New York State is faced with a formidable challenge of aligning our current Workforce Development System with our vision of the new system under the Workforce Investment Act. As a state, we are confident that we can meet this challenge with the assistance and dedication of the talented workforce development professionals in the Department and its partner agencies, the local WIBs, and the commitment and involvement of the business community. Through technical advisories and bulletins disseminated through our workforce development web site (www.wdsny.org), our partners will be regularly provided with the information and support they need to make this transition a success.
New York is committed to a “bottom-up” approach in the policies and procedures that will shape this new system. Providing Local Workforce Investment Boards with the authority to define and integrate their own policies will ensure that WIA's key principles of local flexibility and strong business involvement are included.
The State will also continue to hold joint activities, such as informational training sessions and seminars in conjunction with its partners in the Workforce Development System. Local WIBs will be invited to participate. These sessions will provide new ideas and a foundation for continuous improvement in partner relationships as well as an opportunity to learn about successful collaboration efforts elsewhere in the State.
The State provided, and will continue to support, procedural guidelines for MOUs developed between local partners and their Local Board. In addition, the State-level partners have also entered into an MOU as mentioned in Section III(B)(2)(b) Degree of Existing Collaboration. This agreement was formulated to eliminate any existing State-level barriers to collaboration. These agreements will be continuously monitored to ensure that partners are working together effectively.
The State is providing a variety of assistance to Local Boards in the development of their One-Stop system. Technical assistance will be made available through the use of Workforce Development Specialists available to assist each Local Area. These Workforce Development Specialists will coordinate assistance with local Department of Labor Wagner-Peyser staff and other State and local partners. Technical assistance is also available through the workforce development web site referenced above in the Section on Operational Collaboration. In addition, technical assistance and training will continue to be provided by the State Department of Labor, NYATEP and NYETI in the form of ongoing classroom instruction, seminars, conferences, and individualized requests from local partners.
Local Boards will also be required to submit annual Performance Standards Reports to the State. The State has made a requirement of the Local Areas that, if they choose not to use the national OSOS reporting system, whatever system they use must be compatible with the State's system and be able to generate the required reports to the State. These reports will help NYSDOL to identify any Local Area that may be having difficulty in specific areas of their programs so that further technical assistance may be offered. Local Areas are responsible for the compatibility of their system if they choose not to use to the OSOS.
State funding assistance is being provided through the One-Stop Implementation Grants referenced in III(B)(2)(a) “Actions State Has Taken.” Through these grants over 10.5 million was awarded to Local Areas to assist in the establishment of their O/S systems.
New York State will be taking a multi-level approach to capacity-building with regard to implementing the Workforce Investment Act and assisting local WIBs in developing an effective and responsive system. This will include:
State-Level Training
The New York State Department of Labor will continue to offer informational sessions related to WIA implementation at locations across the State. Current sessions include Cost Allocation and Performance Measures. In addition, training recently was held for youth program providers to assist them in understanding the implications of WIA and what they need to do to adapt their programs to the workforce development system. Technical assistance is being provided regionally by NYSDOL Workforce Development Specialists, who work with local partners to develop capacity-building plans. These specialists also request appropriate technical assistance funding to assist the Local Area in its transition to WIA. Annual spring and fall workforce development conferences are held. They feature a multitude of workshops and seminars on implementation issued presented by State, local and national speakers. In addition, the second annual NYSDOL/SUNY WIA conference was held in February 2000. Its focus was on WIA as an economic development tool, on Board development, on private business as a partner and on showcasing innovative practices in New York State.
State Contracted Training Services
The State continues to offer, through its contractors (the New York Association of Training and Employment Professionals and the New York Employment and Training Institute), classroom training on a variety of WIA-related topics. These contracts are also used to facilitate seminars where national speakers offer innovative ideas on such topics such as One-Stop and Board development, Youth Councils, customer satisfaction and performance measures, among others.
State-Sponsored Workgroups; Technical Assistance Materials
In conjunction with State and local partners, NYSDOL currently is sponsoring workgroups on local MOU development and Services and Funding issues related to One-Stop system development. The result of these State/local workgroups is the development of a One-Stop System Building Toolkit and an MOU Toolkit. These materials continue to be disseminated in presentations made by workgroup members at regional workshops throughout the State.
In addition, there was recent dialogue on the development of a statewide strategy for Rapid Response activities in New York State. State and local feedback will be used to help define the next steps in developing, and then implementing, this strategy. A Department-sponsored workgroup also developed a Youth Council Toolkit entitled “Information and Options for Forming Youth Councils under the Workforce Investment Act.” This toolkit will assist local Chief Elected Officials, policy makers, administrators and others who will be coordinating, organizing and serving on local Workforce Investment Boards and Youth Councils. NYSDOL has developed a SWIB and LWIB orientation package that will be disseminated for State and local use. Finally, NYSDOL, using a State-sponsored workgroup also developed an MOU Template and Guidelines to be used by Local Boards and One-Stop partners in the development of their required One-Stop system level MOUs.
New York State will meet the needs of its adult and dislocated workers by providing a seamless, One-Stop delivery system that will cooperatively provide the full range of core services required by the Workforce Investment Act. As part of our commitment to quality customer service, the Labor Department will work diligently with its State and local partners to expand this concept to include broader and easier access to a multiplicity of services previously limited by the identity of the organization servicing the customer at any given moment. These efforts are expected to have a positive impact not only on the provision of the specific services being made more available, but also on related activities. As each partner becomes able to provide access to services previously the sole purview of another agency, such activities as outreach, intake, orientation, assessment, provision of various kinds of information and follow-up services will be dramatically enhanced. Effective referral arrangements, common definitions, and shared data systems will help to assure that needs are identified, individuals don't fall through the cracks and duplicate or contraindicated services are avoided.
The development and sharing of individual employment plans, where called for, and the ability of those IEPs to reflect service strategies across agency lines, is expected to enhance the effectiveness of the variety of intensive services available to those who need them. The depth and breadth of specialized assessment tools, evaluation techniques, counseling opportunities and prevocational and case management services will be fostered by the cumulative benefits of shared staff, resources, experience and perspectives.
