CSS Workforce New York

Planning Guidelines

for the Comprehensive Five-Year Local Plan under
Title I of the Workforce Investment Act of 1998

July 1, 2000 to June 30, 2005

Submitted for Chemung Schuyler Steuben Workforce Development

Submit by: 2/28/00

Submit to: Margaret M. Moree, Director
Workforce Development and Training Division
New York State Department of Labor
State Office Building Campus
Buillding 12, Room 450
Albany, New York 12240

GENERAL INTRUCTIONS

The Comprehensive Five-Year Local Plan (Local Plan) must be submitted by February 28, 2000, in accordance with these Planning Guidelines issued by the New York State Department of Labor on behalf of the State Workforce Investment Board and the Governor. The plan must be developed by the local Workforce Investment Board (Local Board) in partnership with the Chief Local Elected Official(s).
The Labor Department’s Workforce Development and Training Division has assigned “State Representatives” to provide technical assistance to Local Areas on Plan development as needed.

PLANNING GUIDELINES:

Attached is a print copy of the Planning Guidelines. The Planning Guidelines are available and can be downloaded from New York’s Workforce Development System web site at www.wdsny.org.

PUBLICATION:

The Local Board must make copies of the proposed Local Plan available for public comment through such means as public hearings and the local news media. The general public must have access to the proposed plan and has 30 days from the date of publication in which to comment on the proposed plan. When the Local Plan is submitted for approval, any comments received in disagreement with the plan must be attached. In addition, the plan must reflect how those disagreements were addressed.

SUBMISSION:

The Local Plan (the original and 2 copies) must be received by the New York State Department of Labor by 5:00 p.m. on February 28, 2000. The plan should be addressed to:

Margaret M. Moree, Director
Workforce Development and Training Division
New York State Department of Labor
State Office Building Campus
Building 12, Room 450
Albany, New York 12240

Ms. Moree will make copies available to Workforce Development and Training State Representatives and central office staff for review and recommendation.

PROCEDURE:

The following procedures are requested:
1. all copies of the plan (including its attachments and subsequent addenda and/or revisions) should be submitted on 8_” by 11” 3-hole punched white paper
2. organize the plan by sections (using the same order as the Planning Guidelines); begin each section on a new page
3. within each section, organize according to the outline format of the Planning Guidelines
4. paginate the entire document
5. print the question to be answered (along with its corresponding numeric/alphabetic outline designation) before each answer
6. should any question not apply, do not skip it. Print the question followed by “N/A” and, where not self-explanatory, provide a brief explanation for not answering.
7. include the “Index to Plan Attachments” at the beginning of Section V. Assign the respective letter designations to the attachments and arrange them alphabetically. Wherever possible, sequentially number each page of each attachment ( A-1, A-2, B-1, etc.).
8. be sure to enter the name of the local Workforce Investment Area at the top of each and every page.
CONTENTS
(and Plan Outline)

I. LOCAL AREA OVERVIEW

A. Vision/Goal
B. Employer Needs
C. Worker Needs
D. Youth Needs
E. Community/Customer Input

II. LOCAL AREA GOVERNANCE

A. Roles/Responsibilities/Relationships
1. Chief Local Elected Official(s)
2. Local Workforce Investment Board
3. Youth Council

III. LOCAL AREA SERVICE DELIVERY STRATEGIES

A. One-Stop System
1. Partners
2. Operator
3. Access/Referrals
4. Memoranda of Understanding
5. Services
B. Customer Service Strategy
1. Business
2. Job Seekers
3. Dislocated Workers
4. Youth
C. Accountability
1. Reporting and Record Keeping
2. Monitoring
3. Procurement
4. Fiscal Checks and Balances
5. Performance Standards

IV. IDENTIFICATION, SIGNATURES, COMPLIANCE

A. Governmental Units, Grant Recipient, and Fiscal Agent
B. Workforce Investment Board
C. Chief Local Elected Official
D. One-Stop Partners
E. Required Certification

V. INDEX TO PLAN ATTACHMENTS

A – Public Hearings and Public Notices
B – Public Comments
C – Chief Local Elected Official Agreement
D – Board/Chief Local Elected Official Agreement
E – Board By-Laws
F – Memoranda of Understanding
G – Certification re: Lobbying, Debarment, Etc.
H – Other
H – (1) Scheduled Board and Committee Meetings Schedule
H – (2) Fiscal Procedures and Reporting
H – (3) Eligible Training Providers
H - (4) Performance Measures/Accountability
H - (5) Gap Analysis Matrix
H - (6) Career Center
H - (7) Regional Job Skills Analysis Project
(Southern Tier Central Regional Planning and Development Board)

I. LOCAL AREA OVERVIEW

A. VISION/GOALS

1. Provide in a few paragraphs the Local Area’s strategic economic and workforce investment vision for the next five years.* What specific goals have been identified that are necessary to achieve this vision? (Provide descriptions of these goals rather than specific numbers). What do you anticipate the Local Area’s economy and workforce investment system will look like at the end of the five-year period? How will the local workforce investment system adapt to changing needs and conditions?
1.) Our Chemung Schuyler Steuben Workforce Development Board anticipate the Local Area’s economy will achieve ever-increasing levels of productivity in the five-year period. The local system is moving and adapting to the change in technology. For us to succeed we must develop and maintain a highly skilled workforce. Chemung Schuyler Steuben Workforce Development seeks an integration of systems to build the skills of the workforce. The local workforce investment system will ensure the new system become demand-side driven. Workforce skills also need to be improved to meet the advancing technology needs of area employers. Area employers note the need for workers with high school or above reading and math skills. Increasingly, workers need basic and/or advanced computer skills for employment in all sectors of the regional economy. Employers also note the need for employees to have problem solving and team work skills. To remain competitive in a global economy, major employers have restructured management at all levels, and decisions previously made at higher management levels have been delegated to production line employees. Increasingly, employers are reporting difficulties in obtaining a qualified pool of candidates for available job openings. Additional resources need to be allocated to retain the existing workforce. Currently, some employers are actively recruiting workers from outside the area to fill high skill and technology manufacturing jobs. Efforts need to continue to improve the workforce skills of youth and young adults entering the workforce for the first time. Greater resources need to be allocated for improved transition from school to work by incorporating skill development into the educational curriculum and experience. Resources also need to be allocated to retraining the existing workforce. The increasing pace of technological change requires retraining of the workforce to meet employer needs. Retraining will support retention of existing high technology firms and also support recruitment of firms from outside the region. Support of welfare to work initiatives will help move individuals not currently in the workforce into long term employment. While current data sources do not directly measure underemployment, many individuals within the Region are working significantly below their educational and skill levels. To effectively utilize all human resources, the Region needs to develop a system to identify significant underemployment and develop ways to move under-employed workers to higher skill jobs.

2. Describe the local workforce investment system vision related to increased customer choice, non-duplication of services, and universal access via the One-Stop system.
2.) Chemung Schuyler Steuben Workforce Development vision is “This
region is a location of choice by employers due to a highly employable and motivated workforce committed to individual growth and skill development through life-long training and education.” The vision related to our One-Stop system is to offer non-duplication of services, and universal access.

3. Indicate how the Local Area’s vision relates to that of New York State and how the Local Area’s goals contribute to those of the State.
3) The Chemung Schuyler Steuben Workforce Development Steering Committee led the Workforce Development Board by following the “Blue Book,” the report to Governor Pataki prepared by New York Department of Labor and New York State Education Department. Our system is demand-side led, the system integrates services, creates access to jobs and access to qualified job applicants. To make this goal, all components of the system must be unified not fragmented.

4. Provide in a few paragraphs how you believe the Workforce Investment Act statewide workforce investment system will help the Local Area attain its strategic vision.
4) The statewide workforce investment system will help the local area system by offering best practices, principals, and quality management and reengineering. Continuous improvement requires a commitment to reduce waste, unnecessary paperwork, and bureaucratic rules and procedures.

* New York State has articulated its workforce development system vision and strategic goals in several informational documents. A summary of the State’s vision may be found on the Workforce Development System web site at www.wdsny.org. Further details of the workforce development vision and goals may be found in the Jobs Two Thousand for New York Act (Jobs2K Act), in New York’s Workforce Development System: A Report to Governor E. Pataki, and in the Youth Council Toolkit: Information and Options for Forming Youth Councils under the Workforce Investment Act. A thoughtful review of these documents will enable Local Areas to consider their unique vision and goals in relation to the overall direction of the State of New York.

B. EMPLOYER NEEDS

1. Describe the process/resources that will be used to identify and meet the needs of local employers. To the extent possible, identify the needs that currently exist.
1.) The Chemung Schuyler Steuben Workforce Development Board has many committees. The Education and Training Committee has held employer meetings in the five major areas of our SDA to find the needs of the employers first hand. The results were that most of the employers requested the “soft skills.” The Education and Training Committee plan to do more employer meetings to continue the dialogue. Chemung Schuyler Steuben Workforce Development has entered a contract with a consultant firm Morrison/Dodd Group to conduct surveys of the area to identify present workforce needs. Since 1984, the New York State Department of Labor team has identified the employer needs and has given guidance on Labor Market Information.

