Local Workforce
Investment Area III
Local Area Integrated Workforce Plan
Title I of the
Workforce Investment Act of 1998
and the Wagner-Peyser Act
for the period
January 1, 2013 - December 31, 2017
TABLE OF CONTENTS
Section I. Local Workforce Investment Board Strategic Plan
Local Plan Development Process
Local Workforce Investment Board Vision
Economic and Workforce Information Analysis
Local Area Strategies
3
5
7
12
Section II. Local Area Operational Plan
Overview of the Workforce System
Operating Systems and Policies Supporting the Local Area’s Strategies
Job Seeker Service Delivery
Services to Employers Including Registered Apprenticeship Sponsors
Trade Adjustment assistance (TAA)
Other Specific Requirements
16
18
19
33
34
35
Section III. Integrated Workforce Plan Assurances and Disclosures
Assurances and Disclosures
49
Attachments
A. Agreement/Contract between the CEO and the Local Board for administrative
services
B. Local Performance Measures and Standards for the last three years ending June 30,
2012
C. Complaint and Grievance Forms
D. Equal Opportunity and Affirmative Action policy
E. Local Area Service Delivery Integration Plan
F. CEO Agreement
G. Directory for the Local Board
H. Directory for the CEO
I. Directory for the Youth Council
J. Memorandums of Understanding
K. One-Stop Certification documentation for each Workforce Center
L. Comments received during the public review period regarding the plan
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Section I. Local Workforce Investment Board Strategic Plan
Local Plan Development Process:
The Local Workforce Investment Board (LWIB) of Kansas Local Workforce Investment
Area III submits this plan for local implementation of a workforce development system
for Local Area III (LA III). Local Area III is also known as Workforce Partnership.
LA III proactively sought input on this plan as it was being developed. A website was
created to generate feedback and input from partners and community stakeholders
(http://kcworkforceplan.wordpress.com/). This website listed eight strategic questions
that individuals could comment on in order to help shape the services and strategic
direction of our workforce plan. These questions were:
1. What industries and/or occupations should Workforce Partnership Target? Why?
2. When targeting industries/sectors, what are the most important criteria that
Workforce Partnership should take into consideration?
3. What partners should be part of Workforce Partnership’s workforce development
system, and how should they be incorporated in the system?
4. How can we best leverage resources to minimize duplication of services?
5. To what extent should Workforce Partnership focus on work-based learning
(internships, on-the-job training, work experience projects) versus traditional
classroom vocational training?
6. Should Workforce Partnership place more of an emphasis on serving in-school
youth?
7. Is it more important to focus our training efforts on developing technical skills or
“soft skills”?
8. What is the one thing that Workforce Partnership could do that would best impact
our ability to produce qualified workers?
This website was set up on October 11, 2012 and there were over 30 comments received
from 15 different individuals. Notices of this website were sent out to each One-Stop
partner, local Chambers of Commerce, labor organizations, key agencies including
community-based organizations, and other interested partners.
On November 5, 2012 a copy of this plan was posted on the Workforce Partnership
website (http://workforcepartnership.com/public-comment). Notices on the availability
of this plan were sent out to each One-Stop partner, local Chambers of Commerce, labor
organizations, key agencies including community-based organizations, and other
interested partners. Plan comments were allowed for twenty-one (21) days as per the
Workforce Partnership Public Comment Period Policy #12-10-01. No comments were
received.
On November 27, 2012 the LWIB approved the LA III Integrated Workforce Plan.
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The programs included in this plan are:
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Adult and Dislocated Worker Programs under the Workforce Investment Act
(WIA)
Youth Program under WIA
Wagner-Peyser
Trade Adjustment Assistance
Veterans Employment and Training Programs
Unemployment Insurance Programs
Carl Perkins Vocational Education
Vocational Rehabilitation Programs
Title V of the Older Americans Act Programs
Migrant and Seasonal Farmworker Programs under section 167 of WIA
Community Services Block Grant
Adult Basic Education
Native American Programs under WIA
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Local Workforce Investment Board Vision:
Workforce Partnership’s mission is to lead a system that produces a high quality
workforce in the Kansas City area, creating greater economic opportunity for employers
and individuals. Workforce Partnership envisions a workforce with the agility and
resourcefulness to sustain business growth and a high standard of living.
To achieve this mission and vision, the LWIB has established three goals, each centered
around having the right resources, the right engagement and right evaluation. The first
goal is for job seekers to have access to their employment of choice, and employers to
have qualified, skilled, work-ready workers, which Workforce Partnership will achieve
by making the Kansas City metro area labor market more efficient and effective. An
efficient and effective labor market has the right job opportunities for job seekers and the
right candidates for employers (right resources); maximizes the amount and quality of
connections between job seekers and employers (right engagement); and is continually
reviewed and evaluated for opportunities, gaps and mismatches (right evaluation).
The second goal is for the workforce system to produce meaningful results for employers
and job seekers in a coordinated manner. A coordinated workforce system has a
sufficient level of financial resources to meet labor market needs (right resources);
embraces broad-based community input an innovation (right engagement); and is focused
on providing a high quality of service to all customers and continuously measures service
quality (right evaluation).
The third goal is to improve the board’s capacity to lead the workforce development
system in the Kansas City Metro Area. A high capacity board has the correct allocation
of board members who are committed to and knowledgeable of the mission of the
workforce system (right resources); maintains a high level of board member engagement
(right engagement); and routinely evaluates itself and the workforce system’s
performance (right evaluation).
Workforce Partnership is committed to ensuring that all workforce services in LA III are
aligned to work together in a seamless system. The Board has adopted a system focus as
one of its guiding principles, emphasizing that it is responsible is for an entire system
which extends beyond WIA or even the One-Stop service delivery system to include
training providers, faith-based and community-based organizations, and economic
development organizations. The focus on building a system with both formal and
informal partners is consistent with the national and state goals of integrated service
delivery, focusing on seamless comprehensive services rather than programs, and
effective utilization of faith-based and community organizations.
This approach also values input from economic development organizations in order to
support local and state economic development needs. The economic development needs
ultimately direct the workforce system in LA III, and allows the Board to focus on
appropriate employment and training strategies for working-age youth and adults.
The LWIB is divided into three teams based on three strategic goals listed above. These
teams discuss the relevant workforce issues pertaining to their team and bring in other
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partners as appropriate for joint planning. Decisions are then made at the board level on
the best ways to use resources in order to meet the strategic objectives.
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Economic and Workforce Information Analysis:
Workforce Partnership covers the local area of Johnson, Leavenworth and Wyandotte
counties in Kansas, but the local labor market truly consists of the 15 counties that make
up the greater Kansas City Metropolitan Statistical Area (KC-MSA) including counties in
both Kansas and Missouri. In Kansas, the additional counties are Franklin, Linn and
Miami counties. In Missouri, the counties included in the KC-MSA are Bates, Caldwell,
Cass, Clinton, Jackson, Lafayette, Platte and Ray counties. Labor market information at
the federal level often reflects data for the entire KC-MSA and Workforce Partnership
uses much of this data for labor market analysis.
The three counties in LA III are very distinct. Suburban Johnson County has an
estimated population of 552,991 with an estimated 16,873 non-farm employers. The
median household income is $73,733 and only 5.5% of persons living in Johnson County
are below the poverty level. Rural Leavenworth County only has an estimated population
of 75,527 with 1,186 non-farm employers. The median household income for
Leavenworth is $61,107 with 8.1% of persons living below the poverty level. In contrast,
urban Wyandotte County has an estimated population of 158,224 with 2,995 non-farm
employers. The median household income in Wyandotte County is $38,503 and 21.3%
of residents live below the poverty level. (Source: U.S. Census Bureau Quick Facts and 2011 American
Community Survey 1-Year Estimates)
The distinct nature of these three counties extends to their demographic make-up. Table
1 below shows the breakdown per county on population, poverty, race, age, sex and
disability:
Table 1
Population
Percent Below Poverty
Race
White
Black or African American
Hispanic or Latino
American Indian
Asian
Hawaiian and Pacific Islander
Other
Age
15-24 years
55 years and over
Sex
Male
Female
Disability
Johnson
552,991
5.5%
Leavenworth
75,527
8.1%
Wyandotte
158,224
21.3%
Total
786,742
8.9%
90.2%
5.6%
7.3%
1.0%
4.9%
0.1%
1.2%
88.0%
8.3%
5.9%
1.9%
2.5%
1.9%
62.0%
26.0%
26.7%
2.3%
2.9%
9.6%
84.3%
10.0%
11.1%
1.3%
4.3%
0.1%
3.0%
11.7%
23.3%
11.9%
23.7%
13.7%
21.4%
12.1%
23.0%
48.8%
51.2%
8.1%
52.4%
47.6%
13.9%
49.5%
50.5%
14.6%
49.3%
50.7%
9.9%
(Source: U.S. Census Bureau Quick Facts and U.S. Census Bureau 2011 American Community Survey 1-Year Estimates)
Local Workforce Investment Area III Integrated Workforce Plan
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Johnson County has over twice the population as the other counties combined, while its
poverty rate is much lower. Wyandotte County has nearly as many people living in
poverty as the other counties combined despite its smaller population. Wyandotte
County also has a much larger percentage of Hispanic/Latinos and Black/African
Americans than the other counties. All three counties have a significant percentage of the
population that is over 55 years of age as well as youth ages 15-24. Almost 10% of the
three-county population has some type of disability.
In additional to the demographic differences described above, each of the three counties
in LA III have populations employed in different industries, but industries that still reflect
the overall employer needs of the KC-MSA. Workforce Partnership stakeholders suggest
that we evaluate employer needs, labor market information, skill supply, career growth
and industries favorable to various training options when determining target industries
and demand occupations. See Table 2 below for a breakdown of individual employment
by industry and by county:
Table 2
Industry
Civilian employed 16 yrs and over
Agriculture
Construction
Manufacturing
Wholesale trade
Retail trade
Transportation & warehousing
Information
Finance, insurance and real estate
Prof., scientific and management
Educ., health and social services
Arts, recreation and food services
Other, except public admin.
Public Administration
Johnson
297,749
0.4%
4.4%
7.6%
4.4%
12.4%
4.7%
4.7%
9.3%
14.6%
22.5%
7.3%
4.7%
3.1%
Leavenworth
31,790
0.8%
5.9%
8.0%
2.6%
10.7%
4.0%
2.1%
7.3%
8.6%
28.0%
3.5%
4.9%
13.5%
Wyandotte
66,729
1.7%
9.4%
12.0%
3.0%
11.4%
7.7%
1.0%
5.3%
9.6%
21.2%
8.4%
4.8%
4.5%
Total
396,268
0.7%
5.4%
8.4%
4.0%
12.1%
5.1%
3.9%
8.5%
13.3%
22.7%
7.2%
4.7%
4.2%
(Source: U.S. Census Bureau 2011 American Community Survey 1-Year Estimates)
A higher percentage of workers are employed in the manufacturing industry in
Wyandotte County than the other two counties, while public administration is clearly a
larger proportion of Leavenworth county workers. Johnson County has more workers
employed in professional, scientific and management positions. Across all three
counties, education, healthcare/social services continues to be the largest industry of
employment at 22.7%. This gives some idea of the types of skills worker have in LA III
and it can be compared to the growing industries and demand occupations in the Kansas
City Metro area.
In addition to the demographic differences there are many employer differences as well.
As noted above, Johnson county has over four times as many employers as the other two
counties combined which would suggest that Johnson county employers draw heavily
from the other counties to find qualified workers.
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According to the Kansas Department of Labor, employment in the Kansas City region is
expected to grow over 14% in the 10-year span of 2008-2018. The biggest areas of
growth are to be in Healthcare and Social Assistance; Professional, Scientific and
Technical Services; and Administrative Support and Waste Management. These
industries are projected to add over 33,000 jobs during that timeframe. While
Manufacturing employment accounts for 7% of jobs in the Kansas City region, the
industry is projected to have a negative growth rate of -4.4% through 2018.
See Table 3 for a complete breakdown of Industry Projections in the Kansas City region
through 2018.
Table 3
Kansas City Kansas Region
Industry Projections
2008 - 2018
Base Year
Projected Year
Employment
Employment
Industry Title
(2008)
(2018)
Total Employment, All Jobs
480,250
548,560
Agriculture, Forestry, Fishing and Hunting
230
260
Mining
560
660
Utilities
1,760
1,850
Construction
20,840
22,950
Manufacturing
35,450
33,880
Wholesale Trade
27,270
30,030
Retail Trade
46,350
48,550
Transportation and Warehousing
19,270
21,810
Information
22,270
23,360
Finance and Insurance
27,260
31,830
Real Estate and Rental and Leasing
6,360
7,040
Professional, Scientific, and Technical Services
33,960
44,570
Management of Companies and Enterprises
5,560
6,180
Admin/Support and Waste Mgmt.
32,850
42,980
Educational Services
39,380
46,900
Health Care and Social Assistance
49,560
61,880
Arts, Entertainment, and Recreation
5,010
6,220
Accommodation and Food Services
30,590
35,060
Other Services (Except Government)
17,320
19,650
Government
24,510
26,190
Source: Kansas Department of Labor, Labor Market Information Services
Absolute
Change
68,310
30
100
90
2,110
-1,570
2,760
2,200
2,540
1,090
4,570
680
10,610
620
10,130
7,520
12,320
1,210
4,470
2,330
1,680
Percent
Change
14.2%
13.0%
17.9%
5.1%
10.1%
-4.4%
10.1%
4.7%
13.2%
4.9%
16.8%
10.7%
31.2%
11.2%
30.8%
19.1%
24.9%
24.2%
14.6%
13.5%
6.9%
With over 8% of LA III’s population employed in the manufacturing industry, Workforce
Partnership needs to be positioned to retrain dislocated manufacturing workers in other
industries with better growth. This is especially true for Wyandotte County, which has
the highest percentage of manufacturing workers in our three-county region.
Occupations in the Professional, Scientific and Technical Services Industry will be high
demand and provides a real opportunity in Wyandotte County as Google Fiber has
selected Kansas City, KS to be a pilot project for their high-speed internet. The Google
Fiber infrastructure will provide the basis for many IT companies to be located and
should result in more IT openings in Wyandotte County.
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Despite the projected decline in Manufacturing, Transportation and Warehousing
positions are projected to grow more than 13% through 2018. Feedback from
stakeholders during the development of this plan tells us that Manufacturing is still
crucial to growing the Kansas City region. The Kansas City Metro area is still considered
to be the hub of transportation services in the United States as evidenced by the new
Intermodal Facility in Edgerton, KS that should be fully operational by September 2013.
(Source: http://www.kcsmartport.com/site-location-center/real-estate/real-estate-properties/Logistics-Park-KC.php)
With nearly 9% of the local area population living below the poverty level, Workforce
Partnership aims to place workers into jobs that have family-sustaining wages. Education
leads to higher wages and better job opportunities. According to the 2012 Job Vacancy
Survey administered by the Kansas Department of Labor, 40% of all jobs listed have no
educational requirement with an average pay rate of $8.13 per hour. Jobs that require a
high school diploma or GED (30% of jobs listed) have an average pay rate of $10.46 per
hour while jobs that require some type of vocational education have an average wage of
$13.51 per hour.
(Source: https://klic.dol.ks.gov/admin/gsipub/htmlarea/uploads/JVS%20Local%20Area%203%202012.pdf)
In the current economy, job seekers at every educational level need assistance. The 2011
American Community Survey revealed that of the unemployed 25-64 year olds in our
local area, only 42% had a high-school education or less. In contrast, 58% of the
unemployed had at least some college education or higher. This data would suggest that
while more education is needed for a large part of the individuals we serve, an even
larger percentage need help finding job leads and a facilitator that matches job skills with
current openings.
(Source: 2011 American Community Survey 1-Year Estimates)
Workforce Partnership is uniquely qualified to meet the skill needs of employers and
close skill gaps that exist. The programs covered under this Integrated Workforce Plan
target the specific subpopulations that need the most help. The Adult Program targets
low-income individuals while the Dislocated Worker Program targets those individuals
laid off from declining industries. The Youth Program prepares youth for future careers
by placing youth participants in jobs or educational programs that eventually lead to
career pathways. The Wagner-Peyser program assists all job seekers with finding their
next employment opportunity while the Trade Adjustment Assistance (TAA) Program
helps those individuals who have been dislocated due to jobs being moved offshore. The
Veterans Programs ensure that those who have served to protect our national freedom are
able to transfers those skills into civilian life. Access to Unemployment Insurance
provides a means of support while job-seekers search for that next job and Carl Perkins
Vocational Education develops more technical skills of secondary and post-secondary
students. The Vocational Rehabilitation Program helps those with disabilities gain access
to the same employment opportunities as other populations. Older Americans Programs
ensures that those who are 55 years of age and older can still be a part of the workforce
with their skills, knowledge and ability. While migrant and seasonal farmworkers and
Native Americans do not represent a large part of our population base, partnerships are
critical to provide services to these populations. Partners with Community Services
Block Grant recipients help us further serve those in poverty and partnerships with adult
Local Workforce Investment Area III Integrated Workforce Plan
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education providers are critical in ensuring that the local area population has a base-level
of educational skills. The operational details of each program implementation strategy
are described below.
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Local Area Strategies:
Workforce Partnership has several key strategies to achieve the vision and goals of the
local area. Many of these strategies are cross-program strategies aimed at specific
populations. Since 2009, Workforce Partnership has operated in an integrated
environment between the Wagner-Peyser and WIA funding streams. Workforce
Partnership recognizes that Integration of Wagner-Peyser and WIA greatly helps with
efficiencies of the system and results in less duplication of program services. In turn,
more individuals are served and those services are of higher quality.
Cross-Program Strategies - Integrated services in our local area have always centered
around three themes: a new way to count, a new way to serve, and a new way to work
together. The LWIB believes that by working together, regardless of funding streams,
clients will benefit in such a way that multiple programs can take credit for shared
success.
Workforce Partnership has already begun the process of extending the integration model
beyond just Wagner-Peyser/WIA and into other programs and funding streams. One
example of this is with the Kansas Health Profession Opportunity Project (KHPOP).
This grant was awarded to the Kansas Department of Commerce by Health and Human
Services. The majority of KHPOP participants in LA III are co-enrolled into WIA. This
allows participants to take advantage of services offered through both programs. While
KHPOP only serves low-income participants interested in healthcare fields, coenrollment allows participants to receive services seamlessly if they choose a different
career path. Workforce Partnership also takes this same approach with other current
grants.
This same ideology is being extended to our partners and their respective programs.
Where appropriate and allowable, Workforce Partnership co-enrolls customers into
various partner programs. Strategic partnerships are key to having successful workforce
programs.
Partnerships - One of our primary partnerships is with the Kansas Department of
Commerce (KDOC). KDOC represents three required programs including Wagner
Peyser, Trade Adjustment Assistance and Veterans Employment and Training programs.
Not only are these partnership required, but they are also strategic due to the mission of
Workforce Partnership and the populations we serve. The Wagner-Peyser partnership is
critical for job matching functions and for contributions on the functional teams set up
under the local area integration plan. The functional teams in our area include the
Welcome Team, the Assessment Team, the Skill Development Team and the Business
Service Team. Wagner-Peyser funded staff play a critical role on each team and allows
our services to be delivered in the most efficient way possible. Trade Adjustment
Assistance (TAA) representatives work with WIA funded staff during rapid response
events when layoff occur. Participants are then directed to appropriate programs such as
TAA or the WIA Dislocated Worker program. Veterans Representatives including Local
Veterans Employment Representatives (LVER) and Disabled Veterans Outreach Program
(DVOP) staff ensure that Veterans remain a top priority in all employment programs.
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LVER’s and DVOP’s coordinate area resources and direct Veterans to appropriate
resources LVER’s and DVOP’s also serve on our Business Service Team.
Our relationship with the Kansas Department of Labor (KDOL) is also a strategic
partnership that enables job seekers to file for unemployment in our Workforce Centers.
KDOL also provides much of the labor market information that job seekers use to make
decisions about employment and training opportunities. Real-time labor market
information is critical for laying out career pathways and identifying emerging industries
and occupations.
Partnerships with both Johnson County Community College (JCCC) and Kansas City
Kansas Community College (KCKCC) are important for several reasons. Both JCCC
and KCKCC are the area partners for Carl Perkins Vocational programs. Also, both
school are the providers of Adult Basic Education in our local area. In addition, both
school have numerous training programs listed on our Eligible Training Provider list. As
Workforce Partnership seeks to develop the skills of job seekers in our local area, the
partnerships with JCCC and KCKCC are critical. Both schools have also been valuable
partners on new grant proposals; Workforce Partnership has participated in the
development of successful proposals for grant funds to create new training programs at
both institutions, and now plays a role in the implementation of these projects.
The partnership with the Kansas Department for Children and Families (KDCF) is
necessary for many reasons. KDCF is the provider of Vocational and Rehabilitation
programs in our local area. With nearly 10% of our local area population having a
disability, this becomes an important partnership to serve this target population. KDCF
also serves many low-income individuals with cash and food assistance and can provide
childcare in certain situations. A strong partnership allows us to serve dual customers in
a coordinated manner without duplicating services.
SER Corporation is another organization that helps us meet our strategic objectives. SER
Corporation National provides services under Title V of the Older Americans Act
programs, while SER Corporation Kansas operates Migrant and Seasonal Farmworker
programs under Section 167 of WIA. While Migrant and Season Farmworkers are a
small sub-set our population, the partnership is necessary for effective services. With
23% of the local area population being 55 years of age or older, the services under Title
V are critical for providing mature worker with the skills and experience they need to
obtain that next job.
Economic Opportunity Foundation (EOF) is a non-profit that provides services under the
Community Services Block Grant. EOF is able to assist many of our WIA participants
with services that WIA does not allow.
The American Indian Council is the provider of Native American Programs under WIA
in our local area. While this is not a large percentage of our local area population, this
referral partnership exists to make sure we have the right resources where we need them.
Other partnerships include:
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Job Corps – provides vocational training to young adults ages 16 through 24 who
want job skills for employment. Training is set up for students to progress at their
own pace and the program also provides basic education classes, GED classes, a
High School diploma program, and advanced training and college programs. Job
Corps staff recruits participants and carry out placement activities with staff colocated in our workforce centers.
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Goodwill of Western Missouri and Eastern Kansas - assists homeless participants
with finding employment. Program participants receive assistance drafting
resumes and filling out applications as they track down the necessary information
to complete their previous work history. Participants are trained to polish their
phone and job interviewing skills, and are provided a voice mailbox for messages
from potential employers.
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Beyond the Conviction – provides job search and placement assistance to exoffenders. Services include job development, mentorship, transportation
assistance and career development.
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Educational Opportunity Center – serves low income and first generation
individuals who need assistance with enrolling in a GED program and post high
school educational program of their choice. Participants also receive help
applying for Pell Grants.
There are many other partners and partnerships not listed in this plan. There are many
community-based organizations and non-profit agencies that refer job seekers, connect us
with employers and serve on board teams such as the Youth Council. There are over 80
organizations that Workforce Partnership considers a partner in the LA III workforce
development system. Workforce Partnership stakeholders tell us that we also need to
develop stronger partnerships with faith-based organizations, parole boards, correctional
institutions, high school and economic development agencies.
Leveraging Resources - LA III will coordinate financial resources in a way that
maximizes efficiency for serving the needs of local area residents. This directly aligns
with the Governor’s initiative to reform State government and create better efficiency
with State and Federal funds. While WIA funds form the backbone of support for the
workforce system and infrastructure, WIA cannot be the only means us support. All
partners that co-locate in the Workforce Center are required to contribute financial
resources.
In addition, the LWIB is in the process of developing a measure of the total amount of
workforce system resources of all the partners. This will allow the LWIB to make sound
decisions on how programs should work together and where strategic investments should
be made. While this measure is not fully developed, it is expected that it will be
developed and implemented by July 2013.
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Policy Alignment - Workforce Partnership’s LWIB is committed to evaluating the
workforce system as noted in the strategic goals above. The LWIB not only seeks to
align policies and procedures to maximize resources and efficiencies, it is also seeks to
ensure that policies do not stand in the way of programs and activities. Workforce
Partnership always consults the State and Federal guidelines that are currently in place
before approving a new policy. Current board policies that are in place are:
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Advertising WIA Training Funds and Reverse Referrals – ensures that Eligible
Training Providers contact LWIB staff before advertising WIA funds to the media
and sets expectations for reverse referrals.
Transfer Policy – encourages program participants to transfer their existing file to
another local area if the participant is relocating.
Public Comment Policy – describes the public comment period and procedure for
local area plans and other public planning documents.
Open Records Policy - defines how LA III ensures compliance with the Kansas
Open Records Act.
Target Industry Skill Goals – defines how LA III will spend training resources on
Target Industries and Demand Occupations.
“No Gift” Policy for Workforce Center Staff – describes how staff of the
workforce system avoid real or apparent conflicts of interest and to demonstrate
the commitment to impartiality, equal treatment and the highest standards of
conduct in relation to all Eligible Training Provider and potential Eligible
Training Providers.
Workforce Partnership’s LWIB is in the process of developing measurable goals for the
next 5 years. These are goals that the LWIB values beyond the Common Performance
measures negotiated with the State Department of Commerce. While these goals are not
finalized, Table 4 provides a rough draft of how the measures will look:
Table 4
Labor Market
System
Board
Right Resources
Number and quality
of workforce
services offered in
the local area
Percentage of
funding that comes
from sources other
than WIA
Number of board
members
representing target
industries
Right Engagement
Workforce Center
traffic counts and
website usage
Right Evaluation
Unemployment rate and
job vacancy rate
Number and quality
of partnerships
connecting the
workforce system
Number of board
members on a team
and sub-committee
Customer satisfaction
including adults, youth
and businesses
Periodic assessment of
board effectiveness
The LWIB will continue to define these measures and set appropriate benchmarks as they
are defined.
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Section II. Local Area Operational Plan
This section describes how Workforce Partnership will execute the vision of the LWIB
and meet the goals and objectives of LA III.
Overview of the Workforce System:
Below is an overview of the workforce system in LA III.
Organization - The workforce system in LA III starts with the LWIB. With the majority
of board members coming from the private sector, the LWIB represents a diverse crosssection of industries that reflect the make-up of the three counties in our local area. In
addition, the LWIB has representatives from partner organizations that are not only
required by WIA, but also represent the local service delivery systems. Attachment G
lists the current board roster and their representation.
Workforce Partnership’s board meets on a bi-monthly basis to discuss the relevant
workforce related issues such as coordination and alignment of workforce programs.
Board Team meetings also occur outside of the regular board meetings. To carry out the
work of the LWIB, Workforce Partnership has four full-time paid staff with specific
responsibilities for completing the administrative duties of the workforce system:
1. Executive Director – Overall responsibility for seeing that the goals and
objectives of the LWIB are being met by the workforce system.
2. Director of System Performance – Monitors the performance of the workforce
system and contractors.
3. Chief Fiscal Officer – Monitors allocations and expenditures of Workforce
Partnership funds.
4. Administrative Assistant – Coordinates day-to-day administrative activities for
LWIB staff.
There are also two additional full-time LWIB staff that are funded under two current
grants. One is funded under the State Department of Commerce H-1B Technical Skills
Training grant. This position coordinates OJT activity for engineering positions across
the state. The other position is funded under the JCCC H-1B Technical Skills Training
grant. This position coordinates internship activity for healthcare IT positions across the
state.
Board staff is focused on board-level, system-level and labor market-level activities. To
support the integrated service delivery system, the LWIB has contracted with Kaiser
Group Inc. to be the One-Stop Operator and the Adult and Dislocated Worker program
operator. As the One-Stop Operator, Kaiser Group Inc. has functional management over
the other partners and their employees. Under a separate contract, the LWIB has
contracted with Kaiser Group Inc. to be the WIA Youth program operator in LA III.
Both contracts were awarded under separate competitive request for proposals. The
LWIB has Memorandums of Understanding (MOU) with the partner agencies listed in
the previous section. These MOU’s list the specific contributions that each partner makes
Local Workforce Investment Area III Integrated Workforce Plan
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to the local workforce system and lays out how functional management works under the
integrated service delivery model.
Local Board – The LWIB coordinates financial resources in a way that maximizes
efficiency for serving the needs of local area residents. WIA funds form the backbone of
support for the workforce system and infrastructure, while resources from partners and
other grants adds to the available resources. In addition, the LWIB aligns policies and
procedures to maximize resources and efficiencies, and it also seeks to ensure that
policies do not stand in the way of programs and activities. Workforce Partnership
always looks at the State and Federal guidelines that are currently in place before
developing a new policy.
To develop this plan, the LWIB collaborated to expound the strategic vision and identify
workforce invest priorities in LA III. LWIB staff then developed the plan while asking
for targeted feedback from LWIB members and from all stakeholders. A website was set
up to collect LWIB and stakeholder comments in the form of answers to questions in
eight targeted areas. Those questions are listed above in Section I.
This website was widely publicized to maximize the opportunities for stakeholders and
members of the public to participate in the development of the plan. CEOB members,
LWIB members, and key stakeholder groups were notified individually via e-mail of the
public comment website. A link to the website was also displayed prominently on the
Workforce Partnership web site.
Workforce Partnership also made a draft of the plan available for public comment,
utilizing the same channels for notification that were used to publicize the public
comment website. This process is described in detail in Section I above.
The LWIB represents the interests, needs and priorities of the Vocational Rehabilitation
program by having an LWIB member from Department of Children and Families (DCF).
This LWIB member also serves on one of the board teams to provide input and guidance
on how to best serve individuals with disabilities. LWIB staff also has the direct contact
information of DCF staff to better coordinate services when serving an individual with a
disability.
Local Workforce Investment Area III Integrated Workforce Plan
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Operating Systems and Policies Supporting the Local Area’s Strategies:
Workforce Partnership uses various operating systems to support local area strategies.
LA III uses labor market information (LMI) from a variety of sources. These LMI
sources are all accessible via the internet and job seekers are free to browse them in
Career Centers. These sources include:
•
•
•
Kansas Department of Labor - http://www.dol.ks.gov/LMIS/Default.aspx
Regional Workforce Intelligence Network - http://www.kcworkforce.com/
O*NET - http://www.onetonline.org/
The primary data system is for LA III is KansasWorks Service Link (KWSL). We use
this system to enroll, track and manage participant cases for all funding streams. Some
grants require separate reporting systems and where possible we stream data from KWSL
to the other reporting systems. If streaming is not possible, staff does dual data entry.
Workforce Partnership communicates in numerous ways with partners and with
customers. Communicating with partners includes vehicles such as phone, email and inperson face-to-face meetings. These same methods are used when communicating with
customers as well. In addition, Workforce Partnership takes advantage of technology and
social media with a website, Facebook page and a Twitter account. These can all be
accessed through our website at: www.workforcepartnership.com
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Job Seeker Service Delivery:
This section describes the delivery of services to jobseeker customers and how they are
aligned across programs.
Describe the local One-Stop delivery system established by the local board – The LWIB
of LA III has established three physical One-Stop centers at the following locations:
Wyandotte County Workforce Center
552 State Avenue, Kansas City, Kansas
Johnson County Workforce Center
9221 Quivira Road, Overland Park, Kansas
Leavenworth County Workforce Center
515 Limit Street, Leavenworth, Kansas
LA III has a full-service One-Stop Center in each of the area’s counties. All of these
centers provide the core services specified in the Workforce Investment Act Section
134(d)(2) and provide access to other programs and activities. Currently, the only
comprehensive One-Stop location certified by the Kansas Department of Commerce is
the Wyandotte County Workforce Center. The Johnson County Workforce Center is as
comprehensive as the Wyandotte County Workforce Center, but it does not have the
formal designation from the State. The Leavenworth County Workforce Center is not as
comprehensive as the other two locations, and the center is in a shared building with
KDCF.
All workforce centers in LA III are fully integrated between WIA and Department of
Commerce Programs - Wagner-Peyser, TAA and Veteran’s Programs. This integration is
fully described in the LA III Integration Plan. Even though the Leavenworth County
Workforce Center only has Wagner-Peyser funded staff on a part-time basis at this
location, the center operates under the Integration model.
Describe innovative service delivery strategies that have been or will be developed and
implemented by the LWIB – The LWIB of LA III has developed several innovative
service delivery strategies for serving customers.
a) The intake and assessment process is designed to meet individuals where they
are on their career path and guide them in a direction that will lead to prosperity.
Where an individual job seeker is on his or her career path determines the
services he or she will receive. As customers enter a Workforce Center for the
very first time, they are given a “Tour of Services” which gives them an
overview of the services available through the workforce system, including
partner services. Individuals with an already high skill set matching available
or high growth jobs and industries are directed to self-service and core-level
activities. These include but are not limited to, job search, job referrals,
workshops, labor market information etc. Individuals with low skill sets or with
skill sets that are not relevant in the labor market are directed to attend “WIA
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Orientation.” The WIA Orientation gives an overview of the WIA Adult and
Dislocated Worker programs, describes the services available through the
workforce system (including partners), and goes over other grants and funding
streams. Job seekers are then provided an opportunity to sign up with a Career
Advisor that will be their Case Manager. The Career Advisor provides
intensive services such as (but not limited to) case management, assessment,
counseling, etc. The Career Advisor also coordinates assessments with the
Assessment Team and coordinates needed training services as determined
through the Individual Employment Plan.
b) Workforce Partnership supports job seeker customers in acquiring the skills
needed for high-growth, high-wage occupations in several ways. Career
Advisors assess needs through the initial assessment process, during the
ongoing employment planning process, when assembling training plans, and
during job placement and retention activities. The goal is to complete WIA
activities related to employment and training. One support is transportation
through either mileage reimbursement or public transportation “tickets” and
“ride passes.” A second means of support is with childcare assistance. WIA
participants can receive up to $2.00 per hour for the first child and $1.00 per
hour for each additional child that is not attending school full time. A third
means of providing support is with needs-based payments. Needs-based
payments are available, on a case-by-case basis when deemed absolutely
necessary for the individual’s participation in or completion of her/his WIAfunded activities. They may include assistance with or payment of medical
expenses, transportation expenses, minor or major living expenses, rent or
housing expenses, clothing expenses, or ‘subsistence’ expenses. A fourth way
to offer support is with emergency support payments. Emergency payments are
paid to participants to cover a specific and extraordinary situation of need.
Examples include but are not limited to car repairs, car tires, car insurance,
health-care costs, clothing, utilities and rent.
Basic Remedial or Developmental Education includes educational services for
those in need of additional educational assistance to improve their general
competencies and develop their readiness for skill training or work. Basic
remedial education includes preparation for a high school equivalency
certificate or basic literacy skill (reading/writing) and bilingual education or
English as a second language (ESL). Basic developmental education includes
non-credit courses required to prepare people for vocational or technical
training such as pre-requisite courses. ABE is not offered via WIA funding as a
stand-alone activity, but it is offered in conjunction with other training services.
Johnson County Community College and Kansas City Kansas Community
College are the partners in LA III for providing this service.
c) To ensure that education and training activities result in employment or the next
level of education, Workforce Partnership uses local Labor Market Information
to determine occupations that are currently or projected to be in demand within
LWIA III. We strive to maximize customer choice in making decisions about
Local Workforce Investment Area III Integrated Workforce Plan
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which activities will best result in acquiring the skills needed to attain
employment or further education. The majority of our employer-directed
efforts are geared toward satisfying Workforce Partnership’s target industries
that are identified as high-growth and high-wage occupations. This ensures that
as our staff works with job seekers and assesses current skills and abilities, we
have strong relationships with the employers that are offering high-growth and
high-wage jobs.
d) Workforce Partnership will continue to strategically use resources to quickly
deliver innovative services. Workforce Partnership targets those training
programs that offer industry recognized credentials in less than one year of
training. We also seek out training opportunity projects that will mutually
benefit employers, job seekers and the community as a whole. Workforce
Partnership stakeholders continue to emphasize the importance of soft skills, but
not at the expense of technical skills. In today’s world, good employees need
both. Workforce Partnership will continue to put emphasis on those training
programs that incorporate a soft skills element into the training curriculum.
e) In previous years, the majority of Workforce Partnership’s training funding has
been used for classroom training in programs on our Eligible Training Provider
(ETP) list. Such training provides skills that employers and our education
partners tell us are needed. However, classroom vocational training may not
always provide training on all skills that are needed in the workplace. Workbased learning is an alternative that can better meet these needs. While
classroom training will always be a significant part of our repertoire of training
services, we are placing a greater emphasis on work-based learning. This
includes work experience, internships and Registered Apprenticeship
opportunities. Workforce Partnership will seek after grants to help support this
approach and will continue to look for ways to incorporate work-based learning
into our services. Stakeholders have also supported the idea of offering more
work-based learning opportunities such as Internships, OJT’s and Work
Experience. Stakeholders suggest that we should try to match the learning
styles of job seekers where we can and look for employer partners that are open
to those kinds of training models.
f) Workforce Partnership continues to offer summer youth work experience as a
viable service to those youth in the WIA Youth program. Workforce
Partnership has offered youth a Computer Camp each of the past three years.
This partnership between JCCC and KCKCC gives program participants the
chance to earn money in the form of a stipend while learning real-world skills.
Participants are then awarded industry-recognized credentials. Workforce
Partnership is looking to replicate this same youth work-based learning model
in the Bioscience and Manufacturing industries.
Services to State Target Populations – Staff who work under all the programs described
in this plan will work together to ensure that customers who need a broad range of
Local Workforce Investment Area III Integrated Workforce Plan
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services receive them. Partners in all the programs have agreed to train staff to make
them aware of all the programs and services available to customers in the workforce
system. Below is a discussion of how Workforce Partnership will address specific needs
of targeted sub-populations.

