Central Economic Development Region 1
Workforce Innovation and Opportunity Act – 2020 Regional Plan
Central Economic Development Region 1
Workforce Innovation and Opportunity Act – 2020 Regional Plan
Central Economic Development Region 1
Workforce Innovation and Opportunity Act- 2020 Regional Plan Table of Contents
Executive Summary…………………………………………………………. | 1 | ||
Chapter | 1: | Economic and Workforce Analysis - Regional Component………………... | 4 |
Chapter | 2: | Integration of Strategies and Services - Regional Component……………... | 23 |
Chapter | 3: | Vision, Goals and Strategies - Regional Component……………………….. | 35 |
Attachment 1: Performance Goals…………………………………………... | 48 | ||
Chapter | 4: | Operating Systems and Policies - Local Component……………………….. | 51 |
Chapter | 5: | Performance Goals and Evaluation - Local Component……………………. | 66 |
Chapter | 6: | Technical Requirements and Assurances - Local Component……………… | 69 |
Central Illinois Economic Development Region 2020 WIOA Plan
Executive Summary
The Workforce Boards of Local Areas 19, 20 and 21 in association with our partner agencies have produced this plan for the Central Economic Development Region's (CEDR – 1). The Plan was developed in accordance with the state and local area plans, in accordance with Workforce Innovation and Opportunity Act (WIOA) regulations, and the State of Illinois Regional and Local Planning Guide, updated October 2019. Our Boards are committed to creating workforce development strategies that promote the economic well-being of both employers and workers in the region. This plan formalizes the regional process for the Central Region to explore innovative means to better meet the needs of our customers and meet the educational, economic development and workforce development needs of the region.
Vision Statement:
This Plan represents the regional response to the State of Illinois workforce development vision, which is to “Foster a Statewide workforce development system that supports the needs of individuals and businesses to ensure Illinois has a skilled workforce to effectively compete in the global economy.” This includes our commitment to:
Maintaining a Demand-Driven Orientation to our planning work;
Developing and maintaining Strong Partnerships with Business;
Building Pathways to Careers of Today and Tomorrow;
Engaging in Cross-agency Collaboration and Connections among each of the partners;
Promoting Integrated Service Delivery;
Ensuring Equitable Access and Opportunity for all Populations;
Using Clear Metrics for Progress and Success; and
Maintaining a Focus on Continuous Improvement and Innovation.
The Regional Plan also supports the Action Agenda for Workforce Development and Job Creation, as outlined in the Governor’s Executive Order 3. To advance this Action Agenda, CEDR will:
Unite workforce development partners around regional clusters strategies by identifying high-impact regional clusters and associated in-demand occupations and implementing a coordinated workforce development strategy around regional clusters.
Prepare Illinois workers for a career, not just their next job by increasing apprenticeship opportunities, addressing barriers to successful training and employment, and establishing and supporting equity goals and aligning with Perkins equity goals.
Connect job seekers with employers by shortening time from credential to employment and integrating workforce services across program providers for one-stop customers.
Background:
The Workforce Innovation and Opportunity Act envisions a workforce system that better aligns workforce, education and economic development partners. The regional workforce efforts of Springfield, Decatur, Lincoln and Jacksonville as well as the rural communities in Cass, Christian, Greene, Macoupin, Menard, Montgomery, Scott and Shelby will benefit greatly from a unified workforce team that can act quickly to address workforce needs of both employers and job seekers.
WIOA emphasizes training that leads to credentials in targeted growth sectors of the economy. It encourages service coordination among education and workforce partner agencies and the creation and utilization of career pathways in the targeted sectors. The legislation is designed to help workers, including those with barriers, to access services that lead to employment in demand occupations. The Region’s plan is based on coordination of workforce, education and economic development efforts that will meet the needs of both employers and job seekers in our area.
Plan Development:
The Central Illinois Economic Development Regional Plan has been developed in accordance with WIOA and State of Illinois Regional Planning guidelines. The CEDR will undertake the processes and strategies outlined in this plan over the next four years.
This Regional portion of the Plan includes the establishment of regional service strategies, including use of cooperative service delivery agreements; the development and implementation of sector initiatives for in-demand industry sectors; the collection and analysis of regional labor market data; the coordination of administrative cost arrangements; the coordination of transportation and other supportive services; the coordination of services with regional economic development services and providers; and the process for negotiation of local levels of performance for performance accountability measures.
This Plan also includes the Local Plan components for LWIAs 19, 20 and 21. The local planning strategies include direct investments in economic, education and workforce training programs so that individuals have the skills to compete in the job market and that employers have a ready supply of skilled workers; applying job-driven strategies in the one-stop system; enable economic, education and workforce partners to build a skilled workforce through innovation in, and alignment of, employment, training and education programs.
Regional System Partners:
In accordance with the Governor’s vision for the State Workforce System, the CEDR’s regional planning team included representatives from the following core and required partners:
Capital Area Career Center
City of Decatur
City of Litchfield
Community Action Programs of Central Illinois
Decatur-Macon County Opportunities Corporation
Department of Aging – Senior Community Service Employment Program
Department of Corrections – Second Chance Act
Department of Employment Security
Department of Human Services – Division of Family and Community Service
Department of Human Services – Division of Rehabilitation
Economic Development Corporation of Decatur and Macon County
Illinois Manufacturing Excellence Center
Land of Lincoln Workforce Alliance
Lawrence Adult Education Center
Lincoln Land Community College
Jacksonville Regional Economic Development Corp.
Regional Office of Career & Technical Education
Richland Community College
Springfield Public Schools District 186
Springfield Sangamon Growth Alliance
West Central Development Council
Workforce Investment Solutions of Macon and DeWitt
Chapter 1 – Economic and Workforce Analysis – Regional Component
This chapter must discuss how the region has collected and analyzed regional labor market information including the local planning requirements. Additionally, the chapter must demonstrate alignment with education and economic development. Regional teams are encouraged to use the labor market information posted on https://www.illinoisworknet.com/WIOA/RegPlanning that will provide consistency in the data used for regional analysis throughout the state4.
Provide an analysis of the:
Economic conditions including existing and emerging in-demand industry sectors and occupations (§ 679.560(a)(1)(i));
Provide an analysis of the:
Economic conditions including existing and emerging in-demand industry sectors and occupations (§ 679.560(a)(1)(i));
Chapter 1 Section A Question 1a: What are the targeted industries, high-impact industry clusters, and in-demand occupations in the region?
Chapter 1 Section A Question 1a: What are the targeted industries, high-impact industry clusters, and in-demand occupations in the region?
The Central Region team scheduled three meetings to discuss the data, targeted industries, clusters, and in-demand occupations. Data was presented to the partners at the first regional meeting by a representative from Illinois Department of Employment Security. After reviewing the data, along with group discussion, team members agreed that sector information presented for Healthcare and Social Assistance, Manufacturing, and Professional and Business Services were consistent with data available from various studies, including knowledge and experience in working with employers in the region. These industries are recognized as the three first tier targeted industries in our Region.
The table below lists these first-tier targeted industries and their associated high-impact industry clusters, as well as their associated in-demand occupations in the region. The industries, clusters and occupations were derived based on customized data from the Illinois Department of Employment Security. The data in the table lists those industries and occupations with the highest number of annual job openings in the Region. There are other industry clusters and occupations that may be filled through the Region’s focus on the targeted industry.
Targeted | |
Industries | Occupations |
Healthcare and Social Assistance
Ambulatory Health Care Services
Hospitals
Social Assistance
Nursing and Residential Care Facilities
Registered Nurse
Licensed Practical Nurse
Nursing Assistant
Personal Care Aides
Home Health Aides
Medical Assistant
Manufacturing
Food Manufacturing
Machine Manufacturing
Transportation Equipment Manufacturing
Machinists
Welders
Mechanical Engineers
Targeted | |
Industries | Occupations |
Professional and Business Services
Professional, Scientific & Tech Services
Management of Companies and Enterprises
Administrative and Support Services
Accountant and Auditors
Office Clerks
Operations Managers
Customer Service Representatives
Janitors and Housekeepers
Laborers/Freight/Stock & Material Movers
As a Region, the partners recognize that the Transportation/Warehousing, Construction, Leisure and Hospitality, and Information Technology are either leading or emerging industry sectors in Economic Development Region 1. Although Information Technology is not a stand-alone sector in the regional economy, occupations requiring it are established in companies from all sectors. Because of these industries high growth projections, we are identifying these as Tier 2 targets of opportunity for the Region.
The majority of in-demand jobs in these top tier industries are entry-level, require a minimum of a high school diploma and are lower wage career areas; however, for youth entering the
workforce, these jobs provide experience to begin building a work history, earning a standard living wage and are first steps in a career pathway.
Chapter 1 Section A Question 1b: What industries and occupations have favorable location quotients?
Chapter 1 Section A Question 1b: What industries and occupations have favorable location quotients?
The industries with favorable location quotients are: Manufacturing, Agriculture Production, Wholesale and Retail Trade, Utilities, and Healthcare and Social Assistance. Occupations within the region’s targeted industries that have a high location quotient are (Manufacturing) Machinists, Packaging/Filling Machine Operators, First Line Supervisors, Production and Operating Workers; and (Healthcare) Registered Nurses, Personal Care Aides and Nursing Assistants.
Chapter 1 Section A Question 1c: What industries and occupations have favorable demand projections based on growth?
Chapter 1 Section A Question 1c: What industries and occupations have favorable demand projections based on growth?
The industries with favorable demand projections are: Leisure and Hospitality, Healthcare and Social Assistance, Construction, Professional and Business Services and Wholesale Trade.
Occupations related to the targeted industries are (Business and Professional Services) Janitors/Housekeepers, Customer Service Representatives, Office Clerks, Laborers/Freight Stock and Material movers; (Healthcare) Registered Nurses, Personal Care Aides and Nursing Assistants.
-Projected Top Occupations for Educational & Health Services
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Chapter 1 Section A Question 1d: What industries and occupations have favorable demand projections based on replacements?
Chapter 1 Section A Question 1d: What industries and occupations have favorable demand projections based on replacements?
The above graph, sorted by local workforce area, shows the occupations that have favorable demand projections based on replacements. Some occupations are listed more than once because that is a position in the respective LWA that will have a high demand. Top occupations with high demand are sales and related occupations, office and administrative support occupations, food prep and service occupations, and retail service workers.
Chapter 1 Section A Question 1e: What industries and occupations are considered mature but still important to the economy?
Chapter 1 Section A Question 1e: What industries and occupations are considered mature but still important to the economy?
According to the data provided by Illinois Department of Employment Security, EDR 1 has no maturing industries. The last regional plan recognized manufacturing and finance as maturing industries, however, manufacturing is now a leading industry and finance is an emerging industry.
Chapter 1 Section A Question 1f: What industries and occupations are considered emerging in the regional economy?
Chapter 1 Section A Question 1f: What industries and occupations are considered emerging in the regional economy?
Occupations associated with Emerging Industries | |
Industry | Occupations |
Construction | |
Transportation & Warehousing | |
Financial Activities | |
Professional and Other Business Services |
Carpenters
Laborers
Construction Managers
First Line Supervisors
Truck Drivers, Heavy & Tractor Trailer
Laborers/Freight/Stock & Material Movers
Accountants/Auditors
Claims Adjustors
Insurance Carriers
Janitors/Housekeepers
Customer Service Representatives
Office Clerks, General
Office Clerks
Freight Stock and Material Movers
Occupations associated with Emerging Industries | |
Industry | Occupations |
Leisure and Hospitality |
Food Prep
Serving
Waiter/Waitresses
Cooks
Chapter 1 Section A Question 1g: What sources of supply and demand data were used to determine the targeted industries occupations and skills?
Chapter 1 Section A Question 1g: What sources of supply and demand data were used to determine the targeted industries occupations and skills?
Numerous sources to look at supply and demand data. Primarily we used Illinois Department of Employment Security data. Secondly, we used data from Springfield Sangamon Growth Alliance software, Jobs EQ. Below is a graph that shows 2-digit SOC code occupation gaps. The data shows that there will be shortages in Healthcare and Social Assistance, Professional and Business Services, Manufacturing, Construction, and Information Technology. Many of the Tier 1 and 2 industries of focus for EDR 1 are mentioned as having an occupation gap over the next 10 years.
Occupation Gaps
Potential Average Annual Occupation Gaps over10 Yearsin Workforce EDRRegion Healthcare Practitioners and Techn ical Occupat ions ($75,800) -169
Management Occupat ions ($88,800) -111
Business and Financial Operations Occupat ions ($67,700) Computer and Mathematical Occupat ions ($76,800) Const ruct ion and Ext raction Occupat ions {$51,300)
Healthcare Supp ort Occu p at ions {$29,300)
Inst allation, Maintenance, and Repair Occupat ions ($45,200) Community and Soci al Serv ice Occu p at ions ($48,400)
Archit ectu re and Enginee ring Occupat ions {$81,000) Educat ion, Train ing, and Library Occupat ions ($44,200) Protective Serv ice Occu p at ions ($64,100)
Building and Groun ds Cl eaning and Maintenance Occupat ions ($29,40 Farming, Fishing, and Forest ry Occupat ions ($3, 4 300)
Transport at ion and Material Moving Occupat ions ($36,400) Personal Care and Serv ice Occu p at ions {$27,500)
Product ion Occupat ions ($39,900)
Office and Adm in ist rative Supp ort Occu p at ions ($36,700) Sales and Related Occupat ions ($36,700)
Food Preparation and Serv ing Related Occupat ions {$22,600)
Source: Job sEQ®
Da t a as of 2019Q3 except wageswh ich are as of 2018 Exported on: Tuesday, January 28, 20205:14 PM
-76
-35
-33
-29
-29
-25
-20
-17
1
5
11
29
32
57
107
143
186
A. Provide an Analysis of the:
2: Employment needs of employers in existing and emerging in-demand industry sectors and occupations (§ 679.560(a)(1)(ii));
A. Provide an Analysis of the:
2: Employment needs of employers in existing and emerging in-demand industry sectors and occupations (§ 679.560(a)(1)(ii));
The above graph shows the emerging and existing occupational gaps over the next 10 years for the industries being targeted. Examining the data shows that all of the potential gaps fall into the sectors of focus for the economic development region, with the exception of Police and Sheriff Patrol Officers. Therefore, the focus in the region will be on developing career pathways to serve these industries and ensuring the employment needs of the regional employers are met.
The above graph shows the emerging and existing occupational gaps over the next 10 years for the industries being targeted. Again, the majority of the occupations that will have a shortage in the next 10 years are within the industries of focus for EDR 1. However, there are a few occupations that are not and the regional partners will look to support occupations in these areas.
A. Provide an Analysis of the:
3. The knowledge and skills needed to meet the employment needs of the employers in the region, including employment needs in in-demand industry sectors and occupations (§ 679.560(a)(2);
A. Provide an Analysis of the:
3. The knowledge and skills needed to meet the employment needs of the employers in the region, including employment needs in in-demand industry sectors and occupations (§ 679.560(a)(2);
Chapter 1 Section A Question 3a: What are the targeted career pathway clusters in the region?
Chapter 1 Section A Question 3a: What are the targeted career pathway clusters in the region?
The Targeted Career Pathway Clusters are:
Health Care:
Therapeutic Services: Occupations focused primarily on changing the health status of patients over time through direct care, treatment, counseling, or health education information.
Diagnostic Services: Occupations related to the tests and evaluations that aid in the detection, diagnosis and treatment of diseases, injuries or other physical conditions.
Health Informatics: Workers involved in all aspects of managing health care agencies, patient data and information, financial information, and computer applications related to health care processes and procedures. Workers usually have limited interaction with patients.
Manufacturing:
Production: Occupations related to the making or assembling of electronic parts, constructing or assembling modular housing, performing welding jobs, or printing various materials.
Logistics and Inventory Control: Occupations related to the maintenance and transportation of raw materials and finished parts inventories. Includes moving raw materials to the production line, unloading trucks with raw materials, wrapping pallets of finished products for shipment, and communicating with traffic managers.
Professional and Business Services:
General Management: Occupations that plan, organize, direct, and evaluate all or part of a business organization through the allocation and use of financial, human, and material resources. Administrative Support: Occupations that facilitate business operations through a variety of administrative and clerical duties including information and communication management, data processing and collection, and project tracking.
Operations Management: Workers who focus on planning, organizing, coordinating, and controlling the resources needed to produce or provide a business' goods and/or services. Includes quality control, scheduling, procurement, and warehousing.
(Note: Career Pathway Definitions are from careerwise.minnstate.edu/careers/clusterPathways)
Chapter 1 Section A Question 3b: What are the skills that are in demand in the region?
Chapter 1 Section A Question 3b: What are the skills that are in demand in the region?
Essential skills continue to be identified by employers as a key barrier to individuals entering employment. Not only do employers want individuals with specific occupational skills, they want individuals with the foundational workplace skills as well. Through conversations and business visits with employers, feedback showed that employers considered the following qualifications as essential to being hired:
Reliability
Communication (active listening and learning, speaking)
Personal Responsibility
Critical thinking and judgement/decision making
Attendance/punctuality
Chapter 1 Section A Question 3c: How well do the existing skills of job seekers match the demands of local business?
Chapter 1 Section A Question 3c: How well do the existing skills of job seekers match the demands of local business?
In our Region, as in the rest of the State, the gap in skills between what a potential employee possesses and what an employer needs is a complex issue. We hear frequently that there are not enough of the right graduates for in-demand jobs. Many of the job seekers in our region have lost their jobs from occupations that are declining. To meet the needs of employers for skilled workers in healthcare, professional and business services, and manufacturing, these individuals need training. This is the case for low-income adults and youth as well.
The table below shows the educational attainment of the population in the Central Region., However, none of these percentages have had much change since the last regional plan, which leads us to presume educational attainment in the region is stagnant. Due to this trend, the regions’ partners plan to increase the number of individuals who possess the skills required by employers through sector and career pathway initiatives specifically focusing on the targeted industries and through apprenticeships.
Nearly 9% lower than state average for bachelor’s degree.
EDR 1 has 35% of the population with a high school diploma or equivalent, which is higher than the state average.
23% of the population with some college, again higher than the state average.
A. Provide an Analysis of the:
4. Regional workforce considering current labor force employment and unemployment data, information on labor market trends, and educational and skill levels of the workforce, including individuals with barriers to employment (§ 679.510(a)(1)(iv) and § 679.560(a)(3)).
A. Provide an Analysis of the:
4. Regional workforce considering current labor force employment and unemployment data, information on labor market trends, and educational and skill levels of the workforce, including individuals with barriers to employment (§ 679.510(a)(1)(iv) and § 679.560(a)(3)).
Chapter 1 Section A Question 4a: How is the region changing in terms of demographics, labor supply and occupational demand?
Chapter 1 Section A Question 4a: How is the region changing in terms of demographics, labor supply and occupational demand?
The population in EDR 1 is slowly decreasing. In 2015 there were 544,181 people living in the region. In 2018, the population had dropped by over 10,000 people to 533,795. Additionally, the median age in Illinois has been steadily increasing. The data shows this is the trend for EDR 1 as well. The largest population numbers are from individuals ages 50-59. There are 73,578 individuals between those ages in EDR 1, which shows 13.78% of the population will be retiring within the next 10 years.
This demographic shift will continue into the future and will create continued downward pressure on labor supply for the entire region. Even though unemployment is low for the region, the aging population is a key contributor to the expected strong demand for healthcare and manufacturing workers.
Chapter 1 Section A Question 4b: What special populations exist in the region, what is their magnitude, and what are the policy and service implications to meet the needs of these individuals?
Chapter 1 Section A Question 4b: What special populations exist in the region, what is their magnitude, and what are the policy and service implications to meet the needs of these individuals?
In comparison to the state, our poverty levels are much greater. A focus of the regional partners is going to be how we can communicate social services and those options more effectively to our clients. Additionally, by making sure that regional transportation and childcare information is
readily accessible on our websites and in our centers, we hope to assist more individuals with those needs. Addressing the aforementioned needs will assist individuals wanting to reenter the workforce.
County | 2017 Percent Below Poverty | 2014 Percent Below Poverty | Change |
Cass County, Illinois | 13.1 | 13.4 | -0.3 |
Christian County, Illinois | 12.8 | 14.8 | -2 |
Greene County, Illinois | 17.9 | 15.4 | 2.5 |
Logan County, Illinois | 9.2 | 12.9 | -3.7 |
Macon County, Illinois | 16.6 | 18.1 | -1.5 |
Macoupin County, Illinois | 13.3 | 12.5 | 0.8 |
Menard County, Illinois | 11.4 | 9.7 | 1.7 |
Montgomery County, Illinois | 15.6 | 14.6 | 1 |
Morgan County, Illinois | 14.9 | 14.4 | 0.5 |
Sangamon County, Illinois | 15.6 | 14.9 | 0.7 |
Scott County, Illinois | 14.9 | 13.9 | 1 |
Shelby County, Illinois | 12.1 | 11.5 | 0.6 |
Note: Percent below poverty level; Estimate; Population for whom poverty status is determined |
7.05% of the population has a disability compared to the state average of 11%.
The region has a large Veteran population of 13.18% compared to State average of 5%.
The majority of the population in EDR 1 speaks English at home (96.2%) in comparison to the state percentage of 23.5%.
The region is committed to expanding access for targeted populations, especially the long- term unemployed, persons with a disability, out-of-school youth, and veterans. Regionally, the partners will work to establish partnerships and collaborate with community
organizations in order to serve job seeker customers to access the services that they need in order to be able to acquire the job skills that will lead to employment.
B. Describe the development and implementation of sector initiatives for in-demand industry sectors or occupations for the planning region (§ 679.510(a)(1)(iii)); Plans must answer the following questions:
B. Describe the development and implementation of sector initiatives for in-demand industry sectors or occupations for the planning region (§ 679.510(a)(1)(iii)); Plans must answer the following questions:
Chapter 1 Section B Question 1: How will the workforce partners convene employers, foundations and regional institutions to help lead sector partnerships and make coordinated investments?
Chapter 1 Section B Question 1: How will the workforce partners convene employers, foundations and regional institutions to help lead sector partnerships and make coordinated investments?
The Central Region will continue to share data regionally and will look for the commonalities between the three LWIA’s. Once a year, the Central Region will convene a “sector-led” meeting, focusing on the three main industries, Healthcare/Social Services, Manufacturing and Professional/Business Services to discuss issues and opportunities within the region.