2. What are the key existing industries in the local employment base (part of this description should include a listing of the largest industries in the Local Area, and those industries where the largest number of employment opportunities are anticipated). What are the key occupations within these industries?
2.) Industries Employment Key
Level Occupations
ÿ *Corning, Inc. 6,000 technicians, assemblers
computer aide, engineers
system analyst
ÿ Dresser Rand 1,300
ÿ *Phillips Lighting 850 assemblers
ÿ *ALSTOM Transportation, Inc. 200 general mechanics
railroad repair
ÿ *Gunlocke 750 assemblers
US Salt 140
Cargill Salt 100
Shepherd Niles 200
Hardinge 1,000
ÿ Purolator Products Company 250-499 assemblers
ÿ *Elcor Health Services CNA
ÿ *St. James Mercy Hospital CNA, LPN
F. M. Howell Company 250-499
ÿ *Transportation & Transit Associates 80 railroad car repairers
ÿ *Travelers Insurance customer service reps.
ÿ *World Kitchen 200-249 assemblers, laborers
ÿ Pollio Dairy Products Corporation 400 laborer
ÿ Mercury Aircraft 700
ÿ *Anchor Glass 499
ÿ Toshiba 1,500 machine operators
ÿ Thomas & Betts 600 screw machine operators
ÿ *Schweizer Aircraft 500 machinist, electricians
ÿ *Hilliard 300 machinist
ÿ Arnot Ogden 1,700
ÿ St. Joseph’s Hospital 1,300
ÿ Large industry *Anticipate hiring

3. Indicate what existing industries are expected to experience above average growth during the five years of the Local Plan. What are the occupations related to these growth industries? To what extent will that growth affect employer demand on the local labor force?
3.) New York State Department of Labor economics predict the following:
a. Business services
b. Paper / Allied Products: rubber/miscellaneous plastic products
c. Insurance carriers
d. Agricultural production / crops
e. Claims and calls center people, clerical managers, and factory.
These are all above 20% increase in second quarter 98/99 net gains.
What are the occupations related to these growth industries identified?
Industries Employment Key
Level Occupations
Corning, Inc. 6,000 technicians, assemblers
computer aide, engineers
system analyst
Phillips Lighting 850 assemblers
ALSTOM Transportation, Inc. 200 general mechanics,
railroad repair
Gunlocke 750 assemblers
Elcor Health Services CNA
St. James Mercy Hospital CNA, LPN
Transportation & Transit Associates 80 railroad car repairers
Travelers Insurance customer service reps.
World Kitchen 200-249 assemblers, laborers
Anchor Glass 499
Schweizer Aircraft 500 machinist, electricians
Hilliard 300 machinist
Plastics combination machine tool operators
plastic molding casting
operators
set up operator
truck driver
assemblers
Insurance Carriers policy processing clerk
sales workers
general office workers
insurance claims
To what extent will that growth affect employer demand on the local labor force?
To a great extent the growth has already affected the local labor force. Corning, Inc. had a plan to open another plant here in this area and due to this shortage had to go elsewhere. Recruitment for workers has been extended to further distances.

4. Within the context of your economic development efforts, what new industries
will be targeted to be attracted to the area? What are the occupations related to these new industries?
4.) Ceramic industry
&Mac183; skilled and non-skilled workers
Wood manufacturing industry
&Mac183; engineers
&Mac183; wood workers
&Mac183; designers
&Mac183; pattern makers
&Mac183; model makers
Telecommunications
&Mac183; technicians
&Mac183; scientists
&Mac183; system analysts
&Mac183; engineers
&Mac183; software developers
&Mac183; computer hardware engineers
Plastics
&Mac183; machinist
&Mac183; laborers
Steel Fabrication
&Mac183; welders
&Mac183; laborers
&Mac183; technicians

5. Describe the job skills necessary to obtain the employment opportunities cited in
#1, #2 and #3.
5.)Job skills necessary to obtain the employment opportunities cited in #1,
#2 and #3 listed below:
&Mac183; Self-managing teams
&Mac183; Problem solving
&Mac183; Good communication skills
&Mac183; Organized
&Mac183; Able to handle responsibility
&Mac183; Technically advanced
&Mac183; Computer literate
&Mac183; Basic English grammar, spelling, mathematics
&Mac183; Manage quality
&Mac183; Continuously upgrade their skills
&Mac183; Flexibility
&Mac183; Soft skills
&Mac183; Good finger and manual dexterity
&Mac183; Leadership skills

6. Describe how the skill demands of local businesses are changing, and how the
local workforce investment system plans to address these changes.
6.) The skill demands of local businesses are becoming more technical,
require higher education levels, and include teamwork, problem solving and leadership. The Chemung Schuyler Steuben Workforce Development Board plans to use incumbent worker money to upgrade the existing skills of employees who pass the entry-level skills but need refinement.

7. Describe how the Local Board will engage employers in the One-Stop system.
7.) First, the Local Board contracted an outside marketing firm to advertise our services. Secondly, the One-Stop’s will offer, in addition to all the usual services, email accounts. The Board hopes that this service will bring many new employers into our service. The offer of On-The-Job training, tax credits, screening of applicants, help with labor laws, Internet access, free fax, phone, copy privileges are also a help to bring the employers into the system.

C. WORKER NEEDS

1. Describe the needs of local adult job seekers, which may include those who are
underemployed, unemployed and/or those who are considered dislocated workers. How does the local workforce investment system plan to meet these needs?
1.) The needs of the local adult job seeker whether they are under employed,
unemployed or dislocated are varied. We are planning our One-Stops to
fill as many of their needs as possible. Under-employed person may take
skill training courses. They may upgrade their skills and we offer
customized On-The-Job training. Chemung Schuyler Steuben
Workforce Development’s goal is to provide all people with the
highest quality of resources and services to assist with the transition to
a new job and /or a new career. Also offered are use of personal
computers, electronic job listings, New York State Department of Labor
Job Bank, Internet, career classified ads, telephone access, fax machine,
photocopier and typewriters. A technician is available to help with the
different areas. Through the One-Stop people may become eligible for
further services. Training, childcare, and mileage may be given as an
Individual Training Account. Also included, but not limited to:
&Mac183; Streamline services through co-location and better integration.
&Mac183; Empower individuals seeking training by providing better information on the performance outcomes of training providers and more choice by use of Individual Training Account.

2. Describe the needs of incumbent workers in the Local Area and how the local
workforce investment system will identify those incumbent workers in need of training. How does the local workforce investment system plan to meet these needs?
2.) To remain competitive in a global economy, major employers have
restructured management at all levels, and decisions previously made at higher management levels have been delegated to production line employees. Additional resources need to be allocated to retraining the existing workforce. To effectively utilize all human resources, the Region needs to develop a system to identify significant underemployment and develop ways to move underemployed workers to higher skill jobs.
Are the needs of incumbent workers in the Local Area described?
Incumbent workers need increased access to alternative schedules for education and training programs. Chemung Schuyler Steuben Workforce Development plans to market training opportunities to incumbent workers to increase awareness of resources. Southern Tier Central Planning and Development Board has just completed a survey describing the needs of incumbent workers (see Attachment H-(7).
Does the Local Plan indicate how the local workforce investment system will identify those incumbent workers in need of training? Does the Local Plan delineate how the local workforce investment system plans to meet these needs?
Chemung Schuyler Steuben Workforce Development will work closely with the Strategic Training Alliance Program (STRAP) to identify and address employer demand for skilled workers. The Executive Director of Workforce Development will serve as the agency liaison for the STRAP matters. The company will identify the workers need to the local economic developer who will notify the Executive and start the process. The requests will include the following:
® Company name
® Federal Employer Identification Number (FEIN)
® Brief description with number of jobs to be created or retained
® Timeframe for training
® Additional payroll
® Total cost broken down by wages of trainee, instructor, travel, etc.
® Employer contribution (50% match, in-kind or other)
The parties agree to a mandated thirty-day time period for review.

3. Describe the employment and training needs of individuals with disabilities, and
what strategies the local workforce investment system has developed to meet these needs. Are the employment and training needs of individuals with disabilities described?
3.) The VESID organization is an active partner in the One-Stop and on the Chemung Schuyler Steuben Workforce Development Board. The Memorandum of Understanding describes the services and strategies. Chemung Schuyler Steuben Workforce Development has always worked with individuals with disabilities in all adult and youth programs and plans to continue.
Are the employment and training needs of individuals with disabilities described?
Chemung Schuyler Steuben Workforce Development will ensure that all services and information available to other job seekers will be delivered to individuals with disabilities in an appropriate method suitable to the type, nature and intensity of disability staff from VESID will be located in all five One-Stop Centers. Information on VESID services will be posted on the Chemung Schuyler Steuben Workforce Development web page. Chemung Schuyler Steuben Workforce Development will work to expand the needed job development efforts and increase employment opportunities for the disabled. All Centers will be handicapped accessible. Alternative training sites are needed and after hours training (possibly on computer) may meet needs.