The choices of customers for whom training is the answer will be maximized, not only through the enhanced services listed above, which will offer an improved decision-making process, but also through the combination of three new techniques as outlined below:
The State of New York preliminary plan for the use of the 15% state level funds:
Services provided by the One-Stop partners will be coordinated through the development of local Memoranda of Understanding (MOU) among all local partner agencies. The local MOUs will define "shared" responsibilities as well as "individual" responsibilities. To insure that services are indeed coordinated as defined in the MOU, partners will use a common data collection and reporting process. If the local WIB chooses not to use the statewide OSOS system, it must choose a system that will be compatible with the State system. Technical assistance also will be available to any local WIB that requests further assistance in coordinating the delivery of services by partners.
The core services provided under WPA will be clearly defined in both the statewide and the local MOU. WPA funds will continue to be used by NYSDOL Division of Employment Services for job listing, matching and business assistance. O/S partners must agree, as a requirement of the New York State O/S System, to use and participate in the NYS Job Bank. To avoid duplication, WPA funds will support management of the NYS Job Bank, maintenance of the talent bank and will maintain and conduct a job matching and referral system as DOES core services.
Describe and provide examples of how these coordinated and leveraged funds will lead to a more effective program that expands the involvement of businesses, employees and individuals. 112(b)(10)\
As leaders from many differing agencies, organizations and companies, the Board has the ability to leverage the many different resources from each community for the purpose of building strong Workforce Development Systems. In some instances, this may be ensuring that services are not duplicated at the local level. In other situations, it may be to further expand the impact of resources that currently exist in a community. With the coordination of services and the co-location of staff, the funding of the required and optional partners will be leveraged to enhance services to customers. In this environment, administrative costs will be shared, resulting in less duplication and more efficient utilization of all partners' funding. As services are streamlined, the opportunities for grants from private resources, foundations and fee for service will be greatly increased.
New York State expects to leverage and maximize available State and local resources by collaborating with local public and private employment and training entities and human resource entities such as community based organizations. Arrangements will be made with private organizations to provide nontraditional services (i.e. fiscal or legal counseling, drug or alcohol rehabilitation, other supportive type services etc.) whereas public E&T funds will be used to provide the more traditional employment and training activities (core, intensive and training activities).
NYS intends to aggressively leverage resources with private entities through incumbent worker training opportunities. Funding to provide incumbent worker training will be maximized as both private and public dollars will be contributed to the training of the incumbent worker that would otherwise not be available.
As part of its Rapid Response strategy, the State Department of Labor issued a request for proposals from private employment agencies interested in participating with DOL staff on rapid response sessions. The goal is to allow the job-seeking customer the broadest possible opportunities for employment while assisting the business customer in containing UI costs. Respondents to the RFP will not be allowed to charge any job-seeking customer for placement services provided.
Additionally, as the One Stop system becomes fully implemented, offering a comprehensive array of services, it is expected that private organizations may want to join the system as a partner or will seek the services offered through the system on a fee or revenue contract basis.
The State of New York will continue the following activities with funding from the Wagner-Peyser Governor's 10% reserve. These activities are compatible with the language of WIA and will continue our efforts in areas of special services to targeted groups, performance incentives, and model programs for delivery of special services and will expand the involvement of business, employees and individuals. These programs include:
With universal access, One-Stop Centers will serve all individuals, including dislocated workers. Each Workforce Investment Area will be allocated funds by formula to serve dislocated workers. These funds can be used for both intensive services and training.
Dislocated Worker funds will be used to serve displaced homemakers without restriction for intensive and training services through the One-Stop delivery system. Those individuals previously defined by JTPA as displaced homemakers because of dependence upon public assistance will be served in the adult program. The performance information collected on displaced homemakers will be analyzed and used to provide for continuous improvement in service delivery in the One-Stop system.
Low-income individuals, such as public assistance recipients, will experience an increased availability of the services needed. Many of these services will be under one roof. Partner agencies will have access to information about the services already provided to a customer by other partners so that duplication can be avoided. The Workforce Investment Areas will be able to offer service that is more efficient as well as better tailored to the needs of the customer.
Individuals who are interested in training for non-traditional employment will find the full range of partner services available to assist them in reaching their goal. They will be able to access labor market information, career information, educational and training opportunities, a multitude of training grant applications, and post-training assistance in finding employment - all under one seamless system of partner agencies.
The special needs of individuals with multiple barriers finally will be addressed quickly and thoroughly when the service providers they might need are joined together under the local One Stop system. The New York State Office for the Aging, the NYS Education Department (including the Office of Vocational and Educational Services for Individuals with Disabilities), the New York State Department of Health, the Office of Children and Family Services (including the Commission for the Blind and Visually Handicapped), the Office for Alcohol and Substance Abuse, the Office of Temporary and Disability Assistance, the State University of New York, the New York State Department of Labor, and local providers, among others, will be cross-trained to understand the services that are provided by partner agencies. The partners will now be aware of each other's involvement with the customer instead of working in a vacuum. This is expected to quickly reduce the duplication of services.
New York State has determined that there are sufficient funds available to provide services and meet the needs of its public assistance and low-income populations. As such, the State has not implemented a priority of service determination policy. However, as previously indicated, local areas may still choose to implement such a policy. Local Planning Guidelines developed by the State, requested that local areas describe any such policies and how they will be implemented in their Local Plans. The State will review these policies in accordance with the requirements of WIA; the State's approval of the Local Plan constituting its approval of the policy.
In addition to the Adult funding made available to the State under Title I of WIA, the State is able to utilize sizeable portions of its Temporary Assistance for Needy Families (TANF), Food Stamp Employment and Training (FSET) and Welfare to Work (WtW) Block Grant allocations to meet the employment and training needs of these populations. Additional funding also may be available from other partners' funding streams to serve individuals from these groups which meet the eligibility for those programs.