Included in the meetings will be businesses from the specific sector, Economic Development, Chambers of Commerce, and all core partners within WIOA. Economic development will facilitate the meetings.
A different sector will be selected each year. Discussions will include, in-demand occupations within the specific cluster, barriers the employers and employees face, and what the future looks like for the workforce within the specific sector. WIB members from the three boards will be included in the meetings.
The purpose of the meetings will be to help build a stronger partnership within the sectors, and to help partners in the Central Region to identify areas of need, by aligning proper services to customers to help develop a talent pipeline.
Chapter 1 Section B Question 2: Identify the established and active industry sector partnerships in the region (as defined in Illinois’ Next Generation Sector Strategies Guide)?
Chapter 1 Section B Question 2: Identify the established and active industry sector partnerships in the region (as defined in Illinois’ Next Generation Sector Strategies Guide)?
It is the Region’s intent to build upon the previous sector partnerships discussed in the last plan. These provide the region with a good foundation to expand upon. The goal for the region’s Next Generation partnerships is to have one top tier industry meet annually to address all issues and concerns for the region. These events will encompass employers, Chambers of Commerce, and Economic Development organizations, and will discuss all issues that the companies are experiencing, including workforce concerns. At the end of the 2020 regional plan we will have met with all three top tier industries and will have outcomes that show how we addressed their workforce matters.
Chapter 1 Section B Question 3: What other sector-based partnerships exist in the region? If any exist, are they business-led and what is their role in planning?
Chapter 1 Section B Question 3: What other sector-based partnerships exist in the region? If any exist, are they business-led and what is their role in planning?
Sector-based partnerships in the region include:
IMEC – Manufacturing: IMEC was established in 1996 to improve the productivity and competitiveness of Illinois' small and mid-sized manufacturing firms.
Midwest Inland Port – Manufacturing/Logistics and Transportation: “Midwest Inland Port is a multi-modal hub located in Decatur, Illinois that delivers both domestic and international flexibility for companies through a well-positioned transportation corridor, connecting the Midwest to the East, West and Gulf Coasts of North America”.
Midwest Trucking Association – Logistics and Transportation: Mid-West Truckers Association represents and services over 3,000 members in 15 states. Members are comprised of trucking companies and companies that operate trucks as part of their business.
BJC Collaborative – Healthcare: BJC HealthCare of St. Louis, CoxHealth of Springfield, Mo., Memorial Health System of Springfield, Ill., and Saint Luke’s Health System of Kansas City, Mo., partnered together in October 2012 to create The BJC Collaborative to achieve even higher quality care for the patients served by the independent not-for-profit health care organizations.
Blessing Health System in Quincy, Ill., joined the Collaborative in May 2013 and Southern Illinois Healthcare in Carbondale, Ill., in September 2013. Sarah Bush Lincoln Health System of Mattoon, Ill. joined in November 2015 and Decatur Memorial Hospital joined in February 2016. International Warehouse Logistics Association – Logistics and Warehousing: IWLA members include companies that provide many services: warehousing; fulfillment; reverse logistics; transportation; freight-forwarding and brokerage services; inventory and supply chain management; and a broad range of manufacturing and value-added services.
In addition, the Central Region will continue to explore partnerships, utilizing each LWIA’s Business Services Team, and reporting out regionally when a new partnership is formed.
Chapter 1 Section B Question 4: What other public-private partnerships exist in the region that could support sector strategies and what is their role in planning?
Chapter 1 Section B Question 4: What other public-private partnerships exist in the region that could support sector strategies and what is their role in planning?
Each LWIA has a community college that supports sector strategies. These community colleges are in constant contact with businesses to help them align curriculum and provide quality, affordable education and training to area residents. In addition, these strategies are discussed at the quarterly regional partner meetings with the community colleges.
Chapter 1 Section B Question 5: What neutral conveners with the capacity to help establish sector partnerships exist in the region and what is their role in planning?
Chapter 1 Section B Question 5: What neutral conveners with the capacity to help establish sector partnerships exist in the region and what is their role in planning?
Neutral conveners in the Central Region that have the capacity to help establish sector partnerships include:
Illinois Manufacturing Excellence Center – IMEC provides assistance to Illinois’ small and mid-sized manufactures in identifying and solving performance gaps and building a culture that supports sustained improvements.
Springfield Sangamon Growth Alliance - is a public-private sector partnership dedicated to advancing economic development efforts in Springfield and Sangamon County. Led by a volunteered, diverse and industry-driven board of directors, the mission is to pursue economic prosperity and growth for Sangamon County and the City of Springfield.
The Economic Development Corporation of Decatur & Macon County – The EDC’s primary role is to provide support and a point of contact for prospective area employers that are non-retail in nature as well as an advocate for the establishment of their presence
in the community. Additionally, they administer Illinois Enterprise Zone benefits as they apply.
The Greater Springfield Chamber of Commerce- The chamber advocates on behalf of members for business-friendly legislation and offers programs, services, and networking opportunities to help make local business thrive and grow.
Decatur Regional Chamber of Commerce - The chamber advocates on behalf of members for business-friendly legislation and offers programs, services, and networking opportunities to help make local business thrive and grow.
Local Workforce Boards in our Region – these business led boards are ideally situated to convene employers for development of Sector Initiatives. Members come from the industries that are being targeted in the Region.
Any business that is planning to expand could be considered a neutral convener. Their role could be determining skills levels for various occupations, assisting with developing training/curriculum that would train skilled workers, participating on advisory councils or workforce boards and providing equipment or skill training at their business location.
Sector associations could be neutral conveners including – Illinois Manufacturing Association, Illinois Medical Association, Illinois Hospital Association, Midwest Truckers, etc.
Chapter 2 – Strategies for Service Integration – Regional Component
This regional component of the plan must describe the regional service strategies, including use of cooperative service delivery strategies and the connection of job seekers with employers.
A. Provide an analysis of workforce development activities, including education and training, in the region. This analysis must include the strengths and weaknesses of workforce development activities and capacity to provide the workforce development activities to address the education and skill needs of the workforce, including individuals with barriers to employment, and the employment needs of employers
(§ 679.560(a)(4)). Plans must respond to the following:
A. Provide an analysis of workforce development activities, including education and training, in the region. This analysis must include the strengths and weaknesses of workforce development activities and capacity to provide the workforce development activities to address the education and skill needs of the workforce, including individuals with barriers to employment, and the employment needs of employers
(§ 679.560(a)(4)). Plans must respond to the following:
Chapter 2 Section A Question 1: Analyze the strengths and weaknesses of workforce development activities in the region.
Chapter 2 Section A Question 1: Analyze the strengths and weaknesses of workforce development activities in the region.
As part of the December 2019 regional planning meetings, the Partners identified strengths, weaknesses, opportunities and threats (SWOT) pertaining to workforce development in the region. The results of this analysis are shown in the Table below.
SWOT Analysis for Central Region – Workforce Development | ||
Internal Origin | Strengths: | Weaknesses: |
External Origin | Opportunities: | Threats: |
Educational services
Training Opportunities
Community Partners
Large number of small employers
Diverse economic make-up
Improved Economic Conditions
Skills shortage
Working in Silos
Communicating services
Lack of awareness of services to individuals
Capacity to train
Lack of customer technology skills
Some growing Industries in our area (Healthcare, Manufacturing, Business and Professional Service, etc.)
New/emerging education/career pathways
Regional collaboration
Service Integration Plans
Economy - More Jobs Available
Incorporation of Essential Skills into each program.
Increase in Career and Technical Education
Loss of large employers
Economic downturn
Lack of CTE Teachers and facilities
Funding – lack of from both state and other sources
Loss of waiver for Able-Bodied Adults under SNAP program
Illinoisans fleeing to other states
Labor Force Decline
Workforce culture changes
Strengths: In addition to the overall strengths identified by the partners, there are a number of specific strengths of our workforce development system in the region. These can be categorized into two groups: a wide array of workforce development and educational services, and strong workforce development processes and business practices.
Workforce development and educational services:
Development of Individual Employment Plan
Job Search Assistance
Job Placement Service
Career Exploration
Assessment
Basic Skills instruction
ESL
HSE – Adult Secondary Education
Bridge Programs
Occupational Training
Work Based Learning – Work Experience / On-The-Job Training/Apprenticeships
Supportive Services – Childcare / Transportation / Tools / Supplies
Labor Market Information
On-Line Opportunities - Illinois workNet, Illinois Job Link, Career Information System
Unemployment Benefits
Cash Assistance / SNAP
Workforce development processes and business practices:
Recruitment, Assessment, Selection Process
Proven experience with NEG Accelerated Short Term MFG, TDL and CDL Training
Strong ties to the community agencies
Established relationships/partnerships with employers
Established relationships with SHRM, EDC
Aligning efforts to demand industries, occupations and skills
Previous success with Regional collaboration
Consistently meet/exceed performance goals (entered employment, retention, credential attainment)
Weaknesses: In contrast, the regional partners identified some weaknesses or opportunities for improvement, including the ongoing skill shortage, the continued tendency to work in our respective silos, the length of time it takes to train workers in our existing institutions, and challenges in recruiting dislocated workers into training programs. The lack of instructors for any sector is challenging for the colleges. Lag-time between when customers can start a program of study can be drawn-out due to the instructor shortage.
Opportunities: The partners noted that the main opportunities for the region going forward include the availability of more jobs and strong growth in industries such as healthcare,
manufacturing and business and professional services. These opportunities fall in-line with State initiatives such as service integration, regional collaboration under next generation sector partnerships and new and emerging career pathways.
Threats: There are numerous standard threats to program operation and success that exist such as major cuts in funding, economic downturns or loss of major employers. For instance, the loss of the waiver for Able-Bodied Adults under SNAP program will have a significant impact on the number to be served. Newer threats identified by the partners included the aging labor force, the number of residents leaving the state and the changing workforce culture of millennials.
Chapter 2 Section A Question 2: Analyze the capacity of the regional partners to provide workforce development activities to address the education and skill needs of the workforce including individuals with barriers to employment.
Chapter 2 Section A Question 2: Analyze the capacity of the regional partners to provide workforce development activities to address the education and skill needs of the workforce including individuals with barriers to employment.
Capacity: The Region is well-positioned to provide services to individuals with barriers to employment, including Underemployed / Unemployed, Ex-Offenders, Low Skill / Literacy Levels, Individuals with Disabilities, Substance Abuse, Older Americans, Out of School Youth, Adults who Lack a High School Diploma, Veterans, Homeless, ESL Individuals, Single Parents and Displaced Homemakers.
By taking a holistic approach and collaboration with core partners, the Region will be able to better serve at risk populations. These WIOA partners include Titles I, II, III and IV, ICCB – Perkins CTE, IDES, Aging, Corrections, and Community Action Agencies.
In furtherance of WIOA requirements, Priority of Service in the Region include:
Veterans and eligible spouses in the following order or priority:
First, to veterans and eligible spouses (who also are included in the groups given statutory priority for WIOA adult formula funds). This means that veterans and eligible spouses who also are recipients of public assistance, other low-income individuals*, or individuals who are basic skills deficient would receive first priority for services provided with WIOA adult formula funds.
Second, to non-covered persons (individuals who are not veterans or eligible spouses) who are included in the groups given priority for WIOA adult formula funds.
Third, to veterans and eligible spouses who are not included in WIOA’s priority groups.
Fourth, to any other populations identified by the Governor or Local Workforce Development Board for priority.
Last, to non-covered persons outside the groups given priority under WIOA.
Recipients of Public Assistance such as those participating in the Supplemental Nutrition Assistance Program (SNAP), Temporary Assistance for Needy Families (TANF), Supplemental Security Income (SSI). And/or any other State or local income-based public assistance.
Other Low-Income Individuals, including those who:
Are in a family with total family income that does not exceed the higher of—(I) the poverty line; or (II) 70 percent of the lower living standard income level;
is a homeless individual (as defined in section 41403(6) of the Violence Against Women Act of 1994), or a homeless child or youth (as defined under section 725(2) of the McKinney-Vento Homeless Assistance Act);
receives or is eligible to receive a free or reduced-price lunch under the Richard B. Russell National School Lunch Act;
is a foster child on behalf of whom State or local government payments are made; or
is an individual with a disability whose own income meets the income requirement, but who is a member of a family whose income does not meet this requirement
Individuals who are basic skills deficient such as those who:
are a youth with English reading, writing, or computing skills at or below the 8th grade level on a generally accepted standardized test; or
are a youth or adult, that is unable to compute or solve problems, or read, write, or speak English, at a level necessary to function on the job, in the individual’s family, or in society.
Current Initiatives in the Region include:
LWIA 19 received funding for a Disaster Recovery Dislocated Worker grant to address the Opioid epidemic. This grant will reach out to individuals affected by the Opioid crisis. LWIA 19 has partnered with Crossing Healthcare who has recently opened a recovery center specifically for people with addictions. Patients who complete the detox program will have the opportunity to receive education and employment training.
The individuals who are eligible for WIOA services will have access to work experiences, on-the-job training with a pathway to employment and/or more education. The services offered not only apply to those in a detox treatment facility, but anyone else who has been affected by the crisis either through a family member or friend.
In addition, thorough recruitment, assessment and selection processes will be utilized to identify career goals for lifelong learning and the appropriate Partner that can best assist the job seeker with education, training and workforce focus to obtain / retain employment in high growth occupations.
Richland Community College recently went to a coaching model for advising. This is a more intrusive approach. This method allows the coaches to become more knowledgeable and personal with their students, and as a return will understand the barriers that the individuals possess.
The Service Integration action plan(s) will help to expand customer service. Additional in-depth training of staff will allow all partners to better understand the customers walking through the door in order to improve alignment of services to address the barriers customers face as well as the barriers employers are facing in hiring employees.
Richland Community College and Workforce Investment Solutions formed a consortium for Adult Education and received funding through ICCB’s Adult Education and Family Literacy grant. The Consortium is located at the Decatur Public Library, which is downtown. This location provides for easy accessibility due to the Decatur Transit’s main hub being next door to the Library. The Consortium provides services for the at-risk individuals who need help in obtaining more education. Classes held at the Library include high school equivalency, English Language Learner, Bridge programming and
Basic Nursing Assistant. The Illinois workNet Center provides referrals to the Adult Education Consortium. Partners are updated on a monthly basis of program availability.
Lincoln Land Community College was awarded a $1 million grant to establish the Open Door – Workforce Equity Initiative. The purpose of the initiative is to provide minority and low-income individuals with career training that will lead to employment locally in less than a year. Eligible students can begin these programs at LLCC in January 2020.
In June 2019, the Illinois Community College Board (ICCB) was notified that it received the U.S. Department of Labor’s Scaling Apprenticeships Through Sector-Based Strategies Grant. The ICCB was awarded nearly $4 million to implement the grant project over the next 4 years (fiscal years 2020-2023) to serve over 1700 participants. In our region Lincoln Land Community College and Richland College are the recipients of these grants.
By aligning services, our Region will be able to expand employment opportunities for job seekers and Partners will collaborate to reduce duplication of services and better utilize resources.
Chapter 2 Section A Question 3: Analyze the capacity of the regional partners to provide activities to address the needs of employers.
Chapter 2 Section A Question 3: Analyze the capacity of the regional partners to provide activities to address the needs of employers.
The regional partners have continued to expand their capacity to address the needs of employers. Partners within each LWIA in the region collaborate to understand the skill needs of employers and implement appropriate responses. Some examples of how the partners work with employers to understand skill needs include:
Each of the LWIAs use Business Services Teams (BSTs) to meet with employers on a regular basis to discuss emerging skill needs. In November of 2019, LWIA 19’s Business Services Team held a “Lean Coffee” event for the Healthcare Employers in the area. The event was developed to dive deeply into issues that industry and policy leaders, education and employers were facing locally. The overall goal was to identify potential solutions that would lead to growth and vitality of the Macon/DeWitt communities. Issues were recognized and an action plan was developed to help alleviate the issues. One outcome was the development of a healthcare day for Juniors and Seniors in high school, as well as the eighth grade. This was effective in advancing the knowledge of healthcare jobs in the community to students. The healthcare fair will continue on a yearly basis.
Local Workforce Area 20 uses its Career and Technical Education (CTE) Program Advisory Committees (PACs), which bring together CTE program partners with members from related local industry and businesses for feedback and advice pertaining to the curriculum and future planning for each program. PACs help ensure that LLCC’s CTE programs remain current and are able to meet the needs of local employers and best prepare students for future employment within that field.
Some examples of how the partners have worked to develop expanded services for employers include:
LWIA 19 partners with agencies in the area in holding a Manufacturing Day for Juniors and Seniors in high school. This has been well attended and will continue.
LWIA 19 holds hiring events on a monthly basis in the Illinois workNet Center. Various employers in all sectors are included in these events.
Each of the LWIAs provide job fairs. LWIA 19’s job fair is done annually. At least 45 employers in Macon and DeWitt Counties attended, and over 175 people attended the fair.
LWIA 20 has completed a grant application for the Regional Navigator Apprenticeship Expansion grant. This application was submitted with the support of and in conjunction with LWIAs 19 and 21, LLCC, and CACC Sangamon County ROE.
Local Workforce Area partners that make up the region provide workshops, post job openings, conduct employee screening and referral, workforce training, work-based training, tax credit information, business location advice, and various employer services.
Other business services provided by Local Workforce Area staff include free use of conference rooms for meetings and/or recruitment activities such as interviewing and taking applications/resumes.
Chapter 2 Section A Question 4: How well do existing training programs in the region and local areas prepare job seekers to enter and retain employment with regional businesses?
Chapter 2 Section A Question 4: How well do existing training programs in the region and local areas prepare job seekers to enter and retain employment with regional businesses?
The Central Region has numerous postsecondary institutions that provide a wide array of educational services, including five community colleges, seven BA-granting institutions, one public university, a medical school, two nursing colleges, one private two-year college, and two occupational schools. The below Table lists the existing postsecondary institutions in the region.
Central Region Postsecondary Institutions | ||
Institution | Location | Type |
700 College Avenue Carlinville, IL 62626 | 4-Year Private | |
2201 Toronto Road Springfield, IL 62712-3803 | Nursing | |
Heartland Community College | 1500 W Raab Rd Normal, IL 61761 | 2-Year Public |
1101 West College Jacksonville, IL 62650 | 4-Year Private | |
John Wood Community College | 1301 South 48th Street Quincy, Il 62305 | 2-Year Public |
Lakeland Community College | 5100 Lake Land Blvd Mattoon, Il 61938 | 2-Year Public |
5800 Godfrey Road Godfrey, IL 62035 | 2-Year Public | |
100 Campus View Drive Lincoln, IL 62656 | 4-Year Private | |
300 Keokuk Lincoln, IL 62656 | 4-Year Private | |
5250 Shepherd Road Springfield, IL 62794-9256 | 2-Year Public |
Central Region Postsecondary Institutions | ||
Institution | Location | Type |
447 East College Jacksonville, IL 62650 | 4-Year Private | |
2731 Farmers Market Rd Springfield, IL 62707 | Private Occupational | |
1184 West Main Street Decatur, IL 62522 | 4-Year Private | |
One College Park Decatur, IL 62521 | 2-Year Public | |
729 East Carpenter Street Springfield, IL 62702 | Nursing | |
P.O. Box 19624 Springfield, IL 62794-9624 | Professional | |
One University Plaza - UHB 1015 Springfield, IL 62703 | 4-Year Public | |
2913 West White Oaks Drive Springfield, IL 62704 | Private Occupational |
Illinois Community College Graduates by Career Cluster Table– provides a count of graduates from each of the three community colleges that are physically located in the region. The columns show the graduates in each of the career clusters associated with the primary or secondary targeted sectors. The primary sectors are highlighted.
Illinois Community College Graduates by Career Cluster, FY 2018, Central Region | |||||||
College | Health Science | Manufacturing | Business Management and Administration | Transportation and Warehousing | Architecture and Construction | Hospitality and Tourism | Information Technology |
Lewis & Clark | 546 | 106 | 19 | 0 | 32 | 49 | 15 |
Lincoln Land | 350 | 188 | 90 | 18 | 30 | 0 | 32 |
Richland | 282 | 49 | 46 | 45 | 116 | 60 | 36 |
Central Total | 1,178 | 343 | 155 | 178 | 109 | 83 | |
State Total | 15,930 | 3,874 | 3,141 | 1729 | 3110 | 1.510 | 2,101 |
% of State Total | 7.39% | 8.85% | 4.93% | 3.6% | 5.72% | 7.22% | 3.95% |
Chapter 2 Section A Question 5: Summarize the commitments of each program partner to implement the selected strategies described in the “Action Plan for Improving Service Integration in the Region.”
Chapter 2 Section A Question 5: Summarize the commitments of each program partner to implement the selected strategies described in the “Action Plan for Improving Service Integration in the Region.”
Through the MOU development process, each program partner in their respective LWIA has committed to the integration of workforce development services. The LWIA partners reached agreement on and submitted Action Plans for Improving Service Integration within their LWIAs to the State of Illinois in the fall of 2019.
In accordance with the Regional Planning guidelines, the partners to EDR 1’s plan commit to the implementation of their respective Service Integration Plans. The Partners recognize that the Service Integration Plans will change over time and that this document formalizes the commitment at the LWIA level to continue the work of integration as it evolves. The Region also recognizes that communication among partners is a common issue. To address this issue, they will develop a contact list of regional partners and issue advanced notices about new grants and programs as they are awarded.
Below is the summarization for each LWIAs commitments to current integration plans. LWIA 19:
Customer Input
New Tools - Customer Surveys
Update Customer Profile Form
Develop Customer Flow Charts
Use Customer Feedback to Shape Service System
Staff Capacity
Establish a Vision for Customer Service
Establish Core Set of Competencies for Staff
Community Resource Academy
Develop Sharing Culture Among Partners
Systems Communication
Finalize Referral Tracking System
Create Universal Consent Form
Create Schedule for Regular Meetings of Front-Line Staff
Notify Staff of Changes in Service Design
On-Going Systems Improvement
Complete Planning Process and Incorporate into Other Documents
Keep LWIB Informed on Implementation Progress.
