC, the POGC reports to the PHJEPRB One-Stop Committee; the PHJEPRB One-Stop Committee reports to the PHJEPRB. The POGC and LCGC duties and responsibilities include, but are not limited to:(1) Identifying issues, problems, or concerns related to One Stop System staff,

agency/organizational interaction, center/program operations and performance, customer flow, and customer services.

(2) Resolving those issues, problems, or concerns at the lowest possible tier level.

(3) Accepting and reviewing One Stop Center performance reports from the participating agencies/organizations and the One Stop Operator. Coordinating with those same entities to sustain/improve operations, services, performance, and staff/customer satisfaction.

(4) Ensuring that all relevant federal, state, and local policies and procedures are properly incorporated into Pasco Hernando One Stop Delivery System operations.

5. ______ RESPONSIBILITIES: As an agency/organization in the Pasco Hernando One Stop System, and party to this MOU, _____ shall:

a. OPERATIONAL –(1) Maintain and provide updated ______information to customers interested in Pasco

Hernando One Stop Core Services.

(2) Provide _____ program eligibility determination services to all customers interested in and possibly eligible for _____ program services.

(3) Accept and process customers referred by other Pasco Hernando One Stop System agencies/organizations to determine their eligibility for _____ services.

(4) Provide ______ services to program certified customers.

(5) Participate in the development of a common application or pre-application format and/or procedure and a referral process to direct applicants to other One Stop System agencies/organizations. List job openings through Career Central. Refer customers demonstrating interests in and possibly eligible for agency/organization program services, as appropriate. Referrals and customer-related information may be coordinated/forwarded directly or via electronic linkages. Ensure all outreach

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efforts that include a reference to Career Central or the PHJRPRB receive prior approval from appropriate marketing staff.

(6) Coordinate customer needs with Pasco Hernando One Stop System agencies/organizations to reduce or eliminate duplicated services and, whenever possible, to develop the best mix of services.

(7) Ensure _______ staff attend, participate in, and contribute to Pasco Hernando One Stop System cross training activities, as required.

(8) Participate in the development and implementation of other One Stop Center procedures, policies, reports customer surveys and operational agreements. Ensure employment placement information generated by ______ is entered into state and local data collection systems. Actively participate in the development and maintenance of organizational reports that reflect the nature of ______’s operations. Provide this information to the One Stop Operator at least quarterly.

(9) Support and cooperate with the Pasco Hernando One Stop Operator and other One Stop System agencies/organizations to ensure all federal, state, and local laws, regulations, policies and procedures are applied to One-Stop System operations.

Attachment A contains a description of services to be provided by ______ in the Pasco Hernando One Stop Service Delivery System. Attachment C contains common area rules and responsibilities for partners whose staff are physically located either full time or on an itinerant basis in service delivery centers operated by the PHJEPRB.

b. FISCAL -

(1) Provide wages and fringe benefits for all ______ staff assigned to positions within the Pasco Hernando One Stop.

(2) Fund all _______ supplies and resource materials related to the delivery of ______ related services.

(3) Pay the ______ portion of costs for office spaces and common area usage as agreed to by ______, the PHJEPRB, and the Pasco Hernando One Stop Operator.

6. PHJEPRB RESPONSIBILITIES: As a Pasco Hernando One Stop System agency/organization and a party to this MOU, the PHJEPRB shall:

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1. Administer and oversee Workforce Investment Act (WIA), Welfare Transition Program (WTP), Welfare-to-Work (WtW), Wagner Peyser (WP) and other One Stop Center program funds and activities within Pasco and Hernando Counties, Florida, as directed by federal, state and local authorities.

2. Provide, coordinate, and, when necessary, interpret federal, state and local laws, regulations, policies and procedures applicable to WIA, WTP, WtW, WP and other One Stop programs.

3. Provide WIA, WTP, WtW, WP and other One Stop funding in support of local operations, as available and authorized. Communicate with other entities having other funding resources or services that could contribute to One Stop System activities.

4. Coordinate, assist with, and arrange for office spaces and standard equipment to support _____ staff participating in Pasco Hernando One Stop operations. When possible and necessary, attempt to assist ____ with funding their One Stop space and equipment requirements. When equipment becomes available, the PHJEPRB will notify all Pasco Hernando One Stop System agencies/organizations and will honor requests on a first to ask/most in need/first to receive basis.

5. Provide staff to assist with POGC and LCGC responsibilities, as needed and possible. By law, however, PHJEPRB staff may not provide direct services to the customer.

6. Serve as a primary point-of-contact and, when necessary, serve as a mediator for issues and concerns that may undermine Pasco Hernando One Stop Delivery System operations, customer, service providers, and/or performance.

7. Serve as the focal point for all Pasco Hernando One Stop Delivery System performance measures and performance outcomes.

8. Identify a qualified agency/organization or consortium to serve as the Pasco Hernando One Stop Delivery System Operator. Closely coordinate with the Operator to optimize Pasco Hernando One Stop System operations and customer services.

7. CONFIDENTIALITY POLICY: All client/customer files and personal information will be processed and maintained as CONFIDENTIAL information, in accordance with applicable federal, state and local laws, regulations, policies and procedures. Client/customer information sharing between Pasco Hernando One Stop Delivery System agencies and organizations is permitted; however, information sharing will be conducted on a strict need-to-know basis. Information sharing is allowed only after the organization/staff having the information cites the client/customer’s written authorization to release personal information if that is required, verifies that the person(s)/organization(s) to receive the information are authorized recipients, and confirms that the recipient(s) understands the need to maintain the information as confidential. A copy of the client/customer authorization form, if that is

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required and a detailed record of all information exchanges shall be maintained in the client/customer file.

8. PHJEPRB GRIEVANCE PROCEDURES: Attachment B provides an updated PHJEPRB Grievance Procedures applicable to all WtW, WTP, and WIA participants, subcontractors, employers and interested persons or their representatives. Parties to this agreement must ensure all staff assigned to the Pasco Hernando One Stop Centers read and sign a copy of Attachment B. An authorized, parent agency/organization staff member must also sign the form as witness. Forms with staff member’s original signatures are delivered to the PHJEPRB Equal Opportunity Officer for file.

9. AMENDMENTS/CANCELLATION: Amendments to this MOU will be approved by the President and the partner organization(s). Informational copies of any changes/amendments will be provided to The Partners’ One Stop Committee and the PHJEPRB One Stop Committee.

Federal and state laws and regulations require that an MOU exist between the Regional Workforce Development Board and an agency/organization providing services at One Stop Centers. Federal and state laws and regulations further mandate that certain agencies/organizations participate in One Stop Centers. Therefore, it is incumbent upon all parties to negotiate solutions to differences/problems that threaten the MOU and/or the Pasco Hernando One Stop Delivery System. In a case where all internal efforts fail to correct the situation, the unresolved issue(s) will be forwarded to higher authorities at local, state and/or federal levels. A jointly signed cover letter will be attached to that correspondence. _______ is a required/suggested/interested One Stop Delivery System participant.

10. MOU EFFECTIVE PERIOD: The MOU becomes effective on July 1, 2004 or the date signed by both parties, and will remain in effect through midnight, June 30, 2007.

11. AUTHORIZATION FOR SIGNATURE:

IN WITNESS WHEREOF, the parties hereto cause this MOU to be executed by their undersigned officials as duly authorized.

Pasco Hernando Jobs & Education Partnership Regional Board, Inc.

By: __________________________________

By: __________________________________

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Date: ________________________________

Date: ________________________________

V.D.2. Mandatory Partner Programs

1. Adult and Dislocated Worker Programs (including Veterans Workforce Investment Programs, MSFW Programs and Indian and Native American Programs)

2. Youth Services, including Job Corps, and Youth Opportunity Grants 3. Wagner-Peyser programs 4. Adult Education 5. Post-Secondary Vocational Education 6. Vocational Rehabilitation 7. Title V of the Older Americans Act8. TAA9. Veterans Employment and Training Programs10. Community Service Block Grant activities 11. Employment and Training activities carried out by the Department of Housing and Urban

Development12. Unemployment Insurance Programs (including claims taking)13. WT/TANF 14. FSET

V.2.a.-n. Mandatory Partners Employment and Training Activities

The Agency for Workforce Innovation (AWI) provides:

Core Services

Outreach and initial customer intake and assessment Eligibility determination for Agency services Labor Market Information Information on job vacancies to include job skill requirements and earnings Information regarding the availability of supportive services, performance and costs for

eligible training providers Unassisted access to job placement resources Referral to other appropriate and allowable workforce and board determined services

Intensive Services

Comprehensive and specialized assessments of customer’s needs Development of an appropriate intervention and service strategy to meet identified needs Group and specialized counseling Career planning and case management Assisted job placement Referral to other appropriate and allowable workforce and board determined intensive

services

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Training Services

Referral to training Referral to other appropriate and allowable training services as determined by the board.

The District School Board of Pasco County/School Board of Hernando County, Florida provides:

Adult basic education and literacy activities Postsecondary vocational education activities

Pasco Hernando Community College provides:

Career assessment and placement testing Internship opportunities Job placement information General educational advisement Delivery of educational advisement Delivery of educational and training services Placement and salary information for program participants as provided by the Florida

Education & Training Placement Program (FETPIP)

Department of Education, Vocational Rehabilitation Services, Area IV provides:

Vocational evaluation, assessment, disability diagnosis, and eligibility determination Vocational counseling and individual planning for employment Restoration services Training, placement and follow up services provided on-site by Vocational Rehabilitation

Staff and off-site by the medical community and Community Rehabilitation Partners Training to other partners concerning the Program’s goals, eligibility criteria, benefits of

Program participation and actual services provided

Arbor E&T (One-Stop Operator) provides:

Employer Resource and Development

Staffing services Job placement services Employment Screening Rapid Response for layoff and closings Business Incentives Information Tax Credit Information and Assistance Employer Training Services Information and Referral Job fairs Business Roundtable/Seminars

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Assessment/Testing Labor Market Information Business Development Efforts Coordination with Economic Development Council Job Postings and Announcements

Career Placement Services

Job development services On-line access to electronic job listings Work registration Labor Market Information Employability Skills Workshops Local employment listings Community Resource Information Resume Development Self-assessment tools Post-employment assistance Rapid Response for Dislocated Workers Basic Readjustment Services Testing/Assessment Computer Testing Employment Counseling and Assistance Employment Skills Assessment Information and referral Career Planning and Budgeting Employability Skills Development Forums WTP participation services Access to Vocational Training On-the-job Training Coordination with the Department of Children and Families, Vocational Rehabilitation

Services and other community resources Support Services Budgeting Workshops Budget Development Follow-up Retention

Intensive Services

Assessment Pre-employment Services Work Activities Coordination with ancillary community resources Adult education services Relocation planning Services for Teen Parents Follow-up Life Skills Coaching Employment Retention Services Transportation Assistance

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Experience Works, Inc. provides:

Placement and training assistance to low-income persons age fifty-five and over

Pasco County Housing Authority and Hernando County Housing Authority provide:

Information, eligibility determination and housing for low-income families

Mid-Florida Community Services, Inc. (Community Services Block Grant) provides:

Family Self-Sufficiency Program and support services to alleviate family poverty

Florida Department of Education, Division of Blind Services provides:

Services to individuals identified as blind or visually impaired.

V.3. Optional One-Stop Partners Employment and Training Activities

Gulf Coast Jewish Family and Mental Health Services, Inc. D.B.A. Gulf Coast Community Care: Services provided in the Non-custodial Parent Employment Project (NCEP) in Pasco County include job development, supervised job search and placement, case monitoring, case management, educational assessment and referral, counseling on responsible fatherhood, peer support group, contingency funds for transportation, work attire, auto maintenance, etc., support service referrals (mediation, substance abuse counseling, etc.).

Services provided in the TANF Substance Abuse Mental Health Outreach program in Pasco County include outreach to former and current welfare recipients who have difficulty securing and/or maintaining employment due to mental health and/or substance abuse issues.

Lutheran Services Florida, Inc. provides employment services promoting self-sufficiency and effective resettlement of refugees and entrants within Pasco County. These services include, but are not limited to evaluation and assessment, employability skills training, design and development of an individual employability plan, specialized job search, job development/job bank, job placement and follow up.

Connections Job Development Corporation provides job search assistance to Dislocated Workers and all other referred unemployed or underemployed individuals. Services include job seeking/keeping skills, interview/networking skills, assistance with resume writing and filing, application writing and filing and job placement.

The ARC Nature Coast provides employment services for individuals with disabilities including mental retardation, mental health, cerebral palsy, brain injury, etc. in Hernando and Pasco counties. Services include employment preparation, job development and in some cases job training. Specific services may include but are not limited to resume development,

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interviewing skills, skill evaluation/assessment, transportation analysis, job search, job application/interviewing assistance, job coaching, follow-along supports, etc.

U.S. Department of Veterans Affairs Vocational Rehabilitation and Employment provides employment and independent living services to veterans with service connected disabilities. Services include determining entitlement, vocational planning, counseling, case management and job placement.

Abilities, Inc. of Florida provides benefits planning, assistance and outreach services to SSI/SSDI beneficiaries between the ages of fourteen and sixty-five regarding various work benefits and work incentives for which they may be eligible.

V.D.4.1. Describe the partnership/involvement that the RWB will have or has with faith-based and community-based initiatives and how these entities will be integrated into the one-stop system.

Increased involvement by Community and Faith Based Organizations (CFBO) was a spillover benefit of the Better Jobs/Better Wages Committee’s Strategic Training for Employment Program (STEP) begun in the spring 2005. The purpose of STEP is to improve employment opportunities for underemployed working individuals.

Area employers were surveyed to determine their basic employment needs, and as a result of the information gathered, “Learning Labs” were established at each of our One-Stop Career Centers. In these self-directed Learning Labs individuals increase their soft skills and employment related abilities in computer use, customer and interpersonal relations, and basic supervisory skills. The purpose of STEP is to motivate and teach valuable job skills that will help individuals move up the career ladder or find and secure higher wage jobs in other organizations. Recognizing that some individuals may also benefit from additional support and assistance, community and faith based organizations (CFBO) were recruited to assist in the identification of potential program participants and to provide a mentoring component to those in need.

PHJEPRB’s First Jobs First Wages Committee realized in 2004 that out-of-school and older youths were not being well served by the One-Stop Operator through the generic Career Central Service Delivery System. To answer this challenge, the Board issued its first RFP specifically for out-of-school youth services. The contract developed from this procurement has quadrupled services to out-of-school youth in a very short period of time. The services provide to out-of-school youth universally include basic work readiness skill training, career and education counseling, and job placement assistance.

The challenge to almost all these customers is the lack of a job finding and retention ability and the contracted activities for out-of-school youth emphasizes the provision of these skills. To continue this effort the First Jobs/First Wages Committee will issue a series of youth directed Requests For Proposals that will change the focus of local WIA activities way from in-school programs and toward out-of-school and at-risk youth services.

V.E. Selection Process of One-Stop Operator(s)

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On January 17, 2003 the PHJEPRB issued a Request for Proposal (RFP) to solicit organizations with the expertise and capacity to effectively and efficiently manage the Career Central One-Stop Service Delivery System and deliver various workforce development and welfare reform services in Pasco and Hernando counties. As part of this process, the RFP was posted on the PHJEPRB web-site, notice was placed in a local newspaper and notification by mail to organizations that indicated an interest. Bidders were instructed to rely on public law, the specifications in the RFP and the PHJEPRB’s Five Year Plan, WIA, WT Program and Financial Plan and all applicable policies and regulations. Eligible entities were identified. Minority and women-owned and operated businesses were encouraged to submit a proposal.

It is PHJEPRB policy that an organization must possess the demonstrated ability to perform successfully. In making this determination, the PHJEPRB considers whether the organization has adequate financial resources, the ability to meet RFP specifications at reasonable cost, the record of past quality performance, the ability to provide services and/or a program that can meet the need identified, a satisfactory record of integrity, business ethics and fiscal accountability, the necessary organizational, accounting and operational controls, and the technical skills to perform the work.

Prospective organizations were prohibited from contacting any PHJEPRB member, committee member or staff other than the contact person identified in the proposal. Contact for the purpose of influencing the outcome of the procurement process would result in disqualification.

An appeal procedure for the decision was available if based on a clear and substantial error or misstated fact(s) by the review team upon which the decision was made by the board, unfair competition or conflict of interest in the decision making process, any illegal or improper act or violation of law or other legal basis on grounds that could substantially alter the Board’s decision. The President was required to review the appeal and respond. If the response was not deemed satisfactory to the proposing organization, an appeal to the PHJEPRB Executive Committee could be requested.

A procurement timetable was provided in the RFP that included an opportunity for written questions, a bidder’s conference, deadline date for letters of intent, proposal due date, questions to bidders and responses, Proposal Review Committee meeting, Board selection of contractor, the begin date for contract negotiations and Board approval of contract.

Proposals were initially reviewed and rated by the PHJEPRB Executive Committee using a point system based on a Proposal Evaluation/Rating Form provided in the RFP. The Executive Committee made a recommendation to the PHJEPRB Board of Directors. The PHJEPRB approved that recommendation. There were no appeals of that decision.

V.F. Mandatory One-Stop Partners’ Employment and Training Program Activities and Services, including Faith-Based and Community-Based Organization Initiatives

1. Wagner-Peyser

2. Veterans Program

3. Migrant and Seasonal Farm Workers

4. Rapid Response

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5. Trade Adjustment Act

6. Job Corps

7. Youth Programs

8. Welfare Transition Program/TANF

9. Food Stamp Employment and Training Program

10. Senior Community Services Employment Program

11. Workforce Activities and Services

12. Work Experience

13. On-the-Job Training

14. Customized Training

15. Employed Worker Training Program

16. Business Services

17. Services to Targeted Populations

18. Workforce Program-Specific Definitions

19. Supportive Services

V.F. Wagner-Peyser

V.F.1.a. Services for Wagner-Peyser Customers

Wagner-Peyser is a labor exchange program that brings together individuals who are seeking employment and employers who are seeking employees. The State shall administer a labor exchange that has the capacity to assist job seekers to find employment; to assist employers in filling jobs; to facilitate the match between job seekers and employers; to participate in a system for clearing labor between the States, including the use of standardized classification systems issued by the Secretary of Labor, under Section 15 of the Act; and to meet the work test requirement of the State Unemployment Compensation system.

Self-services are available to all job seekers and employers. Services may be accessed from computer workstations at One-Stop Career Centers and personal desktop computers through the Internet. In addition to accessing information electronically, customers can choose to receive information in more traditional forms such as printed material which will be available at One-Stop Career Centers. Attach a copy of the local operating procedure for the following processes.

V.F.1.b. Referral of Job seekers during Labor Disputes

All employees of the one-stop centers are required to comply with the Wagner-Peyser Act as Amended, Section 11, which states " In carrying out the provisions of this Act the Secretary is authorized and directed to provide for the giving of notice of strikes or lockouts to applicants

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before they are referred to employment."

In performing this task, staff should follow the steps in the Federal Regulations at 20CFR652.9. State agencies shall make no job referral on job orders which will aid directly or indirectly in the filling of a job opening which is vacant because the former occupant is on strike, or is being locked out in the course of a labor dispute, or the filling of which is otherwise an issue in a labor dispute involving a work stoppage.

1. Written notification shall be provided to all job seekers referred to jobs not at issue in the labor dispute that a labor dispute exists in the employing establishment and that the job to which the job seeker is being referred is not at issue in the dispute.

2. When a job order is received from an employer reportedly involved in a labor dispute involving a work stoppage, state agencies shall:

Verify the existence of the labor dispute and determine its significance with respect to each vacancy involved in the job order;

Notify all potentially affected staff concerning the labor dispute

3. State agencies shall resume full referral services when they have been notified of, and verified with the employer and workers' representative(s), that the labor dispute has been terminated

4. State agencies shall notify the regional workforce board directors of the existence of labor dispute which:

Result in a work stoppage at an establishment involving a significant number of workers orinvolve multi-establishment employers with other establishments outside the reporting state

Items (1) through (3) are to be handled at the one-stop center level. Item (4) is to be handled at the state office level. Therefore, it is imperative that the center directors/one-stop operators keep the state office informed regarding labor disputes involving lockouts or strikes

V.F.1.c. Procedures to ensure that applicants who are referred to private employment agencies will not be charged a fee.

According to the Wagner-Peyser Act of 1933, as amended by the Workforce Innovation Act of 1998, the employment service is not to accept any job order from a company that charges a fee to obtain the job. Specifically, Section 13 (a) states, “The Secretary is authorized to establish performance standards for activities under this Act which shall take into account the differences in priorities reflected in State plans.

(b)(1) Nothing in this Act shall be construed to prohibit the referral of any applicant to private agencies as long as the applicant is not charged a fee.”

In order to comply with the law, it is necessary for a one-stop staff person who inputs or reviews a private employment agency job order to assure that no fee is being charged to the job seeker. Employers generally contract with private employment agencies for temporary

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services; therefore, private employment agencies that charge the employer a fee and list a job in EFM are acceptable. The employer also has the option to list job orders in EFM without a fee. Each private employment agency job order needs to have this statement included in the job order description, “Position offered by no-fee agency.”

V.F.1.d. ADVERTISING HARD-TO-FILL JOB OPENINGS

Authority to advertise hard-to-fill job openings which pay over $50,000 per year can be granted by AWI. All requests will originate from the Center Manager to the Business Services Manager. The Business Services Manager will notify the VP of Business Services and forward the request, if recommending approval, to the AWI Wagner-Peyser Program Manager.

V.F.1.e. PLACEMENT SERVICES TO YOUTH IN THE SUMMER

Students of the Career Central Youth Connections program that are not participating in an internship are supported in finding unsubsidized employment. For the last seven years, the current provider’s youth programs have helped develop and monitor unsubsidized employment opportunities for the youth in the program. The current provider and the Pasco and Hernando County Schools will be seeking additional grants to develop their occupational and vocational skill programs (CHOICES Academies) and are looking for the support of Career Central in the development of this program. Since 2000 the current provider has worked with the Pasco County School Board to prepare its students for their transition to the world of work.

Outreach/Recruitment

The Youth Connections team also provides outreach to the school board superintendent, director of technical preparation, local officials and other key partners to explain services and plan to support mission for upcoming school year. This outreach (serving on projects and speaking engagements) will be used to increase the strength of partnership within the community.

The Youth Connections team visits local high schools and partnering agencies that service youth in Pasco and Hernando counties. During these visits, the team provides work place readiness training, job coaching, internship opportunities, job placement and other related services. Youth Connections can explain the process and leave marketing material. The strategy is to encourage youth to come into the One Stop and set up an appointment with the Youth Connections counselor. The Youth Connections team will educate the schools leadership on industry trends by serving on leadership teams as advisors to career academies and other high school leadership committees.

V.F.1.f. 60BB-3.028 Profiling and Re-employment Services.

Individuals identified under the profiling system described in this Rule must participate in re-employment services as required by the Agency in order to be eligible for a claimed week of unemployment. The profiling system is based on the principle that early identification of need will enable the Agency to intervene promptly with job search assistance, and other re-employment services designed to enhance job-seeking and other employment skills, before

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claimants are faced with the extreme financial difficulties that often occur after the monetary benefits are exhausted.

(1) Profiling System Identification. The following five factors will be used to predict re-employment difficulties and probability of exhaustion of regular benefits:

(a) The education level of the claimant;

(b) The number of years of work experience;

(c) The labor market expectations of the industry or industries in which claimant has experience;

(d) The labor market expectations of the claimant's customary occupation(s); and

(e) The total unemployment rate in the claimant's local labor market.

(2) Exclusions from Profiling System Identification. The following claimant groups are excluded from the profiling system program because their classifications do not adhere to the early intervention principle stated above.

(a) Claimants with program identifications other than Unemployment Compensation (UC), Combined Wage Claim (CWC), Unemployment Compensation Federal Employee (UCFE) or Unemployment Compensation for ex-military personnel (UCX);

(b) Claimants filing transitional claims;

(c) Claimants on recall status;

(d) Seasonally unemployed claimants;

(e) Partially unemployed claimants; or

(f) Claimants with a first payment date of 42 or more days after the benefit year beginning date.

(3) Selection and Scheduling. Claimants shall be selected from the pool of profiled claimants based on their exhaustion probability score. Notice shall be mailed to all claimants who have been selected for orientation.