Unemployment Insurance claimants – Unemployment Insurance (UI) claimants
are those individuals that are currently receiving UI benefits or have exhausted UI
benefits. Claimants most in need of reemployment assistance are identified
through the Worker Profiling Reemployment System (WPRS) during the initial
claims process. The system analyzes the claimant’s characteristics and assigns a
score to each claimant forecasting their probability of exhausting benefits.
Claimants most likely to exhaust (score of 56% or higher) are placed in a pool for
staff to schedule in for services. Re-Employment Services (RES) claimants are
scheduled for an appointment and report to the workforce center. They are
provided the following mandatory activities and reemployment services:
 KANSASWORKS Registration - Most claimants are automatically
registered in KANSASWORKS.com when they file a claim. However, if the
claimant is not already registered, staff assistance is offered to help them
register.
 Service Re-employment Orientation - Staff provide an introduction to the
workforce center to include instruction on using self-help tools.
 Initial Assessment – Staff provide an initial assessment of the claimant’s skill
level, aptitude, ability, supportive service needs and eligibility for federally
funded programs in general, and specifically USDOL funded programs.
 Individual Employment Plan – In coordination with the claimant, staff
develop a written Individual Employment Plan (IEP) matched to the
claimant’s needs based on information gathered during the Initial Assessment.
Other Mandatory Services - Any activity the staff member considers essential for
the claimant to become reemployed may be added to the customer’s service
record as a mandatory service. This may include activities such as the following:
 participation in workshops;
 referrals to other service providers such as WIA; and
 accessing O*Net Interest Profiler to determine career interests, skills and
work values, explore occupations and establish educational strategies.
The Reemployment and Eligibility Assessment (REA) program is similar to RES,
however, in LA III it is only available at the Johnson County Workforce Center.
Claimants with a WPRS score of 40 to 55% are placed in a pool for staff to
schedule in for services. REA staff provides one-on-one services to claimants
including a KANSASWORKS registration, service re-employment orientation,
initial assessment and individual employment plan. REA staff also review job
seekers’ UI eligibility and work closely with Kansas Department of Labor staff to
address any UI issues. REA staff provides core and intensive services and refer
Local Workforce Investment Area III Integrated Workforce Plan
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REA customers to any services needed to reduce barriers to employment.
Additionally, REA claimants are required to follow-up with staff every 30 days
until they are reemployed or are no longer receiving UI.

Long-Term Unemployed – Long-term unemployed (LTU) individuals are defined
as having been unemployed more than 26 consecutive weeks. These individuals
will have a priority of training services when training funds are limited and there
is an excess of applicants seeking eligibility under the Adult Exception category.
LTU individuals are also a top priority in other grants and funding streams and
will continue to be a priority for Workforce Partnership.

Under-employed – Under-employed individuals have a job, but usually have a
skill set higher than the requirements of their current job. We offer extended
hours, outside of normal business hours, that allows currently employed job
seekers an opportunity to search for work and receive services.

Dislocated Workers – Dislocated workers are those individuals that have been
laid off from their previous occupation and could include trade-impacted
dislocated workers as well as displaced homemakers. When LA III is notified
about a mass-layoff or a company closing, Workforce Partnership has a Rapid
Response team that will meet with employees being laid off. Rapid Response
participants are informed of the various programs and services available through
the Workforce Centers and are given information on how to file for
unemployment benefits. As other dislocated workers (not part of a Rapid
Response event), enter the workforce system they are also informed of available
programs and services. The intake and assessment process then identifies
individuals as good candidates for the Trade Adjustment Assistance (TAA)
program or for the WIA Dislocated Worker program. Dislocated workers
generally have transferable skills and when appropriate, Workforce Partnership
seeks to place dislocated workers into similar positions as quickly as possible.
Our Business Services Team works with hiring employers to let them know about
available job candidates and skill sets of dislocated workers. The LWIB places a
high priority on transitioning dislocated workers off UI as quickly as possible.

Low-Income Individuals - Low-Income Individuals are given priority access to
intensive and training services. Low-Income Individuals are defined as follows:
 An individual who receives, or is a member of a family that receives, cash
payments under a Federal, state or local income-based public assistance
program;
 An individual who received an income or is a member of a family that
received a total family income for the six (6) month period prior to application
for the program involved (exclusive of unemployment compensation, child
support payments, and public assistance payments and old age and survivors
insurance benefits received under section 202 of the Social Security Act) that,
Local Workforce Investment Area III Integrated Workforce Plan
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in relation to family size, does not exceed the higher of (i) the poverty line,
for an equivalent period or (ii) 70% of the lower living standard income level
for an equivalent period;
 An individual who is a member of a household that receives (or has been
determined within the six (6) month period prior to application for the
program involved to be eligible to receive) food stamps pursuant to the Food
Stamp Act of 1977;
 An individual who qualifies as a homeless person per section 103 (a) and (c)
of the McKinney Act;
 A foster child on behalf of whom state or local government payments are
being made;
 An individual with a disability whose own income is at or below poverty level
or 70% of the lower living standard or receives cash payments under a public
assistance program, but who is a member of a family whose income does not
meet such requirements.

Migrant and Seasonal Farmworkers – All of Workforce Partnership’s efforts to
reach or obtain information about Migrant and Seasonal Farm Workers (MSFW)
will be accomplished through contact with agencies or community-based
organizations known to farm workers in this area and those local agencies that
specialize in services to MSFWs. Workforce Partnership will work closely with
SER Corporation to fulfill the requirements of the memorandum of understanding
between Workforce Partnership and SER in identifying and providing services to
MSFWs. MSFWs have access to the same assessment tools available to all OneStop system customers, including personal interviews and assessment tools (both
computer-based and pencil/paper). Workforce Partnership will assess all
applicants for previous agricultural employment during the past two years during
intake. In addition to being offered the full range of employment services
available through the One-Stop Career Center, applicants responding positively to
this assessment will receive referrals to local MSFW service providers for
specialized services. Workforce Partnership will cooperate with SER Corporation
to insure that MSFWs receive the full range of services provided by the workforce
system.

Veterans – Veterans are given priority access to intensive and training services.
Covered veterans include the following individuals:
 A veteran;
 Active military who are within 180 days of separation/retirement; and
The spouse of any of the following individuals:
 Any veteran who died of a service-connected disability;
Local Workforce Investment Area III Integrated Workforce Plan
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 Any member of the Armed Forces serving on active duty who, at the time of
application for assistance is listed, and has been so listed, for a total of more
than 90 days as:
 missing in action,
 captured in line of duty by a hostile force, or
 forcibly detained or interned in line of duty by a foreign government or
power;
 Any veteran who has a total disability resulting from a service-connected
disability; or
 Any veteran who died while a disability so evaluated was in existence.
This veterans priority system applies across all WIA-funded programs including
dislocated worker, youth, fifteen percent (15%) statewide activity programs, and
National Emergency Grants.
If severe funding shortages result in the implementation of a waiting list, and a
rank ordering within the population of veterans become necessary, the following
order of priority will be applied:
 Special disabled veterans;
 Other disabled veterans;
 Other eligible veterans in accordance with priorities determined by the U.S.
Department of Labor; and
 Certain spouses and other eligible persons.
As required by WIA Section 168, employment and training programs will be
provided to the following targeted groups of veterans:
 Veterans who have service connected disabilities;
 Veterans who served on active duty in the armed forces during a war or in a
campaign or expedition for which a campaign badge has been authorized;
 Recently separated veterans; and
 Veterans with significant barriers to employment.
Each Workforce Center in LA III employs dedicated veterans staff. They assist
Workforce Center Representatives in identifying qualified veterans as early as
possible in the service, intake and assessment process to ensure priority service
provision to qualified consumers. The Local Veterans Employment
Representatives (LVER), Disabled Veterans Outreach Program (DVOP) staff, and
all other Workforce Center staff maximize employment and training opportunities
for veterans and other covered persons, with priority given to disabled veterans
and veterans of the Vietnam Era by giving them preference over non-veterans in
the provision of employment and training services. Veteran status is captured at
intake in the Kansas Job Link and Kansas Service Link systems.
Priority of service to veterans will be provided and applied within the context of
existing priority of service policies, operational procedures, and related work
processes, noted in above and elsewhere within this Plan. Provided an individual
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25
applicant meets basic WIA eligibility and registration criteria, a covered veteran
will receive first priority for intensive and training services, in advance of all
other individuals that fall within the same priority of service population.

Individuals with Limited English Proficiency – Accommodations or special
arrangements for persons with limited English speaking capabilities will be made
available at all Workforce Centers. Such accommodations or arrangements may
include, but are not limited to English translation and making WIA information
available in other languages.

Homeless – Homeless individuals automatically qualify as Low-Income and have
priority access to intensive and training services. Homelessness is also one of the
additional “barriers” for eligibility requirements under the WIA Youth program.
Goodwill of Western Missouri and Eastern Kansas also serves this population
with additional services as a co-located partner.

Ex-Offenders – Workforce Partnership assists ex-offenders in seeking and
securing employment by utilizing appropriate labor exchange services, and by
accessing specialized incentives such as the Federal Bonding Program (FDP), and
the Work Opportunity Tax Credit (WOTC). Workforce Partnership has certified
staff that is specially trained to work with this population by the Offender
Workforce Development Specialist certification.

Older Workers – Older Workers, those aged 55 and older, have priority access to
intensive and training services. All Workforce Centers also conduct a “Mature
Workers Roundtable” that allows Older Workers to network job opportunities and
discuss overcoming common barriers to employment.

Individuals Training for Nontraditional Employment – Workforce Partnership has
always promoted nontraditional employment and will continue to look for
opportunities to break stereotypes in industries and occupation. Workforce
Partnership will use labor market information as well as real-work world
examples of nontraditional employment to promote nontraditional employment.

