B. TITLE I OPERATIONAL AREAS

1. Collaborative Local Labor Market Plan

Throughout the Upper Shore area, an abundance of natural resources provides a source of business as well as recreational opportunities for both residents and tourists alike. The area, while managing to maintain its scenic charm, has enhanced its infrastructure to accommodate and to encourage both business and residential growth. Within the Upper Shore WIA, the trade and services industries are not only the largest but among the most rapidly expanding industries in the area. About 6 out of every 10 jobs in the area’s economic base are derived from these two industries. Future forecasts suggest substantial growth in both services and trade employment, further enhancing the strength of these two industries as area job providers.

In the Upper Shore Workforce Investment Area, business surveys, employer interviews, and regional focus groups were implemented through by the Business Economic and Community Outreach Network (BEACON) at Salisbury University. The purpose of the study was to examine the impact of the work ethic issues on the recruitment and retention of the region’s workforce. The findings are summarized below.

· Employers are concerned about the adequacy of education and trainability of the local workforce

· Employers are concerned about the adequacy of written, verbal and critical thinking skills of the local workforce

· Employers are concerned about the adequacy of conflict management and people skills of the existing workforce

These findings have resulted in a renewed emphasis on work ethic skills in all Workforce Investment Act programs.

The Upper Shore Workforce Investment Board continues to emphasize the clusters identified and studied through the 2003 Community Audit. The key clusters in the local economy are Manufacturing, Healthcare, Hospitality/Tourism, Agriculture/Environmental and Construction.

Manufacturing jobs continue to decline in the region. Significant closings include Hi-Tech Plastics, Cenveo, Pulse-Technitrol, Wisco Envelope and Icelandic USA, Inc. Retail, hospitality and tourism and healthcare are the sectors that are growing. The training/retraining strategy for the Workforce Investment system is to prepare workers for jobs in the growth sectors.

The table below shows recent data from the Maryland Department of Labor, Licensing and Regulation’s Office of Labor Market Analysis and Information on employment trends in the Upper Shore region.

Jobs by Industry Division

2005 Annual Averages

Industry	Employment
Total Employment	60,937
Government Total	9,003
Federal	657
State	1,671
Local	6,675
Private Sector Total	51,934
Natural Resources	1,177
Construction	4,664
Manufacturing	7,575
Trade, Transportation, Utilities	12,274
Information	635
Financial Activities	2,416
Professional and Business Services	4,718
Education and Healthcare	8,367

Key partners that provide the Upper Shore Workforce Investment Board with opportunities to understand the needs of employers and industries include the Upper Shore Manufacturing and Business Council, the Small Business Development Center, Chesapeake College Division of Continuing Education and Workforce Development. These organizations are collocated with the Upper Shore Workforce Investment Board in the Economic Development Center, Chesapeake College, Wye Mills, MD. The Maryland Department of Labor, Licensing and Regulation Office of Labor Market Information and Analysis provides information on employment trends that the USWIB distributes to the County Commissions and Councils and the Economic Development Offices.

2. Local Area Governance (LWIB)

a. Describe how the LWIB will coordinate the following Title I activities/functions with local elected officials:

(1) Development of the local workforce investment plan. The Upper Shore Workforce Investment Board (USWIB) will create a draft plan and distribute the draft to the County Councils and Commissions of the Upper Shore Area. County concerns with the draft plan will be addressed by the USWIB and staff and the plan will be finalized by June 1, 2007. The draft plan will be advertised in the local newspaper with instructions on how public comment will be received.

(2) Selecting One-Stop operators

The Upper Shore Workforce Investment Board with the approval of the five-county local elected officials has selected the Upper Shore Workforce Investment Consortium to be the One-Stop Operator based upon the legal guidelines outlined in the Workforce Investment Act (WIA), and upon approval of the Upper Shore Workforce Investment Consortium Agreement that is Attachment # 2 to this plan.

(3) Selection of eligible youth service providers based on the recommendations of the Youth Council and identifying eligible providers of adult and dislocated worker intensive and training services

The Youth Council and USWIB have determined that a lack of vendors constitutes grounds for sole sourcing youth activities to the Chesapeake College Workforce Investment Division.

Adult and Dislocated Worker intensive training services will be provided by One-Stop partners in most cases. If a customer requires services that are not available from a One-Stop partner, services will be procured utilizing the Chesapeake College procurement procedure.