(4) Reemployment Services. Claimants shall be scheduled to attend orientation and an assessment interview to determine additional reemployment service needs.

(5) Exemptions from reemployment services. A claimant shall be exempt from participation in reemployment services if:

(a) The claimant has a definite return to work date with specific employer; or

(b) The claimant is attending training approved by the Agency; or

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(c) The claimant has completed during the last 12 months all required reemployment services, or similar services.

(6) Penalty for failure to report for or participate in reemployment services. When a claimant fails, without good cause, to report for or participate in orientation or other reemployment services as scheduled, the claimant shall be ineligible to receive benefits for the weeks) in which such failure occurred. Good cause will include only compelling reasons, such as personal illness, illness of a family member requiring care by the claimant, a job interview at a time that conflicts with the service appointment time, and other similar situations that would cause a reasonable person to miss a scheduled appointment for reemployment services.

Specific Authority 443.171(2)(a) FS., Chapter 94-347, Laws of Florida. Law Implemented 443.091 FS., Chapter 94-347, Laws of Florida. History-New 2-28-96, Formerly 38B-3.028.

V.F.1.g. UNEMPLOYMENT WORK TEST

The “unemployment insurance work test” is failure to participate in reemployment services (PREP or (Reemployment Assistance (REA)), or refusal to accept a job referral. or job offer for a job the claimant is qualified for and pays within 85% of the claimant’s former wage.

Career Central staff who administers PREP will provide feedback to UC for PREP and REA no shows. Those UC customers who refuse a job referral or offer to a job they are qualified for and pays within 85% of their former wage will be reported to UC via:

http://intra.awi.state.fl.us/onestop/RemServ.asp

V.F.1.h. EMPLOYMENT COUNSELING PROCEDURES

Employment counseling is the process whereby a One Stop Center professional and customer (s) work together in group and/or individual activities so that the customer may gain better self-understanding and knowledge of the world of work and more realistically choose, change or adapt to a vocation.

One-to-one counseling is a private face-to-face session between a One-Stop Center professional and a customer. The goal is to help the customer explore his/her present situation in relation to choosing or changing a job or occupation, or providing assistance in reaching a decision on a current job survival or job maintenance problem. Information obtained from the customer, or on the customer's behalf, is confidential.

Group Counseling is a process whereby One Stop Center professionals use the principles and techniques of group dynamics to assist customers who experience difficulty obtaining or keeping a job due to work related attitudes, behaviors or habits.

Professional employees in the One Stop Delivery System may provide employment counseling if they possess the following qualifications:

Experience or training in delivering employment and training services; Knowledge of the purpose and functions of one stop delivery systems;

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Knowledge of methods and techniques of registering, interviewing and placing customers;

Familiarity with a variety of occupations and industries, including a broad knowledge of conditions, skills, abilities and personal qualifications needed and the training required for jobs in the local area labor market; and

Knowledge of community resources available to increase the employability of job seekers.

Any employee in the One Stop Delivery System who meets these qualifications may provide employment counseling. Formal counseling training is available through the Office of Workforce Program Development and Guidance. It is recommended that all One Stop Delivery System associates be provided this brief training so they are familiar with counseling expectations and can thereby provide a quality counseling experience to One Stop customers.

As provision of counseling is mandated and tracked for performance measurement purposes, it must be recorded in the EFM (Employ Florida Marketplace) system. Information should also be recorded in the applicant's case notes indicating the counseling outcome.

V.F.1.i. SCREENING PROCESS FOR REFERRALS ON SUPPRESSED JOB ORDERS

When an employer or staff enters a job order in Employ Florida Marketplace (EFM), they may choose to “suppress” the contact information by selecting Option 2 in the “Job Order Information to be displayed on line” field. In these instances, EFM is programmed to direct the job seeker to contact the local Career Service Center for referral. Career Central staff never make a referral for any job opening unless the job seeker is qualified (as best as can be determined) and has requested the referral. This procedure is the same for all non-suppressed job orders as well as suppressed job orders.

V.F.1.j. CONDUCTING JOB FAIRS AND RECRUITING AGREEMENTS

Career Centers and Business Services collectively plan for recruiting events and job fairs. Business Services Representatives or Career Center Staff document a recruiting agreement with the employer in EFM and make necessary steps to ensure center staff is aware of the recruitment date. Such steps include emails and advertisement posters to be posted throughout the career centers. Center calendars are located in the public folders and can be accessed and used to check availability and announce recruitments. Depending on the employers need, job seekers will be identified and notified of the recruiting event. Notification will be made by telephone and email. Center staff will prepare for the recruiting event by setting up an employer table and or office space for interviewing at the employers request. PR (Permission to Refer) forms shall be collected for job seekers interested in visiting recruiting employer and referrals shall be entered at the conclusion of the recruiting event.

Job Fairs follow the same process as recruiting events except have multiple employers. Job fairs will be coordinated with the help of Business Services and Center Staff. Our recruiting events and Job Fairs are complementary services and no fees are charged.

V.F.2.a. Implementation of State Veterans Program Plan of Service

Planning and Coordination

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The projected employment outlook for veterans in the State Florida’s unemployment rate in April 2006 was 3%. Based on the latest nationwide data, Florida had the fastest job growth rate and lowest unemployment rate of the ten most populous states and the highest number of new jobs of all states in the nation; 261,300 new jobs have been created since April 2005. This economic growth translates into real employment opportunities for Florida’s veterans. The fastest growing occupations in the State include Medical Assistants, Network/Computer Systems Administrators, Database Administrators, Personal Financial Advisors, Computer Software/Applications Engineers, Occupational Therapists, Teachers, Heating, Air Conditioning, and Refrigeration Mechanics/Installers, Computer Systems/Software Engineers, Law Enforcement Officers, etc., to name just a few. Florida anticipates a continued growth in quality employment opportunities for veterans, who are equipped with the training and skills necessary for these jobs. Specific examples of industries in Florida that will present veterans with potential quality employment careers include the Administrative Supportive Services, Law Enforcement, Communications, Marine, Construction and Building Trades, Medical/Healthcare, Retail, Administrative, Service, Staffing Services, Hospitality, Education (Teachers), Legal Services, etc. Federal agencies, i.e. the U.S. Department of Veterans Affairs (VA) and its associated infrastructure (VA Medical Centers, VA Outpatient Clinics, Vet Centers, VA Regional Office, etc.) will also continue to provide quality employment to veterans. The State currently has an agreement with the U.S. Internal Revenue Service (IRS) to establish an employment recruitment effort for veteran candidates interested in IRS careers as Auditors, Accountants, etc. State of Florida and local government agencies also represent potential career opportunities for veterans. In addition, there are twenty one military installations with their associated infrastructure and support systems throughout the State; a multitude of military jobs, federal civilian employment and related federal contractors are attached to these bases. The associated federal and federal contractor employers supporting Florida's military bases will continue to offer potential job opportunities to veterans; Transition Assistance Programs (TAP) are currently operational at eleven of these military installations.

The Transportation Security Administration (TSA) under the U.S. Department of Homeland Security will continue to provide quality career opportunities for veterans in Airport Screener, Airport Screener Supervisor, etc., occupations at Florida’s major airports around the State. In addition, the National Aeronautical Space Administration’s (NASA) Space Command, based in Florida at Cape Canaveral, and its many support agencies and contractors will also continue to provide career opportunities to veterans, especially in the engineering and computer systems arena.

Federal contractors throughout Florida continue to recruit targeted veterans for a variety of jobs. Honeywell, Lockheed Martin, PepsiCo, Raytheon Corp., Coca-Cola, Washington Mutual, Northrop Grumman, DRS Technologies, CSX Railroad, as well as banks and other financial institutions (insured by the Federal Deposit Insurance Corporation). Staffing companies, many of which are federal contractors, are a staple of Florida’s workforce system. Many employers utilize staffing companies to hire employees for the initial phase of employment. For many of Florida’s veterans, this industry will continue to be the entrance or conduit to quality careers. Much of Florida’s economic development continues to be driven by the creation of small businesses and this translates into additional employment opportunities for veterans. Many of these small business owners are veterans and they tend to recruit veterans for their workforce needs. Recently separated veterans, disabled veterans, homeless veterans and veterans with barriers to

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employment will also be targeted for concentrated job development to fill employment opportunities in Florida.

Procedures taken to ensure program integration and coordination in the provision of employment and training services to veterans DVOP and LVER staff will continue to be viable and effective partners in the one stop delivery system, e.g., facilitating and participating in employer marketing services, employer job fairs, etc. In many One Stop Career Centers around the State, LVER staff are considered key players and team participants in one stop business development activities and employer marketing efforts, developing jobs for the One Stop Career Center, marketing one stop services to employers, assisting employers at job fairs, facilitating employer recruitments and employer recruiting agreements. All of these activities translate into positive benefits and productivity for the One Stop Career Centers and also subsequently result in the development of employment opportunities for veterans. In Florida, services to veterans are considered a total one stop responsibility and not just the domain of the DVOP and LVER staff. All one stop associates will continue to be trained and tasked to identify veterans, especially disabled veterans and veterans with barriers to employment, and ensure that the necessary positive workforce services are provided. Conversely, to better serve veterans, DVOP and LVER staff continue to be cross oriented in all One Stop workforce programs as directed by the State Veterans’ Services Program Guide. This guide is an online programmatic and technical assistance tool providing all one stop staff with a resource to effectively serve the veteran customer. Interested veterans will be screened for Workforce Investment Act (WIA) eligibility, enrolled in WIA training and other services and case managed by DVOP and LVER staff.

DVOP/LVER staff is also involved with long range workforce planning and team performance and customer service goals, i.e. customer satisfaction surveys, etc. Provisions taken to ensure veterans and other eligible persons are provided employment and training services within the integrated employment service and one stop delivery system. To ensure priority of service, all veterans will be identified upon entering or accessing the One Stop Career Center delivery system and provided services at the core level. The needs based approach will be used to identify veterans with special needs, i.e. disabled veterans, recently separated veterans, etc., and they will be subsequently referred to the DVOP or LVER for the appropriate services. All veterans who are pursuing employment will be registered in the State’s (AWI) One Stop Management Information System (OSMIS). Veterans with barriers to employment will be provided with the necessary initial assessment and the required documented intensive case management services. AWI’s Internet based OSMIS registers all veterans, identify those with barriers to employment, and provides a complete menu of customer focused online workforce services; reference Title 38, USC, Chapter 42, Section 4215. A parallel Veterans' Workforce Training Workshop will be conducted in conjunction with Florida’s Workforce Summit in 2007. A broad spectrum of Veterans' Program modules will be presented at this workshop. In addition, the State Veterans’ Program Coordinator (SVPC) and Assistant SVPC will continue to conduct quarterly regional Veterans Training Workshops. State level Veterans Roundtable and Regional Veterans Roundtable forums will also be conducted quarterly to discuss programmatic issues. As referenced in the Director’s Memorandum 1304 and in accordance with the Technical Assistance Guide (TAG) issued by USDOL/VETS, Veterans’ Program assessments in Florida will include the following:

1. Self Assessment of 50% of Florida’s RWBs and their service delivery points/One Stop Career Centers;

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2. LVER Self Assessment; and

3. DVOP Self Assessment.

As a follow-up to the above assessments, Veterans' Program Technical Assistance and Training Visits will be conducted for 20% of Florida’s RWBs to ensure adherence to guidelines set forth in the Veterans’ Services Program Guide, DVOP/LVER Roles and Responsibilities, Veterans' Plan of Services, Special Grant Provisions for Jobs for Veterans Grants, Title 38, USC, Chapters 41 and 42, and other applicable compliance requirements. Assessments and follow-up visits will also focus on performance and productivity. The Manager’s Report on Services to Veterans will also describe the quality of services to veterans as well as the productivity of services provided. The workforce needs of veterans will be provided in the following order of priority:

a) Special Disabled Veterans;

b) Disabled Veterans;

c) Other Eligible Veterans; and

d) Certain Spouses and Other Eligible Persons.

Eligible veterans will also receive priority in all Dept. of Labor (DOL) employment and training programs operating in the One Stop Career Center, e.g. WIA, etc. Other examples of Priority of Services for Veterans’ include the following:

Referral of qualified veterans to new job openings, especially Federal Contractor job orders, prior to all non-veteran job referral activity;

Job Skills Workshops and Job Clubs for veterans;

Job Fairs for veterans;

RWB web sites promoting services to veterans;

Job referrals via email;

Veterans Stand Downs.

A detailed description of workforce service delivery strategies for veterans, integration of DVOP/LVER staff in the One Stop Career Centers, veterans' priority of services, etc., is also included in Florida's 20052007 WIA Plan of Service.

V.F.2. b., c. Outreach and Organizational Visits & Roles and Responsibilities for Veterans

Outreach, advocacy, and promotional activities DVOP Specialists and LVER Staff will continue to conduct outreach/organizational contacts and employer visits, in accordance with the Roles and Responsibilities, to effectively promote the One Stop Veterans’ Program. Florida's workforce system continues to promote the President’s National Hire Veterans Committee (PNHVC) and Hire Veterans First (www.hirevetsfirst.gov) Web site, an access portal for both employers and veterans. LVER staff and DVOP Specialists take the lead role in facilitating this campaign at the local level by coordinating planned strategies with their One Stop Career Center

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Managers and other one stop associates. The PNHVC has been tasked to promote the fact that veterans possess an excellent work ethic and represent a trained, job ready workforce for employers and that it's good business for employers to hire veterans. In addition to the above marketing campaign, locally developed events such as Veterans Job Fairs, Veterans' Day Parades, Veterans/Military Appreciation Days, Employer Seminars, city/county proclamations advocating the employment of veterans, press releases, etc., are also encouraged. To better meet the needs of employers wishing to hire veterans, a coordinated approach to marketing and service delivery that includes One Stop Career Center business representatives, LVER and DVOP staff, and other One Stop Career Center staff. Chambers of Commerce, Economic Development units, Veterans' Organizations and other workforce partners and stakeholders are also invited to play a key role in marketing this campaign. Florida’s workforce system will continue to utilize and partner with all economic stakeholders regarding the employment of veterans, i.e. Chambers of Commerce, Economic Development units, State and RWBs, One Stop Operators, Unions, Human Resource Associations, Professional Organizations, educational institutions, training providers, etc.

Florida’s One Stop Career Center delivery system will be utilized as the ultimate productive conduit and linkage between the employer community and the veteran jobseeker. Marketing brochures and tools will be developed to target veterans and employers (on behalf of veterans) resulting in increased job opportunities for veterans. A state and local media and awareness campaign will be facilitated regarding the employment of veterans and the correlating advantages to employers, replicating the PNHVC HireVetsFirst campaign.

Maintain partnerships with the following federal and state agencies, organizations and programs: Veterans Employment and Training Service (VETS), Dept. of Veterans Affairs (VA), Dept. of Defense (DOD) Family Support Centers, Dept. of Labor (DOL), Office of Personnel Management (OPM),Small Business Administration (SBA), Transportation Security Administration (TSA), U.S. Postal Service, Veterans Service Organizations, County Veterans' Service Offices (CVSO), Florida Departments of Veterans Affairs (FDVA), Corrections and Education, Military Family Employment Advocacy Program, Volunteers of America – Florida, local homeless coalitions, faith based organizations and other veterans advocacy groups. Enhance and improve the employer linkage component (job fairs, etc.) of the Transition Assistance Program (TAP).

Florida's workforce system will also continue to pursue aggressively those grants and resources that benefit the State’s veterans, i.e. Homeless Veterans Reintegration Program (HVRP), Veterans’ Workforce Investment Program (VWIP), Veterans’ Stand Down Reimbursements and others.

V.F.2.d. TECHNICAL ASSISTANCE FOR VETERAN STAFF

We recommend quarterly training sessions be held within each region. Bi-Annual training should be held at state level to discuss the constant changing of Veterans programs.

V.F.3. MIGRANT AND SEASONAL FARM WORKERS (MSFW)

PHJEPRB has not been designated a significant MSFW region.

V.F.4.a. Rapid Response Activities and Procedures

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Each week AWI notifies the PHJEPRB of WARN notices that have been filed through the state. The One-Stop Operator and the WIA/WP Program Manager also receive the notification and act as our coordinator for events that impact the region.

The first step is for the WIA/WP Program Manager to make contact with the Point of Contact (POC) established in the WARN notice. The WIA/WP Program Manger coordinates all activities through the company POC. The WIA/WP Program Manager arranges with the POC to have a response team (generally one WIA counselor and one WP staff) make a presentation that overviews Career Central services for the affected workers. If an on-site orientation is not acceptable or feasible an alternative arrangement is made. The number of orientation sessions and their timing is based on the characteristics of the layoff or closing.

Each orientation session begins with a general explanation of Career Central services. The REACT team provides the affected workers with literature outlining services and contact information for each Career Central location, and, as the most frequently asked questions often relate to Unemployment Compensation, the State’s Unemployment Compensation Guidebook in both English and Spanish. Workers are then given the AWI Transitional Reemployment Services Survey.

The WIA counselor explains retraining options through the WIA and provides a general overview of WIA services including information on our Job Success Seminars, resume writing assistance, job search assistance, labor market information and if necessary, retraining options.

Upon completion of the REACT orientation(s) surveys are collected and the data is compiled for purposes of formulating a Rapid Response Service Implementation Plan. The Implementation Plan is used to schedule services for the affected workforce when notice is received of the actual closure/layoff. The WIA/WP Program Manager enlists the services of other Community Based Organizations as needed and as indicated on the surveys to provide additional workshops or information sessions for the affected workers. Survey data is used to register the affected workers in OSMIS and notate the services provided. Workers are encouraged to use Career Central services and Career Central staff continues to work with the dislocated workers until services are no longer necessary.

Attach LOP

V.F.4.b. TAA Information

Contact is made with employer immediately once Trade Adjustment Assistance (TAA) has been approved and a meeting on-site is held to inform employer of TAA program services and components. TAA meetings are then scheduled with affected workers to inform them of TAA program and to assess needs through worker surveys. Plans and services are implemented based upon survey results. One Stop center closest to employer participates in informational meeting with workers. Coordination is made with State Unemployment Compensation to coordinate layoff dates and the distribution of Trade Reduction Act (TRA) information. Funding is reviewed to determine if additional resources are needed.

V.F.5. TRADE ADJUSTMENT ACT

TAA Program services are provided by employees of Career Central, not state merit staff.

V.F.6. Job Corps

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Job Corps is offered as an itinerant service to customers in both Pasco and Hernando counties. There is only one admission counselor so there is no need to divide the territory. Referrals are given by Resource Specialists and Career Specialists at Career Central. The Resource Room also has Job Corps fliers for distribution to interested parties.

As this is an itinerant service, the Job Corps Admissions Counselor schedules appointments and utilizes an office at two of our three locations. The Admissions Counselor schedules visits and appointments on a monthly basis.

V.F.7.a. Implementation of Strategic Youth Goals

Contracted provider will provide outreach, recruitment, eligibility determination, assessment, counseling, training, job development and placement services to a minimum of 140 in-school and out-of-school youth. Career Central Youth Connections Training Service staff will be seamlessly integrated into the Pasco Hernando Career Central One-Stop Service Delivery System.

1. Credential Attainment & Education Retention: This area of focus will assist basic skills deficient youth to achieve one grade level improvement in math or reading and for youth still enrolled in secondary education, a HS diploma or equivalent. Common measures require a ‘functional level increase’ which the provider’s program is designed to accomplish.

2. Skills Attainment: Work experience and/or work readiness workshops leading to the attainment of competent job-seeking skills and on-the-job maturity skills by participants with poor or no work history.

3. Employment Related: Youth Connections will provide assistance with obtaining employment, and opportunities for earnings increases.

Services

Provider’s staff will operate from the three Career Central offices and from out posted locations developed as part of this contract. Staff will also work closely with Business Services and Assessment staff as well as Career Central in-house partners.

Eligibility Determination System

Each potential student will be determined eligible based on economically disadvantaged status, and additional barrier(s) within the guidelines of WIA requirements. Marketing materials (samples available upon request) will be utilized to attract an appropriate pool of potentially eligible student participants. The staff members are very familiar with the eligibility process and documentation. Registration and eligibility will be conducted primarily at the One-Stops. Staff will;

• Complete the WIA youth application

• Collect, review and verify eligibility documentation

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• Pre-screen and prepare for determination of Individual Service Strategy (ISS)

Positive Lifestyle Choices: Imbedded in all the services and activities offered by Youth Connections are opportunities for youth to gain and mirror skills to help them make positive lifestyle choices. Teen pregnancy prevention, substance abuse prevention, leadership skills, community service focused, decision making, financial literacy, employability skills; these are the tools we want young people to have in their toolbox of life.

Pregnancy Prevention: The program will have a teen pregnancy prevention component that encourages delayed sexual activity and abstinence. Our current provider has worked for the last seven years with the Pasco County Department of Health to bring speakers to address the teen pregnancy issues with young adults. Also, as part of our employability training we will be emphasizing priorities and responsibilities of being a productive individual, which address the need to become self-sufficient before becoming a parent.

Development of ISS

Each youth customer is individually evaluated and an ISS (Individual Services Strategy) is developed specifically for him or her. Students that are ready for vocational training will be enrolled while those that need counseling and development of their basic skills to increase their probability of success will receive those services. The competency standards help determine the services to be provided and a way of evaluating youth's progress in the program. They may be based on principles of the SCANS or on other principles. The list of competencies to be achieved will be developed jointly with the youth and his/her case manager. Determining the specific tasks and projects the youth will pursue to achieve the competencies may involve the participation of the youth's mentor and (possible) work experience employer.

Provider will utilize a variety of techniques to provide ongoing support and linkages to our youth. We provide on-going contact through phone calls, random and regular scheduled meetings, mailings, and visits to employers and schools. We also will organize monthly and/or quarterly meetings for employed youth to provide a mechanism for youth to discuss concerns and solutions to overcome barriers to continued employment. A job education board will be established at each One Stop Center to post employment notices for youth to access. Provider will track each youth for at least a year after the program, and update the youth’s information in EFM and in their program file.

Assessment Strategy:

The OSY and ISY student population ages 16-21, will be identified and determined eligible. Each potential student will be determined eligible based on economically disadvantaged status and each youth's basic skill deficiency determined at a minimum and within the guidelines of WIA requirements. Provider will then assess both the academic/vocational aptitudes and the desire/probability for success. Services will then be tailored to the individuals: those that met the criteria for standard vocational training will be enrolled in such, while those that need counseling and assistance to increase their probability of success will receive those services. The program will be on a long-term basis serving youth facing both economic disadvantaged as well as significant barriers to success.

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Objective assessment; To identify the needs of those youth applying for assistance an Objective Assessment will be conducted to help the Career Coaches identify the supportive service, academic needs, goals, interest, skill level, abilities and aptitudes of the program. This process allows the Career Coach to identify the client’s barriers and strengths. The three tests we use are as follows:

• Basic Skills - TABE

• Aptitude - CHOICES - Career Aptitude Survey

• Interest - CHOICES - Career Area Interest Survey

The CHOICES Assessment instrument is updated by the Department of Education with input from the Department of Labor with job market analysis, trends in employment, pay ranges, and related careers with transferable skill sets. The PHJEP has stated in their RFP questions that TABE testing materials are currently being used in the One Stops for Adult clients, and can be used by the OSY youth. The Pasco and Hernando district schools use these products (TABE & CHOICES) throughout their schools.

V.F.7.b. Services Provided to Youth with Specific Barriers

Each customer served under this contract will be determined eligible for WIA youth services; that is, they will be economically disadvantaged as defined by Federal and State of Florida policies & procedures and face at least one WIA defined barrier to employment.

These customers will receive assessment of reading/math skill levels and interest/aptitude assessments prior to enrollment into the data management system.

Younger youths (age 18 and below) will have goals established and entered into the data management system to coincide with their enrollment dates. Any younger youth that is assessed to be basic skills deficient will have a basic skills goal set as of their enrolment date.

All younger youth will have an active goal in place while they are enrolled in a WIA program. No goal may last longer than 365 days.

Focus on Building Career Paths: One of the main values of the Career Central Youth Connections youth development system, is each young person participates in activities to help them understand the importance of building a career path and that there are building blocks to each career choice. It is not just about a job. It’s about taking individual interests and applying them to potential careers, exploring those careers, understanding the training and education needed to succeed, and actively pursing their goals. We want to instill in young people there is purpose to life and that they need to start somewhere. We may just be the ‘start’ some of our youth need.