LWIA 20:
Jobs Expectations Communicated to Staff
Assess Timing of One-Stop Operator and Partner Meetings
Share Information on Front-line Job Descriptions Across Partners
Mandatory Center Orientation for New Staff
Cross Training Provided to Staff
Provide Bi-Monthly Training Opportunities for Front-line Staff
Training Locations vary Among Partner Agencies
Communication Occurs Across all One-Stop Partners
Assess Timing of One-Stop Operator and Partner Meetings
Provide Bi-Monthly Training Opportunities for Front-line Staff
Training Locations vary Among Partner Agencies
Assure Email Lists include All Partners and Front-line Staff
Share One-Stop Center Event Calendars with all Partners
LWIA 21:
Job Expectations Communicated to Staff
Establish a Vision for Customer Service
Establish a Sub-Committee for Outreach to all Core Partners for more Involvement
More Cross Training for Front-Line Staff
All Staff Valued and Respected
Increase Partner Engagement
Share Information from Meetings with Staff in a Timely Manner
Listen to Ideas Presented by Other Staff/Partners
Services Delivered by Function
Create Sub-Committee to Oversee Solutions to Partner Participation and Confidentiality Issues Among Partners
Rotate Meeting Sites
Service Delivered by Function – Business Services
Formulate Business Service Teams (BST)
Track Business Contacted by BST by Use of Spreadsheet
Email Exchange by BST
Service Plans are Living Documents
Create Sub-Committee for Creation of a Comprehensive Referral Form and Follow-up Process.
B. Describe how transportation and other supportive services are coordinated within the region (§ 679.510(a)(1)(vi)). Plans must respond to the following questions:
B. Describe how transportation and other supportive services are coordinated within the region (§ 679.510(a)(1)(vi)). Plans must respond to the following questions:
Chapter 2 Section B Question 1: What regional organizations currently provide or could provide supportive services?
Chapter 2 Section B Question 1: What regional organizations currently provide or could provide supportive services?
The regional organizations that currently provide or could provide supportive services include:
Supportive Service Provider
Childcare Catholic Charities
Community Connection Point
Department of Human Services
Salvation Army
WIOA Title 1
Supportive Service | Provider |
Clothing | |
Food | |
Health | |
Housing | |
Transportation | |
Utilities |
Catholic Charities
Community Action Agencies
Good Will Industries
Salvation Army
Catholic Charities
Department of Human Services
Salvation Army
United Way
Department of Human Services
Veteran’s Affairs
Catholic Charities
Community Action Agencies
Department of Human Services
Good Will Industries
Salvation Army
United Way
Veteran’s Affairs
Department of Human Services
Good Will Industries
WIOA Title 1
Catholic Charities
Community Action Agencies
Chapter 2 Section B Question 2: What policies and procedures will be established to promote coordination of supportive services delivery?
Chapter 2 Section B Question 2: What policies and procedures will be established to promote coordination of supportive services delivery?
Local workforce areas have supportive service policies in place that promote coordination among community providers. Customers entering training must apply to Community Connection Point and Child Care Resource Services (CCRS)for childcare funding prior to supportive services being awarded by WIOA.
Transportation is more difficult to coordinate as mass transit and rural transportation organizations require payment even if it is a minimal amount. LWIA 19 is looking into creating an UBER account and policy. The Salvation Army has done this, and the LWIA is working with them to get their insight on how the process is working. LWIA 20 uses SMART Transport (Sangamon Menard Transportation) to provide transportation services. LWIA 21 uses West Central Transportation and CEFS Transportation.
The partners will work through the MOU process to identify better ways to promote coordination of supportive services. Each LWIA will develop a transportation and childcare provider list.
Each LWIA plans to hold a supportive services fair in which providers in each area share information on the ways that they can assist individuals with their childcare, transportation and
other needs. LWIA 19 partners with their local Salvation Army who provides a social services fair every year.
In addition, LWIA 20 completed an On-Line Service Finder System for youth that is hosted on the Illinois workNet website.
The LWIAs created a regional intake form for accessing supportive services, and this is being used by each of the LWIAs.
C. Describe the coordination of services with regional economic development services and WIOA service providers (§ 679.510(a)(1)(vii)). Plans must answer the following questions:
C. Describe the coordination of services with regional economic development services and WIOA service providers (§ 679.510(a)(1)(vii)). Plans must answer the following questions:
Chapter 2 Section C Question 1: What economic development organizations, WIOA service providers or businesses are actively engaged in regional planning?
Chapter 2 Section C Question 1: What economic development organizations, WIOA service providers or businesses are actively engaged in regional planning?
The following economic development organizations are engaged in regional planning:
Springfield/Sangamon Growth Alliance is focused on transforming the economy of Sangamon County.
City of Springfield - We are dedicated to being on the cutting edge with technological, social and cultural advances. That means an environment that provides flexibility and ample resources. Springfield offers those benefits along with a skilled, educated workforce and tremendous quality of life.
City of Decatur - offers a Dynamic Business Climate, Productive Workforce, Wonderful Quality of Life and can be a city in which you want to locate or expand your business.
Decatur Regional Chamber of Commerce - With more than 125 years serving as the "Voice of Business" for the Decatur community, the Decatur Regional Chamber of Commerce is proud to promote opportunity and prosperity in local commerce. The chamber advocates on behalf of members for business-friendly legislation and offers programs, services, and networking opportunities to help make local business thrive and grow.
Economic Development Corporation for Decatur and Macon County - The EDC of Decatur & Macon County is a public/private nonprofit dedicated to the attraction, expansion and retention of businesses to our area. When companies need help, we are here to help with tools and resources such as employee training, GIS data mapping, location and demographic research, workforce studies, and more.
City of Litchfield - The City of Litchfield is dedicated to providing high quality customer service to the community. A Commitment and a strong sense of pride enables the City to remain at the forefront of municipal advancement.
Staffing and Employment Agencies
Regional Planning Commissions - Planning Commissions are involved in many activities of interest to municipal officials in the planning region, state and federal agencies with which they interact, and the general public.
University of Illinois/ Montgomery County Economic Development Corporation - We have several governing businesses who strive to improve the communities that they serve. Our strength lies in our private and public partnerships. Our goal is to promote our cities for development opportunities, but also to help businesses thrive and expand within Montgomery County.
LLCC, CACC, District #186-Partners who are interested in economic development and business success in the region.
IMEC –is a team of improvement specialists and technicians dedicated to providing organizations in Illinois with the tools and techniques to create sustainable competitive futures. The experienced hands-on team at IMEC works closely with its clients to plan critical business improvements in the areas of Leadership, Strategy, Customer Engagement, Operations, and Workforce.
Ameren - LWIA 19 approached the Ameren office in Decatur and was able to host an information session about the Ameren hiring process. There were 80 people who signed up for the event, and 60 showed up. The next step will be to discuss how a Regional alignment might take place. Ameren would like to be a part of the planning process.
Chapter 2 Section C Question 2: What economic development organizations, WIOA service providers or businesses were invited to participate but declined?
Chapter 2 Section C Question 2: What economic development organizations, WIOA service providers or businesses were invited to participate but declined?
None of the invited economic development organizations or business declined to participate.
D. Describe the coordination of administrative cost arrangements, including the pooling of funds for administrative costs, as appropriate (§ 679.510(a)(1)(v)).
D. Describe the coordination of administrative cost arrangements, including the pooling of funds for administrative costs, as appropriate (§ 679.510(a)(1)(v)).
Each of the Local Workforce Development Areas in the region has developed the Memorandum of Understanding (MOU) and its One-Stop system infrastructure and system cost allocation.
These MOUs and One-Stop system budgets are submitted separately to the State in the spring of each year. The MOUs for PY 2019 were approved, submitted, and are currently in place through June 30, 2020. The PY 2020 MOUs are in the beginning stages of development. They will be approved by the Local Boards and will be submitted when signatures are garnered prior to June
The PY 2020 MOU will begin July 1, 2020. The regional partners participate in local MOU negotiations and commit to a good-faith effort when developing appropriate cost sharing arrangements that are consistent with our broader strategies for service integration and coordination as outlined in this plan.
The LWIAs in the Central Region have arranged to coordinate administrative costs through various means including pooling funds for initiatives, free or nominal meeting space and staff time and efforts supported by respective partners.
Chapter 3 – Vision, Goals and Implementation Strategies – Regional Component
This section will outline how the Local Board(s) will coordinate the regional workforce, education and economic development activities with regional activities that are carried out in the local areas. The responses must illustrate that business, education and workforce development stakeholders have provided input and are involved with the development of the strategies and to ensure alignment with other plans.
A. Describe the local strategic vision to support state and regional economic growth (§ 679.560(a)(5)). Describe how this aligns with the State of Illinois’ vision and principles (page 1).
A. Describe the local strategic vision to support state and regional economic growth (§ 679.560(a)(5)). Describe how this aligns with the State of Illinois’ vision and principles (page 1).
The Central Economic Development Region 1 has adopted the State of Illinois strategic vision to support regional economic growth:
Vision: Foster a statewide workforce development system that supports the needs of individuals and businesses to ensure Illinois has a skilled workforce to effectively compete in a global economy. This includes our commitment to:
Maintaining a Demand-Driven Orientation to our planning work;
Developing and maintaining Strong Partnerships with Business;
Building Pathways to Careers of Today and Tomorrow;
Engaging in Cross-agency Collaboration and Connections among each of the partners;
Promoting Integrated Service Delivery;
Ensuring Equitable Access and Opportunity for all Populations;
Using Clear Metrics for Progress and Success; and
Maintaining a Focus on Continuous Improvement and Innovation.
The Regional Plan also supports the Action Agenda for Workforce Development and Job Creation, as outlined in the Governor’s Executive Order 3. To advance this Action Agenda, CEDR will:
Unite workforce development partners around regional clusters strategies by identifying high-impact regional clusters and associated in-demand occupations and implementing a coordinated workforce development strategy around regional clusters.
Prepare Illinois workers for a career, not just their next job by increasing apprenticeship opportunities, addressing barriers to successful training and employment, and establishing and supporting equity goals and aligning with Perkins equity goals.
Connect job seekers with employers by shortening time from credential to employment and integrating workforce services across program providers for one-stop customers.
B. Describe the local goals for preparing an educated and skilled workforce (including youth and individuals with barriers to employment) and goals relating to the performance accountability measures based on performance indicators (§ 677.155(a)(1)).
B. Describe the local goals for preparing an educated and skilled workforce (including youth and individuals with barriers to employment) and goals relating to the performance accountability measures based on performance indicators (§ 677.155(a)(1)).
The regional partners have considered the overall needs of their respective communities, the challenges of businesses and job seekers and the existing capacity of the workforce development system to respond to these needs. We have adopted the following goals to guide our work together during the next few years:
Develop and expand career pathways. The Region will continually review the existing pathways to determine what skilled jobs exist. Upon identification, the region will target our training and educational resources to expand access for individuals, including those with barriers, to such jobs.
Expand the use of the full range of work-based learning models for training, including work experience, internships, transitional employment, on-the-job training, apprenticeships and incumbent worker training.
Work with the local Chambers of Commerce and Economic Development representatives to research the development of talent pipelines within targeted industry sectors.
Continue to research and improve initiatives for assessing and improving the essential skills of our customers.
With respect to the performance accountability measures required in WIOA and the implementing rule, the LWIAs in the Central Region individually negotiated and reached agreement with the State on local levels of performance for performance accountability measures. Negotiations occur every other year for a two-year period and measures are in place. In addition, partners will actively engage in whatever process is implemented by the respective state agencies for negotiating and setting targets for these measures. The goals for the Title I programs are set through the use of a statistical adjustment model. These procedures are in place and the partners consult with their respective state agency contacts and meet to discuss the implications of the performance measures and required targets for service delivery and integration. The Core Partners work cooperatively to report performance outcomes across all programs to advance the goals of improving access and success for all customers. However, currently there is no universal or shared system for Partners to communicate performance and anything related to customers.
Appendix 1 includes the negotiated Title I performance goals for each of the three LWIAs that comprise the region.
C. Provide a description of the regional and local strategies that will achieve the vision and principles. This must include a description of the strategies and services that will be used in the local areas:
C. Provide a description of the regional and local strategies that will achieve the vision and principles. This must include a description of the strategies and services that will be used in the local areas:
Chapter 3 Section C Question 1: To facilitate engagement of employers in workforce development programs, including small employers and employers in in-demand industry sectors and occupations (§ 679.560(b)(3)(i));
Chapter 3 Section C Question 1: To facilitate engagement of employers in workforce development programs, including small employers and employers in in-demand industry sectors and occupations (§ 679.560(b)(3)(i));
We will use our Workforce Boards to create strategies for employer engagement and to lead engagement efforts for specific industries, particularly for the primary targeted sectors.
We will work with the existing community college advisory committees to leverage the work of these committees to inform our planning and policies for career pathway development, and to help ensure that these advisory committees benefit from the perspectives of the workforce system. Program advisory committees exist for each AAS/AAA program offered by the community colleges. They have well-established procedures for garnering employer input into the skill needs of the occupations for which the programs prepare students.
As discussed in Chapter 1, the goal for the region’s Next Generation partnerships is to have one top tier industry meet annually to address all issues and concerns for the region. These events will encompass employers, Chambers of Commerce, and Economic Development organizations and will discuss all issues that the companies are experiencing, including workforce concerns. At the end of the 2020 regional plan we will have met with all three top tier industries and will have outcomes that show how we addressed their workforce matters.
Chapter 3 Section C Question 2: To support a local workforce development system that meets the needs of businesses in the local area (§ 679.560(b)(3)(ii));
Chapter 3 Section C Question 2: To support a local workforce development system that meets the needs of businesses in the local area (§ 679.560(b)(3)(ii));
We will work with Chambers of Commerce and Economic Development organizations to coordinate our outreach efforts to employers. The focus of this effort will be more oriented toward marketing the services of the workforce development system to regional employers as part of the overall economic development business retention effort.
We will also use our Business Services Teams to coordinate engagement of employers. The focus of this effort will be oriented toward responding to the specific workforce needs of individual employers who come to the attention of any of the business service personnel of the regional partners.
Examples of the work being done by our Business Services Teams in each LWIA are described below:
LWA 19: LWIA 19’s Business Services Team (BST) meets monthly. The Team helps with planning and organizing sector-based career fairs. A Manufacturing Day is held in October and
a Healthcare Day is held in April of every year. The target population for the fairs are middle school students and high school juniors and seniors.
Something new the LWIA 19’s BST is working on is implementing an Essential Skills workshop to be held at the local One-Stop Center. This will be a “pilot” program. The goal is to take the class out to other sites in the area once the first one is completed. The “National Career Readiness Certificate” is being looked at as a completion for the class. A curriculum is being developed by Richland Community College. Topics will include: Appearance, communication, teamwork, problem solving and critical thinking, professionalism/manners, punctuality and confidence/attitude.
LWA 20: The LWIA 20 BST meets monthly. At the meetings the goal is to organize who attends job fairs, communicates/meets with businesses, etc. so we are one organized unit gathering and sharing data to address employer’s needs. One document was created to highlight all of the team members and their contact information. This is presented to employers at business visits so they can see which organization can address their specific concerns. The team also attends and participates in local job fairs:
Greater Springfield Chamber of Commerce (2 per year) – Partner
Veterans Job Fair (Held at the American Legions’ State Conference)– partner
Christian County – We organized them and include BST
Cass County Job Fair- We have partner with IDES
Various Job Fairs for major lay-off events (Honeywell Hobbs and Ardagh)
Additionally, an essential skills class was developed from BST meetings to address employer concerns regarding soft and foundational workplace skills. This workshop is held twice a month at the AJC.
LWA 21: The LWIA BST is currently meeting to discuss and plan for two upcoming Job Fairs. These are annual events and our plans are for the BSTs to continue to work together to recruit employers and help administer the fairs. We have developed a good working relationship with LLCC and LCCC as well as other partners to have successful Job fairs. One is held at Litchfield and the other one is at LCCC at their main Campus in Godfrey, IL. each Spring. Once the Job Fairs are over we post on our websites all the employers that were present and what jobs they are recruiting for to continually help support their recruitment efforts.
Chapter 3 Section C Question 3: To better coordinate workforce development programs and economic development (§ 679.560(b)(3)(iii));
Chapter 3 Section C Question 3: To better coordinate workforce development programs and economic development (§ 679.560(b)(3)(iii));
The Economic Development community of EDR 1 primarily serves as link between local businesses and workforce development initiatives through their Business Development & Retention programs. These programs will provide feedback from employers concerning the state of employment and recruitment. This information allows for a more holistic response from workforce partners as employers needs evolve.
Chapter 3 Section C Question 4: To strengthen linkages between the one-stop
Chapter 3 Section C Question 4: To strengthen linkages between the one-stop
delivery system and unemployment insurance programs (§ 679.560(b)(3)(iv));
delivery system and unemployment insurance programs (§ 679.560(b)(3)(iv));
Process mapping will be used, when needed, to identify the services provided by the partners, therefore eliminating any overlapping services. The continual goal is to streamline the delivery of services for customers. A common Intake Assessment Tool has been developed, as discussed in the previous plan, with input from all partners in order to assess the customers’ needs more effectively. All staff are now cross trained in all partner programs in order to better recognize the needs of the customer; another goal that was listed in the previous regional plan. Partner staff will continue to be immediately accessible to client’s as they enter the One Stop and have their needs met with any onsite partner and through the direct linkage system.
Illinois Department of Employment Security (IDES) is the State employment office for Illinois businesses and workers, providing no-cost human resources solutions linking hiring businesses to qualified job seekers. The office has numerous designated staff members that focus on Wagner-Peyser/Employment Services (WP/ES) offered to job seekers. In addition, current resource room staff have been trained on WP/ES services and can assist any customer with questions.
Work search services will continue to be offered to this population and these services are designed to assist job seekers to return to the workforce as quickly as possible. WP/ES offers work search assistance via one-on-one services or workshops and events. One-Stop staff collaboratively develops and maintains connections with partner and community organizations. These connections are essential when a barrier to employment has been identified. WP/ES staff focuses on job seekers who are receiving unemployment insurance benefits to encourage economic growth and stability.
Employment services include the state labor exchange system (illinoisjoblink.com), resume preparation assistance, on-line job search & application techniques, interviewing techniques and job matching. WP/ES staff is prepared to provide job seekers with information on all programs and services provided by IDES. This includes but is not limited to: Veterans, Work Opportunity Tax Credits, IllinoisJobLink.com (IJL), The Illinois Career Information System, Labor Market Information, Hire the Future, and Re-Entry Service Programs.
Through outreach conducted via phone and emails and social media, we notify job seeking customers of ongoing workshops, job fairs, on-site hiring events, and partner and employer orientations. IWDS and IJL are used to track and record referrals to job opportunities, partner services, community services and service delivery. The One Stop staff references employer information to identify employment opportunities for job seekers. WP/ES staff, along with the Business Services team review job orders to understand the job description, qualifications and requirements of available positions within an organization to help ensure that employers are receiving the most qualified candidates.
Chapter 3 Section C Question 5: To promote entrepreneurial skills training and microenterprise services (§ 679.560(b)(4)); and
Chapter 3 Section C Question 5: To promote entrepreneurial skills training and microenterprise services (§ 679.560(b)(4)); and
Concerning the Decatur IL, MSA, the following organizations are active in business development for this area:
SCORE – A national network of business start-up mentoring and planning experts providing training, insight and general support.
Midwest Inland Port (Business Development Resource Center) – A centralized point of contact for all available community and regional services providing referrals and directional advice to potential new businesses.
Center for Entrepreneurship - A dedicated resource for entrepreneurs at every level. Through a variety of programs and development opportunities, The Center serves Millikin faculty and students, youth (ranging in age from elementary to high school level), community, and local businesses.
SBDC - Illinois Small Business Development Centers are located throughout the state and provide information, confidential business guidance, training and other resources to start-up and existing small businesses.
In the Springfield, IL, MSA , the following are some of the organizations involved in business development:
The Illinois Small Business Development Center at Lincoln Land Community College is the main provider of services that support the establishment and expansion of small business in our local area. Services include classes, one-on-one counseling, assistance with business plan development and loan applications, marketing plan development, etc.
Local Chambers of Commerce, such as The Greater Springfield Chamber also provide support for existing businesses to help them flourish and expand, as well as attract new companies to relocate to this area.
Innovate Springfield (iSPI), a division of the University of Illinois system, is a downtown business incubator in Springfield that offers a synergistic environment, office space for rent and many other resources to help fledgling companies address various needs including financial, IT, marketing and networking.
Sangamon CEO is one of many like programs in the state that introduce entrepreneurship to high school students. It is a year-long program where students develop their own businesses while receiving entrepreneurship training at various local company facilities.
Chapter 3 Section C Question 6: To implement initiatives such as incumbent worker training programs, on-the-job training programs, customized training programs, industry and sector strategies, career pathways initiatives, utilization of effective business intermediaries, and other business services and strategies designed to meet the needs of regional employers (§ 679.560(b)(3)(v)).
Chapter 3 Section C Question 6: To implement initiatives such as incumbent worker training programs, on-the-job training programs, customized training programs, industry and sector strategies, career pathways initiatives, utilization of effective business intermediaries, and other business services and strategies designed to meet the needs of regional employers (§ 679.560(b)(3)(v)).
The regional partners discuss at their Regional meetings how their Business Services Teams can continue to support the regional sector strategies, a goal from the last plan. This continues to
allow the Regional team to leverage to limited resources and provides a more robust menu of work-based learning opportunities to area businesses, including incumbent worker training, OJT opportunities, apprenticeships, and customized training needs.
LWIA 19 received a Healthcare Innovation grant to begin in the Spring of PY19. This grant will address the shortage of healthcare instructors in their area. This 18-month grant will provide a healthcare sector service recruiter to focus on developing a group of potential healthcare instructors. A process will be developed and implemented so other areas can emulate and address shortages and/or needs in their local workforce area.
The partners continue to examine possible Regional Career Pathways. This helps identify opportunities for expansion and access to existing career pathways as well as acknowledge unmet skill needs of employers that may be addressed through the development of new career pathway programs or modification of existing pathways.
D. Describe regional strategies that will increase apprenticeship and other work- based learning opportunities.
D. Describe regional strategies that will increase apprenticeship and other work- based learning opportunities.
CEDR 1 responded to the recent Apprenticeship Expansion Grant opportunity to operate as the Regional Apprenticeship Navigator. We applied for this grant in conjunction with numerous partners: Lincoln Land Community College, Capitol Area Career Center and Sangamon County. Letters of support from the local workforce areas were gathered acknowledging this regional effort and the plans to collaborate on regional apprenticeship opportunities.