Adult and Dislocated Worker training providers will be selected by customers from the Maryland Higher Education Commission training list. If a customer is able to demonstrate that a training that is not on the approved training list is beneficial and relevant to the local labor market, the Workforce Investment Division staff may allow the customer to attend the training.

(4) Developing a budget for the purpose of carrying out the duties of the local board.

The Chesapeake College Workforce Investment Division will develop a budget for the purpose of carrying out the duties of the local board. The budget will be approved by July 1 for the program year. The USWIB will approve the budget.

In order to assist in the administration of the grant funds, Chesapeake College will be designated to serve as the local Fiscal Agent; this designation does not relieve the five-county local elected officials (as Grant Recipients) of the liability for any misuse of grant funds.

(5) Negotiating and reaching agreement on local performance measures.

The USWIB and the local elected officials will negotiate with the Governor and reach agreement on local performance measures. It is the expectation of the USWIB and the Upper Shore Counties that local economic conditions and demographics will be considered and will be the basis of negotiation between the Governor and the USWIB. It is expected that the Governor and the USWIB will engage in meaningful dialog in negotiating performance.

(6) Assisting the Governor in developing the Statewide Employment Statistics System under the Wagner-Peyser Act. The USWIB will evaluate the Governor's request; coordinate with the One-Stop Consortium Operator/partners and forward recommendations to the five county local elected officials for approval.

(7) Coordinating workforce investment activities with economic development strategies and developing employer linkages: Key partnerships that foster understanding of employers and their needs include the County Economic Development Offices, the Mid Shore Regional Council, the Upper Shore Regional Council, the Upper Shore Manufacturing and Business Council, the Eastern Shore Area Health Education Center, the local Chambers of Commerce, the Maryland Department of Labor, Licensing and Regulation and the Maryland Department of Business and Economic Development.

3. Local Board Staffing

A written contract will specify the relationship between the Executive Director, Chesapeake College and the USWIB.

Chesapeake College, as the Fiscal Agent, will provide an Executive Director to perform administrative functions for the USWIB. The Executive Director may utilize time distribution to allocate costs between administrative and program functions. The USWIB will not employ staff; rather, the Chesapeake College Workforce Investment Division staff will charge time to the USWIB administered funds through a time distribution process.

3. Youth Council

(a) Coordinating youth activities in a local area

The Youth Council will assist in coordinating WIA youth activities in the local area. The Council meets quarterly/or on an as needed basis to review all activities. Recommendations will be presented to the full board when appropriate. The Youth Council will also serve as a forum for non WIA youth activities as they relate to WIA participants.

(b) Developing portions of the local plan related to eligible youth

Portions of the local plan related to eligible youth have been developed under the advisement of the Youth Council. Priorities as assessed by the Youth Council and partner agencies have been considered while developing regional services for eligible youth.

The Youth Council evaluates youth service providers and provides updates to the USWIB as needed. The USWIB determines a youth strategy on a yearly basis through the budget process. The Youth Council and the USWIB has determined that a lack of youth service vendors constitutes grounds for sole sourcing youth activities to Chesapeake College Workforce Investment Division.

(d) Conducting oversight, monitoring and corrective action of the local area's youth programs

The Youth Council will assist the Workforce Investment Division in conducting oversight, monitoring, technical assistance, and corrective action of WIA programs. The intent is to move in the direction of consistent youth service procedures year-round, throughout the Workforce Investment Area.

4. One-Stop System for Service Delivery

(a) List the One-Stop Centers in your local area, including address, phone and fax numbers. Indicate the One-Stop Operator for each site and whether it is a comprehensive or satellite center.

Ø Talbot County: Operational at 301 Bay Street, Easton, MD 21601; (410) 822-3030 ph, (410) 820-9966 fax. Wagner Peyser staff is on-site; Chesapeake College Workforce Investment Division (WID) staff is on-site two days each week. Social Services staff is on-site providing workshops one day each week. Other partners utilize the site on a drop in or circuit-riding basis.

Ø Caroline County: Operational at 300 Market Street, Denton, MD 21629 (410) 479-4543 ph (410) 819-4503 fax. Wagner Peyser staff and local Department of Social Services staff are currently co-located. Chesapeake College WID staff is on-site two days each week. Other partners utilize the site on a drop-in or circuit-riding basis.