V.F.7.c.1 Provide the local definition for those youth requiring additional assistance to complete an educational program or to secure and hold employment

Our proposed service plan targets youth aging out of foster care, pregnant and parenting teens, children of offenders, substance abusers, juvenile offenders, and youth with disabilities. We make every effort to modify and accommodate a vast population of special needs young

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adults, while still maintaining a focus of the WIA performance measures that are mandated by the State and Federal funding stream.

V.F.7.c.2 The local definition for locally identified “additional” barriers to employment for youth served under the “five percent window” (for youth who are not low income)

V.F.7.c.2.The local definition for locally identified “additional” barriers to employment for youth served under the “five percent window” is a youth who requires additional assistance as provided by WIA Youth programs to complete an educational program or to secure and hold employment. This may include, youth who do not meet the income requirements but need additional assistance to pass testing to graduate from school or to obtain gainful employment.

V.F.8.a.1. WTP/TANF Applicant Services

At the time the WT/TANF program applicant attends Orientation, the applicant is informed of the program rights and responsibilities, is provided with a signed copy of the same, called Opportunities and Obligations. During the Orientation, instructions are given orally and in writing on the grievance processes including application of anti-discrimination laws.

V.F.8.b. When and how applicants are engaged in a work activity

At the time the applicant is referred to the RWB for work registration, the applicant is scheduled to attend Orientation and a week of Success Seminar, a job club experience which includes classroom activities and supervised job search. The applicant signs an agreement that he/she will begin participating in work activities 40 hrs per week when the cash assistance application is approved.

V.F.8.c. When and how applicants with limited abilities are provided exceptions to the work activity requirements;

During the Orientation process, information is given to applicants on program participation requirements, including alternative plan requirements for those individuals who have limited abilities.

V.F.8.d. How applicants are assessed for diversions to cash assistance during work registration;

During the Orientation process, diversions to cash assistance are discussed and those interested in pursuing the diversion programs are instructed to contact a career specialist for further information. The career specialist interviews the individual for potential eligibility for diversions and processes the diversion application.

V.F.8.e. When participation in the work registration process and program engagement is entered in the data entry system.

When the applicant completes the work registration process, the information is entered into the data entry system (OSST) and placed in applicant status. When the cash assistance is approved and the applicant becomes mandatory, an alert is received on OSST and the career specialist assigns the participant to attend an IRP appointment and assigns the participant to his/her first activity.

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V.F.8.a.2 RWB’s Up-Front Diversion review process

During Orientation – Up-Front Diversion will be made available to three groups of customers: 1) Customers who secure full-time employment and need child care and/or cash services to retain it 2) Customers who are referred for UFD by DCF. 3) Additional customers screened as appropriate candidates by the Career Specialist. NOTE: Customers approved for diversion MUST initiate work registration activities and complete any and all assigned activities

Up-Front Diversion involves a four-step process that includes:

Step 1 Linking applicants with job opportunities as a first option;

Step 2 Offering services, such as childcare or transportation, as an alternative to welfare;

Step 3 Screening applicants to respond to the emergency needs of the family;

Step 4 Offering a ONCE IN A LIFETIME payment of up to $1000 per family.

The Up-Front Diversion Process:

The individual must apply for TCA and complete the pre-screening process for Up-Front Diversion through the local DCF office. DCF will send a copy of the 2096, Work Registration Form as a referral to Career Central during the application and WT Work Registration process if the applicant indicates interest regarding Up-Front Diversion to DCF. The TCA prescreening completed by DCF is an initial determination that the applicant is potentially eligible for TCA. The prescreening is completed in an expedited fashion to ensure the applicant is connected with the appropriate services and assistance if the applicant indicates (s)he is interested in Up-Front Diversion. The applicant is referred to Career-Central to begin the WT Work Registration Process and to be reviewed for Up-Front Diversion eligibility.

The applicant should be referred to Career-Central to begin the WT Work Registration process. Through the registration process, the applicant should be engaged in a work activity. The applicant must be screened and meet the eligibility criteria for TCA and for Up-Front Diversion. The career specialist and the applicant should review the AWI WTP-2073A, Up-Front Diversion Screening Form. The date the Up-Front Diversion Screening Form is completed (the date is indicated on the bottom of form AWI WTP-2073A) is the official date the Up-Front Diversion process begins.

If the Eligibility for Diversion Services Screening Tool, AWI WTP-2073B, was not completed by DCF, the Career Specialist should complete the form to document the potential eligibility of the applicant. The Career Specialist must review the information with the applicant to ensure that the applicant is a good candidate for Up-Front Diversion.

The first step of the diversion process should be to link the applicant with employment opportunities. If the applicant has secured employment, provided documentation and has been determined eligible for diversion services, the appropriate services should be provided to ensure the applicant begins work and retains the employment. If the applicant has not secured

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employment, the applicant should begin the process of referral to employment opportunities and diligent job search by provided a minimum of three job referrals through the Resource Room. The customer must seek employment in which they are experienced.

The second step of the Up-Front Diversion process is to link applicants to support services. Support services should be provided so the applicant can participate in a diligent job search, make contact with the employment opportunities, initiate the WT Work Registration process andbe diverted from on going cash assistance.

An applicant who is being considered for Up-Front Diversion may or may not require a cash payment of up to $1000.00 to divert the family from receiving recurring TCA. (S)he may need a basic support service to secure employment, secure child support or overcome an emergency. There are different categories of support services:

The TCA applicant can be provided with applicant support services to assist the applicant with job search activities, obtaining employment, initiating the WT Work Registration process and/or retaining employment;

The applicant may be provided with Up-Front diversion provision of services as an alternative to TCA.

Individuals who are provided with Up-Front Diversion as a provision of services are provided only with childcare assistance. The provision of services as Up-Front Diversion must be recorded under the Service Plan portion of the Skill Development screen in the OSST system.

Childcare for applicants of Up-Front Diversion should be provided for 30 days from the date the Up-Front Diversion process officially started. As indicated earlier in the guidance paper, the official start date should be documented on the Up-Front Diversion Screening Form, AWI WTP-2073A. If the applicant receives an Up-Front Diversion payment or provision of services, (s)he must secure employment to receive TCC.

Approval of the Monetary Benefit and/or Provision of Services: Once the applicant has verified eligibility, demonstrated an emergency need and demonstrated the ability to meet on-going economic needs, a one-time payment of up to $1000 per family may be offered. The AWI WTP-2075 should be completed with the participant and the Career Specialist. The AWI WTP-2075 must be forwarded to DCF and a copy retained in the case file. Recognizing that Up-Front Diversion is designed to help families cope with emergencies, Up-Front Diversion payments should be authorized by DCF within five working days after receiving the authorization from the Career Specialist.

The Agreement for Up-Front Diversion Payment/Service must be signed by the participant indicating that (s)he:

Understands the amount (s)he is potentially eligible for; Understands that the family is declining to receive TCA for three months once the Up-

Front Diversion payment is received; Understands (s)he may apply for Medicaid or food stamps anytime in the future; Understands the Up-Front Diversion payment up to $1,000 is a once in a lifetime

benefit;

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Understands (s)he may be eligible to receive TCC if (s)he is employed within 90 days of the start of the diversion process and the family’s income does not exceed 200 percent of the Federal Poverty Level; and

Understands that if the application for diversion is denied or the applicant chooses not to receive the Up-Front Diversion payment, the TCA application will be processed by DCF.

Denial of the Monetary Benefit and/or Provision of Services: if the participant does not meet the diversion criteria, eligibility or the Career Specialist determines that an Up-Front Diversion payment or provision of services is not appropriate, the Up-Front Diversion should be denied. The AWI WTP-2075 should be completed and marked DENIED in section C. The Career Specialist must sign the AWI WTP-2075. The AWI WTP-2075 and the Request for Assistance must be forwarded to DCF and a copy retained in the case file. If the applicant is not approved for Up-Front Diversion, DCF will complete the TCA application at that time. The applicant should complete the WT Work Registration Process through the Career Specialist.

Based on Florida Statute 445.032, individuals who are re-directed from cash assistance through Up-Front Diversion payment and/or provision of services may be eligible for TCC. Transitional Childcare eligibility requirements for Up-Front Diversion recipients have been limited. The applicant must be employed within 90 days after the date the Up-Front Diversion process started.

Other provisions of TCC still apply. If the applicant secures employment within the 90-day time period and subsequently loses employment, (s)he is still eligible to receive the 30-day job search TCC available to other transitional participants.

During the screening process, a determination should be made whether the family applying for Up-front Diversion is currently sanctioned. Sanctioned families, including families receiving TCA through a Protective Payee, are not eligible for Up-Front Diversion. Families with a current level two or three sanction in place must serve out the minimum sanction period and then comply to have the sanction lifted before requesting Up-Front Diversion. Once the participant has complied to lift the sanction, (s)he must complete the application process with DCF. The Up-Front Diversion process must be completed prior to the approval and issuance of TCA benefits.

If a recipient of Up-Front Diversion requests assistance from DCF prior to the three-month restriction period ending, (s)he must demonstrate an emergency need to the Career Specialist to be approved for TCA. According to DCF, the three-month restriction includes the month in which the diversion payment was received.

Up-Front Diversion assistance information is compiled from OSST on a regular basis and compared to the information recorded in the FLORIDA system. Data regarding WT applicants served is also compiled and reported from the OSST system on a regular basis.

V.F.8.a.3. Promising practice for the WT Work Registration process

Region 16 has no promising practice for the WT Work Registration process.

V.F.8.b.1. RWB’s process for informing mandatory WT/TANF participants of their rights

V.F.8.b.1.a. The right to receive domestic violence services, mental health counseling and/or substance abuse counseling, if eligible.

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During the WT Orientation, information is provided to the applicant on domestic violence services. During the Orientation, representatives from the mental health/substance abuse provider offers information on counseling services available, as well as provides opportunities for the applicant to request an appointment for services.

V.F.8.b.1.b. The right and the process to have their case reviewed by a supervisor.

At the time the WT/TANF program applicant attends Orientation, the applicant is informed of the right and process to have their case reviewed by a supervisor.

V.F.8.b.1.c. The right to be treated equitably under the anti-discrimination laws;

During the Orientation, instructions are given orally and in writing on the grievance processes including application of anti-discrimination laws.

V.F.8.b.1.d. The right and the process to file a grievance;

During the Orientation, instructions are given orally and in writing on the grievance processes including application of anti-discrimination laws.

V.F.8.b.1.e. The right and process to report good cause for failure to participate in a required activity.

During the Orientation process, the applicant is give orally and in writing information on the right and process to report good cause.

V.F.8.b.1.f. The ability to be excused from or rescheduled for an activity and the process to do so. If the RWB requires documentation to support missing activities or good cause, please describe what type of documentation is required, what failures require documentation to support good cause and when documentation is required to be submitted to the RWB Provider.

During the Orientation process, the applicant is give orally and in writing information on good cause reasons for failure to meet program requirements, and how to reschedule activities. This is discussed with the participant at each assessment appointment and is provided in writing at each IRP appointment. Missed activities or appointments due to medical reasons must be documented by either doctors’ notes, hospital records or other medical documentation. Death in the immediate family is documented by copies of obituaries or other identifying information establishing the loss. Conflicts with work schedules or school schedules require documentation of the conflict of hours from the participant’s employer through schedules, and from school through copies of school schedules.

V.F.8.b.2. RWB’s process for informing mandatory WT/TANF participants of their responsibilities

Job Seeker responsibilities are included in Orientation. Orientation is provided to customers during the work registration process. Responsibilities are discussed during the initial assessment during work registration and after becoming a Temporary Cash Assistance (TCA) customer referred as a mandatory customer in a formal or follow-up assessment. The responsibility to work with Career Central staff is supported through the assignment of a Career Specialist to each

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customer. This assignment encourages a working relationship to enhance customer cooperation in assigned activities, finding employment and retaining employment. The Career Specialist works with the customer to development an Individual Responsibility Plan. Each step in the development of the plan is directed toward employment for the job ready customer and is based on customer interests and skills. Employment goals and challenges to accomplishing goals are discussed and ways to eliminate the challenges are identified. Steps to self-sufficiency identify the process for achieving employment goals and eliminating the challenges. Customers who are not job ready due to health related barriers work with the Career Specialist to develop an employment plan designed to overcome the barriers. The plan may initially have goals to eliminate the employment barrier rather than an employment goal. The plan is an ongoing document and as the barriers are eliminated the plan is updated to include the employment goal. Steps to self-sufficiency are detailed to include each step necessary to overcome the barrier. The Career Specialist is a part of a team and is the primary interface with the customer. However, the team consists of others in the center providing ongoing services to the customer. A Career Specialist works closely with the job ready customer to seek employment by assisting with the development of a resume and providing job referrals and job developments. The Career Specialist reinforces the need to find suitable employment and accept any reasonable offer of a job. Part of this relationship with the customer is to help them identify their job skills and match the skills to their interests. Retention is discussed with the customer during this process. Participation is the key to successful entry into the job market and self-sufficiency for the TCA recipient. Because participation is so vital to the success of the customer it is explained and discussed in the context of the well being of their entire family. Since the need to document participation is extremely important to the RWB as well as the customer, the requirements are provided during Orientation, during initial assessment, in development of the employment plan, and at each subsequent appointment. Customers are provided the reasons documentation is important to them, 1) to provide proof of participation in their assigned activity; 2) to avoid loss of benefits due to non-compliance; and 3) eligibility for Transitional services after TCA.

V.F.8.b.3. Services and activities offered by the RWB and each provider to meet participation requirements

Unsubsidized Employment – Full or part-time employment in the public or private sector not subsidized by TANF or any other public program. Most employment is unsubsidized employment.

Subsidized Private Sector Employment – Employment in the private sector for which the employer receives a subsidy from TANF or other public funds to offset some or all of the wages and costs of employing a recipient. This may include college work-study.

Subsidized Public Sector Employment – Employment in the public sector for which the employer receives a subsidy from TANF or other public funds to offset some or all of the wages and costs of employing a recipient. This may include college work-study if the employment is with a community or state run college or university.

V.F.8.b.3. Job Search and Job Readiness

Job Search and Job Readiness Assistance – The act of seeking or obtaining employment, preparation to seek or obtain employment, including life skills training, and short term

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substance abuse treatment, mental health treatment, or rehabilitation activities for those who are otherwise employable. Such treatment or therapy must be determined to be necessary and certified by a qualified medical or mental health professional. Job search and job readiness assistance activities must be supervised on an ongoing basis no less frequently than daily.

This activity is limited by statute to six weeks per federal fiscal year (October 1 to September 30). No more than four consecutive weeks may count toward the work participation rates in months that count toward participation rate.

V.F.8.b.3. Community Service

Community Service/Work Experience was designed to offer those participants with little or no skills the opportunity to learn from a community employer how to perform tasks that could assist them in becoming employed. While at a job site, the also gain valuable insight into the types of duties required for that job and master soft-skills such as being on time for work everyday and dressing appropriately.

Through the Community Service/Work Experience (CSWE) program, Welfare Transition customers are placed in a training program at approved, contracted public sector and/or not-for-profit agencies in the Pasco/Hernando County area. Employers are not required to pay an hourly wage to the participants, but are responsible for training them in duties described in the Training Outline portion of the work agreement. Employers are also responsible for monitoring attendance, participation, and progress, and informing Career Central of any problems with the placement.

A community service work experience placement can run up to six months at a given site. The hours required for participation in a countable activity are 40 per week, however, the customer cannot be required to participate in the CSWE program more than the calculated amount of hours per week. The OSST Benefit Information Screen will detail the calculated number of hours the customer may be assigned to CSWE. If OSST is not running, the following calculation can be used to determine the number of hours a customer will be required to participate.

Federal law requires participation in a minimum of 20 hours per week in a core activity. Community service hours are calculated by adding the monthly food stamp allotment and the monthly TANF cash assistance, dividing it by the state minimum wage and dividing the resultant amount by 4.3 (weeks in a month) to establish a weekly minimum/maximum Community Service requirement. The calculation is made by OSST on the Benefit Screen, but if not available, the above methodology can be used to establish required minimum/maximum hours.

If the hours are less than the required 20 core hours, and the customer is serving the full-calculated number of hours the career specialist will enter 20 hrs in the JPR week and enter a case note explaining that, based on federal regulations, actual hours are being converted to the minimum core hours. The actual calculated number of hours will reflect the assigned hours. If the customer is using Community Service hours to meet the federal core requirement, the customer must participate the calculated amount of hours before any non-core activity can count toward federal participation rates. If the customer is engaged in another core activity, the customer can be assigned to less hours of Community Service. Based on the calculations, other activities may be assigned to equal the required 40-hour participation requirement. Activities

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can include core activities as well as non-core activities. Any additional assignment can only count if the customer has met the weekly 20 hour core requirement first.

When a customer is unable to obtain employment, the Career Specialist will assign CSWE hours to assist the customer to become more marketable.

1. When placing someone in a CSWE site, the Career Specialist will discuss with the customer his or her desired goals and will try to match them to a CSWE position which relates to those goals.

2. The customer will be instructed by the Career Specialist on the details of the assignment and what is expected regarding their placement. A CSWE handbook will be provided and reviewed with the customer.

3. The Career Specialist will complete and review the required paperwork with the employer. They will ensure the employer understands the time sheet, the required number of hours the participant must complete weekly, the CSWE Training outline, the program goals, and how to contact the Career Specialist.

4. Timesheets from the CSWE may be faxed or brought in by the customer. This should be done on a weekly basis. The Career Specialist should inform the customer that a call should be made to ensure receipt of the fax. The Career Specialist will update the JPR’s in OSST weekly.

5. The Career Specialist must ensure that the customer does not remain at a particular site over 5 months without approval from the Program Manager or designee. If significant barriers have been identified, the assignment can be extended.

6. The Career Specialist will work closely with the customer while they are at the CSWE site and will ensure employment referrals are made regularly.

7. All information will be conveyed to the Career Specialist through case notes in OSST, and entry into the Skill Development screen as appropriate.

Meeting the required weekly hours:

The formula established by law for CSWE computes the maximum number of hours allowed weekly, based on the amount of cash assistance and food stamp benefits. If a customer fails to complete the hours of CSWE, we cannot assign the customer additional hours of CSWE in following weeks to make up missed hours as the customer would then be working at less than minimum wage. The customer will need to be assigned to an additional countable activity. The Career Specialist needs to remember that unless the customer participates at least 20 hours in a core activity, any non-core activity will not count towards participation.

V.F.8.b.3. Job Skills Training

Training or education for job skills required by an employer to provide an individual with the ability to obtain employment or to advance or adapt to the changing demands of the workplace. Job Skills training directly related to employment must be supervised daily.

V.F.8.b.3.f. Education directly related to employment

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Education related to a specific occupation, job, or job offer. This can include educational activities such as basic computer skills, etc. Education related to employment must be supervised daily.

V.F.8.b.3.g. Satisfactory attendance at a secondary school or in a course of study leading to a General Equivalency Diploma)

Regular attendance, in accordance with the requirements of the secondary school or course of study, at a secondary school or in a course of study leading to a certificate of general equivalence, in the case of a recipient who has not completed secondary school or received such a certificate. This activity must be supervised daily.

V.F.8.b.3.h. Providing childcare services

Providing childcare to enable another TANF recipient to participate in a community service program. This activity must be supervised daily. The customer will be given credit for the hours the TANF customer is engaged in Community Service.

V.F.8.b.4. Local processes regarding work activity engagement

Individuals not exempt from participation in employment and training activities must participate 40 hours per week in allowable activities. Customers cannot be assigned to more than 40 hours per week; however, actual hours, even if they exceed 40, must be entered into the appropriate week on the JPR screen (See exceptions under Community Service).

Defining the Terms

Core Activities - Activities from which at least 20 hrs per week of participation must come.

Non-Core Activities – Activities that can count in addition to the core activities. These cannot count without the minimum hours per week (20) from “core” activities.

All customers are required to participate in countable activities as a factor of eligibility for cash assistance, unless the customer meets a federal exemption. At least 20 hours per week must be in a core activity. Non-core activities can be added to the core activities to bring hours of participation to the mandatory 40 hrs per week.

V.F.8.b.5. Local processes for documentation of work participation and local QA/QC processes for ensuring the documentation of work participation.

Quality Assurance is the process of analyzing and reviewing case records (electronic and hard file) to ensure an accuracy and compliance with all WT Policies & Procedure

Welfare Transition Career Specialists and WTP Intake Clerks will be held to established monitoring outcomes as a measure of performance during each contract year. Those outcomes are established below:

Percent required as correct to achieve the rating noted

RATING Outstd Excellent Average Poor/Fail

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Review Area

Assessment 86% + 80% - 85%

75% - 79%

74% or Below

IRP 86% + 80% - 85%

75% - 79%

74% or Below

Employment Verification 95% + 89% - 94%

85% - 88%

84% or Below

JPR Documentation/Update 95% + 89% - 94%

85% - 88%

84% or Below

Pre-Penalty/Sanction Processing

95% + 89% - 94%

85% - 88%

84% or Below

The data used to compile the above will derive from regular case readings and ratings by the Program Manager and other staff as designated. They will read cases in accordance with the monitoring schedule established in the Quality Assurance LOP. These scores will be used to establish the yearly performance appraisal score for raises and job retention.

The self monitoring will allow staff to continually review their caseload as a means to assure that they identify policy/procedural non-compliance and correct it before official case reviews discover it. Actively pursuing this process will ensure the Career Specialist’s and WTP Intake Clerk’s “peace of mind” and improve the quality of our case management.

Career Specialists and WTP Intake Clerks will conduct a self-review of their caseload on a regular basis. They will utilize the “Welfare Transition Self Monitoring Sheet” to review 100% of their open caseload each and every month during the contract year. The following areas should be reviewed by staff at each monitoring:

V.F.8.b.6. Documentation to support hours in unpaid work activities

Documentation is the process of obtaining and filing in a hard case record, a written or printed-paper that provides decisive evidence or information.

Verification is the process of obtaining information via collateral contact. Staff secures the information via direct contact with an appropriate authority/source and then records the specific details obtained on a collateral contact form and in a specific case note in the OSST systems.

NOTE: “Intent to hire” verifications obtained in advance of the employment begin date may be used as documentation for the provision of support services BUT MUST NOT BE USED AS DOCUMENTATION/VERIFICATION that the customer started work. All intent to verify contacts must be followed up with a verification of employment AFTER the scheduled begin date.

Forms received with missing information must be verified and then fully completed by collateral contact. A case note in OSST must outline the collateral contact. The fax must be filed in the hard record case file.

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V.F.8.b.7. Describe how the RWB will inform front-line staff that documentation to support hours in unpaid work activities, OJTs, TANF funded subsidized employment and self-employment must be collected before entering JPR data in the workforce system.

The RWB has developed a Local Operating Procedure for documentation of hours which include employment and self-employment. Staff has been trained to following these procedures to document hours prior to entering the information into the OSST system.

V.F.8.b.8. Describe how the RWB will ensure that front-line staff does not enter hours of participation for unpaid work activities, OJTs, TANF funded subsidized employment and self-employment until documentation is received.

The RWB has developed SOP’s describing the steps that must be taken prior to receiving documentation of hours.

V.F.8.b.9. Deferrals

If allowed by the physician, assignment of home-study modules completed at home if they have a home computer and internet access may be an appropriate alternative to completing activities at the office. No more than 30 hours of weekly activity should be assigned. Deferral should be entered into OSST (alternative plan).

V.F.8.c.1. Provide the relocation maximum allowable payment

Relocation assistance is available to applicants requesting Temporary Cash Assistance (TCA) who meet Up-front Diversion relocation eligibility criteria, or for WT participants currently receiving TCA who meet relocation eligibility criteria (F.S. Chapter 445.021). The Relocation Assistance Program has been implemented to assist families in relocating to a community with more opportunities for achieving self-sufficiency.

Relocation packages up to $2500 are approved by the Program Manager. Relocation packages for $2500.01 and above are approved by Program manager and

Board Staff. ALL Relocation Applications must receive final approval by the Program Manager, Board Staff or a designee. Staff should never process a relocation package without administrative approval.