Therefore, the State has determined that funding is not limited on a statewide basis although Local Workforce Investment Boards may still determine if there is a limitation in their area. Local Boards are strongly encouraged to identify and coordinate all of the resources available from the partners in its One-Stop system to meet the needs of all individuals requiring services, thus eliminating any need for prioritization. If a Local Board determines that funds are locally limited, then it must identify in the local plan the criteria used to make such determination and the priority of the groups to be served. Any such determination made must be consistent with the requirements outlined in WIA.
Describe how services (e.g., systems to determine general job requirements and list jobs), including WPA services, will be delivered to employers through the O/S.
How will the system streamline administration of federal tax credit programs within the O/S to maximize employer participation? 20 CFR part 652.3(b), 112(b)(17)(A)(i)
The need for the system to be demand-side driven is one of the founding principles of New York State's Workforce Development System. To succeed, the system must be responsive to the business community's need for qualified workers. The system design places a high priority on increasing the involvement of businesses and improving the system to be more responsive to the needs of business. One example of action taken by a local WIB to involve businesses is the Suffolk County Local WIB. It has established a Customer Satisfaction Committee as part of its structure. To support this even further, this Local WIB has also established a Customer Satisfaction Unit as part of its One Stop System. This Unit will meet on a continuous basis with members of the business community to explore ways of improving employer services.
The requirement that the majority of WIB members, at both the State and local level, be representatives of business is intended to insure that the system is business demand-side driven. It is also intended to strengthen the voice and role of business in system planning and policy implementation. The system is designed to provide the local flexibility needed to be responsive to changing needs and economic trends. Evaluations and recommendations of existing services by local boards, with input from the business community, including Job Service Employer Committees, will help local program operators to design services to meet the needs of customers.
The NYSDOL employment statistics system will continue to provide valuable information to help define the economic and workforce trends and needs across the State. The NYSDOL will continue to conduct local and regional labor surveys to inform the system.
Employer Services continues to be a high priority under the Wagner-Peyser program. WPA funded staff play a key role in local, regional, state and interstate efforts to address the full scope of the employment-related needs of businesses. This includes, but is not limited to, screening and referrals, special recruitment efforts, job fairs, testing, human resources consultant services, and apprenticeships.
The establishment of the NYS Job Bank as the recognized, single, statewide job bank for the system will help to enhance services to businesses. The requirement that all O/S partners participate in the job bank is intended to ensure a single point of contact for businesses and job seekers, regardless of where they access the system. Participation in the NYS Job Bank will also provide a data base and tracking system for referrals and placements. This will take full advantage of job matching, coordinate business contacts to maximize system goals, and provide the basis for the development of a comprehensive system to measure results.
Evaluation of job orders both locally, regionally and through America's Job Bank will increase information and assist in formulating a quality service delivery plan. Integration and cooperation at the local level in the sharing of information and best practices in service delivery will assure that statewide needs are addressed and met. One-Stop system will facilitate screening and pre-verification of potential applicants under a variety of federal and State employment tax credit programs, including:
Incorporating prescreening reviews into the array of One-Stop Center services makes it easier for job seekers to enhance their employability. It also makes it easier for employers to hire targeted individuals with greater assurance that they will qualify for a tax credit to be used to offset a portion of the costs associated with hiring individuals having barriers to employment.
Currently, 75 percent of SDAs are authorized to provide pre-approval for WOTC and WtW tax credits. The One-Stop Centers will be designated as participating agencies under a cooperative agency agreement with NYSDOL's Economic Development Services Unit (EDSU). Participating agencies can pre-certify an individual for federal and state tax credits, thus streamlining the application process and expediting certification of workers by EDSU.
The Local WIB in Dutchess County, in addition to offering a One-Stop Center, will offer an Employer Resource Center at each of the two Chambers of Commerce in the local area. These centers will serve as business-friendly "ports of entry" into the Workforce Development System. Each Resource Center will be furnished with technology to address the employment and the training needs of businesses. Businesses will be able to access resumes and worker profiles in the Talent Bank, get information on tax credits, other incentive programs, workplace safety, labor laws, unemployment insurance, prevailing wage, and wage and hour standards.
Within 48 hours of the availability of the TCC daily original claims list, local DOES staff will send a call letter to all UI Work Test eligible claimants. This letter will indicate that the claimant must report to the office at a scheduled date/time (within 10 calendar days form the date of the letter) for an orientation to reemployment services. Claimants that fail to report to a scheduled service will be reported to the Unemployment Insurance Division, and may be suspended from receiving benefits, depending on the reason the failure-to-report occurred.
The initial orientation will:
Persons who are job ready and for whom job opportunities exist will see a staff person for a quick match/referral and be given an appointment to a self-search workshop. Their registration will be data entered the same day and the claimant will be assigned to case management to closely monitor their work search efforts.
Persons in non-demand occupations who are job ready and express no interest or need for facilitated services will be provided a tour of the Resource Room and scheduled for the next available Resource Room orientation.
Persons identified as having significant barriers to employment, including those profiled as likely to exhaust benefits, will be referred and scheduled for the next available appointment with an employment counselor or other designated staff for more intensive assistance.
No individual will leave the initial orientation without a designated follow-up component (either self-help, facilitated self-help, or one-to-one) and a scheduled return date. All claimants will be encouraged to participate in available workshops. In addition:
Workshops will be available, at minimum, on the following topics:
The plan also encourages the creation and utilization of additional workshops and informational sessions.
Job matching and job development activities for UI customers will be emphasized and strengthened as part of this UI reemployment effort.
DOES has the responsibility under the WPA to provide worker profiling and reemployment services to UI claimants. The State Reemployment Fund will supplement the limited federal UI/ES administrative dollars available and allow statewide delivery of a much more comprehensive program of reemployment services to UI customers.
Through early intervention and the Profiling System, DOES reemployment services will reduce the average time that claimants receive UI benefits and protect the solvency of the UI Fund. Claimants that fail to report to a Profiling session will be reported to the Unemployment Insurance Division, and may be suspended from receiving benefits, depending on the reason the failure-to-report occurred.
New York's Profiling System will identify claimants likely to exhaust benefits and target them for reemployment services at the time a valid original claim is filed. DOES reemployment services include orientation, assessment, employment counseling, career exploration, and job search and placement assistance including job development, matching and referral.