4. Describe other segments of the local population that can be identified as key
customers for the workforce investment system including, as appropriate, displaced homemakers, low income individuals (such as migrant and seasonal farm workers, public assistance recipients), women, minorities, individuals training for non-traditional employment, veterans, and individuals with multiple barriers to employment (including older individuals and people with limited English-speaking ability). What are the needs of these workers? How will those needs be addressed?
4.) Key customers for the workforce system are, as always, older workers.
The AARP has two workers in the Elmira One-Stop and has provided this help long before it was mandated. The older worker program offers CRT training, short/long-term and on the job training. Chemung Schuyler Steuben Workforce Development plans to continue working closely in enrolling older workers in EDWAA and adult programs. Displaced homemakers, migrant workers, seasonal farm workers, public assistance recipients, women, minorities, non-traditional, veterans are all priorities with the One-Stop system partners as well as Chemung Schuyler Steuben Workforce Development. Older workers are a largely untapped resource that can help meet the needs of business for a skilled workforce. Older workers are less likely to “job jump” and have strong ties to their communities.
Does the Local Plan describe other segments of the local population that can be identified as key customers for the workforce investment system, i.e., displaced homemakers, migrant workers, public assistance recipients, women, minorities, non-traditional, veterans, older workers and limited English speaking?
The Welfare-to-Work unit will be housed in all of the One-Stop Centers. This will help the active recruitment of welfare recipients into the Workforce Investment Act. The New York State Department of Labor veterans are on staff at al the One-Stop Centers as well as other veteran’s groups on a part-time basis. The Chemung Schuyler Steuben Workforce Development web page is available on kiosk in the three counties.

5. Indicate if the funds made available through WIA Title I are sufficient to meet
the customer needs described in C. #1, #2, #3, and #4. If not, what resources has the Local Board identified to bridge the shortfall?
5.) The funds made available through WIA are probably not sufficient to
meet the customer needs in C #1, #2, #3 and #4. The Local Board has a plan to go to the three county executives and request additional funds for incumbent worker training.

6. If the funds available to the region for adult employment and training activities under Workforce Investment Act are limited, what is the current, local process by which any priority of services will be applied. State guidance will be provided if warranted.
6.) Chemung Schuyler Steuben Workforce Development has established a
“most in need” criteria to include the following:
1. Lack of employable skills
2. Income
3. Single parent
4. Individual that could be served under other funding
5. Other

State guidance is anticipated.

7. Describe how the Local Board will engage organized labor or other representatives of labor in the One-Stop system.
7.) Chemung Schuyler Steuben Workforce Development will work with organized labor through apprenticeships with the trades. The union representative from the AFL/CIO sheet metal workers is the Board representative. He is on the Structure Committee that was the Steering Committee.

8. Define “requires assistance to complete an educational program”, “to secure and hold employment” and “self sufficiency” as they will be used in the local workforce investment system.
8.) Define “requires assistance to complete an educational program.” Chemung Schuyler Steuben Workforce Development definition is no marketable skills and not eligible for full TAP/PELL Grants and may need childcare and transportation. Chemung Schuyler Steuben Workforce Development definition “to secure and hold employment” is to obtain and retain full-time employment (over 30 hours/week, for over six months). Chemung Schuyler Steuben Workforce Development definition of “self-sufficiency” is persons who do not receive cash welfare for Welfare-to-Work. Chemung Schuyler Steuben Workforce Development definition of “self-sufficiency” for Workforce Investment Act is the ability to maintain oneself without assistance and with income levels of at least 250% of the poverty guidelines.

D. YOUTH NEEDS

1. Describe the needs of local youth. In particular, examine the needs of low-income youth in terms of the changing educational and skill requirements of the lo cal economy. How well are low-income (i.e., Workforce Investment Act eligible) youth currently being prepared for the projected job openings and skill demands identified for adult job seekers? How well are youth with the following characteristics being prepared for these job openings and skill demands:

- deficient in basic literacy skills
- school dropout
- homeless, runaway, or foster child
- pregnant and/or parenting
- offender

Describe how the local workforce investment system will improve services to these
youth.
1.) The needs of local youth are varied. There is a need for longer-term
services and post-employment interventions. An obvious need exists for increased emphasis on academic learning as it connects to the workplace. A stronger focus is needed on out-of school youth and more linkages with employers. Youth who are deficient in basic literacy will be offered tutoring, and/or study skills to attain a high school diploma. Programs can combine tutoring with a work experience in the summer as a reward and in combination with Tech Prep development. Youth who are school dropouts enter an alternate program at BOCES combined with occupational skills training and/or work experience. Homeless, runaway, or foster children may enter services coordinated by a holistic approach. Pregnant and/or parenting youth, as well as offenders, will receive case management, and grassroots efforts involving employers, foundations and educators. Each youth will receive an individual service strategy, preparation for post secondary education and/or employment; linkages between academic and occupational learning, a menu of program elements and easy access to information and referrals. Major themes in the Chemung Schuyler Steuben Workforce Development Youth Council embrace support for young adults and services to help young adults develop as citizens and leaders. A major force of the newly formed Youth Council is to coordinate youth services and serve as a catalyst for engaging all youth service entities in the development and design of a local system. It is our vision to help all young adults acquire the necessary academic, technical, and workplace skills and experience to transition into adulthood careers, to include further education and training. Chemung Schuyler Steuben Workforce Development will ensure LONG-TERM follow-up to all youth participants. Chemung Schuyler Steuben Workforce Development will help decrease dropout rates. Chemung Schuyler Steuben Workforce Development Youth Council will create a new and improved system for serving young adults in our region.

E. COMMUNITY/CUSTOMER INPUT

1. Describe how the Local Board will involve the community in discussions and ensure broad input in establishing system goals.
1.) The Chemung Schuyler Steuben Workforce Development will involve the
community through the Youth Council meeting and the Chemung Schuyler
Steuben Workforce Development committee meetings, also the full Board
meeting. The Education and Training Committee plans five employer
meetings and has prepared a PowerPoint presentation. The five One-
Stop Technicians will canvas the different community meetings for input in
establishing system goals.

2. Describe how the Local Board plans to use customer satisfaction feedback to improve local workforce investment system services. Indicate what parts of the local system will be covered by the feedback.
2.) Chemung Schuyler Steuben Workforce Development has used evaluation forms, comment pages and report cards since opening the first One-Stop in Elmira. To date, some of the feedback has changed the way business is conducted; i.e., customers requested to put their own disks into our PC’s. We couldn’t allow this due to viruses, but incorporated scanners to solve the problem. Office layout has been changed several times to allow better usage, also due to suggestions from customers. Chemung Schuyler Steuben Workforce Development plans to cover every part of the system as a total quality project.

3. a. Describe efforts made, in compliance with Section 118 (c) of WIA, to make available copies of the proposed Local Plan to the public through such means as public hearings AND local news media AND to allow members of the Local Board and members of the public, including representatives of business and representatives of labor organizations, to submit their comments.
a.) The Chemung Schuyler Steuben Workforce Development plans to put a legal ad in the three newspapers (The Leader, Star-Gazette and the Evening Tribune) announcing the availability of the Local Plan to be viewed the beginning of February. Plans will be made available at the Chemung Schuyler Steuben Workforce Development Board of Directors meeting on February 3, 2000 (with all Directors receiving a copy via email). This meeting is also open to the public. The Local Plan is also being made available to the Title V Older Worker agencies for their comments. Chemung Schuyler Steuben Workforce Development also will put the Local Plan on our web page for community input. Copies will be available in all the One-Stop Centers and local library.

b. Attach a copy of a certification of publication for each public notice published.
ALSO attach a list showing dates and locations of public hearings held. These
attachments should be labeled “ATTACHMENT A” and inserted in Section V of
the Plan.
b.) Public Hearings
February 1, 2000 Chemung Schuyler Steuben Workforce Development Youth Council meeting
Chemung Schuyler Steuben Workforce Development Office, Corning, New York
February 3, 2000 Chemung Schuyler Steuben Workforce Development
Board of Directors meeting
Radisson Hotel, Corning, New York

c. Respond here to comments received from the public during the 30-day review period. Indicate how the Local Area is dealing with any expressed concerns.
c.)

d. Attach a copy of all comments received, which were in disagreement with the plan. These attachments should be labeled “ATTACHMENT B” and inserted in Section V of the plan.
d.)