If the family demonstrates an acceptable emergency to the local Regional Workforce Board prior to the expiration of the six-month period, they may reapply for TCA. If the participant reapplies for TCA through their local DCF office, DCF should refer the applicant to the RWB to first determine if an emergency exists before DCF can approve TCA. Career Central completes the AWI WTP-0001 and determines if the family demonstrates an acceptable emergency. A copy of the AWI WTP-0001 is forwarded to DCF.

If the family reapplies for TCA within six months due to an emergency, except in cases of domestic violence, either the entire amount of the relocation assistance received, or a portion of it must be repaid. DCF will determine the relocation assistance repayment amount.

V.F.8.c.2. Describe how the RWB ensures the confidentiality of program participants.

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Contracted staff has received training, which emphasized safety, confidentiality, and the potentially lethal dynamics surrounding domestic violence situations. Additional general and specialized trainings on these issues are scheduled annually and/or as needed. TANF participants are notified beginning at Orientation, of available resources, referrals and options in the Welfare Transition program for victims of domestic violence. Participants are provided with frequent, confidential, and clearly voluntary opportunities for self-disclosure and screening. Individuals identifying themselves as past or present victims of domestic violence are referred by contracted staff to a local domestic violence professional for assessment and other services.

Participant information related to domestic violence is kept in a separate file, and the Career Specialist has the responsibility to develop an Alternative Plan for self-sufficiency and safety utilizing the advice and assistance of local domestic violence professionals. An alternative plan for self-sufficiency my include, but is not limited to, counseling, legal assistance, coordination with law enforcement, assembling documentation, relocation assistance, safety planning, substance abuse treatment, services for children, parenting classes, and work activities if they may be accomplished without violating the safety and confidentiality of the participant or family.

Due to the high level of danger present in many domestic violence cases, the broadest leeway is applied in establishing good cause exceptions from work activities due to domestic violence issues. Any credible evidence provided by the participant is considered to determine whether there is a substantial connection between the domestic violence and the need for deferral from the work requirement.

The career specialist in each One-Stop location will work closely with local domestic violence professionals in each county in the determination of eligibility for a domestic violence work activity exception. The program manager reviews and approves exceptions from work activities due to domestic violence.

Career Central staff sign a non-disclosure statement each year which includes protecting confidential data.

V.F.8.c.3. Other than Work Registration, describe when participants are notified of the opportunity to receive support services, counseling, etc. related to domestic violence.

1. Individuals who self-disclose situations of domestic violence should be provided with the option of continued assessment and services from a trained domestic violence expert, if available. If a community does not have a domestic violence expert, Career-Central can:o Refer the participant to a local mental health counselor for counseling services; and/oro Contact the FCADV at 850-425-2749 and request the location of the nearest

Domestic Violence provider and/or shelter or access their web site at http://wwe.fcadv.org.

Career specialists who have not been training in Domestic Violence should not attempt to counsel Domestic Violence victims.

2. The results of the assessment will be used to develop a safety plan.

V.F.8.c.4. Description of the local Fair Hearing preparation and attendance process.

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It is the policy of Career Central to establish a climate in which a customer’s problem or complaint may be promptly presented, discussed and given fair and timely consideration – resulting in appropriate resolution. Customer concerns and/or complaints are managed by referral to one of two processes depending on the type of adverse impact that the customer has incurred.

If the adverse action relates to any eligibility for a DCF related service or benefit, the issue will be addressed through the DCF Administrative Hearing Process.

If the adverse action relates to any eligibility for a Career Central program specific service or benefit NOT related to DCF, the issue will be addressed through our local Grievance process.

Dispute Resolution Protocol

If a customer has a complaint or grievance, the career specialist will meet with the individual and try to resolve the complaint. Issues are best resolved at the point closest to actual service delivery and case management. If not resolved with the career specialist, the individual may meet with the Program Manager or designee. The Program Manager (or designee) will conduct a full “supervisory review” of the action(s) taken and is empowered to resolve all related issues. Attempts to reasonably resolve the complaint must be documented by all involved staff in an OSST case note.

If the grievance is not resolved at the Program Manager level and the individual wants to proceed further, he/she will be advised to proceed with a formalized request for a Fair Hearing at DCF.

NOTE: A customer may request a fair hearing at any point in the above protocol. Staff should assist the customer in filing such if requested to do so. This approach to initial dispute resolution is meant to in no way obstruct a customers access to formal redress of their concern, it simply recognizes that most customer concerns can be addressed and resolved informally.

Once a request for formal resolution has been made by a customer – Career Central will proceed as follows:

The Career Central established point of contact for all matters pertaining to the DCF Administrative Fair Hearings Process (WT and FSET) is the Welfare Transition Program Manager. He/She will manage coordination of the hearing process by Career Central.

The Program Manager or designee will conduct a full supervisory review if such was not previously conducted as part of the dispute resolution process. This review is conducted to ensure that all Career Central actions were appropriate and defensible. If Career Central errors are identified, appropriate action will be taken by the Program Manager or designee up to and including reversing the adverse action. If the review reveals that Career Central took proper action, coordination of the hearings process will continue. The supervisory review must be documented in a complete OSST case note.

The Program Manager will ensure that appropriate Career Central staff members attend each and every fair hearing to serve as a witness for DCF with regard to an adverse action requested by Career Central. The Program Manager has sole discretion in determining who will represent Career Central at each hearing.

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Career Central staff members (witnesses) will prepare in advance for the hearing by:

Reviewing the case in full to determine the basic facts and actions taken related to the adverse action. Witnesses must be fully conversant with the facts and actions surrounding the adverse action.

Securing documentation to support the action taken – if available. It is Career Central policy to retain copies of all letters, appointments notices, JPR related materials, IRP’s, timesheets, pre-penalty letters etc in the hard file. When gathering this documentation – three copies of the “documentation packet” will be made. One for the hearings officer, one for the customer and one for the Career Central staff member.

Making an outline of the actions taken in the case that are pertinent to the complaint.

Copies of case notes, OSST screen prints, state statutes, Local Operating Procedures (LOP’s) and other ancillary documentation may also be presented at the hearing if appropriate.

DCF and Career Central Communication

The appropriate staff member at DCF will inform the Career Central established point of contact (Welfare Transition Program Manager) no later than within 72 hours of any scheduled hearing involving a Career Central customer. This contact will be made in writing via Email. The email should include the date, time, location, customer involved (SSN and RFA) and the issue at question.

The appropriate staff member at DCF will also inform the One-Stop Coordinator (board staff) no later than within 72 hours of any scheduled hearing involving a Career Central customer. This contact will be made in writing via Email. This contact will be made in writing via Email. The email should include the date, time, location, customer involved (SSN and RFA) and the issue at question.

The Program Manager will reply by Email within 24 hours to the DCF contact confirming receipt of the notice and planned attendance at the hearing. The Email will specify what staff member(s) will represent Career Central as a witness and outline the documentation to be presented at the hearing.

Following the hearing the Career Central staff member should enter an OSST case note outlining what took place at the hearing including all documentation presented.

V.F.8.c.5. Does the RWB use TANF funds for a locally developed special project?

At each Career Central location, self-directed Learning Labs have been established to allow motivated individuals to increase their employment related skills.

The GCF (Global Learning) source for free internet computer learning & Life Skills; thirty- four tutorials are listed under the link and will provide the basis for 15 hours per course and will be considered a home based or participation lab based material. They can be assigned in any order. Programmatically – it is preferable that the GCF materials be assigned after the Interview Advice tutorials that incumbent twenty–one activities related to skills necessary for interviewing skills

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and strategies for an active interview for employment. The information and tutorials have unique and distinguished information that will benefit the customer. Additionally – if any topics are duplicate within the different series more than once should only enhance information acquisition. Deferred customer will also be able to benefit from these materials as if willing to encompass the desire to return back to the workplace. Even those that are excused from participating and are seeking medical deferred status will eventually return to the workplace. By encouraging customers to conduct these activities whether under supervision of a doctor or simply needing an alternative assignment we want the customer to be ready to become self sufficient. This material is considered as a step in “Vocational Education” as it will provide the minimum competencies necessary for future entry into an occupation.

Curriculum

GCF- Global Learning offers thirty – four tutorial part On-line Learning opportunities.

These series will educate and encourage the skills and abilities for learning different related skills to become proficient in computer training and skills to prepare the customer to obtain employment and also provide the abilities in choosing an occupation. This series has been broken down into individual learning opportunities and can be taken in any order to meet participation or may be taken in order as broken down into a 17-week ( 4 month) course of study. This material has also been organized so as to allow the customer to spend a minimum of 30 hours per week to complete the assigned activities. It will be hours wisely and productively invested.

Listed below are the actual tutorials that will be available to the Welfare Transition Customers:

The Basics

Computer Basics Windows 98

Windows XP

Internet

Internet Basics Email Basics

Internet Safety

Office 2003

Office 2003 Word 2003

PowerPoint 2003

Excel 2003

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Access 2003

Office 2002(XP)

Office XP Word 2002 (XP)

PowerPoint 2002 (XP)

Excel 2002 (XP)

Access 2002 (XP)

Office 2000

Office 2000 Word 2000

PowerPoint 2000

Excel 2000

Access 2000

Office 97

Access 97 Excel 97

PowerPoint 97

Word 97

Windows 95

Interview advice for the Job Seeker

http://interview.monster.com

This link provides customers with the opportunity to experience the day to day Interviewing questions and the skills needed to participate in a real life Interview. Promoting & practicing the steps to become employed and self sufficient. There are ten different series that are illustrated within this link that the customer will be given the basis of 15 hours per series credit toward participation hours. This activity may also be assigned to the Medically Deferred Customer to meet participation requirements.

V.F.8.b.6. Does the RWB have an Individual Development Account (IDA) program?

The PHJEPRB does not have an IDA Program

V.F.9. Food Stamp Employment and Training Program

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Region 16 will not operate a Food Stamp Employment and Training Program after September 30, 2007.

V.F.10. Senior Community Services Employment Program

Pasco Hernando Workforce Board partners with Experience Works to operate a Senior Community Services Employment Program. Experience Works, Inc. provides placement and training assistance to low-income persons aged fifty-five and over.

V.F.11.Workforce Activities and Services

V.F.11.a. Describe the process for providing core and intensive services to job seekers in the One-Stop Career Centers.

At our One-Stop Career Centers core and intensive services as well as training opportunities are provided in a seamless system of service delivery. Productive and effective working relationships with partners ensure area citizens may be referred directly or have electronic access to all required and supplemental services. Job Search Touch Screen KIOSKs located through our region provide additional basic job search and labor market information to those in need.

As noted above, our primary customer is the employer, and The Business Services Unit is the focal point for services to these customers. As we are unable to be “all things to all people” we have moved forward with a “tiered” approach that ranks area employers and provides enhanced services depending on the quality of employment offered. These enhanced services to businesses are often the impetus for the upgrading of individual jobs, thus positively impacting the job seeking efforts of our customers. Business services representatives, specialized by industry, provide information and services tailored to individual business needs. This system of service delivery is closely tied to the economic development goals and targeted industries of the area and the economic development efforts of other regional partners.

F.11.a.1.a. Describe the testing and assessment process(es) for the WIA, TAA, MSFW, Veterans, Wagner-Peyser, FSET and WT/TANF participants.

Career-Central offers a variety of employee assessment tests to assist employers in hiring the right employee for the right job. The tests have met EEOC guidelines and have been proven to predict the success of current and potential employees.

TABE (Test of Adult Basic Education)

The TABE assesses the basic education level. Over a 185 question test covering Reading, Math Computation, Applied Mathematics, Language, and Spelling the employer discover the general academic level, on an easy to interpret grade level basis, of the potential employee.

SAGE (System Assessment Group Evaluation)

The SAGE assessment is a wide ranging online test that covers much of TABE’s subject matter in addition to evaluating the testee’s Physical Coordination and Vocational Aptitudes.

GED related tests in Reasoning, Math, and Language academic levels are timed tests followed by untimed tests covering general abilities in these same areas. Next, the Physical Coordination

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testing covers a variety of areas including Hand/Eye/Foot Coordination, Spatial Perception, Manual Dexterity, Color Discrimination, as well other areas.

Lastly, the SAGE assessment tests use answers to the previous tests to ascertain the potential employee’s Work and Life Attitudes, Work Environment Preferences, Learning Style Preference, and Vocational Interest levels. The Work Attitude testing is related to the person’s understanding of what the employer expects from the employee as well as the person’s Personality Characteristics indicating their tolerance toward stress, repetitive actions, directing others, working alone or with others, handling variety, and good judgment.

The follow-up report then gives a detailed analysis of the potential employee including Department of Labor Occupational Titles, SIC codes, etc… to zero in on the employee’s successful job placement.

Accuvision

The Accuvision assessment is very different from the TABE and SAGE. Accuvision is a series of video and computer oriented “soft-skills” tests that identify the Training needs of both potential employees as well as current employees. While Accuvision does not measure technical skills or experience, through a series of job-specific modules, it gives a detailed analysis of the potential, or incumbent, employee’s strengths and weaknesses. Accuvision can help the employer hire, promote, train and retain the right employee.

The five modules administered by Career Central are:

Customer Service Skills

Sales Skills

Retail Sales Skills

Office Success Skills

Workforce Readiness Skills

Analysis of these modules address Customer Relations, Judgment, and Attitude Toward Soliciting New Business exhibited through the testing and produces a ranking level comparing results to the results of thousands of others. It follows up the ranking with a detailed Skill and Job Analysis and specific strategies for the employer to help better train the prospective, or current, employee.

SkillCert

With over 400 job-specific assessments available, SkillCert is our versatile testing method. Hundreds of tests are available assessing the tester’s ability to use software accurately. The employer can give a test to a prospective employee that tests their ability as an “intensive user of Microsoft Word Version 2001” and/or “Photoshop CE” and hone in on what skills the person who fills the position must have to do the job.

In addition, there are position specific abilities such as Product Packaging skills or general industry knowledge assessments such as Manufacturing Basics.

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The tests mix basic, intermediate, and advanced questions together to come up with a % Correct, a Percentile Ranking, and a Global Average score that allows the employer to see how scores compare with others who have taken the test before. The report also breaks down the answers into the percentage correct by level of difficulty and the type of questions (Attention to Details, Communication, Documents, and Math).

As if that wasn’t enough flexibility, with enough detail about the position, a job or software expert can customize the test to address specific needs of the employer. Of course, care must be taken in adjusting the test or the specific requirements of the position in order to ensure the validity of the assessment.

V.F.11.a.1.b. Describe the assessment tools used to assess youth for the federal WIA literacy and gains measure.

Assessment Strategy:

The OSY and ISY student population ages 16-21, will be identified and determined eligible. Each potential student will be determined eligible based on economically disadvantaged status and each youth's basic skill deficiency determined at a minimum and within the guidelines of WIA requirements. Staff will then assess both the academic/vocational aptitudes and the desire/probability for success. Services will then be tailored to the individuals: those that met the criteria for standard vocational training will be enrolled in such, while those that need counseling and assistance to increase their probability of success will receive those services. The program will be on a long-term basis serving youth facing both economic disadvantaged as well as significant barriers to success.

Objective assessment; To identify the needs of those youth applying for assistance an Objective Assessment will be conducted to help the Career Coaches identify the supportive service, academic needs, goals, interest, skill level, abilities and aptitudes of the program. This process allows the Career Coach to identify the client’s barriers and strengths. The three tests we use are as follows:

• Basic Skills - TABE

• Aptitude - CHOICES - Career Aptitude Survey

• Interest - CHOICES - Career Area Interest Survey

The CHOICES Assessment instrument is updated by the Department of Education with input from the Department of Labor with job market analysis, trends in employment, pay ranges, and related careers with transferable skill sets. The PHJEP has stated in their RFP questions that TABE testing materials are currently being used in the One Stops for Adult clients, and can be used by the OSY youth. The Pasco and Hernando district schools use these products (TABE & CHOICES) throughout their schools.

For the Welfare/TANF program, please respond to the following items regarding assessments.

F.11.a.1.c. What tool does the RWB use to conduct the initial assessment of the participant’s employability, skills, and prior work history?

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During the Orientation Process, the participant is provided an Intake Questionaire/Packet in which the participant records pertinent demographic information as well as education levels and past work history. Information is also recorded on barriers to employment. Participants include their educational, employment and personal goals.

F.11.a.1.c. When is the initial assessment conducted?

An initial assessment is conducted during orientation, with a follow-up assessment conducted within 10 days of opening of cash assistance.

If the initial assessment is conducted during the work registration process, describe how the information is reviewed, updated and used once the participant becomes mandatory?

Once the participant’s cash assistance opens and the participant becomes mandatory, the RWB receives an alert from the Department of Children and Families’ computer system informing of the mandatory status of the case. The career specialist schedules an assessment appointment to be held within 10 days of the case open alert. During this assessment interview, the participant’s skills, education level and past work history is reviewed, barriers to employment are identified and an individual responsibility plan is developed to establish steps to obtaining employment and self-sufficiency

F.11.a.1.c. At what point does the RWB require the participant to complete other assessments? Attach an example of an initial assessment tool that is used by the RWB.

Additional assessments such as the TABE (Test of Adult Basic Education) test and the CareerScope, an Interest/Aptitude inventory, are completed during the work registration process. In the event an individual is referred to the RWB without having to work register, the individual is assigned to complete these tests within 30 days of referral. The RWB requires the participant to complete the ONET Interest Profiler at the time of the initial assessment interview after the participant becomes mandatory. The Interest Profiler helps the participant find out what his/her interests are and how they relate to the world of work. It does this by asking questions that represent important interest areas. The Interest Profiler scores help identify the participant’s strongest work-related interests. Knowing their work interests can help the participant decide what kinds of jobs and careers they want to explore.

If the participant has not taken the TABE test and is seeking assistance with tuition or books for vocational training, the participant will be required to take the TABE prior to approval of the educational assistance. The TABE test and CareerScope are required before entry into vocational training activities.

F.11.a.1c. At what point does the RWB require the participant to complete other assessments (e.g., prior to entry into a work experience or vocational training)?

If the participant has not taken the TABE test and is seeking assistance with tuition or books for vocational training, the participant will be required to take the TABE prior to approval of the educational assistance. The TABE test and CareerScope are required before entry into vocational training activities.

F.11.a.2. Describe the procedure for developing IRPs/EDPs/ISSs for participants of the workforce service programs.

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When the RWB received notification that a customer has become a mandatory participant, an assessment appointment is scheduled to review the participant’s education and work history, to identify barriers to employment and self-sufficiency and to initiate an Individual Responsibility Plan. This plan, in addition to identifying the areas listed above, includes steps the participant is to take to remove barriers to employment and seek self-sufficiency. The RWB career specialist utilizes the Individual Responsibility Plan from the OSST system so that the plan is not only in writing to the customer, but retained electronically for future review and revision. The career specialist is required to complete follow-up appointments at least once per month to assess the participant’s progress in completing the steps in the Individual Responsibility Plan. The plan is updated to reflect new goals and steps to self-sufficiency.

In addition, for the WT/TANF program, please respond to the following and attach a copy of all applicable local operating procedures.

F.11.a.2. When is the IRP initiated?

The IRP is initiated at the first assessment interview with the participant scheduled within 10 working days of receiving an alert that the individual is a mandatory participant. The IRP is updated no later than three months after the initial IRP, and updated when any change is indicated in participation requirements.

F.11.a.2. Describe how often the steps to self-sufficiency are updated and signed by the program participant and program staff.

The steps on the IRP are updated no later than three months from the date of the last IRP, and updated at each change in participation requirements.

F.11.a.2. Describe the IRP tool that the RWB uses. If the RWB uses a locally developed tool, please attach it to the Workforce Services Plan.

The IRP tool used by the RWB is the IRP established by OSST.

F.11.b.1. Provide a description of the locally developed ITA system including any limitation (e.g., the dollar amount and/or duration of the ITA) to be placed on the ITA in accordance with 20 CFR 663.440, 663.420, 663.430 and AWI Guidance Paper AWI FG - 00-002a.

The WT Program provides up to $1,500.00 in education assistance for TANF recipients. The Participant must register to attend a training provider approved by the RWB and must be studying vocational training for an occupation listed on the Targeted Occupation List for Hernando and Pasco Counties. In addition to meeting these criteria, the participant must have reading, math, and language skills within two grade levels of the required grade level for that occupation.

As with WT, WIA funds to all new customers have been limited to $1,500.00. Customer will complete a budget and descriptive plan with the WIA Case Manager. Funds are offered only once in a lifetime. Exceptions to this limit will be made by the Program Manager on a case by case basis. The ITA voucher should not be used to cover any training related costs incurred after the initial ITA/Training Scholarship is issued except those related to school application fees and school related items purchased for customers who self initiated training and are not under a JEP -

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ITA Voucher. Staff will utilize the specified version of the Voucher for items such as: Supplies, tools, uniforms that are mandatory for all customers. Each voucher must have a pre-printed number in the upper right hand corner. If there is no number, return voucher immediately to the Program Manager. Enter the date the voucher is being completed and issued. The Voucher should be listed on the form provided for accounting purposes, along with case manager name, customer name and SS#, Date, and amount of voucher.

F.11.b.2. Provide a description of local policy and /or procedures established to ensure that any exceptions to the use of ITAs are consistent with the exceptions contained in WIA.

The PHJEPRB ensures that should a situation arise where an exception to ITAs is encountered for adults and dislocated workers, the action taken will be in keeping with the exceptions described in Section 134(d)(4)(G)(ii) of the WIA and §663.430(a) of the Interim Final Regulations.

F.11.b.3. Provide a description of the local policy and procedures to competitively award grants and contracts for activities and services not funded with ITAs.

The Regional Workforce Board procures WIA services and activities not funded with ITA’s either through issuance of request for proposals or (if necessary and allowable) sole-source procurement. Either method is conducted in accordance with local procurement policy and OMB Circular A110. At the Board’s direction, the Region procures services for youth and disabled adults using these methods.

See Procurement Policy

F.11.b.4. Indicate if the region is using the State’s wavier to allow the provision of ITAs for Older Youth. If so, describe the local policies and procedures.

We are currently not utilizing the State’s wavier.

F.11.b.5. Describe the process for using WIA funds to provide training services to trade-affected workers.

Trade affected individuals that meet the eligibility requirements of the WIA Dislocated Worker Program will be enrolled using local formula funds into intensive and training activities in accordance with Regional Workforce Board policies and procedures. WIA Dislocated Workers funds will be used first in serving trade affected workers.

F.11.b.6. Describe the process for ensuring that the WIA-funded training activities provided for trade-affected workers are those that are stipulated in Section 236 of the Trade Act and related federal policies and procedures.

All trade affected workers funded by WIA are served under the Region’s policy that training must be for an occupation on the Target Occupation List and must be conducted by a regionally or state approved training vendor. This assures compliance with Section 236 of the Trade Act.

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F.12. Provide a description of the process for developing work experience sites and worksite agreements for all participants enrolled in workforce programs. Attach a copy of local operating procedures.

The WT Program Manager or his/her designee is tasked with developing and completing community service/work experience contracts with not-for-profit and state and other governmental agencies that agree to provide WT participants with appropriate and consistent supervision and entry level skills necessary to obtain employment in the private/public sector. Recent changes to the state law have brought Florida into alignment with federal law changes and the WT Program Manager or his/her designee will be developing work experience sites and agreements with for-profit agencies that agree to provide WT participants with entry level skills to obtain employment.

In addition, describe the following for the WT/TANF program:

F.12.a. How the participants of the WT program are referred to the worksite provider to begin engagement

The WT participant is given a referral form to take to the worksite provider to begin engagement in community service or work experience activities.

F.12.a. How the RWB ensures that participants are supervised on a daily basis during worksite engagement;

The WT participant is provided with a time sheet to present to the worksite provider to record the participant’s attendance and performance.

F.12.a. How the RWB will document hours actually completed and the party responsible for signing documentation to support hours of participation

The career specialist obtain and maintain weekly verifications, performance evaluations and attendance sheets completed by the worksite supervisor or his/her designee.

F.12.a. The steps the RWB has taken to protect employees of the worksite employer against displacement.

The contract/agreement with the work experience and community service provider includes non-displacement language. A review of the performance of the provider will be conducted annually to ensure against displacement.

F.13. OJT

Region 16 does not offer on-the-job-training at this time.

F.14. Customized Training

Region 16 does not provide Customized Training at this time.

F.14.b. Quick Response Training

There are currently no businesses in Region 16 that utilize the QRT program.