Ø Dorchester County: Operational at 627 Race Street, Cambridge, MD 21613 (410) 901-4250 ph (410) 221-1817. Wagner Peyser staff and Social Services staff are co-located. Chesapeake College WID staff is on-site two days per week. Other partners utilize the site on a drop in or circuit-riding basis.

Ø Queen Anne’s County: Operational at 125 Comet Drive Centreville, MD 21617 (410) 758-8044 ph (410) 758-8113 fax. This is a satellite One-Stop office located at the Queen Anne’s Department of Social Services. Chesapeake College WID staff is on-site one day per week. Other partners utilize the site on a drop-in or circuit-riding basis.

Ø Kent County: Operational at 601 High Street Chestertown, MD 21620 (410) 778-7911 ph (410) 778-6328 fax. This is a satellite One-Stop office located at the Kent Family Center. Wagner Peyser staff is on site daily. Adult Basic Education services are available on-site and the Workforce Investment staff is on-site one day per week.

(b) Describe any changes in the management, operation, or delivery of services in your One-Stop Centers. This should include a description of how services are currently provided by each of the required and optional One-Stop partners, and particularly the integration of Wagner-Peyser and WIA services.

The delivery of One-Stop services in the Upper Shore region will continue to be a full service delivery on a part-time basis model.

Citizens who do not have access to a One-Stop may take advantage of the Maryland Workforce Exchange “Virtual One-Stop” through the use of any internet accessible computer. The Upper Shore Workforce Investment Board’s Mobile Learning Center is an access point for One-Stop services.

(c) Describe how the needs of dislocated workers, displaced homemakers, low-income individuals such as migrants and seasonal farm workers, public assistance recipients, women, minorities, individuals training for non-traditional employment, veterans and individuals with multiple barriers to employment (including older individuals, people with limited English-speaking ability, and people with disabilities) are being met.

The One-Stop Centers are designed to bring about job connecting and job keeping resources and services for all individuals. Current Wagner Peyser resources include staff that work directly with migrant and seasonal farm worker customers if they cannot or will not come to One-Stop locations. Veteran’s representatives ensure services and veteran priority are delivered to veteran customers; public assistance customers and other customers who may have barriers to employment or who have been assessed as having disabilities are being directed through the mainstream of the One-Stop Career Centers. The Department of Rehabilitative Services and a Disability Navigator consultant are working to ensure that all persons are receiving equitable core services in the One-Stop. If a person coming through the Career Center encounters a barrier to progress or an impediment to accommodations, the One-Stop process flow relies on the expert partner programs and the staff for appropriate referrals (including the Universal Referral Form.)

In addition, continuing professional development opportunities for front-line Career Center partner staff keeps all partners apprised of appropriate referrals, availability of program and relevant partner staff to contact for information. Quarterly One-Stop Center meetings at each location are also designed to review and reiterate specific responsibility and conduct toward a streamlined customer base.

(d) Describe the role, if any, of local faith or community-based organizations in your workforce development system.

The NAACP has a representative on the USWIB in a Community Based Organization slot. The One-Stop Consortium provides outreach and services to the Faith Based Community. Any Faith Based initiatives that involve employment and training activities have and will be implemented as a partnership between the One-Stop Consortium and the Faith Based Community. Outreach opportunities using the Mobile Learning Center (MLC) have and will be utilized to incorporate One-Stop resources for target populations outside the mainstream customer base.

(e) Provide a copy of each Memorandum of Understanding between the Board and the One-Stop partners at each Center as an attachment to the plan extension. Also provide a copy of the current Consortia Agreement is a consortia of 3 or more partners is serving as the One-Stop Operator

The Consortium Agreement is included with this plan as Attachment # 2. A brief description of each partner role in the One-Stop system and Memorandum of Understanding is given below.

The Customer Flow Cart, which is included in this plan as Attachment #3, is relevant to the discussion of Core, Intensive and Training Services given below.

Core Services

Self-registration facilities are available to all customers, as well as self-directed job search. One-Stop Career Center staff will perform labor exchange services through the Maryland Workforce Exchange and other services involving job-connecting skills. In addition, the One-Stop Career Center staff will provide individual and group orientations at least quarterly for those customers who want to enroll in intensive services and training programs. Career Center staff may make other appropriate referrals to job-keeping resources. These include open enrollment activities in workshops and the Ready-to-Work certification program. A calendar will be posted to show the available workshops for the month (open to all without eligibility). The customer is directed toward job vacancies. If there is not an attachment to a job, the customer may then be referred to partner organizations in order to address job connecting and job keeping skills as well as program eligibility for other services. The customer may receive a referral using the Universal Referral Form to other partner training opportunities. The Universal Referral Form is included as Attachment # 4 to this plan. Referrals for placement and literacy tests are available to all customers.