Individuals with Multiple Challenges to Employment – Many of the job seekers
that we serve already have multiple challenges and barriers to employment.
Workforce Partnership always counsels individuals by looking at not only a
person’s employment situation, but also their life situation as a whole. Career
Advisors then works out an Individual Employment Plan that is realistic and
achievable based on the life situation. Workforce Partnership has always had this
approach and will continue to have this robust approach to serving job seekers
with multiple challenges to employment.
Accommodations or special arrangements for persons with a disability will be made
available at all Workforce Centers. Such accommodations or arrangements may include,
but are not limited to TTY/TDD access, sign language interpretation, computer
technology and other one-on-one customer assistance.
Local Workforce Investment Area III Integrated Workforce Plan
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Workforce Partnership will use all available resources in order to provide situationalspecific assistance where necessary. LA III continuously works with the social service
agencies located in the local area that provide services to persons with disabilities to
assure access to WIA programs.
To improve services to and employment outcomes for individuals with disabilities,
Workforce Partnership has partnered with Kansas Rehabilitation Services (KRS). Access
to KRS will be available through all three (3) Workforce Centers. Workforce Partnership
plans to work with KRS staff as individuals with disabilities are served. Our Career
Advisors and Business Service Team will work closely with KRS staff to develop job
opportunities with businesses, provide job counseling to job seekers and assist in
placement for individuals with disabilities. With almost 10% of the LA III having a
disability, this will continue to be a target population that we serve.
Youth Services:
In January 2012, Kaiser Group Inc. was selected by the LWIB on a recommendation
from the Youth Council, to be the WIA Youth Program operator serving all of LA III.
This selection was part of a competitive procurement and the WIA Youth Program
contract became effective on July 1, 2012.
The LA III Youth Council and community stakeholders believe that the WIA Youth
Program should focus on serving out-of-school youth. Workforce Partnership partners
with area high school as the primary provider of services for in-school youth. Based on
community feedback, Workforce Partnership will work more closely with high schools to
provide career-planning services for Juniors and Seniors as well work with those that
develop high school curriculum. Today’s youth need good information to make sound
vocational and educational choices and Workforce Partnership can play a key role in
providing that information.
Orientation to Workforce Partnership’s WIA Youth Program is provided in a variety of
venues and through a variety of media. Orientation messages are crafted and presented
such that they avoid the use of acronyms and programmatic jargon to ensure that our
typical target candidate more readily grasps WIA Youth Program entry requirements and
the benefits offered through participation.
Information is shared by Youth Career Advisors in one-on-one interactions, through
appearances at a host of community events, and through word-of-mouth. Presentations
and orientations are held at local high schools, onsite at Workforce Centers,
churches, parades, job fairs, community events and at community-based
organizations. These sessions provide on an overview of the program and the benefits of
participation, and Youth Career Advisors also review eligibility criteria and participant
rights and responsibilities should youth eventually enrolled in the WIA Youth
program. Workforce Partnership’s Youth Program also maintains a Facebook page to
publicize program benefits, announce initiatives and upcoming events, and to reach-out
to potential participants.
Local Workforce Investment Area III Integrated Workforce Plan
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These strategies ensure we reach a broad cross-section of young people from targeted
economic backgrounds, and representing a racially and ethnically diverse spectrum. In
our experience, potential program recruits tend to fall loosely into the following primary
categories: those that self-refer or “walk-ins,” those referred by a partner agency or
institutions such as Job Corps outreach and admissions and those contacted via general
outreach in our communities at-large or via electronic means. Youth Career Advisors
interact regularly with local community-based leaders, school principals, social workers
and counselors to keep them abreast and aware of general eligibility criteria, and to
continually remind them about the opportunities available that can benefit area youth.
Eligibility Determinations for WIA Youth program services are rendered according to
WIA statutory requirements, its implementing regulations, and in accordance with
applicable State and LWIB policies. Youth Career Advisors also coordinate appropriate
services with Job Corps staff. Job Corps is a co-located partner and joint service
strategies are developed as appropriate with youth participants.
The mix of program elements recommended in a given youth case is driven by the
Objective Assessment (OA) process. All Youth participants who ultimately are deemed
eligible undergo an OA to determine their unique needs. The OA examines academic
levels, skill levels, and the service needs of each participant, and includes an evaluation
of basic skills, occupational skills, prior work experience, general employability and job
readiness, interests (personal and professional), aptitudes (including interests and
aptitudes for nontraditional jobs), supportive service needs, and developmental needs.
Each youth participant undergoes an OA, which results in the assembly of an Individual
Service Strategy (ISS) developed with input from all pertinent parties, e.g., applicant,
parent/guardian, Youth Career Advisor, and partner agency staff. The ISS details
services and program elements to be applied, timelines, goals and objectives. The ISS is
built upon information collected during intake interviews and the OA process. It includes
identification of strengths and impediments to employment and educational success, and
details which of the program elements to be applied in a given case. ISS action plans are
attached to specific goals, objectives and proposed timelines, and it is continually
revisited, updated, and revised as necessary to support participants on a positive path for
employment or further education.
To avoid duplication, the OA and/or ISS procedures may be abbreviated or waived if a
participant has recently undergone a substantially similar assessment and action planning
process formulated by and with another community organization, or a partner agency.
Tutoring
Basic skills are assessed during intake and enrollment into the Youth program using the
CASAS diagnostic assessment (specifically, the electronic version, or “e-CASAS”), and
subsequently the TABE instrument as necessary and appropriate based on results of the
aforementioned CASAS diagnostic. Tutoring assistance is provided to improve school
performance, for youth who are in school and to enhance overall basic skills
functioning. Youth Career Advisors use assessment results—as well as grade reports or
counselor feedback for in-school youth—to construct ISSs that directly address the
Local Workforce Investment Area III Integrated Workforce Plan
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educational and basic skills area(s) needing improvement. Youth Career Advisors work
with each youth individually to set a weekly study schedule. Students are presented
learning opportunities utilizing a variety of modalities including standard paper and book,
internet-driven computerized assignments, and learning activities requiring the
development and proficiency of problem solving skills necessary in today’s competitive
employment market. Services are generally delivered onsite in the Workforce Center
Youth rooms, but off-site staff support is offered where unique needs require
such. Referrals to existing Tutoring programs are also appropriate in certain instances.
Alternative Secondary School Education Options
Based on the needs and desires of a given youth participant, Youth Career Advisors may
suggest participants pursue actual High School Degree completion. Youth may be
referred back to their assigned High School for further counseling. If that is not a
workable solution, Youth Career Advisors then refer youth directly to an alternative
degree completion program. Each of our counties has unique offerings for alternative
secondary schooling with whom we have collaborated, such as The Guidance Center, and
LEAP (Leavenworth County); Step-Up, HOPE, Project SOAR, and Horizons, (Johnson
County); REACH 500, On-Track, Gracious Promise, and Quest Learning (Wyandotte
County); and Insight Schools (online, Statewide), to name a few of the more frequently
used options available.
Workforce Partnership offers targeted assistance onsite at each Workforce Center for
improving overall educational achievement. Using e-CASAS and TABE assessments
results, Youth Career Advisors can develop an instructional road map for each
customer. These services frequently serve as gateways into formal GED Preparation
programs at our Workforce Centers and Adult Education Partner sites - those being
Kansas City Kansas Community College and Johnson County Community College.
Summer Employment Opportunities Linked to both Academics and Occupational
Learning
Summer activities are a component made available to all participating youth based on
individual needs and interests.
The Summer Computer Camp project offers a particularly unique, challenging and
rewarding summer experience for the local area youth. These projects combine hands-on
hard- and soft-skills instruction that leads to the successful attainment of marketable
credentials, and it produces substantial rates of individuals entering unsubsidized
employment and/or furthering their education at the post-secondary level.
Relationships established by our Business Services Team ensure solid employer
engagement and in turn helps to create opportunities for work-based activities and work
placements for our WIA Youth program participants.
Work Experience, both paid and unpaid, including job shadowing and internships
Work Experience and job shadowing assignments are paid and unpaid, and can occur in
the public or private sector. The principal aims of such an activity are to increase the
participant’s self-esteem and self-confidence, to expand his/her job-specific skills and
Local Workforce Investment Area III Integrated Workforce Plan
29
professional references, and to develop work maturity and basic world-of-work
awareness. The actual length of the assignment shall be for a reasonable amount of time
based upon the needs of the participant, and are documented within their ISS.
Assignments are time-limited to 6 months or 500 hours, whichever limitation is met first,
and participants are paid at least the Federal minimum wage. Formal work site
performance evaluations are completed at the conclusion of assignments, and
performance check-ups are conducted during various points of the Work Experience
activity as well.
Worksites are provided a general orientation and a Worksite Supervisor’s Manual. Youth
Career Advisors regularly monitor the activity to ensure adequate supervision and safe
working conditions are in place; apprise the participant and work site personnel of
Complaint/Grievance Procedures; ensure accurate completion and timely submission of
participant time sheets; inform work site personnel of emergency procedures and
Workers Compensation Coverage procedures; provide participant-centered orientations;
be available for consultations with supervisors and/or the participant at the work site
whenever needed; and, ensure that precise time keeping and payroll records exist to
support payment of wages.
Relationships developed by the Business Services Team ensure employer engagement
and in turn helps to create opportunities for work-based activities and work placements
for youth participants.
Occupational Skill Training that provides specific and measurable skill sets
The need for training services is based on assessment results and individual needs. All
training endeavors are incorporated into participants’ ISSs. In counseling youth on career
pathways and training options, Youth Career Advisors ensure that choices are ultimately
guided by local labor market demand and the LWIBs target industries list. In addition to
target industries, certain select occupations may also be appropriate. We also partner
with agencies such as Youth Build and Job Corps to assist with training possibilities to
enhance employability skills and options.
Leadership Development Opportunities
Leadership is modeled by our Youth Career Advisors at all points during intake,
enrollment and participation. Participants are also provided direct lessons, exercises and
workshops centered on leadership concepts and values.
Workforce Partnership offers periodic and recurring leadership-themed workshops for
participants at the Workforce Centers. Topics include making positive choices in the face
of what are sometimes overwhelming negative influences present in certain troubled
communities, as well as from peer groups, developing one’s mind and critical thinking
abilities, effective problem-solving and anger management.
The aforementioned Computer Camp also incorporates extensive instruction on
leadership awareness and related practices. Topics include becoming aware of and
developing one’s honesty, integrity, and dignity, and recognizing and respecting these
same traits in others, at home, at school, and in a work setting. Other subject matter
Local Workforce Investment Area III Integrated Workforce Plan
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includes developing credibility, influencing others in a positive and constructive fashion,
and forming trust.
Workforce Partnership also hosts occasional focus groups, where participants themselves
shape and lead discussions about our Youth program in all its aspects, from effective
outreach and recruitment, to specific service offerings and participation incentives.
Supportive Services
Supportive Services are available to enable participants to successfully complete their
ISSs and related activities. In the absence of alternative resources, support service
payments can be made to cover financial needs of a participant that, if unmet, would
prevent that participant from successfully completing his/her action plan. Supportive
services may include but are not limited to the following:
 Transportation assistance
 Childcare
 Dependent care
 Housing assistance
 Emergency or needs-based/needs-related payments that are necessary to enable
the individual to participate and successfully complete WIA-funded activities
As noted above, the purpose of supportive services is to provide a resource to address
certain barriers to the completion of a WIA activity.
Adult Mentoring
Mentoring, when built on collaborative relationships with good communication, trust,
and respect, is effective in supporting, developing and retaining our youth
participants. Mentoring services are to some degree provided by our Youth Career
Advisors themselves, who have the most direct, one-on-one contact with participants.
Youth also receive mentoring in a less structured setting than is encountered in school, in
the Youth room with their Youth Program Instructor.
We partner with several agencies in the local area to deliver mentoring services. These
agencies include Gear Up, Young Women on the Move, YMCAs , Health Departments,
Connections-To-Success, and The Wellmaker Connection.
Comprehensive Guidance and Counseling
Youth Career Advisors typically give advice on peer pressure, family strife, safe-sex, and
substance abuse. Certain interpersonal, social and familial struggles, however, require
reliance on partner agencies such as AYS, Health Departments, homeless hotline
numbers, United Way, SRS, MOCSA (sexual assault hotline), and SOS youth hot line.
These agencies have expertise better suited to address issues, which might include
substance abuse, domestic and sexual violence or abuse, and emotional and behavioral
health and well-being. The local Regional Prevention Centers at KCKCC, Mirror Inc.
and the local health departments are an invaluable resource for substance abuse
awareness, intervention and counseling. State and local shelters and hotlines assist with
abuse situations. And, several county and community-based behavioral health care
agencies and contractors assist with emotional and behavioral challenges. Referrals to
these sorts of services are available during active program participation and during the
follow-up period.
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Follow-up services for a minimum of 12 months
Follow-up services are provided to all youth participants to help assure long-term success
in their post-program endeavors. The nature and scope of follow-up activity is based on
the needs of each participant. Follow-up services include but are not limited to periodic
contacts with customer and/or employer to discuss job and career challenges and to
propose potential solutions. Contacts may be in-person or electronic (e.g., text messages,
e-mails, telephone calls, blog entries, or e-messages posted on personal social media sites
or web pages, where such postings are accessible, approved and appropriate). E-mail
messages and targeted “blasts” are sent to announce events such as hiring events, career
expositions and community fairs, or other general Workforce Center initiatives. Other
follow-up services include job retention, counseling, problem solving and general
mentoring, assessment of current needs and provision of necessary and appropriate
supportive services, and re-engagement into active program participation as may be
necessary and appropriate.
Local Workforce Investment Area III Integrated Workforce Plan
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Services to Employers Including Registered Apprenticeship Sponsors:
Workforce Partnership’s Business Services Team (BST) functions as an extended arm of
individual companies, both large and small. The highly skilled BST mirrors the targeted
industries in our local area. As part of our integrated model to coordinate efforts of
multiple programs, BST members are comprised of both WIA-funded and Wagner Peyser
funded staff. BST members are professional industry experts who have solid HR
experience, industry knowledge, and experience with recruiting, hiring, training and
termination practices.
BST members represent the entire workforce system in LA III, not just one particular
funding stream or program. Our dedicated business services are designed to deliver
results to the business customer. BST members assist with a variety of business needs,
including developing hiring plans, creating job descriptions/requirements, posting job
openings, job seeker recruitment, resume searches, screening and referring potential
candidates, determining and conducting appropriate assessments, determining marketcompetitive salaries, assisting with tax incentives, developing On the Job Training (OJT)
opportunities, creating internships, creating registered apprenticeship opportunities, and
identifying appropriate training needs as well as funding solutions.
The workforce system currently represents a tight connection between businesses, BST
members (comprised of Industry Specialists and Recruiters), job seekers, and the
Welcome and Skill Development teams that interact with job seeking customers. Job
referrals are one visible result of a well-choreographed process among all of these
players. Focus on the business customer establishes the business needs as primary, and
the recruitment of qualified candidates to meet business customer demands as the
principal objective. Welcome and Skill Development team efforts are focused on
preparing the job seeker to qualify for hiring demands. The job referral is where these
activities intersect, and provide the ultimate product of the Workforce Centers – qualified
candidates to meet business demands.
BST members meet on a semi-monthly basis to discuss employers and hiring needs.
Economic Development representatives participate in these meetings and help inform
Workforce Partnership of businesses projected to move into the region. BST members
also gather business, industry and hiring trend information on a regular basis. This
information is analyzed and discussed at LWIB meetings in order to make efficient use of
local area resources and strategically align programs. Members of the business
community are encouraged to participate on board teams, even if they are not official
members of the LWIB. Businesses are very active in the LA III workforce system, and
they will continue to play a large part in designing our workforce system.
Local Workforce Investment Area III Integrated Workforce Plan
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Trade Adjustment assistance (TAA):
Trade Adjustment Assistance (TAA) is a federally funded program that helps workers
who have lost their jobs as a result of foreign trade. Kansas Department of Commerce
Staff provides core and intensive reemployment assistance services through LA III
workforce centers including career counseling, job development, job search assistance,
resume preparation, testing, occupational and labor market information, assessment,
referrals to employers and supportive services.
Under the integrated services model, TAA representatives work with WIA funded staff
during rapid response events when layoffs occur and a TAA petition has been filed.
Assessments are then made based on initial applications and information about
participants. Participants are then directed to specific programs such as TAA or the WIA
Dislocated Worker program, and participants are co-enrolled as appropriate. If
participants need training to updates skill and if they meet the six criteria for TAAapproved training, then TAA funds are utilized to support training endeavors. If the six
criteria are not met, then participants are referred to the appropriate programs for job
search, training and placement services.
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Other Specific Requirements:
In October 2010, the LWIB of LA III issued a Request for Proposal (RFP) for Title 1-B
Adult and Dislocated Worker Programs and One-Stop Operator. As the result of
competitive selection, Kaiser Group Inc. was selected for Title 1-B Adult and Dislocated
Worker Programs and One-Stop Operator.
The LWIB and Chief Elected Officials Board (CEOB) have designated Local Workforce
Investment Area III, Inc. to serve as the administrative entity and fiscal agent for Area III.
The LWIB and CEOB have determined that Board staff should assume these roles. To
ensure appropriate fiscal controls and segregation of duties, the LWIB selected the
accounting firm of Allen, Gibbs & Houlik, L.C., as part of a competitive procurement, to
serve as the fiscal entity responsible for making payments and handling funds.
Policy and Procedures for Implementing the Branding Policy:
LA III is committed to building and leading a workforce development system that
produces a high quality workforce capable of meeting the changing needs of employers
in the Kansas City area. Among its guiding principles is that it is system-focused,
reflecting the idea that no one program, funding source, or organization can meet the
area’s broad range of workforce needs, and that programs are more effective if they work
in concert to respond to these needs.
The Board has established Workforce Partnership as the brand name for this system. The
Workforce Partnership name and logo are used to describe the system and the services it
makes available, regardless of the location of the service, how it is funded, or the partner
organization providing the service. The LWIB views this approach as a critical step in
uniting service providers and integrating services into a seamless, comprehensive,
solution-based approach, with a singular identity. The shared identity serves to foster
collaboration among partners, and allows all partners to benefit from the LWIB’s
outreach activities.
Partners look to the LWIB for leadership, and Workforce Partnership is becoming a
recognized name synonymous with workforce expertise and quality services. Continuing
to promote the system under the Workforce Partnership name is a necessity, based on the
ever-increasing recognition we are garnering within our local communities. However,
we also recognize that we are part of broader regional and statewide workforce systems,
and we intend to leverage efforts to promote those systems to increase utilization of our
services and awareness of our ability to contribute to personal and business prosperity.
The LWIB is committed to participating in broader systems’ branding through cobranding and cooperative outreach efforts that communicate both brands.
The following discussion explains how LA III will comply with the specific required
elements of State Policy #3-30-00.
A. Full adoption or working in partnership – LA III is committed to working in
partnership with the KANSASWORKS brand.
Local Workforce Investment Area III Integrated Workforce Plan
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B. Application to all locations – LA III will utilize the KANSASWORKS brand in
all locations, publications, and outreach messages.
C. Specific elements
Exterior signs - Johnson County, Leavenworth County and Wyandotte County
signs have signs incorporating the KANSASWORKS logo.
The phrase “in partnership with” and the KANSASWORKS logo have been
incorporated into the mobile unit graphics.
Interior signs – Interior signage includes the “in partnership with
KANSASWORKS” branding based on the signage space available in each
location. In each location, signage with the partnership language has been placed
in reasonable proximity to existing Workforce Partnership signage, in a manner
that meets the relative size requirements of the KANSASWORKS brand
standards.
Letterhead – The KANSASWORKS logo and the partnership language has been
incorporated with all letterhead.
Business Cards – Business cards incorporate the “in partnership with
KANSASWORKS” language and logo. All staff use these cards.
Flyers/brochures – As Workforce Partnership produces brochures promoting
system’s services to jobseekers and employers, these brochures incorporate the
KANSASWORKS logo with the partnership language.
Publications – The LWIB’s strategic goals include the development of new
publications, such as an annual report. All publications will include the
KANSASWORKS logo and the partnership language on the title page and/or the
back cover. Newsletters and similar publications will also incorporate the logo
and accompanying language.
Other printed materials – The “in partnership with KANSASWORKS” language
will be included on all publications and in all news releases.
Television ads – There are no plans at the present time for television advertising.
Should sufficient funding to support television advertising become available, the
“in partnership with KANSASWORKS” language will appear graphically will be
included whenever the Workforce Partnership logo is used.
Radio ads – There are no plans at the present time for radio advertising. Should
sufficient funding to support radio advertising become available, references to
Workforce Partnership will be accompanied with the required partnership
language.
Local Workforce Investment Area III Integrated Workforce Plan
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Web site – Workforce Partnership maintains www.workforcepartnership.com as
the primary web site for the workforce system in LA III. That site has been
redesigned, the KANSASWORKS logo and the partnership language is featured
prominently. The logo and language has been placed on the home page in a size
that is compliant with the brand standards and in a position that allow them to be
viewed easily. The site also has a prominently placed link to
KANSASWORKS.com.
Billboards – There are no plans at the present time for billboard advertising.
Should sufficient funding to support billboard advertising become available, the
“in partnership with KANSASWORKS” language will appear graphically will be
included whenever the Workforce Partnership logo is used.
Other outreach/public relation efforts – The KANSASWORKS logo will be
incorporated as follows:





Name tags include “In partnership with KANSASWORKS” branding.
Uniforms are no longer required. Work shirts and attire have the “In
partnership with KANSASWORKS” branding included.
Speaking engagements: an explanation and description of
KANSASWORKS and our relationship will be included as part all
presentations.
Job Fairs: Information about KANSASWORKS has been made
available and signage includes the “In partnership with
KANSASWORKS” branding.
Media and public relations: All news releases will include a standard
paragraph stating that Workforce Partnership is part of the
KANSASWORKS network, and that services are provided in partnership
with KANSASWORKS.
Policy and Procedures for Implementing Integration Policy:
LA III is also fully committed to Integration between the WIA and Wagner-Peyser
funding streams. Our plan to integrate those funding streams can be found in our
Integration Plan Attachment – Attachment E.
Policy and Procedures for Implementing Training Expenditure Monitoring Policy:
The nature of our budget and strategic decisions made by the LA III LWIB will make it
difficult to meet the 40% benchmark of WIA Adult and Dislocated Worker funds spent
on training set by the State. It is our understanding that this policy is a monitoring policy
designed to assess how local areas are similar, but also how they differ in strategic
approaches. In LA III, the approach is to use WIA funds as a means of supporting the
workforce system, so a larger percentage of other grants and funding streams can be
spent directly on client services. This approach is consistent with our integrated model of
programs and funding streams. The LWIB directs our contractor to spend at least 20% of
their WIA Adult and Dislocated Worker budget on direct client services. The LWIB has
Local Workforce Investment Area III Integrated Workforce Plan
37
a target of 15-20% of total local area WIA Adult and Dislocated Worker funds to be
spent directly on client services – training and supportive services both included.
LA III Performance Levels for the last three years can be seen in Table 5:
Table 5
Adult Entered Employment Rate
Adult Retention Rate
Adult Average Earnings
PY 2011
Goal
Actual
70.0%
67.1%
84.0%
83.8%
$12,500
$12,691
PY 2010
Goal
Actual
70.0%
58.3%
84.0%
79.9%
$12,500
$12,281
PY 2009
Goal
Actual
83.0%
58.4%
89.5%
81.8%
$13,000
$11,305
DW Entered Employment Rate
DW Retention Rate
DW Average Earnings
80.0%
87.0%
$15,700
76.6%
88.8%
$18,912
80.0%
87.0%
$15,700
66.8%
83.3%
$17,145
90.0%
92.0%
$16,000
67.6%
89.5%
$17,716
64.0%
52.0%
42.0%
68.9%
52.9%
46.0%
64.0%
52.0%
42.0%
68.9%
53.3%
47.3%
63.0%
52.0%
32.0%
53.1%
42.1%
32.8%
Youth Placment in Emp. Or Edu.
Youth Attainment of Deg. Or Cert.
Youth Literacy and Numeracy Gains
Policy and Procedures for Local Monitoring:
The LA III LWIB has monitoring policies in place that coincide with those monitoring
policies developed by the Kansas Department of Commerce Workforce Compliance and
Oversight Unit.
The results of monitoring activities will serve as a functional management tool for
maintaining the quality of programs and will ensure that Workforce Investment Act
Funds are used as intended.
The Director of System Performance will maintain oversight of the performance and the
operations of its various programs under the Workforce Investment Act. The LA III
LWIB may choose to hire additional staff in the future to assist with monitoring
activities. It will ultimately be the responsibility of the Director of System Performance
to ensure the completion of the monitoring duties.
In performing the internal monitoring duties, the Director of System Performance will
maintain complete objectivity and independence in completing the monitoring tasks. The
Director of System Performance reports directly to the Executive Director of the LA III
LWIB.
The scheduling of the monitoring activities may vary due to the size or scope of the
program activities being reviewed. The Director of System Performance may choose to
monitor particular subject(s) more frequently if deemed necessary.
Each program year, the following activities of the WIA Program will be monitored on a
quarterly basis:
Local Workforce Investment Area III Integrated Workforce Plan
38
Table 6
First Quarter (July – Sept)
OJT – Adult and Dislocated Programs
Customer Satisfaction
Contract Reviews–Incumbent and
Customized
Fiscal/Procurement/Program Costs
Contract Performance Standards
Third Quarer (Jan – Mar)
Youth File Review
Data Validation – Youth
Work Experience – Youth
Fiscal/Procurement/Program Costs
Contract Performance Standards
Second Quarter (Oct –Dec)
Adult/Dislocated File Review/Elig
ITA Process Review
Data Validation –Adult and Dislocated
Enrollment Totals for Integration
Fiscal/Procurement/Program Costs
Contract Performance Standards
Fourth Quarter (April – June)
One-Stop Delivery System
LEOB/LWIB and Youth Council
Enrollment Totals for Integration
Grievance/EO
Fiscal/Procurement/Program Costs
Contract Performance Standards
Reviewing documentation includes case files and participant information in
KansasWorks. This information is reviewed to ensure that Local Area III has no
disallowed costs, and that all WIA programs are administered in compliance with all
Federal and State guidelines.
Upon the completion of the monitoring activities, the Director of System Performance
summarizes the monitoring material and submits a final report to the LA III Executive
Director. Once the Executive Director has reviewed and commented on the Quarterly
Monitoring Report the Executive Director will approve/disapprove, sign and return the
report to the Director of System Performance. After receiving the signed Quarterly
Monitoring Report the Director of System Performance will take the appropriate action as
specified in the report concerning recommendations and/or corrective action.
Director of System Performance will address all issues in writing with staff, service
providers and anyone else that may be involved in a monitoring resolution. A complete
explanation as to any findings that need to be changed or corrected will be explicitly
addressed.
The Monitoring reports are presented to the LWIB and the CEOB at each quarterly
scheduled meeting.
The Director of System Performance will notify the appropriate service provider staff of
upcoming monitoring activities. The Director of System Performance will work with the
service provider staff to schedule times and locations of monitoring activities.
The Director of System Performance will use monitoring guides and checklists that have
been developed and are consistent with the information provided by the State Workforce
Compliance and Oversight Unit. These guides and checklists will be used as
documentation as well as other documents provided by the service provider.
Local Workforce Investment Area III Integrated Workforce Plan
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Should findings be found, the Director of System Performance will outline the corrective
action needed by the service provider along with timelines for the corrective action.
Appropriate actions and timelines will be issued based on the severity of each finding.
The maximum time allowed for the resolution of problem areas is 90 days. At that time
the Director of System Performance will follow-up to see if the problem has been
resolved. A written report on resolution or lack of resolution of the problems will be
prepared by the Director of System Performance, which will be sent to the Executive
Director, and a copy placed in the Monitoring file. Consultation with the Executive
Director can then determine how much additional time should be allotted to complete the
corrective action depending on the seriousness of the corrective action.
The time frame for corrective action for File Review is two (2) weeks. If additional time
is needed as verified by the Program Service Managers additional time will be given.
Reasons for requesting additional time to complete corrective action will be noted in the
corrective action report to go to Executive Director in the form of a Corrective Action
Update Report.
All operations that have been reported to have problem areas and need corrective action
have the right to appeal the validity of said difficulty. This should be done in writing to
the Director of System Performance. The Director of System Performance will make
every effort to come to an equitable decision on the matter in consultation with Executive
Director.
The Corrective Action File will be located at the Workforce Partnership office.
The Director of System Performance will finalize findings in the form of a report, upon
completion of each quarterly review. All reports, checklists and additional material will
be available for review by any interested parties. All reports of monitoring activities and
any review findings will also be shared with the Local Workforce Investment Board, the
One-Stop Operator and the One-Stop Partners.
Each quarterly Monitoring Review does not have a specific time frame for
accomplishment, but will follow the following guidelines:
 Notification of ten (10) working days to the Service Provider prior to the on-site
monitoring activity
 Report consists of Summary, Assessment, Recommendation(s) and Corrective
Action
 Advise WIA/CEO Boards of quarterly monitoring report findings at next
scheduled LWIB/Joint CEOB Meeting after completion.
Policy and Procedures for Fiscal Controls:
The LWIB has incorporated the Kansas Department of Commerce Fiscal Policy and
Procedures Manual into the LWIB fiscal policy manual. LWIB staff ensure that all fiscal
operations by staff, Operators, and service providers involving WIA funds comply with
these policies and procedures.
Local Workforce Investment Area III Integrated Workforce Plan
40
To ensure appropriate segregation of duties, the LWIB contracts with the firm of Allen,
Gibbs & Houlik, L.C. (AGH), for paymaster services. AGH services were procured as
part of a competitive selection. AGH deposits all WIA funds and makes payments on
behalf of LA III. The LWIB Fiscal Officer submits the required WIA reports. The
paymaster’s role ensures that LA III has the appropriate segregation of fiscal duties
necessary to ensure that funds are handled properly.
The LWIB Fiscal Officer is responsible for reconciling data discrepancies among the
Paymaster, Service Link, Commerce Fiscal Management unit, Program Operators, and
LWIB administrative office. The Service Link Fiscal system has the capacity to adjust to
all foreseeable contingencies. Obligations, accruals and expenditures are tracked by
funding source, program and participant using the processes provided in the Service Link
Fiscal system. Fiscal reports on individual participant and overall participant obligations,
accruals and expenditures are available through the Service Link Fiscal report processes.
The system is capable of responding to any changes and/or additional requirements that
may be imposed. The automated system to gather and maintain client participation
information and the automated system to process and maintain the fiscal records for all
programs are both supported by Service Link and operated within the same database.
The LWIB Fiscal Officer reviews and verifies expenditure reports from the Paymaster
and Commerce Fiscal Management on a monthly basis to ensure that LA III is in
compliance with governing directives.
The Fiscal Officer monitors all characteristics and fiscal data reports and other items in
accordance with the monitoring procedures outlined in the plan. Through review of the
activities, LWIB staff makes recommendations to ensure changes are effectively and
efficiently made. By means of the automated information system, comparisons of
planned to actual expenditures are made each month to maintain program expenditures
within budgeted amounts. Based on these reports, staff initiates any corrective action
required to correct any deviation from the training plan and budget.
Additionally, the LWIB paymaster and the One-Stop Operator will make enhancements
to their general ledger systems, with separate general ledger number to provide the
required reporting requirements that clearly identify and segregate revenue draws and
expenditures for all funds.
Program Operators are required to submit monthly financial reports to the LWIB.
Reports list expenditures by budget category, and include sufficient detail with each draw
request to allow LWIB staff to examine individual transactions. The paymaster also
submits regular reports to the LWIB. All reports are reconciled with Kansas Service
Link records.
The Fiscal Officer generates a monthly financial report for review by the LWIB’s Fiscal
Committee and Executive Committee. Fiscal reports are also included in information
submitted to the LWIB for review and approval at bi-monthly LWIB meetings.
The Fiscal Officer reviews and verifies expenditure reports from the Paymaster and
Commerce Fiscal Management on a monthly basis to ensure that LA III expenditures are
Local Workforce Investment Area III Integrated Workforce Plan
41
consistent with the requirements of the Act. By means of the automated information
system, comparisons of planned to actual expenditures are made each month to maintain
program expenditures within budgeted amounts.
ServiceLink requires that Youth Program expenditures be identified as in-school or outof-school. LWIB staff monitor program budgets and WIA expenditure reports on a
regular basis. Based on these reports, staff initiates any corrective action required to
correct any deviation from the training plan. Expenditure reports are reviewed quarterly
with the Youth Program Operator, and the Operator is eligible to receive a performance
incentive if it exceeds minimum out-of-school youth expenditure targets.
The procurement of goods and services complies with the Kansas Department of
Commerce Fiscal Policy and Procedures Manual and all applicable OMB Circulars and
Federal Regulations. The LWIB staff is responsible for all aspects of administering
procurement in accordance with federal requirements and applicable state and local laws,
rules and regulations.
Program Operators maintain separate policies for procurement. The LWIB requires that
these policies be consistent with federal, state, and LWIB policies. Invoices submitted by
contractors are reviewed for accuracy and a sample of transactions is reviewed to ensure
that goods and services were procured in compliance with policies.
Payments are made from appropriate documentation, such as invoices, time sheets.
Payment requests are approved by the Fiscal Officer and Executive Director before
submission to the paymaster for payment. Payments requests over $10,000 must also be
signed by the LWIB Chair or other designated LWIB officer. All payment requests are
reviewed to ensure that they are allowable, allocable, and procured appropriately, in
accordance with federal, state, and local policies.
Complaint and Grievance Processes:
The scope of the complaint/grievance procedure for LA III includes discrimination,
criminal, non-criminal and general complaint/grievances.
During the eligibility process, all WIA participants are required to sign a copy of the
Summary of Rights and Program Grievance and Complaint Procedures. Participants are
given a copy of the signed form.
Complaints/grievances may be made up to one (1) year from the date of the event or
condition alleged to be a violation of WIA. This one-year limitation does not pertain to
incidents related to potential fraud and criminal activity. For discrimination complaints,
the complaint must be filed within 180 days of the alleged violation.
Complaints/grievances may be filed directly at the Workforce Partnership Office:
Workforce Partnership Office
8040 Parallel
Suite 112
Kansas City, KS 66112
Local Workforce Investment Area III Integrated Workforce Plan
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A complaint may be amended or withdrawn at any time prior to a scheduled hearing.
Information that could lead to the identification of the person filing the complaint must be
kept confidential, to the extent practical. The identity of any person who furnishes
information related to, or assisting in, an investigation shall be kept confidential to the
extent possible.
An entity receiving financial assistance under WIA may not discharge, intimidate,
retaliate, threaten, coerce, or discriminate against any person because such person files a
complaint, opposes a prohibited practice, furnishes information, assists or participates in
any manner in an investigation or hearing.
Every recipient of funds under Title I of WIA must maintain a complaint/grievance
process in accordance with 20 CFR 667.600.
Discrimination Complaints
Complaints alleging a violation of the non-discrimination provisions of WIA
Section188.29 U.S.C. Section 2938, may be filed directly with the U.S. Department of
Labor:
U.S. Department of Labor, Room N-4123
Directorate of Civil Rights
Frances Perkins Bldg.
200 Constitution Avenue, NW
Room N-4123
Washington, D.C. 20210
Telephone # (202) 523-8905
Complaints may also be filed directly to the Equal Opportunity (EO) Officer for LA III.
The EO Officer for LA III is the Director of System Performance. The EO
Representative will review each complaint to assure completeness and may assist the
complainant with filing the complaint. A copy of the complaint will be forwarded to the
State EO Director immediately.
The LA III EO Representative will make every effort to resolve the complaint locally and
shall offer a resolution of the complaint to the complainant and the respondent in writing
within sixty (60) days after the complaint is filed. If the resolution offered is satisfactory,
the complainant and respondent shall be asked to sign a copy of the written proposal
indicating acceptance of the proposed resolution. A copy of this signed agreement shall
be forwarded to the State EO Director.
Appeal Process
If a complaint is filed at Local Area III and no decision is issued within the sixty (60)
days, or either party is dissatisfied with the local hearing decision, either party may file a
written appeal to the Kansas Department of Commerce. The written appeal must be
Local Workforce Investment Area III Integrated Workforce Plan
43
signed and dated by the party submitting the appeal and must contain the following
information:
 The request must be made within ten (10) days of the adverse decision or ten (10)
days from the date the decision should have been issued
 The full name, address and telephone number (if any) of the person submitting the
appeal
 The date and location where the complaint was filed
 The date the hearing was held
 If a decision was issued, the reason why it should be reviewed or if a decision was
not issued with sixty (60) days of the filing of the complaint, a statement of the
date the decision should have been issued and that no decision was issued by that
date
 A copy of the original and any amended complaint; a copy of any response(s)
thereto and a copy of any decision entered at LA III
During the first ten (10) days after a complaint is filed with the Kansas Department of
Commerce, an attempt will be made to informally resolve the matter. If no resolution is
achieved, a hearing will be scheduled. The hearing will be conducted within thirty (30)
days of the date the complaint is received by the Kansas Department of Commerce. The
decision by the Kansas Department of Commerce is the final decision.
The Kansas Department of Commerce may remand complaints as related to local
Workforce Investment Act programs to the local area complaint process, when
appropriate, by issuing a written notice to all affected parties that the matter is being
remanded.
Parties to the complaint will receive notice of the date, time and place where the hearing
will be conducted. If appropriate, the hearing may be conducted by telephone. A
decision will be issued in writing within sixty (60) days of the date the
complaint/grievance was received by the Kansas Department of Commerce
At any time during the resolution process, any party may choose to be represented by an
attorney or other representative of their choice and at their expense. At the hearing,
parties may bring witnesses and documentary evidence. Prior to the hearing, the parties
may request that the hearing officer issue subpoenas to compel attendance of witnesses
and/or the production of relevant documentary evidence.
If an individual desires to withdraw his/her complaint or reschedule the hearing, he/she
must notify the official that sent the hearing notice. Notification must be in writing.
Requests for rescheduling of the hearing will be granted only for good cause.
No person may be discharged or in any way discriminated against because such person
files a complaint, testifies at a hearing, provides information or intends to testify at a
hearing or provide information pursuant to this process.
Nothing precludes a complainant from pursuing a remedy authorized under any other
federal, state or local law.
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Criminal Complaints
Managers, supervisors, employees and officials of the Kansas Department of Commerce,
LA III, recipients, sub-recipients, contractors and participants are to promptly report in
writing or by telephone to a LA III manager or supervisor, or the KDHR Internal Security
Director, information believed to indicate actual, potential or suspected criminal
wrongdoing.
An Incident Report, will be the vehicle for reporting all known or suspected cases of
fraud, malfeasance, misapplication of funds, gross mismanagement, or other criminal
activities in Employment and Training Administration funded programs. If the report is
made to a manager or supervisor, that person shall ensure that the Incident Report form is
completed in its entirety and shall forward the original report form immediately to:
Kansas Department of Commerce
Internal Security Advisor
1000 SW Jackson, Ste. 100
Topeka, Kansas 66612
If it is determined by the manager or supervisor that the report requires immediate
attention, a telephone report will be made to the Internal Security Advisor at (785) 2962185 to relate the necessary information, and the written report will be sent immediately
thereafter.
If the reporting party considers that his/her position will be compromised by submitting
information they believe indicates wrongdoing through the manager or supervisor he/she
may send the report directly to the Internal Security Advisor or directly to:
Office of Inspector General
P.O. Box 1924
Washington, D.C. 20013
Phone # at FTS 800-357-0227
or 800-424-5409
The individual’s identity will not be disclosed except where the employee consents or it
is determined that disclosure will be unavoidable during the course of an investigation.
No action of any kind shall be taken against any party filing a report of alleged
wrongdoing pursuant to this procedure or for assisting in the investigation or prosecution
of the complainant, by the manager or supervisor or the Internal Security Director.
The Internal Security Director shall notify the Office of the Inspector General and the
Regional Administrator. The Internal Security Director shall be responsible for any
investigation undertaken in response to the incident report, and shall prepare a quarterly
status report on incident reports, and a final report on each incident, for submission to the
U.S. Department of Labor. In addition, when deemed appropriate, the Secretary of the
Kansas Department of Commerce may initiate a special review to be conducted by the
Workforce Compliance and Oversight Unit. It is not the intent of the Incident Report to
Local Workforce Investment Area III Integrated Workforce Plan
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elicit reports after a determination has been made that the act or omission is legally
prosecutable. This decision is within the jurisdiction of the affected U.S. Attorney, Chief
Counsel of the Kansas Department of Commerce or the individual designated by LA III
to process Incident Reports. Any act that raises questions concerning possible illegal
expenditures or other unlawful activity should be immediately reported according to the
established procedures.
Non-Criminal and General Complaint/Grievances
Any applicant, employee, participant, service provider, program recipient or other
interested party may file a complaint/grievance alleging a violation of local WIA
programs, agreements or Local Board policies and activities.
A general WIA Complaint/Grievance form, (see Attachment Section), can be obtained
from the Local Area III Administrative Office at the following address:
Workforce Partnership Office
8040 Parallel
Suite 112
Kansas City, KS 66112
Complainants with disabilities will be accommodated in communication and location.
Alternate formats will be used on request to notify the complainant of hearings, results
and any other written communication. Auxiliary aides and services, such as deaf
interpreters or assistive listening devices, will be provided upon request for negotiations,
hearings and any other meetings where aural communication occurs. An accessible
location will be used for hearings and other meetings on request.
Resolution Process
Service providers and employers of WIA participants must have procedures in place to
process complaints/grievances related to the terms and conditions of the participant’s
training or employment. Employers and service providers may elect to utilize the system
established by the Local Administrative Entity or operate their own complaint
procedures. If the employer is required to use the complaint processing procedures under
a covered collective bargaining agreement, then those procedures may be used to handle
general WIA complaints.
Any hearing conducted by an employer must comply with all provisions for hearing
described in the Local Area III policy.
Initial Review
If the complaint alleges a violation of any statute, regulation, policy, or program that is
not governed by WIA, the complaint will be referred to the appropriate organization for
resolution. Notice of the referral will be sent to the complainant.
Local Workforce Investment Area III Integrated Workforce Plan
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The EO Officer or the service provider will receive the complaint from the complainant
or the complainant’s designated representative. All complaints will be logged. A
complaint file should be established that contains the following:





Application and enrollment forms
Completed General WIA Complaint Form (or complainant’s written statement)
Chronological log of events or conditions alleged to be a violation of WIA
Any relevant correspondence
Record of the attempted informal resolution
Informal Resolution
An attempt should be made by the Local Administrative Entity or the service provider to
informally resolve the complaint to the satisfaction of all parties. The informal resolution
process must be completed within ten (10) business days from the date the complaint is
filed. If all parties are satisfied, the complaint is considered resolved. The terms and
conditions of the resolution must be documented in the complaint file. When a service
provider attempts the informal resolution, the service provider will forward the complaint
file to the Local Administrative Entity. The Local Administrative Entity will review the
complaint file and investigate it further if necessary.
Formal Resolution
When an informal resolution is not possible, the Local Administrative Entity will issue a
determination within 20 calendar days from the date the complaint was filed. If an appeal
of the determination is not requested, the complaint is considered resolved and the
complaint file should be documented accordingly. Any party dissatisfied with the
determination may request a hearing within 14 calendar days of the date of the
determination.
Hearing
If the complaint is not withdrawn, the Local Administrative Entity will designate a
hearing officer to ensure the complaint receives fair and impartial treatment. The hearing
must be conducted within 45 calendar days from the date the complaint was filed. The
hearing officer will schedule a formal hearing and mail a written notice to the
complainant, the respondent, and any other interested party at least seven (7) business
days prior to the hearing. The notice will include the date, time, and place of the hearing.
Parties may present witnesses and documentary evidence, and question others who
present evidence and witnesses. The complainant may request that records and
documents be produced. Attorneys or another designated representative(s) may represent
each party. All testimony will be taken under oath of affirmation. The hearing will be
recorded either in writing or by audiotape. The hearing officer’s recommended
resolution will include a summary of factual evidence presented during the hearing and
the conclusions upon which the recommendation is based.
Final Decision
The Local Administrative Entity will review the recommendation of the hearing officer
and issue a final decision within 60 calendar days from the date the complaint was filed.
Local Workforce Investment Area III Integrated Workforce Plan
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Appeal
Any party dissatisfied with the Local Administrative Entity’s final decision, or any party
who has not received either a final decision or a resolution within 60 calendar days from
the date the complaint was filed, may request an appeal. The appeal must be received by
the Kansas Department of Commerce in Topeka within 90 calendar days from the date
the complaint was filed at the following address:
Kansas Department of Commerce
Workforce Compliance and Oversight
1000 S W Jackson, Ste. 100
Topeka, Kansas 66612
Kansas Department of Commerce will review the complaint file, the hearing record, and
all applicable documents and issue a final decision on the appeal within 30 calendar days
from the date the appeal was received.
Local Workforce Investment Area III Integrated Workforce Plan
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Section III. Integrated Workforce Plan Assurances and Disclosures
LOCAL INTEGRATED WORKFORCE PLAN
FOR TITLE I OF THE
WORKFORCE INVESTMENT ACT OF 1998
AND THE
WAGNER-PEYSER ACT
FOR THE PERIOD
January 1, 2013 through December 31, 2017
ASSURANCES AND DISCLOSURES
This Plan represents a contract between the undersigned Local Workforce Investment Board and
the Kansas Department of Commerce. The Plan will maximize resources available under Title I
of the Workforce Investment Act of 1998, and the Wagner-Peyser Act and to coordinate these
resources with other State and local programs within the Local Board's designated geographical
local area. This contract is effective for the period January 1, 2013, through December 31, 2017,
in accordance with the provisions of the Workforce Investment Act and the Wagner-Peyser Act.
We the undersigned hereby certify we will operate our Workforce Investment Act and
Wagner-Peyser Act programs in accordance with this Local Plan and any other applicable federal
regulations, State laws, regulations, policies, and technical assistance requirements.
Acknowledgment Regarding Fiscal, Administrative and
Audit Requirements, and Allowable Cost Principles
By signing this document, the WIA Title I grant recipient or subrecipient acknowledges that
it is bound by, and agrees to follow, the uniform fiscal and administrative requirements, the
audit requirements, and the applicable allowable costs/cost principles found at 20 CFR
667.200(a)(b)(c).
Certification Regarding Debarment, Suspension, Ineligibility and
Voluntary Exclusion - Lower Tier Covered Transactions
By signing this document, the WIA Title I grant recipient or subrecipient certifies that
neither it nor its principals are presently debarred, suspended, proposed for debarment,
declared ineligible, or voluntarily excluded from participation in this transaction by any
Federal department or agency, according to applicable principles found at 20 CFR
667.200(d).
The WIA Title I grant recipient or subrecipient agrees that it shall not knowingly enter into
any lower tier covered transaction with a person or entity that is debarred, suspended,
Local Workforce Investment Area III Integrated Workforce Plan
49
declared ineligible, or voluntarily excluded from participation in this transaction, unless
authorized by the United States Department of Labor.
The WIA Title I grant recipient or subrecipient further agrees that it will include the clause
titled “Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion
- Lower Tier Covered Transactions”, without modification, in all lower tier covered
transactions and in all solicitations for lower tier covered transactions.
Certification Regarding Drug-Free Workplace
By signing this document, the WIA Title I grant recipient or subrecipient certifies that it will
provide a drug-free workplace by taking the following steps, according to applicable principles
found at 20 CFR 667.200(d):

Publish and give a policy statement to all covered employees informing them that
the unlawful manufacture, distribution, dispensation, possession or use of a
controlled substance is prohibited in the covered workplace and specifying the
actions that will be taken against any employee who violates the policy;

Establish a drug-free awareness program to make employees aware of the
following: a) the dangers of drug abuse in the workplace; b) the policy of
maintaining a drug-free workplace; c) any available drug counseling, rehabilitation,
and employee assistance programs; and d) the penalties that may be imposed upon
any employee for a drug abuse violation;

Notify employees that as a condition of employment on a Federal contract or grant,
the employee must abide by the terms of the drug-free workplace policy statement;
and notify the employer, within five calendar days, if he or she is convicted of a
criminal drug violation in the workplace;

Notify the contracting agency within 10 days after receiving notice that a covered
employee has been convicted of a criminal drug violation in the workplace;

Impose a penalty on -- or require satisfactory participation in a drug abuse
assistance or rehabilitation program -- any employee convicted of a drug violation in
the workplace; and

Make an ongoing, good faith effort to maintain a drug-free workplace by meeting the
requirements of the Workforce Investment Act.
Certification Regarding Lobbying
By signing this document, the WIA Title I grant recipient or subrecipient certifies that no
federal funds received pursuant to this Act will be paid, by or on behalf of the undersigned,
to any person for influencing or attempting to influence an officer or employee of an agency,
a member of Congress, an officer or employee of Congress, or an employee of a member of
Local Workforce Investment Area III Integrated Workforce Plan
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Congress in connection with the awarding of any federal contract, the making of any federal
grant, the making of any federal loan, the entering into of any cooperative agreement and
the extension, continuation, renewal, amendment, or modification of any federal contract,
grant, loan, or cooperative agreement, according to applicable principles found at 20 CFR
667.200(e).
If any funds other than federal funds have been paid or will be paid to any person for
influencing or attempting to influence an officer or employee of any agency, a member of
Congress, a officer or employee of Congress, or an employee of a member of Congress in
connection with this federal contract, grant, loan, or cooperative agreement, the
undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report
Lobbying”, in accordance with its instructions.
The undersigned shall require that the language of this certification be included in the
award documents for all subawards at all tiers (including subcontracts, subgrants, and
contracts under grants, loans, and cooperative agreements) and that all subrecipients shall
certify and disclose accordingly.
Nondiscrimination
By signing this document, the WIA Title I grant recipient or subrecipient assures that, as a
condition of receiving federal funds, it will comply fully with the nondiscrimination and
equal opportunity provisions of the following law, according to applicable principles found
at 20 CFR 667.200(f):