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F. 15. Employed Worker Training Program Provide a description of the process for the EWT program aimed at upgrading the skills of existing workers in the region. The description should include the following and attach a copy of the local operating procedures for the following process(s).

F.15.a. Identify when the region’s EWT program was established and what changes have been made to the program since implementation and why;

The EWT program was established in 2003. Providing EWT to local workers and businesses has greatly increased skill competency attainment. Although many low skill workers have had poor experiences with formal education, we have found that taking the learning out of the class room and into the workplace has reinforced the relevancy of education allowing workers to see the direct application of obtained skills.

Providing EWT ensures training funds are invested in occupational skill obtainment that is in the most demand within our local labor market. The employer agrees to wage increases based on skill attainment. This is a win-win situation in that the employee remains gainfully employed at the end of training. PHJEP works with the employer to backfill entry level candidates into the resulting vacancies as trained workers move up the career ladder. This strategy has provided many job seekers with opportunities they would have not otherwise had. Funding to support the EWT program is derived from WIA – Adult and Dislocated programs, and TANF funding.

F.15.b. Identify those industries in the region whose workers will be targeted specifically for skills upgrade training and how those industries were identified;

Region 16 targets the following industries:

Construction Financial / Professional Services Healthcare Homeland Security / Defense nformation Technology (including IT Products/Services, Software Development, Modeling/Simulation/Training, Photonics/ Lasers/ Optics, Microelectronics,

Telecommunications) Life Sciences (including Biotechnology, Medical Device Manufacturing,

Pharmaceuticals) Manufacturing

These industries mirror the industries identified in mirror the seven key industries identified by WFI as high demand and high impact industries within the state. In conjunction with local economic development, PHJEP has also added construction based on the labor market needs.

F.15.c. Provide a description of the process for the EWT program aimed at upgrading the occupational skills of existing workers in the region. The description should include the following:

Identify those industries in the region whose workers will be targeted specifically for occupational skills upgrade training and how those industries were identified;

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Provide a description of the process for the EWT program aimed at upgrading the occupational s

Address both those working part-time and full-time, the working poor, and across all earning levels; and

Identify what funds (e.g., WIA and TANF) are used for this purpose in the region as well as how additional funds will be leveraged to accomplish skills upgrade training within the region.

Staff from PHJEP’s Business Service Unit and Economic Development Councils promotes the program. The Workforce Investment Act (WIA) provides that RWDB’s serve employed workers at the local level.

Part 663 of the WIA Interim final Rule states: “Intensive and training services are available to individuals who meet the eligibility requirements of the funding streams and who are determined to need these services to achieve employment, or in the case of employed individuals, to obtain or retain “self-sufficient employment.”

Section 663.230 requires that a determination be made that employed adults and dislocated workers need intensive and training services to obtain or retain employment that allows for economic self-sufficiency, in accordance with the locally established definition of that term. Recognizing that there are different local conditions that should be considered in this determination, the regulation provides maximum flexibility in determining what constitutes self standard income. For the dislocated worker self-sufficiency may be defined as a percentage of the layoff wage. Employed workers who currently meet the local definition of self-sufficiency, but who need services in order to retain their self-sufficient employment, may be served if documentation is obtained from the employer that the employee(s) will not be retained unless additional training or services are received.

As part of PHJEP’s strategic planning process utilizing labor market information and local workforce (staffing) needs assessment data, PHJEP has identified the following industries for skills upgrade training of existing workers across all earning levels – Construction, Financial / Professional Services, Healthcare, Homeland Security / Defense, Information Technology (including IT Products/Services, Software Development, Modeling/Simulation/Training, Photonics/ Lasers/ Optics, Microelectronics, telecommunications) and Life Sciences (including Biotechnology, Medical Device Manufacturing, Pharmaceuticals), Manufacturing.

PHJEP utilizes WIA Adult formula funds as well as TANF funds to accomplish skills upgrade training within the region.

Business partnerships are essential to training Florida’s workforce to meet the current and future needs of diverse business sectors. The workforce system has successfully partnered with business and industry. Current employer penetration data indicate a tremendous opportunity exists to develop additional business partnerships. Both business and workforce have a vested interest in partnering. Ease of access to Florida’s workforce services via the Employ Florida Marketplace is just a start. Provide a description of the processes for implementing the following

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business services strategies in the region. Attach a copy of the local operating procedures for the following process(s).

F.16. Business Services

F.16. a. b.

The Career Central Business Services Unit Mission: To promote economic growth in Pasco and Hernando counties by providing quality workforce services to our business customer candidates.

By focusing on the needs of the employer we have developed a demand driven workforce system whose aim is to continuously increase and improve employer services and to enhance the awareness of the Career Central Business Services Unit (CC BSU) in our community. To achieve this, staff outreach includes speaking engagements at area chambers as well as various civic organizations, Business Service Consultants making a minimum of fifteen contacts each week with business customers and quarterly, a “blitz” of virtually all business customers in a designated area regardless of industry affiliation.

CC BSU staff is a team of professionals that offer viable business solutions for employers. Coordination of effort is essential in our approach, and the CC BSU is operated using a team approach. Team members communicate both formally and informally to ensure duplication of effort and conflicting messages to customers do not occur. Marketing materials are carefully reviewed by staff prior to distribution and strategic efforts and plans are understood by all before moving forward.

Each BSU staff member, in addition to offering traditional employment related services such as job listing, applicant search and screening, the provision of LMI for specific positions, use of facilities for the recruitment and selection of employees is also familiar with and able to provide access to special tax incentive programs, assessment services and understands the sources and interpretation of labor market information (LMI).

CC BSU personnel interface with One-Stop staff and other One-Stop Service Delivery System partners ensures the process of screening and referring candidates continues to improve. Weekly staff meetings between the Business Services Consultants and Resource Room staff optimize the matches between job openings and potential candidates. A Professional Placement Network (PPN) will soon assist displaced professionals in finding new employment. Having several business customers each week use Career Central for recruitment or selection is promoting the idea that “Every Day is a Job Fair Day at Career Central”. Industry hiring patterns are used to develop specific hiring events. Creative counseling often diverts existing candidates quickly into open positions.

As the CC BSU increases market penetration its momentum will be sustained through development of a needs assessment tool for use with business customers to determine specific areas of opportunities (such as training for current and future labor force, projected openings and reductions in the workforce). A monthly Business Services Unit electronic newsletter will

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disseminate information to the business community, and increased usage of assessment services will improve the efficacy of placement efforts. Finally, Quarterly Business Roundtables, biannual Business Advantage Seminars, and industry specific job fairs based on trend and other analyses will ensure the goal of continuously improved business services will be achieved.

F.16.c. How does the region evaluate its Business Services (i.e., outreach tactics, core processes, and performance metrics)

The PHJEPRB is working closely with economic development organizations other workforce boards and partners to identify and address the ever changing employment and training needs of business. Business Services Representatives use job development to increase placement rates, and package training and incentive programs customized to the individual employer’s requirements. Providing these basic services to the business community while identifying and exploring new avenues for service is challenging and requires an innovative approach to business problem solving however the reward is increased market penetration and more exposure of the Business Services Unit in our community.

The PHJEPRB continually monitors the Customer Service satisfaction. We solicit employer input through our business roundtable, and business seminars to assist employers with better outreach and services. As Region 16 is small in comparison to other areas of the state, we find out very quickly if employers are unhappy with services. Region 16 participates in open forums with our local school boards, EDO’s and chambers who readily provide input from the business perspective of how businesses view us. The performance is achieved if our business community is pleased with the confidence they have in us to provide the services they need.

F.16.d. Region 16 will expand the outreach and availability of Incumbent Worker Training (IWT), Quick Response Training (QRT) and Employed Worker Training (EWT) in the Pasco and Hernando County region. The Business Service Unit will distribute printed brochures containing detailed information describing IWT, QRT, and EWT. The Business Service Unit will present power point presentations at chamber events, Roundtables and the regions Business Advantage Seminar. The local EDO’s are close partners and they assist with outreach of IWT, QRT and EWT in the two county region.

F.16.e. In partnership with economic development organizations, how will the region build on existing or establish local, industry-specific workforce business consortiums;

PHJEP will make use of every opportunity to build on existing industry-specific business consortiums. This will be achieved by attending Chamber of Commerce committees and events, conferences hosted by targeted industries, participate in local Economic Development Council functions and industry nominations. PHJEP will also participate in focus groups to survey local business and education leaders.

F.16.f Prioritizing Target Industry Clusters

PHJEP prioritizes its target industry clusters based on the business workforce needs of the region in conjunction with other partners such as the Pasco and Hernando Economic Development Councils, local Chambers of Commerce and educators as well as business leaders.

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F.16.g. How the region will provide platform for creation or technical input of industry specific training programs—leverage expertise of strategic partners (Education, Training Providers, Employ Florida Banner Centers);

Pasco Hernando Jobs and Education Partnership provides the platform for technical input of industry specific raining programs by continuing to leverage both economic and educational partnerships to achieve this goal through Industry Cluster group meetings, Business Forums, grants and joint Business Development Boards, employment and education trends analysis and conducting skill gap analysis.

F.16.h. How the region will institutionalize local, regional and statewide “voice of the customer” business forums to keep abreast of current and emerging workforce needs (e.g., through all Employ Florida Banner Centers and other similar business-led initiatives);

N/A

F.16.i How the region will increase workforce awareness via visibility at target industry specific events

Increased workforce awareness initiatives are made visible through the sponsorships of local industry events, participating in local chamber of commerce and economic development events and working closely with targeted industry groups.

F.16.j. Showcase successful workforce/business partnerships at local economic development business events.

Pasco Hernando Jobs & Education Partnership highlights successful workforce /business partnerships through its continued sponsorship of our local “Hernando County Industry Appreciation & Recognition Banquet” and our own “Best Places to Work” banquet.

F.16.k. Describe any other innovative service delivery strategies implemented in the region, as well as the region’s success, to date, in competing for state-level funds through WFI’s Policy Councils.

Pasco Hernando Jobs & Education Partnership partnered with the Hernando County School District (HCSD) to help recruit teachers for the 2006-2007 and 2007-2008 school years. The partnership provided HCSD with a number of services such as: information sessions for candidates interested in pursuing a teaching career, employability skills workshops for assistance with resume writing and review of interviewing techniques. PHJEP also offers HR support for the office of teacher recruitment and travels to hiring events. To date the partnership has yielded 219 placements and is growing on a daily basis.

PHJEP continues to assist targeted populations with competing for state-level: training, re-training, placement and retention programs.

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F.16.l. Describe the region’s strategies for implementing the entrepreneurial training initiatives for small business development in the one-stop service system.

Pasco Hernando Jobs and Education Partnership continues to be involved in the entrepreneurial training initiative by providing information on employed worker funds to small business’ whom have as little as one or two employees. PHJEP places an ongoing importance on the initiative and will continue to seek out the entrepreneur through a viable process.

F.17. Services to Targeted Populations

To provide services to the homeless, ex-offender, farmers, hard-to-serve, individuals with disabilities and other target groups we will incorporate the following:

Ask for assistance from local one-stop partners who serve specialized target groups

Utilize the assistance of the Disability Navigator to assist individual with disabilities in our one-stop to include the assistance of Vocational Rehab

Provide printed materials that describe specialized services to individuals who need them

Emphasis during public speaking that Career Central assist individuals that fall into special target groups

Provide offsite assistance to hard-to-serve individuals with transportation or distant location problems from our Mobile One Stop.

F.18. Workforce Program-Specific Definitions

Attach a copy of the local operating procedures for the following process(s).

F.18.a. Self-Sufficiency

DEFINITION OF SELF SUFFICIENCY:

Pasco Hernando Regional Workforce Board’s definition of a self-sufficient employed worker is as follows: “A worker earning over 200% of the federal poverty level or LLSIL (whichever is higher for family size) OR a worker not in danger of losing employment without training OR a worker who would not have an opportunity for advancement after training is considered self-sufficient.”

F.18.b. Substantial Layoff

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Substantial layoff is defined as a worker who has been terminated or laid off, or has received a notice of termination or layoff, from employment as a result of plant, facility or enterprise.

F.18.c. Priority Services

Should it be determined that training funds are limited, PHJEPRB will prioritize training services to customers who are receiving public assistance and other low-income individuals who are unable to obtain other funding to cover the costs.

F.19. Supportive Services

F.19.a. Support services are provided, as resources permit, to assist customers (recipients) in satisfying their work activity requirements and participating in at least 30-40 hours in a countable work activity. Applicants are provided with childcare in order to meet their obligations to attend orientation, Success Seminar, and to begin the job search requirements.

Available Support Services Child Care (including Transitional Child Care Transportation Ancillary Personal and Family Counseling – Must be approved by the Program Manager or

designee– All alternate community based resources must be exhausted before consideration can be given to this support service option.

Medical Services (Employment and Training related immunizations, check-up’s etc) – Limited to necessary services not provided by Medicaid

Transitional Medical Benefits (Provided by DCF) Education and Training Student Fees Transitional Education & Training

Support Services are:

Not an Entitlement – No customer has a “right” to receive any support service Available “As Funds Permit” – meaning that there may be occasions or timeframes when

support services are suspended or unavailable. Not paid retroactively – If a customer misses receipt of a support service (through their

own or our fault) - they lose eligibility for that service. Available to Recipients, with income less than 200% of the Federal Poverty Level. See

the Transitional Services Eligibility LOP for more information on determining eligibility using income guidelines.

Available to Applicants - Child Care ONLY (Region 16 does not provide employment related services to applicants)

When available, one gas card or one week’s supply of bus passes will be provided to Applicants who are assigned to Success Seminar. (Exception, applicants who are under a sanction do not qualify for support services)

Available to Recipients – who are required to participate a minimum of 30 - 40 hours each week in a countable work activity

Support Services are the basis for participation when a barrier exists. Lack of support services may be considered as a factor in determining whether good cause exists for

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failure to comply. Barriers must be listed in Plan Development and reflected on the Individual Responsibility Plan.

In situations where the customer is listed as a co-owner of a car or co-renter on a lease, assistance can be provided as long as proof is secured that the WT customer is on the title or on the lease. In instances of this nature - staff must submit the request to the Program Manager (or designee). A complete case note must be entered outlining the situation and the approval process. A printout of the case note should be attached to the purchase order submitted to the Regional Workforce Board for payment.

To be explored with each and every customer. If a customer declines services this must be documented in a detailed case note in OSST.

Limits Each customer is limited to $800 in a calendar year – (Region 16’s calendar year is from

July 1st to June 30th.) .The $800 is tracked through entries into the Service Plan section of OSST.

The $800 Limit Excludes Child Care and Education Related Expenses (Tuition, Books, Fees, Tools specific to education)

The $800 Limit Includes ALL Transportation Expenses The $800 Limit Excludes ALL Incentive Payments Expenditures above the $800 calendar year limit must be approved on a case-by-case

basis by the Program Manager and the Workforce Board. Frontline Staff can approve up to $299.99 on a single expenditure. Expenditures at or above the $300.00 single expenditure limit must be approved on a

case-by-case basis by the Program Manager or designee.Transportation Assistance (Gas Cards and Bus Passes)

Available to Applicants, Recipients and Transitional customers: Customers are eligible for 1 Gas card from authorized provider per week, 10 single ride/1

weekly bus pass per week or 1 monthly bus pass per month to support participation in any approved activity.

Services to exceed this level can be provided on a case-by-case basis with appropriate justification documented in an OSST case note.

Monthly bus passes should only be given out when the client has proved to you that he/she is participating on a regular basis.

Transitional Transportation is available to customers who meet specific cancellation and income criteria – See the Transitional Services Eligibility LOP.

Gas and Bus Passes are available up to 6 months Gas Cards and Bus Passes are available “As Funds Permit” – meaning that there may be

occasions or timeframes when they are suspended or unavailable. Gas Cards and Bus Passes are not paid retroactively – If a customer misses receipt of a

support service (through their own or our fault) - they lose eligibility for that service.

Transportation Assistance (Automobile Insurance)

Available to Recipients and Transitional customers An initial down payment and up to one monthly payment may be provided to assist

participants with automobile insurance.

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This service can only be provided to customers who are engaged in employment and training activities outside of the home and who have not sought a deferral due to medical incapacity or disability.

Customers must document significant need and the ability to continue payments when our assistance has lapsed.

This service is available to transitional customers for up to 6 months following cancellation meeting appropriate criteria – See the Transitional Services Eligibility LOP.

Automobile Insurance is available “As Funds Permit” – meaning that there may be occasions or timeframes when they are suspended or unavailable.

Transportation Assistance (Automobile Registration)

Available to Recipients and Transitional customers: Support Services ARE available to support basic automobile registration The automobile must be registered in the customer’s name and be shown as an “asset” in

the Florida system (AAVH). If the customer is seeking first time registration assistance, the customer should be directed to report the automobile to DCF. Registration can be provided if the career specialist can document that DCF has been notified of the automobile, either through the AAVH screen or on CLRC notes.

Support Services are not available for personalized or novelty automobile tags This service is available to transitional customers for up to 6 months following

cancellation meeting appropriate criteria – See the Transitional Services Eligibility LOP.

Automobile Repair

Available to Recipients and Transitional customers who are employed full time or in vocational training full time:

The total car repair will not exceed $400, unless approved on a case by case basis by the The total car repair will not exceed $400, unless approved on a case by case basis by the Program Manager.Program Manager.

Only individuals who are employed full time or in vocational training full time (30 hrs per week) are eligible for auto repair.

Maximum automobile repair expenditure is limited to a 12 calendar month support service cumulative total of $400.00. The $400.00 can be used on a single repair or as the cumulative total for more than one repair.

Staff can approve any expenditure up to $299.99

Uniforms/Clothing Should be provided to participants to meet interview, employment and training needs. Employment must be documented or verified before work clothing is purchased, not to

exceed $150 per year (July 1st – June 30th). Uniforms are available “As Funds Permit” – meaning that there may be occasions or

timeframes when they are suspended or unavailable. We do not reimburse customers for uniforms or clothing they purchased without advance

approval from the Program Manager.

Utility Payments

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Assistance with utility payments is available only in very limited and exceptional circumstances.

This is only available if the client has received and can produce a utility bill with an overdue balance. May require a letter from Utility Company.

This service can only be provided to customers who are participating at least 30 hours per week in an allowable activity outside of the home and are not requesting a deferral due to medical reasons.

If approved – assistance is only available once in a year and cannot exceed $100 for electric and $70 on Gas (propane) or water.

Utility assistance counts against the $800 yearly support service limit Utility assistance is available “As Funds Permit” – meaning that there may be occasions

or timeframes when they are suspended or unavailable. Rent and mortgage payments are no longer funded through this program.

ToolsTools needed for employment should be provided for participants who have obtained employment and are in need of tools in order to remain employed. Payment for tools is limited to $100 per year. Approval for costs for tools above the $100 limit must be given by the Program Manager or designee.

Books and Fees Tools, Books and Fees should be provided to participants to meet participation,

employment and/or training needs. We DO pay for application fees and GED testing fees

Personal & Family Counseling Counseling may be provided to participants who have a personal or family problem or

problems caused by substance abuse or domestic violence that are a barrier to compliance with work activity or employment requirements. Referral to outside SAMH agencies is preferable in these instances. Support Service Funds should be used as a last resort.

Misc. Ancillary Services Background Checks/Drug Tests - can pay if required of all applicants Licensure/Fees/Professional Certifications are allowed if they enhance job retention Medical/Dental - Medical IS VERY LIMITED AS CUSTOMERS HAVE MEDICAID.

Medical is limited to required services related to school or work that are not covered by Medicaid. All medically related support services must be approved by the Program Manager.

Dental is for emergencies – no cosmetic repair – Must be approved by the Program Manager

Transitional Education & Training (TED) Customers meeting transitional criteria are eligible for assistance with school and training

needs for up to 2 years following cancellation – See the Transitional Services Eligibility LOP.

The training does not have to be related to their current employment – but it must be employment related. It must be on the WFCF Training Matrix.

The customer must be working or actively seeking employment

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There are no minimum hours for employment Customers cannot actively seek employment through the entire course of a

training program. Customers without jobs who apply for TED should be assigned to job search and be informed that they must secure employment within 30 days to continue to receive TED services.

Voucher Procedures Education limited to $1500.00 or less and this total amount will be offered ONLY once in

a lifetime. Exceptions to this limit will be made by the Program Manager on a case by case basis.

Staff must adhere to the following procedures when issuing Voucher / ITA and remain in compliance with local policies on authorization of vouchers and ITA.

The ITA Voucher should not be used to cover any training related costs incurred after the initial ITA/Training Scholarship is issued except those related to school application fees and school related items purchased for customers who self initiated training and are not under a JEP - ITA Voucher.

Staff will utilize the specified version of the Voucher for items such as: Supplies, tools, uniforms that are mandatory for all customers.

Completing the Voucher / ITA Each voucher must have a pre-printed number in the upper right hand corner. If there is

no number –Return voucher immediately to the Program Manager. Date Field - Enter the Date the voucher is being completed and issued. The Voucher should be listed on the form provided for accounting purposes, along with

case manager name, customer name and SS#, Date, and amount of voucher.

NOTE: ALL Vouchers submitted to the Regional Workforce Board MUST have a specific case note attachment. The screen-print of the OSST case-note must include the approval amounts, use of estimates, community collateral contacts (eviction cases) and a complete explanation and justification of the expenditure. Any Voucher Received without the case-note will be returned to the Career Specialist.

For the WT/TANF, please add additional information:

F.19.b. Support Services

Applicants are provided with information regarding available support services at the time of Orientation. If the individual’s case opens without the individual completing the work registration process, then the individual is given this information at the first IRP assessment appointment. Applicants needing childcare in order to complete the work registration process are provided with this service at the time of intake.

F.19.c. Prioritizing Support Services

Currently, the RWB has not needed to prioritize support services. Child care is provided through the central child care agency and is not included in the RWBs’ support service expenditure budget. Given the need to prioritize due to limited funding, prioritization of

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services would be directed to the needs of those employed, with second priority to those attending training activities. Transportation would be the priority service for each category.

F.19.d. When and how are customers, including applicants for cash assistance, provided information about One-Stop Career Center services?

Applicants are provided with information regarding the One Stop Career Center at the time of Orientation. If the individual’s case opens without the individual completing the work registration process, then the individual is given this information at the first IRP assessment appointment. If the case opens prior to the individual attending Orientation, the individual is scheduled to complete this activity so that information is provided on all programs and services available to the individual.

F.19.e. When and how are applicants and recipients of cash assistance advised of domestic violence services;

Applicants and recipients are advised of domestic violence services through the Orientation process. Staff have been trained in working with these specialized cases and are sensitive to statements customers may make regarding domestic violence. If the customer is in eminent danger, or in danger if required to participate in regular program activities, the career specialist will complete an alternative plan to ensure the safety of the customer and the customer’s children. Priority is given to customers requesting relocation assistance due to domestic violence situations. The RWB provides annual training to career-central staff on domestic violence. The Program Manager works closely with the domestic violence shelters in each county to ensure timely services to customers.

F.19.f. Describe the type of support services the RWB provides to applicants of cash assistance.

The only support service available to applicants of cash assistance is childcare. A thirty-day childcare referral is provided to the applicant when documentation is received of pending status of cash assistance. When funds permit, a one-time gas card is available to assist with transportation needs to complete the work registration process.

F.19.g. Transitional support services

Welfare Transition customers are informed of transitional services on the first day of orientation, and on subsequent days. When employment is obtained a letter to the customer includes a reminder of the availability of transitional services. Career Central staff continues to offer transitional services as they follow-up on employment retention.

F.19.h. Describe how career center staff link participants of the WT Program to other services and funding streams.

The identification process begins at orientation and is based on the self-assessment tools, client self-disclosure, staff observation, intensive assessment as well as any medical documentation provided by the customer. Based on the individual’s needs assessment the customer is provided and/or referred to the appropriate partner agency for services is such areas as but not limited to domestic violence, drug and alcohol abuse, The Division of Vocational Rehabilitation, parenting classes, etc.

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b. WTP participants with learning disabilities are identified in the same manner as individuals with physical/mental disabilities. These individuals are provided with services and/or referred to the appropriate partner agency for services needed to ensure self-sufficiency.