II. LOCAL AREA GOVERNANCE

A. ROLES, RESPONSIBILITIES, RELATIONSHIPS

1. Chief Local Elected Official(s)

a. Describe the role of the Chief Local Elected Official(s) in the governance and
implementation of WIA in the Local Area (including oversight responsibilities).
a.) Chemung Schuyler Steuben Workforce Development Bylaws Sec. 2b, The Directors of the Chemung Schuyler Steuben Workforce Development shall be appointed to the Board by the Chief Elected Officials. The Chief Elected Officials designated Chemung Schuyler Steuben Workforce Development to be the grant recipient and fiscal agent. The key responsibility of the Local Board will be to develop, in partnership with the three Chief Elected Official, a One-Stop service delivery system. The Chief Elected Officials must approve the budget and negotiate and reach an agreement on local performance measures. The Chief Elected Officials agree to assume responsibility for any disallowed costs.

b. Describe the collaborative process for decision making by Chief Local Elected Officials if the Local Area consists of more than one unit of local government.
b.) Chemung Schuyler Steuben Workforce Development three Chief Elected Officials work very closely together by electronic mail, mutual committees and boards and telephone. In the past sixteen years, they have not openly disagreed on any issues. The three counties have a common job market, three county tourism and Interstate highway projects among others.

c. For a Local Area with more than one unit of local government, attach a copy of the agreement between the Chief Local Elected Officials concerning Workforce Investment Act governance. This attachment should be labeled “ATTACHMENT C” and inserted in Section V of the plan. If not applicable, insert a page so indicating (labeled “Attachment C”).
c.) See “Attachment C”

d. Describe the relationship between the Chief Local Elected Official(s) and the
Local Board.
d.) The relationship between the Chief Elected Official(s) and the Board is
exemplary. Chief Elected Officials come to our Board meetings, some committee meetings and receive the agenda and minutes as do Board Directors. The Chief Elected Official(s) have maintained an active role in appointing Directors and keep a careful eye on their appointees.

e. Describe the process used by Chief Local Elected Official(s) to solicit and select members of the Local Board.
e.) The three Chief Elected Officials solicit and select members from the private sector with nominations from the Chambers of Commerce and economic development agencies. Some private sector representatives have requested appointment and may receive an appointment if a spot is available.

f. EITHER:

(1) Attach a copy of the agreement between the Local Board and the Chief Local Elected Official(s).

This attachment should be labeled “ATTACHMENT D” and inserted in Section V of the Plan.

OR:

(2) Attach a statement (as a temporary “Attachment D”) describing the process by which a Local Board/Chief Local Elected Official Agreement will be developed; list the key issues to be included in said agreement, and indicate the date by which a signed copy of the agreement will be submitted to the State for inclusion in the plan. Please note that funds can not be released in the absence of a Local Board/Chief Local Elected Official Agreement.
(2). See “Attachment D”

g. Inasmuch as the federal regulations encourage inclusion of local TANF (Temporary Assistance to Needy Families) agencies as an optional local One-Stop partner, please indicate, how/if the local TANF agency will be involved in the local One-Stop system.
g.) Chemung Schuyler Steuben Workforce Development released a Request for Proposal for the Welfare-to-Work funding. The request was awarded to a consortium with the main operator as Corning Community College (CCC). Corning Community College will be a partner in the One-Stop.

2. Local Workforce Investment Board (Local Board)

a. Describe the process for convening and organizing the Local Board.
a.) Chemung Schuyler Steuben Workforce Development Board of Directors
Hold bi-monthly board meetings the first Thursday of February, April, June, August, October (annual meeting for election of officers) and December. Committee meetings are scheduled on the months there is no Board meeting. In January, Chemung Schuyler Steuben Workforce Development releases a calendar of meetings “ATTACHMENT H (1)” for the entire year (including committee meetings and board meetings). Meeting notices and agendas are sent one week prior to all meetings. A couple of days before the meeting, Board of Directors are called by Chemung Schuyler Steuben Workforce Development staff to confirm attendance.

b. Describe the role of the Local Board in:

(1) developing and submitting the Local Plan
(a) this year
(a) This year the Chemung Schuyler Steuben Workforce Development Board will develop and design the Local Plan. Each Director and each committee will have their own copy and discussions will ensue.

(b) future years
(b)In future years, it will remain the responsibility of the staff, committees and Board to compose the plan.

(2) selecting One-Stop operators
(2) The Board selected One-Stop Operators two different ways.
The Local Board, with the agreement of the Chief Elected Officials
and three partners designated the New York State Department of Labor in Elmira as the One-Stop Operator.

(3) selecting providers of youth activities
(3) Chemung Schuyler Steuben Workforce Development has a Youth Council to select providers of youth activities.

(4) identifying eligible providers of training services
(4) Chemung Schuyler Steuben Workforce Development will have the lists of certified trainers from the State.

(5) identifying eligible providers of intensive services
(5) The intensive services will be contracted to the New York State
Department of Labor counselors.

(6) developing the Local Board’s administrative budget
(6) The Chemung Schuyler Steuben Workforce Development
Structure/Resource Committee and the Fiscal/Deputy Director develop the budget. Full Board and Chief Elected Officials approve it.

(7) directing the disbursement of funds by the local Fiscal Agent
(7) The Chemung Schuyler Steuben Workforce Development Fiscal/Deputy Director works closely with her committee on disbursement of funds. Every check and balance is in place. Any check over $1,000.00 must have two (2) signatures.

(8) soliciting grants and donations
(8) The Chemung Schuyler Steuben Workforce Development Board has pledged to raise other funds for the new program. Staff has solicited grants for the One-Stops.

(9) providing program oversight for:
(a) youth activities
(a) The monitoring will continue with the Chemung Schuyler Steuben Workforce Development monitor.

(b) employment and training activities (under Section 134 of WIA)
(b) The monitoring will continue with the Chemung Schuyler Steuben Workforce Development monitor.

(c) One-Stop delivery system (including continuous improvement efforts)
(c) The monitoring will continue with the Chemung Schuyler Steuben Workforce Development monitor.

(10) negotiating local performance measures
(10) The Chemung Schuyler Steuben Workforce Development will negotiate with the New York State Department of Labor concerning local performance measures.

(11) assisting the Governor in developing the statewide employment
statistics system
(11) One-Stop Operating System/Workforce Information System (OSOS/WINS) will track all records with employment and training system and partners.

(12) coordinating workforce investment activities with economic
development strategies and developing other employer linkages
(12) Chemung Schuyler Steuben Workforce Development has added all the economic developers in the three counties to the Board.

(13) promoting the participation of private sector employers in the
statewide workforce investment system
(13) Chemung Schuyler Steuben Workforce Development Board has
contracted with an outside marketing firm to promote participation of private sector employers. Chemung Schuyler Steuben Workforce Development will provide email accounts for small “mom and pop” employers. The Chemung Schuyler Steuben Workforce Development Board has contracted a survey group to conduct focus groups with employers.

(14) ensuring the effective provision of connecting, brokering and
coaching activities to assist employers in meeting hiring needs
(14) The Chemung Schuyler Steuben Workforce Development Board and New York State Department of Labor and the One-Stop partners will assist employers to meet their hiring needs.

(15) meeting the “Sunshine Provision” of the Workforce Investment Act
[Section 117(e) of WIA]
(15) The Sunshine Provision of the Workforce Investment Act will
be adhered to. That is also why Chemung Schuyler Steuben
Workforce Development keeps local paper files and records. Chemung Schuyler Steuben Workforce Development advertises all meetings in the three local papers.

c. Describe how the Local Board will be staffed, the functions of the staff
and the related reporting structures.
(c) The Chemung Schuyler Steuben Workforce Development Board of Directors will employ staff to carry out the necessary functions and purposes of the Workforce Investment Act. The Executive Director will be appointed by a majority vote of the Board and shall serve at the pleasure of the Board. Duties of the Executive Director are: develop and implement the Comprehensive Five-Year Local Plan (including modification and revisions), and responsible for submitting said Plan to the State; develop, prepare and implement policies and procedures established by the Board; hire, train, supervise and/or terminate staff as necessary to carry out functions of Chemung Schuyler Steuben Workforce Development Board; prepare and present bi-monthly and annual progress reports to the Board; provide technical assistance to service providers to insure compliance; develop and maintain uniform system for client intake, eligibility verification, tracking, etc; within policies established by the Board, develop sub-recipient contracts with service providers; keep Board updated on awarded contracts, program and activities; report to Board unexpended funds or new funds received and make recommendations on utilization of those funds; and other such duties, powers and functions as may be assigned by the Board of Directors. The Fiscal Director/Deputy Director will: maintain financial accounting system, records and procedures; prepare and submit financial reports to the State, Executive Director and Board; prepare and submit to Board of Directors an annual budget for all funds received; other such duties as assigned by the Executive Director and the Board. The Employment Specialist will: monitor all programs to insure compliance with Workforce Investment Act; give technical assistance to service providers; oversee and provide guidance to the One-Stop Centers to insure compliance; and any other duties assigned by the Executive Director on the Board. The One-Stop Technicians will: provide assistance to clients in preparing a resume, cover letter or job search. They will also be involved in the PowerPoint Presentations to local community agencies. Other duties to be assigned by the Executive Director on the Board. The Secretary will: prepare correspondence, reports and Board & committee minutes; work with web page to update, etc; work with Marketing Committee for advertising, brochures, etc; other duties as assigned by the Executive Director on the Board.

d. Describe the process for dealing with actual and perceived conflicts of
interest by Local Board members.
d.) As each Board Director joins the Board, the Executive Director gives an orientation, board handbook and explains conflict of interest. When a conflict of interest issues is in doubt, the Director, Chairman or New York State Department of Labor State Representative informs the Board. If an actual or perceived conflict of interest arises, the Chairperson and the Executive Director of Chemung Schuyler Steuben Workforce Development meets with the Board Director to explain that he/she is not allowed to say anything about the matter or vote on the matter at the upcoming committee or Board meeting. If the Board Director doesn’t follow the conflict of interest rules, he/she is asked to leave the Board.

e. EITHER:

(1) Attach a copy of the Local Board’s By-laws showing date enacted.
This attachment should be labeled “ATTACHMENT E” and inserted in Section V of the plan,

OR:

(2) Attach a statement (as a temporary “ATTACHMENT E”) describing the process by which the Local Board’s By-laws are to be developed; list the key issues to be included and indicate the date by which a signed/dated copy will be submitted to the State for inclusion in the plan.