Section 188 of the Workforce Investment Act of 1998 (WIA), which prohibits
discrimination against all individuals in the United States on the basis of race, color,
religion, sex, national origin, age, disability, political affiliation or belief, and against
beneficiaries on the basis of either citizenship/status as a lawfully admitted
immigrant authorized to work in the United States or participation in any WIA Title
I--financially assisted program or activity;

Title VI of the Civil Rights Act of 1964, as amended, which prohibits discrimination
on the basis of race, color and national origin;

Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits
discrimination against qualified individuals with disabilities;

The Age Discrimination Act of 1975, as amended, which prohibits discrimination on
the basis of age; and

Title IX of the Education Amendments of 1972, as amended, which prohibits
discrimination in educational programs on the basis of gender.
The WIA Title I recipient or subrecipient also assures that it will comply with 29 CFR part
37 and all other regulations implementing the laws listed above. This assurance applies to
the WIA Title I recipient or subrecipient’s operation of the WIA Title I program or activity,
Local Workforce Investment Area III Integrated Workforce Plan
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and to all agreements the WIA Title I recipient or subrecipient makes to carry out the WIA
Title I program or activity. The WIA Title I recipient or subrecipient understands that the
United States Department of Labor has the right to seek judicial enforcement of this
assurance.
Nepotism
By signing this document, the WIA Title I grant recipient or subrecipient understands and
agrees that no individual may be placed in a WIA employment activity if a member of that
person’s immediate family is directly supervised by or directly supervises that individual,
according to applicable principles found at 20 CFR 667.200(g). To the extent that an
applicable state or local legal requirement regarding nepotism is more restrictive than this
provision, such State or local requirement must be followed.
Local Workforce Investment Area III Integrated Workforce Plan
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Local Workforce Investment Area III Integrated Workforce Plan
53
Attachment A - Agreement/Contract between the CEO and the Local Board for
administrative services
Local Workforce Investment Area III Integrated Workforce Plan
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Attachment B - Local Performance Measures and Standards for the last three
years ending June 30, 2012
Adult Entered Employment Rate
Adult Retention Rate
Adult Average Earnings
PY 2011
Goal
Actual
70.0%
67.1%
84.0%
83.8%
$12,500
$12,691
PY 2010
Goal
Actual
70.0%
58.3%
84.0%
79.9%
$12,500
$12,281
PY 2009
Goal
Actual
83.0%
58.4%
89.5%
81.8%
$13,000
$11,305
DW Entered Employment Rate
DW Retention Rate
DW Average Earnings
80.0%
87.0%
$15,700
76.6%
88.8%
$18,912
80.0%
87.0%
$15,700
66.8%
83.3%
$17,145
90.0%
92.0%
$16,000
67.6%
89.5%
$17,716
64.0%
52.0%
42.0%
68.9%
52.9%
46.0%
64.0%
52.0%
42.0%
68.9%
53.3%
47.3%
63.0%
52.0%
32.0%
53.1%
42.1%
32.8%
Youth Placment in Emp. Or Edu.
Youth Attainment of Deg. Or Cert.
Youth Literacy and Numeracy Gains
Local Workforce Investment Area III Integrated Workforce Plan
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Attachment C – Complaint and Grievance Forms
Local Area III - WIA General Complaint Form
Complainant (person filing the complaint)
Name:
Address:
City:
State:
Telephone:
Zip:
E-Mail:
Complainants with disabilities will be accommodated during the complaint process.
If an accommodation is required in communication or accessibility of location,
please indicate the kind of accommodation required, e.g. accessible location, deaf
interpreter (please indicate type of sign language), notification of results and/or
hearing dates in alternative format such as Braille, large print or cassette.
Respondent (person/entity complaint filed against)
Name:
Address:
City:
State:
Telephone:
Zip:
E-Mail:
Instructions: Provide a clear and brief statement of the facts. Include relevant dates
that will assist in the investigation and resolution of the complaint. If additional space
is needed, use reverse side of this form or attach additional sheets.
The above information is true and correct to the best of my knowledge.
__________________________
Signature of Complainant
_________________________
Date
FOR OFFICIAL USE ONLY
Person Receiving Complaint:
Title:
Address:
City:
Telephone:
E-Mail:
State:
Discrimination Information/Complaint Form (US Department of Labor)
http://www.dol.gov/oasam/programs/crc/CIFmain.htm#.ULjVno7LCRA
Local Workforce Investment Area III Integrated Workforce Plan
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Attachment D - Equal Opportunity and Affirmative Action policy
Equal Opportunity and Affirmative Action
1. Description of Local Board Equal Opportunity and Affirmative Action Policies
Local Area III (LA III) Workforce Investment Act (WIA) recipients, including the Local
Board comply with the nondiscrimination and the equal opportunity provisions of the
WIA Section 188 and its implementing regulations.
2. Description of Procedures Relating to Local Board Policies
The Local Area III (LA III) Local Workforce Investment Board (LWIB) requires that
contractors are equal opportunity employers. Contractors must offer employment solely
on the basis of ability, qualifications and merit to all persons without discrimination
because of race, religion, creed, color, national origin/ancestry, sex, age, marital status,
Vietnam or Special Disabled Veteran Status, or the presence of a form or condition of
disability.
LA III LWIB requires that contractors comply with federal, state and municipal laws
relating to equal employment opportunity. This applies to the conduct of recruiting and
hiring plus other Personnel actions including:
 promotions
 demotions
 terminations
 compensation
 benefits
 training
 education
 tuition assistance
LA III WIA activities will be implemented and governed in compliance with Equal
Employment Opportunity law as specified in the following:















Fair Labor Standards Act of 1938
Kansas Minimum Wage & Hour Law
Equal Pay Act of 1963 (as amended)
Title VII, Civil Rights Act of 1964, 1991 (as amended)
Executive Orders 11246, 11375 and 12806 of 1965, 1967 (as amended)
Age Discrimination in Employment Act of 1967, 1978, 1986 (as amended)
Sections 503 and 504, Vocational Rehabilitation Act of 1973, 1974 (as amended)
Vietnam Era Veterans Readjustment Act of 1974 (as amended)
Pregnancy Discrimination Act of 1978
Kansas Age Discrimination in Employment Act of 1983 (as amended)
Immigration Reform and Control Act of 1986, 1990, 1996
American with Disabilities Act of 1990
Older Worker Benefit Protection Act of 1990
Kansas Act Against Discrimination (as amended)
All other applicable federal, state and local laws
Local Workforce Investment Area III Integrated Workforce Plan
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The above list in not intended to be all-inclusive and any specific exclusion is not
intended.
Administrative Entity’s Equal Opportunity Officer
The LA III Director of System Performance is designated as the EO Officer for receiving
investigations and offering resolutions of complaints/grievances, and for assuring all
WIA applicants are advised of their rights. Requests for assistance or questions should
be addressed to:
Trent Howerton
Director of System Performance
8040 Parallel
Kansas City, KS 66112
Phone: (913) 287-1116
During the eligibility process, all WIA participants are required to sign a copy of the
Equal Opportunity is the Law document. Participants are given a copy of the signed
document. A copy of this form can be found in Attachment D of this plan.
LWIB Staff in accordance with the monitoring schedule also does specific monitoring for
equal opportunity compliance.
Small and Minority-Owned Business Opportunities for Contracts
At such time when contracts are solicited, LA III will work closely with Area Chambers
of Commerce, economic development organizations, and city planners to identify small
and minority owned businesses including those owned by women to ensure that these
businesses have an opportunity to apply.
Equal Opportunity for People with Disabilities
Accommodations or special arrangements for persons with a disability or those with
limited English speaking capabilities will be made available at all area One-Stop Centers.
Such accommodations or arrangements may include, but are not limited to:
 TTY/TDD access
 Sign language interpretation
 English translation
 Computer technology
 Other one-on-one customer assistance
LA III will use all available resources in order to provide situational-specific assistance
where necessary. This includes making WIA information available to individuals with
limited English speaking abilities.
LA III continuously works with the social service agencies located in the three (3) county
LA III area that provides services to persons with disabilities to assure access to WIA
programs.
Kansas Rehabilitation Services (KRS) is a One-Stop partner and access to KRS will be
available through all three (3) of the One-Stop Centers.
Local Workforce Investment Area III Integrated Workforce Plan
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Attachment E - Local Area Service Delivery Integration Plan
Integration: A new way to count, a new way to serve, a new way to work together
1. Description of the local area’s vision/mission for a skill-based, demand-driven
system tied to LWIB and state goals and objectives.
As outlined in Section I of this five-year plan, the mission of the LWIB is to
lead a system that produces a high quality workforce in the Kansas City area,
creating greater economic opportunity for employers and individuals.
Workforce Partnership envisions a workforce with the agility and
resourcefulness to sustain business growth and a high standard of living.
The LWIB recognizes that Integration between the Wagner-Peyser and WIA
funding streams will greatly help with efficiencies of the system and less
duplication of program services. In turn, more individuals will be served and
those services will be of higher quality.
Local Area III is committed to a building a skills-based system of workforce
development. We have used the metaphor of a supply chain to describe our
workforce development efforts. In that metaphor, job seeker customers enter
the process as raw or unfinished materials. They may enter our process at the
very beginning as completely raw materials, with little or no experience or
marketable skills, or as partially finished materials, with some skills that do
not complete match those sought in the labor market. Our supply chain
focuses on transforming these unfinished products into products that meet
customer demand (see demand-driven system, below). As is true in
manufacturing environments, our supply chain incorporates the work done in
our facilities by elements of our one-stop service delivery system as well as in
other locations by partners.
Skill development is the element transforms job seekers into skilled, workready individuals capable of meeting the needs of employers. In the supply
chain analogy, skill development is the “value-added” produced by our
service delivery system. Local Area III focuses on three elements of skill
development: work readiness, transferable skills, and occupation-specific
skills.
Work readiness skills are those skills and traits that are essential to obtain and
maintain employment, without respect to the unique requirements of specific
occupations. These are the generic skills that employers demand of all of their
workers. These include so-called “soft skills” as well as basic academic skills
that are necessary for survival in the world of work. LA III provides these
skills through workshops, one-on-one counseling, tutoring, work experience,
on-the-job training, and other means.
Local Workforce Investment Area III Integrated Workforce Plan
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Transferable skills are somewhat less generic than the more general work
readiness skills, but have applicability to a number of different occupations
and industries. As the regional economy continues to evolve, workers
increasingly are challenged to apply their skills in new careers. LA III staff
work with job seekers to identify and develop these skills. Staff identify these
skills through online tools and case management, and prevocational training,
among other means, are then used to help job seekers develop additional
transferable skills.
Occupation-specific skills are those skills often referred to as “hard” skills.
These are skills with applicability only to a limited range of occupations, and
often require specialized training or certifications. LA III may use a variety
of training means to help individuals develop their occupational skills,
including classroom training, on-the-job training, customized training,
employed worker training, or incumbent worker training.
LA III has incorporated the principles of a demand-driven workforce
development system into its service delivery design. We view job seekers and
employers as equally important customers, but we recognize that if we are
unable to meet the demands of employers for work-ready employees that meet
their needs, we cannot serve job seekers effectively. Therefore, the LA III
recognizes the importance of building its system on a thorough understanding
of employers’ demand for qualified workers.
The demand-driven system starts with the Workforce Investment Board.
Business members of the Board are selected to represent key industrial sectors
in the Kansas City regional economy. These members bring to the Board an
understanding of the workforce needs in their geographic and industry areas.
The Board’s Business Competitiveness Team uses the collective knowledge
of Board members, quantitative labor market data, and information gathered
by staff to develop each year the Board’s target industry list. The target
industry is used in both job seeker services and business services. For job
seeker services, the list is used in providing advice about career options and in
determining what training programs participants may select from for using
individual training account (ITA) vouchers. For employer services, the list is
used with other factors to determine the range of services available to
employers—businesses in high-demand, high-growth industries receive a
wider range of services than employers in low-growth, low-demand
industries.
The Local Workforce Investment Board (LWIB) of Area III has defined the
Target Industries, Preferred Occupations and Select Occupations.
The target industries were defined by reviewing the industries that make up
the largest percentage of Local Area III’s total employment and by reviewing
the projected employment in each industry through the year 2018.
Local Workforce Investment Area III Integrated Workforce Plan
60
Using the labor market sources described in Section I of this plan, the LWIB
has identified the following Target Industries:







Health Care and Social Assistance
Transportation and Warehousing
Manufacturing
Professional, Scientific, and Technical Services
Construction
Bioscience
Green Jobs
The LWIB also lists the Preferred Occupations in each industry that are the
highest paying and have the highest growth rates.
It is the LWIB’s philosophy that skill certification/verification is dependent on
the hiring employer. While certain skills are needed across industries,
employers have different ways to verify those skills. As our Business Service
Team works with area employers we will individually determine with each
employer which assessment is best tailored to their hiring needs. We will then
assess job seeker skills as a pre-referral service for specific employers.
Local Area III has numerous assessments available to verify specific job
skills. Many of the assessments used are employer driven, and they are part of
the menu of services available to area employers. A few of Local Area III’s
assessment tools are listed below.
CareerScope Interest Inventory measures and identifies career preferences
that correspond to the US Department of Labor’s Interest Area:
Artistic
Accommodating
Industrial
Plant/Animals
Lead/Influence
Selling
Mechanical
Scientific
Humanitarian
Business Detail
Protective
Physical Performing
WorkKeys-Kansas WORKReady are a series of assessments that measure
foundational skills that are critical to job success WorkKeys matches
qualified individuals with employers.
Skillcheck is a variety of specific skill and behavioral assessments to help
employers effectively measure job knowledge and skill level. Examples of
assessments include:
 Construction
 Industrial Math
 Plumbing
 Electrical
 Metalworking
 Woodworking
Local Workforce Investment Area III Integrated Workforce Plan
61
HIS (Healthcare Selection Inventory) is a pre-employment assessment that
identifies the very best applicants for the healthcare industry.
Purdue Pegboard is a dexterity test used to help with employee selection for
industrial jobs such as assembly, packing, certain machine operators and other
manual jobs.
The LWIB recognizes that with limited Workforce Investment Act (WIA)
funds, training dollars should be allocated to the target industries as
determined by the LWIB. For this reason, the LWIB will not use WIA
training dollars for any occupation that is outside the target industries, unless
the specific training program is determined as a Select Occupation by the
LWIB.
The LWIB recognizes there are other occupations that are in demand in Local
Area III that do not fall in the targeted industries. WIA training dollars may
be used for these Select Occupations. These Select Occupations were
determined by analyzing the projected economic need based on the
information provided by community leaders, economic development and
industry specialists. These can change as the needs in the community
changes.
As an exception only, WIA training dollars may be used for training programs
that are not in a targeted industry or listed as a select occupation. The training
program must significantly increase an individual’s likelihood of employment,
and this usually occurs when an individual has a work history that has
primarily been in one industry. This should only occur to ensure that an
individual with a barrier to employment has the skills necessary to become a
productive member of the local workforce.
The LWIB reviews the targeted industries and preferred occupations at least
once per year. Select Occupations will be added and removed as the local
economy changes. The LWIB will always strive to meet business and
industry demand in the most efficient way possible.
With more than 20,000 companies in Region III, the Business Services Team
has been redesigned to better meet the needs of selected employers based on
the Business Account Ranking System (BARS). Although, we will continue
to serve all employers at some level, this process allows us to do a more
comprehensive job of meeting employers’ needs in targeted industries
meeting criteria based on hiring trends, wages, benefits and career assistance
provided to employees. All companies will still be offered business services.
New accounts will be strategically sought out based on the BARS process,
and existing accounts will be examined to determine what services would be
the most beneficial for all involved. Some of the targeted industries and
Local Workforce Investment Area III Integrated Workforce Plan
62
demand occupations include: advanced manufacturing, biotechnology and
healthcare, transportation, professional, scientific and technical services, and
construction. Again, the key is that all business customers will be offered
minimum services regardless of their industry or rank in the system.
2. Through Integration, functional teams are divided into four teams – Welcome
Team, Assessment Team, Skill Development Team and Business Service Team.
There are no differences in the Integration structures of our workforce
centers. At each or our locations, we will have staff on each functional
team, with staff from both Wagner-Peyser and WIA assigned to each
functional team. The only team without Wagner-Peyser staff is the
Assessment Team; on this team, however, the Team Leader is a WagnerPeyser staff. This illustrates Local Area III’s commitment to Integration
while utilizing the skills of the existing staff.
3. Description of the functional management structure.
Each functional management position under Integration has a functional
job description. Copies of these job descriptions can be obtained by
contacting the LWIB administrative office. Positions include:
 Functional Manager
 Welcome Functional Manager
 Assessment Functional Manager
 Skill Development Functional Manager
 Business Services Functional Manager
The Integration Model of Local Area III has a Functional Manager for
each of our three Workforce Centers, and Team Leaders that are
responsible for the team functions across our workforce system. In our
model, we do not have positions for functional supervisors. Functional
Managers have responsibility and oversight of the day-to-day operations at
each location, while Team Leaders have oversight of each functional unit
at all three of our locations.
Under Integration, Commerce managers (the Workforce Services
Supervisor and the Assistant Regional Director) are uniquely positioned
between state-level Commerce and the One-Stop Operator. It should be
stated that much of the Commerce manager’s time is spent conducting
state business and responding to daily directives and requests from statelevel Commerce. Prior to Integration, duties assigned by the One-Stop
Operator competed with duties assigned by state-level Commerce, with
the Commerce manager balancing both. It should be stated that this
Local Workforce Investment Area III Integrated Workforce Plan
63
situation is expected to continue under Integration. However, Commerce
managers recognize the One-Stop Operator’s authority to direct the dayto-day duties of Commerce managers under Integration.
In addition, One-Stop Operator staff recognizes the authority of
Commerce managers under their functional work team. The reciprocal
recognition of authority allows our local area to utilize the management
skills of both Wagner-Peyser and WIA funded managers and supervisors.
Currently, there is no daily onsite supervision at the Leavenworth County
Workforce Center. Supervision is provided remotely via phone, e-mail
and weekly staff meetings. The Johnson County Functional Manager
provides direct supervision of Skill Development staff responding to
policy and procedural, training and all other support necessary on a dayto-day basis. The Welcome Function Team Leader is stationed at the
Leavenworth office once a week providing back-up in the Career Center
on days which workshops are offered. The One-Stop Operator’s Project
Manager serves as the Functional Manager for our Leavenworth site
providing facilitation of weekly staff meetings and updates on new
initiatives, policies, etc.
At both our Wyandotte and Johnson County Workforce Center, our on-site
Functional Managers are also the One-Stop Center Operator managers.
In accordance with the Integration Policy 4-04-00 and in order to give
Functional Managers consequential input, the following has been adopted
in Local Area III:
The first two Priority Outcomes for all Commerce front-line staff will be
1. Fulfill the duties listed in the Functional Job Description to which you
have been assigned.
2. Fulfill the duties listed in the Functional Job Description in a
professional and cooperative manner while remaining responsive to the
day-to-day guidance from the Functional Manager.
Additional Priority Outcomes will be determined by the Formal Manager,
with input from the Functional Manager. All Priority Outcomes are
considered to be set by the Commerce manager.
This will effectively make the Functional Job Description an attachment to
the Commerce Position Description and Performance Review. Because
each priority outcome is addressed in the Commerce Performance Review,
this will give Functional Managers meaningful, and even verbatim, input
in the Performance Review. This will also serve to document the
communication between the Functional and Formal Manager concerning a
team member’s performance. In addition, each Commerce staff will
Local Workforce Investment Area III Integrated Workforce Plan
64
understand and certify that he/she is formally--as opposed to only
functionally--accountable for the Functional Job Description and the
manner in which these duties are carried out.
Under our Integration model, every office has management that can
address personnel functions. Our Leavenworth Workforce Center does
not have any full-time Wagner-Peyser staff. In both our Wyandotte and
Johnson County Workforce Centers, Formal Commerce managers are onsite and available to handle personnel functions.
In Local Area III, staff buy-in started as early as June 2007. The LWIB
selected a private One-Stop operator, Kaiser Group Inc. With the change
in operator, a change in structure and a change in thinking took place. No
longer was it Wager-Peyser staff and WIA staff – everyone was known as
Workforce Partnership staff.
Local Area III first began to introduce our staff to Integration at an all staff
meeting in September 2008. In preparation to build staff buy-in and to
better explain what Integration means we developed the Integration tag
line:
Integration: A new way to count, a new way to serve, a new way to
work together
In late December 2008 and early January 2009, our staff was given some
high-level big picture training about Integration. Our tag line was
introduced, and it gave staff an opportunity to ask questions and see how
Integration was going to affect their day-to-day jobs. Further staff training
is scheduled for March 2009 that will outline the specific duties and
responsibilities for staff on each of the Functional Teams.
4. Description of functional work teams.
Each functional position under Integration has a functional job description.
Copies of these job descriptions can be obtained by contacting the LWIB
administrative office. Positions include:
 Welcome Function
 Assessment Function
 Skill Development Function
 Business Service Function
Both WIA and Wagner-Peyser staff will work together on each team to
deliver services to customers without the constraints of program silos.
The functional work team will be responsible for the functions of that
team at their location. Staff on each functional team will be cross-trained,
and there will be seamless service from a customer’s perspective. For
example, both WIA staff and Wagner-Peyser staff on the Welcome team
Local Workforce Investment Area III Integrated Workforce Plan
65
will perform detailed intake and assessment interviews to determine
education, basic skill needs, interests, ability and aptitude to acquire job
skills and knowledge, work history, economic and family status, career
goals, training needs and follow-up strategy. This is just one of the many
examples of how staff will work together under our integrated model.
5. Description of new customer flow
Welcome personnel greet customers and inquire about reason for visit, and
ascertain immediate interests and needs based on customer responses.
First-time customers receive a “tour of services” that describes the
services are available and what partner agencies help provide those
services. Career Advisors determine potential need and eligibility for
other services (onsite or via referral), such as but not limited to:
 Unemployment Insurance
 Adult education and literacy
 Programs for older workers
 Trade adjustment assistance
 Veterans employment and training programs
 Public Assistance programs, housing and utilities assistance
 Vocational rehabilitation, and
 Workforce Investment Act adult/dislocated worker and youth
programs
Repeat customers sign-in and are directed to an open workstations in the
career center.
Repeat customers who do not obtain employment via self-services are reengaged and needs re-addressed. Customers are then referred to
workshops and given staff-assisted job referrals. Job referrals do not just
happen at a single point in time, but happen throughout the continuum of
services as appropriate job matches are identified.
Customers are then provided staff-assisted assessments discussed in
sections 1 and further down in section 6 of this Integration Plan
attachment. Basic skills enhancement services are then provided such as
WIN for WorkKeys or other adult basic education activity. Career
Readiness Certifications (Kansas WORKReady!) are issued where
appropriate and customers are counseled for in-depth career exploration
and assessment testing. Career Advisors then develop Individual
Employment Plans (IEP) with customers. Medium- to long-term case
management services and ongoing job search support and coaching are
provided to facilitate successful job placement. Customers are given enduser computer software training as a needed with most employers in most
industries. Customers are then provided opportunities for occupational
skills training in targeted industries and preferred occupations (traditional
Local Workforce Investment Area III Integrated Workforce Plan
66
or employer-based). As successful job placement happens with
customers, follow-up services are made available to ensure job retention.
The flow of business customers works differently than the flow of our jobseeking. The flow of business customers is described below.
Once an employer contact has been made, the employer is identified as a
Targeted Employer, in one of our current target industries as defined by
the LWIB, or a Non-Targeted Employer. Targeted Employers are
assigned to work with Industry Specialist, and Non-Targeted Employers
are assigned to work with Program Specialists. From there the appropriate
staff then does a need assessment with the employer and a customized
plan is developed. Job orders are then entered into KansasWorks, and the
plan is implemented. Depending on the plan, business services can
include assessments, job orders, recruiting, screening and holding
recruiting events. Qualified referrals are made to the employer. Followup with the employer is conducted along with a re-assessment. Further
services are then provided based on the re-assessment.
Local Area III WIB staff requires monthly reports from the One-Stop
operator. The data from these reports is used to ensure that customer
needs drive the service delivery model, both job-seeker needs and business
needs. These reports include:
 Business and Industry Report – Provides information on
business outreach and business services that were provided during
the previous month.
 Career Center Report – Provides information on daily center
traffic including new customers counts, workshop attendees,
counts on services provided, reasons for customer visits, recruiting
events and career center trends.
 Customer Satisfaction – Proves information on customer service
levels for the previous month and year-to-date.
 Mobile Unit Utilization Report – Provides information on the
events and utilization rate of the Local Area III Mobile Unit.
 Multi Area Report – Proves information on collaboration efforts
with area partners and other workforce investment boards.
 WIN and WorkKeys Report – Provides information on WIN new
registrants and study hours. Also provides the number of
WorkKeys certificates that have been issued and the levels of the
certificates.
The information provided in the reports listed above is reviewed
continuously by the operator an on a periodic basis by the LWIB and subcommittees. Customer demands that are shown in these reports allow for
Local Workforce Investment Area III Integrated Workforce Plan
67
the operator to adjust service strategies and allows for the LWIB to make
policy changes as needed.
It has always been our philosophy in Local Area III that the best service is
provided by good relationships with job seekers and customers. Of course
the basis for any relationship is good communication, and customers
prefer to communicate in various ways. As we live and work in the 21st
century, we use technology in a way that allows all staff to ‘work smarter.’
Whenever possible, staff will meet face-to-face with customers. When it
is not possible, our staff uses technology to communicate. Examples
include Email, text messaging, letters and social networking websites.
Also, many of the training classes we provide (such as CustomGuide
discussed below) and the classes provided by our Eligible Training
Providers are web-based. We believe that distance learning is crucial in
today’s world, and we encourage it when available.
Computers are by far the best tool we have to provide services. Our career
centers have computers available for job searching, industry and
occupational research, Emailing resumes and filling out applications. We
also have fax machines and telephones that job seekers can use. Another
tool is our mobile unit or mobile Workforce Center. We use our mobile
Workforce Center at different community events and job fairs to provide
distance learning and job search services. Equipped with 12 workstations
and web access, we can provide the same services that are available in
each of our standing Workforce Centers. We also use a tool called “The
Informant” that is an electronic customer comment card. The details on
how this tool functions are discussed below in section 7 of the Integration
Plan.
An explanation of the assessments used in Local Area III is provided in
section 1 of this Integration Plan. While many of the assessments are
employer driven, we would like to highlight the assessments used for
different job seeker customer groups.
Our assessment tools can be used in a variety of situations. All our WIA
participants that receive intensive and training services are required to take
the O*Net Interest Profiler that identifies strengths with regards to
personality and matches strengths to occupations.
WIN (Worldwide Interactive Network) for WorkKeys is a remedial
program that prepares customers for the WorkKeys assessments. All
customers are encouraged to sign up for WIN prior to taking the
WorkKeys assessments.
CustomGuide is an on-line learning tool that consists of short, interactive
lessons to help users learn basic computer programs at their own pace.
Local Workforce Investment Area III Integrated Workforce Plan
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Typingtest.com is another assessment we use in Local Area III that
allows users to complete a timed typing test needed for many
administrative and clerical type positions.
6. Description of measures of success.
During Performance Year 2011, Workforce Partnership enrolled a total of
3,378 new Adult and Dislocated Worker clients. LA III continues to have
the highest enrollment levels across the State and thus has the biggest
impact on Statewide performance.
In Local Area III, we aim to exceed the Common Measure Performance
Levels each year. The levels and actual performance for the last three
years can be found in Attachment B of the LA III Integrated Workforce
Plan.
Since Integration there has been an increase in the quantity and quality of
the services that are provided. With staff being part of a functional team
and able to serve customers without regard to program silos there are
several changes that we have seen. Wait times to speak with a Career
Advisor has decreased, businesses receive faster services, and job seekers
experience shorter wait times for using the career center. Wait times are
not measured, but functional managers and team leaders look for customer
complaints as a way to measure the quality of the service, in addition to
the information provided by “The Informant” (discussed further down in
this section). Front-line staff regularly ask business customers and job
seekers about their experiences and the quality of those experiences.
Customer testimonials are presented at each LWIB meeting by business
customers, job seekers and youth.
Local Area III increases the skills of job seekers, which includes a
significant increase in the number of customers who access training
services. As discussed in section 6 of this Integration Plan, we use
CustomGuide - an on-line learning tool that consists of short, interactive
lessons to help users learn basic computer programs at their own pace.
This gives job seekers basic computer skills that all employers require. In
addition, more WIA performance participants have access to traditional
training services through the use of Individual Training Accounts (ITA’s).
By serving more individuals each month, our Career Advisors are able to
refer more customers to the appropriate training services.
To measure the efficiency and effectiveness of the new customer flow,
functional management staff reviews WIA performance enrollments and
number of new employer customers. WIA performance enrollments are
also regularly reviewed by LWIB staff.
Local Workforce Investment Area III Integrated Workforce Plan
69
There are no initial plans to formally measure the effectiveness of the
functional management structure. Rather, functional managers regularly
check with staff at team meetings to hear firsthand what issues or
problems exist due to the new structure. As issues are identified,
functional managers work to resolve them as quickly as possible. It is our
goal to make sure all front-line staff feels very comfortable with the new
structure of functional management.
In January 2009, Workforce Partnership began to implement a new
method of gathering customer satisfaction. We purchased an electronic
comment card system from a company called Long Range Systems (LRS).
This comment card system, called “The Informant” is one that is used in
restaurants, hospitals, stores, etc.
The technology helps us ensure ongoing quality to our customers and
provides the ability to recognize trends and act on feedback from our
customers immediately. “The Informant” enables us to survey all
customers regarding their visit each time they frequent a Workforce
Center. The system provides the opportunity to review reports on a daily
basis by staff person, by department and by location.
There are four (4) different surveys loaded into “The Informant” targeted
at various audiences we want to survey. The surveys are:
i.
ii.
iii.
iv.
Job Seeker
Employer
Youth
Other (includes job fairs, rapid response events, workshops, etc.)
Each set of survey questions is unique to the audience being surveyed.
Following each visit, customers are asked to take 2-3 minutes to complete
the short survey of approximately 7-8 questions. The survey asks
questions related to their visit that day and all responses are anonymous
and downloaded via a computer connection.
We sample customer satisfaction once a quarter at each location. The
schedule for “The Informant” is as follows:
 Johnson: January, April, July and October
 Wyandotte: February, May, August and November
 Leavenworth: March, June, September and December
 Workforce One: Special events (randomly)
Once reports are available, we share results with all staff. Staff training
can then be developed based on customer responses as we continuously
look to improve the quality of services to our customers.
Local Workforce Investment Area III Integrated Workforce Plan
70
7. Description of plan of phasing in the use of the detailed procedural manuals
Local Area III currently has four (4) procedure manuals for each of the 4
functional work teams:
 Welcome Function Procedure Manual
 Assessment Function Procedure Manual
 Skill Development Function Procedure Manual
 Business Services Function Procedure Manual
Elements for the Welcome Function Procedure Manual include:
Daily Career Center Maintenance
Phones
Copier Maintenance
Logging into Career Center Computers
Replenishing Supplies
Printing Daily Jobs
Updating marketing materials
Checking Resource Library
Preparing sign-in sheets
Restocking Job Shop Kiosk
How to Print Calendars for upcoming week
Operating Flat panel
Adding a new PowerPoint to the Flat Panel
How to set up a slide show
How to close a PowerPoint that is currently running
Monthly Reporting
Workshop
Recruiting Event
Daily Traffic
Service Procedures
“New customer” service
Recruiting Events
Unemployment Insurance
Custom Guide
WIA/Youth
Enrolling Customers in Computer Basics
Employer request for Job Orders
Veteran Services
Assisting Career Center Customers
Elements for the Assessment Function Procedure Manual include:
Assessments Menu
Career Scope Interest Inventory
CASAS (Comprehensive Adult Student Assessment System)
Custom Guide
HSI (Healthcare Selection Inventory)
Local Workforce Investment Area III Integrated Workforce Plan
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Initial Assessment
Kansas Career Pipeline
O*Net Interest Profiler
Purdue Pegboard
Skillcheck
Typingtest.com
WIN (Worldwide Interactive Network)
WorkKeys-Kansas WORKReady
Elements for the Skill Development Function Procedure Manual include:
Customer Assessment Process
Tier 1 Services (Core, Self-Directed)
Tier 2 Services (Core, Staff-Assisted)
Tier 2 (Intensive) Services
IEP Contents
Tier 3 Services (Select Intensive and Training)
Priority of Service
Veterans’ Priority
Short-Term Pre-Vocational Training Services
Work Experience and Internship Assignments
Training Services
Occupational Skills Training
Appraisal of Customer Readiness and Suitability for Training
Services
Targeted Occupations
Limitations on Classroom Training (CRT)
Combination/Sequential Training
Skill Upgrading and Retraining
Entrepreneurial Training
Job Readiness Training
Adult Education and Literacy Enhancement Activities
Registered Apprenticeship Training
Case Management and Training Progress
Individual Training Account System (ITA)
Time and Cost Limitations on ITA’s and Training Activities
Exceptions to ITA’s
Determining Financial Need and Coordinating Other Financial
Aid
Training Provider Certification Process
Identification of Eligible Training Providers
Policy on Distance Learning and Web-Based on On-Line
Training
Exceptions to the Kansas Training Provider Certification
System
On-The-Job (OJT) and Customized Training
Customized Training
Incumbent Worker Training
Local Workforce Investment Area III Integrated Workforce Plan