Intensive Services

Workforce Investment Division staff will perform all eligibility for WIA intensive services and training services, with the exception of those provided through the use of Memorandum of Understanding documents and the Universal Referral Form.

As a customer is introduced to the Core Services available at the One-Stop, instructions will be available in order to assist the registrant toward the direction necessary to accomplish his/her goals. If the registrant cannot participate in self-service activities provided through Core Services, or completes such components without benefit of a job placement, he/she is then directed toward WID staff in order to determine eligibility for intensive and/or training services.

Those who are determined not eligible can be given information and referral to other resources in the community, and can still be instructed in the facilities available through Core Services. If eligibility is determined, an assessment will be completed along with the initial Individual Employment Development Plan (IEDP).

Training Services

WID staff will determine and approve appropriate occupational training services according to the Individual Employment Plan and the customer choice model as outlined in the WIA. In addition, the policy for Individual Training Accounts will invoke fiscal tracking of each participant's training progression as outlined in the MWE case management IEDP.

In the Upper Shore Workforce Investment Consortium Agreement, the Job Service, local Departments of Social Services and the Chesapeake College Workforce Investment Division (WID) complete the WIA Consortium, as One-Stop operators.

1) Mandated partners authorized under Title I of the Workforce Investment Act are as follows:

· Wagner Peyser (Consortium Partner/Operator) has an infrastructure that serves Veterans; it is also a Rapid Response partner in service to Dislocated Workers and Trade Act-eligible participants. Labor exchange services are provided to Adults, Older Youth, Dislocated and Incumbent Workers and Migrant and Seasonal Farm Worker Program customers by Consortium Career Center staff.

· The local Departments of Social Services (Consortium Partner/Operator) are the recipient of TCA funds & Food Stamp Act funds; Core services may also be provided to Adults, Youth, Dislocated and Incumbent Workers and Migrant and Seasonal Farm Worker Program customers by Social Services staff.

· Chesapeake College (Consortium Partner/Operator) coordinates the implementation of Perkins Act funds, and the National and Community Service Act of 1990; also, the College's Workforce Development Division (WID) staff coordinate and deliver core, including all job connecting skills, intensive services including eligibility determination, assessment, information and referral; in addition, perform all training approval services according to the customer choice model in the LAW; and including the coordination of Individual Training Accounts, Dislocated Worker, Rapid Response services and Trade Act service delivery is provided by WID staff. The College's Workforce Investment Division (WID) is a Rapid Response Coordinator.

· It is envisioned that the use of Memorandum of Understanding (MOU) documents with the following organizations will define the integration of service delivery to adults, youth, dislocated and incumbent workers, and migrant and seasonal farm workers:

· Maryland Unemployment (Upper Shore Division) as a partner, linked electronically (web) and by phone available in the One-Stop Career Center;

· Adult Basic Literacy and Education service delivery organizations (Upper Shore) as partners available on specific days in the One-Stop for consultations, and by appointment for assessments and testing;

· Office on Aging organizations (Upper Shore) as partners and participating workers in the One-Stop Career Centers;

· Division of Rehabilitation Services organizations (Upper Shore) as partners, available by appointment and on specific days in the One-Stop Career Centers.

Additional partners will be added via the use of a Memorandum of Understanding Agreements, which will stipulate the relationship and area of customer service expertise for each partner.

Wagner-Peyser Act Programs The Department of Labor, Licensing and Regulation’s Division of Workforce Development (Consortium Operator/Partner) will perform required Wagner-Peyser required services at each One-Stop site.

MOU Programs authorized under Title I: Rehabilitation Act of 1973

The Division of Rehabilitation Services (DORS) referrals are served through the regular process at the One-Stop Center. Those who cannot be provided services will be referred to the Vocational Rehabilitation Service representatives as defined through the Memorandum of Understanding agreement. It is envisioned the One-Stop knowledge worker will be able to schedule appointments with a DORS worker for these services. The Universal Referral Form is used.