In June 2019, the Illinois Community College Board (ICCB) was notified that it received the U.S. Department of Labor’s Scaling Apprenticeships Through Sector-Based Strategies Grant. The ICCB was awarded nearly $4 million to implement the grant project over the next 4 years (fiscal years 2020-2023) to serve over 1700 participants. The grant requires that 35% of the grant funding would be matched by private dollars. The ICCB is the fiscal agent and lead on behalf of the community college system whereas ten participating colleges will receive funds under this grant. This grant will focus on expanding apprenticeship programming within Information Technology occupations.
Participating Colleges Information Technology Pathways
College of Lake County IT Generalist/ Network Systems
Oakton Community College Information (cyber) Security
Kishwaukee College Programming and Software Development
City Colleges of Chicago *list not exclusive
Prairie State College
Illinois Central College
Richland Community College
Lincoln Land Community College
Rend Lake College
Parkland Community College
Each of the ten community colleges will work with their local employers. In addition, statewide commitments have been made by Accenture and CompTIA. Support and wrap-around services are a critical and required component of the grant project. The project will leverage support from One Million Degrees, Young Invincibles, Autonomy Works, among other organizations to identify and/or provide these wraparound services.
The goals of this grant project are to:
Expand existing industry-led customized apprenticeships through IT sector partnerships by:
incorporating pre-apprenticeship models (Bridge Programs, Integrated Education and Training), Essential Employability Skills Framework, support services, and paid work- based learning resulting in industry recognized credential(s);
developing program models inclusive of incumbent worker outreach and upskilling strategies, such as in-house training and prior learning assessment.
Innovate new apprenticeship models for pilot and expansion that:
utilize new approaches for acceleration and flexibility, including competency-based education delivery and shorter-term and accelerated programs;
partner with CompTIA to scale industry credentials and address emerging industry skillsets related to cybersecurity;
result in family-sustaining employment.
In partnership with Jobs for the Future and Harper College, scale and expand apprenticeship model nationally by:
emphasizing partner recruitment, a strong external communication and dissemination plan, and professional development/coaching activities related to model expansion;
articulating a continuous improvement and national replication strategy.
LLCC received this grant from ICCB in the Fall of 2019 to assist with expanding apprenticeship opportunities in the field of IT. LLCC will offer academic IT Pathway options at various levels of student progression. For a full discussion on implementation see page 45
In addition to the above, RCC recently applied for the Apprenticeship Expansion Grant as an intermediary with a primary focus on the Healthcare Sector and the hiring of an Apprenticeship Coordinator. Hopefully RCC will hear in March. This position will also build on a youth apprenticeship that the college, Decatur Public Schools, Heartland Technical Academy, and HSHS Medical Group is working on in the CNA-Nursing area.
RCC has the IDOT funding Highway Construction Careers Training Program that is a pre- apprenticeship for the local labor unions in the skilled trades.
The college has a current DOL registered apprenticeship with Fuyao Glass.
E. Describe initiatives to shorten the time from credential to employment and address how the area will work with the education system to begin putting training opportunities in place to meet this strategy.
E. Describe initiatives to shorten the time from credential to employment and address how the area will work with the education system to begin putting training opportunities in place to meet this strategy.
The region has undertaken several initiatives that are intended to shorten the time from credential to employment, in collaboration with its community colleges.
Richland Community College (RCC):
Industrial Job Skills Training Program: RCC utilized a state Workforce Grant in the fall of 2018 to develop the Industrial Job Skills Training Program to meet the needs of local manufacturers. The Director of Workforce Development attended a manufacturing roundtable hosted by Decatur Area Chamber of Commerce in January of 2018, and at the roundtable a large discussion from local manufacturers were addressing the soft skills need and need for entry-level employees that had basic knowledge. As a result of this meeting, RCC Workforce Development created a 360 hour training program, called EnRich that provides Manufacturing Skills Standards Council (MSSC) credentials built into the training along with OSHA, Equipment training, hand tools, welding, CNC machining, math, and the essential skills.
Towards the end of the 360-hour training employers are invited to campus to interview those that are approaching graduation. In Decatur Macon County, the unemployment rate for African Americans has been around 22%, three times that of white residents. EnRich completers are 64% minority, with 57% classified as African American, 79% male and 43% African American Male. A total of 89% of EnRich participants who completed the program were hired by major local employers. Of those, 80% remain employed. More than 35% have a criminal record with 100% of participants being unemployed or underemployed. The following employers have hired participants from the program and the table identifies those who were a part of the original roundtable discussion for a program like this:
Firms Hiring program participants: | Participated in roundtable: |
ADM BioProducts | |
Agri-Fab | |
All Service | |
Archer Daniels Midland | X |
Arcosa Wind Towers | |
Caterpillar | X |
Crossing Healthcare | |
Dynagraphics | |
Fuyao Glass Illinois, Inc | |
International Control Services | |
Kelly Construction | |
Macon Resources Inc. | |
Mason Manufacturing | X |
Mervis Industries | |
Mueller Company | X |
Ring Container Technologies | X |
Stripmasters, Inc | |
Tate & Lyle | X |
The Kelly Group |
Firms Hiring program participants: | Participated in roundtable: |
Vector Construction | |
Voestalpine Nortrak Inc |
Richland Community College (RCC):
Workforce Equity Initiative Grant: RCC is also utilizing the Workforce Equity Initiative Grant (WEIG) to provide short-term CDL training for predominately African Americans and ex- offenders. The training will not only prepare individuals to take and pass their CDL Class A test, but will also deliver hands-on tandem truck spreader training to prepare individuals to start their own owner/operator tandem truck business. Other individuals will be trained to receive their passenger endorsement so that they can work for the local bus companies. Another aspect of the WEIG will be the training of 8 paraprofessional educators so that they can move into livable wages and work towards an education degree.
Lincoln Land Community College (LLCC):
Customized Apprenticeship Program-Information Technology (CAP-IT): LLCC received this grant from ICCB in the Fall of 2019 to assist with expanding apprenticeship opportunities in the field of IT. LLCC will offer academic IT Pathway options at various levels of student progression. For the entry level student, existing IT Bridge Programs within Adult Education will serve as a feeder to the Pre-apprenticeship, which offers courses that lead to industry standard certifications. These certifications will support occupational pathways that include Computer Systems Analysts, Developers (Systems Software), Network Architects, Systems Engineers/Architects and Cyber Security Analysts. Postsecondary certificate offerings include a Computer Administration Certificate, a Cisco Network Administrator Certificate, and a Cyber Security Certificate. Mid-level IT degrees include an Associate in Arts degree in Computer Information Systems and two Associate in Applied Science (AAS) degrees in Computer Information Technology and Secured Software Programming. These curricula are currently being revised to align with the requirements of occupational pathways. Top level IT articulation agreements with university partners throughout the state of Illinois will also be updated and offered. These strategies will support occupational pathways including Computer Systems Analysts, Software Developers, Computer Network Architects, Computer Systems Engineers/Architects and Cyber Security Specialists.
Workforce Training Offerings: The Capital City Training Center (CCTC) is a partnership between Lincoln Land Community College (LLCC) and Central Management Services (CMS). This unique partnership was formed to serve the technology training needs of local organizations through scheduled courses and our customized training programs.
Pre-Apprenticeship Programming: LLCC offers the Highway Construction Careers Training Program that regularly leads students to apprenticeships within the trades. IDOT has funded this program to expand the number of people in historically underrepresented populations who enter a construction career.
CBE Cybersecurity: LLCC offers a certificate program in cybersecurity that provides technical skills necessary to prepare students for a job in the computer networking or security area in both traditional and competency-based education (CBE) format. CBE allows students to earn credit for existing knowledge in the subject which typically reduces time necessary to complete the credential.
Once again, LWIA 20 has completed a grant application for the Regional Navigator Apprenticeship Expansion grant. This application was submitted with the support of and in conjunction with LWIAs 19 and 21, LLCC, and CACC Sangamon County ROE. If receive it will help further the effort to shorten time from credential to employment.
F. Describe the steps that will be taken to support the state’s efforts to align and integrate education, workforce and economic development including:
F. Describe the steps that will be taken to support the state’s efforts to align and integrate education, workforce and economic development including:
Chapter 3 Section F Question 1: Fostering the improvement and expansion of employer-driven regional sector partnerships to increase the focus on critical in- demand occupations in key sectors that are the engine of economic growth for the state and its regions.
Chapter 3 Section F Question 1: Fostering the improvement and expansion of employer-driven regional sector partnerships to increase the focus on critical in- demand occupations in key sectors that are the engine of economic growth for the state and its regions.
The region will foster the improvement and expansion of employer-driven regional sector partnerships to increase the focus on critical in-demand occupations in key sectors through the following efforts.
We will work with our economic development partners within our region to identify existing partnerships and initiatives with employers in our key sectors.
We will identify local employers willing to provide expertise to our sector initiatives.
We will work with community partners to organize and or expand work within existing partnerships or create new partnerships.
Chapter 3 Section F Question 2: Expanding career pathway opportunities through more accelerated and work-based training and align and integrate programs of study leading to industry-recognized credentials and improved employment and earnings.
Chapter 3 Section F Question 2: Expanding career pathway opportunities through more accelerated and work-based training and align and integrate programs of study leading to industry-recognized credentials and improved employment and earnings.
Adult Education programs will continue to expand career pathways. However, there is still a strong need for adult education learners to complete the essential skills and Bridge programs to prepare for industry level and stackable certificates. These programs will continue to result in a higher success rate for completion and employment.
Lincoln Land Community College offers an IET in Healthcare Careers. Highlights of the program include:
Students earn 12.5 college credits
18-week program includes a 2-week Academy, with instruction and activities related to team-building activities, communication skills, problem solving, reliability, integrity and organization
1st 8-week session includes courses such as First Year Experience, Health in Today’s Society, pre-C.N.A.
2nd 8-week session is NAS101 (Basic Nurse Assistant), which includes clinicals
Support Class provided throughout program to assist with critical thinking, math and course pace issues
GED class for those students who have not earned a High School diploma or the equivalent
Students earn 3 industry recognized certificates at the end of 18 weeks
CPR for Healthcare
LLCC Certificate of Completion – Basic Nurse Assistant
State of Illinois Basic Nurse Assistant Certificate
LLCC has approved IETS for Automotive Technology, Early Childhood Education, and Manufacturing as well. Those programs are provided as funding allows.
A best practice that has emerged from the delivery of these programs is that strong bridge courses, tied to these employment sectors, will better prepare students for the rigor of the IET courses. Bridge course development is ongoing.
Chapter 3 Section F Question 3: Expanding career services and opportunities for populations facing multiple barriers to close the gap in educational attainment and economic advancement through career pathways and improved career services and expansion of bridge programs.
Chapter 3 Section F Question 3: Expanding career services and opportunities for populations facing multiple barriers to close the gap in educational attainment and economic advancement through career pathways and improved career services and expansion of bridge programs.
The partners will continue to work with local community groups to identify individuals who might benefit from WIOA services. LWA 20 has collaborated with local community colleges and their admissions departments to assess WIOA eligibility during the initial admissions process, therefore acknowledging customers’ in a more streamlined manner.
We recognize that in order for customers with significant barriers to employment to be successful, basic needs, essential skills, education barriers, perceptions of work, peer pressure and a range of issues have to be addressed. Career services now include and will continue to include support and counseling services from trained workforce development professionals.
LWA #19 received a Disaster Recovery National Dislocated Worker Grant to address the Opioid crisis. Macon County was/is identified as an area with a high need for emergency assistance.
Workforce Investment Solutions (WIS) is a Federal Employment & Training Program under the United States Department of Labor. The Secretary of Health and Human Services has declared the Opioid epidemic as a national public health emergency. WIS and Crossing Healthcare have developed a relationship that will assist individuals who are enrolled in the Transitions part of the treatment process. WIS will be housed in the Transition Center to assist residents with education and employment training. WIS has a mission to provide business with qualified employees by enhancing their skills and abilities through training and education. In addition, by establishing relationships with job seekers to align education and employment training is a
priority. These relationships will be key in developing an individual employment plan for residents who are enrolled in the Transitions program
Through a collaboration with Crossing Healthcare, a local federally qualified health center, located in Decatur, Illinois, we will create disaster-relief employment to alleviate the effects of the opioid crisis in our community, as well as provide employment and training activities, including supportive services, to address economic and workforce impacts related to widespread use, addiction, and overdose.
The partners will continue to expand career services and opportunities while working with employers who are willing to work with persons facing barriers. LWA 20 successfully participated in the State-wide Coordination and Innovation Project for Returning Citizens (IPRC) grant that addressed the needs of individuals who were reentering the workforce after incarceration. This grant is intended to increase employment and training opportunities for offenders re-entering the workforce by providing direct services inside of Logan County Correctional Center in collaboration with IDOC and IDES. We will continue to support these state-wide goals locally and as a region. It is important to expose individuals with barriers to positive work ethic and will continue to be a regional focus.
Community organizations will continue to work together and find the most effective ways to identify and serve nontraditional participants. The regional goal is to assist customers in being completely self-sufficient.
Chapter 3 Section F Question 4: Expanding information for employers and jobseekers to access services by improving the Illinois public-private data infrastructure to support the alignment and integration of economic development, workforce development and education initiatives for supporting sector partnerships and career pathways.
Chapter 3 Section F Question 4: Expanding information for employers and jobseekers to access services by improving the Illinois public-private data infrastructure to support the alignment and integration of economic development, workforce development and education initiatives for supporting sector partnerships and career pathways.
The Region will utilize systems developed by the State of Illinois that expand information for employers and job seekers to use for their workforce related needs. We will participate in any training provided by the state on these systems and provide input on their development, if asked.
The State developed an online service finder and LWA 20 hired an outside consultant to expand upon this system to highlight more youth services offered in the area. This system is now user friendly for youth and acknowledges all wrap around services for individuals who are at risk.
Appendix 1
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LAND OF LINCOLN WORKFORCE ALLIANCE LOCAL PLAN (LWIA #20)
LAND OF LINCOLN WORKFORCE ALLIANCE LOCAL PLAN (LWIA #20)
Executive Summary
WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with skilled workers needed to grow the economy. Therefore, this plan was developed in accordance with the state and local area plans, in accordance with Workforce Innovation and Opportunity Act (WIOA) regulations, and the State of Illinois Regional and Local Planning Guide, updated October 2019. Our Board is committed to creating workforce development strategies that promote the economic well-being of both employers and workers in the region. This plan formalizes the process for the LWIA 20 to explore innovative means to better meet the needs of our customers and meet the educational, economic development, and workforce development needs of the workforce area.
Governance
Designation of Local Workforce Innovation Area - LWIA 20 serving the counties of Cass, Christian, Logan, Menard, and Sangamon.
The CEOs for LWIA 20 continually appoint members of the Land of Lincoln Workforce Board (LLWB).
The CEOs, LLWB, and the grant recipient are an Intergovernmental Agreement outlining responsibilities of each entity. Sangamon County and its department known as the Land of Lincoln Workforce Alliance will continue to serve as the administrative and fiscal agent.
Local policies and procedures are in place and adhere to the U.S. Department of Labor and/or Illinois Department of Commerce guidelines.
The Land of Lincoln Workforce Board (LLWB) meets quarterly and will remain flexible with program delivery in order to meet the guidelines and intent of WIOA.
Regional and Local Planning
The LLWB participated in various regional planning activities to provide input on the development of the local and regional plan. The Central Region is comprised of twelve counties and includes the five counties forming the Land of Lincoln Workforce Alliance. The LLWB will sustain an effective workforce development system for our communities and continue to:
Keep up-to-date with the local and regional economy;
Identify and market the region’s strengths and weaknesses;
Identify economic and workforce issues to assure the region’s continued growth and
Create a credible foundation for convening public discussion around workforce issues.
Statistical information about the region was reviewed regionally and locally and reflects growth industries and occupations that will be targeted in the five county areas. The LLWB analyzed labor market data, established goals and objectives, and approved strategies for both the region and local areas. LWIA 20 will continue to target the Healthcare and Social Assistance industry and occupations that are in demand with shortages and job growth. Other targeted industries include: Professional and Business Services and Manufacturing. Secondary industries that the
area will continue to observe are: Transportation, Distribution and Logistics (TDL), Construction, Leisure and Hospitality, and Information Technology.
Service Delivery
Partners in the workforce system will work cooperatively in the upcoming year to provide career services to customers that are in need of services. LLWA’s guidelines for the Memorandum of Understanding (MOU) agreement will be outlined in the upcoming months. Career services leading to employment will be provided through the one-stop Illinois workNet Center. The Land of Lincoln Workforce Board places a high emphasis on the training of participants and will use a variety of methods to assure that training goals are met. The LLWB will solicit training through requests for proposals, Individual Training Accounts, or other contracts for training services that assure a variety of training options for adults, dislocated workers, and youth. Staff are assigned to the One-Stop Illinois workNet Center in Springfield where comprehensive services are delivered. LLWA staff are also assigned to workNet centers on a scheduled basis to deliver career services in the rural communities.
Performance and Management
The CEOs and LLWB negotiate performance measures with the state, enter into memorandums of understanding with the One-Stop Operators and Partners, certify local training providers, and oversee the creation and operation of a truly functional and successful local workforce system. Local training providers for the five county area are certified, and combined with the other Workforce Investment Areas to create a statewide service provider network which allows customers to make informed choices on training that leads to the best and most appropriate job.
CHAPTER 4: OPERATING SYSTEMS AND POLICIES – LOCAL COMPONENT
Coordination of Planning Requirements: The plan will incorporate the Memorandum of Understanding and Service Integration Action Plan and include the following statements in this Chapter:
The Local Workforce Innovation Area 20 Memorandum of Understanding provides a description of the one-stop delivery system, and other information that is essential to the establishment and operation of effective local workforce development systems as required by the WIOA Rule (20 CFR Part 678.705). The Memorandum of Understanding and any subsequent modifications is incorporated by reference into this plan.
The Local Workforce Innovation Area 20 Service Integration Action Plan provides a description of how local workforce partners will align and coordinate services as required by the State of Illinois Service Integration Policy (WIOA Policy Chapter 1, Section 13). The Service Integration Action Plan and any subsequent modifications is incorporated by reference into this plan.
Coordination of Planning Requirements: The plan will incorporate the Memorandum of Understanding and Service Integration Action Plan and include the following statements in this Chapter:
The Local Workforce Innovation Area 20 Memorandum of Understanding provides a description of the one-stop delivery system, and other information that is essential to the establishment and operation of effective local workforce development systems as required by the WIOA Rule (20 CFR Part 678.705). The Memorandum of Understanding and any subsequent modifications is incorporated by reference into this plan.
The Local Workforce Innovation Area 20 Service Integration Action Plan provides a description of how local workforce partners will align and coordinate services as required by the State of Illinois Service Integration Policy (WIOA Policy Chapter 1, Section 13). The Service Integration Action Plan and any subsequent modifications is incorporated by reference into this plan.
The One-Stop Partners are committed to the principles and vision outlined at the federal and state level and by the Land of Lincoln Workforce Board. A Memorandum of Understanding (MOU) is required of all partners and is an agreement outlining service delivery and other matters essential to the establishment of an effective one-stop workforce delivery system. For PY 2020, the One-Stop Partners will again enter into a MOU and provide payments to the system based on WIOA guidelines. The umbrella MOU will be negotiated between the One- Stop Partners, the WIB, and the CEOs, and be updated, as required. The Cost Allocation portion of the MOU is reviewed and approved annually.
The One-Stop location in Springfield is the mandated comprehensive One-Stop Center. The matrix attached in the MOU identifies the 13 career services to be provided at this Center located at the:
Illinois workNet Center 1300 S. Ninth Street Springfield, IL 62703
One-Stop Partners will have staff at the Springfield One-Stop to include the Department of Rehabilitations Services, the Department of Employment Security, and the Land of Lincoln Workforce Alliance. Other staffing options, including direct linkages, include Adult Education, Lincoln Land Community College & Capital Area School of Practical Nursing (Perkins), Title V Senior Employment Programs, and the Illinois Department of Human Services.
In addition to the comprehensive center, outreach locations will continue in the rural communities of Beardstown, Lincoln, Petersburg, and Taylorville with staff available one or two days per week. LWIA 20 established a solid system of service by having a presence in each county to meet the career service needs of customers. All Centers meet accessibility standards. Outreach services at the rural locations are provided by the WIOA career planners and include job search/employability skills, eligibility for training programs, and employer outreach.
B: Provide information regarding the use of technology in the one-stop delivery system, including a description of:
How the workforce centers are implementing and transitioning to an integrated technology enabled intake and case management information system for programs carried out under WIOA.
B: Provide information regarding the use of technology in the one-stop delivery system, including a description of:
How the workforce centers are implementing and transitioning to an integrated technology enabled intake and case management information system for programs carried out under WIOA.
The One-Stop Partners for LWIA 20 have cataloged the various technology tools used by the partners for intake, case management, and program management. The partners are in agreement that the integration of technology to enable a common intake and case management system is ideal and a goal that will continue to be explored. The partners are also aware that the State continues to explore a database system and may recommend a uniform database for the One-Stop system. Financially, a common database system could possibly be costly for Center partners; however, this will be researched and considered. While the State works on developing and/or designating a universal system, partners at the Center will continue to use IWDS for tracking and referral of customers and incorporate other technology based systems as they become available.
Describe how the Local Board will facilitate access to services provided through the one‐stop delivery system, including in remote areas, through the use of technology and other means.
Describe how the Local Board will facilitate access to services provided through the one‐stop delivery system, including in remote areas, through the use of technology and other means.
The LLWB facilitates services in the rural communities through participation of Board members who represent all counties and support workforce initiatives. The Board approved Outreach Centers are available in the rural communities of LWIA 20 and provide access to services on-site and via technology. In addition to the Comprehensive Center in Springfield, three Centers are located at community colleges, one Center is at the County housing authority office. As mentioned previously, these Centers are located in Beardstown, Lincoln, Petersburg, and Taylorville. All locations have access to services through the use of technology and are accessible.