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Workplace and Cooperative Educational Training
Case Management
Documentation Requirements
Tier 1 Services (Core, Self-Directed)
Tier 2 Services (Core, Self-Assisted)
Family Size
Tier 2 Services (Intensive)
Tier 3 (Select Intensive and Training) Services
Support Services
Fiscal Controls
Processing Data and Reports for Federal and State
Procurement of Goods and Services
Obligation and De-obligation of Funds
Billing and Payments
Attendance Tracking
Information Systems and Data Collection
Information System Policy for Adult and Dislocated Worker
Programs
Participant Registration, Enrollment and Case Tracking
Information Systems Procedures for Adult and Dislocated Worker
Programs
Determination and Verification of Eligibility
Process for Customer Exit
Process for Customer Follow-up
Information System Procedures Relating to Youth Programs
Process for Customer Exit
Elements for the Business Services Function Procedure Manual include:
Business Services Daily Operations
Industry Specialist overview
Recruiter overview
PS1 overview
Veterans’ Representative overview
BARS Process
Employer contact procedure
Needs assessment summary
Job order process
Assessment process
Recruiting event/Job Fair process
Follow- up Process
Re-evaluation process
8. Description of training plan to build capacity of staff
For Local Area III, it was easy to train staff in culture change, including
the functional management and supervision. When Kaiser Group Inc
became the operator in July 2007, our culture change started then. Staff is
Local Workforce Investment Area III Integrated Workforce Plan
73
no longer referred to as Wagner-Peyser staff or WIA staff. Rather, all
employees are referred to as Workforce Partnership staff. These
distinctions are crucial to creating a brand image for job seekers and
businesses to identify with. It also helps staff get out of the mindset of
program silos and start thinking in terms of what is best for the customer.
In addition, we have developed a tag line for Integration:
Integration: A new way to count, a new way to serve, a new way to
work together
This tag line was first introduced to staff in late December 2008 and early
January 2009 as a way to help staff feel more connected to the Integration
process. Staff were trained in their new functions mainly during semimonthly team meetings, and semi-monthly Workforce Centers meeting.
Staff are held accountable for new skills and responsibilities. In section 4
of this Integration Plan we discuss how staff will be held responsible for
their functional job descriptions and how that will impact their formal
performance evaluations. Both functional supervisors and formal
supervisors assess the individual training needs of the staff. Supervisors
look for common training needs of the staff and plan group trainings
according to those common needs.
9. Description of continuous improvement plan
For Integration, and functional work teams, we look to continuously
improve the service delivery, efficiencies, and buy-in which ultimately
lead to better performance measures for Local Area III. Board staff
include Integration specific monitoring as part of the regular monitoring
schedule. The current monitoring schedule and procedure is listed in
Section II of LA III Integrated Workforce Plan. Board staff monitors
WIA program enrollment levels to ensure that customers are being
counted in the correct way. IEP’s for WIA customers are also reviewed
for those customers receiving intensive and training services to ensure that
the appropriate service strategies are being implemented.
Kaiser Group, Inc., Local Area III One-Stop Operator is an ISO 90012000 Certified organization. Kaiser Group applies ISO standards
accordingly in all continuous improvement efforts. In addition, functional
teams have regular meetings each month to discuss service strategies that
are working well, and those that need to be improved. Since these
meetings involve a lot of input from staff, they also serve to improve the
Integration culture and staff buy-in.
10. Description of communication plan
Local Workforce Investment Area III Integrated Workforce Plan
74
The Local Area III WIB meets bi-monthly to set the strategic direction for
the Workforce System, and provides clear direction to LWIB staff. In
addition, sub-committees of the board meet on a monthly basis to provide
guidance as well. LWIB staff in turn communicates with the One-Stop
Operator management and partner organizations on the guidance the
LWIB has given. The type of communication will vary depending on the
issue. Communication strategies include, but our not limited to:
 Face-to-face meetings
 Conference call meetings
 Emails
 Wiki’s
Operator staff and partner staff attend all LWIB board meetings, and are
able to quickly pass on information to functional teams. It is the primary
role and responsibility of the functional management team to
communicate to LWIB staff for strategic direction. Functional managers
then pass this information along via intra-office and inter-office meetings.
It is the responsibility of LWIB staff to communication with the State
Board and State Board staff. Local Area III will always look for vision
and guidance from the State Board on strategic decisions and priorities.
Local Workforce Investment Area III Integrated Workforce Plan
75
Attachment F – CEO Agreement
CHIEF ELECTED OFFICIALS AGREEMENT
This Chief Elected Officials Agreement is entered into between the Leavenworth and
Johnson Counties and the Unified Government of Wyandotte County/Kansas City,
Kansas together designated as Local Workforce Investment Area III hereinafter
referred to as “LWIA III,” to define the duties and obligations of, and procedures to
be followed by, the Chief Elected Officials, hereinafter referred to as the “CEO
Board,” under the Workforce Investment Act, hereinafter referred to as the “Act”
(Public Law 105-220, August 7, 1998).
I. CREATION OF AND MEMBERSHIP ON CEO BOARD
The parties agree to establish a board to be known as the CEO Board.
For purposes of representation on the CEO Board, LWIA III shall be subdivided into
three (3) regions. Regions shall consist of Leavenworth and Johnson Counties and
the Unified Government of Wyandotte County/Kansas City, Kansas.
Membership on the CEO Board, LWIA III shall consist of:
a)
The Mayor-CEO of the Unified Government of Wyandotte
County/Kansas City, Kansas
b)
Two (2) representatives from the Unified Government of Wyandotte
County/Kansas City, Kansas
c)
One (1) representative from Leavenworth County
d)
Two (2) representatives from Johnson County
A current list of the CEO Board members shall be provided by the CEO Chair to the
Secretary of Human Resources each time the membership changes.
II. ELECTION OF CEO BOARD REPRESENTATIVES
The Mayor-CEO of the Unified Government of Wyandotte County/Kansas City,
Kansas shall automatically become a member of the CEO Board upon assuming
office. Should the Mayor-CEO desire on the CEO Board, she/he may designate
another elected member of the Board of Commissioners to assume her/his
responsibilities on the CEO Board.
The Mayor-CEO of the Unified Government of Wyandotte County/Kansas City,
Kansas shall, prior to the commencement of the next Workforce Investment Act five-
Local Workforce Investment Area III Integrated Workforce Plan
76
(5) year planning cycle, appoint two (2) representatives from the Unified
Government.
And
The Chair of the county commission for each Leavenworth and Johnson County
within LWIA III, shall automatically become a member of the CEO Board upon
assuming office. Should the Chair desire not to serve on the CEO Board, she/he may
designate another elected member of the county commission to assume her/his
responsibilities on the CEO Board.
III. SELECTION OF ALTERNATIVE CEO BOARD REPRESENTATIVE
The member of each county commission serving as a CEO representative may select
an alternate representative from among the elected members of the commission
who shall assume the responsibilities of the CEO representative should she/he be
unable to attend a CEO Board meeting. The alternative representative shall have the
same full voting rights as any member of the board.
IV. TERM OF OFFICE
The term of the CEO Board members shall coincide with the Workforce Investment
Act five (5) year program cycle. The membership term will commence July 1, 2000
and terminate June 30, 2005.
V. VOTING
Each representative to the CEO Board shall have one (1) vote to cast on matters
coming before the Board and must be present to vote.
VI. SELECTION OF CHAIR AND VICE CHAIR
The CEO Board at its first meeting of the Workforce Investment Act five (5) year
program cycle, shall elect a Chair and Vice Chair from among its membership who
shall serve during the Workforce Investment Act five (5) year program cycle.
VII. FILLING OF VACANCIES
Vacancies on the CEO Board caused by elections, resignations or other reasons shall
be filled from among the County Commissioners of the county where the vacancy
exists. Such vacancies shall be filled by the next regularly scheduled CEO Board
meeting.
VIII. APPOINTMENT OF LOCAL WORKFORCE INVESTMENT BOARD MEMBERS
The CEO Board shall make appointments to the Local Workforce Investment Board
(LWIB) in accordance with section 117(b) of the Act. The Governor of the State, in
Local Workforce Investment Area III Integrated Workforce Plan
77
partnership with the State Workforce Investment Board, shall establish criteria for
use by the CEO Board for appointment of members of the LWIB. At a minimum, the
membership of the LWIB shall include:
1.
Representatives of business in the local area, who are:
●
Owners of businesses, chief executives or operating officers of
businesses, and other business executives or employees with
optimum policy making or hiring authority
●
Represent business with employment opportunities that
reflect the employment opportunities of the local area, and
●
Are appointed from among individuals nominated by local
business organizations and business trade associations.
2.
Representatives of local education entities, including representatives
of local educational agencies, local school boards, entities providing
adult education and literacy activities, and post secondary educational
institutions (including representatives of community colleges, where
such entities exist), selected from among individuals nominated by
regional or local educational agencies, institutions, or organizations
representing such local education entities.
3.
Representatives of labor organizations (for a local area in which
employees are represented by labor organizations), nominated by
local labor federations, or (for a local area in which no employees are
represented by such organizations), other representatives of
employees.
4.
Representatives of community-based organizations, (including
organizations representing individuals with disabilities and veterans,
for a local area in which such organizations are present).
5.
Representatives of economic development agencies, including private
sector economic development entities.
6.
Representatives of each of the one-stop partners.
7.
Other individuals or representatives of entities as the chief elected
official in the local area may determine to be appropriate.
The CEO Chair shall make the final selection for appointment from the individuals
nominated.
IX. RESPONSIBILITIES OF THE CEO BOARD
Local Workforce Investment Area III Integrated Workforce Plan
78
The CEO Board by this agreement assumes the following responsibilities:
●
Appoint the members of the LWIB in accordance with State criteria
●
In paratnership with the LWIB, appoint (as a subgroup within the
LWIB) a youth council
●
In partnership with the LWIB, develop and submit a local Workforce
Investment Act Plan to the Governor
●
In partnership with the LWIB, designate or certify one-stop operators
●
Approve the LWIB budget
●
Serve as the grant recipient for, and be liable for any misuse of, the
grant funds allocated under Sections 128 and 133
●
In partnership with the LWIB, conduct oversight with respect to local
programs of youth activities authorized under Section 129, local
employment and training activities authorized under Section 134 and
the One-Stop Delivery System in the local area
●
Negotiate with the LWIB and the Governor to determine local
performance measures
●
In partnership with the LWIB, develop and enter into a Memorandum
of Understanding (MOU) between the LWIB and the One-Stop
partners concerning the operation of the One-Stop Delivery System
X. RESPONSIBILITY FOR LWIA FUNDS
The Chief Elected Officials of LWIA III shall be liable, as set forth below, in
accordance with Section 117(d)(3)(B)(1) of the Act, for any misuse of funds as
allocated to the local area under Sections 128 and 133 to repay such funds other
than with funds received under the Act, determined to be a misexpenditure of funds
received under the Act of WIA set aside funds due to:
1.
Willful disregard of the Act and accompanying rules and regulations.
2.
Gross negligence
Or
3.
Failure to observed accepted standards of administration.
(Items 1, 2, and 3, above are hereafter referred to as audit exceptions)
Local Workforce Investment Area III Integrated Workforce Plan
79
Liability for audit exceptions will be apportioned as follows:
a)
If the audit exception expenditure was for goods or services provided
to Johnson County residents, the audit exception, loss, burden or cost
will be the responsibility of Johnson County.
b)
If the audit exception expenditure was for goods or services provided
to Leavenworth County residents, the audit exception, loss, burden or
cost will be the responsibility of Leavenworth County.
c)
If the audit exception expenditure was for goods or services provided
to Wyandotte County/Kansas City, Kansas residents, the audit
exception, loss, burden or cost will be the responsibility of the Unified
Government of Wyandotte County/Kansas City, Kansas.
d)
An audit exception or an administrative cost will be the responsibility
of the two counties and Wyandotte County/Kansas City, Kansas in
LWIA III, to be divided equally among said counties based on the
percentage of the total number of clients served in each county in the
previous year.
The current percentage would be:
Wyandotte County/Kansas City, Kansas
Johnson County
Leavenworth County
50%
35%
15%
XI. TERM OF AGREEMENT
This agreement shall become effective July 1, 2000 and shall continue until
rescinded or superseded by a new CEO Agreement, and can be renewed by
reaffirmation of the representatives for the counties of Leavenworth, Johnson, and
Unified Government of Wyandotte County/Kansas City, Kansas.
XII. MODIFICATION OF AGREEMENT
This agreement may be modified by circulating the proposed language to all Chief
Elected Officials for review and comment at least thirty (30) days prior to the CEO
Board meeting at which time action on the modification is to be taken. The
modification in its final form shall be signed by all members of the CEO Board and
included in the LWIA’s five (5) year plan.
CEO BOARD REAFFIRMATION AGEEMENT
Local Workforce Investment Area III Integrated Workforce Plan
80
IN WITNESS WHEREOF, the following members of the Chief Elected Officials Board
for the State of Kansas Local Workforce Investment Area III (LWIA III) have
reaffirmed this CEO agreement.
(Signatures)
Carol Marinovich, Mayor-CEO Unified Government
Nathan Barnes, Wyandotte Co./KCK Commissioner
Ernest M. Lewis, Wyandotte Co./KCK Commissioner
Douglas E. Wood, Johnson County Commissioner
Gary Anderson, Johnson County Commissioner
Donald Navinsky, Leavenworth County Commissioner
Local Workforce Investment Area III Integrated Workforce Plan
October 5, 2000
October 5, 2000
October 5, 2000
December 21, 2000
December 21, 2000
November 27, 2000
81
CHIEF ELECTED OFFICIALS
AND
LOCAL WORKFORCE INVESTMENT BOARD
AGREEMENT ADDENDUM
This agreement addendum is entered into between the Chief Elected Officials Board,
consisting of officials from Johnson, Leavenworth, and Wyandotte Counties
(hereinafter referred to as the “CEO Board”) and the Local Workforce Investment
Board (hereinafter referred to as the “LWIB”), both established under the
Workforce Investment Act, Public Law 105-220, August 7, 1998, (hereinafter
referred to as the “Act”). Johnson, Leavenworth, and Wyandotte Counties are
together designated as Local Workforce Investment Area III (hereinafter referred to
as “LWIA III”). This shall constitute an addendum to the Chief Elected Officials
Agreement dated July 1, 2000. The terms of the Agreement dated July 1, 2000 shall
remain in effect, except as modified by this addendum.
I. Purpose of Agreement
The purpose of this agreement is to set out the responsibilities of the LWIB under
the Act and to establish responsibility for Local Workforce Investment Act
administrative funds that will be utilized to provide staff services to the LWIB.
II. Responsibilities of the LWIB
The LWIB by this agreement assumes the following responsibilities.
A.
The LWIB will:
1.
Develop a five-year local workforce investment plan and
submit to the CEO Board.
2.
Consistent with the State plan and with the agreement of the
CEO Board, designate or certify one-stop operators as
described in the Act and develop and enter into a
memorandum of understanding with one-stop partners.
3.
If necessary, terminate one-stop operators, with the agreement
of the CEO Board and subject to the Act and the terms of any
applicable contract with the operator.
4.
Establish a Youth Council as a subgroup of the LWIB as
described in the Act and appoint members to it in cooperation
with the CEO Board.
5.
Consistent with the Act, identify eligible providers of youth
activities in LWIA III and award grants or contracts on a
Local Workforce Investment Area III Integrated Workforce Plan
82
competitive basis based on the recommendations of the Youth
Council.
6.
Consistent with the Act, identify eligible providers of training
services in LWIA III.
7.
If the one-stop operator does not provide intensive services, as
defined in the Act, identify eligible providers of intensive
services in LWIA III and award contracts.
8.
Develop a budget for the purpose of carrying out the duties of
the LWIB, subject to the approval of the CEO Board.
9.
In partnership with the CEO Board conduct oversight of youth
activities authorized under the Act, local employment and
training activities authorized under the Act, and the one-stop
delivery system in LWIA III.
10.
Negotiate and reach agreement with the CEO Board and the
Governor on local performance measures as described in the
Act.
11.
Assist the Governor in developing the statewide employment
statistics system described in the Wagner-Peyser Act.
12.
Coordinate workforce investment activities with economic
development strategies and develop other employer linkages.
13.
Promote the participation of private sector employers in the
statewide workforce investment system and seek to provide
connecting, brokering, and coaching activities to assist the
employers in meeting hiring needs.
14.
Establish oversight and accountability structures to ensure
compliance with applicable federal laws and regulations and
the terms of contracts and grants.
15.
Utilizing funds received under the Act, ensure that an
independent audit of all funds received is conducted by an
independent Certified Public Accountant at least annually in
accordance with generally accepted auditing standards, the
standards applicable to financial audits contained in
Government Auditing Standards issued by the Comptroller
General of the United States, and U.S. Office of Management and
Budget (OMB) Circular A-133 and Kansas Department of
Human Resources.
Local Workforce Investment Area III Integrated Workforce Plan
83
B. The LWIB may:
C.
1.
Employ staff as the budget permits.
2.
Solicit and accept grants and donations and use them.
3.
Expend funds for operations of the LWIB office, maintain office
facilities and pay all necessary related expenses.
If the LWIB does either of the actions set out in subparagraphs 1 and 2
of the preceding paragraph II.B, the LWIB shall also do the following,
unless the CEO Board unanimously agrees in writing to waive any of
the requirements.
1.
Become incorporated as a not-for-profit corporation under the
laws of the State of Kansas; and, in which event, shall
2.
Obtain a surety bond in the amount equal to the amount of
administrative funds received by the LWIB pursuant to this
agreement covering all persons who have access to such funds.
3.
By this agreement assume responsibility for any actions of the
LWIB, its directors, officers, or employees.
4.
By this agreement indemnify the CEO Board and its constituent
members and hold them harmless from any and all liability,
loss, or damage they may suffer as a result of claims, demands,
costs, or judgments against them arising from the actions of the
LWIB, its directors, officers, or employees.
III. Term of Agreement
A.
This agreement shall become effective on the date of the last signature
appearing on the signature page and continue until rescinded or
superseded by a new CEO/LWIB Agreement.
B.
The CEO Board may terminate this agreement at any time if the LWIB
fails to achieve certification from the Governor under the Act or if the
Governor decertifies the LWIB under the Act.
IV. Modification of Agreement
This agreement may be modified by the circulating the proposed language to all
Chief Elected Officials for review and comment at least thirty (30) days prior to the
CEO Board meeting at which time actions on the modification is to be taken, unless a
shorter time period is agreed upon unanimously. The modification in its final form
shall be signed by all members of the CEO Board and included in the LWIA’s plan.
Local Workforce Investment Area III Integrated Workforce Plan
84
Signature Page
Carol Marinovich
Mayor/CEO Unified Government
Wyandotte County/Kansas City, Kansas
March 10, 2003
Douglas E. Wood
Commissioner
Johnson County
February 25, 2003
Donald Navinsky
Commissioner
Leavenworth County
March 13, 2003
James R. Thompson
Chairman
Workforce Investment Board
February 25, 2003
Local Workforce Investment Area III Integrated Workforce Plan
85
Attachment G – Directory for the Local Board
Name
Organizaton
Representation
Trudi Andernacht, SPHR
HR Business Partner
VICE CHAIR
Nathan Barnes
Commissioner
Mike Beene
State Operations Director
Farmers Insurance
Business
Unified Government of Wyandotte
County/Kansas City, Kansas
Kansas Department of Commerce
Carolyn Benitez
Executive Officer
Isaura Betancourt
Case Manager
SER Corporation Kansas
Stacie Durkin
Nursing Informatics
Mike Fleming
Attorney
Brady Garren
Employee Relations Manager
Elsa Genis
HR Manager
Judy Gifford
AFL-CIO Community Services Liaison
Dana Grove
Executive Vice President, Learning
Steven Hougland
Agent
Dr. Marvin Hunt, Dean
Business and Continuing Education
Health eGRC
WIA Title I-B
One-Stop Partner
Wagner-Peyser,
Veterans, TAA
One-Stop Partner
MSFW, WIA Sect. 167
One-Stop Partner
Title V Older Americans
Act
One-Stop Partner
Business
Wendt Goss, P.C.
Business
Nebraska Furniture Mart
Business
Premium Waters, Inc.
Business
Tri County Labor Council
Organized Labor
Johnson County Community College
Local Education,
One-Stop Partner
Business
David Huston
President / CEO
Steve Jack
Executive Director
LaDora Jackson
Executive Director
Olson Manufacturing
Brenda C. Jones
SECRETARY
Angela Kaminski
Manager
Dan Lange
Human Resources Manager
Industrial Power Group
Communications Workers of America
Economic Development
Organization
Community Based
Organization, Community
Services Block Grant
One-Stop Partner
Labor
First Legends Bank & Trust
Business
Exide Technologies
Business
SER Jobs for Progress (SER National)
Keller-Williams Real Estate
Kansas City Kansas Community College
Leavenworth County Development Corp.
Economic Opportunity Foundation
Local Workforce Investment Area III Integrated Workforce Plan
Local Education, Adult
Education/Literacy
One-Stop Partner
Business
86
K.J. Langlais
Executive Director
Jerry Leonard
Rehabilitation Services Administrator,
KC Metro Region
Wendell Maddox
President
Evergreen Living Innovations, Inc./GERTI
Other
Department for Children and Families
Vocational Rehabilitation
One-Stop Partner
United Way of Wyandotte County
Michelle May
Human Resources Director
Jennifer Mehnert
Human Resource Manager
Scott Neilan
Director of Human Resources
Donald Nelson
Owner
Neal Palmer
Senior Vice President
Maria Rovirosa
Director, Human Resources
Stephen Sayler
Human Resource Manager
BOARD CHAIR
Ashley Sherard
Vice President, Director of Legislative
Affairs
Cliff Smith
Interim Dean
Steve Waddell
Owner
GBA Architects and Engineers
Community Based
Organization
One-Stop Partner
Business
Garmin International
Business
Armed Forces Insurance
Business
Nelson Enterprises
Business
JE Dunn Construction
Business
B/E Aerospace
Business
CSM Bakery Products
Business
Lenexa Chamber of Commerce
Economic Development
Organization
KCKCC Technical Education Center
Local Education,
One-Stop Partner
Business
I Support Learning
Local Workforce Investment Area III Integrated Workforce Plan
87
Attachment H - Directory for the CEO
Name
Organization
County
Nathan Barnes
County Commissioner
CHAIR
Joe Reardon
Mayor
Jim Allen
County Commissioner
Michael Ashcraft
County Commissioner
Clyde Graber
County Commissioner
Unified Government of Kansas City, KS and
Wyandotte County
Wyandotte County
Unified Government of Kansas City, KS and
Wyandotte County
Johnson County Government
Wyandotte County
Johnson County Government
Johnson County
Local Workforce Investment Area III Integrated Workforce Plan
Johnson County
Leavenworth County
88
Attachment I – Directory for the Youth Council
Name
Organization
Representation
Mary Pollock
Program Coordinator
Steve Waddell
Owner
Jennifer Mehnert
Human Resource Manager
David Huston
President/CEO
Sheila K. Jones
Workforce Services Specialist
Wyandotte County Juvenile Intake &
Assessment Center
I Support Learning
Marya Schott
Community Initiatives
Director
Glenda Jordan
Property Supervisor
Alana Titus
Executive Director
CHAIR
Diana Rodgers
Program Coordinator
Niesha King
Youth
United Community Services
Represents a service agency such as
juvenile justice or local law enforcement
LWIB Member who has special interest or
expertise in youth policy
LWIB Member who has special interest or
expertise in youth policy
LWIB Member who has special interest or
expertise in youth policy
Other (determined appropriate by the
Local Board Chair in cooperation with the
CEO)
Former participant and/or represents
organization that has experience relating
to youth activities
Represents a local Public Housing
Authority
Former participant and/or represents
organization that has experience relating
to youth activities
Represents Job Corps
Garmin International
Olson Manufacturing
Kansas Department of Commerce
Hughes Development
Intensive Family Counseling
Flint Hills job Corps
Judy Reidel
Parent
Local Workforce Investment Area III Integrated Workforce Plan
Former participant and/or represents
organization that has experience relating
to youth activities
Parent of eligible youth seeking WIA
assistance
89
Attachment J - Memorandums of Understanding
Workforce Partnership has MOU’s with the following organizations:








Economic Opportunity Foundation
Goodwill of Western Missouri and Eastern Kansas
Johnson County Community College
Job Corps
Kansas City Kansas Community College
SER Corporation
Department of Children and Families – Rehabilitation Services
United Way YouthBuild
Copies of MOU’s will be sent in a separately in PDF format.
Local Workforce Investment Area III Integrated Workforce Plan
90
Attachment K - One-Stop Certification documentation for each Workforce Center
Workforce Partnership is submitting documentation for One-Stop Certification for the
following Workforce Center locations:


Wyandotte County Workforce Center
Johnson County Workforce Center
Local Workforce Investment Area III Integrated Workforce Plan
91
Workforce Center Application for State Certification
Complete one application per Workforce Center.
Workforce Investment Board: Local Workforce Investment Area III, Inc. –
Workforce Partnership
Application Contact Name/Title: Trent Howerton – Director of System Performance
Address: 8040 Parallel, Ste 112, Kansas City, KS 66112
Phone: 913-287-1116 E-Mail: trenth@workforcepartnership.com
Workforce Center Type
Comprehensive One-Stop Center
Affiliated Site
Operator Name: Kaiser Group Inc.
Operator Address: 552 State Ave. Kansas City, KS 66101
Operator Phone: 913-577-5900 E-Mail: ireneb@workforcepartnership.com
Attach the following items:
Updated Memorandum of Understanding (MOU)
Updated LWIB/One-Stop Operator Agreement
Completed list of Partner Services (see pages 13-20)
Completed Program Services Checklist (see page 21)
Signed Attestation Page (see page 22)
Local Workforce Investment Area III Integrated Workforce Plan
92
Workforce Center Application for State Certification
Partner Core Services
Partner Entity __Kaiser Group Inc – Operator_______________
Indicate with a check mark those core services for which are applicable to the Partner
program of services. Then describe how those services will be accessed in the Workforce
Center, including integrated staff members. For example, “services will be delivered by 3
Workforce Center staff and 2 partner staff as part of the Welcome Team.”
For Employers:
Core Services
√
Assistance in finding qualified workers
√
Labor exchange using
KANSASWORKS.com
√
Interview facilities at Workforce
Centers
√
State and/or federally generated Labor
Market Information (LMI)
√
State and/or federally generated
information on Americans with
Disabilities Act (as amended in 2008)
√
Information regarding consultations
on workplace accommodations for
persons with disabilities
Information on and referral to
business start-up, retention and
expansion services
√
√
Method for Delivery
Services are delivered by 1 Dept of Commerce Staff ,
and 3 Kaiser Staff, with additional support from 1 Kasier
PRN Business Services Consultant, as part of the Integrated
Business Services Team
1. Post job in Kansas Works –
2. Post flyers of available job openings with
requirements in Career Center
3. Send info regarding available job openings
w/requirements out to Community Partners.
4. Integrated Business Service Team search
Kansas Works for qualified applicants,
5. Recruiting Events, Applicant screening.
Staff assisted job orders are posted on KansasWorks
by the Business Services Team, and a veteran search
completed. Resume searches are also conducted
when recruiting for the employer.
2 private interview spaces located right off the Career
Center. Various space available throughout the center
for employer use.
This information is provided upon employer request.
We utilize KansasWorks, Bureau of Labor Statistics,
Monster.com and Kansas Department of Labor to
source the information.
We provide this information to employers as a part of
our menu of services.
We also refer to and reference KansasWorks
Disability Resources, which is linked to Commerce’s
Disability Resources Webpage. This page includes a
link to the Kansas Commission on Disability Concerns,
and other State/Federal guidance and information.
We utilize the Job Accommodation Network (JAN), as
well as our Disability Coordinator for these
requests/needs.
We utilize our area Economic Development contacts,
the Small Business Association, Kansas Department of
Commerce, as well as KCSourcelink for referrals and
information.
Local Workforce Investment Area III Integrated Workforce Plan
93
Information on and referral to sources
for developing customized training
programs
Rapid response to mass layoffs and
plant closings
√
We utilize the area educational institutions for
sources and referrals.
√
Information about training incentives
such as on-the-job training programs
(based on worker eligibility); and
State and/or federally generated
information on tax credits for new
hires
√
Local Rapid Response Coordinator handles all
response to those affected by mass layoffs and
closings. The Coordinator collaborates with the
Business Services Team to facilitate targeted job
referrals for transitioning workers as well.
We promote and share OJT offerings to employers
when funding allows.
√
We promote current information on tax credits for
new hires through our contact with the employers.
Other
Local Workforce Investment Area III Integrated Workforce Plan
94
For Job Seekers:
Core Services for Job Seekers
√
Outreach, intake (which may include worker
profiling), and orientation to the
information and other services available
through the partner program and services
comprising the KANSASWORKS systems
√
Program information describing eligibility
requirements and application procedures
√
Determinations of whether individuals are
eligible to receive assistance from WIA Title
I Adult or Dislocated Worker funding
√
Assistance in establishing eligibility for
activities available in the local area and for
programs of financial aid assistance for
training and education programs that are
not funded under the Workforce Investment
Act
Provision of information regarding filing
claims for unemployment compensation
√
Provision of information relating to the
availability of supportive services, including
child care and transportation, available in
the local area, and referral to such services,
as appropriate
√
√
Method for Delivery
Services are delivered by 2 Dept of Commerce Staff ,
2 Kaiser Staff as part of the Integrated Welcome Team.
AND/OR by 4 Dept of Commerce, 5 Kaiser staff as part of
the Integrated Skill Development Team as noted
1. Regularly scheduled Tour of services via
Welcome Team gives a comprehensive
overview of our services and how to access
them.
2. Scheduled tours for community partners,
organizations & employers.
3. Staff attends various outreach events in
order to inform about Workforce
Partnership services.
1. Menu of services & Schedule of Activities are
available immediately upon entering
facilities.
2. Tour of Services & Welcome Packets
3. Regularly scheduled orientations for WIA
intensive services
Via the Integrated Skill Development Team
1. Kansas Works job seeker registration
results
2. One-on-one conversations with center staff
3. Group orientations
4. Online FAQ document
Educational information section in career centers.
Referral to partner programs. One staff from
Educational Opportunity Center presents financial
aid information during WIA Orientations.
UI brochures & website provided by the Dept of
Labor in addition to the Welcome Team
Local Workforce Investment Area III Integrated Workforce Plan
1. Johnson County Community Resource
information included in Welcome Packet.
2. Johnson County Community resource
information section in each center. Includes
clothing , food, utilities assistance, shelters,
medical & dental clinics, hotlines, childcare,
transportation assistance, etc.
95
Referral for all programs identified in the
“system program and partners” section of
this document and local option programs.
This includes screening to determine
likelihood of eligibility for various programs
and financial assistance sources. If this
service is accessed, KANSASWORKS.com
will be used across programs to capture
information needed to prepare a local
service plan and information will be shared,
as appropriate, with system partners
√
Local Workforce Investment Area III Integrated Workforce Plan
1. Initial Assessments and conversation with
customers via Integrated Welcome Team
2. Skills assessment and one-on-one
conversation via Integrated Skill
Development Team
3. Plus Account registration in KansasWorks
96
Core Services for Job Seekers
√
Method for Delivery
Services are delivered by 2 Dept of Commerce Staff ,
2 Kaiser Staff as part of the Integrated Welcome Team
& 5 Dept of Commerce Staff ,
3 Kaiser Staff as part of the Integrated Skill Development Team
unless otherwise noted
Labor exchange using
KANSASWORKS.com
Job, career and skill self-assessment
tools
√
Initial assessment of skill levels,
aptitudes, abilities and supportive
service needs
√
Employer directories for job search,
e.g., KANSASWORKS.com resources,
Internet-based directories, commercial
products
√
Resume writing software and support
materials
√
Local human services directory, e.g.
SHARE Network
√
Occupational training information
√
Financial aid information
√
Job search skills information
√
√
1. Via Welcome Team - Plus Account registration in
KW is required for all staff assisted services.
1. Via internet – CareerOnestop.org, Onet online &
myskillsmyfuture.org.
2. Assessment specialist makes available a variety of
assessment tools on site
1. Via skills assessment given by the Skill
Development Team only after initial assessment
via the Welcome Team reveals the needs of the
customer
1. Binder containing daily job postings from
KansasWorks & indeed.com and various other
sources located in Career Center
2. Internet Job sites, Employment Guides, JobNews,
Careerbuilder, located in the Career Centers
Resource Table.
3. Hot Jobs displayed on flat panels
1. WinWay Resume Writing software & MS Word
Resume Templates available on all Career Center
Computers
2. Regularly scheduled Resume writing workshops
3. Resume Writing Packets available to all in Career
Centers
4. Job Shop Resume writing material in kiosk
5. Welcome Team & Skill Development staff provide
customer support
1. Comprehensive Community Resource packets in
Community resource sections in Career Center
Online via:
1. CareerOneStop.org, myskillsmyfuture.org,
mynextmove.org
2. O*Net Online, U. S. Dept of Labor
3. Kansas Works
1. In Career Center Educational Information Section
2. By referral and online
3. During regularly scheduled Training Services
Orientations
1. Job Shop Kiosk in Career Center
2. Regularly scheduled workshops include, Basic
Computers, Resume Writing, Interview Prep, Job
Search Strategies, Apply yourself , Today’s
Challenge, Tomorrow’s Success (for Ex-Offenders)
3. Insights from the Inside employer facilitated
workshops
Local Workforce Investment Area III Integrated Workforce Plan
97
Workplace accommodations
information (describe how
accommodations are provided to
persons with disabilities)
√
Career, job and local, regional and
national labor market information,
including job vacancy listings in such
labor markets; information on job
skills necessary to obtain the jobs
described in the job vacancy listings;
and information relating to local
occupations in demand and the
earnings and skill requirements for
such occupations
The Eligible Training Provider
Consumer Report component of
KANSASWORKS.com, which provides
performance information and program
cost information on eligible providers
of training services as described in
WIA Title I Section 122, by program
√
Via Welcome Team /Skill Development Team/Disability
Navigator
1. Workstation for individuals with disabilities that
includes auxiliary aids
2. Disability navigator available to arrange
accommodations
3. Disability Resource Information Section in each
Career Center
1. KS Dept of Labor Job Vacancy Survey in Career
Centers
2. KS DOL Occupation Outlook to include regional
breakdowns in Career Centers
3. Online via ONET, CareerOneStop.org
√
Available on KansasWorks.com
Local Workforce Investment Area III Integrated Workforce Plan
98
Core Services for Job Seekers
√
Method for Delivery
Services are delivered by 2 Dept of Commerce Staff ,
2 Kaiser Staff as part of the Integrated Welcome Team
OR 5 Dept of Commerce Staff ,
3 Kaiser Staff as part of the Integrated Skill Development
Team unless otherwise noted unless otherwise noted
Provision of performance information
and program cost information on
providers of adult education described
in WIA Title II, providers of
postsecondary career and technical
education activities and career and
technical education activities available
to school dropouts under the Carl D.
Perkins Vocational and Applied
Technology Education Act (20 U.S.C.
2301 et seq.), and providers of
vocational rehabilitation program
activities described in Title I of the
Rehabilitation Act of 1973 (29 U.S.C.
720 et seq.)
Provision of information regarding
how the local area is performing on the
local performance measures and any
additional performance information
with respect to the KANSASWORKS
system in the local area
Follow up services, including
counseling regarding the workplace,
for customers in WIA Title I activities
who are placed in unsubsidized
employment, for not less than 12
months after the first day of the
employment, as appropriate
√
Available on KansasWorks.com
By referral, in addition to information located in
the Education Information section in Career Center
√
Performance information shared at staff meetings
& on a regular basis at Management Meetings. In
addition, performance information is shared
regularly at WIB meetings as well as with board
teams.
√
Via Integrated Skill Development Team
1. Direct phone contact/consults with
participants to assess needs
2. Direct phone calls to employers
3. Periodic emails to announce relevant
information or resources to support job
retention, advancement or alternate career
opportunities
4. Individual, face-to-face appointments as
needed or as requested
Other
Local Workforce Investment Area III Integrated Workforce Plan
99
Workforce Center Application for State Certification
Partner Intensive Services
Partner Entity ___Kaiser Group Inc. - Operator______________________
Indicate with a check mark those intensive services for which are applicable to the Partner
program of services. Then describe how those services will be accessed through the
Workforce Center, including integrated staff members. For example, “services will be
delivered by 4 Workforce Center staff and 2 Technical College staff as part of the
Assessment Team.”
Intensive Services for Job Seekers
√
Adults and dislocated workers who are
unemployed and are unable to obtain
employment through core services provided
and who have been determined by a
Workforce Center partner to be in need of
more intensive services in order to obtain
employment
Adults and dislocated workers who are
employed, but who are determined by a
Workforce Center partner to be in need of
such intensive services in order to obtain or
retain employment that allows for selfsufficiency as defined by the Governor and
the local area
Comprehensive and specialized assessments
of the skill levels and service needs, which
may include diagnostic testing and use of
other assessment tools and in-depth
interviewing and evaluation to identify
employment barriers and appropriate
employment goals
Development of an individual employment
plan, to identify the employment goals,
appropriate achievement objectives, and
appropriate combination of services for the
participant to achieve the employment goals
Group counseling
√
Individual counseling and career planning
Method for Delivery
Services will be delivered by 3 Kaiser Staff, 5 Dept of
Commerce Staff as part of the Integrated Skill
Development Team unless otherwise noted
1. 6 Workforce Center personnel on the Skill
Development Team share primary responsibility for
formal eligibility reviews and enrollment screenings
for programs offering intensive services
√
1. 6 Workforce Center personnel on the Skill
Development Team share primary responsibility for
formal eligibility reviews and enrollment screenings
for programs offering intensive services
√
1. 7 Workforce Center personnel from the Skill
Development and Assessment Teams provide such
assessments and individual consultations
√
1. 7 Workforce Center personnel from the Skill
Development Team and Goodwill specialize in
cooperatively constructing IEP’s with customers
√
1. Group activities are primarily handled by members
of the Welcome and Skill Development, with
‘specialized’ sessions offered by two Partner
Agencies-Goodwill and the “New Landings” Job Club
1. 9 Workforce Center Personnel are available to offer
individualized counseling, to include Goodwill, and
Veterans’ Programs representatives
√
Local Workforce Investment Area III Integrated Workforce Plan
100
Intensive Services for Job Seekers
Case management for participants
seeking training and career education
services; and
Short-term prevocational services,
including development of learning
skills, communication skills,
interviewing skills, punctuality,
personal maintenance skills, and
professional conduct, to prepare
individuals for unsubsidized
employment or training
√
√
√
Method for Delivery
Services will be delivered by 3 Kaiser Staff, 5 Dept of
Commerce Staff as part of the Integrated Skill
Development Team unless otherwise noted
1. 6 Workforce Center personnel are able and
available to offer ongoing case management
services of this nature
1. Regularly scheduled workshops facilitated by
Welcome and/or Skill Development Team
members, and Partners as noted above.
2. One-on-one
assistance/counseling/recommendation from
staff.
3. Onsite introductory computer course
4. Onsite basic, intermediate and advance
computer software instruction
Other
Local Workforce Investment Area III Integrated Workforce Plan
101
Workforce Center Application for State Certification
Partner Training Services
Partner Entity __Kaiser Group Inc - Operator____________________
Indicate with a check mark those training services for which are applicable to their program
of services. Partner will then describe how those services will be accessed through the
Workforce Center including integrated staff members. For example, “services will be
delivered by 2 Workforce Center staff and 3 partner staff as part of the Assessment and
Training Team.”
Training Services for Job Seekers
√
Adults and dislocated workers who have
met the eligibility requirements for
intensive services and who are unable to
obtain or retain employment through
such services
√
Occupational skills training, including
training for nontraditional
employment
√
On-the-job training
√
√
Programs that combine workplace
training with related instruction, which
may include cooperative education
programs or Registered
Apprenticeship programs
Training programs operated by the
private sector
√
Skill upgrading and retraining
√
Method for Delivery
Services will be delivered by 3 Kaiser Staff, 5 Dept
of Commerce Staff as part of the Integrated Skill
Development Team unless otherwise noted
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to training
services
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to training
services
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to training
services
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to training
services
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to training
services, as well as
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to training
services
2. Actual training delivered by properly
Local Workforce Investment Area III Integrated Workforce Plan
102
Entrepreneurial training
√
1.
2.
Job readiness training
√
1.
2.
Adult education and literacy activities
√
1.
2.
Customized training conducted with a
commitment by an employer or group
of employers to employ an individual
upon successful completion of the
training
√
1.
2.
qualified Eligible Training Providers
6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to training
services
Actual training delivered by properly
qualified Eligible Training Providers
6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to job
readiness training services
Actual training delivered via onsite
Workshops facilitated by Welcome and Skill
Development Teams, and/or through
properly qualified Eligible Training Providers
6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to these
training services
Such training is delivered by the local Adult
Basic Education Partners (JCCC and KCKCC)
6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for arranging and managing
access to such training services
Training delivered by properly qualified
Eligible Training Providers
Other
Local Workforce Investment Area III Integrated Workforce Plan
103
Workforce Center Application for State Certification
Partner Discretionary Services
Partner Entity __Kaiser Group Inc. - Operator_______________________
Indicate with a check mark those discretionary services for which are applicable to the
Partner program of services. Describe how those services will be accessed through the
Workforce Center, including integrated staff members. For example, “services will be
delivered by 3 Workforce Center Staff and 1 partner staff as part of the Business Service
Team.”
√
√
Discretionary Services
Customized Screening and Referral
Method for Delivery
The Business Services Team offers customized screening to
eligible employers, based on their needs. Integrated
Welcome Team and Business Team Integrated Skill
Development Team
√
Customized Fee-For-Service
Employment Related Services
Adult/Dislocated Worker
Supportive Services
Integrated Business Service Team provides service on an
as-needed basis.
1. 6 Workforce Center personnel on the Skill Development
Team share primary responsibility for managing access
to supportive services
1. 6 Workforce Center personnel on the Skill Development
Team share primary responsibility for managing access
to supportive services
√
√
Needs-Related Payments
√
Incumbent Worker Training
√
Business Service Center
Day Care Facilities
1. 12 Workforce Center personnel on the Skill
Development and Business Services Teams share
responsibility for arranging and managing such training
services, in cooperation with specific Employers
2. Training delivered by properly qualified Eligible
Training providers and Employer designees
Meeting space, interview space, information sessions and
many other services are offered through our Business
Service Center.
N/A
Other:
Local Workforce Investment Area III Integrated Workforce Plan
104
Workforce Center Application for State Certification
Program Services Checklist
CHECK ALL THAT APPLY
Provide
Information on and
Referral to
Program
Intake/
Registration
Eligibility
Determination
Enrollment
in Program
and Referral
to Program
Activity
WIA Title I Adult
X
X
X
X
WIA Title I Dislocated Worker
X
X
X
X
Wagner-Peyser Employment Service
X
X
X
X
Veterans Employment Service
X
X
X
X
Unemployment Insurance
X
X
Trade Adjustment Assistance (TAA)
X
X
X
X
Vocational Rehabilitation
X
Program Services
Secondary and/or Postsecondary Career and Technical
Education
WIA Title II Adult Education and Literacy, State Adult
Education, and Partnership for Adult Learning (PAL)
X
X
Senior Community Service Employment Program
X
WIA Title I Migrant Seasonal Farm Workers
X
WIA Title I Job Corps
X
X
X
WIA Title I Veterans
X
X
X
X
WIA Title I Native Americans
X
X
X
X
Community Services Block Grant Employment and
Training
Housing and Urban Development Employment and
Training
WIA Title I Youth Services
WIA Title I Youth Opportunity Grants
X
X
X
N/A
Local Workforce Investment Area III Integrated Workforce Plan
105
Local Workforce Investment Area III Integrated Workforce Plan
106
Workforce Center Application for State Certification
Complete one application per Workforce Center.
Workforce Investment Board: Local Workforce Investment Area III, Inc. –
Workforce Partnership
Application Contact Name/Title: Trent Howerton – Director of System Performance
Address: 8040 Parallel, Ste 112, Kansas City, KS 66112
Phone: 913-287-1116 E-Mail: trenth@workforcepartnership.com
Workforce Center Type
Comprehensive One-Stop Center
Affiliated Site
Operator Name: Kaiser Group Inc.
Operator Address: 9221 Quivira Rd, Overland Park, KS 66215
Operator Phone: 913-577-5900 E-Mail: ireneb@workforcepartnership.com
Attach the following items:
Updated Memorandum of Understanding (MOU)
Updated LWIB/One-Stop Operator Agreement
Completed list of Partner Services (see pages 13-20)
Completed Program Services Checklist (see page 21)
Signed Attestation Page (see page 22)
Local Workforce Investment Area III Integrated Workforce Plan
107
Workforce Center Application for State Certification
Partner Core Services
Partner Entity __Kaiser Group Inc – Operator_______________
Indicate with a check mark those core services for which are applicable to the Partner
program of services. Then describe how those services will be accessed in the Workforce
Center, including integrated staff members. For example, “services will be delivered by 3
Workforce Center staff and 2 partner staff as part of the Welcome Team.”
For Employers:
Core Services
√
Method for Delivery
Services are delivered by 3 Dept of Commerce Staff ,
and 3 Kaiser Staff, with additional support from 1 Kaiser
PRN Business Services Consultant, as part of the Integrated
Business Services Team
Assistance in finding qualified workers
√
Labor exchange using
KANSASWORKS.com
√
Interview facilities at Workforce
Centers
√
State and/or federally generated Labor
Market Information (LMI)
√
State and/or federally generated
information on Americans with
Disabilities Act (as amended in 2008)
√
Information regarding consultations
on workplace accommodations for
persons with disabilities
√
Information on and referral to
business start-up, retention and
√
1. Post job in Kansas Works –
2. Post flyers of available job openings with
requirements in Career Center
3. Send info regarding available job openings
w/requirements out to Community Partners.
4. Integrated Business Service Team search
Kansas Works for qualified applicants,
5. Recruiting Events, Applicant screening.
Staff assisted job orders are posted on KansasWorks
by the Business Services Team, and a veteran search
completed. Resume searches are also conducted
when recruiting for the employer.
Two (2) private interview spaces located right off the
Career Center. Various space available throughout the
center for employer use.
This information is provided upon employer request.
We utilize KansasWorks, Bureau of Labor Statistics,
Monster.com and Kansas Department of Labor to
source the information.
We provide this information to employers as a part of
our menu of services.
We also refer to and reference KansasWorks
Disability Resources, which is linked to Commerce’s
Disability Resources Webpage. This page includes a
link to the Kansas Commission on Disability Concerns,
and other State/Federal guidance and information.
We utilize the Job Accommodation Network (JAN), as
well as our Disability Coordinator for these
requests/needs.
The Disability Resources posted on KansasWorks
(and noted above) are likewise utilized here.
We utilize our area Economic Development contacts,
the Small Business Association, Kansas Department of
Local Workforce Investment Area III Integrated Workforce Plan
108
expansion services
Information on and referral to sources
for developing customized training
programs
Rapid response to mass layoffs and
plant closings
√
Information about training incentives
such as on-the-job training programs
(based on worker eligibility); and
State and/or federally generated
information on tax credits for new
hires
√
√
√
Commerce, as well as KCSourcelink for referrals and
information.
We utilize the area educational institutions for
sources and referrals.
Local Rapid Response Coordinator handles all
response to those affected by mass layoffs and
closings. The Coordinator collaborates with the
Business Services Team to facilitate targeted job
referrals for transitioning workers as well.
We promote and share OJT offerings to employers
when funding allows.
We promote current information on tax credits for
new hires through our contact with the employers.
Other
Local Workforce Investment Area III Integrated Workforce Plan
109
For Job Seekers:
Core Services for Job Seekers
√
Outreach, intake (which may include worker
profiling), and orientation to the
information and other services available
through the partner program and services
comprising the KANSASWORKS systems
√
Program information describing eligibility
requirements and application procedures
√
Determinations of whether individuals are
eligible to receive assistance from WIA Title
I Adult or Dislocated Worker funding
√
Assistance in establishing eligibility for
activities available in the local area and for
programs of financial aid assistance for
training and education programs that are
not funded under the Workforce Investment
Act
Provision of information regarding filing
claims for unemployment compensation
√
Provision of information relating to the
availability of supportive services, including
child care and transportation, available in
the local area, and referral to such services,
as appropriate
√
√
Method for Delivery
Services are delivered by 2 Dept of Commerce Staff ,
2 Kaiser Staff as part of the Integrated Welcome Team.
AND/OR, by 3 Dept of Commerce, 5 Kaiser staff as part of
the Integrated Skill Development Team as noted
1. Regularly scheduled Tour of services via
Welcome Team gives a comprehensive
overview of our services and how to access
them.
2. Scheduled tours for community partners,
organizations & employers.
3. Staff attends various outreach events in
order to inform about Workforce
Partnership services.
1. Menu of services & Schedule of Activities are
available immediately upon entering
facilities.
2. Tour of Services & Welcome Packets
3. Regularly scheduled orientations for WIA
intensive services
Via the Integrated Skill Development Team
1. Kansas Works job seeker registration
results
2. One-on-one conversations with center staff
3. Group orientations
4. Online FAQ document
Educational information section in career centers.
Referral to partner programs. One staff from
Educational Opportunity Center presents financial
aid information during WIA Orientations.
UI brochures & website provided by the Dept of
Labor in addition to the Welcome Team
Local Workforce Investment Area III Integrated Workforce Plan
1. Johnson County Community Resource
information included in Welcome Packet.
2. Johnson County Community resource
information section in each center. Includes
clothing, food, utilities assistance, shelters,
medical & dental clinics, hotlines, childcare,
transportation assistance, etc.
110
Referral for all programs identified in the
“system program and partners” section of
this document and local option programs.
This includes screening to determine
likelihood of eligibility for various programs
and financial assistance sources. If this
service is accessed, KANSASWORKS.com
will be used across programs to capture
information needed to prepare a local
service plan and information will be shared,
as appropriate, with system partners
√
Local Workforce Investment Area III Integrated Workforce Plan
1. Initial Assessments and conversation with
customers via Integrated Welcome Team
2. Skills assessment and one-on-one
conversation via Integrated Skill
Development Team
3. Plus Account registration in KansasWorks
111
Core Services for Job Seekers
√
Method for Delivery
Services are delivered by 2 Dept of Commerce Staff ,
2 Kaiser Staff as part of the Integrated Welcome Team
& 3 Dept of Commerce Staff ,
4 Kaiser Staff as part of the Integrated Skill Development Team
unless otherwise noted
Labor exchange using
KANSASWORKS.com
Job, career and skill self-assessment
tools
√
Initial assessment of skill levels,
aptitudes, abilities and supportive
service needs
√
Employer directories for job search,
e.g., KANSASWORKS.com resources,
Internet-based directories, commercial
products
√
Resume writing software and support
materials
√
Local human services directory, e.g.
SHARE Network
√
Occupational training information
√
Financial aid information
√
Job search skills information
√
√
1. Via Welcome Team - Plus Account registration in
KW is required for all staff assisted services.
1. Via internet - CareerOneStop.org, Onet online &
myskillsmyfuture.org.
2. Assessment specialist makes available a variety of
assessment tools on site
1. Via skills assessment given by the Skill
Development Team only after initial assessment
via the Welcome Team reveals the needs of the
customer
1. Binder containing daily job postings from
KansasWorks & indeed.com and various other
sources located in Career Center
2. Internet Job sites, Employment Guides, JobNews,
Careerbuilder, located in the Career Centers
Resource Table.
3. Hot Jobs displayed on flat panels
1. WinWay Resume Writing software & MS Word
Resume Templates available on all Career Center
Computers
2. Regularly scheduled Resume writing workshops
3. Resume Writing Packets available to all in Career
Centers
4. Job Shop Resume writing material in kiosk
5. Welcome Team & Skill Development staff provide
customer support
1. Comprehensive Community Resource packets in
Community resource sections in Career Center
Online via:
1. CareerOneStop.org, myskillsmyfuture.org,
mynextmove.org
2. O*Net Online, U. S. Dept of Labor
3. Kansas Works
1. In Career Center Educational Information Section
2. By referral and online
3. During regularly scheduled Training Services
Orientations
1. Job Shop Kiosk in Career Center
2. Regularly scheduled workshops include, Basic
Computers, Resume Writing, Interview Prep, Job
Search Strategies, Apply yourself, Today’s
Challenge, Tomorrow’s Success (for Ex-Offenders)
3. Insights from the Inside employer-facilitated
workshops
Local Workforce Investment Area III Integrated Workforce Plan
112
Workplace accommodations
information (describe how
accommodations are provided to
persons with disabilities)
√
Career, job and local, regional and
national labor market information,
including job vacancy listings in such
labor markets; information on job
skills necessary to obtain the jobs
described in the job vacancy listings;
and information relating to local
occupations in demand and the
earnings and skill requirements for
such occupations
The Eligible Training Provider
Consumer Report component of
KANSASWORKS.com, which provides
performance information and program
cost information on eligible providers
of training services as described in
WIA Title I Section 122, by program
√
Via Welcome Team /Skill Development Team/Disability
Navigator
1. Workstation for individuals with disabilities that
includes auxiliary aids
2. Disability navigator available to arrange
accommodations
3. Disability Resource Information Section in each
Career Center
1. KS Dept of Labor Job Vacancy Survey in Career
Centers
2. KS DOL Occupation Outlook to include regional
breakdowns in Career Centers
3. Online via ONET, CareerOneStop.org
√
Available on KansasWorks.com
Local Workforce Investment Area III Integrated Workforce Plan
113
Core Services for Job Seekers
√
Method for Delivery
Services are delivered by 2 Dept of Commerce Staff ,
2 Kaiser Staff as part of the Integrated Welcome Team OR 3
Dept of Commerce Staff ,
4 Kaiser Staff as part of the Integrated Skill Development
Team unless otherwise noted unless otherwise noted
Provision of performance information
and program cost information on
providers of adult education described
in WIA Title II, providers of
postsecondary career and technical
education activities and career and
technical education activities available
to school dropouts under the Carl D.
Perkins Vocational and Applied
Technology Education Act (20 U.S.C.
2301 et seq.), and providers of
vocational rehabilitation program
activities described in Title I of the
Rehabilitation Act of 1973 (29 U.S.C.
720 et seq.)
Provision of information regarding
how the local area is performing on the
local performance measures and any
additional performance information
with respect to the KANSASWORKS
system in the local area
Follow up services, including
counseling regarding the workplace,
for customers in WIA Title I activities
who are placed in unsubsidized
employment, for not less than 12
months after the first day of the
employment, as appropriate
√
Available on KansasWorks.com
By referral, in addition to information located in the
Education Information section in Career Center
√
Performance information shared at staff meetings & on
a regular basis at Management Meetings. In addition,
performance information is shared regularly at WIB
meetings as well as with board teams.
√
Via Integrated Skill Development Team
1. Direct phone contact/consults with participants to
assess needs
2. Direct phone calls to employers
3. Periodic emails to announce relevant information
or resources to support job retention, advancement
or alternate career opportunities
4. Individual, face-to-face appointments as needed or
as requested
Other
Local Workforce Investment Area III Integrated Workforce Plan
114
Workforce Center Application for State Certification
Partner Intensive Services
Partner Entity ___Kaiser Group Inc. - Operator______________________
Indicate with a check mark those intensive services for which are applicable to the Partner
program of services. Then describe how those services will be accessed through the
Workforce Center, including integrated staff members. For example, “services will be
delivered by 4 Workforce Center staff and 2 Technical College staff as part of the
Assessment Team.”
Intensive Services for Job Seekers
√
Adults and dislocated workers who are
unemployed and are unable to obtain
employment through core services provided
and who have been determined by a
Workforce Center partner to be in need of
more intensive services in order to obtain
employment
Adults and dislocated workers who are
employed, but who are determined by a
Workforce Center partner to be in need of
such intensive services in order to obtain or
retain employment that allows for selfsufficiency as defined by the Governor and
the local area
Comprehensive and specialized assessments
of the skill levels and service needs, which
may include diagnostic testing and use of
other assessment tools and in-depth
interviewing and evaluation to identify
employment barriers and appropriate
employment goals
Development of an individual employment
plan, to identify the employment goals,
appropriate achievement objectives, and
appropriate combination of services for the
participant to achieve the employment goals
Group counseling
√
Individual counseling and career planning
Method for Delivery
Services will be delivered by 4 Kaiser Staff, 3 Dept of
Commerce Staff as part of the Integrated Skill
Development Team unless otherwise noted
1. 6 Workforce Center personnel on the Skill
Development Team share primary responsibility for
formal eligibility reviews and enrollment screenings
for programs offering intensive services
√
1. 6 Workforce Center personnel on the Skill
Development Team share primary responsibility for
formal eligibility reviews and enrollment screenings
for programs offering intensive services
√
1. 7 Workforce Center personnel from the Skill
Development and Assessment Teams provide such
assessments and individual consultations
√
1. 7 Workforce Center personnel from the Skill
Development Team and Goodwill specialize in
cooperatively constructing IEP’s with customers
√
1. Group activities are primarily handled by members
of the Welcome and Skill Development, with
‘specialized’ sessions offered by two Partner
Agencies-Goodwill and the “New Landings” Job Club
1. 9 Workforce Center Personnel are available to offer
individualized counseling, to include Goodwill, and
Veterans’ Programs representatives
√
Local Workforce Investment Area III Integrated Workforce Plan
115
Intensive Services for Job Seekers
Case management for participants
seeking training and career education
services; and
Short-term prevocational services,
including development of learning
skills, communication skills,
interviewing skills, punctuality,
personal maintenance skills, and
professional conduct, to prepare
individuals for unsubsidized
employment or training
√
√
√
Method for Delivery
Services will be delivered by 4 Kaiser Staff, 3 Dept of
Commerce Staff as part of the Integrated Skill
Development Team unless otherwise noted
1. 6 Workforce Center personnel are able and
available to offer ongoing case management
services of this nature
1. Regularly scheduled workshops facilitated by
Welcome and/or Skill Development Team
members, and Partners as noted above.
2. One-on-one
assistance/counseling/recommendation from
staff.
3. Onsite introductory computer course
4. Onsite basic, intermediate and advance
computer software instruction
Other
Local Workforce Investment Area III Integrated Workforce Plan
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Workforce Center Application for State Certification
Partner Training Services
Partner Entity __Kaiser Group Inc - Operator____________________
Indicate with a check mark those training services for which are applicable to their program
of services. Partner will then describe how those services will be accessed through the
Workforce Center including integrated staff members. For example, “services will be
delivered by 2 Workforce Center staff and 3 partner staff as part of the Assessment and
Training Team.”
Training Services for Job Seekers
√
Adults and dislocated workers who have
met the eligibility requirements for
intensive services and who are unable to
obtain or retain employment through
such services
√
Occupational skills training, including
training for nontraditional
employment
√
On-the-job training
√
√
Programs that combine workplace
training with related instruction, which
may include cooperative education
programs or Registered
Apprenticeship programs
Training programs operated by the
private sector
√
Skill upgrading and retraining
√
Method for Delivery
Services will be delivered by 4 Kaiser Staff, 3 Dept
of Commerce Staff as part of the Integrated Skill
Development Team unless otherwise noted
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to
training services
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to
training services
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to
training services
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to
training services
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to
training services
2. Actual training delivered by properly
qualified Eligible Training Providers
1. 6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to
training services
2. Actual training delivered by properly
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117
Entrepreneurial training
√
1.
2.
Job readiness training
√
1.
2.
Adult education and literacy activities
√
1.
2.
Customized training conducted with a
commitment by an employer or group
of employers to employ an individual
upon successful completion of the
training
√
1.
2.
qualified Eligible Training Providers
6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to
training services
Actual training delivered by properly
qualified Eligible Training Providers
6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to job
readiness training services
Actual training delivered via onsite
Workshops facilitated by Welcome and Skill
Development Teams, and/or through
properly qualified Eligible Training
Providers
6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for managing access to these
training services
Such training is delivered by the local Adult
Basic Education Partners (JCCC and KCKCC)
6 Workforce Center personnel on the Skill
Development Team share primary
responsibility for arranging and managing
access to such training services
Training delivered by properly qualified
Eligible Training Providers
Other
Local Workforce Investment Area III Integrated Workforce Plan
118
Workforce Center Application for State Certification
Partner Discretionary Services
Partner Entity __Kaiser Group Inc. - Operator_______________________
Indicate with a check mark those discretionary services for which are applicable to the
Partner program of services. Describe how those services will be accessed through the
Workforce Center, including integrated staff members. For example, “services will be
delivered by 3 Workforce Center Staff and 1 partner staff as part of the Business Service
Team.”
√
√
Discretionary Services
Customized Screening and Referral
Method for Delivery
The Business Services Team offers customized screening to
eligible employers, based on their needs. Integrated
Welcome Team and Business Team Integrated Skill
Development Team
√
Customized Fee-For-Service
Employment Related Services
Integrated Business Service Team provides service on an
as-needed basis.
√
Adult/Dislocated Worker
Supportive Services
√
Needs-Related Payments
1. 6 Workforce Center personnel on the Skill Development
Team share primary responsibility for managing access
to supportive services
1. 6 Workforce Center personnel on the Skill Development
Team share primary responsibility for managing access
to supportive services
√
Incumbent Worker Training
√
Business Service Center
Day Care Facilities
1. 12 Workforce Center personnel on the Skill
Development and Business Services Teams share
responsibility for arranging and managing such training
services, in cooperation with specific Employers
2. Training delivered by properly qualified Eligible
Training providers and Employer designees
Meeting space, interview space, information sessions and
many other services are offered through our Business
Service Center.
N/A
Other:
Local Workforce Investment Area III Integrated Workforce Plan
119
Workforce Center Application for State Certification
Program Services Checklist
CHECK ALL THAT APPLY
Provide Information
on and Referral to
Program
Intake/
Registration
Eligibility
Determination
Enrollment
in Program
and Referral
to Program
Activity
WIA Title I Adult
X
X
X
X
WIA Title I Dislocated Worker
X
X
X
X
Wagner-Peyser Employment Service
X
X
X
X
Veterans Employment Service
X
X
X
X
Unemployment Insurance
X
X
Trade Adjustment Assistance (TAA)
X
X
X
X
Vocational Rehabilitation
X
Program Services
Secondary and/or Postsecondary Career and
Technical Education
WIA Title II Adult Education and Literacy, State Adult
Education, and Partnership for Adult Learning (PAL)
X
X
Senior Community Service Employment Program
X
WIA Title I Migrant Seasonal Farm Workers
X
WIA Title I Job Corps
X
X
X
WIA Title I Veterans
X
X
X
X
WIA Title I Native Americans
X
X
X
X
Community Services Block Grant Employment and
Training
Housing and Urban Development Employment and
Training
WIA Title I Youth Services
WIA Title I Youth Opportunity Grants
X
X
X
N/A
Local Workforce Investment Area III Integrated Workforce Plan
120
Local Workforce Investment Area III Integrated Workforce Plan
121
Attachment L - Comments received during the public review period regarding
the plan
Workforce Partnership did not receive any formal public comments during the 21day review period. The process for obtaining public input during plan development
is described on pages 3 and 16 of the plan.
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122