Programs authorized under Section 403(a) (5): Social Security Act (as added by Section 5001 of the Balanced Budget Act of 1997)

Linkages with the SSI representative are active, and SSI regularly schedule appointments at the One-Stop center. As a Consortium Operator/Partner, Departments of Social Services staff will deliver eligibility, intensive and training services using an Individual Employment Development Plan with the customer, and adhering to the customer choice model defined in the WIA.

MOU Activities authorized under Title V: Older American's Act of 1965

Older Workers are served through the regular process at the One-Stop Center. As those who require intensive and training services are identified, eligibility for such programs will be provided and an Individual Employment Development Plan will be completed. Those persons who cannot be served at the One-Stop will be referred to the Queen Anne's Office on Aging, Experience Works, Maintaining Active Citizens and/or the Upper Shore Aging Organization representatives, as defined through Memoranda of Understanding agreements.

Post-secondary vocational education activities authorized under Carl D. Perkins Vocation and Applied Technology Education Act;

Through Core Services resources, information and referral will be provided through Chesapeake College, as a One-Stop operator consortium partner with regard to career and technology services available at each One-Stop location. In addition, core service facilities will be available to all.

Activities authorized under Chapter 2 of Title II: Trade Act of 1974.

Dislocated workers needing basic readjustment services will be provided full services at the One-Stop Centers. Core, eligibility, intensive and training components will be available to these customers. In the event of a large lay-off or plant closing, Rapid Response activities will occur and dislocated worker assistance centers may be established. The WID staff is the primary providers of such services.

Veteran’s activities authorized under Chapter 41: Title 38 United States Code

Veterans will be provided basic readjustment services in the One-Stop Center. A veteran’s representative is available at each One-Stop Center at least one day per week to serve these individuals. Veteran priority is specified in the Priority of Service section of this plan.

Employment & training activities carried out under the Community Services Block Grant Act

Customers requiring employment and training services will be provided One-Stop Core services; intensive and training services will be provided to those eligible.

Employment & training activities carried out by the Department of Housing and Urban Development

Those persons requiring employment and training activities will be served at the One-Stop Centers; intensive and training services will be provided to those eligible. Those who are not eligible will be given information and referrals provided by the local Community Action Agencies and local housing authority services defined through Memorandum of Understanding document.

MOU Programs under State Unemployment compensation laws

Access to UI information and services through telephone and/or the Internet will be available at the One-Stop Center.

MOU Programs authorized under Title II of the Workforce Investment Act (adult basic education and literacy training)

Those customers requiring Adult Basic Literacy and Education services will have access to information, class registration and referrals through the One-Stop Center as defined in Memoranda of Understanding documents. Eligible individuals will be served through the intensive services component.

Optional Partners

Programs authorized under Part A of Title IV of the Social Security Act

Temporary Cash Assistance participants are served through regular Core Services through the One-Stop. Those persons needing more service than is available through Core Services will transition into the intensive component, delivered by the local Departments of Social Services who are a One-Stop Consortium Operator Partner. Accessibility to training services will be available through One-Stop center staff using the Individual Employment Development Plan (IEDP), and the customer choice model as defined in the Law. Priority of Service policy applies to those in need.

Programs authorized under Section 6(d) (4) of the Food Stamp Act of 1977

Those persons requiring employment and training activities will be served at the One-Stop through Core Services; intensive and training services will be provided to those eligible. Accessibility to training services will be available through One-Stop center staff using the Individual Employment Development Plan (IEDP), and the customer choice model as defined in the Law.

Work programs authorized under Section 6(o) of the Food Stamp Act of 1977

Programs authorized under the National and Community Service Act of 1990

Core services available through the One-Stop will be primarily information and referral services. Chesapeake College is a One-Stop Operator consortium partner, and will have the most current information and access to services available through this program.

Other appropriate Federal, State, or local programs, such as Single Point of Contact (SPOC), and also including programs in the private sector.

a. Adults and Dislocated Workers

(1) Describe the services provided to adults and dislocated workers in your area:

The Upper Shore Workforce Investment System's One-Stop Centers will provide Core Services to all individuals. These services begin with an orientation, both individual and group, with written and oral instructions to describe the menu of services available at the Center. Services available at the Center are included in Attachment # 3, Customer Flow Chart and Attachment #6, Menu of Services.