Describe how the Local Board will support the strategies identified in the Unified State Plan and work with entities carrying out core programs including a description of:
Expanding access to employment, training, education and supportive services for eligible individuals, particularly eligible individuals with barriers to employment
Scaling up the use of Integrated Education and Training models to help adults get their GED and work on other basic skills and English language acquisition while earning credentials and industry-recognized credentials that lead to in- demand occupations;
Using the insights and lessons learned from successful dual credit programs to scale up similar efforts in other sectors and regions;
Determining the most effective marketing methods and messages for informing college and university students about Prior Learning Assessments;
Investigating how targeted marketing can identify segments of the labor force, such as mature workers and the underemployed, who may not require extensive education or training to qualify for jobs in high demand occupations;
Facilitating the development of career pathways and co‐enrollment, as appropriate, in core programs; and
Improving access to activities leading to a recognized post‐secondary credential (including a credential that is an industry‐recognized certificate or certification, portable, and stackable)
Describe how the Local Board will support the strategies identified in the Unified State Plan and work with entities carrying out core programs including a description of:
Expanding access to employment, training, education and supportive services for eligible individuals, particularly eligible individuals with barriers to employment
Scaling up the use of Integrated Education and Training models to help adults get their GED and work on other basic skills and English language acquisition while earning credentials and industry-recognized credentials that lead to in- demand occupations;
Using the insights and lessons learned from successful dual credit programs to scale up similar efforts in other sectors and regions;
Determining the most effective marketing methods and messages for informing college and university students about Prior Learning Assessments;
Investigating how targeted marketing can identify segments of the labor force, such as mature workers and the underemployed, who may not require extensive education or training to qualify for jobs in high demand occupations;
Facilitating the development of career pathways and co‐enrollment, as appropriate, in core programs; and
Improving access to activities leading to a recognized post‐secondary credential (including a credential that is an industry‐recognized certificate or certification, portable, and stackable)
In keeping with State and regional goals, the LLWB and core partners support the vision to ensure collaboration among programs - education, workforce, services to targeted populations, economic development, and all partner programs to create a system that meets the needs of businesses and individuals to grow a vibrant and robust regional economy. The Partners have adopted the State’s vision which is to:
“Foster a Statewide workforce development system that supports the needs of individuals and businesses to ensure Illinois has a skilled workforce to effectively compete in the global economy.”
Barriers to Employment-Target populations will include eligible customers with basic skill deficiencies, low income, barriers to employment, individuals with disabilities, veterans, and customers that lack essential skills such as computer literacy, work history, educational credentials, and employability skills. Individuals with significant barriers generally require more intensive services and training so they can succeed in the working world. The One-Stop Partners will expand career services that reduce barriers and guide customers to career pathways and industry credentials for gainful employment in the five county area.
Scaling up the use of Integrated Education and Training models to help adults get their GED and work on other basic skills and English language acquisition while earning credentials and industry-recognized credentials that lead to in-demand occupations-The Board is supporting this strategy with the inclusion of labor market sectors that will allow for the ICCB approval of bridge and IET programs.
Using the insights and lessons learned from successful dual credit programs to scale up similar efforts in other sectors and regions-Efforts are underway to apply knowledge gained from dual credit partnerships within the general education program to increase CTE dual credit programming and diversify courses that are offered. However, this is challenging because many area secondary schools do not have the necessary facilities or qualified instructors to provide instruction within such programs.
Determining the most effective marketing methods and messages for informing college and university students about Prior Learning Assessments-The LWIA will educate partners and front-line staff on the Prior Learning Assessment methods currently being utilized in the workforce area. This information will also be presented at the front-line staff training that is held every other month at various partner locations.
Investigating how targeted marketing can identify segments of the labor force, such as mature workers and the underemployed, who may not require extensive education or training to qualify for jobs in high demand occupations- As noted in the EDR 1 regional plan, the median age is increasing for our LWIA. Marketing to that population will be a priority, as well as marketing to the underemployed.
LWIA 20 hosts hiring events which are held at the One-Stop Center. In addition, we market our employability workshops throughout the community. We utilize the Chamber’s e-newsletter to market services and programs so the business community is aware of all of the One-Stop offerings. Facebook and other social media platforms are used to promote events and educational opportunities. Lastly, calendars and flyers are produced on each specific event/training opportunity.
Facilitating the development of Career Pathways-The LWIA will continue to explore, develop, and expand career pathways with education partners that may include co-enrollment in core programs. The LWIA will work regionally to catalog existing pathways to determine what middle skilled jobs exist and target training resources for development or expansion. The LWIA has experience in developing career pathways as evident through special grant awards and regional initiatives.
LWIA 20 will continue our close involvement with One-Stop Partners under the Workforce Innovation and Opportunity Act to expand access to programs, increase skill level, reduce barriers to employment, and award credential attainment.
D. Provide information regarding the local coordination strategies with state (including the Unified State Plan), regional, and local partners to enhance services and avoid duplication of activities including a description of:
D. Provide information regarding the local coordination strategies with state (including the Unified State Plan), regional, and local partners to enhance services and avoid duplication of activities including a description of:
Better integration and coordination of services through the One-Stop delivery system will continue to be pursued in an effort to enhance strategies with State, regional, and local partners. One-Stop Partners continue to work to better provide customer service with shorter wait times and less duplication of services, resulting in a satisfied customer. Discussions still surround partners co-locating and/or virtually connecting in order to provide better coordination with integration of activities and information. A goal is that the system as a whole is logical and accessible for job seekers and businesses, and that we have increased accountability through the streamlining of services. Additionally, all partners provide online links to other partners’ webpages and their resources.
The narrative portion of the MOU specifies the roles of partners and the budget spreadsheets show the contributions for each partner. The One-Stop Operator will assure that partner responsibilities are being met and that the One-Stop Center is certified by June 30, 2020.
Quarterly reports will continue to be provided to the Board and committees to show the progress towards the designated strategies and compliance with performance measures.
Some examples of local coordination strategies that will continue are:
Adult, Dislocated Worker and Youth employment and training activities under WIOA Title I-The Land of Lincoln Workforce Alliance will coordinate training and employment activities following a sectoral approach to workforce development as identified by the State and region. Employment and training activities will focus on the Healthcare, Manufacturing, and Professional and Business Services industries. As mentioned previously, the secondary industries of Transportation, Distribution and Logistics (TDL), Construction, Leisure and Hospitality, and Information Technology will also be explored to develop strategies for career pathway development. Coordination activities with One-Stop Partners will include a common intake, assessment, and follow-up. Additionally, continual cross-training with Partners will help to provide information about available training programs.
Adult education and literacy activities under WIOA Title II. This description must include how the Local Board will carry out the review of local applications submitted under Title II consistent with WIOA Secs. 107(d)(11)(A) and (B)(i) and WIOA Sec. 232-Adult Education and literacy coordinates with the One-Stop system to increase basic skills of adults and youth who need marketable skills for employment. This will include the continued expansion of Bridge programs as mentioned in the State, regional, and local plans.
Wagner‐Peyser Act (29 U.S.C. 49 et seq.) services-Labor market data is coordinated through Wagner-Peyser by monitoring labor market trends to meet the needs of the changing workforce. Labor trends will continue to be tracked in order to be aware of occupations that may rise to the top of the demand scale. Local workforce data will be updated to determine emerging workforce and training needs to meet employment demands in the area. In addition, employment data, employability skills, and assessment will be coordinated for non-duplication and consistency of services provided at the Center. Wagner-Peyser/IDES staff also provides assistance in serving customers in the Resource Room, particularly with Illinois Job Link (IJL), the statewide database for job seekers. Veteran’s representatives will continue to work with veterans for employment in the community. Additionally, Land of Lincoln Workforce Alliance and IDES coordinate participation at numerous area job fairs.
Vocational rehabilitation service activities under WIOA Title I-The Department of Rehabilitation Services (DRS) will coordinate services to individuals with disabilities by co- locating a vocational counselor at the One-Stop in Springfield at least three days a week. DRS will cross train all One-Stop staff working with customers on accessible information and equipment, which is also a State and regional initiative.
Relevant secondary and post-secondary education programs and activities with education and workforce investment activities-LWIA 20 will continue to implement new training and career pathways with area community colleges, truck driver training facilities, vocational schools, unions, and other service providers who have developed customized programs for employers in the community.
How the Local Board will support the state strategies identified in the State Plan under 20 CFR 676.105 and work with the entities carrying out core programs and other workforce development programs including programs of study authorized under the Carl D. Perkins Career and Technical Education Act of 2006 (20 U.S.C. 2301 et seq.) to support service alignment and needs identified in regional or local level assessments, including the Perkins Comprehensive Local Needs Assessment-Labor market data will be coordinated with Perkins programs to assure that workforce training at the secondary and post-secondary level is consistent with programs of study. Perkins workforce training programs exist at Lincoln Land Community College and Capital Area Career Center. Both groups have advisory councils made up of employers and experts in the field that provide input on labor market changes and training or credentials needed by the industry. The Title 1 Executive and Assistant Director will participate in Perkins program advisory groups to review labor market data, training enrollment/expansion, and to help ensure that the advisory committees benefit from the perspectives of the workforce system.
Job Corp outreach twice a month for youth ages 16-24.
Back to Work 5 part series
Employability Essentials and LinkedIn workshops
Financial Literacy workshops with CSBG partner.
Employer hiring events – recruitment and interviewing of applicants for open positions.
Expungement workshops for ex-offenders.
Employer Panels/Guest Speakers that provide tips on various hiring/interviewing issues.
Provide a copy of the local supportive service policy and describe how the Local Board will coordinate the provision of transportation and other appropriate supportive services in the local area; and
The LWIA 20 Supportive Services Policy is attached. The LWIA promotes coordination among community providers. Customers interested in training must apply to the Community Connection Point for child care funding prior to supportive services being awarded by WIOA.
Transportation assistance is more difficult to coordinate; however, a transportation and childcare provider list was developed locally and shared regionally. In addition, LWIA 20 will assist with planning and participate in a regional supportive services fair. As partners work through the MOU, better ways to coordinate supportive services will be addressed. Sangamon and Menard Counties did develop SMART transportation since the last plan and this addresses transportation issues within and between these two counties.
Provide a description of how the local area will provide adult and dislocated worker employment and training activities including:
A description and assessment of the type and availability of adult and dislocated worker employment and training activities in the local area.
A description of how the Local Board will coordinate workforce investment activities carried out in the local area with statewide rapid response activities.
Provide a description of how the local area will provide adult and dislocated worker employment and training activities including:
A description and assessment of the type and availability of adult and dislocated worker employment and training activities in the local area.
A description of how the Local Board will coordinate workforce investment activities carried out in the local area with statewide rapid response activities.
Cross training to assure individuals with barriers to employment, including individuals with disabilities, will occur between partners. The Department of Rehabilitation Services provides a case manager at the Center three days a week. Partners will work cooperatively to assure that services are accessible and the resource room is equipped with up-to-date assistive technology. Additionally, all Partners are routinely trained on assistive technology and a catalog of resources are accessible to all partner staff at the One-Stop Center.
Assessment of adults and dislocated workers interested in training includes determining basic skill levels in Reading and Math. The Test of Adult Basic Education (TABE) is administered to determine if educational levels are met for the approved training program. Career Planners provide occupational/labor market information and address suitability issues which may affect the individual’s ability to successfully complete training and earn a credential.
Occupational training is provided through ITAs and cohort training. Work based learning includes work experience and on-the-job training (OJT), and is an option for individuals that can benefit from learning on the job rather than a classroom setting. A variety of post-secondary and vocational training programs exist in the LWIA 20 area. Approved training is focused on job openings in the area and customers are trained in the targeted sectors where jobs are in demand. The Land of Lincoln Workforce Board assures that it will coordinate workforce activities carried out in the local area with statewide rapid response activities. The Land of Lincoln Workforce Alliance and the Illinois Department of Employment Security take the lead when providing services to companies and workers impacted by a plant/business closure or a lay-off. An initial meeting with an employer followed by Rapid Response workshops for workers begins the process of assisting affected employees with their training and employment needs. The workshop
topics generally include: unemployment insurance, healthcare needs, available training and employment programs including OJT and other community services that provide a variety of assistance. Local area staff coordinate services with the State Rapid Response Team. Event tracking is entered on IWDS including worker surveys that identify service needs. Should additional funding be needed to serve this business closing, workforce dollars will be requested from the Illinois Department of Commerce and Economic Opportunity.
Provide a description of how the local area will provide youth activities including:
A description and assessment of the type and availability of youth workforce investment activities in the local area including activities for youth who are individuals with disabilities, which must include an identification of successful models of such activities.
A description of how local areas will meet the requirement that a minimum of 75% of the youth expenditures be for out‐of‐school youth.
Provide a description of how the local area will provide youth activities including:
A description and assessment of the type and availability of youth workforce investment activities in the local area including activities for youth who are individuals with disabilities, which must include an identification of successful models of such activities.
A description of how local areas will meet the requirement that a minimum of 75% of the youth expenditures be for out‐of‐school youth.
Youth in the LWIA 20 area face a multitude of challenges including high unemployment rates. Skill levels have decreased and employability or essential skills are sorely needed. Of particular importance is the need for youth to see the relevance of career pathways and the importance of credential attainment. The LWIA funds(ed) three youth providers, listed below.
Lawrence Education Center serves out of school youth and provides GED or high school credit recovery for youth that are drop outs. In addition, youth have options to obtain additional credentials through short term training while working on a high school diploma or GED. Examples include Microsoft certification, Food Service Sanitation and CNA training provided through a partnership with Fishes & Loaves.
The Capitol Area Career Center Skilled Trades Essentials Program (STEP) is an out-of-school youth program that focuses on industry safety and introduction to the trades, welding, building trades, HVAC, and electrical systems. Participants also participate in financial literacy and entrepreneurship training, and development of soft skills. Participants have the opportunity to earn the following credentials; OSHA 10, EPA 608, Employment Ready Certification for basic refrigeration and charging procedures, NCCER Core and Level 1 Carpentry, and American Welding Society certifications. In addition, participants will build a tiny house to be donated to a local program for Veterans. They receive cash incentives for attaining program goals, support services as needed, and placement into paid WBL opportunities based on performance, progression, and goal attainments, and follow up services.
The Fishes and Loaves Pathways to Success Program is an out-of-school youth program for entry level positions in the Health Sciences pathway. In addition to career planning, tutoring, leadership development, guidance/counseling, financial literacy, support, and follow up services, participants complete basic nurse assisting training and sit for the CNA state board exam. Those who successfully complete the program may also be placed into paid WBL opportunities.
We will continue to deliver or partner with programs that train youth in skills needed for high growth employment in our area. Youth with disabilities may participate in these programs.
Youth providers are procured in January annually. The LWIA 20 procurement policy is included which defines the process for selecting youth providers. The success of our youth providers will be determined by their ability to help LWIA 20 surpass the negotiated performance measures by which the youth programs will be judged. Some adjustments may be needed for programs that work with youth with barriers to employment and the most difficult to serve.
Up to 5% of our WIOA youth in LWIA 20 may be individuals who do not meet the income criteria as long as they have at least one of the following barriers to employment:
School dropout;
Basic skills deficient;
Educational attainment one or more grade levels below that appropriate for their age;
Pregnant or parenting;
Individuals with disabilities;
Homeless or runaway;
Offender;
LWA 20 proposes as another barrier of employment: Youth considered by the Community as being at risk of dropping out of school. (State definition)
LWIA 20 has focused efforts on out-of-school youth for the past several years and meets the 75% expenditure level for out-of-school youth. This is a practice that will continue.
LWIA 20 has also developed a strong linkage between schools, both high school and post- secondary, vocational schools, and community programs. Additionally, we work closely with partners to address needs for youth in the area.
LWIA 20 recognizes the importance of linkages with foster care programs, educational institutions, public assistance (TANF) programs, and other youth providers for success of youth in our communities. Together, the partners recognize the importance of utilizing talents and sharing resources will increase the quality of services to youth in our communities.
Provide a description of how the local area will provide services to individuals with barriers to employment as outlined in the Unified State Plan:
Provide information on how priority will be given to recipients of public assistance, other low‐income individuals, and individuals who are basic skills deficient consistent with WIOA Sec. 134(c) (3) (E).
Describe how the local workforce areas will ensure equitable access to workforce and educational services through the following actions:
Disaggregating data by race, gender and target populations to reveal where disparities and inequities exist in policies and programs.
Developing equity goals in conjunction with the education system and prepare action plans to achieve them.
Exposing more high school students, particularly young women and minorities, to careers in science, technology, engineering and math fields.
Exploring how effective mentor programs can be expanded to adults, particularly those who are displaced and moving to a new career.
Providing training to workforce program staff on data-driven approaches to address equity gaps.
Ensuring workforce services are strategically located in relation to the populations in most need.
Provide a description of how the local area will provide services to individuals with barriers to employment as outlined in the Unified State Plan:
Provide information on how priority will be given to recipients of public assistance, other low‐income individuals, and individuals who are basic skills deficient consistent with WIOA Sec. 134(c) (3) (E).
Describe how the local workforce areas will ensure equitable access to workforce and educational services through the following actions:
Disaggregating data by race, gender and target populations to reveal where disparities and inequities exist in policies and programs.
Developing equity goals in conjunction with the education system and prepare action plans to achieve them.
Exposing more high school students, particularly young women and minorities, to careers in science, technology, engineering and math fields.
Exploring how effective mentor programs can be expanded to adults, particularly those who are displaced and moving to a new career.
Providing training to workforce program staff on data-driven approaches to address equity gaps.
Ensuring workforce services are strategically located in relation to the populations in most need.
LWIA 20 will provide quality services to all customers including priority populations listed below that are outlined in the Unified plan. A Priority of Service Policy (attached) has been approved by the LLWB that addresses these populations. Data gathered during planning shows that the region has a larger than average population of Veterans (13.18%) compared to the State of Illinois average (5%). In addition, data also shows that the poverty rates in all five counties of LWIA 20 went up, thus increasing the low income population. One-Stop Partners will work cooperatively to serve these and all priority populations.
In addition, we recently changed our online pre-application to include statistics related to race, gender, and target populations so LWIA 20 is more aware of the customers we serve and how we can better address any inequities. We also run reports in IWDS to examine the data related to these special populations.
For training services such as academic classroom training, ITA approved occupational training, cohort/customized training and other skills special project training, a list is established with priority identified. Enrollment into one of the above training options is based on priority.
Supportive Services are determined during career planning and are calculated at the time of enrollment. Supportive services are based on policy and fund availability.
Priority Populations include:
Low Income Individuals
Basic Skills Deficient
Veterans
Persons with Disabilities
TANF Recipients
Other Public Assistance Recipients
Food Stamp Recipients
Dislocated Workers
Displaced Homemakers
Migrant and Seasonal Workers
Women
Minorities
Individuals training for Non-Traditional Employment
Long Term unemployed
Individuals with Multiple Barriers to Employment
Assistance is provided to all customers that are in need of job search assistance in the Resource Room or when they participate in our employability workshops.
The Workforce Equity Initiative is an expanded version of LLCC’s Open Door program. The purpose of the Open Door - Workforce Equity Initiative is to train individuals in occupations leading to immediate employment. The Workforce Equity Initiative, funded through an Illinois Community College Board grant, will serve more than 100 low-income students; 75% of whom must be African American. The Workforce Equity Initiative will provide short-term, post- secondary education/training programs designed to help participants gain employment in high- wage and in-demand occupations. This program is supported by the Partners and continues to be promoted with customers in the One-Stop system.
Sangamon CEO and Making the Grade are two programs in the area that have mentors as part of their programming. Supporting these programs more would be a way to increase mentorship opportunities for youth in the community. However, modeling these programs would be a great way to begin mentoring a number of the adults we serve. Utilizing the Board members as mentors or developing a program with the service providers would be another way to ensure success with our adult clients. These are areas to examine and look to expand upon.
This past year all of the County workforce offices were relocated to align more closely with the populations we serve. Now three locations are located at community colleges and the other location is located at the local Housing Authority office.
Provide a description of training policies and activities in the local area including:
How local areas will meet the annual Training Expenditure Requirement;
Provide a description of training policies and activities in the local area including:
How local areas will meet the annual Training Expenditure Requirement;
The LLWB approves all local training policies annually at the spring meeting, held in March. In addition to policies, a WIOA Participant Handbook is updated and provided to customers which outlines policies and requirements in an easy to understand format.
The State of Illinois mandate to meet a 50% training expenditure rate was put into practice on July 1, 2018. LWIA 20 effectively plans and tracks expenditures and has consistently met the 50% minimum expenditure rate for direct training costs. With the implementation of WIOA, the
50% minimum has been revamped to include a combination of both Adult and Dislocated Workers direct training to equal 50%. Additionally, we meet the 20% WBL expenditure requirement for youth.
How local areas will encourage the use of work‐based learning strategies including the local area goals for specific work‐based learning activities and proposed outcomes related to these activities;
How local areas will encourage the use of work‐based learning strategies including the local area goals for specific work‐based learning activities and proposed outcomes related to these activities;
Work based learning (work experience, OJT) has consistently increased over the years and is emphasized by WIOA. Communication with area employers, both those on the LLWB and various partnerships established over the years, provide a reliable source for employer outreach strategies. Employer organizations, such as the Economic Development organizations and the Chambers of Commerce, have links to employers and provide valuable information to/about the LLWB. The One-Stop System Business Services initiative continues to operate with members from One-Stop Partners, business, economic development, and the Chamber. The Business Services team now utilizes common marketing materials and outreach processes. The Business Services team conducts business visits and reviews input from these visits. This will be used as a guide when implementing business services in the area. The active participation of the business services team will be essential for the long term success of work based learning activities.
Provide a copy of the local Individual Training Account Policy and describe how training services outlined in WIOA Sec. 134 will be provided through the use of individual training accounts, including, if contracts for training services will be used, how the use of such contracts will be coordinated with the use of individual training accounts under that chapter, and how the Local Board will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided; and
Provide a copy of the local Individual Training Account Policy and describe how training services outlined in WIOA Sec. 134 will be provided through the use of individual training accounts, including, if contracts for training services will be used, how the use of such contracts will be coordinated with the use of individual training accounts under that chapter, and how the Local Board will ensure informed customer choice in the selection of training programs regardless of how the training services are to be provided; and
The LLWA will strive to help qualified adult workers acquire jobs, explore career opportunities and upgrade their existing skills to create a better quality of life. Training and service options will include:
Emphasis on training through Individual Training Accounts (ITAs), class size training, on-the job training, and other contracts for service that are developed for the area;
Career pathway information, skills upgrade opportunities and other career services provided at the local One-Stops, rural outreach Centers and WIOA partners;
Provide staff and partner-assisted career services at the Illinois workNet;
Provide available training services and related staff and sub-contractor assistance;
Provide On-the-Job Training, Work Experience, Incumbent Worker Training, and Customized Training developed directly with area employers;
Provide training services to qualifying applicants with staff, partner, and subcontractor assistance as necessary.