VI. Description of Negotiated Local Performance Goals and Levels

PERFORMANCE Region 16 - Pasco-Hernando Jobs & Education

Partnership

Final STW Goals08-09

Final STW Goals 07-08

Final Goals 08-09

Final Goals 07-08

CUSTOMER SATISFACTION January 1 - December 30

WIA PROGRAM PARTICIPANTS 80.00 79.00 78.00 77.00

EMPLOYERS 76.00 75.00 76.00 76.00

ENTERED EMPLOYMENT RATE October 1 - September 30

ADULT 81.00% 80.00% 77.00% 76.00%DISLOCATED WORKERS 80.00% 79.00% 77.00% 76.00%

OLDER YOUTH 74.00% 73.00% 68.50% 67.50%

RETENTION RATE April 1 - March 31

ADULT 87.00% 85.00% 84.00% 82.50%DISLOCATED WORKERS 86.00% 85.00% 85.50% 84.50%

OLDER YOUTH 80.00% 80.00% 76.00% 75.50%YOUNGER YOUTH 62.00% 61.00% 58.00% 57.00%

AVERAGE EARNINGSApril 1 - March 31

ADULT $15,500 $15,000 $14,000 $13,750

DISLOCATED WORKERS $15,000 $14,500 $14,000 $13,750

OLDER YOUTH $3,600 $3,400 $3,100 $2,950

EMPLOYMENT & CREDENTIAL RATEOctober 1 - September 30

ADULT 79.00% 78.00% 67.00% 66.50%DISLOCATED WORKERS 72.00% 70.00% 61.50% 60.00%

OLDER YOUTH 56.00% 55.00% 48.00% 47.00%

YOUTH DIPLOMA OR EQUIVALENT RATEApril 1 - March 31

YOUNGER YOUTH 49.00% 48.00% 51.00% 50.00%

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SKILL ATTAINMENT RATEApril 1 - March 31

YOUNGER YOUTH 87.00% 86.00% 81.50% 80.50%

PLACEMENT IN EMPLOYMENT OR EDUCATION October 1 - September 30

YOUNGER YOUTH 58.00% 58.00% 55.00% 54.50%

ATTAINMENT OF DEGREE OR CERTIFICATEOctober 1 - September 30

YOUNGER YOUTH 43.00% 43.00% 65.00% 64.00%

WAGNER-PEYSER ENTERED EMPLOYMENT RATE

ALL IN PROGRAM 64.00% 62.50% 62.50% 61.50%

WAGNER-PEYSER EMPLOYMENT RETENTION RATE

ALL IN PROGRAM 79.00% 78.00% 79.00% 78.00%

WAGNER-PEYSER AVERAGE EARNINGS ALL IN PROGRAM $12,000 $11,500 $11,500 11,250

Reporting Cohorts:PY 2008 ENTER EMPLOYMENT RATE (2007-2008) 10/01/2007 TO 09/30/2008PY 2009 ENTER EMPLOYMENT RATE (2008-2009) 10/01/2008 TO 09/30/2009PY 2008 EMPLOYMENT RETENTION RATE 04/01/2007 TO 03/31/2008PY 2009 EMPLOYMENT RETENTION RATE 04/01/2008 TO 03/31/2009PY 2008 SIX MONTHS AVERAGE EARNINGS 04/01/2007 TO 03/31/2008PY 2009 SIX MONTHS AVERAGE EARNINGS 04/01/2008 TO 03/31/2009PY 2008 EMPLOYMENT & CREDENTIAL RATE 10/01/2007 TO 09/30/2008PY 2009 EMPLOYMENT & CREDENTIAL RATE 10/01/2008 TO 09/30/2009PY 2008 YY DIPLOMA OR EQUIVALENT RATE 04/01/2007 TO 03/31/2008PY 2009 YY DIPLOMA OR EQUIVALENT RATE 04/01/2008 TO 03/31/2009

VII. Administrative Plan – see attachment G

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VIII. Signature Pages

This plan represents the _Pasco Hernando Jobs and Education Partnership Regional Workforce Board’s efforts to maximize resources available under Title I of the Workforce Investment Act (WIA) of 1998, the Wagner-Peyser Act, the Welfare Transition Act, and the Food Stamp Employment and Training programs and to coordinate these resources with other State and local programs in the following geographical workforce investment area: Pasco and Hernando counties.

This comprehensive plan is submitted for the period July 1, 2007 through June 30, 2009 in accordance with the provisions of the Workforce Investment Act, the Wagner-Peyser Act and the Welfare Transition Act and the Food Stamp Employment and Training Act. We further certify that we will operate our Workforce Investment Act, Wagner-Peyser Act, Welfare Transition and the Food Stamp Employment and Training Act programs in accordance with this plan and applicable federal and state laws and regulations.

Workforce Development Board Chair Chief Elected Official

__________________________________ _________________________________

Signature Signature

_Janice Montero_______________ _Jeff Stabins___________________

Name (printed or typed) Name (printed or typed)

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Board Chair ___________________ Hernando Board of County Commissioners

Title Title

__________________________________ _________________________________

Date Date

VIII. Signature Pages

This plan represents the _Pasco Hernando Jobs and Education Partnership Regional Workforce Board’s efforts to maximize resources available under Title I of the Workforce Investment Act (WIA) of 1998, the Wagner-Peyser Act, the Welfare Transition Act, and the Food Stamp Employment and Training programs and to coordinate these resources with other State and local programs in the following geographical workforce investment area: Pasco and Hernando counties.

This comprehensive plan is submitted for the period July 1, 2007 through June 30, 2009 in accordance with the provisions of the Workforce Investment Act, the Wagner-Peyser Act and the Welfare Transition Act and the Food Stamp Employment and Training Act. We further certify that we will operate our Workforce Investment Act, Wagner-Peyser Act, Welfare Transition and the Food Stamp Employment and Training Act programs in accordance with this plan and applicable federal and state laws and regulations.

Workforce Development Board Chair Chief Elected Official

__________________________________ _________________________________

Signature Signature

_Janice Montero_______________ _Ann Hildebrand___________________

Name (printed or typed) Name (printed or typed)

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Board Chair ___________________ Pasco Board of County Commissioners

Title Title

__________________________________ _________________________________

Date Date

IX. Required Attachments

A. Inter-local Agreement(s)B. Fiscal Agent Design/Administrative Entity/One-Stop Operator C. List of One-Stop Memorandum(s) of Understanding (Board and One-Stop Partners)D. Local Operating Procedures Referenced in the Local Workforce Services Plan E. Welfare Transition/TANF Standard Operating ProceduresF. Public Comments on Local Workforce Investment PlanG. Local Administrative Plan

Attachment A – Interlocal Agreement

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Attachment B

REGIONAL WORKFORCE BOARD (RWB) MEMBERSHIP

The certification of membership of the Regional Workforce boards is conducted per Public Law 105-220 Title I Section 117 (c) 2, Workforce Investment Act of 1998. The certification of the RWB is conducted by Workforce Florida to determine whether or not the composition and appointments are consistent with the provisions of the state and federal law and regulations. Each RWB will be reviewed to ensure its compliance with representation requirements. Information should reflect the present board status and any major changes that may occur on or before July 1, 2007.

Per Title I Section 117 (b) of the Workforce Investment Act of 1998 – Public Law 105-220, at a minimum, the membership of the Regional Workforce Board (RWB) requires:

A majority of local area business representatives who are nominated by local business organizations and business trade associations;

Representatives of local educational entities, including representatives of local educational agencies, local school boards, entities providing adult education and literacy activities, and postsecondary educational institutions (including representatives of community colleges, where such exist) nominated by regional or local educational agencies, institutions, or organizations representing local educational entities;

Representatives of labor organizations, nominated by local labor federations;

Representatives of community-based organizations, including organizations representing individuals with disabilities and veterans;

Representatives of economic development agencies; and

Representatives of each of the one-stop partners

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For those board appointments above that federal law requires nomination by specified organizations or entities, please provide the appropriate documentation (e.g. endorsement letters).

Chapter 2000-165 Laws of Florida requires

One representative from a nonpublic postsecondary educational institution that is an authorized individual training account provider within the region and confers certificates and diplomas,

One representative from a nonpublic postsecondary educational institution that is an authorized individual training account provider within the region and confers degrees, and

Three representatives of organized labor.

Chapter 2001-175 Laws of Florida states

It is the intent of the Legislature that, whenever possible and to the greatest extent practicable, membership of a Regional Workforce Board include persons who are current or former recipients of welfare transition assistance . . . or workforce services.

Also, SB 1650

specifies that the required RWB Board member representing any military installation be a non-voting member

limits the RWB chairperson to 2 two-year terms;

The importance of minority and gender representation should be considered when making appointments to the board.

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TOTAL NUMBER OF BOARD MEMBERS __37_plus 5 non-voting members_____

NUMBER OF VACANCIES ______0___

DATE FORM COMPLETED ____9/12/07_

CURRENT MEMBERSHIP

REGIONAL WORKFORCE BOARD (RWB)

REGION NAME: _Pasco Hernando Jobs & Education Partnership Regional Board REGION NUMBER: __16____

NAME OF RWB MEMBERS

AREA(S) OF REPRESENTATION

QUALIFICATIONS NOMINATING ORGANIZATION

DEMOGRAPHICS PERIOD OF APPOINTMENT

Dr. Wayne Alexander EA Hernando County School District

Required W, M 2010

John Balestrieri BU AmSouth GHCC W, M 2007

Mark Barry CBOD ARC Required W, M 2009

Ed Blommel BU TECO DCCC W, M 2009

Don Burgher BU Florida Inc. GHCC W, M 2009

Mia Buttelman, RN BU Pasco Reg. Medical Center

PEDC W, F 2009

Dennis Callaghan OSPM DCF Required W, M 2008

Lynn Caval OL Union FTP W, F 2007

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Dave Davis OSPM Exp. Works Required W, M, OI 2007

Mark Earl BU Wal-Mart GHCC W, M 2007

Heather Fiorentino EA Pasco Schools Required W, F 2010

Brenda Gettings BU Sparton Electronics GHCC W, F 2007

Stewart Gibbons BU Connerton PEDC W, M 2010

Steve Jensen BU Optima Technology PEDC W, M 2010

Dr. Kathy Johnson EA PHCC Required W, F 2010

Emile Laurino CBOD Center for Ind. Required O, M, OI 2009

Robert Maldunas OL AFL-CIO AFL-CIO W, M 2007

Mike McHugh ED Hernando County Required W, M 2007

John Mistal BU American Building Supply

PEDC W, M 2007

Janice Montero BU Manpower GHCC W, F 2007

Commissioner Pat Mulieri

Pasco Board of Co. Commissioners

Denise O’Berry BU Small Business PEDC W, F 2009

Christopher Oleson NPEAD St. Leo University Required W, M 2009

Dennis Phillips BU CFP DCCC W, M, OI 2007

Mary Pierce OSPM Education, Vocational

Required B, F 2008

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Rehabilitation

Steve Sacone BU VLOC PEDC W, M 2007

Lex Smith BU Sun Trust GHCC W, M 2007

Jeff Stabins Hernando Board of Co. Commissioners

W, M

Mary Jane Stanley ED PEDC Required W, F 2007

Paul Sullivan BU CFP GHCC W, M, OI 2007

Joan Thiel BU Title Comp. WPCC W, F 2009

Karen Turner OSPM Housing Required W, F 2008

Larry Utt OL AFL-CIO AFL-CIO W, M, OI 2007

Claire Walker NPEAC/BU Webster Webster W, F 2009

Francine Ward OSPM Mid-Florida Required W, F 2009

Patty Wisman OSPM Florida Dept. of Children & Family

Required W, F 2009

Bill Woodard BU Alumni-Guard GHCC W, M 2010

NON VOTING

MEMBERS

Rob Aguis EA Pasco School W, M

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District

Elizabeth Callaghan Health Dept.

Lee Ellzey PHJEBRB. W, M

David R. Johnson, MD, MS, MHA

Pasco County Health

Department

Dave Schoelles Hernando County School District

Ryan West FL House of Representatives

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AREA(S) OF REPRESENTATION CODES

BU – Business

CBOD –Community-based Organizations representing individuals with disabilities

CBOV – Community-based Organizations representing veterans

EA – Education

ED – Economic Development

MIL – Military Installation Representative (Effects regions 1, 2, 4, 8, 13, 15, 23)

NPEAC – Nonpublic Postsecondary Educational Institution, confers

certificates and diplomas

(IF NOT IN THE REGION PLEASE INDICATE)

NPEAD – Nonpublic Postsecondary Educational Institution, confers degrees

(IF NOT IN THE REGION; PLEASE INDICATE)

NV – Non-voting member

OL – Organized Labor

OSPM – One-Stop Partner, Mandatory (to include VR, DCF, Elder Services)

OSPO – One-Stop Partner, Optional

WT/WS – Current or former recipient of welfare transition assistance or workforce

services

DEMOGRAPHICS CODES

GENDER CODES

M – Male

F – Female

ETHNIC CODES

W – White (not Hispanic)

B – Black/African American (not Hispanic)

H – Hispanic

O – Other

OTHER CODES

D – Disabled individual

OI – older individual

V - Veteran

NAME OF REGIONAL WORKFORCE BOARD (RWB)

Name and Title of RWB Chairperson

Janice Montero, Board Chair

Name and Title of RWB Staff Director or Main Contact Person

Lee Ellzey, President

Address of the RWB Chairperson

7318 Sunshine Grove Road

Brooksville, FL 34613

Address of RWB Staff Director or Main Contact Person

P.O. Box 15790

Brooksville, Florida 34604

Telephone Number: (352) 592-8071

Facsimile Number: (352) 592-8072

E-mail Address: janice.montero@na.manpower.com

Telephone Number: (352) 797-5781

Facsimile Number: (352) 797-5785

E-mail Address: lellzey@career-central.org

Name of RWB One-Stop Operator Name of RWB Fiscal Agent

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Arbor E&T Pasco Hernando Jobs and Education Partnership Regional Board, Inc.

Address of RWB One Stop Operator

P.O. Box 15790

Brooksville, Florida 34604

Address of RWB Fiscal Agent

P.O. Box 15790

Brooksville, Florida 34604

Telephone Number: (352) 797-5781

Facsimile Number: (352) 797-5785

E-mail Address: tsanderhoff@career-central.org

Telephone Number: (352) 797-5781

Facsimile Number: (352) 797-5785

E-mail Address: lellzey@career-central.org

Attachment C

V.D.1. List of One-Stop Memorandums of Understanding

The Agency for Workforce Innovation ACS State and Local Solutions (One-Stop Operator) AARP Foundation/Senior Community Service Employment Program Abilities, Inc. of Florida

Name of the RWB Administrative Entity

Pasco Hernando Jobs and Education Partnership Regional Board, Inc.

Address of RWB Administrative Entity

P.O. Box 15790

Brooksville, Florida 34604

Telephone Number: Telephone Number: 352-797-5781

Facsimile Number: 352-797-5785

E-mail Address: lellzey@career-central.org

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The ARC Nature Coast District School Board of Pasco County Division of Blind Service, Florida Department of Education Experience Works, Inc. Gulf Coast Jewish Family and Mental Health Services, Inc., D.B.A. Gulf Coast

Community Care Hernando County Housing Authority Lutheran Services Florida, Inc. Mid Florida Community Services, Inc. Pasco Hernando Community College Pasco County Housing Authority School Board of Hernando County Florida U.S. Department of Veterans’ Affairs Vocational Rehabilitation and Employment

Service Program Vocational Rehabilitation Services, Area IV, Florida Department of Education

Attachment D - Local Operating Procedures Referenced in the Local Workforce Services Plan

Attachment E - Welfare Transition/TANF Standard Operating Procedures

Attachment F - Public Comments on Local Workforce Investment Plan

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Attachment G - Administrative Plan

Pasco Hernando Jobs and Education Partnership Regional Board, Inc.

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REGION 16

ADMINISTRATIVE PLAN

March 1, 2006

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TABLE OF CONTENTS

Description of the Administrative Entity/Fiscal Agent 3

Financial Management Procedures 3

Procurement Procedures ` 11

Property Management Procedures 20

Grievance and Complaint Procedures 22

Monitoring Oversight and Evaluation Plan 23

Local Compliance Monitoring Plan 24

Records Management and Confidentiality 27

Certification Regarding Debarment and Suspension 29

Interlocal Agreement and Memorandum of Understanding 30

Signatures 42

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I. Description of the Administrative Entity/Fiscal Agent

The Regional Workforce Board (RWB) is The Pasco Hernando Jobs and Education Partnership Regional Board, Inc. (PHJEPRB).

The Workforce Region Number is Region 16

The administrative entity and grant recipient is The Pasco Hernando Jobs and Education Partnership Regional Board, Inc.

II. Financial Management Procedures

See 29 CFR 97.20(b) and 95.21(b) for financial management standards for grantees and sub-grantees.

See 20 CFR 662.270 for partner fair share regulations. See 2 CFR Part 220, or 2 CFR Part 225, or 2 CFR Part 230 for cost allocation

requirements.

A. Overall description of fiscal control and accounting procedures including a written assurance. The PHJEPRB account structure has been designed to provide a means for tracking and reporting income and expenditures by fund or grant contract. It provides a guide for budgeting, classifying expenditures and comparing program activities’ progress. The numerical configuration is designed for both growth and for consistency of account designations among funds. All fiscal systems and controls comply with federal, state, local and PHJEPRB regulations, policies and procedures and are consistent with Generally Accepted Accounting Principles (GAAP).

B. Description of how information pertaining to awards, obligations, un-obligated balances, assets, liabilities, expenditures, and income is maintained. The MIP SAGE accounting software adheres to pure fund accounting. Every fund has a balance sheet of its own. Each balance sheet may be utilized individually and all may be combined to indicate our financial position.

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C. Procedure to compare actual expenditures with budget amounts for each sub-grant and contract. The Director of Finance monitors contractual budgets to assure compliance with the actual contracts, develops financial systems to track and report the necessary information for each sub-grant and contract, prepares monthly, quarterly and annual financial reports as required and approves procurements, purchase requisitions and invoices prior to payment. Monthly reports comparing actual expenditures with budgeted amounts are provided to the President and are reviewed by the PHJEPRB.

D. Proper charging of costs and cost allocation. All costs which can be identified as attributable to specific programs are directly charged to those programs. All shared costs are charged according to the cost allocation plan filed with and approved by the State of Florida. Cost allocations are reviewed and changed, if necessary, no less than every quarter or more frequently if staffing or other significant changes occur.

E. Tracing of program income, potential stand–in costs and other funds generated in support of grant activities. All receipts, expenditures and cash transfers are recorded as summary entries in the Cash Book. The Cash Book balance and the balance of the cash account in the computer must always agree. All journal entries necessary to record various transactions and adjustments are recorded in the Journal section of the SAGE MIP system and supported with documentation as appropriate. These entries must be made by the Director of Finance and signed by the President. The General Ledger details all financial transactions. All information entered through the source data and the books of original entry are automatically posted to the General Ledger. The General Ledger contains the control accounts and is the primary source of information for financial reports and statements. Subsidiary Account Ledgers are found in the computerized financial system and contain the detailed information which supports the General Ledger. If stand-in costs occur they must be used as substitutes for unallowable costs and will be from the same title, cost category, and funding period as the costs they are replacing. Stand-in costs are documented in the same manner as all other costs.

F. Procedures in place to require documentation to support accounting records. All Journal entries necessary to record various transactions and adjustments are recorded in the Journal section of the SAGE MIP system and supported with documentation as appropriate. Financial records of the PHJEPRB include all source documentation necessary to permit both the preparation of required reports and the tracing of funds to a level of expenditure adequate to ensure that the funds have not been spent unlawfully. Vendor files include approved invoices, approved travel reports, contract payments, purchase orders and any other documents necessary to support the disbursement of funds.

G. Procedures to receive disburse and manage cash payments received from the state. All cash receipts and disbursements processed by the PHJEPRB are handled uniformly. Cash

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advances requested by the PHJEPRB are limited to the amounts needed and are timed in accordance with its actual and immediate cash requirements

Most Cash Receipts are cash draw downs received from the State on a regular basis. The other Cash Receipts handled by the PHJEPRB are refunds and rent payments from One-Stop partners. Cash draw downs are recorded as revenue to the appropriate grant. Refunds and rents are recorded as reductions in expenditure to the appropriate line item or items originally charged.

Cash is ordered via the OSMIS system on a weekly basis by the Director of Finance. The Administrative Assistant compiles the incoming invoices and puts them into a spreadsheet breaking them into the individual fund charges for each. The accumulated fund totals are recorded in comparison to the cash available in each fund after taking into consideration payables, incoming cash and payrolls. If there is a significant variance between the resulting figure and the cash order, the rationale for the variance is noted on the cash order. The spreadsheet is submitted to the Director of Finance for review and approval. The resulting cash order is entered into the OSMIS system by the Director of Finance and confirmed as “Saved” by OSMIS. After the Cash Order has been placed the Director of Finance signs the order.

Cash Disbursements. All original vendor invoices are forwarded to the Finance Office and matched with the authorized Requests for Purchase or are compared with contracts in force to insure all facets of the financial agreements are in compliance with the contracts. Invoices require a signature of an involved party indicating receipt or notes from a verbal conversation with the ordering individual indicating receipt of the materials before they are considered for payment. The involved party can be the person ordering the materials. No invoice signatures are required when paying utility, rent and recurring invoices. Service Provider invoices must be reviewed and signed off by program staff prior to payment.

Service Provider invoices are submitted to program staff for verification. A number of items are randomly selected for verification of back up from the contractor. A Purchase Order and/or Purchase Requisition are required for purchases of non-recurring items and services and require prior approval of the President and the Director of Finance. Items other than those frequently ordered, such as office supplies, must have documentation indicating adequate procurement was performed (i.e. price comparisons). Purchase Requisitions for items purchased and deemed “sole source” must have documentation explaining the need for that method of selection.

Requests for Payment are used for reimbursements and other special situational or emergency items and require approval prior to payment. All pertinent documentation is required as indicated above.

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A Purchase Order and/or Purchase Requisition is required for purchases of non-recurring items and services and require prior approval of the President and the Fiscal Administrator. Items other than those frequently ordered must have documentation indicating adequate procurement was performed (i.e. price comparisons). Purchase Requisitions for items purchased and deemed “sole source” must have documentation explaining the need for that method of selection.

If at any time it has been ascertained that the final amount of a Purchase Order will exceed the approved amount, it must be noted and initialed by either the President or the Director of Finance. After each invoice has been checked for accuracy and is deemed ready to pay, the Administrative Assistant prepares a Voucher Cover indicating the name of the vendor, the vendor number and the account numbers and amounts to be charged. The total on the voucher should equal the invoice amount or adjusted invoice amount. All documentation, i.e. the invoice, supporting Request for Purchase or Request for Payment, shipping lists, proof of shopping, etc. must be attached. Utility invoices, lease payments etc. need not have extra documentation or signatures. The prepared vouchers are then submitted to the Director of Finance for approval.

The Director of Finance checks all vouchers submitted for accuracy, account appropriateness, budgetary soundness etc. After signing the vouchers, the Director of Finance submits all vouchers prepared for payment to the President for approval. When the President has signed all the vouchers, they are then totaled and posted into the Accounts Payable segment of the computer program.

A batch number is assigned using “005” to indicate an expenditure batch plus the next available number for individual identity. Next, the total for the batch is entered. The computer system will not accept any duplicate invoice numbers for any vendor. The invoice numbers assigned have varied as we came to a good method of designation. The date (the system defaults to the current date) is then entered. The vendor is then entered and verified. At the Description field a brief description may be entered. After the payment information is recorded for the invoice, the automatic offset for Accounts Payable is activated. The Balance Sheet accounts require a manual offset to Accounts Payable.

If the payment is made through a Distribution Account, the computer will automatically divide the charges as prescribed by the current cost allocation percentages entered through the account formation or maintenance.

When all of the approved vouchers have been entered an edit is run to proof the information entered. When the edit is in agreement with the voucher totals and vendor information and the

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required approvals have been obtained, the run is posted through to Accounts Payable in the General Ledger. This is done through Activities - Post Entries.