3. Youth Council

a. Describe how the Youth Council coordinates and interacts with the Local
Board, Chief Local Elected Official(s), and other partners.
a.) The Chemung Schuyler Steuben Workforce Development Youth Council coordinates with the Local Board through the Structure/Resource Committee and full board. The Chairperson of the Youth Council is a member of the Board and also the Structure Committee. The minutes of the Youth Council meetings are included in the agenda of the Full Board meetings. An oral report is given every month keeping the two groups closely connected. The Youth Council has six Chemung Schuyler Steuben Workforce Development Board Directors (private sector representatives) as members of the Youth Council. The Youth Council interacted with the three Chief Elected Officials directly during the formation of the Council. The Chief Elected Officials had final approval along with the Chemung Schuyler Steuben Workforce Development Board.

b. Describe how the Youth Council will carry out its functions including
recommending eligible providers and conducting oversight, coordinating youth
activities, and other appropriate duties.
b.) The Youth Council will create a committee system similar to the
Chemung Schuyler Steuben Workforce Development Board structure. A committee will assume responsibility for issuance of RFP’s and evaluations based on criteria of the Council.
1. A pre-bidder conference will be held before an RFP is released.
2. A single provider cannot apply. A consortium of providers is required to assure coordination of efforts.
3. The program design will incorporate SCANS.

The Youth Council will make recommendations to the full Board or Executive Committee of the Board as appropriate. Monitoring programs will be conducted by the staff to the Board with staff of the Youth Council.

c. Discuss how the Youth Council provides leadership to the local youth programming system (ensure business input).
c.) Every youth agency, all educational providers and private sector are on the Council, either directly or by representation.

d. Describe how responsibilities for oversight, monitoring and corrective action
for the Local Area’s youth programs are addressed by the Youth Council.
d.) The Youth Council is welcome to utilize the Chemung Schuyler Steuben
Workforce Development monitoring system and calculations as modified to suit special events. The reporting procedures adopted by this monitoring unit consist of internal and external reports, which are completed after each monitoring visit. The Internal report, which is given to the Executive Director, cites all deficiencies and problems found at the work site or classroom. Whenever possible, monitors offer suggestions for corrective action based on their knowledge of resources. This report is also a source of feedback concerning all positive results. The external report, which is sent to the OJT work site or classroom instructor or program supervisor, essentially covers the same areas as the internal inasmuch as it contains constructive criticism with suggestions, and recognition of achievements. The following are monitoring areas comprising both internal and external reports:
1. Instructor/Supervisor Evaluation
2. Participant Evaluation
3. Compliance with WIA Rules and Regulations
The Supervisor/Instructor evaluation allows participants to rate the
supervision and training which they are receiving while assigned to
OJT work site or classroom training. The Participant evaluation,
which is completed by the immediate supervisor/instructor, provides
Chemung Schuyer Steuben Workforce Development with a current
official appraisal of participant’s skills and attitudes. The CRT or
OJT’s compliance to WIA rules and regulations are closely
monitored. Prior to the monitoring visits, monitors acquaint themselves with contract provisions and project proposals. All undocumented contract modifications and infractions are cited for corrective actions. The intentions of subcontractors, with respect to permanent placement of OJT participants in unsubsidized payrolls, is another area which is monitored continually. Any impediments to this transition, whether deliberate or unintentional, will be cited in both internal and external reports along with proposed corrective action. After the facts determined from these areas are assessed, an overall rating is given to the project or work site. The monitoring reports will be rated on a 20-point base, broken down as follows:

0 – 9 Compliance with WIA rules and regulations. (This category will deal with child labor laws, fraud, abuse with regulations, unallowable activities, compliance with work site agreements, etc.)

0 – 6 Participant evaluation of site and services. (This category will have questions concerning the worker’s duties, supervision, participant awareness of classroom instruction, etc.)

0 – 5 Supervisory evaluation of participant. (This section will be the supervisor’s/instructor’s evaluation of the worker’s attitude, time and attendance, dependability, etc.)

20 points maximum
Report ratings are given as follows:
16 – 20 Acceptable
13 – 16 Minor Problem
0 - 09 Unacceptable

ANY category receiving a 0-point rating will necessitate an automatic
“Major Problem” rating.

Follow-up will be conducted as follows:

Unacceptable – immediately
Major Problem – 1 week
Minor Problem – 2 weeks
Acceptable – no follow-up

Monitors will visit all work sites and speak to participants and
supervisors/instructors.

When follow-up visits are conducted, monitors will measure the
effectiveness of the prescribed improvements.

For the purpose of onsite visits, the following is a list of specific
monitoring emphasis associated with each program and frequency of
review.
&Mac183; Planned versus actual placements
&Mac183; Compliance with WIA rules and regulations
&Mac183; Effectiveness of training programs through oral and written evaluations
&Mac183; Proper distribution of WIA service allowances
&Mac183; Audit control of OJT contracts
&Mac183; OJT
a. Undocumented contract modifications
b. Participants working within job specifications
c. Attendance
d. Personnel policies
e. Hazardous duty
f. Discriminatory practice
g. Nepotism

Monitoring activity associated with:

1. Central Record Unit Data
a. Monitor enrollment and termination sheets
b. Monthly registration, referral and enrollment reports
c. Monitor existence and maintenance of individual file folders
d. Ability to “track” a participant through WIA program
e. Monitor the job developers’ documentation concerning job
development services and referrals

The monitoring unit will also monitor the Intake and Recruitment
Functions as performed by the subcontractor, the local New York
State Employment Service.

Examples of monitoring emphasis will include:
&Mac183; Checking for properly completed intake and registration forms
&Mac183; Sufficient recruitment efforts
&Mac183; Assessments of individuals abilities and referrals.

II. LOCAL AREA SERVICE DELIVERY STRATEGIES

A. ONE-STOP SYSTEM

1. Partners

a. Discuss the actions that have been taken to establish the local One-Stop system prior to WIA implementation.
a.) About five years ago, Chemung Schuyler Steuben PIC started a career resource center with New York State Department of Labor in the New York State Department of Labor building. We worked and are still working to fully implement a full-fledged One-Stop. By July 2000, the Elmira One-Stop will be complete with all the partners, Memorandum of Understanding’s and services. Chemung Schuyler Steuben Workforce Development has four more Career Search Centers in Hornell, Bath, Watkins Glen and Corning. As soon as time allows the Corning center will also be a full functioning One-Stop. Bath and Watkins Glen are to be satellites because of size and Hornell will be RFP’d out as soon as possible.

b. Provide a brief description of the One-Stop delivery system in your Local Area including a description of how resources and staffing will be pooled to provide comprehensive services as well as the locations at which services will be provided.
b.) The delivery system in the Elmira One-Stop is staffed by two One-Stop Technicians employed by Chemung Schuyler Steuben Workforce Development. Two AARP senior employment people work in the center also. The New York State Department of Labor staff provide eligibility determination, assessment, counseling and training referrals under contract to Chemung Schuyler Steuben Workforce Development. The VESID person, the Department of Labor, the BOCES all work in the One-Stop. Corning Community College is a partner. Tri-County Housing and CBO which is EOP “ATTACHMENT F” are also partners in the One-Stop. How resources and staffing will be pooled is not designated yet. A Memorandum of Understanding meeting is scheduled for January 2000.

c. Describe the intended roles of the required and optional partner(s) in the One-Stop system. Realizing that partner roles may still be under negotiation, provide, to the extent possible, a broad description of the roles, and the local vision for how the partners will work together to provide services to the customers of the One-Stop system.
c.) The partners have not decided who will do the required core services. But Chemung Schuyler Steuben Workforce Development contracts with New York State Department of Labor to do the intensive and counseling services. There is a multitude of services and the latest technology. There are workshops, literacy training, computer labs, Internet access and the New York State Department of Labor OSOS/WINS system will be used. Labor Market information will be furnished. The Corning Community College personnel will provide the Welfare-to-Work activities and financial aid assistance. Follow-up services are to be provided by New York State Department of Labor under a revenue contract with Chemung Schuyler Steuben Workforce Development. Corning Community College and New York State Department of Labor provide Job clubs. A Memorandum of Understanding meeting is scheduled to further define the plan. All the partners have met and seem willing to negotiate.

d. Describe the consultation process between the Chief Local Elected Official(s) and the Local Board in the event additional partners are desired or conflicts arise.
d.) The Chief Elected Officials and the Chemung Schuyler Steuben Workforce Development Board meet often and attend Board meetings together as well as special meetings together. Our Board has a very close relationship with the Chief Elected Officials.

e. Describe how the One-Stop system will ensure the continuous improvement of eligible providers of services and ensure that such providers meet the employment and training needs of employers, workers, and job seekers in the Local Area.
e.) All the One-Stops will provide current data furnished by the providers and the state certification. A One-Stop Coordinator will monitor and review data on a weekly basis. Report cards and program reports will be required quarterly from participants. Follow-up will be made with employers by telephone and in person.