Ø Orientation

Ø Internet resources via the Maryland Workforce Exchange www.mwejobs.com and www.uswib.org;

Ø Interest Inventory using O*NET worker profiler;

Ø Career Center Resource room; computer availability; Mobile Learning Center;

Ø Information and referral from other community services;

Ø Job matching: Maryland Workforce Exchange (MWE) applicants to employers; employers to applicants and the list of available jobs from local employers;

Ø Assessment Intake Interviews and Ready to Work Assessment;

Ø Job connecting skills workshops including job application, on-line application, resume, interview and dependable strengths workshops;

Intensive Services

Ø WID staff will determine if the customer needs additional services to connect to work he/she may direct the customer to ensure he/she has completed an interest inventory, literacy assessment test, placement tests and a technology assessment test for computer literacy. The staff will then determine eligibility, and if eligible, formulate an Individual Employment Development Plan (IEDP).

Ø Eligible individuals unable to secure employment through the delivery of intensive services will be evaluated to determine their ability to benefit from training services. The IEDP and the service record are updated regularly in the case management component of the MWE, as customers receive and complete various services.

Ø Subject to funding availability, customers covered under the “self-sufficiency” and “inability to retain employment” policies may also be eligible to receive intensive and training services.

Ø The IEDP will serve as the template for further activities for the customer, and essentially moves the customer into the training services module.

Ø One-Stop and other partners may be called upon to assist in the creation of the IEDP.

Training Services

Ø Once the customer is referred to the training services module, the career and advising specialist will determine if the customer is a good match for occupational skills training. The assessment document outlines the deficiencies that have prevented the customer from connecting to work, or for those who have not been able to retain employment. The IEDP will indicate the direction and action the customer will choose to complete his/her career goal

Ø The eligible training providers list maintained on the Maryland Higher Education Commission (MHEC) website will be used by customers to review those providers who have been approved for WIA training services

Ø The length, duration, vendor and location of the training services are agreed upon

Ø An Individual Training Account is established

Ø An authorization for training voucher is executed

Ø If the customer does not find a suitable training vendor, or chooses not to attend an approved provider, he/she will be referred to other community and financial aid services in the local area and back to the One-Stop Career Centers

Ø Optional Work Experience opportunities may be available for participants concurrently during occupational training or who have completed training and who have been interviewed as ready for work; and, those who could benefit from a trial activity in the field for which they are training.

Ø Follow-up contacts are performed for one year. The customer is always eligible for Core Services in One-Stop Centers before, during and after any training opportunity.

(2) Describe your supportive service policy for adults and dislocated workers in accordance with the definition at sections 101 (46) and 134 (e) (2) of the Workforce Investment Act.

The Individual Employment Development Plan (IEDP) will entail the assessment specifics of eligible customers, and those supportive services necessary for success. All participants in academic credit training activities must apply for Pell Grant funding (wherein those training activities are Pell-eligible.)

Supportive Services Policy: The SDA may provide supportive services for any Title I-eligible participant enrolled in an occupational training program. All eligible participants in training, except On the Job Training may be offered a reimbursement for training-related expenses at the rate of $0.405/mile for training-related travel and a $5/day stipend to reimburse an individual for incidental expenses associated with training. Mileage and stipend reimbursements may commence only after Unemployment Insurance benefit payments have expired. However, those participants receiving unemployment and who are eligible for Trade Assistance benefits, Rapid Response funds, National Emergency Grants and other state discretionary grants, participating in an occupational training program may receive a Travel Allowance at the rate specified for reimbursement in the Trade Act.

In the case of child (or adult) care assistance, only those participants who are in-need of, and unable to obtain daycare subsidies through the local Departments of Social Services (DSS) or other community-based organizations may be eligible for daycare reimbursement for those days training is approved. Information on dependents and the availability of DSS day care is collected during eligibility determination. If the child is less than or equal to age 6, the daily reimbursement amount is $37/day/pre-school child or adult/disabled adult. If the child is school-aged up to but not 14 years of age, the reimbursement amount is $35/day/child.

The travel reimbursement for mileage and stipend is calculated for each day the participant attends training. Child (and adult) care subsidies must be applied for (and denied) through other agencies (such as DSS) before the USWIB considers reimbursements for these supportive services.

(3) Describe your needs-related payment policy for adults and dislocated workers as defined in section 134 (e);

At the current time, there is no plan to offer needs-related payments. If the USWIB determines that needs-related payments are necessary, a policy will be developed and this plan will be revised and modified.

(4) Describe the Individual Training Account policy used in the local area, include a copy as an attachment Description should include information such as selection process, dollar limits, duration, etc.