Outreach to Dislocated Workers - Through a combined system which makes ample use of the current Illinois workNet, the LLWA will market services to qualified dislocated workers, explore
career opportunities for enrollment, and upgrade existing skills with credentials to become reemployed. More emphasis on training including Individual Training Accounts (ITAs), class size training, on-the job training, and work experience will be developed to assure that this population is not being overlooked.
Dislocated workers residing in our five county area or displaced from employment in our LWIA will be targeted for outreach for training and include:
Access to information on careers, skills upgrade opportunities and services at the local One-Stop, rural Centers and WIOA partner locations;
Cross train staff so they are familiar with partner-assisted services at the Springfield workNet Centers and at WIOA partner locations;
Provide enrollment information about training and referral to partner programs;
Provide available training services and related staff and sub-contractor as needed;
Information provided about On-the-Job Training, Work Experience and Customized Training developed directly with area employers;
Provide follow-up services to customers, and coordinate with partners and subcontractors as needed.
Additionally, Land of Lincoln Workforce Alliance and Illinois Department of Employment Security are co-located and address Unemployment Insurance claimant needs thoroughly.
Provide a copy of the local training provider approval policy and procedures and describe how the Local Board will ensure the continuous improvement of eligible providers of services through the system and that the providers will meet the employment needs of local employer’s workers and jobseekers.
Provide a copy of the local training provider approval policy and procedures and describe how the Local Board will ensure the continuous improvement of eligible providers of services through the system and that the providers will meet the employment needs of local employer’s workers and jobseekers.
The LWIA 20 Eligible Training Provider Approval Policy is attached. The LLWB approves training providers each year and monitors the success of providers from the previous year. The Policy identifies the expectations of providers and monitors continuous improvement. A list of Eligible Providers of Training Services is available to customers in the comprehensive One- Stop Center and at the outreach centers in the other four counties. The list is available in print form as well via the internet at www.worknet20.org and at www.illinoisworknet.com. A link is also provided to the State training provider list. The cost of training and past performance information will be provided for approved WIOA training. LWIA 20 staff will monitor the local list for accuracy and timeliness. Providers will provide proof that they meet state mandated requirements. The local Workforce Board reviews Provider information annually and certifies training providers. Additional requirements may include: specific enrollment conditions such as pre-hires, entry wage requirements, academic and assessment score levels, and follow-up and performance data. Training provider certification is approved in the fall by the Workforce Board. The LLWB is committed to staying informed with local employers and their training needs, and will ensure the availability and approval of corresponding training providers and programming for job seekers.
Describe if the local board will authorize the transfer of Title 1B workforce funds, including the maximum dollar amount and/or percentage that is authorized to be transferred on an annual basis.
To transfer funds between the adult and dislocated worker funding streams.
To use funds for incumbent worker training as outlined in WIOA Sec. 134(d)(4)(A)(i).
To use funds for transitional jobs as outlined in WIOA Sec. 134(d)(5).
To use funds for pay for performance contracts as outlined in WIOA Sec. 133(b)(2‐3).
Describe if the local board will authorize the transfer of Title 1B workforce funds, including the maximum dollar amount and/or percentage that is authorized to be transferred on an annual basis.
To transfer funds between the adult and dislocated worker funding streams.
To use funds for incumbent worker training as outlined in WIOA Sec. 134(d)(4)(A)(i).
To use funds for transitional jobs as outlined in WIOA Sec. 134(d)(5).
To use funds for pay for performance contracts as outlined in WIOA Sec. 133(b)(2‐3).
Transfer of funds between adult and dislocated worker funding streams- Poverty levels for all five counties in the LWIA 20 workforce area show increases in the economically disadvantaged population. For the past several years, LWIA 20 has transferred funding from dislocated worker to the Adult funding stream in order to meet the vast need of individuals requesting services. Waiting lists determine the need in the area and it is projected that a transfer of funds will be needed this year and for years to come.
Economically disadvantaged adults requesting training and supportive services far exceed the numbers of dislocated workers requesting the same.
Use of funds for incumbent worker training- The LWIA, will provide incumbent worker training as a local strategy and per WIOA regulations, may transfer up to 20% for incumbent worker training from the adult and dislocated worker funding streams. The LLWA and Board will determine the percentage each year as part of the annual planning process. After WIOA Final Rules were issued, LWIA 20 updated the incumbent worker policy and created an on-line application process. We will continue to offer incumbent worker training as a local strategy and market to employers throughout the area. During the previous local plan we funded a number of IWT projects: Richardson Manufacturing, Kathy’s Kitchen, Hanson, and HSHS.
Transitional jobs-No funds will be allocated for transitional jobs at this time; however, may be an option in the future.
Pay for Performance contracts-No funds will be allocated for pay for performance contracts.
CHAPTER 5: PERFORMANCE GOALS AND EVALUATION – LOCAL COMPONENT
The plan must include information on the actions the Local Board will take toward becoming or remaining a high performing board consistent with the factors developed by the State Board (WIOA Sec. 101(d)(6)
The plan must include information on the actions the Local Board will take toward becoming or remaining a high performing board consistent with the factors developed by the State Board (WIOA Sec. 101(d)(6)
The entire local workforce system is closely overseen by the LLWB and continues to make efforts towards a high performing board. If we take a look at the components of a high performing board - the basics of assuring compliance, review of financial reports, performance, core governance, strategy and planning - our Board is functioning well in each component.
Some areas where improvement could be seen are related to Board training, which has been discussed at the State and local level. Additionally, a WIB Development Committee would be beneficial when needing a Board member replacement.
The LLWB will continue to make an effort to spotlight the achievements of our partners and customers in the success of their endeavors at meetings, gatherings of partners, and through workforce awards. We will strive to get the word out about successes to partners and the general public, as well. Annually an awards ceremony is sponsored by the LLWB. This event recognizes our customer’s individual accomplishments in employment and education and business/employer leaders.
Provide information regarding the local levels of performance negotiated with the Governor and chief elected official consistent with WIOA Sec. 116(c), to be used to measure the performance of the local area and to be used by the Local Board for measuring the performance of the local fiscal agent (where appropriate), eligible providers under WIOA Title I Subtitle B and the one-stop delivery system (core and required partners as applicable) in the local area (§ 679.560(b)(16)).
WIOA Performance Measures
Additional State Performance Measures
Provide information regarding the local levels of performance negotiated with the Governor and chief elected official consistent with WIOA Sec. 116(c), to be used to measure the performance of the local area and to be used by the Local Board for measuring the performance of the local fiscal agent (where appropriate), eligible providers under WIOA Title I Subtitle B and the one-stop delivery system (core and required partners as applicable) in the local area (§ 679.560(b)(16)).
WIOA Performance Measures
Additional State Performance Measures
LWIA 20 negotiates planned performance goals and projected service levels with DCEO on an annual basis, or as needed, depending on changes to the State’s negotiated position with DOL. Performance is closely monitored and reported to the CEOs and the WIB on a quarterly basis. Outcomes are closely monitored and used for continuous program improvement and new program planning. At this time the Land of Lincoln Workforce Alliance continues to operate under the PY2019 goals until new goals are negotiated with the State. We will continue to strive to exceed these current measures as we have in the past years.
The local negotiated levels of performance and accountability measures are listed in the table below.
LWIA 20
Performance Measure | PY 2018/2019 Performance Goal |
Adult | |
Employment Rate 2nd Quarter after Exit | 78% |
Employment Rate 4th Quarter after Exit | 80% |
Median Earnings | $5,460 |
Credential Attainment | 73% |
Dislocated Workers | |
Employment Rate 2nd Quarter after Exit | 74% |
Employment Rate 4th Quarter after Exit | 74% |
Median Earnings | $5,900 |
Credential Attainment | 70% |
Youth | |
Employment/Placement in Education Rate 2nd Quarter after Exit | 67% |
Employment/Placement in Education Rate 4th Quarter after Exit | 62% |
Credential Attainment | 67% |
Provide a description of the current and planned evaluation activities and how this information will be provided to the local board and program administrators as appropriate.
What existing service delivery strategies will be expanded based on promising return on investment?
What existing service delivery strategies will be curtailed or eliminated based on minimal return on investment?
What new service strategies will be used to address regional educational and training needs based on promising return on investment?
What return on investment and qualitative outcome data for various education and training programs will be collected to identify barriers to enrollment?
What are the most cost-effective approaches to taking down those barriers or helping residents overcome them?
Provide a description of the current and planned evaluation activities and how this information will be provided to the local board and program administrators as appropriate.
What existing service delivery strategies will be expanded based on promising return on investment?
What existing service delivery strategies will be curtailed or eliminated based on minimal return on investment?
What new service strategies will be used to address regional educational and training needs based on promising return on investment?
What return on investment and qualitative outcome data for various education and training programs will be collected to identify barriers to enrollment?
What are the most cost-effective approaches to taking down those barriers or helping residents overcome them?
Currently, reports on successful strategies occuring within the One-Stop Center are reported at each Board meeting. For example, at the November 2019 meeting the following was reported:
Hiring Events
Business Visits
Workshops
Weekly information sessions are held for prospective customers to learn about and access core partner services. These information sessions are well attended and all One-Stop Partners take part in promoting their agency’s services.
Service delivery strategies are reviewed on a monthly basis at the One-Stop Operator meetings. These strategies are discontinued or revamped if they are not working to address the needs of the customers entering the One-Stop Center. The One-Stop Operators are present and report issues, if any, to the Board at each LWIB meeting. The LWIB meets quarterly in March, May, September and November.
The Illinois Department of Employment Security Labor Market Economists provide educational data in regards to the community college system. ICCB also offers data on their website at https://www.iccb.org/data/data-characteristics. Tracking barriers to enrollment is more difficult as those are not tracked on a state-wide level but on a local level, and the current the referral tracking system in the One-Stop Center consists of paper, emails, and IWDS case notes. LLWA tracks their referrals with an Excel database. A singular, state-wide referral system would help those who face barriers get the help they need to be successful in their work and educational goals.
An annual report is also presented and provided to the LWIB at each November meeting. This report includes details on the return on investment per each category; Adults, Dislocated Workers, and Youth.
LWIA #20 will continue to align new service strategies to address educational and training needs locally by addressing these common barriers:
Transportation and child care issues
Basic skills deficiencies by obtaining additional services
Assist the customer in finding the proper agency to identify the barriers they are facing- food, shelter, healthcare and other basic needs
One-Stop Partners have always collectively helped customers with the above barriers, but additional training for front line staff, a new approach as identified in the One-Stop Service Integration plan, will help to develop more knowledge about these services.
CHAPTER 6: TECHNICAL REQUIREMENTS AND ASSURANCES – LOCAL COMPONENT
This chapter includes the technical requirements and assurances that are required by the Workforce Innovation and Opportunity Act.
Fiscal Management
Identify the entity responsible for the disbursal of grant funds described in WIOA Sec. 107(d)(12)(B)(i)(III), as determined by the chief elected official or the Governor under WIOA Sec. 107(d)(12)(B)(i).
Provide a copy of the local procurement policies and procedures and describe the competitive procurement process that will be used to award the sub grants and contracts for WIOA Title I activities.
Fiscal Management
Identify the entity responsible for the disbursal of grant funds described in WIOA Sec. 107(d)(12)(B)(i)(III), as determined by the chief elected official or the Governor under WIOA Sec. 107(d)(12)(B)(i).
Provide a copy of the local procurement policies and procedures and describe the competitive procurement process that will be used to award the sub grants and contracts for WIOA Title I activities.
The Chief Elected Officials have named Sangamon County and its department, known as the Land of Lincoln Workforce Alliance, as the administrative and fiscal agent through which the federal Workforce Innovation and Opportunity Act (WIOA) dollars will be administered. The procurement policy is attached. This policy identifies the procurement steps utilized when awarding sub-grants and contracts for WIOA Title I program.
Physical and Programmatic Accessibility
Describe how entities within the one‐stop delivery system, including one‐stop operators and the one stop partners, will comply with WIOA Sec. 188, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) regarding the physical and programmatic accessibility of facilities, programs and services, technology and materials for individuals with disabilities, including providing staff training and support for addressing the needs of individuals with disabilities.
Provide copies of executed cooperative agreements (as applicable) which define how all local service providers, including additional providers, will carry out the requirements for integration of and access to the entire set of services available in the local one‐stop system with respect to efforts that will enhance the provision of services to individuals with disabilities. [This may include cross training of staff, technical assistance, use and sharing of information, cooperative efforts with employers and other efforts at cooperation, collaboration and coordination.]
Physical and Programmatic Accessibility
Describe how entities within the one‐stop delivery system, including one‐stop operators and the one stop partners, will comply with WIOA Sec. 188, if applicable, and applicable provisions of the Americans with Disabilities Act of 1990 (42 U.S.C. 12101 et seq.) regarding the physical and programmatic accessibility of facilities, programs and services, technology and materials for individuals with disabilities, including providing staff training and support for addressing the needs of individuals with disabilities.
Provide copies of executed cooperative agreements (as applicable) which define how all local service providers, including additional providers, will carry out the requirements for integration of and access to the entire set of services available in the local one‐stop system with respect to efforts that will enhance the provision of services to individuals with disabilities. [This may include cross training of staff, technical assistance, use and sharing of information, cooperative efforts with employers and other efforts at cooperation, collaboration and coordination.]
The physical characteristics of the comprehensive One-Stop facility located in Springfield, both indoor and outdoor, meet compliance with 29 CFR Part 37 and the most recent ADA standards for Accessible Design and the Uniform Federal Accessibility Standards. Services are available in a convenient, high traffic and accessible location taking into account reasonable distance from public transportation and adequate parking (including parking clearly marked for individuals with disabilities). Indoor space is designed in an equal and meaningful manner providing access for individuals with disabilities.
Local Plan 2020
The comprehensive One-Stop Center will maintain a culture of inclusiveness in compliance with Section 188 of WIOA, the Americans with Disabilities Act (ADA) of 1990 and all other applicable statutory and regulatory requirements. Each partner program affirms through the MOU that they will comply with all accessible requirements. Most programs have their own methods of administration which also govern program accessibility.
Additionally, a copy of the MOU with One-Stop Partners will be provided, when approved and signed by the CEOs, Land of Lincoln Workforce Board, and One-Stop Partners. This MOU will show how the center meets requirements for integration and the services that are available in the local one‐stop system with respect to individuals with disabilities.
Plan Development and Public Comment
Describe the process used by the Local Board, consistent with WIOA Sec. 108(d), to provide a 30‐day public comment period prior to submission of the plan, including an opportunity to have input into the development of the local plan, particularly for representatives of businesses, education and labor organizations.
Provide a summary of the public comments received and how this information was addressed by the CEO, partners and the Local Board in the final plan.
Provide information regarding the regional and local plan modification procedures.
Plan Development and Public Comment
Describe the process used by the Local Board, consistent with WIOA Sec. 108(d), to provide a 30‐day public comment period prior to submission of the plan, including an opportunity to have input into the development of the local plan, particularly for representatives of businesses, education and labor organizations.
Provide a summary of the public comments received and how this information was addressed by the CEO, partners and the Local Board in the final plan.
Provide information regarding the regional and local plan modification procedures.
LWIA 20 will provide a copy of the Memorandum of Understanding (MOU) with One-Stop Partners when it is approved and signed by partners, CEOs and the Land of Lincoln Workforce Board.
Measures were taken to allow formal comments. The 30 day public comment period for the Regional and Local Plan was advertised in the local newspaper. A copy of the plan was posted on www.worknet20.org and a copy could have been requested by contacting the Executive Director at the Land of Lincoln Workforce Alliance. Additionally, at the Land of Lincoln Workforce Board meeting, public comment was requested and it was discussed prior to approval of the plans. Comments and questions from all concerned individuals and groups were welcomed and considered. There were no public comments or revisions to the plan.
The Chief Elected Officials of LWIA 20 and the Land of Lincoln Workforce Board review and approve the plan annually. The plan is also approved by two Sangamon County committees, Community Resources Committee and the Finance Committee.
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LAND OF LINCOLN WORKFORCE ALLIANCE LOCAL PLAN (LWIA #20)
Land of Lincoln Workforce Alliance and Board
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Supportive Services Policy
Supportive Services may be provided to adults and dislocated workers who are registered and participating in WIOA Training Services and to youth registered and participating in training and youth programs. These Supportive Services will only be provided when they are necessary to enable individuals to participate in activities. Workforce staff, along with the individuals in need of supportive services, must determine the availability of such services through other programs and attempt to secure funding from those sources before authorizing expenditure of WIOA funds. When other sources of funding are identified, workforce staff will refer the individual to the source of that funding to obtain the needed services. Documentation of the referral will be kept in the individual's file. When a needed service is not available or the individual does not meet the eligibility for that service, LLWA will provide funding in accordance with the following guidelines. All support services must document that no other sources are available for the support and activities must be recorded on the Illinois Workforce Development System
{IWDS).
Support Services not identified below will be reviewed on a case-by-case basis and will be reviewed by the LLWA Enrollment Review Committee based on funding availability and individual need.
Any support service changes will be defined by the grant and availability of funding at the direction of the Executive Director.
VEAR ROUND PROGRAMS
Transportation
Year Round Out-of-School Youth, Adults and Dislocated Workers: Transportation assistance may be available for customers attending classroom training or work experience related to a student's training program and for which they are receiving college credit or a credential. Exceptions must be approved by the Enrollment Review Committee. The amount of assistance is based on the round trip mileage between the student's home and the classroom training site and/or internship site (including the distance of the child care provider when appropriate) for day in attendance only. If student must drive multiple times to the training site in one day, total daily mileage will be calculated to determine rate of reimbursement. Customers who reside outside of the LLWA five county area while in training will need Review Committee approval for mileage support.
The mileage allowance is determined as follows (based on Google map documentation):
Round Trip Miles | Rate Per Day |
0-30..... ... .. .... | $0 |
31-so . . . . . . . . . . . . . | $12.00 |
51 and up . . . . . . . . . . . | $15.00 |
Bus tokens are available for those individuals who are able to utilize public transportation. When bus tokens are issued, a log must be maintained that includes the customer's name, date of distribution, number of tokens issued, and purpose of distribution. If TAA funds are exhausted, LLWA will utilize lD funds using current TAA Transportation policy.
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Supportive Services Policy WIB:
Land of Lincoln Workforce Alliance and Board
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Out-of-School Youth, Adults and Dislocated Workers: Individuals enrolled in classroom training or work experience, and who are in need of care for their children while participating in training and who do not have a family member (Parent, Step Parent or Legal Guardian) in their home who is capable of providing child care, are eligible for support. An effort must be made to obtain other sources of child care assistance prior to approval of any WIOA support. Any customer eligible for assistance shall be offered such assistance unless funds have been exhausted.
Priorities for Child Care Assistance
LLWA 20 will not pay for child care assistance to a Parent, Step Parent or Legal Guardian.
TANF - If eligible -through Community Connection Point.
DCFS subsidy - through Community Connection Point.
Assistance from ORS with special needs children.
Child Care Provider with sliding fee scale.
Provider who will accept LLWA fee limits.
Customer pays difference between provider's charges and LLWA's limits.
A written policy from day care providers must be submitted before payment can be made. Each provider must submit a W-9 prior to payment. LLWA will pay child care at the regular authorized rate for holidays and breaks no more than 20 days in length in order to hold the child's slot with the provider according to day care provider policy.
Child care allowances are available to full-time students.* All WIOA applicants must apply for child care assistance through the DHS/Community Connection Point (CCP) and submit results to their Career Planner. CCP denials for reasons other than (ineligible) will need immediate customer follow-up within a reasonable period of time.
Day Care for Full Time Training Customers
Child age 0- up to 2................................
Child age 2+..............................................
School Aged Child ...................................
Not to exceed $150 per week Not to exceed $100 per week
Not to exceed $13 per day per child
* These rates are for full-time attendance in training. For purposes of this policy, full time attendance is defined as a minimum of 12 hours of weekly class contact time during Fall and Spring semesters and a minimum of 6 hours of weekly class contact time during Summer semester. Contact hours are hours spent in class/clinical setting not credit hours. Customers may need verification of online classroom contact hours.
Day Care for Part Time Training Customers
Not to exceed $65 per child per week or $13 per day for school aged children.
For purposes of this policy, part time attendance is defined as less than 12 hours of weekly class contact time during Fall and Spring semesters and less than 6 hours of weekly class contact time during Summer semester.
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Priority of Service
The LLWA will establish priority of services based on guidelines listed below. Due to the implementation of WIOA and final guidance pending on many of these items, priority policy will be expanded to incorporate information as it is received. Priority of Service Items include: 1) Veterans; 2) Low Income 3) Basic Skills deficient 4) Residency
Veterans
Defined under Veterans Priority of Service Policy.
Low Income
Defined under ITA Policy. Pages 1 and 2.
Basic Skills Deficient
Defined under ITA Policy. Pages 1 and 2.
Residency
Customers residing within the LLWA area or dislocated workers who have been laid off from facilities located within the local workforce area, will be given Residency Priority of Service. Customers who reside in the counties of Cass, Christian, Logan, Menard and Sangamon or have been laid off from facilities located in the local workforce area may receive a priority of service. This priority is imposed for the funding of training programs. Career services are universally available to all customers and residency is not used for priority of services regarding core services. LLWA will be authorized to adjust the Residency Priority for special grants or projects.
For residency not to be considered a factor for a customer's enrollment in training, the LLWA will review the availability of other workforce investment funding, including National Emergency Grants and other public or private sources that are available to fund employment and training activities in the local area. The Enrollment Committee will review information and make a recommendation for approval by the Executive Director.
Priority of service policy will be reviewed annually and updated as needed.
Background Information from the Workforce Innovation and Opportunity Act (WIOA) and Federal Rules
The Land of Lincoln Workforce Alliance (LLWA) Training Policy offers training opportunities that will expand training choices for customers and better link workforce and economic development.
Training services through the Workforce Innovation and Opportunity Act may be provided through contracts for service or Individual Training Accounts (ITA).
An Individual Training Account (ITA) is an account established for the benefit of an eligible customer: an adult (1A), dislocated worker (1D) or out of school youth (lY).