2. Operator

a. Describe the process that was used to select the One-Stop Operator within the Local Area. Identify whether the designation was the result of a competitive selection process or an arrangement between the Local Board and a consortium of at least three of the mandated partners.
a.) With the agreement of the Chief Elected Officials, the local Board designates an organization to serve as the One-Stop operator. In Elmira, it was the Elmira New York State Department of Labor office that will become the One-Stop operator. In Bath and Watkins Glen an RFP was issued, advertised and reviewed. The operator in Bath is Pro-Action and in Watkins Glen the operator is Schuyler ARC. In Corning and Hornell there will be an RFP issued soon or may be in agreement of three Partners, Board and Chief Elected Officials. Memorandum of Understandings negotiations are underway for Elmira, Corning, Watkins Glen and Bath.

b. Identify the One-Stop Operator at each site within the Local Area. If the operator has not been selected, identify the process that will be used for selection within the Local Area and the target date for that designation.
b.) The One-Stop operator for Hornell has not been selected. The decision will be made soon for an RFP or consortium of at least three partners. The One-Stop in Bath was decided by an RFP. The One-Stop in Watkins Glen was decided by RFP process. Chief Elected Official, Board and three Partners, agreed upon the Elmira One-Stop. The Corning One-Stop will be decided soon. The target date for Hornell is July 2000, Corning the same.

3. Access/Referrals

a. Define what “access” means within your local One-Stop system. Describe how access to appropriate services from each of the partners will be achieved (e.g. telephone or paper referral, technology links, out stationing of staff, cross training of staff, etc.) within your One-Stop system, and through your One-Stop center(s).
a) The ultimate goal of our One-Stop system is to collaborate and create a seamless system of service delivery and enhance access to the program services and improve long-term employment outcome. All offices will be linked by a single database and case management system OSOS/WINS from New York State Department of Labor. Most of the partners will be available on the premises at least part-time.

b. Describe the process for making referrals and conducting follow-up to determine that appointments are kept and services are provided. What are the guidelines for determining when referrals are appropriate or necessary? Include a description of the case management system. If not centralized, how will the partners determine case management responsibilities?
b.) Chemung Schuyler Steuben Workforce Development One-Stops are going to use a “swipe-card” approach. All business and appointment services will be registered on a main computer file. If a customer has a specific need, a referral to the appropriate agency will be made. The case management system OSOS/WINS is for all partners access.

c. How will services be made available within the Local Area to individuals who do not have easy access to a comprehensive One-Stop center?
c.) We plan to use our web-site as a virtual One-Stop. They can enter the
system from any public access computer. Services are available at all career search centers in the SDA.

4. Memoranda of Understanding (MOUs)

a. As required in Section 121(c) of the WIA statute, MOUs must be developed between the Local Board and each of the One-Stop partners concerning the operation of the One-Stop delivery system in the Local Area. A copy of each of these MOUs must be attached, labeled as “Attachment F” and inserted in Section V of the Plan.
a.) see “Attachment F” (Memorandum regarding a meeting about One-Stop Memorandum of Understanding). Notice: Memorandum of Understanding meetings scheduled for Elmira One-Stop are as follows:
12/14/99 Required Partners to meet for the first meeting regarding Memorandum of Understanding.
2/4/00 Training from Phil Wagner and John Yarowski on cost
allocation.
2/24/00 Final Memorandum of Understanding meeting scheduled.
3/3/00 Memorandum of Understanding submitted.

b. A copy of the cost allocation plan developed by the Local Board and the
One-Stop partners must be included in or attached to each MOU.
b.)

c. MOUs will specify which partners will provide which specific core, intensive and/or support services.
c.)

5. Services

a. Core

Identify each of the Core Services to be provided through the One-Stop system. Indicate whether these services are informational, self accessed, or staff assisted. Identify to which partner(s) these services are attributable and how coordination among partners will be achieved for those services that are shared. A matrix is an acceptable format to utilize in meeting this requirement. “ATTACHMENT G” One-Stop System and Center Gap Analysis Matrix and Workforce Development Board Career Center Comparison.
a.) “ATTACHMENT H(5)” One-Stop System and Center Gap Analysis
Matrix and “ATTACHMENT H(6)” Workforce Development Board
Career Center Comparison.

b. Intensive

Identify each of the Intensive Services that will be made available through the One-Stop system. Indicate the partner(s) to which these services are attributable. A matrix is an acceptable format to utilize in meeting this requirement.
b.) Intensive Services to adults and dislocated workers are designed for the
Unemployed who are unable to obtain employment through core services, and have been determined by the One-Stop operator to be in need of more intensive services to gain employment.
Intensive services include:
&Mac183; Skill assessments
&Mac183; Individual employment plan
&Mac183; Individual and group counseling
&Mac183; Case management
&Mac183; Short-term prevocational services
Local Boards cannot directly provide intensive services. Chemung
Schuyler Steuben Workforce Development contract this with the New
York State Department of Labor. They are located in all five One-
Stops.

For those Adult and Dislocated Worker funded intensive services not being provided directly by the One-Stop operator, describe the procedure for procurement of these providers in accordance with Section 134(d)(3)(B)(ii) of WIA.
N/A

c. Training

Define each of the training services that will be made available through the One-Stop system.
c.) Chemung Schuyler Steuben Workforce Development One-Stop will provide through the One-Stop system the following:
&Mac183; Occupational skills training – may be from one month to two years of college or BOCES or approved training.
&Mac183; On-The-Job training – at the job of an approved contract with person employed by the employer.
&Mac183; Coupled On-The-Job training – some classroom and On-The-Job combined.
&Mac183; Incumbent worker training – may reimburse private sector for furnishing the training with supervisors or management teams.
&Mac183; Job readiness training – will generally be taught by trainers by the Request for Proposal process.

Chemung Schuyler Steuben Workforce Development will make available through the following consumer choice requirements:
&Mac183; The State list of eligible providers of training services required.
&Mac183; Information identifying eligible providers of On-The-Job training and customized training.
&Mac183; The performance information will be posted along with cost information.

Describe the process used by the Local Board to include providers on the eligible provider list for training services (application procedure). Discuss the process for maintaining and making available the eligible provider list.
Chemung Schuyler Steuben Workforce Development held a training program for all our training partners on November 6, 1999 presented by William Meehan and Dr. Anthony Joseph. The meeting was well attended and very informative. Every provider must submit an application as per the attached. “ATTACHMENT H(3)” Eligible Training Providers: Building a System of Customer Choice and “ATTACHMENT H(4)” Performance Measures and Accountability Under the Workforce.

Describe the information included in the consumer reports on eligible providers for the Local Area. Indicate any additional, verifiable, program specific performance information being required by the Local Board.
There will be additional performance indicators at the local level. We are in the process of developing additional performance indicators. We have contracted a consultant Morrison/Dodd Group, who are working closely with economic developers and New York State Department of Labor.

d. Individual Training Accounts (ITAs)

Provide a description of the locally developed ITA system including any limitation (dollar amount, duration, etc.) to be placed on the ITA.

Provide a description of any policy and/or procedures established to ensure that any exception to the use of ITAs is consistent with the exceptions contained in WIA at Section 134(d)(4)(G)(ii).

Provide a description of any policy or procedures, in place or to be developed, to be used to competitively award grants and contracts for training activities and services other than ITAs, and the estimated level of use.
Provide a description of the payment arrangements between the Local Board and the eligible providers of training services for ITAs.
d.) Individual Training Account Policy (ITA’s)
Background: Workforce Investment Act (WIA) established new guidelines regarding the establishment of ITA’s for the delivery of classroom training for adults, dislocated workers and older youth 19-21. The “ITA Issuance Policy” contains basic components of an ITA system that is to be approved by Chemung Schuyler Steuben Workforce Development.

Policy: The Chemung Schuyler Steuben Workforce Development Board shall make available classroom training in occupations, that are directly connected to occupations in demand as established by the Board based upon local market information (targeted demand occupations). Training will be provided through training vendors evaluated, approved and placed on the Vendor List.

The Board shall provide training services that lead to a certificate, associate degree, a baccalaureate degree, a competency or skill recognized by employers or a training regimen that provides individuals with additional skills or competencies generally recognized by employers.

Training Activities: The types of training services made available to job seekers through the Chemung Schuyler Steuben Workforce Development Board under the Workforce Investment Act shall include:
&Mac183; Individual referrals in local targeted demand occupations, as well as training for non-traditional employment, offered in a classroom environment,
&Mac183; Skill upgrading and retraining includes shorter-term training courses that build upon the job seekers existing skills to produce truly marketable skills.