The policy with regard to the Individual Training Accounts (ITA) is as follows:

Step 1: Participant is deemed eligible for intensive and training services;

Step 2: An Individual Employment Development Plan (IEDP) is agreed upon between the customer and the Career and Advising staff:

§ IEDP establishes a career goal

§ Customer attends job application, on-line application, resume, interview and dependable strengths workshops;

§ Customer completes job contacts defining training related to local economic environment

§ Customer completes literacy assessment tests, interest inventory, and eligibility documentation

§ IEDP documents assessment of former job skills and specific academic/skill deficiencies

§ IEDP outlines the recommended education/skills necessary to meet the minimum qualifications of the career goal

§ IEDP documents the timeline involved to attain career goal

§ IEDP documents the agreed-upon supportive services

Step 3: An eligible provider list is provided to the customer; the customer choice model is explained to the customer;

Step 4: The customer decides upon a training vendor;

Step 5: An Individual Training Account is established; authorization for training voucher (attached) is completed with signatures from the One-Stop staff and the customer including:

§ Vendor identification, address, phone

§ Amount ($) of commitment for training service (not to exceed $4000)

§ Duration of training commitment

§ Curriculum/skill (type of training)

§ Customers attending credit classes will apply for a Pell Grant and/or any other financial aid which may be available

§ Customer will be counseled that education loans require repayment

§ Expectation agreement between USWIB and customer, which includes: maintain "C" average, communicate attendance, and communicate status is signed by the customer and the training advisor.

§ Attachment # 7 is the Authorization for Training Form.

Notes: The Upper Shore Workforce Investment Board imposes a cap on ITAs; this limitation will reflect a range of allowable financial commitment for training up to $4,000; the limitation commitment for duration shall be two years. The Upper Shore Workforce Investment Resource staff will allow exceptions, based upon each individual customer, and based upon the needs identified in the individual employment development plan (IEDP). The process for approval of such exceptions will be determined by the Director, Adult Programs and One-Stop Career Centers, and shall be determined by the type of training, the local labor market requirements, and the dollar amount of the training. All exceptions will be documented and included as a modification to the IEDP.

Upper Shore Workforce Investment Area adult and dislocated workers purchase training services from eligible providers they select in consultation with the One-Stop staff. Payments from ITAs may be made in a variety of ways, including electronic transfer of funds through financial institutions, vouchers, or other appropriate methods. Payments may also be made incrementally, through payment of a portion of the costs at different points in the training course. No payments will be made directly to customers, directly to customer's personal bank accounts or to third parties on behalf of a customer, except where there is reimbursement on approved and documented training costs. Payments will only be paid to viable training vendors, as listed on the MHEC eligible provider list, and/or as approved by the USWIB.

Step 6: ITA accounts will be monitored quarterly for status, or at each step or component of the training plan. Career and advising staff will continue to monitor each student’s progress and to continue to update the IEDP.

Step 7: ITA accounts will be closed in the event of the following:

§ Training plan has been completed

§ If the customer drops out, quits, (exits, etc.)

§ Training cap has been reached

Notes: Exceptions and extensions may be allowed, and will be up to the discretion of the Director, Adult Programs and One-Stop Career Centers.

On-the-Job Training, Customized Training, Training for Special Populations Facing Multiple Barriers to Employment may be provided utilizing the same process described that leads to the issuance of an ITA. Rather than issuing an ITA, a contract will be utilized between the USWIB and the training entity. The training entity may be a private sector employer, a private non profit sector employer or a private not for profit sector employer in the case on an OJT contract.

(5) Describe the local priority of service policy developed by the USWIB for providing Intensive and training Services to Adult Participants under Workforce Investment Act Title I. The local policy will need to explain clearly whether there is a constant policy enforced during the entire Workforce Investment Act program period or a policy containing thresholds & triggers of funding obligations and expenditures for policy implementation. Also explain priority given to public assistance or other low-income individuals and criteria developed for use of other funds, serving specific population groups, and other appropriate factors unique to the local area. The local priority of service policy will need to explain in concise detail the specific variables unique to the local area policy for serving Adult Upper Shore Workforce Investment Area customers. Please reference WIFI No. 4-99.