Contract for Service options available to assist eligible customers are:
On-the-job training
Customized training
Incumbent Worker Training
Occupational Bridge Program
Non-lTA Occupational Classroom Training
Class Size Training
The LLWA will comply with the statutory requirement to utilize ITAs to the extent practicable and comply with State policies as directed by Policy Letter 04-02 by:
Expending the majority (i.e., 51 percent) of combined costs incurred through ITAs and training contracts under the adult and dislocated worker programs; or
Serving the majority (i.e., 51 percent) of adult and dislocated worker registrants receiving training services through ITAs.
Priority for training services will be given to 1A/1Y eligible persons receiving public assistance, low income customers, basic skills deficient, and eligible veterans. Priority for training services will be given to 1D eligible person(s) who meet the definition of veteran. Veterans who meet the definition outlined in the LLWA Veterans Priority Policy will receive a priority of service over non-veterans if they meet program eligibility requirements. Priority means that veterans and eligible spouses will be given first opportunities for receipt of funding and services. Low income individual means an individual who:
Personally receives or received in the past six (6) months or is a member of a family that receives or received in the past six (6) months assistance through the supplemental nutrition assistance program established under the Food and Nutrition Act of 2008, the program of block grants to states for temporary assistance for needy families program under part A of Title IV of the Social Security Act or the supplemental security income program established under Title XVI of the Social Security Act, or State or local income-based public assistance; or
Is in a family with total family income that does not exceed the higher of:
The poverty line; or
Seventy percent (70%) of the lower living standard income level; or
Is a homeless individual (as defined in section 41403(6)) of the Violence Against Women Act of 1994 (42 USC. 14043e-2(6)), or a homeless child or youth (as defined under Section 725 (2)) of the McKinney-Vento Homeless Assistance Act (42 USC. 11434a(2)) ; or
Receives or is eligible to receive a free or reduced price lunch under the Richard B. Russell National School Lunch Act (42 USC 1751 et seq.); or
Is a fosterchild on behalf of whom state or local government payments are made; or
Is an individual with a disability whose own income does not exceed the higher of:
The poverty line; or
Seventy percent (70%) of the lower living standard income level, but who is a member of a family whose income does not meet this requirement; or
A youth customer living in a high-poverty area.
An individual is "basic skills deficient" (20 CFR 681.290) if he or she:
Have English reading, writing, or computing skills at or below the 8th grade level on a generally accepted standardized test; or
Are unable to compute or solve problems, or read, write, or speak English at a level necessary to function on the job, in the individual's family, or in society.
ITA Occupational Classroom Training General Requirements
Certified training programs will lead to placement in occupations identified as being in demand as defined in the DCEO Demand Occupation Training List (Region 1).
The LLWA may request additional occupations be added to their Regional Demand Occupation List under such conditions as a new plant opening, facility expansion, addition to the State's or Federal's key section initiatives or other reasons that might indicate multiple job openings will be available. Requests must be made to and approved by DCEO.
LWIB's reserve the right to impose criteria that is unique to conditions within a particular LLWA so long as they meet, at a minimum, federal and state requirements. Immediate action may be taken to limit enrollment into a previously approved program based on information gathered from current unemployment insurance filings or sudden changes in local economic conditions which could possibly affect employment in the specific occupation for which training would have led.
LLWA has targeted the healthcare industry and focused efforts on occupational areas determined to be most in demand and for which a shortage is imminent.
The training course or program must be likely to result in employment leading to a self sufficient wage for low-income customers. For dislocated customers, the program must lead to employment resulting in a wage which calculates to 80% of the dislocation wage.
The ITA amount will be restricted to payments not to exceed $8,000.00 (tuition published to the general public) for the first anniversary year (12 months from the beginning of training) and
Land of Lincoln Workforce Alliance and Board
PV19WIOA
$8,000.00 for the second anniversary year. It does, however, exclude required books, fees and training items, other mandatory course fees, and supportive services. If a training program surpasses two years, the LWIA Enrollment Review Committee will evaluate reasons for the extension and will have the authority to approve program continuance with a limit of $4,000.00 excluding items listed above. Additional amounts beyond the limit will be approved by the Enrollment Review Committee and Executive Director. Customers will be encouraged to rent books if/when available.
Training fees and other mandatory supplies and books may be approved for payment by the career planner. The LLWA is a tax exempt organization and is unable to reimburse for any state or local taxes.
LLWA will be authorized to adjust the ITA amount if fund availability decreases or increases and for special grant funds or other State or Federal initiatives including the Trade Act.
When training funds have been exhausted for TAA eligible dislocated workers, the LLWA may utilize Formula funds to continue those individuals in training utilizing the current TAA training funding policy.
ITA Implementation
In order to be referred for training services through an individual training account, the customer must first receive career services (WIOA Title 18) from the one-stop operator designated by the LWIB to provide these services. Career services are defined in the final rules and part of the MOU with One-Stop Partners.
Customers must select a program of training that is directly linked to the employment opportunities in the local area or in the area in which the customer is willing to relocate. The training must be in an occupation that has been determined to be in a sector of the economy that has a high potential for sustained demand or growth in the area and leads to a self sufficient wage.
The customer who seeks training services and who is eligible may, in consultation with the designated career planner select a program and training provider from the WIOA certified state approved list. Eligible training providers are those entities determined eligible through procedures described by WIOA and established by the Governor and the LWIB. This list and guidance will be provided in a manner that maximizes customer choice in the selection of the training provider and program.
The customer must have the skills and qualifications to succeed in the training programs based on an in-depth assessment by the career planner. The customer and career planner will jointly develop an Individual Employment Plan (IEP/ISS).
Customers should generally attend "full-time" (as defined by the training provider) and programs should not exceed two years. Exceptions to extend beyond two years may be approved by the LLWA enrollment review committee.
Customers seeking an ITA must have a specific occupational goal. The course of study must be occupation-specific and result in the attainment of a credential or an industry recognized credential.
ITAs will be awarded per semester, quarter, or for uninterrupted training coursework. Subsequent to the issuance of the first ITA, additional ITAs (if needed) will be awarded only for
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continuing in the approved program at the educational or training institution identified in the customer's IEP. Modifications to a customer's IEP must be approved by the career planner.
Customers may be required to apply for other forms of financial aid. ITA funds will not be withheld while the customer is awaiting determination of other financial aid eligibility. LLWA staff may use the training provider's "cost of attendance" to identify the total resources needed. The total funds from financial aid will not exceed this cost of attendance. The trainee may be allowed to use other financial aid resources such as Pell grants to assist with living expenses while using the ITA for tuition, fees and required training items. LLWA staff will be authorized to change this policy in the event of ITA fund shortages.
Customers who are delinquent in repaying a student loan will not be automatically disqualified from being considered for an ITA but must develop and implement an approved repayment plan with the institution and submit plans to the career planner prior to ITA approval.
LLWA will pay "in-district" tuition rates at community colleges. Customers wishing to attend a community college outside of their district will be responsible for applying to the community college district of their residence for a charge-back for payment of the "out-of-district" portion of the tuition and fees. Exceptions to this policy may be approved on a case-by-case basis by career planner.
An ITA or any subsequent ITA or voucher may be denied if any of the above requirements are not met. Additional reasons for denial are as follows:
Training funds are limited or exhausted.
The customer's ITA funding limit has been reached and exceptions are not approved.
The training provider does not accept or retain the customer.
The customer attempts to make changes to the voucher without the signature of the career planner.
The training provider and/or the customer refuses to comply with reasonable requirements or conditions made by LLWA staff and/or LWIB.
The customer is participating in an activity deemed to be fraudulent or the customer has falsified documents resulting in payment or reimbursement for WIOA funded activities.
The customer fails to remain in good academic standing as defined by the training provider.
Support services may be provided during the period of an ITA per Customer Support Policy. Resources other than WIOA, such as funds available through the Illinois Department of Human Services, will be accessed for these support services as appropriate.
Any previously exited customer requesting to receive an ITA or other training funds must be reviewed and approved by the Enrollment Review Committee prior to commitment of new funding. Past participation and performance will be taken into consideration.
Changes and Exceptions to these Policies
This policy will remain in effect until it is revised or terminated. A review of the ITA policy will be done, at a minimum, on an annual basis.
The Enrollment Review Committee and/or the LWIB will be authorized to revise this policy or implement additional policies necessary for the timely and effective management of ITAs.
Exceptions to this policy may be made on a case-by-case basis with the LLWA Enrollment Review Committee and the approval of the Executive Director. The Enrollment Review Committee shall
be made up of: Program Compliance Specialist, Fiscal Services Director, and Assistant Director. An alternate staff member may substitute for a Review Committee member in his/her absence. A copy of the (extension/exception) approval/disapproval review form will be placed in the customer's file.
ENROLLMENT REVIEW COMMITTEE
Extension / Exception / Miscellaneous Requests
Customer Name: Title(s): ______ Type of Request (Check all that apply}:
Extension of training dates beyond ITA policy:
Original Planned End Date: New Planned End Date:
Exception to increase training/support funding beyond ITA policy
Amount to exceed ITA policy: $
Other: List:, Customer Information and Reason for Exception Request (Career Planner)
Career Planner's Recommendation: o Approve o Not Approve
Career Planner Signature: _ Date:
Reasons for Approval/Denial (Committee Members)
D | Approved | D | Not Approved |
D | Approved | D | Not Approved |
D | Approved | D | Not Approved |
D | Approved | D | Not Approved |
D | Approved | D | Not Approved |
D | Approved | D | Not Approved |
D | Approved | D | Not Approved |
D | Approved | D | Not Approved |
Signature Date
Signature Date
Signature Date
Executive Director Signature Date
Contract for Service Policy
On the Job Training (OJT) (See OJT Policy)
Customized Training
Background: Customized training is designed to meet the special requirements of an employer or a group of employers. The employer(s) must pay not less than 50% of the cost of training (unless otherwise waived by the State). Employer costs may be in cash or in-kind, must be documented and are subject to audit. Customized training may be provided to eligible unemployed persons and, in some cases, to eligible employed workers.
Commitment to Hire: The employer(s) will commit to hire WIOA registrants who successfully complete the customized training program.
Customized Training for EmployedWorkers: A customized training contract may be written to train a WIOA customer who is already working for the employer (or group of employers) for which the customized training is being provided when the employee is not earning a self sufficient wage. The employer (or group of employers) must commit to continue to employ such trainees who successfully complete the training.
Reimbursement: Employers will be reimbursed for customized training costs based on the cost for instruction and the length of training required. A negotiation process will take place between the Employer and WIOA to develop a training outline and reimbursement schedule.
The reimbursement amount cannot exceed 50% of the cost of customized training.
Duration: In determining the length of the contract, consideration will be given to the skill requirements of the occupation, the academic and occupational skill level of the customer and prior work experience level of the customer. The length of the customized training agreement and amount of the reimbursement is dependent upon the complexity of the training, the skills of the trainees and the availability of funds.
Special Contracting Requirements
The customized training contract will be developed after the employer has conducted interviews and selected appropriate customers/trainees.
A customized training contract may be used to train an eligible WIOA customer who, prior to the start of the training, is already working for the employer. In order to be enrolled in the customized training activity, the employed WIOA customer must meet eligibility standards by not meeting the self-sufficient wage standard. Customized training may be provided to a worker employed by another (non-training) firm if the worker is earning less than a self-sufficient wage. It is expected that, if the worker successfully completes the training, he/she will choose to leave his/her current employment to accept a job with the customized training employer. Customized training provided to a previously employed worker must relate to either:
The introduction by the employer of new technologies;
The introduction to new production or service procedures;
Upgrading to new jobs that require additional skills/workplace literacy;
Filling a critical skills shortage occupation identified by the LWIB.
Limited Training Service Providers Background and Policy
The Workforce Innovation and Opportunity Act (WIOA) provides that contracts for training may be used when there are an insufficient number of eligible providers in a local area. This exception applies to the rural areas of LLWA.
When the LWIB determines that there is need for a training service and an insufficient number of eligible providers in a local area are available to accomplish the purpose, the One Stop Partner Committee/One-Stop Partners will identify the appropriate provider of service. A legal notice in the local area will provide public comment for interested providers for 30 days.
The LWIB will apply this provision on an exception basis rather than as a blanket waiver. This exception will be applied on a program-by-program basis as is more consistent with the direction provided by the federal rule.
Members of the One Stop Partner Committee will document the formal action determining that there are an insufficient number of eligible providers and make appropriate modification to the Local Plan to support the exceptions.
The LWIB will continue to make efforts to maximize customer choices of training options under the contract for services procurement approach.
The One Stop Partner Committee will recommend Limited Training Service providers to the LWIB for approval after evaluation. Contracts for training entered into under this exception may only be to eligible training providers as determined under WIOA.
Programs of Demonstrated Effectiveness Background and Policy
Contracts for training are also authorized under the Workforce Innovation and Opportunity Act/WIOA for special populations that face multiple barriers to employment and that there is a training services program of demonstrated effectiveness offered by an eligible provider. The federal rule explains that the provider in this case is a community-based organization (CBO) or other private organization.
When considering a Program of Demonstrated Effectiveness, the One Stop Partner Committee will develop criteria that includes:
The financial stability of the organization;
Demonstrated performance in the delivery of services to hard-to-serve customer populations through such means as program completion rates, attainment of skills, certificates or degrees the program is designed to provide; placement after training in unsubsidized employment and retention in employment; and
How the specific program relates to the workforce investment needs identified in the local plan.
A provider's program of "demonstrated effectiveness" is in addition to meeting the requirements for qualifying as an eligible training provider.
Special customer populations that face multiple barriers to employment are populations of low income individuals that are included in one or more of the following categories:
Individuals with substantial language or cultural barriers;
Offenders;
Homeless individuals;
And other hard-to-serve populations as defined by the Governor.
Low income individual means an individual who:
receives, or is a member of a family that receives, cash payment under a Federal, State or local income-based public assistance program;
received an income, or is a member of a family that received a total family income, for the 6 month period prior to application, exclusive of unemployment compensation, child support payments, and old-age and survivors insurance benefits received under section 202 of the Social Security Act that, in relation to family size, does not exceed 70% of the lower living standard income level, for an equivalent period;
is a member of a household that receives {or has been determined within the 6 month period prior to application for the program involved to be eligible to receive) food stamps pursuant to the Food Stamp Act;
qualifies as a homeless individual as defined in subsection {a) and {c) of section 103 of the Stewart B. McKinney Homeless Assistance Act;
is a foster child on behalf of whom State or local government payments are made;
is an individual with a disability whose own income meets the requirements of program income eligibility but who is a member of a family whose income does not meet such requirements.
The One Stop Partner Committee of the Land of Lincoln Workforce Board will review Programs of Demonstrated Effectiveness and make recommendations for contracts for services for approval by the LWIB.
IncumbentWorker Training (see IncumbentWorker Policy) Occupational Bridge Programs
Occupational Bridge Programs are training programs that blend workplace competencies, career exploration and basic literacy and math skills in an occupational context. It provides accelerated advancement through short, intensive classroom components, and offers academic and personal support services to help balance work, family and school responsibilities. A bridge program must target one or more of the following for consideration as an allowable training expenditure:
Low-skilled, low-income adults or dislocated workers unprepared to enter postsecondary occupational programs in high growth fields;
Adult education students who still do not score high enough to enter postsecondary occupational programs; or
Employability and career development content, if the major focus of the program is on academic remediation and occupational skills preparation.
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The LLWA will review and approve Occupational Bridge Program contracts and/or include on the Eligible Training Provider list.
Academic Remediation/Prevocational Programs
Training institutions or training providers that provide classroom instruction in academk remediation or short-term pre-vocational services may be considered an allowable training expenditure when:
Services will be limited to no more than six months in duration, unless provided in conjunction with occupational training services.
Services are associated with basic literacy training, including but not limited to, adult basic education, GED, and English as a second language.
The LLWA will review and approve Academic Remediation/ Prevocational Training contracts.
Classroom Size Training Contracts
Contracts with institutions of higher education and other training providers will allow LLWA to work directly with institutions of higher education, such as community colleges, and other training providers to quickly design education and training to fit the needs of the job seekers and employers that they are serving. These contracts are intended to provide a means of quickly ramping up much needed training capacity. Classroom Size Training contracts and policies will adhere to DCEO guidelines.
Registered Apprenticeship Programs
Registered apprenticeships will combine education and work experience resulting in a nationally recognized portable credential and offers adults and dislocated workers a career pathway into specific fields. An ITA may support the classroom portions of the apprenticeship program. Educational tuition/fee payments will follow the same payments and restrictions as outlined on page 4 I. (F) Individual Training Accounts. Under WIOA, registered apprenticeships may be included on the Eligible Training Provider List. Registered apprenticeship programs that want to be included on the Training Provider List will be referred to DCEO for inclusion on the state-wide list.
Contract for Service - Special Considerations
Training sites for the Contract for Service Programs are to be developed with public, private non profit, or private sector businesses.
Eligible WIOA customers are pre-screened, assessed, and tested by LLWA staff and the customer's Individual Employment Plan (IEP) plan must reflect that Contract for Service training is an appropriate activity for them. A contract must be signed by an official authorized to bind the company. A signed contract must be in place prior to the employee starting the training.
These training programs are intended for occupations that are permanent full-time positions that have the potential to meet the local WIOA office Performance Standards.
The contracting employer shall provide the training described in the plan and necessary tools, supplies etc., normally supplied to employees in the performance of the same or similar job in which the trainee is employed.
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The Contract for Service Training contract (OJT, Customized, etc.) will be developed after the employer has conducted interviews and selected an appropriate customer/trainee. These contracts will be unique to each customer based on their IEP.
The employer must not reduce the workforce with the intention of filling the position with the individual receiving training from the contract or displace a currently employed worker as a result of the training contract.
The trainee has not been laid off from the same position and employer for which he/she will receive training.
If there is a collective bargaining agreement, the training provided under the training contract must not violate the terms of this agreement. If the training being provided is
inconsistent with the terms for a collective bargaining agreement, a written agreement must be obtained from the representing labor organization.
No WIOA funds can be provided to employers for training which would, directly indirectly, assist, promote or deter union organizing.
WIOA funds cannot be used (or proposed to be used) for the encouragement or inducement of a business, or part of a business, to relocate from any location in the United
States, if the relocation will result in any employee losing his or her job at the original location.
LLWA will not contract with an employer who has previously exhibited a pattern of failing to provide customers with long-term employment with wages, benefits, and working conditions that are equal to those provided to regular employees who have worked a similar length of time and are doing the same work.
Contract for Service training positions will be funded with companies that have been operational for a period of at least one year and have stable employment and/or revenues.
Contract for Service training customers may not work for a company where the customer is related to an immediate family member who is an owner of or is in a supervisory or administrative position with the same company at the facility where training is to take place. Immediate family is defined as: wife, husband, son, daughter, mother, father, brother, sister, mother-in-law, father-in-law, son-in-law, daughter-in-law, brother-in-law, sister-in-law, aunt, uncle, niece, nephew, stepparent or stepchild.
Contract for Service Employers agree to abide by Contract Assurances and Federal and State guidelines including, but not limited to, the Workforce Innovation and Opportunity Act, Jobs for Veterans Act, Davis-Bacon Act, Immigration Reform Act of 1986, Title VII of the Civil Rights Act of 1964 and policies of debarment and suspension regulations as established. A complete list is contained in the boilerplate of the contract.
WIOA customers in contractual training or individuals employed in programs and activities under
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Title I of WIOA must be provided benefits and working conditions at the same level and to the same extent as other trainees or employees working a similar length of time and doing the same type of work. Additionally, WIOA customers shall be provided all benefits, rate of pay, hours of work, promotional opportunities, and overtime opportunities the same or similarly to classified employees.
The employer will have the necessary facility, equipment, and personnel to provide the "Contract for Service" training as described in the contract.
Training Provider and Training Program Eligibility
Land of Lincoln Workforce Alliance
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Background Information - Program and Provider Certification
The Workforce Innovation and Opportunity Act of 2014 (WIOA) established a "customer choice" approach to services through a system of Individual Training Accounts (ITAs) while assuring program quality through a provider certification system. All programs for which an ITA are issued must meet the requirements of initial eligibility as well as a condition of recertifica tion as outlined in the State of Illinois' WIOA Policy 15-WIOA-5.3 and the accompanying WIOA Training Provider Certification Policy Guide. In addition to these minimum requirements, The Land of Lincoln Workforce Alliance (LLWA) may develop initial and subsequent eligibility beyond the standards established by the State policy. No ITA will be issued for enrollment into a particular program until the program has official approval or renewal through this process.
The provider certification process will be administered locally by the Assistant Director and/or the Executive Director. A Provider Review Committee will be made up of not less than two LLWA staff as well as the Assistant Director and/or the Executive Director. The Provider Review Committee will be responsible for making recommendations to the Local Workforce Board (LWIB), including but not limited to initial certifications, annual re-certifications and conditional restrictions. All actions related to provider/program certifications must be approved by the LWIB and certified by the LWIB Chair. Records of such action will be maintained by the LLWA Office and will be recorded in the Illinois Workforce Development System (IWDS).
Provider Review Committee
All action relating to program and provider approval recommendation will be the responsibility of the Provider Review Committee. This committee will be made up of not less than 2 LLWA staff as well as the Assistant Director and/or the Executive Director. Participation will be voluntary with no limits on the duration of service.
The Provider Review Committee will meet annually to review all programs and to prepare recommendations for the LWIB for recertification. New applications will be reviewed throughout the year by the Provider Review Committee.
Timelines
LLWA and LWIB will follow all certification/recertification/revocation timelines as directed by DCEO WIOA Policy 15-WIOA-5.3.
Initial Training Provider Certification
All new applications for certification will be reviewed by the Provider Review Committee utilizing the guidelines for initial certification as outlined in WIOA Policy 15-WIOA-5. Details of the initial certification procedure are set forth in the WIOA Title I Training Provider Certification Policy Guide written and maintained by DCEO's Office of Employment and Training. LLWA will adhere to the standards set forth in these documents and will utilize the resources in the Illinois Workforce Development System (IWDS) to maintain this information. Certified Training Programs will lead to placement in occupations identified as being in demand and defined in the Demand Occupation Training List (Region 1) developed by the Illinois Department of
Commerce and Economic Opportunity. Additionally, to be eligible to receive funds for the provision of training services, the provider shall be:
an institution of higher education that provides a program that leads to a recognized postsecondary credential. This may include programs receiving approval or accreditation by the U.S. Department of Education, Illinois Board of Higher Education, Illinois Community College Board, or Illinois State Board of Education;
an entity that carries out programs registered under the Act of August 16, 1937 (commonly known as the "National Apprenticeship Act"; 50 Stat. 664, chapter 663; 29
U.S.C. 50 et seq.) as recognized in Illinois by the U.S. Department of Labor (USDOL),
Office of Apprenticeship; or
another public or private provider of a program of training services, which may include joint labor-management organizations; eligible providers of adult education and literacy activities under Title II if such activities are provided in combination with occupational skills training; or programs that have been recognized by the industry as meeting the standards necessary for approval or accreditation, when such standards exist.