Please provide some detail on how promotion and development of employment opportunities will be shared among the various agencies indicated. Per Wagner-Peyser Act Section 8(b), please indicate if a person in each local office will be designated to work with individuals with disabilities.
All One Stop partners will use and have access to a single job bank - the Wagner-Peyser funded Job Bank. All partner agencies must register their employment opportunities on this Job Bank and will be able to make referrals for their appropriate customers to employment opportunities on the Job Bank.
Per Wagner-Peyser Section 8(b) one person in each local office will be designated to work with individuals with disabilities. That individual will be the ES Counselor.
Access for blind and visually handicapped individuals will be available through the Jobline services by the National Federation of the Blind. We are currently collaborating with New York State's Commission for the Blind and Visually Handicapped (CBVH), the Office of the Advocate for the Disabled and other State agencies to implement Jobline.
Promotion and development of employment opportunities for persons with special needs is a shared responsibility of DOES, VESID, CBVH and other workforce partners. DOES staff, which includes employment counselors at DOL locations, will provide career counseling, exploration and placement assistance to persons with disabilities. In addition, New York WORKS, a research and demonstration project funded by the Social Security Administration and led by NYSDOL, is exploring strategies to enhance employment opportunities for individuals who are receiving SSI or Social Security Disability benefits.
Wagner-Peyser funds will continue to support priority employment services to veterans and other eligibles within the One-Stop delivery system as outlined in 38 USC Chapter 41, and 20 CFR 1001.120. Identification of veteran customers and employment service registration will occur at all intake points. Veterans will be encouraged to self-identify in order to establish eligibility for priority services.
A full array of services is available through One-Stop offices, including job placement, job development, labor market information, resume development and critique, employment counseling and referral to supportive services. Minimally, one Local Veteran's Employment Representative (LVER) and/or Disabled Veteran Outreach Program (DVOP) Representative will be assigned to each local Workforce Investment Area.
The LVER and DVOP programs will facilitate veteran access to all WIA employment and training programs as required by the Workforce Investment Act. The individual needs of veterans will be assessed and veterans will choose a level of service that best meet their needs.
To further integrate veteran services, Local Veteran Employment Representatives will provide technical assistance and training to One-Stop staff relative to programs, resources and priority services for veterans and other eligibles. The U.S. Department of Labor Veterans Employment and Training Service will monitor and review the provisions of services to veterans at each One-Stop annually, and provide an analysis of funding to the DOES. Additionally, NYSDOL, USDOL/VETS will monitor program performance quarterly.
As a full partner to the New York State Department of Labor, the Director of USDOL/VETS will be included in all activities related to priority services to veterans and other eligibles in the implementation of the Workforce Investment Act of 1998. All local One-Stop plans shall incorporate the provisions of the agreement reached between the Secretary, Veterans Employment and Training Services and the State, regarding veteran's employment and training programs.
The State has also executed the Secretary's Agreement on required services to veterans, per VPL 3-99, Change 1.
Services to the agricultural community under WIA will be provided by dedicated staff in the One-Stop locations and by bilingual outreach workers serving multiple counties and migrant seasonal farmworkers (MSFWs). The staff with agricultural expertise assigned to One-Stop locations will provide labor exchange services to employers and MSFWs in the three service categories: self-service, facilitated self-help service and staff assisted services. Staff providing services to MSFWs is required to assist the vast majority of MSFWs due to their low educational level in reading and their inability to understand English. We have experienced a significant change in the farmworker population over the last decade to a predominately Spanish-speaking population. Our program information is available in Spanish and English, and, five of the six outreach workers are bilingual.
As the number of farms using migrants continues to decline, we have reached a plateau with the number of migrants over the last three years. The number of MSFWs rises and falls by several hundred, depending more on quantity of the crops and the weather during the growing and harvesting season than on any other factor. As the number of farms continues to decline, there is a trend for existing farms to expand, increase crops and, therefore, utilize more workers.
The economic boom has made the supply of local agricultural workers and domestic migrants barely adequate to meet the demand. The agricultural community has turned more to the importation of temporary foreign workers through the H2A Program to continue to meet that tight demand. The H2A Program will continue to be operated under the One-Stop format and we anticipate that activity will increase slowly each year.
Equitable services under the One-Stop system will be provided to migrant and seasonal farmworkers as well as agricultural employers by dedicated rural staff and rural outreach workers. The rural program under the Division of Employment Services has been providing assistance to MSFWs and employers under a One-Stop concept for over 10 years. We do not anticipate any changes in the level of services, but we do anticipate providing a more complete package of services. MSFWs will continue to require assisted services as the influx of Spanish-speaking farmworkers increases. We will continue to adapt to the changing demographics of the MSFW population.
The complete State Agricultural Plan is attached as Attachment D.
Wagner-Peyser services in New York State will be delivered through the One-Stop Career Center system in collaboration with WIA Title I and other One-Stop partners in accordance with the Workforce Investment Act requirements. Under New York's plan, Wagner-Peyser funded services will be delivered by NYSDOL public merit employees within the framework of the One-Stop Career Center system.
The Department and the Division of Employment Services will implement a multi-faceted approach with the goals of avoiding duplication of labor exchange services and promoting universality, customer choice, and accountability. Within each local Workforce Investment Area, DOES will deliver labor exchange services in a variety of settings depending on the local circumstances. The service delivery plan is intended to be flexible and responsive to local needs/circumstances. Within the One-Stop system, Wagner-Peyser services will be delivered in Department of Labor operated DOES offices, fully integrated One-Stop Career Centers, co-located partner agency operated sites, and itinerant facilities to address access issues in more rural areas. Technology also will also play a key role not only in providing for a seamless system but as a means for customers, job seekers and employers alike to access information and services from an endless number of locations.