Additional training services that the Board may choose to offer
includes:
&Mac183; Programs that combine workplace training with related instruction, such as customized training programs,
&Mac183; Entrepreneurial training
&Mac183; Adult education and literacy activities

Training Duration: The duration of training varies according to the needs of the job seekers, the particular training component, and the employment position sought. The following data indicates the approximate length of training, pending Board approval, for the various training components:
&Mac183; Occupational Classroom Training: One (1) month to two (2) years
&Mac183; Skills Upgrading and Retraining: One (1) month to one (1) year

Eligibility for Training: The Chemung Schuyler Steuben Workforce Development Board shall allocate sufficient WIA funds for the provision of classroom training to eligible populations in accordance with Section 134 (d)(4)(A) of the act. Eligible populations shall include those individuals, adults and dislocated workers who have respectively:

1. Met eligibility requirements for intensive services and are
2. After an interview, evaluation or assessment, and case
management, have been determined to:
a) be in need of training services
b) have the skills and qualifications to successfully participate
in the selected program of training services
3. Selected programs of training services that are directly linked to
the employment opportunities in the Tri-County area or in
another area in which the adult or dislocated worker are willing to
relocate
4. Been determined eligible according to the “Priority system” established by the Board. (see below)
5. Are unable to obtain other grant assistance, including PELL/TAP
Grants
6. Require assistance beyond the assistance made available under
other grant assistance programs
7. Otherwise meets the requirements while an application for a Federal PELL/TAP Grant is pending

Training Priority System: Due to limited available funds for training
services, the Board shall provide services to specific target groups
through a priority system in accordance with the Work Force
Investment Act. The primary target group for occupational training
shall include:
&Mac183; Economically disadvantaged individuals
&Mac183; Adult recipients of public assistance
&Mac183; Dislocated Workers
&Mac183; Youth ages 14 to 21 that are low income and possess 1 of 6
specified

Should additional WIA training funds become available, the Board
may choose to serve the following target groups:

&Mac183; Unemployed individuals who lack significant work history who
are
&Mac183; Employed individuals in jobs that do not afford “economic self
sufficiency” (incumbent workers)

Two separate funding caps are established for individuals eligible for
training services. Target groups eligible for training shall be divided
into two subgroups that shall have separate tuition reimbursement
limits: “Most in Need” and “Limited Need.” Most in Need
individuals shall be eligible to receive a tuition reimbursement up to
an amount of $5,000. Limited Need individuals are those individuals
receiving only “upgrading and retraining” services and shall be
eligible to receive a maximum tuition reimbursement of $4,000,
pending Board approval.

The “Most in Need” status is defined as:
&Mac183; Participants who lack any work experience in a Targeted Demand Occupation,
&Mac183; Participants who have limited work experience, defined as
lacking work experience four of the last five years in a
Targeted Demand Occupation, or
&Mac183; Participants who possess a certificate or license (not a degree)
which is more than five years old in a Targeted Demand
Occupation.

Individuals who are in “Limited Need” of training are defined as:
1. Possessing a Bachelor’s, Master’s or Ph.D. degree in a targeted
demand occupation that is more than five years old, or
2. Possessing a degree that is not in a demand occupation, or
3. Having four of the last five years of experience in a
targeted demand occupation without a license, certificate or
degree.

Minimum Requirements for Training: The minimum entry-level
requirements for training shall be possession of a GED or high school
diploma. Additionally, the training customer (client) must have a 9th
grade reading level and math comprehension. However, each
approved training provider shall be requested to identify minimum
academic and aptitude requirements for their training courses, which,
if approved by the Board, may take precedence over these minimum
requirements.

Special consideration shall be made for those individuals with limited
English skills if the training provider can provide instruction in the
native language and demonstrate that sufficient employment
opportunities exist for this group at wages that meet WIA
performance benchmarks.

Types of Training Contracts: The majority of occupational classroom
training shall be provided through the use if Individual Training
Accounts (ITA). However, the Board shall reserve the right to
contract for services in lieu of an ITA under the following conditions:

1. The services are for On-The-Job training provided through an employer or customized training as defined by the WIA.

2. The Board determines that a training service program of demonstrated effectiveness offered in the local area by a community-based organization or another private organization to serve participant populations that face multiple barriers to employment including one of the following categories:
&Mac183; Individuals with substantial language or cultural
barriers
&Mac183; Offenders
&Mac183; Homeless individuals
&Mac183; Other hard to serve populations that may be
identified by the Governor

ITA – General Conditions: In most cases, training services will be
provided through the use of Individual Training Accounts (ITA’s), to individuals who have met the eligibility requirements for intensive services, but are unable to obtain or retain employment through such services.

Through the One-Stop system, these individuals will be evaluated to determine whether or not they are in need of training and if they possess the skills and qualifications needed to participate successfully in the training program in which they express an interest. Additionally, they must require assistance beyond that made available under other grants, including PELL/TAP Grants; or they were unable to obtain other grant assistance, such as a PELL/TAP Grant.

Individual Training Accounts (ITA’s) shall be established for all eligible customers as defined in section 134 (d)(4)(A) of the act. These ITA’s shall be designed in such a way that each WIA training student will have available, or be provided data regarding their ITA account. Utilization of training funds will be set at a maximum amount, which will be determined by the Chemung Schuyler Steuben Workforce Development Board, or the amount of the training program, if the training program does not exceed the ITA amount set by the Board. Funds expended on a training program for any individual, whether that amount meets the maximum amount set by the board or not, shall be determined as fulfilling the training agreement for the training customer. In no case will the individuals ITA carry a balance after a training program is either completed, or terminated. terminated. Training time limits are set a minimum of one (1) month to a maximum of two (2) years.

The Board shall ensure that all training activities are provided
at sites that are accessible to individuals with disabilities, and
that all reasonable accommodations are made to provide
services to this population.

The Chemung Schuyler Steuben Workforce Development
Board shall ensure that the One-Stop operator provides
sufficient information regarding non-traditional training activities for individuals, both male and female.

ITA Issuance Policy: Prior to issuance of an ITA, each applicant shall already have received an initial assessment, initial occupational counseling, and an initial Development Plan from Intensive Services. Each applicant shall also have received detailed information regarding the Chemung Schuyler Steuben Workforce Development Targeted Demand Occupations. Those job seekers who did not obtain
employment from Intensive Services shall be scheduled an appointment with Workforce Development (WD) Counselor to guide into suitable training opportunities.

e. Support Services

Define each of the Support Services that will be made available through the One-Stop system (e.g. transportation, childcare, needs related payments, etc.). Identify which partners will provide which services.
e. The support services are transportation, childcare, counseling, UI
Information, “How to” classes, Internet accounts, and incidentals. Chemung Schuyler Steuben Workforce Development is in the process of identifying which partners will provide support services, depending on the client. Chemung Schuyler Steuben Workforce Development plans to be the last agency to be utilized for support services.

B. CUSTOMER SERVICE STRATEGY

1. Business

There is an increasing awareness of the importance of the business community as customers in the workforce investment system. Provide a general description of how services will be delivered to businesses in the Local Area as they relate to the following:

a. Incumbent Worker Training - While there is not a statutory requirement for services to this population, New York State has placed a special emphasis on incumbent workers. Describe what services will be provided to current employees of local businesses (i.e., skills upgrade, retention etc.).
a.) Chemung Schuyler Steuben Workforce Development Board is waiting
anxiously for the Incumbent Worker Training in the July 2000 WIA. The Board and the Board Committees have planned and held employer meetings in the tri-county area. The Board will implement an innovative Incumbent Worker Training program which may include the establishment of an employer loan program to assist in skills upgrading.

b. Recruitment - Describe the services available to businesses in recruitment of new employees. List all services available including those that go beyond the normal job posting, matching and referral procedures.
b.) Chemung Schuyler Steuben Workforce Development offers our offices for employers to interview, plus the staff is available to assist or do job screening. We can make the job listing available nationwide. We can take all of the “gate” traffic and save employers time and staff. Testing and assessment are part of our core services to employers.

c. Labor Market Information(LMI) - List the resources available to provide LMI to local businesses based on their needs as listed in Section I(B), “Employer Needs.”
c.) The offices can connect the employer with a labor market economist, who is an expert on local labor issues. Some of the LMI will be available in the resource rooms or on the New York State Department of Labor web pages.

d. Other Business Services - List any other services to businesses and a description of how those services will be delivered.
d.) Chemung Schuyler Steuben Workforce Development envision a workforce development system that is demand-side driven. That means a system that responds to businesses needs for qualified workers based on the skills required for economic competitiveness and it means making it easy for employers to find the right person for the right job. Chemung Schuyler Steuben Workforce Development One-Stops will be offering the employers their own email account. An employer would call or come to the One-Stop to set up the account. The employer may register in New York State’s (WINS) program and American’s Job Bank to be electronically matched to individuals with the required skills. The Chemung Schuyler Steuben Workforce Development offers veterans employment and also connect the employer with tax credits. On-The-Job-Training is offered as well as Incumbent Workers Training. Coupled On-The-Job-Training is also provided. Apprenticeship programs are offered.