Priority of Service Policy

The Upper Shore Workforce Investment System will ensure those identified as priority customers will continue to receive service. On July 1 of any program year, income eligibility for the Adult Program is at 200% of poverty. Veterans will receive priority over non-veterans throughout the priority of service “tiers”. Once spending for training vouchers begin, there will be a three-tier eligibility progression:

Tier 1: When the expenditures in the Adult program reach 50%, based upon the following criteria, the priority of service policy definition is to serve those customers who:

Ø Meet WIA eligibility requirements at the 100% level of poverty as defined by the most current USDOL Lower Living Standard Income Levels and Poverty Income Guidelines for the State of Maryland, updated annually, or are veterans meeting this requirement; and

Ø Have been determined “most in need and can benefit” from the services by the One-Stop resource staff, or are veterans; and

Ø Are those customers who select a training occupation in demand in the local labor market who could also be veterans;

Tier 2: When the expenditures in the Adult program reach 65%, based upon the following criteria, the priority of service policy definition is to serve those customers who:

Ø Meet WIA eligibility requirements at the 70% level of poverty as defined by the most current USDOL Lower Living Standard Income Levels and Poverty Income Guidelines for the State of Maryland, updated annually, or are veterans meeting this requirement; and

Ø Have been determined “most in need and can benefit” from the services by the One-Stop resource staff, or are veterans; and

Ø Are those customers who select a training occupation in demand in the local labor market who could also be veterans;

Tier 3: When the expenditures in the Adult program reach 80%, based upon the following criteria, the priority of service policy definition is to serve those customers who:

Ø Are receiving public assistance in the form of food stamps or cash payments, and who could also be veterans; and

Ø Have been determined “most in need and can benefit” from the services by the One-Stop resource staff, or are veterans; and

Ø Are those customers who select a training occupation in demand in the local labor market who could also be veterans;

Recap: Begin at 200% poverty level for income eligibility on July 1.

Tier 1: When expenditures reach the 50% level: change to 100% of poverty for income eligibility

Tier 2: When expenditures reach the 65% level: change to 70% of poverty for income eligibility

Tier 3: When expenditures reach the 80% level: TCA/Food stamp customers only.

This reserve will ensure those who are most in need and who may be veterans are given the attention and delivery of services as a priority when the available financial resources are at a minimum. Current data collection mechanisms at intake and application will allow the staff to document receipt of public assistance so that as the need arises, these customers may be quickly identified and prioritized.

Note: Dislocated workers who need immediate assistance, or who have been identified as priority individuals will be served using the mechanism in place under Rapid Response requirements. Counseling, intake and other One-Stop staff will be directed toward a strategy to implement immediate intervention to address specific occurrences.

(6) Describe the local policy for defining "self sufficiency" and "inability to retain employment" (663.230). Employed individuals may qualify for intensive services or retraining services if it can be established that the services are needed to retain employment that leads to "self sufficiency". For employed Adult participants, minimally, the local self-sufficiency policy criteria will need to require employment paying a wage at least equal to the lower living standard income level. For employed Dislocated Workers, the local dislocated worker self-sufficiency policy may define eligibility based on current wages equal to or below a percentage of their prior layoff wage. Please reference WIFI No. 2-99.

Incumbent Workers

Universal accessibility requires that anyone may use One-Stop Core Services without eligibility requirement. Those already working in a job, classified as incumbent workers, may also qualify for intensive and training services by using the self-sufficiency qualification. The vision of the workforce investment system is to assist people in working toward economic improvement. In order to address that vision, in the Upper Shore Workforce Investment System, the local policy for defining a qualification for improvement in order to serve incumbent workers is as follows:

1. The qualification criterion for employed adult individuals is that they earn less than or equal to 200% of the poverty level. This is a based upon a calculation defined by the most current United States Department of Labor Lower Living Standard Income Levels and Poverty Income Guidelines for the State of Maryland, updated annually; or

2. The customer qualifies as having the inability to retain employment. Locally, the definition for “inability to retain employment” is leaving two or more jobs during the twelve months preceding the eligibility determination.

3. The qualification criterion for employed dislocated workers is that the current wage is less than or equal to 80% of the wage at qualifying dislocation (the former job); or

4. The inability to retain employment. Locally, the definition for "inability to retain employment" is leaving two or more jobs during the twelve months preceding the eligibility determination.

(7.) Identify the staff contact person (and alternate) who will work with the State Dislocated Worker Unit to plan and provide Rapid Response services.

Dan McDermott and Melissa Mackey will serve as staff contacts.

b. Youth