Improved technology will also allow for new and/or modified labor exchange service strategies affording a broader access to the wider population. The O/S system will adopt a three-tiered approach to the delivery of services to promote customer choice and provide universal access. The approach will include the following:
High Quality Self Help – technology enabled access to information
Facilitated Self Help – group activities or technology with assistance
Staff-assisted Services – for those customers requiring more intensive services
Given limited Wagner-Peyser resources, staff-assisted services will be offered on a more limited basis. Access to the State job bank/ talent bank will be the "core" Wagner-Peyser service made available to serve the universal O/S population. Customers will be encouraged and supported in moving toward self-directed services. Wagner-Peyser resources will be directed toward mainly self-help and facilitated self-help services for the universal O/S population. Staff-assisted services will be concentrated on the Wagner-Peyser targeted populations (UI, Veterans, Migrant Seasonal Farm Workers).
The establishment of fully equipped Resource Rooms is a requirement for all One-Stop Career Centers. The Department of Labor is currently furnishing DOES offices across the State with an expansive array of equipment, including computers. This equipment will provide access to AJB/ATB and the NYS Job Bank/Talent Bank system and provide for customer self-entry and job search, Internet access, labor market information, and access to a variety of other software products to assist with resume preparation, testing and assessment and career exploration. In addition, Resource Rooms will provide access to community information on supportive services, training providers, and workshops, as well as newspapers, books, and other written reference materials, telephone, fax, printing and photocopying facilities to assist with job search efforts.
Staff will be available to monitor and assist in the use of the Resource Rooms. They will provide facilitated self-help services by assessing customer needs, assisting customers in the use of available tools, and helping to guide them through their work search. In addition, centers will offer a variety of group workshops and one-on-one services.
Describe how NY will provide RR activities with funds reserved under 133(a)(2). Include how NY will use information provided through the WARN Act to determine when to provide such activities.
As with the overall development of the workforce development system in New York State, the development of an effective Rapid Response and Business Retention/Aversion system across the state will be an evolutionary process. While Rapid Response services have been a part of the service delivery system for some time, there has not been an organized system in New York State that provided a comprehensive approach to quality service delivery. The opportunities presented under the Workforce Investment Act to substantially increase efforts on forecasting and aversion present all partners in the workforce development system with the challenge to develop a systemic approach to serving both the business and worker customers.
The plan as presented represents a template on how the State envisions developing a true Rapid Response and Business Retention system. The plan combines both structural and visionary elements. Many of the items related to service delivery reflect field-tested techniques that have worked successfully in the past. Other elements, such as those related to the development of the business retention network, however, are new and will require time to ascertain whether or not that approach is a viable means of providing enhanced services to business. For the system to prove truly effective, relationships that may have been informal in the past will need to become more integrated and formalized so the system may be as responsive as possible.
The Workforce Investment Act identifies Rapid Response and aversion activities as a statewide-level activity to ensure a uniform statewide approach and to strive for consistency across labor markets. Unlike the One-Stop Delivery System that will develop and provide service according to local design, the events that trigger Rapid Response and aversion activities must be more uniform in nature and should not vary by locality. The State's goal in providing this plan is to begin the process of building both that structure and that process. The plan is presented as a starting point and is intended to be modified as new approaches are identified, best practices shared and technological systems put in place. New relationships need to be forged among and between partners in the system for the State's Rapid Response and Aversion efforts to be seen as a valuable tool in the portfolio of assets that the workforce development and economic development systems provide.
New York State's Rapid Response and Business Retention Programs will be built upon state/local collaboration and partnership, to ensure that the system will have the ability to respond quickly and act decisively to provide appropriate aversion and re-employment services at the earliest possible time.
The New York State Department of Labor has been designated by the Governor as the State's WIA agency and, as such, will be responsible for the coordination and oversight of the Rapid Response and Business Retention program, through the Division of Employment Services as the primary service delivery agent, the Division of Research & Statistics as the performance and accountability arm and the Workforce Development and Training Division, which will develop policy, design and implement opportunities for capacity building/technical assistance and provide oversight and monitoring of the WIA Rapid Response and Business Retention program.
NYSDOL, in collaboration with state/local partners, will place an increased focus on layoff aversion, the development of a business retention network and upgrade training efforts to assist workers in either retaining or securing attachment to the workforce.
The State Business Retention Network(SBRN) will be established. The SBRN will develop and implement a business retention strategy. This Network will use regular contact with businesses by local and regional economic development officials to identify businesses that are suitable for aversion activities. Many of these aversion activities are of a sensitive/confidential nature to the affected business. Business has not traditionally been a willing partner in rapid response and aversion activities although the services provided under the prior Rapid Response model offered a real value-added service. To maximize the opportunities available, we will establish an infrastructure that ensures confidence, compliance with WIA statute and regulations and meets local and regional economic development needs. The Network's goals are to develop a strategy and implement the system for aversion activities.
Response activities in New York will be triggered by WARN notices and information developed at the state/local level to identify potential businesses for layoff aversion, skills upgrade training and Rapid Response services. The State's Rapid Response program seeks to move substantially beyond WARN as a trigger. Through networks and systems developed at the regional and local level, New York will build a reporting system to assist the regional team in the delivery of timely services.
Response services will be provided by Regional/Local Rapid Response Teams and coordinated by the State Rapid Response Services Unit to ensure consistent quality Rapid Response services across the state. The Regional /Local Rapid Response Team will include but is not limited to representatives of the following entities: Division of Employment Services, Division of Research & Statistics, Local Workforce/One-Stop System, state and/or local economic development agency, state and local stakeholders/partners and organized labor, as appropriate. Team composition may change depending on the nature of the services to be provided to the affected workforce or business. The Rapid Response Specialist, as designated by the Division of Employment Services, will remain the point person through which Rapid Response events will be initiated.
State Business Retention Network:
The NYS DOES Rapid Response Services Unit:
Division of Research & Statistics:
Division of Workforce Development & Training:
Regional & Local Roles & Responsibilities
The primary mission of the Regional/Local Rapid Response Team is to assist in providing Rapid Response activities and core services. These activities include, but are not limited to, the following:
Contractor Roles & Responsibilities
As appropriate, the WDTD will contract through a competitive process with entities to assist in the implementing the Rapid Response and Business Retention Program. Typically, these contracted functions will enhance the quality of the delivery of services to both business and affected workers. All contractors engaged in providing services to affected workers will be required to provide information to the team for calculation of Rapid Response performance measures. The contractors will assist in the development of the business information system to provide business information and to identify business retention/aversion strategies (if appropriate). For Program Year 2000 the contractors are:
Response Performance Measures that will be reported include:
Reportable layoff aversion activities may include, but are not limited to:
New York State will provide comprehensive services to eligible youth, including those with special needs and/or barriers to continued education and employment, through the auspices of Youth Councils that represent a broad range of youth programming and advocacy and are empowered and approved by the LWIB.