The Administrative Assistant checks the total on the Accounts Payable Invoice Posting with the recorded total in the General Ledger/Accounts Payable. If in agreement, then Select Accounts Payable Invoices to Pay under the Accounts Payable Menu is selected and proceeds to select vouchers. After selecting the vouchers to be paid, the check date is entered, and the starting check number is entered into the system. An alignment test is always run on the first check to assure a good quality check run. The check used for the alignment test is automatically voided by the system. The laser vendor checks are then run. When the run is complete the system will print a check register, noting the Void alignment check, and an account distribution for the payments made on the run. After another check for accuracy, the batch is posted through Activities - Post Entries to the General Ledger. The Vendor Check Run total is also entered into the Cash Book and again the Cash balances are compared.

The serrated bottom portion of all checks is separated from the checks themselves. The checks are signed by the President. The President signs checks up to and including $5,000. Checks above this amount must also have an Executive Committee member’s signature. All checks made out to the President must be signed by an Executive Committee member. The Administrative Assistant records on the voucher covers the check batch number, check numbers and date paid. All voucher covers and invoices are stamped "PAID" with the date. When the checks have been signed, they are returned to the Administrative Assistant for distribution and mailing. Upon completion of the distribution of the checks the vouchers are filed for future reference alphabetically, most recent to the front. These files are kept in the Finance Office.

Manual checks are issued under the direction of the Director of Finance or the President, require supporting documentation and are prepared using a voucher cover as above. Checks are voided only on the authorization of the Director of Finance or the President. Checks not cashed for 120 days are voided. Void check transactions are recorded in the Cash Book as well as in the computer system.

H. Payroll procedures. Employee Earnings and Deductions: Salaried employees are paid on a payroll by exception plan. The basic distribution of their time is consistent with the current cost allocation. The allocation is examined periodically for shifts in time spent. The only exceptions would be leave without pay. Checks are issued by the payroll contractor and distributed by the Director of Finance. The payroll is entered into the financial records through the Journal process.

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All payroll taxes are paid through the Payroll contractor and are entered into the PHJEPRB books through a journal entry. The 33% benefit package is charged to PHJEPRB after each payroll appropriately and distributed into the individual employees’ benefit accounts at that time. Benefits provided through PHJEPRB (i.e. health insurance, retirement, etc.) are paid from the individuals’ accounts as they have directed.

New Hires: The processing of a new hire requires the following

Obtaining a W-4 and I-9 from the new hire Making a Personnel file for the new hire Setting up attendance records for the new hire

Employee Terminations:

See Sarbanes-Oxley Act of 2002 for processes and procedures regarding employees reporting fraud or abuse, SOX, Section 1107, Section 1513 of Title 18, USC. Whistleblowers.

See SOX, Section 1102, Section 1512 of Title 18, USC for regulations relevant to an official investigation.

Final pay is calculated based on the date of the employee’s final day and any benefits to which they may be entitled. Any further instructions from the President as to the disposition of the final paycheck will be followed. The personnel records will be noted that the employee has left the PHJEPRB.

Reduction in Force: When those employees affected by a Reduction in Force have been selected and the final dates of employment and benefits have been set by the President, the Finance Office will coordinate the details of such action with the employees. The Finance Office will explain the benefits and dates of effective coverage and provide information for supplemental health insurance if necessary.

Employee Status Changes: The President will communicate any changes of status of employees to the Director of Finance. The President may choose to also attach a memo that clarifies the action.

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Cumulative Wage and Tax Information: All cumulative wage and tax information is compiled by the payroll contractor. It is the responsibility of the Finance Office to accumulate the proper 1099 data and issue the 1099 MISC’s. 1099’s are issued through the Activities portion of the SAGE MIP system.

Federal Taxes & Tax Deposits: All payroll taxes are computed by the payroll contractor. All tax deposits are also made by the Payroll contractor on behalf of the PHJEPRB.

Unemployment Compensation: PHJEPRB‘s employees are leased by the payroll contractor and are subject to the contractor’s unemployment rate.

I. Travel policies and procedures. All trips for education, training, or official business outside of Pasco and Hernando counties are approved in advance by the President. The Request is submitted to the President on an Out of Area Travel Request and is accompanied by a brochure, agenda or other documentation for the meeting/conference. Approval is given based on the availability of funds and the necessity of the trip. When preparing the Out of Area Travel Request the employee takes into account the most economical form of travel and accommodations. The employee is reimbursed for meals and mileage at rates approved by the PHJEPRB. Parking, taxi, hotel or other expenses claimed must be supported by receipts. When traveling staff may use the PHJEPRB credit card for their meals, thus reducing the out of pocket costs for the employees. If they are with Board Members or other professionals and use their card to pay for meals, those whose meals were included must be listed on the back of the receipt. If the staff member chooses not to use their card, they may be reimbursed without receipts at the rates below.

Advances, not to exceed 80% of the expected total traveling expense, are available upon approval of the President when traveling outside of the local area.

Upon the return of the employee, he/she must fill out a PHJEPRB Travel Reimbursement form in order to be reimbursed for their travel expenditures. When submitting the Reimbursement form a copy of the original approved Out of Area Travel Request, if required, must be attached. The mileage, if being claimed, must be recorded from actual odometer readings or map mileage, not estimates. Meals are entered at the approved rates and all other expenses documented with receipts are to be listed on the Reimbursement form. The form may then be submitted to the Finance Office for reimbursement. If an advance has been allowed, this will be reconciled at this time.

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Local Travel. All Requests for Reimbursement of Local travel must have actual odometer readings or map mileage, not estimates. These requests must be submitted to the Finance Office after approval of the employee's supervisor. The President’s travel is countersigned by a designated administrative staff member.

When traveling in the State of Florida, staff may use their PHJEPRB credit card for their meals. If they are with Board members or other professionals and use their card to pay for meals, those whose meals were included must be listed on the back of the receipt.

If the staff member chooses not to use their card, they may be reimbursed without receipts at the following rates:

Breakfast $ 5.00

Lunch $ 9.00

Dinner $17.00

When traveling outside of the state, meals may be reimbursed with receipts as we recognize that many areas are far more expensive than our local rates.

J. Fidelity bonding. Fidelity bonding for appropriate staff is included as part of the PHJEPRB’s insurance coverage.

K. Audit and audit resolution processes. The audit firm is selected through an RFP adhering to all procurement standards in the OMB Circulars and AWI FG 03-019. The RFP states that the selected firm cannot provide services for more than five years. The PHJEPRB requires an engagement letter from the selected auditor stating that the audit will adhere to all regulations, AWI Policies and OMB Circulars. In addition, the selected firm provides a statement of target dates for the beginning and completion of the audit as well as dates for submission of all resulting audit reports. The dates and other specifications are as follows:

Commencement date of audit Exit interview Audit reports due to PHJEPRB Submission of reports and corrective action, if necessary, to the State. Submission of audit resolution report showing corrective actions taken. Final resolution of all audit findings

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Identification of all funds to be audited, including all qualified service providers, profit and non-profit. Any service providers not requiring audit per regulations will be identified and monitored closely by the PHJEPRB.

Outline of procedures for audit procedures should a service provider requiring audit go out of business. The procedures will include the following:

1. Immediate notification of the PHJEPRB of possibility of cessation of business.2. Arrangement for an immediate grant specific audit of the service provider

provided by the PHJEPRB.3. The PHJEPRB will become custodian of all WIA/TANF records.

Scope. Auditors determine the following:

If financial statements of the PHJEPRB fairly represent its financial position and the results of its operating in accordance with generally accepted accounting principles

If the PHJEPRB has reasonable and proper internal controls in place to provide assurance that the management of all federal/state programs is in compliance with laws and regulations that could have impact on the financial statements.

Audits are performed on an annual basis or more frequently if needed in compliance with OMB A-133.

Internal Controls. Institutions of higher learning and non-profit organizations must adhere to OMB A-133. The auditor includes in the bound audit report a statement regarding sub-recipient audits which contain the following:

The PHJEPRB is acting on sub-recipient audit reports and the reports meet OMB Circular A-133 as appropriate.

Audit reports are submitted within thirty (30) days of completion of the audit. Audit findings are resolved within six (6) months.

Service Providers. All service providers for the PHJEPRB that receive $300,000 or more are audited in accordance with OMB Circular A-133 and AWI FG 03-019 as appropriate. “For Profit” entities who are service providers receiving $300,000 or more are also subject to audit under A-133. The requirements for audit are so stated in the contract for service providers with the PHJEPRB.

Upon receipt of the audit report of a service provider, the PHJEPRB reviews the audit reports to ensure the requirements of A-133 and have been met. The means of evaluation the PHJEPRB uses for service provider audits will be the DLET 1993 Audit Report Quality Review Checklist.

Service providers for the PHJEPRB must submit their audit reports to the PHJEPRB within thirty (30) days of receipt of the report. Any corrective action deemed necessary by the service

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provider's audit must be resolved and the PHJEPRB notified of the plan. Within one hundred eighty (180) days, proof of completion of the corrective action plan by the service provider and resolution of all findings must be submitted to the PHJEPRB.

The PHJEPRB responds to service provider audits by issuing a letter of determination. This letter includes statements regarding allowance or disallowance of questioned costs. It also addresses whether or not corrective actions for administrative findings are adequate. The letter states that all findings are subject to State and Federal review, and addresses the establishment of a debt, if applicable. Repayment options available to the service provider are enumerated. The rights of the service provider to appeal the PHJEPRB final determination are in accordance with Section 144 of the Act.

If there are no findings relating to WIA or TANF funds, the letter will so state and the PHJEPRB audit file will be closed. However, the service provider is reminded that the Federal and State authorities may still review the audit.

Procedures for audit coverage in the event of the service provider going out of business include the immediate notification of the PHJEPRB. The PHJEPRB is the designated custodian of all WIA/TANF related records. A PHJEPRB sponsored audit of the service provider begins immediately. If a bankruptcy, the PHJEPRB will enter the proceedings as a judgment creditor if questioned costs put the PHJEPRB Unit in that position.

L. Debt Collection. A debt is established when the final determination is issued and if there are questioned costs still unresolved. If a hearing is requested regarding the final determination, the debt collection process is delayed pending the results of the hearing.

Collection Procedures:

Immediate repayment of the debt will be requested in the final determination. The letter will be mailed certified, return receipt requested.

After thirty (30) days, if no response or repayment, another letter will be sent requesting payment in ten (10) days.

If still no response, the matter will be referred to PHJEPRB legal counsel for collection through the legal system.

Cash is the preferred repayment method for debt satisfaction and must be made from non-Federal funds.

If "stand-in" costs are to be used to satisfy the debt, prior State approval will be obtained.

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III. Procurement Procedures.

See 29 CFR Part 97 and 29 CFR Part 95 for procurement standards for recipients and sub-recipients.

See 29 CFR 97.36(i) or 29 CFR 95.48 and Part 95, Appendix A for required contract clauses regarding procurement.

See Chapter 445 Florida Statutes for specific procurement requirements for Regional Workforce Boards.

See 20 CFR 667.200(a)(6) for excess revenue disposition. See 20 CFR 667.200(a)(3) for contract cost reimbursement requirements.

The PHJEPRB will follow Florida Statutes chapter 287 in procuring goods and services with grant program funds awarded by the Agency for Workforce Innovation. The PHJEPRB also complies with specific grant program regulations; Chapter 445 of Florida Statutes; and the administrative standards established by Title 2 of the federal Code of Federal Regulations when procuring goods and services with grant funds awarded by the Agency for Workforce Innovation. Other public agencies and private sub-recipients of the PHJEPRB must establish local procurement policies and procedures which adhere to the specific grant program regulations, Chapter 445 of Florida Statutes; and the administrative standards established by Title 2 of the federal Code of Federal Regulations when procuring goods and services with grant funds awarded by the Agency for Workforce Innovation. All sub-recipients of the PHJEPRB must follow the same procurement policies and procedures used for non-federal funds as long as they comply with the minimum standards established by the federal and state law and rules.

A. Procurement Records Maintenance. Records will be maintained for a three year period to trace each service provider procurement process. These records shall include documentation to explain the rationale for the method of procurement, contractor selection or rejection, cost/price analysis, and the basis for the contract price.

Rationale for Procurement Method. For competitive procurement, the Request for Proposals, which describes the procurement process, will be kept on file for each procurement event. Rationale for all non-competitive procurement will be documented according to regulations.

Contractor Rejection or Selection. The evaluation criteria will be kept on file for each procurement event, including the individual evaluation forms completed for each proposal submitted. Also kept on file will be copies of any correspondence sent to service providers regarding the procurement.

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Basis for Contract Price. The service provider proposal and contract will serve as the basis for documentation of the contract price. Any miscellaneous correspondence regarding proposed costs will also be maintained in the appropriate file. A cost/price analysis will be conducted on each proposal recommended for funding by PHJEPRB.

B. Contract Signature Authority. The President or Officer of the PHJEPRB designate is the only official authorized to sign and execute contractual agreements and modifications. The President or Officer of the PHJEPRB is also authorized to terminate any contractual agreement.

C. Code of Conduct. No employee or authorized agent, PHJEPRB member or officer, shall participate in or cast a vote in the selection of or in the award of a contract if a conflict of interest, real or apparent, is involved. Such a conflict would arise when the individual (employee, agent, board member or officer), any member of the individual's immediate family, the individual's partner, or an organization which employs or is about to employ any of the above, has a financial or other interest in the firm or organization selected for award.

No employee or authorized agent, board member or officer, shall solicit or accept gratuities, favors or anything of monetary value from contractors, potential contractors or parties to any sub-agreement.

Control for conflict of interest is exercised through the PHJEPRB's funding process. Proposals are evaluated by a team of PHJEPRB members, using a point system based on evaluation criteria published in each Request for Proposal. Final programmatic funding decisions are made by the PHJEPRB. No one single individual or board member controls the selection or administration process.

D. Purchase Thresholds. The following monetary thresholds have been established by the PHJEPRB for procurement of goods and services: (1) unit price up to $2,500: no quote required; (2) unit price between $2,500 and $5,000: three verbal or published price/quotes; (3) unit price between $5,000 and $25,000: three written or published price/quotes; and (4) unit price over $25,000: advertisement for competitive proposals or bids. Noncompetitive procurements may only be approved by the President or Officer of the PHJEPRB. Items costing $5,000 or more are capitalized.

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E. Methods of Procurement. Sole source procurement will only be used under the following circumstances: (1) emergency situations where time constraints do not allow a competitive solicitation; (2) when only one supplier has the unique capacity to provide the goods or services required; or (3) when solicitation results in inadequate competition. These situations will be justified in writing and approved by the President.

To the extent practicable, service providers for Region 16 will be selected competitively. Non-competitive or sole source procurement shall be minimized, but may be authorized if justified and documented.

When procuring programmatic services by a competitive solicitation over $25,000, the PHJEPRB will use a Request for Proposal (RFP) process. Public notice of the RFP will be provided through newspaper advertising/Florida Administrative Weekly notice and/or the PHJEPRB internet website. Additionally, a notice will be mailed to individuals/organizations that have requested notification, including minority organizations. Upon receipt of Request for Proposals by the published deadline, PHJEPRB staff will review each proposal for completeness and responsiveness. The appointed PHJEPRB Proposal Review Committee will rate each proposal. The Committee may invite prospective providers to explain their proposals, and will provide funding recommendations to the full PHJEPRB Board of Directors. Final award and funding level will be approved by the PHJEPRB Board of Directors.

A Request for Bid/Quote (RFB) may be utilized in lieu of a Request for Proposal (RFP) for obtaining competitive pricing for equipment, supplies and services. These areas may include such items as: office supplies, furniture, computer equipment, software, custodial services, computer technical support, communication services, consulting services, etc. Request for Bid/Quote (RFB) will not be utilized for procurement of programmatic services as covered in the previous paragraph. Award of an RFB will be based upon lowest cost/price of a responsive bid or criteria as detailed in the issued RFB. Award of an RFB may be made by the President of the PHJEPRB for cumulative amounts not exceeding $100,000 per fiscal year.

Contracts for all programs will be Performance Based Cost Reimbursement, with documentation required for each cost. Profit may be built in, at a rate of no greater than 10% of the whole, for private-for-profit service providers.

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F. Selection of Service Providers. PHJEPRB will take all necessary affirmative steps to assure that minority firms, women’s business enterprises, and labor surplus area firms are used when possible; including dividing total requirements of the procurement action, when economically feasible, into smaller tasks or quantities to permit maximum participation, and establishing delivery schedules, where the requirements permit, which encourage participation by small and minority business and women’s business enterprises.

The primary consideration in the selection of service providers shall be the effectiveness of the agency or organization in delivering comparable or related services based on demonstrated performance, in terms of the likelihood of meeting performance goals, cost, quality of training, and characteristics of participants. In addition, consideration shall be given to demonstrated performance in making available appropriate supportive services including child care.

Special consideration shall be given to proposals submitted by public educational agencies and community based and minority organizations; however, this consideration shall in no way prevent the PHJEPRB from choosing alternative organizations to provide services.

Requirements and other factors used in the proposal/bid evaluation process for submitting a proposal/bid will be outlined in each Request for Proposal/Request for Bid. The PHJEPRB reserves the right to waive minor irregularities in proposals/bids submitted. Factors used in the proposal evaluation process will include, but not be limited to:

NOTE: Each of the following items pertain specifically to the Request for Proposal process and may or may not apply to the Request for Bid process, due to the non-programmatic nature of the RFB process.

a. Demonstrated ability, including consideration as to whether the organization has adequate financial resources or the ability to obtain them.

b. A satisfactory record of integrity, business ethics and fiscal accountability.

c. Necessary organizational experience, accounting, and operational controls.

d. Programmatic design.

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e. Reasonableness of cost.

Ability to Perform. A determination will be made by staff and the appointed Proposal Review Committee of whether a potential service provider has the means and resources to operate the proposed program. This determination is based on the number of staff in the project and their abilities and experience to operate Workforce Investment Act (WIA), Welfare Transition Program (WTP), and/or Wagner-Peyser (WP) programs. The appointed Proposal Review Committee members review the program operations statement, qualifications of personnel, experience of the officer(s), facilities and equipment that will be required, management and administration ability and experience.

Record of Past Performance. Requests for Proposals include a questionnaire, which must be included with each proposal, on the agency background and administrative ability. In the evaluation of proposals, points are awarded based on previous experience and success in operating the same or similar employment and training activities.

Technical and Financial Resources. Members of the appointed Proposal Review Committee will analyze service provider technical and financial resources. A fiscal review of demonstrated satisfactory performance within the past 2 years will be conducted by the committee. The committee will consider information such as the size of the company, how many facilities it maintains, the type of funding the company receives, whether the company depends on WTP, WIA, or WP funds alone, and the experience level of staff who would operate the local program, as well as any corporate staff who would provide training and technical assistance to the local program staff.

Controls for Avoiding Duplication of Services. The PHJEPRB will not use funds provided under WTP, WIA, or WP to duplicate facilities or services available in the area, unless it is demonstrated that the WTP, WIA, or WP funded alternative would be more effective or more likely to achieve performance goals.

The PHJEPRB membership is comprised of upper-level and management representatives of educational agencies, vocational rehabilitation agencies, public assistance agencies, economic development agencies, the public employment service, organized labor, community based organizations and the private sector. This cross-section of our community keeps its members and staff apprised of current programs operating in the community. Before funding awards are made,

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the PHJEPRB reviews programs other sub-grantees and organizations are operating, to evaluate whether proposed programs are duplicative, and/or meet the needs of the customer and/or employer population. In addition, the PHJEPRB is represented on various community advisory councils and committees, to keep advised of other programs operating in the community.

Controls for Avoiding Unnecessary Services. The Requests for Proposals will contain detailed specifications for program activities to be funded. Staff and the PHJEPRB Board of Directors will evaluate service provider proposals based on criteria including the feasibility, value, and appropriateness of proposed activities to customers. A contract will be executed with each service provider recommended by the Board of Directors for funding and who have also successfully completed contract negotiations. Each contract will include a statement of work detailing services to be provided under the contract.

G. Reasonableness of Costs Includes:

a. Comparison of competitive price quotations.

b. Comparison of prior quotations and contracts with current quotations for the same or similar training.

c. Analysis of dollars per placement, price per instruction hours, or price per training hour.

d. Comparison of prices on published price lists with published market prices of commodities, together with discount schedules, if applicable/available.

e. Comparison of proposed prices with independent estimates of cost developed within Region 16.

f. As part of the proposal review, PHJEPRB staff will evaluate the reasonableness of cost/price for the program. The reasonable cost is determined prior to presenting the program to the full Board of Directors. The PHJEPRB makes the final determination whether a cost/price is reasonable. A cost or price analysis will be performed with every service provider procurement action, to include modifications, as necessary.

H. Procedures and rules for certain types of instruments.

A Purchase Order and/or Purchase Requisition are required for purchases of non-recurring items and services and require prior approval of the President and the Director of Finance. Items other than those frequently ordered, such as office

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supplies, must have documentation indicating adequate procurement was performed(i.e. price comparisons). Purchase Requisitions for items purchased and deemed “sole source” must have documentation explaining the need for that method of selection.

Requests for Payment are used for reimbursements and other special situational or emergency items and require approval prior to payment. All pertinent documentation is required as indicated above.

A Purchase Order and/or Purchase Requisition are required for purchases of non-recurring items and services and require prior approval of the President and the Fiscal Administrator. Items other than those frequently ordered, such as office supplies, must have documentation indicating adequate procurement was performed (i.e. price comparisons). Purchase Requisitions for items purchased and deemed “sole source” must have documentation explaining the need for that method of selection.

If at any time it has been ascertained that the final amount of a Purchase Order will exceed the approved amount, it must be noted and initialed by either the President or the Director of Finance. After each invoice has been checked for accuracy and is deemed ready to pay, the Administrative Assistant prepares a Voucher Cover indicating the name of the vendor, the vendor number and the account numbers and amounts to be charged. The total on the voucher should equal the invoice amount or adjusted invoice amount. All documentation, i.e. the invoice, supporting Request for Purchase or Request for Payment, shipping lists, proof of shopping, etc. must be attached. Utility invoices, lease payments etc. need not have extra documentation or signatures. The prepared vouchers are then submitted to the Director of Finance for approval.

The Director of Finance checks all vouchers submitted for accuracy, account appropriateness, budgetary soundness etc. After signing the vouchers, the Director of Finance submits all vouchers prepared for payment to the President for approval. When the President has signed all the vouchers, they are then ready to be totaled and posted into the Accounts Payable segment of the computer program.

In NO event will the following occur:

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a check be prepared without the above procedures being followed. a check be prepared from a monthly statement. a check be used other than in numerical order. a check prepared or signed in advance. a check be made out to "cash" or "petty cash."

Manual Checks

All manual checks are issued under the direction of the Director of Finance or the President. All manual checks will have supporting documentation and will be prepared using a Voucher cover as outlined in the above procedures. The manual check will be typed and then entered into the SAGE MIP system through A/P Check portion of the Accounts Payable Menu. The SAGE MIP system will post the transaction to the expenditure accounts involved and through the Accounts Payable module. The Activities- Post Entries must be used to post through to the General Ledger. The transaction must be entered into the Cash Book and the balances once again compared.

The bottom stub of the check must be attached to the voucher and the batch number; check number and date paid entered onto the Voucher cover. The voucher cover and the invoice must be stamped "PAID". The voucher can then be filed for future reference.

Void Checks

Checks will be voided only on the authorization of the Director of Finance. Checks remaining un-cashed after 120 days will be voided.

Voided checks will have "VOID" written through the center of the check and the signature portion of the signed check will be removed. The only exceptions are the alignment checks the systems prints, which have “VOID” imprinted on them.

Voided checks will be entered into the computer system through the Void Checks section of the Check Writing Menu of the Activities Menu. This area allows the Director of Finance to void either or both the check and/or the attendant voucher. If the check only is being voided, the system will post through accounts payable and eventually to Cash. The voucher will remain active. If both the voucher and the check are to be canceled, the check is voided as outlined above and the voucher is voided through the General Functions Menu under Reverse Posted

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Accounting Entries. The voided check will then be attached to the void check register and filed with the Check Registers for future reference and reconciliations.

All "Void Check" transactions must be recorded in the Cash Book and in the SAGE MIP computer system. All unused Accounts Payable checks are stored in locked cabinets.