Within 30 days of the application to the LWIB, the Board provides authority to the LLWA to allow a committee of no less than two individuals to conditionally approve programs in lieu of waiting for LWIB certification. The program is deemed certified until such time as the LWIB can review and approve the certification at the next regularly scheduled meeting.
Annual Recertification
The Provider Review Committee will conduct timely annual reviews of all programs/providers. Additional guidelines for annual recertification are set forth in WIOA Policy 15-WIOA-5.3, written and maintained by DCEO's Office of Employment & Training. The LLWA will adhere to the standards set forth in these documents and will utilize the resources in the Illinois Workforce Development System (IWDS) to maintain this information.
The LWIB should grant recertification to a training program based on the following:
State and local eligibility criteria;
State and local performance criteria have been met;
One or more O*Net codes associated with the training program remain on the most current Demand Occupation Training List (Region 1);
The Training Provider has maintained timely updates in the IWDS system of information on the training program; and
Other conditions for which the LWIB considers necessary for recertification.
Upon completion of the annual review, the Program Review Committee will make recommendations to the LWIB at its next regularly scheduled meeting. Upon action of the LWIB, updated program lists will be made available through the IWDS website.
Denials, Reconsiderations, and Reinstatements
Training programs may be denied approval for certification or recertification. The LLWA will follow State of Illinois Policy (WIOA Policy 15-WIOA-5.3) as it applies to revocation of certification, removal, notification and appeals procedures, reinstatement on the statewide list and re-application. LLWA will cease to enroll customers in a training program that has had its certification revoked. Programs failing to meet the criteria will be identified by the Program
Review Committee and a Training Provider's eligibility will be rescinded by the LWIB as appropriate.
Monitoring and Oversight
All programs given full certification status will be subject to routine monitoring by the LWIB. At a minimum, the LWIB should:
Ensure all eligible training providers have maintained all criteria for which they were determined eligible;
Re-affirm that a training program is still accredited or the accreditation has been renewed;
Ensure all certified training program basic information in IWDS has been updated to reflect current information;
Conduct routine visits at each location for which certified training programs are conducted to ensure all assurances outlined in WIOA Policy 15-WIOA-5.3 continue to be met. Out of state and e-learning programs may be monitored collaboratively with state or local WIOA governing bodies in their states. In addition, regional WIOA bodies may collaboratively conduct monitoring for certification and recertification of training programs/providers;
Ensure that all certified training programs have met the required performance measures.
Pre-hire Requirements and other Special Considerations (Conditional}
Pre-hire requirements may be placed on certain training programs when economic conditions exist that indicate limited employment in the career clusters associated with the particular training program. A pre-hire authorization will consist of a guarantee of employment upon completion of a particular training program. All pre-hire authorizations must be provided to the career planner in writing from a reputable employer and be contained in the customer file prior to enrollment.
While all programs will be reviewed on an annual basis, the LLWA reserves the right to rescind program approval or implement pre-hire requirements prior to the program renewal date if conditions warrant such action.
Notification
Throughout the anniversary year, providers will be kept abreast of any changes to their program approval status. No program approval will be rescinded without first notifying the provider in writing. All providers have the opportunity to meet with the Provider Review Committee upon request and to submit supporting documentation to the Provider Review Committee for reconsideration of the current approval action.
The Assistant Director will be responsible for processing changes from providers, including cost changes, address changes and changes in prerequisite requirements. It is the responsibility of the individual providers to keep this information current and to notify the Assistant Director when changes occur.
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Access to Provider/Program Information
All provider and program information is recorded and available on IWDS. Staff may access this information directly through the IWDS system. Consumers and providers may access this information through a link on the www.illinoisworknet.com, www.worknet20.org website, or directly at http://iwds.state.il.us/iwdshome.html. Access to these sites will be administered by either the Assistant Director or the Program Compliance Specialist at the LLWA.
Record Keeping
All applications for certification will be recorded on IWDS in accordance with the WIOA Title I Training Provider Certification Policy Guide. All supporting documents submitted for use in the approval process will be maintained by the LLWA office.
In addition to the electronic information available on IWDS, all documentation used for renewal consideration will be maintained, by anniversary year, by the Administrative Office. This documentation shall include current Demand Occupation Training List (Region 1) information, annual performance outcomes and any other documentation used in the renewal process.
All program information will be presented to the LWIB for action and the LWIB Chair will certify an annual approval list. The annual approval list will be updated as new programs are approved. The majority of programs have an annual renewal date. All new programs added during the prior year will be updated to reflect the renewal month at the next renewal.
In addition to maintenance of the approved list, designated LLWA staff will provide authorization for the issuance of 500 C-5 forms for all approved programs. This approval will give authorization for designated LLWA staff to issue a 500 C-5 for customers attending a WIOA-approved program while receiving unemployment benefits.
Performance Measures
All eligible training providers are required to provide basic performance data, when available, on their training programs in order to be approved for initial eligibility or continued eligibility.
The specific training provider and training program performance information for ALL students of the program shall be provided, when available. The following ALL student performance data should include both WIOA and non-WIOA students.
{NOTE: The State of Jllinois understands the current concerns with the ability of training providers to provide the required performance data. All training providers are encouraged to begin development of a process to comply with this policy that would include a plan for identifying all students enrolled in a program of study and capable data system to track the performance of such enrollees. Further guidance is needed from the Departments of Labor and Education in order to develop a concise policy.
Training Provider and Training Program Eligibility PY 19
Code of conduct governing the performance of the Alliance and Board engaged in the award and administration of contracts.
No employee, officer, member or agent of the Land of Lincoln Workforce Alliance (LLWA) or Board (LLWB) shall participate in the selection, the award of or the administration of a contract, if a conflict of interest, real or apparent, is involved. Such a conflict would arise when:
The employee, member, officer, agent or
Any member of his/her immediate family, or
His or her partner, or
An organization which employs, or is about to employ, any of the above, has a financial or other interest in the firm selected for award.
The LLWA or LLWB officers, members, employees or agents will neither solicit nor accept gratuities, favors or anything of monetary value from contractors, potential contractors, or parties to sub agreements.
Open and free competition
All procurement transactions in Local Workforce Area 20 (LWA 20) shall be conducted in a manner that provides maximum open and free competition consistent with this Procurement Policy. Procurement procedures shall not restrict or eliminate competition. Examples of what shall be considered to be restrictive competition include, but are not limited to:
Placing unreasonable or different requirements on firms in order for them to qualify for the same procurement;
Requiring unnecessary experience and excessive bonding;
Noncompetitive pricing practices between firms or affiliated companies;
Noncompetitive awards to consultants that are on retainer contracts;
Organizational conflicts of interest;
Specifying only a "brand name" product instead of allowing an "equal" product to be offered and describing the performance of other relevant requirements of the procurement;
Any arbitrary action in the procurement process.
Ability to meet the procurement objectives
Awards will be made only to responsible contractors possessing the ability to perform successfully under the terms and conditions of the proposed procurement. Examples of how the ability to meet the procurement objectives can be demonstrated include, but are not limited to: financial resources, technical qualifications, experience, organization and facilities adequate to carry out the project; resources to meet the completion schedule contained in the contract; a satisfactory performance record
for completion of contracts; and accounting and audit procedures adequate to control property, funds and assets.
Avoiding unnecessary purchases
The LLWA or LLWB will conduct a review of proposed procurements to avoid purchases that are not necessary or duplicative items. Consideration will be given to consolidating or breaking out procurements to obtain a more economical purchase. Where appropriate, an analysis will be made of lease versus purchase alternatives, and any other appropriate analysis to determine the most economical approach.
Affirmative Action
The LLWA or LLWB will take all necessary affirmative steps to assure that small and minority firms, women's business enterprises, and labor surplus area firms are used when possible. Affirmative steps will include:
Placing qualified small and minority businesses and women's business enterprises on solicitation lists;
Assuring that small and minority businesses and women's business enterprises are solicited whenever they are potential sources;
Dividing total requirements, when economically feasible, into small tasks or quantities to permit maximum participation by small and minority business and women's business enterprises;
Establishing delivery schedules, where the requirement permits, which encourage participation by small and minority business and women's business enterprises; and
Using the services and assistance of the Small Business Administration and the Minority Business Development Agency of the Department of Commerce.
Cost-Price Analysis
A cost or price analysis in connection with every procurement action, including contract modifications, will be conducted. The method and degree of analysis is dependent on the facts surrounding the particular procurement situation, but as a starting point an independent estimate must be made before receiving bids or proposals. A cost analysis will be performed when the offeror is required to submit the elements of his/her estimated cost, e.g., under professional, consulting, and service contracts. A cost analysis will be necessary when adequate price competition is lacking, and for sole source procurements, including contract modifications or change orders, unless price reasonableness can be established on the basis of a catalog or market price of a commercial product sold in substantial quantities to the general public or based on prices set by law or regulation. A price analysis will be used in all other instances to determine the reasonableness of the proposed contract price.
Specifications
Each procurement will clearly specify all requirements which the offerors must fulfill and all other factors to be used in evaluating bids or proposals. In competitive procurements, the description of the material, product or service to be procured will not contain features which unduly restrict competition. The description may include a statement of the qualitative nature of the material, product or service to be procured, and when necessary, shall set forth those minimum essential characteristics and standards to which it must conform if it is to satisfy its intended use. Detailed product specifications should be
avoided if at all possible. In addition, the LLWA will ensure that all prequalified lists of persons, firms, or products which are used in acquiring goods and services are current and include enough qualified sources to ensure maximum open and free competition.
Illinois Joint Purchasing Program
The LLWA or LLWB may purchase items through the Illinois Joint Purchasing Program without soliciting bids or obtaining quotes. Under this program, the State of Illinois, Department of Central Management Services (CMS)negotiates statewide contracts for the purchase of good frequently used by State and local governments. The LLWA or LLWB may purchase items specified in these contracts at the prices negotiated.
Purchase Approval from DCEO
Requests for equipment and software with a unit cost of $5,000 or more must be sent to the Department of Commerce and Economic, Office of Employment and Training for prior approval. Three price or rate quotations must be reviewed by the LLWA and approved by the CEOs. The LLWA office will then submit the quotes to DCEO for approval.
Methods of Procurement
Procurement under grants shall be made by one of the following methods.
Procurement for Small Purchases under $20,000
Small purchase procedures are those relatively simple and informal procurement methods for securing services, supplies or other property that do not cost more than $20,000 in the aggregate with a single vendor during a fiscal year. If small purchase procurements are used, price or rate quotations will be obtained from three qualified sources including internet sources. The date, provider, what is being purchased, and the price or rate will be documented to the file. The decision to choose a particular vendor will be made based upon cost, service or other pertinent needs. Formal competitive bids are not required for contracts less than $20,000.
The CEOs, WIB and county committee will approve contracts which do not obligate the LLWA or LLWB and Sangamon County for more than $20,000. If the committee vote is not unanimous, the contract shall come before the full county board. (County Code: 2.04.470)
Procurement by Competitive Proposal for Purchases/Contracts over $20,000
Procurement will be conducted when either a fixed-price or cost-reimbursement type contract for over $20,000 (or aggregate to one service provider)is awarded. It is generally used when conditions are not appropriate for the use of sealed bids. Bids shall be obtained on all private contracts (except for professional services, or otherwise provided by law) which obligate the LLWA and Sangamon county for more than $20,000. All bids received shall be kept on file in the originating department. The CEOs, WIB and county oversight committee will approve the contracts entered into by the LLWA or LLWB. All contracts which obligate the LLWA, LLWB and Sangamon County for more than $20,000 must be approved by the Sangamon County Board. (County Code 2.04.460).
Procurement by Sealed Bid
Bids are publicly solicited and a firm-fixed-price contract (lump sum or unit price)is awarded to the responsible bidder whose bid, conforming to all the material terms and conditions of the invitation for bids, is the lowest in price. A sealed bid is the preferred method for procuring
construction, if the following conditions are present.
In order for sealed bidding to be feasible, the following conditions should be present:
A complete, adequate, and realistic specification or purchase description is available;
Two or more responsible bidders are willing and able to compete effectively for the business; and
The procurement lends itself to a firm fixed price contract and the selection of the successful bidder can be made principally on the basis of price.
If sealed bids are used, the following requirements apply:
The invitation for bids will be publicly advertised and bids shall be solicited from an adequate number of known suppliers, providing them sufficient time prior to the date set for opening the bids;
The invitation for bids, which will include any specifications and pertinent attachments, shall define the items or services in order for the bidder to properly respond;
All bids will be publicly opened at the time and place prescribed in the invitation for bids;
A firm fixed-price contract award will be made in writing to the lowest responsive and responsible bidder. Where specified in bidding documents, factors such as discounts, transportation costs, and life cycle costs shall be considered in determining which bid is lowest. Payment discounts will only be used to determine the low bid when prior experience indicates that such discounts are usually taken advantage of;
Any or all bids may be rejected if there is a sound documented reason.
Procurement by Non-Competitive Proposal
Procurement by noncompetitive proposals is procurement through solicitation of a proposal from only one source, or after solicitation of a number of sources, competition is determined inadequate. The use of sole source procurements will be minimized to the extent practicable, but in every case the use of sole source procurements will be justified and documented.
Procurement by noncompetitive proposal may be used only when the award of a contract is infeasible under small purchase procedures, sealed bids or competitive proposals and one of the following circumstances applies: the item is available only from a single source; the public exigency or emergency for the requirement will not permit a delay resulting from competitive solicitation; the Department authorizes noncompetitive proposals; or after solicitation of a number of sources, competition is determined inadequate.
The splitting of any contract into smaller contracts with the purpose or effect of evading these rules is prohibited. (County Code: 2.04.480)
Procurement Records
The LLWA or Board Office will maintain records which detail the history of procurement. These records
will include, but are not necessarily limited to the following: the method of procurement and the basis for the selection or rejection of a contractor, and the basis for the contract price.
Public Notice/Outreach
Requests for proposals/quotes will be advertised in the local newspaper. Any response to publicized requests for proposals shall be honored to the maximum extent practical. Proposals will be solicited from an adequate number of qualified sources. All potential providers/contractors, who have expressed an interest in being considered for awards shall be sent Requests for Proposals/Quotes for the area or areas of service for which they wish to be considered.
Guidelines for Competitive Bid Process
Existing service providers will be given consideration based on the score received on the Rating Sheet that will include at a minimum:
Evaluation of past performance.
Evaluation of the present year-to-date performance.
Costs are reasonable, necessary and allowable based on the cost/price analysis.
Employers in the area have a need for workers who are trained in these areas.
Local labor market data reflects need in the area/region.
General overall quality of proposal.
Proposals from new bidders will be given consideration based on the score received on the Rating Sheet which will include at a minimum:
References from other agencies for which bidder has provided services regarding their ability to operate satisfactory training programs.
References from other agencies regarding their ability to manage fiscal responsibilities.
Costs are reasonable, necessary and allowable based on the cost/price analysis.
Employers in the area have a need for workers trained in occupations offered, as identified by labor market data.
General overall quality of proposal.
Should an existing service provider fail performance, the provider will be placed on probation for the 1st year and may award a contract if it determines the program meets the needs of WIOA participants and has the potential to improve during the second year. If the provider fails performance a second year, no funding will be awarded. The provider is not prohibited from submitting proposals in the future; however, and will be given the same consideration as a new bidder. Existing service providers whose score on the Rating Sheet are rated unacceptable will not be recommended for a contract award.
The LLWA or LLWB will use a variety of methods for proposal review including evaluations, past performance, interviews, recommendations, etc., when reviewing proposals to determine contract awards.
A Pre-Award Risk Assessment will be completed for existing providers and new bidders.
Awards will be made to the responsible firm whose proposal is most advantageous to the program, including price and other factors considered.
RFP Preparation
The Land of Lincoln Workforce Board procures the One-Stop Operator every four years. In the fall preceding the end of the four year contract term, the LLWB Chair will discuss at a scheduled Board meeting. The Board will review guidelines and determine if an outside contractor will be secured to complete the procurement of the One-Stop Operator as was done in 2017. If an outside contractor is not secured for procurement of the One-Stop Operator, the Board Chair will appoint a committee and follow steps in the procurement policy. The Board Chair will develop a timeline for RFP procurement to meet deadlines so that the Board may approve at their May meeting prior to the end of the One-Stop Operator contract.
For WIOA Programs, the LLWA Executive Director will appoint a committee to develop an RFP for each program where a contract will be issued: Adult, Youth, and Dislocated Worker. The committee will include staff familiar with WIOA training programs, policies and regulations, and staff familiar with RFP/contract provisions. The committees will first review the RFP from the preceding year and decide which guidelines will be retained. Proposal schedules, RFPs, rating sheets and recommendations will be updated annually and will be maintained at the LLWA office. A schedule listing the calendar dates, steps in the review and selection process will be identified. The RFP will address all requirements needed to deliver quality services and programs under the Workforce Innovation and Opportunity Act. (WIOA) An evaluation/rating sheet will be included in the RFP which identifies the guidelines that will be reviewed for contract award.
Review Process
Receipt of Proposals
All proposals received will be stamped with the time and date of receipt. If bidder request receipts, they will be accommodated. The same time and date affixed to the proposal will be put on the receipt.
Securing Proposals
Proposals received will be secured. If proposal are received via e-mail, they will be printed and secured in a locked office of management or Board staff.
Initial Review of Proposals
An initial review of proposal packages will determine completeness. The "Proposal Outline" will be checked to determine if items have been omitted. Missed items can be identified at this time. No one in the LLWA or LLWB will solicit changes to the bidder's technical proposal or cost or pricing data at this stage of the process. Such requests for changes in the substance of proposals are only allowable after formal review and during negotiations. However, bidders are allowed to submit unsolicited changes to any part of their proposals prior to the deadline date
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and time for receipt. All bidders will be allowed to make minor omissions complete.
Appointing Proposal Review Team
For WIOA Programs, the Executive Director will appoint a team of at least three persons for each program where contracts will be issued: Adult, Youth, and Dislocated Workers. For the Land of Lincoln Workforce Board, the Board Chair will appoint a team and follow the procurement steps. A Review Team Chairman will be decided by the Executive Director for WIOA programs and by the Board Chair for Board procurement including One-Stop Operator. The reviewers will be briefed before evaluation begins on each program. The briefing will set the tone for the review and provides an opportunity to orient new reviewers on how they should approach technical evaluation of proposals. The Review Team chair will conduct the briefing; remind all parties of critical dates and deadlines, review the evaluation factors or criteria from the RFP and their relative weights or importance against which proposals will be measured. Evaluation rating forms will be distributed and explained, a description of the process including the date that the team will meet to discuss ratings, and answer any questions about the evaluations. At this briefing, the chair will restate the rules relating to the ethics of procurement, emphasizing the need for confidentiality, objectivity, and fairness, and going over the ground rules covering actual, potential, or apparent conflicts of interest by reviewers. Each member of the review team will be asked to sign the "Code of Conduct".
Individual Review
Review Team members will read each proposal and thoroughly evaluate the criteria listed on the designated rating sheets identifying strengths, weaknesses or deficiencies. The proposal evaluation form will be completed by each review team member. A cost/price analysis will be conducted along with performance reports to evaluate existing providers.
Team Review
Upon completion of the individual review, the team will meet and discuss the pros and cons of each proposal. The team chair will log evaluation sheet scores from each reviewer. The chair will average the score for each proposal and compile a list of the questions/comments. A summary report will be prepared with the recommendations from the evaluation team, contract amount and number of participants. The total amount of funding recommended will equal the amount available for contracts contingent upon WIOA grant funding.
Contract Approval Process*
(*the order ofthese recommendations/approvals is dependent on the dates the Council ICommittees I
Board meet)
Land of Lincoln Workforce Board
A final summary report will be prepared with recommendations for contracts to be approval by the Land of Lincoln Workforce Board. This report will be based on evaluation criteria. The report will include the name of the proposer, amount of contract, number of participants, amount of past year's contract, performance, etc. The Land of Lincoln Workforce Board will approve contract recommendations. Should a Board member have a real or apparent conflict of interest in the contract award, the member will recuse him/herself and abstain from voting. The Board minutes will reflect this action.
Chief Elected Officials (CEOs)
Contract recommendations will be approved by the CEOs at the next scheduled meeting.
Sangamon County Committee
Contract awards will be approved by the Sangamon County Community Resources Committee. The bidder will be notified that their proposal is being recommended for approval.
Sangamon County Board
Resolutions for contract awards will be presented to the Sangamon County Board for approval. After Sangamon County Board approval, the bidder will be advised that the contract has been awarded.
Meeting with Contractor
A meeting will commence with the successful contractor to review contract terms and begin planning for the upcoming program year. Outreach/recruitment, program start dates, staff training, financial reports and other issues will be discussed with the contractor.
Recordkeeping
The following items will be kept on file at the LLWA or Board Office:
Original RFP submitted by all bidders.
Final RFP submitted after consultation.
All rating and evaluation sheets including costs/price analysis and past performance evaluations.
Signed "Code of Conduct" forms.
Copy of LLWB minutes approving contracts.
Copy of CEO minutes approving contracts.
Copy of Sangamon County Community Resources Committee minutes approving contracts.
Copy of Sangamon County Board minutes approving contracts.
Contract Renewal/Modification and Extension
For Youth contractors, Youth RFPs will cover a two year time frame. Existing youth providers will not complete an entire RFP for awards during the second year. Near the end of year 1, a renewal request will be forwarded to the current providers. Providers will complete sections related to their planned and current performance goals, their planned and current expenditures, and indicate any program changes that will be made in year 2. A committee will review these renewals and may request additional information or a meeting to discuss any issues.
During the WIOA transition period and pending final rules and policy guidance, existing youth provider contracts may be extended to allow for youth services to continue. If an extension and eventual contract modification is approved, youth providers will submit any changes to their scope of work, budget changes and performance goals will be evaluated.
Land of LincolnWorkforce Alliance and Board PY19WIOA
Under both arrangements, either contract renewal or extension, the committee will make a recommendation and the contract approval process listed above will be followed.
PY19
Procurement Policy
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