Over a dozen State agencies worked together and came to agreement on a State-level MOU to reflect the special programs and services that each agency will contribute to WIA-eligible youth. This collaboration is expected to be mirrored at the local level as well.
A technical assistance tool, the Youth Council Toolkit: Information and Options for Forming Youth Councils under the Workforce Investment Act, was cooperatively developed by the State Departments of Labor and Education in conjunction with other local and statewide partners. This publication highlights the legal and regulatory requirements for Youth Councils and the potential scope of work that the councils may perform. Transitional and Alternative Education Programming is offered through the State Education Department (SED). SED offers an extensive menu of transitional and alternative education programming that is targeted to in-school as well as out-of-school youth (e.g., General Education Development (GED) test preparation, alternative high schools, Attendance Improvement Dropout Prevention, Educationally Related Support Services). The Department also sponsors work-based learning programs including the Work Experience and Career Exploration Program, Career Exploration and Internship Program, Tech Prep and School-to-Work. A host of Special Education and Vocational Rehabilitation programs help students with disabilities to attain the academic, career and technical education preparation necessary to be as independent as possible as adults. Coordination with foster care, welfare and other youth programs is typically negotiated locally between schools and service providers. At the State level, memorandums of agreement exist between SED, the Office of Children and Family Services, the Department of Correctional Services, and the Office of Mental Health outlining specialized services to be provided to institutionalized and incarcerated youth.
Teenage Services Act (TSA) of 1984 mandates case management activities for pregnant and parenting adolescents. In addition, at the discretion of local social services districts, case management services may be provided to teenagers who are at risk of pregnancy or parenthood. TSA services include screening, assessment, referrals and monitoring. TSA is coordinated at the State level with the Office of Temporary and Disability Assistance and the Office of Children and Family Services. It is operated at the local level through the local social services districts.
Youth Opportunity Program (YOP) serves youth, ages 16 - 21, who are academically unprepared and financially disadvantaged. YOP provides students with job opportunities to serve the mentally retarded, mentally ill, and developmentally disabled. In addition to supervised work experience, students receive training in basic life skills and employment-related skills, guidance and counseling services, and assistance in obtaining financial aid, college admission, and employment after high school. YOP is a collaborative effort between the NYS Office of Mental Retardation and Developmental Disabilities and the NYS Office of Mental Health. The 16 YOP programs in New York State work closely with local school districts' School-to-Work programs, the Department of Justice's Weed and Seed Program, and community programs such as Boys' and Girls' Clubs and other OMRDD voluntary agencies.
Community Services Block Grants (CSBG) funding is often used in conjunction with funds from other federal, State, local and private sources to provide services to youth. This funding is administered at the State level by the Department of State. Statewide, local community action agencies combine CSBG funding with over 40 other funding streams to address the needs of youth in low-income communities through youth development programs.
Youth Employment, Education and Training Programs are State-funded programs administered by the Department of Labor to serve low-income in-school and out-of-school youth, ages 14 - 21. These programs complement and enhance services funded through JTPA, and now are being reengineered to dovetail with anticipated WIA youth program offerings. Priority is given to awarding grants to community-based organizations that maximize other available resources to deliver a full array of comprehensive youth services.
Additionally, the NYSDOL will work closely with SED to ensure success of major SED initiatives underway to prepare secondary school graduates for success and careers in the labor force. These initiatives include: NYS Regents efforts to raise learning standards, Career Development and Occupational Studies (career majors and providing universal foundation skills), Regents efforts to create a K-16 continuum of instruction, High Schools That Work and Tech Prep Initiatives, and Closing the Performance Gap in High Needs School Districts.
One-Stop delivery systems are being established across the State to administer and coordinate various workforce investment, educational, and human resources programs. These systems will be “youth friendly” and will offer access to a far greater variety of program services for youth under one roof. The One-Stop delivery system will improve long term employment outcomes for individuals, including the youth population.
Coordination with Job Corps and Youth Opportunity Grant. There are six Job Corps centers in New York. Job Corps will integrate with local One-Stop systems in a variety of ways, including co-locating staff at One-Stop Centers, linking activities at separate locations, providing cross-training on Job Corps to other partners, and establishing important recruitment links. Job Corps representatives will be included on Local Workforce Investment Boards and on Youth Councils in all Local Areas where Job Corps has a presence.
The Buffalo & Erie County PIC was awarded a Youth Opportunity Grant (YOG) for $7,948,615 on February 19, 2000. Representatives from this new YOG program will be included as members of Local Workforce Investment Boards and Youth Councils and actively participate in local workforce investment planning and service delivery.
Youth will be introduced to labor market information, resources, services, and other information necessary to realize their goal. An example of how one Local WIB is responding to this can be found in the Suffolk County WIB Plan. The local partners created a Youth Career Center in the same building as the O/S Center. This is the hub around which all year-round youth activities take place. The Center is equipped with a computer resource room, as well as extensive information to expose youth to career and educational paths, and job openings. All ten required elements will be provided through local organizations involved in this WIB's One Stop System. Programs at other Local WIBs will be also be designed to offer assistance to youth in decision-making, academic, communication and study skills. Youth will be advised of the most appropriate types of higher education institutions to meet their plans. All youth will be made aware that graduation from high school is the most direct route to higher education. Students will be offered assistance with applying for financial aid in the form of scholarships, grants, and loans.
Local Workforce Investment Boards and Youth Councils will work closely with school districts to ensure that workforce investment youth activities complement and reinforce academic and occupational curriculum. Through both classroom learning and learning experiences at the workplace, such as apprenticeship, students will demonstrate how academic knowledge and skills are applied in the world of work. They will gain knowledge about the world of work, the gamut of career clusters, career options, and how to make informed career decisions. Finally, they will demonstrate mastery of the SCANS skills that are the most critical to success in the workplace.