I. Procurement Files.

All documentation detailing the historical process of a specific procurement action will be maintained in a procurement file, and maintained for a minimum of three years. Procurement files will contain, at a minimum, the following documentation for each procurement event:

Copy of public notice announcing the solicitation/request for proposals List of interested parties mailed RFP or notice of RFP Request for proposals Copies of proposals received Record of proposal evaluations/ratings Cost estimate and cost/price analysis of accepted proposals Record of all written communications between proposing organizations and

staff during the procurement process.

J. Protest Procedures.

Each Request for Proposal specifies the appeal procedure for bidders whose proposals are funded. Within 10 days of notification, the unsuccessful bidder must submit a letter to the President of the PHJEPRB detailing the reason for the protest. The PHJEPRB Executive Committee will make a determination to either reconsider the proposal (via recommendation to the full board), or let stand the board's original decision. If the bidder is not satisfied with the response of the PHJEPRB Executive Committee, the bidder may present a written appeal to the Director, Florida Agency for Workforce Innovation: The Caldwell Building, 107 E. Madison, Tallahassee, Florida 32399

K. Contract Management.

A PHJEPRB staff member is assigned as the contract manager to each executed contract. The contract manager will provide ongoing oversight, technical assistance, and quality assurance. Each contractual agreement requires the

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contractor to submit monthly contract participant reports and monthly requests for payment, with full supporting documentation. The contract manager will review these reports, to determine if the contractor is performing in accordance with the contractual agreement, and to identify corrective measures to be taken, if required.

Contract Program Status Report. Each contract program status report will provide a narrative/summary describing all contract activities and expenditures during the reporting period. The contract manager will compare program performance against contract goals. The contract manager will also initiate any required Technical Assistance Training (TAT).

Monthly Request for Payment. Each request for payment will include a summary of line item costs expended during the reporting period. The report, at a minimum, will include an accounting ledger, and may include supporting documentation to justify expenditures, such as copies of payroll registers reflecting allocation of staff time, salary and benefit payments; copies of paid invoices/receipts for all equipment, supply and service purchases; and other justifications supporting cost allocations within the line item budget. Each contractor is required to maintain all supporting documentation on file for easy access by the contract manager, monitor, or other authorized parties.

L. Contract Files.

A separate contract file will be maintained for each individual awarded contract, and will contain documentation of all actions relating to the administration of the contract. Contract files will be maintained for a minimum of three years after the close out of the contract. Disposal of contract files is by shredding. Each contract file will contain, at a minimum, the following documentation:

Original signed and executed copy of the contractual agreement, to include statement of work and all attachments.

Original signed and executed copy of all approved contract modifications, if applicable.

Copy of initial proposal submitted by the awarded contractor. Copies of monthly requests for payments, program status reports, and records

of staff review/actions. Records of all written communications between contractor and staff during the

life of the contract. Contract close-out report, upon completion of the contract.

M. Contract Close-Out Report.

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Each contractual agreement requires contractors to provide the PHJEPRB with a contract close-out report and program income report, if applicable, within 45 days after expiration of contract. The close-out report will summarize all contract expenditures during the contract, as well as provide an inventory of all property purchased under the contract which is valued at $500.00 or more. The report will be reviewed by the contract manager before final payment is issued to contractor.

IV. Property Management Procedures.

See 29 CFR 97.31 through 97.33 or 29 CFR 95.31 through 95.37 and AWI guidance for regulations and policy related to the acquisition, management and disposal of property acquired with grant funds.

See AWI Policy #AWI FG 05046 for compliance with prior approval processes and procedures.

The PHJEPRB records management and retention procedures will comply with Chapter 119, Florida Statutes and Chapter 1B-24, Florida Administrative Code. The PHJEPRB uses a barcode system for inventory control. When a piece of equipment is purchased for over $5000 and has been received, or the check has been cut for payment, the process begins. After receiving the item and cutting the check for payment, the voucher is given to designated staff to enter into the inventory program.

Inventory records include but are not limited to the following:

Barcode and number, description, serial number, make and model, date acquired, cost, location, last date inventoried, condition and funding source. These records are maintained by designated staff. Items are inventoried no less than once a year and reconciled to prior inventory with additions and deletions for the current year. Discrepancies are researched and resolved by Board Staff. Items that are no longer useable or broken beyond repair are entered on a list to be considered for surplus or destruction.

A committee of Board Staff is appointed by the President and will consider the list of items presented for surplus or destruction. When the list has been approved, the designated staff will remove the items from the inventory and will assist in the coordination of the actual disposal.

The Director of Finance tracks all items newly purchased during a year and those slated for surplus to report them accurately to the auditors and to record changes in fixed assets on the balance sheet.

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A. Confidentiality and security of customer/participant records. Confidentiality and security of hard copy files. All programmatic participant records, including participant master files are maintained and retained by the respective Service Provider. Record and record information are managed and controlled in accordance with Florida statutes and codes. Program participant confidentiality is maintained in accordance with the following policy:

Records are maintained in a safe and secure lockable filing system. Only persons having a need to consult or handle records are authorized to access

records. Sign-out procedures used for checking records in and out, include

acknowledgement of responsibility for the records by the person checking them out.

Information is shared only to the extent necessary to document the case action being taken.

Officials are allowed access to records only as provided for in law, rule or official policy and information contained in records will be disclosed only to properly authorized individuals.

Confidentiality and security of information retained on computer. The PHJEPRB is committed to protecting its employees, partners, customers and the company from illegal or damaging actions by individuals either knowingly or unknowingly. Computer equipment, software, operating systems, storage media, and network accounts providing electronic email, world-wide-web (www) browsing and FTP are the property of The PHJEPRB D.B.A. Career Central. These systems are to be used for business purposes in serving the interests of the company and of our clients and customers in the course of normal operations.

Passwords should be kept secure and not shared. Authorized users are responsible for the security of their passwords and accounts. Revealing your account password to others or allowing use of your account by others is prohibited. Security breaches include, but are not limited to, accessing data of which the employee is not an intended recipient or logging into a server or account that the employee is expressly not authorized to access, unless these duties are within the scope of regular duties. The PHJEPRB reserves the right to audit networks and systems on a periodic basis to ensure compliance with this policy.

Users are expected to report any information concerning instances in which they suspect or have evidence that the above principles have been or are being violated. Any employee found to have violated this policy may be subject to disciplinary action up to and including termination of employment.

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B. Disposition of customer/participant records should a vendor or contractor go out of business prior to an audit being completed. Upon notification of the possibility of cessation of business, the PHJEPRB shall immediately make arrangement for a grant specific audit of the service provider. The PHJEPRB becomes custodian of all WIA/TANF records. Retention, archiving and/or disposal of associated customer/participant records will be in accordance with federal, state and local rules, laws and procedures.

V. Grievance and Complaint Procedures. The PHJEPRB Grievance and Complaint Procedures will comply with WIA Sections 188 and 667, Chapters 414 and 445, Florida Statutes, AWI guidance http://www.floridajobs.org/pdg/administration/004GrievRev031504.rtf and Element 8 of the Methods of Administration.

See also 20 CFR 667.600 and Rule 60 BB-1, Florida Administrative Code. See 29 CFR Part 37 for the State’s Method of Administration of the Equal

Opportunity Regulations.

The PHJEPRB Grievance Procedure shall be applicable whenever a program participant, applicant employee, service provider, contractor or vendor (or a person or organization designated by such a person or entity as their representative) files a grievance against the PHJEPRB.

A. Procedures used to meet federal requirements. The PHJEPRB Grievance Procedure includes the right to a fair hearing according to federal law, Florida Statute and guidance. This procedure includes complaints arising from actions taken by the PHJEPRB with respect to investigations and monitoring reports generated by PHJEPRB monitoring activity from participants, sub-grantees, subcontractors, and other interested persons regarding grant activities. The same procedure is followed in the case of a grievance arising from audit disallowances or the imposition of sanctions taken with respect to audit findings, investigations or monitoring reports for its sub-recipients.

A grievance is a statement of dissatisfaction which is filed in writing with the PHJEPRB, through its Equal Opportunity Officer, with the Director, Agency for Workforce Innovation or with the U.S. Department of Labor (USDOL) whenever it is believed that an erroneous or inequitable situation exists that substantially affects the interest of the person or entity filing or on whose behalf the filing is made.

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B -C. Notification of Program Participants. Program participants review and sign a grievance procedures notice that outlines their right to file a grievance with the PHJEPRB during orientation. This form is made a part of the hard file. Case management staff will offer the opportunity to file a grievance and assist the participant in filing a grievance whenever a program participant expresses dissatisfaction with a decision or case action. The notification process is the same for program applicants, participants and beneficiaries of services in the case of alleged discrimination.

VI. Monitoring Oversight and Evaluation Plan.

See 20 CFR 667.400 through 667.500 and OMB Circular A-133 for audit resolution, debt collection and appeal processes to resolve findings resulting from monitoring or auditing.

A. Monitoring services are accomplished by a qualified accounting firm as designated by the Agency for Workforce Innovation in accordance with Florida Statutes. The AWI sponsored monitoring contractor will monitor each training and training-related subcontractor at least once during the Fiscal Year or more frequently if needed to ensure program integrity.

B. Sufficient information in the areas of fiscal, program operations, contractual requirements, and program outcomes will be gathered and made available to ensure program integrity.

C. Information to be gathered will include but shall not be limited to paper and electronic program case files, planning and policy documents, procurement and inventory records, contracts and other records and files related to fiscal matters. Monitors also have the option of interviewing One-Stop staff, partners and others as needed to verify or obtain information. Information will be made available at the PHJEPRB administrative offices and Career Central satellite offices or at other locations that may be agreed to.

D. Contractors will be required to respond in writing to the findings and/or observations with a Corrective Action Plan which must be provided within thirty days of receipt of the report. The Fiscal Officer or Contract Manager for each area will review all Corrective Action Plans to ensure that appropriate corrective actions have been taken and are in full compliance with program or contractual requirements. The President will review all Corrective Action Plans and will ensure that corrective actions have been implemented.

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Procedures for providing technical assistance and/or guidance include, but are not limited to:

Written requests from service providers to the PHJEPRB seeking technical assistance.

Technical Assistance Training (TAT) will also be provided to service providers upon their request, or as a result of minor deficiencies identified during monitoring visits, which may be resolved through additional training.

Service Providers determined to be out of compliance with the contractual agreement, and who have failed to provide necessary corrective action will be referred to the PHJEPRB Contract Manager for appropriate action. Depending on the individual circumstances, a recommendation to the President and/or the PHJEPRB Executive Committee will be made suggesting appropriate corrective actions or sanctions. Actions may range from TAT and/or partial de-obligation of funds or cancellation of the contract and are included in each executed contractual agreement.

E. Annual evaluations of the effectiveness of funded service strategies and programs include a full compliance review of all contractual requirements, including procurement, as well as a review of programmatic and fiscal procedures and training records, training quality, performance/outcomes, cost effectiveness, and the value of the program to the community. Each service provider is contractually required to provide program status reports and requests for payment with supporting documentation for staff to ensure program expenses, quality and outcomes meet the objectives of the WTP, WIA and the contractual agreement.

F. The PHJEPRB may exercise independent oversight for WIA grant activities, which shall not be circumscribed by agreements with the appropriate chief elected official, or officials.

G. The PHJEPRB and the chief elected officials may conduct such WIA program oversight as they, individually or jointly, deem necessary or delegate oversight responsibility, to an appropriate entity pursuant to the Local Elected Officials (LEO) agreement or local monitoring plan.

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VII. Local Compliance Monitoring Plan The PHJEPRB is responsible for monitoring of all service provider contractors and programs. Monitoring services are accomplished by a qualified accounting firm procured through competitive procurement in accordance with Florida Statutes.

A. The PHJEPRB monitoring contractor will monitor each training and training-related subcontractor at least once during the Fiscal Year or more frequently if needed to ensure program integrity. Initial monitoring visits will be made within four months of the start date of each service provider contract or before the end of the contract in cases where the duration of the contract is less than four months.

B. Monitoring reports identifying findings, observations, and recommendations will be generated at the completion of each monitoring visit. The PHJEPRB and its monitoring contractor will utilize the State Monitoring Guide with the addition of program checklists when applicable to ensure sufficient information is gathered in the areas of fiscal, program operations, contractual requirements and program outcome to ensure program integrity. Service providers who are found to be out of compliance with the contractual agreement, the WIA, WP, TAA and the WT program, and/or other workforce programs for which the PHJEPRB receives funds from the AWI will develop corrective action plans. See item D and E below for follow up procedures utilized by the PHJEPRB.

C. Each provider will be provided initial training sessions which will include Welfare Transition Program (WTP) and/or Workforce Investment Act (WIA) laws/requirements, local policies/requirements, and other technical assistance to ensure the service provider fully understands procedures for accomplishing service requirements identified in the contractual agreement. Procedures for providing technical assistance and/or guidance (when necessary) to service providers includes, but is not limited to:

Written requests from service providers to the PHJEPRB seeking technical assistance and/or guidance. Guidance will be acknowledged and assisted to the extent allowable under WTP and WIA statutes and policies.

Technical Assistance Training (TAT) will also be provided to service providers upon their request, or as a result of minor deficiencies identified during monitoring visits, which may be resolved through additional training.

D. Contractors will be required to respond in writing to the findings and/or observations with a Corrective Action Plan which must be provided within thirty days of receipt of the report. Service Providers determined to be out of compliance with the contractual agreement, WIA, Trade Adjustment Act (TAA), WTP and the Food Stamp Employment and Training Act (FSET) or other workforce programs for which the PHJEPRB receives funds from the Agency for Workforce Innovation and who have failed to provide necessary corrective action, will be referred to the PHJEPRB contract manager for appropriate action. Depending on the individual circumstances, a recommendation to the

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President and/or the PHJEPRB Executive Committee will be made suggesting appropriate corrective actions or sanctions. Actions may range from TAT and/or partial de-obligation of funds to cancellation of the contractual agreement. Procedures for the de-obligation of funds or cancellation of contract are included in each executed contractual agreement.

E. Every effort will be made to submit reports to each contractor within 20 working days of the monitoring visit. This will be accomplished through the use of both regular mail and email. The report will outline the results of the monitoring review and any corrective action necessary. Contractors will be required to respond in writing to the findings and/or observations with a Corrective Action Plan, which must be provided within 30 days of receipt of the report.

The Fiscal Officer or Contract Manager for each program will review all service provider and internal Corrective Action Plans to ensure that appropriate corrective actions have been taken and are in full compliance with the, Welfare Transition Program, Workforce Investment Act and all contract agreements. The final Corrective Action Plan will then be provided to the President for review. The monitoring contractor will complete a follow-up visit within the following quarter to ensure that corrective actions have been implemented. A copy of all monitoring reports, corrective action plans, associated documentation and related correspondence will be maintained in file for three years.

F – G – H. Monitoring visits to service providers will include a full compliance review of all contractual requirements, including procurement, as well as a review of programmatic and fiscal procedures and records training quality, performance/outcomes, cost effectiveness, and value of the program to the community. The expenditures must be regularly examined against the cost categories and cost limitations specified in the WIA, WTP, TAA, WP and FSET programs, or other workforce programs for which the PHJEPRB receives funds from the AWI. Contracts developed by the PHJEPRB with service providers must include the establishment of an audit trail for all monies provided. To achieve this, monitors may also conduct interviews with customers, trainers, and project managers. Eligibility, assessment, performance and other case management documentation will also be reviewed during the monitoring visit. Each service provider is also contractually required to provide program status reports and requests for payment with supporting documentation for staff review to ensure program expenses, quality and outcomes meet the objectives of the WTP, WIA and the contractual agreement.

I. The PHJEPRB’s monitoring process must be in compliance with the non-discrimination provisions of 29 CFR 37.54 (d)(2). The PHJEPRB is committed to the principle and practice of equal opportunity and affirmative action. The PHJEPRB, at all times, intends to comply with federal, state and local laws and regulations prohibiting

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discrimination based on race, color, religion, political affiliation or belief, national origin, sex, disability, age or marital status and citizenship.

Participation in programs and activities administered by the PHJEPRB shall be open to citizens and nationals of the United States, lawfully admitted permanent resident aliens, lawfully admitted refugees and parolees and other individuals authorized by the United States Attorney General to work in the United States. All employment and training programs will be conducted under the principles of fair employment practices, equal opportunity and affirmative action. All individuals involved in the personnel process, including any persons having the authority to hire and promote, will be responsible for making decisions consistent with this policy. The PHJEPRB shall be responsible for informing its subcontractors of the Methods of Administration (MOA) and assuring their compliance with the provisions of the MOA in carrying out their respective activities.

The PHJEPRB has designated an Equal Opportunity Officer (EO Officer) who is responsible for directing and implementing the Equal Opportunity and Affirmative Action (EO/AA) Program. The EO Officer will develop reporting and monitoring procedures to ensure compliance with equal opportunity and affirmative action requirements of the WIA and other programs as administered by the PHJEPRB. These affirmative action requirements include nondiscrimination in recruiting, hiring, promoting, terms and conditions of employment and in the provision of services. The EO Officer will have responsibility for maintaining the PHJEPRB's Methods of Administration and: assessing program self-evaluation; training staff on EO/AA policies and requirements; providing technical assistance upon request and as needed relevant to EO/AA policies and requirements; processing grievances; establishing and maintaining effective communications with community organizations and resources; developing a sexual harassment policy to be signed by the President; assisting in the coordination of monitoring reviews; attending and participating in entrance and exit conferences of monitoring reviews conducted by state and federal entities; ensuring that recommended corrective action of noncompliance findings are adhered to; and, serving as the PHJEPRB liaison with the Office of Civil Rights and Minority Affairs.

J. Monitoring will include a review of the local Two Year Workforce Plan, including the WIA, WP, TAA, FSET and WTP program plans, or other workforce programs for which the PHJEPRB receives funds from the AWI.

VIII. Records Management and Confidentiality

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The PHJEPRB manages, retains and disposes of program and financial records in accordance with OMB Circular A-110, Chapter 119 Florida Statutes and specific program related requirements such as 45 CFR 92.42, TANF specific: TANF-ACF-PI-2003-1; sections 404(e) and 409 (a)(7) of the Social Security Act and FSET – 7 CFR 272.1 (f).

Medical Records & Disability—Related Information:

Medical records and disability-related information on applicants, registrants, eligible applicants/registrants, participants, terminees, employees, and applicants for employment must be stored in a manner that ensures confidentiality, and must be used only for the purposes of record keeping and reporting; determining eligibility, where appropriate, for WIA Title I-financially assisted programs or activities; determining the extent to which the recipient is operating its WIA Title I-financially assisted program or activity in a nondiscriminatory manner; or other use authorized by law. (29 CFR 37.37)

This information must be maintained on separate forms, stored separately from all other information about a particular individual, and treated as confidential medical records. Access to disability-related or medical information must be limited, however:

Supervisors and managers may be informed regarding restrictions on the work or duties of an employee or participant and regarding necessary accommodations.

First aid and safety personnel may be informed, when appropriate, if the disability might require emergency treatment or evacuation; and

Government officials investigating compliance with Federal law must be provided information on request.

Demographic Data in WIA Title I-Financially Assisted Programs:

Pursuant to 29 CFR 37.37(b)(2)&(c), demographic data (race/ethnicity, sex, age, and where known, disability status) for applicants, registrants, eligible applicants/registrants, participants, exiters, employees, and applicants for employment must be stored in a manner that ensures confidentiality. The data must be used only for the purpose of record keeping and reporting; determining eligibility, where appropriate, for WIA Title I-financially assisted programs or activities; determining the extent to which the recipient is operating its WIA Title I-financially assisted program or activity in a nondiscriminatory manner; or other use authorized by law. The data will be used for statistical purposes only and will not be used in any manner which reveals the identity of the individual.

Confidentiality and Security of Records:

The PHJEPRB will not release confidential information unless specifically authorized by law. Public records and subpoena requests will be reviewed by appropriate PHJEPRB staff and a recommendation made to the President prior to the release of confidential information.

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Guidance is provided in the Confidentiality of Records and Public Records Request and Subpoenas AWI FG 02-033. This Guidance lists some specific state and federal confidentiality and program related statutes such as:

Article 1, Section 24 and Chapter 119, Florida Statutes 5 USC 552a SSN specific: 119.0721 F.S. and 5 USCA 552a TANF: 45 CFR 205-50; 414.295 Florida Statutes. WIA: 29 CFR 37, 29 USCA 2101 section 85, 29 USCA 2801; Workforce Investment

Act Section 185 (a)(4)(b) NFTA/TAA and TAA: 20 CFR 617.57 (b) Employment service Records: 443.171 F.S., 443.1715 F.S., 445.010 (2) F.S. Displaced Homemakers: 446.52 F.S. WARN: 29 USCA 2102-2109 FSET: 7 CFR 272.1 (c) Job Corps: 20 CFR 670.965, 29 CFR Part 70, 29 CFR Part 71 LMI: 443.1715 F.S., 445.010(2) F.S., USDOL Commissioner’s Order 3-93 Migrant Seasonal Farm worker: 20 CFR 653.110 (d) Early Learning: 411.011 F.S., 402.308 (3)(a) F.S., 409.175 (16)(a)&(b) F.S.;

Voluntary Pre-kindergarten: 1002.72. F.S. Medical documents: 29 CFR 37.37; 29 CFR 1630.14; 381.004(3)(e) and (6)(c) F.S.

All employees, contractors and partners who may receive confidential information are trained and advised of procedures to secure the release of information by way of a non-disclosure agreement or other methods. The PHJEPRB policy regarding confidentiality is as follows:

All client/customer files and personal information will be processed and maintained as CONFIDENTIAL information, in accordance with applicable federal, state and local laws, regulations, policies and procedures. Client/customer information sharing between Pasco Hernando One-Stop Delivery System agencies and organizations is permitted; however, information sharing will be conducted on a strict need-to-know basis. Information sharing is allowed only after the organization/staff having the information cites the client/customer’s written authorization to release personal information if that is required, verifies that the person(s)/organization(s) to receive the information are authorized recipients, and confirms that the recipient(s) understands the need to maintain the information as confidential. A copy of the client/customer authorization form, if that is required and a detailed record of all information exchanges shall be maintained in the client/customer file

IX. Certification Regarding Debarment and Suspension

The following is the PHJEPRB certification regarding debarment and suspension:

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Certification Regarding Debarment, Suspension and Other Matters

1. The prospective primary participant certifies to the best of its knowledge and belief, that it, and its principals:

a. Are not presently debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from covered transaction by any federal department or agency;

b. Have not within a three (3) year period preceding this proposal been convicted of or had a civil judgment rendered against them for commission of fraud or a criminal offense in connection with obtaining, attempting to obtain, or performing a public (federal, state, or local) transaction or contract under a public transaction; violation of federal or state anti-trust statutes or commission of embezzlement, theft, forgery, bribery, falsification or destruction of records, making false statements, or receiving stolen property;

c. Are not presently indicated for or otherwise criminally or civilly charged by a government entity (federal, state, or local) with commission of any of the offenses enumerated in 1b. above, of this certification; and

d. Have not, with a three (3) year period preceding this application/proposal had one or more public transactions (federal, state, or local) terminated for cause or default.

2. That if the prospective primary participant is unable to certify to any statements in this certification, such prospective primary participant shall attach an explanation to the proposal.

________________________________________________________

Name & Title of Authorized Representative

_______________________________________________________________________

Signature Date

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Signatures

ADMINISTRATIVE PROCEDURES AND PROCESS CERTIFICATION

PASCO HERNANDO JOBS AND EDUCATION PARTNERSHIP REGIONAL BOARD, INC.

Janice Montero, Chair and Lee Ellzey, President, on behalf of the Pasco Hernando Jobs and Education Partnership Regional Board, Inc., Regional Workforce Board, Region 16, certify that the written administrative procedures and processes listed in the attached document are in place. These represent the minimum required procedures and fiscal controls for managing and operating a Workforce Investment Act, Wagner-Peyser, Welfare Transition, Food Stamp Employment & Training and other programs for which the Regional Workforce Board/administrative entity receives funds from the Agency for Workforce Innovation or from Workforce Florida Inc.

This certification is incorporated and made a part of the Master Cooperative Agreement which the

Board has executed and agreed to on ____________________________.

_______________________________________Chair of Regional Workforce Board

_______________________________________

President

State of

County(ies) of &

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On this day of 2006, before me, the undersigned notary public, personally appeared , known to me to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged that he/she/they executed the same for the purposes therein contained.

Notary Public

SEAL

Personally Known OR

Produced ID – Type of ID

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