Once their educational and occupational needs are assessed, the out-of-school population will be enrolled in services tailored to meet their needs. Local Workforce Investment Boards, through the use of RFPs, will shape the educational and occupational services offered by the local providers. Providers will raise the literacy, social, and/or technical skills of the youth they serve so that youth will successfully get and retain jobs and find career pathways to greater responsibility and higher wages. At a minimum, 30% of the funds will be used for youth activities for out-of-school youth.
Assessment results will be used to develop individual training plans and/or career plans tailored to the skills, learning styles, and interests of each participant. Youth will observe how skills are transferable to different employment contexts. Youth will also be acclimated to the rules and policies, culture, and technology of the workplace. Youth, thus prepared for unsubsidized employment, will be assisted with employer connections using intermediaries such as local chambers of commerce, industry groups, local One-Stop Centers, and other employer membership organizations. LWIBs may also conduct private sector job campaigns and engage employer members in advocating for youth employment opportunities.
Alternatives to traditional school settings are critical for youth with non-traditional learning styles and/or those with environmental deficits. Youth who are dropouts will be encouraged to return to school or acquire a high school equivalency certificate. Alternative school options will be offered with smaller class sizes, more extensive support services, closer monitoring, and case management. Case management will be used to determine if the presenting problem for the youth is the educational curriculum. This approach is one of positive youth development which builds on assets, both personal and environmental (family, neighborhood, community). Asset-building, personal and environmental, will aim to ensure that no youth falls between the cracks.
Summer employment opportunities will be coordinated with context-based educational services. These services will teach basic skills and SCANS skills and will help youth understand the relationship between what is learned in an educational setting and skills applied on the job. Linkages will be improved between summer and year-round education-and-work to help youth translate summer successes into continued success in education-and-work. Out-of-school youth will be provided with summer employment options as part of the package of services to build their educational and occupational skills to ensure long-term labor market attachment. Subsidized work experience will contribute to career and skill development. Youth who participate in unpaid work experiences, such as job-shadowing, internships, and project and service learning, will also realize work-ready benefits. Where possible, mentors will be utilized. In all cases, progress toward agreed-upon goals in an individual service strategy or career plan will be monitored and documented.
Community service and peer-centered activities will offer leadership development opportunities. Wherever SCANS skills are taught and demonstrated, youth practice leadership development through exercises that build self-esteem, resource management skills, teamwork, problem solving, and life-skills training such as parenting and work behavior training, evaluation and continuous improvement. Youth will learn to lead responsibly and effectively.
Some youth may need only up-to-date information about the labor market and job opportunities with assistance in job placement. New York State Department of Labor's CareerZone will be used to provide direct Internet access to career and education information utilizing the data in O*NET in a user-friendly fashion. More than 1,000 occupations, grouped by career clusters, are contained in the database, and over 100 career videos also are available. Job descriptions, estimated wages, required education, and job outlooks are detailed. CareerZone is directly linked to America's Job Bank as well as to resume assistance and other resources for job seekers. Youth who, based on assessment results, need individualized assistance, will be referred to appropriate guidance and counseling resources including services at local One-Stop Centers. These comprehensive measures will remediate such barriers to education and employment as chronic behavior problems, attitudinal disengagement, chronic health problems, language barriers, substance abuse, and others. Ongoing case management will be available for all youth in need.
To remove impediments to training and work experience opportunities, youth will be provided with supportive services that include transportation, child and/or dependent care, medical services, and access to appropriate work attire and work tools, assistive technology or other reasonable accommodations within the workplace.
The State fully expects the plan to be a document that will evolve as local areas move forward with full implementation. The State Board will convene a subcommittee around emerging worker issues and will utilize various forums to shape a direction and policy for local areas to follow. It would be presumptuous at this time to offer any detail on what those outcomes may be. The State is aware that these services must be available and best practices and guidance will be issued as necessary to ensure compliance with the law.
According to the regulation, “the local board shall ensure that parents, participants, and other members of the community with experience relating to programs for youth are involved in the design and implementation of the programs”. Although, the State Board will convene a subcommittee around emerging worker issues and will be utilizing various forums to shape a direction for policy and guidance to the local areas, it is important for the local boards, in conjunction with the local Youth Council, to develop and implement youth services which include these required elements.
New York envisions a system for youth that will provide comprehensive guidance and counseling, as well as leadership opportunities. Toward this end, in addition to the activities described in the State Plan, in June 2000, the State released the NY Youth Resource Pack that was developed in conjunction with interested state level partners. The Pack provides guidance via programs offering the ten youth components, including leadership development and guidance/counseling. It is anticipated that the State Board, in conjunction with the Governor, will be further defining and guiding the state's strategies for comprehensive services to youth.
The State plans to conduct numerous strategy sessions with Youth Council members to provide them with the data and tools they need to make informed choices. The State does not intend to impose its guidance on local areas; rather it will work with our state partners to ensure that local Youth Councils can effectively carry out their functions. The State does not intend on issuing a document similar to that recently issued by USDOL. State resources (both staff and financial) will assist local areas in carrying out strategies they have identified to help meet the needs of the youth they are seeking to serve.
The New York State Department of Labor, in conjunction with the State Education Department and the New York Association of Training and Employment Professionals is planning a Youth Conference in March entitled “Success in Youth System Building: Serving Youth Under the Workforce Investment Act.” Workshops will address issues related to high concentrations of eligible youth. The conference also will focus on building strong Youth Councils at the local level. A Youth Council Toolkit, cooperatively developed by the State departments of Labor and Education and other partners will deal with council membership, vision, potential scope of work, and implementing a successful Youth Council that will act on the basis of local needs and resources.
State partners, conjoined by the State MOU, plan to develop a technical assistance and training survey. The survey will be sent to Local Workforce Investment Areas to ascertain local TA needs. The following needs, however, already are anticipated:
The requests for technical assistance are expected to be greater for Local Areas with higher concentrations of eligible youth. Once the Local Areas with the highest concentrations of eligible youth are identified, services will be targeted to meet the identified needs.
System Infrastructure
The One-Stop Operating System (OSOS) that the New York State Department of Labor and most of the Workforce Investment Areas will use for case management and WIA reporting purposes is programmed to issue training vouchers. It will keep track of the amount of each voucher issued, along with the name of the person receiving the voucher. A running tally of obligations created by the issuance of vouchers also will be computed and reported through the system. Finally, the system data base can be searched and sorted to identify the total amount of vouchers accepted by each training provider. The ease of the OSOS in delivering these functions will encourage local WIBs to utilize ITAs more often, and to evaluate the performance of local training providers who accept training vouchers.
How will NY ensure the quality and integrity of performance data? 112(b)(14), 112(b)(17)(A)(iii), 122
The One-Stop Operating System will allow NYSDOL staff to review a sample of customer files on-line and identify customers and/or employers who should be contacted in order to collect more detailed information or validate reported data.
There are ongoing efforts to improve both the technical and staff capacity of Wagner- Peyser funded staff. Over the last year, the Department has completed a roll-out of a new PC based network. All offices are equipped with a personal computer for each staff person as well as personal computers for customer use in the Resource Room. In addition to new hardware, a new labor exchange system (WINS) is also being implemented to replace the outdated mainframe based Terminal On-Line Placement System (TOPS). Staff is being trained on the use of basic personal computers, as well as the WINS software. PC/ WINS training will continue to be provided on an ongoing basis, as needed. Training plans are also being developed for continued staff training in basic employment service skills.
The implementation of the One-Stop Operating System at NYSDOL will improve the capacity of the WIA system to provide services to customers by allowing customer information to be shared across WIA geographical lines and among One-Stop partners. This will result in One-Stop staff being informed about any services the customer has previously received as well as special problems or barriers to employment that already have been identified. This information will result in quicker progress to job placement and in more entered employment. The NYSDOL will offer training in how to utilize the OSOS through “Train the Trainer” efforts.
Training plans are in development for the following "courses":
Department of Labor also issued several Request for Proposals for capacity building and technical assistance activities. The State intends on utilizing a portion of its 15% set aside for capacity building at both the state and local levels.
Specific information regarding the work test can be found in Section III (B) (3) (e).
How will NYS use technology such as Jobline, “swipe card” technology, a community voice mail system or other methods to build a mediated and electronic exchange network?
NYSDOL will not utilize “swipe card” technology or a community voice mail system, but it will use Jobline to provide service for the visually impaired. The One-Stop Operating System, however, is an Internet-based system that will connect all WIA partners who wish to participate in the system. Once on the system, partners will be able to share participant information, test scores, referral data, and other system information.
Some of the LWIBs have implemented their own tracking systems, as well. For example, the Town of Hempstead/ City of Long Beach Consortium WIB already has in place an award winning program know as the Universal Resources Quality Assurance Program (URQAP). This is accessed through their Wide Area Network (WAN) computer center. Modifications have been made to the URQAP to ensure customer choice, non-duplication of services and universal access as required by WIA. It is also programmed to capture required reporting information, assure accurate tracking, maintain individual training plan records and provide overall case management. The Local Board intends to link URQAP to the OSOS system.
How will NY use America's Job Bank/ State Job Bank Internet linkages to encourage employers to enter their own job orders on the Internet? 112(b)(7)
America's Job Bank is developing both the WINS system for the Employment Service and the One-Stop Operating System. As a result, the America's Job Bank national system, the WINS State Job Bank System, and the OSOS will be fully integrated. The end result will be a single, integrated system. In keeping with the vision of a demand-driven system that provides customer choice and is responsive to the needs of business, the approach in NYS is to provide employers with a full menu of options for using the State/National job bank. Our goal is to meet the needs of individual employers and to be responsive as their needs change or grow. We will continue to provide staff assistance to employers who want NYSDOL to enter and service their job orders, as well as to offer, and make businesses aware of, self-help options.
The Department plans to establish an electronic presence in the One-Stop centers to provide core LMI data through the Internet. With statistical information, job openings, wages and other labor market data updated regularly from a central location, One-Stop customers will have access to timely, accurate and uniformly presented data. The Department's system is easy to use and understand.
The Department plans to establish an Internet-based system that will be a central, comprehensive repository for labor market, economic, demographic and occupational information. To complement this database with more localized information, the Department will continue to work with local entities to create county and regional workforce development web sites.
The Career Zone program will continue to be the centerpiece of the Department's employment statistics delivery system. Future plans for CareerZone include adding self-assessment tools and developing an on-line resume tool.
The Department will continue to meet all deliverables under contracts with the federal Bureau of Labor Statistics and through grants from the Employment and Training Administration and will seek grants from federal agencies to develop job, career and labor market information resources.
The Department intends to make further use of current technology, such as Geographic Information Systems (GIS), and cutting edge technologies that will be available in the future. These technologies will be utilized to help uncover hidden jobs, develop lists of employers, and to map public transportation routes, childcare and other resources that will help link people to jobs.
The Department is developing a training delivery system to familiarize One-Stop staff with employment statistics terms and concepts and the proper use of available data. Local Labor Market Analysts will continue to serve as a resource for information delivery and analysis. We envision a role for the Labor Market Analysts in delivering both core and intensive services in the One-Stops – including labor market seminars for One-Stop clients and establishing links between local employers and the One-Stop Centers. In addition, the Local Labor Market Analysts will coordinate information sharing between Workforce Investment Areas.
The Department will help to define and meet economic development goals and needs across the State. The Department will continue to conduct Labor Area Surveys for local Chambers of Commerce, economic developers, WIB partners, employers and others. These surveys will be local or regional.
The Department will continue to assess and evaluate its existing services to maximize impact while striving to eliminate duplication of information. Presentations will be further tailored to meet the needs of specific target groups. The Department will solicit feedback from Workforce Development System partners and customers and make use of available technologies in order to determine customer needs and preferences. We also will seek to establish a statewide advisory committee comprised of labor market information stakeholders. Special efforts will be made to work with schools to ensure that useful information will be available to students as they make important career decisions.