2. Job Seekers

Provide a description of the adult worker employment and training activities to be made available in the Local Area. This description should indicate how the proposed activities will help meet the goals and needs identified in Section I, Local Vision and Goals. The service activities provided must be consistent with those described in Section III(A)(5), One-Stop System Services. Also, provide planned registrants by level of service (core, intensive, and training). How will technology be used to enhance service delivery?
2.) Job Seekers coming to the One-Stop whether beginning a job search, or
working to up-grade their resumé may take advantage of the career resource library. We offer the internet and OSOS/WINS as well as job seeking tools, personal computers, photocopiers, fax machines, telephones, postage, email plus all staff is available to assist the job seeker. Workshops and group or personal career counseling is available. The above is core services and intensive services are available if core services do not result in job attainment. Training services are also offered by the trained certified counselors in informing people about choices in demand occupations. All data regarding certified programs and data regarding the outcome will also be available. Core Services plans to serve about 7,000 people a year. Intensive Services plans to serve about 1,000 people Training Services plans to serve about 500 people.
Is there a description of how technology will be used to enhance service delivery?
Training services will be offered by trained certified counselors (New York State Department of Labor) if needed after extensive testing and assessment. The One-Stop counselor will have every tool available to enable the customer to make informed choices. Currently, we are purchasing the Plato program that will enable the customer to work through at his own pace, in addition to the Internet opportunities available. We plan to install computer stations at the area libraries and other public areas to allow all hours of technology available.

3. Dislocated Workers

Provide a description of the dislocated worker employment and training activities to be made available in the Local Area. This description should indicate how the proposed activities will help meet the goals and needs identified in Section I, Local Vision and Goals. The service activities provided must be consistent with those described in Section III( A)(5), One-Stop System Services. Also, provide planned registrants by level of service (core, intensive, and training).
3.) Core services are the same for everyone as are intensive services. The New York State Department of Labor counselors will work with the dislocated workers. They may be eligible for up to two years of training plus childcare and travel expenses. Many services are available via our web site at www.workforce2.org.

a. Rapid Response - Provide a description of how the Local Board expects to coordinate local activities with statewide rapid response activities.
a.) Chemung Schuyler Steuben Workforce Development couples with New York State Department of Labor staff and go as a team to the businesses that have filed WARN notices or announced significant layoffs. We plan to continue this procedure. We announce to all partners to accompany us if they wish. We have had great success with this process. We discuss Workforce Investment issues, training, re-training, re-employment, etc.
Does the Local Plan provide a description of the dislocated worker employment and training activities to be made available in the Local Plan?
Core Services 600
Intensive 200
Training 75

The New York State Department of Labor counselors will serve the dislocated workers in the intensive and training stages. Dislocated workers may be eligible for up to two years of training.

4. Youth
Describe the Local Area’s strategy for providing comprehensive services to eligible youth and indicate how those services will meet the goals and needs identified in Section I, “Local Vision and Goals.” Your description of youth activities should include descriptions of:

a. key design components of the youth program (i.e., objective assessment, linkages, preparation for post secondary educational opportunities)
a.) Comprehensive services will include provisions of an objective assessment of each youth participant, meeting the requirements of WIA section 129, including a review of the academic and occupational skill levels, as well as the service needs of each youth. Development of services strategies for each youth participant, including an employment goal and consideration of the assessment results. The range of services and strategies will include preparation for post- secondary educational opportunities, linkages between academic and occupational learning, preparation for employment and the provision of strong links to the job market.

b. incorporation of the ten required youth program elements (i.e., tutoring, study skills training; alternative secondary school offerings; paid and unpaid work experiences; occupational skills training; supportive services; etc.)
b.) Incorporation of the ten required youth program elements are as follows: Chemung Schuyler Steuben Workforce Development Youth Council plans to provide the following:
1)tutoring, study skills training and instruction leading to secondary
school completion, including dropout prevention.
2)alternative secondary school offerings.
3)summer employment directly linked to year round programs.
4)paid and unpaid work experiences, internships, apprenticeships and
job shadowing.
5)occupational skill training.
6) leadership development.
7)supportive services.
8)adult monitoring for not less than twelve (12) months.
9)follow-up services for twelve (12) months.
10)comprehensive guidance and counseling.

c. means by which successful providers of these youth activities will be identified by the Local Board
c.) Successful providers of these youth activities are being identified by
the Youth Council. To date they have had six plus (6+) meetings to establish structure, procedures and standards.

d. mechanisms for coordinating the youth program with other youth programs
d.) All the local youth programs in the region are represented on the
Youth Council.

e. criteria used by the Local Board in awarding grants for youth activities
e) The criteria used by the Local Board in awarding grants for youth activities will be on recommendation of the Youth Council with final approval by the Board. The Youth Council will follow established procedure and criteria for evaluating proposals and recommending funding awards.

f. number of planned enrollments by service type (i.e., summer, year-round, in school, out-of-school)
f) The projected number of planned enrollments by service type are summer 150, year round 150, in school 100 and out of school 50.

g. established links with adult services to assure smooth transitioning of older youth to adult services
g) Established links with adult services to assure smooth transition of older youth to adult services will be handled by the One-Stops. Youth 18-21 will be eligible for training through the Title I Adult programs.

h. plans to assure compliance with the statutory 30 percent expenditure requirement for out-of-school youth.
h) Plans to assure compliance with the statutory 30% expenditure will be through the Chemung Schuyler Steuben Workforce Development Management Information System (MIS).

C. ACCOUNTABILITY

1. Reporting and Record Keeping

a. Identify the systems that will be used to capture required reporting information, assure accurate tracking, maintain individual training plan records, and provide overall case management.
a.) One-Stop Operating System will be utilized by Chemung Schuyler Steuben Workforce Development for record keeping and case management. Paper records will be kept for monitoring and oversite.

b. Describe how information will be shared among partners.
b.) One-Stop Operating System is an Internet based application. All partners will have access based on need.

c. Discuss record availability to the public, standardization, confidentiality, and retention.
c.) One-Stop Operating System is a secure Internet system. All partners will use case management and eligibility sections. Also paper records for documentation will be kept for inspection and monitoring.

2. Monitoring

a. Describe systems to ensure solid oversight and monitoring of administrative
and programmatic systems and activities.
a.) The Chemung Schuyer Steuben Workforce Development has established a Monitoring Unit, whose mission is to insure that integrity and compliance are maintained throughout all current and future programs. This monitoring unit will internally report to the Director. The Director will report to the Board with the findings and corrective action.

b. Describe oversight and monitoring roles and responsibilities, (both internal and with service providers) including areas such as documentation, regular evaluation of data and systems, appropriate policies and procedures, customer feedback evaluation, corrective actions and dealing with non-compliance.
b.) The reporting procedures adopted by this monitoring unit consist of Internal and external reports, which are completed after each monitoring visit. The Internal report, which is given to the Director, cites all deficiencies and problems found at the worksite or classroom. Whenever possible, monitors offer suggestions for corrective action based on their knowledge of resources. This report is also a source of feedback concerning all positive results. The external report, which is sent to the OJT worksite or classroom instructor or program supervisor, essentially covers the same areas as the internal inasmuch as it contains constructive criticism with suggestions, and recognition of achievements. The following are monitoring areas comprising both internal and external reports:
1. Instructor/Supervisor Evaluation
2. Participant Evaluation
3. Compliance with WIA Rules and Regulations

The Supervisor/Instructor evaluation allows participants to rate the
supervision and training which they are receiving while assigned to
OJT worksite or classroom training. The Participant evaluation,
which is completed by the immediate supervisor/instructor, provides
Chemung Schuyer Steuben Workforce Development with a current
official appraisal of participant’s skills and attitudes. The CRT or
OJT’s compliance to WIA rules and regulations are closely
monitored. Prior to the monitoring visits, monitors acquaint
themselves with contract provisions and project proposals. All
undocumented contract modifications and infractions are
cited for corrective actions. The intentions of subcontractors, with
respect to permanent placement of OJT participants in unsubsidized
payrolls, is another area which is monitored continually. Any
impediments to this transition, whether deliberate or unintentional,
will be cited in both internal and external reports along with proposed
corrective action. After the facts determined from these areas are
assessed, an overall rating is given to the project or worksite. The
monitoring reports will be rated on a 20 point base, broken down as
follows:

0 – 9 Compliance with WIA rules and regulations. (This category will deal with child labor laws, fraud, abuse with regulations, unallowable activities, compliance with worksite agreements, etc.)

0 – 6 Participant evaluation of site and services. (This category will have questions concerning the worker’s duties, supervision, participant awareness of classroom instruction, etc.)

0 – 5 Supervisory evaluation of participant. (This section will be the supervisor’s/instructor’s evaluation of the worker’s attitude, time and attendance, dependability, etc.)

20 points maximum
Report ratings are given as follows:
16 – 20 Acceptable
13 – 16 Minor Problem
0 - 09 Unacceptable

ANY category receiving a 0 point rating will necessitate an automatic
“Major Problem” rating.

Follow-up will be conducted as follows:
Unacceptable – immediately
Major Problem – 1 week
Minor Problem – 2 weeks
Acceptable – no follow-up

Monitors will visit all work sites and speak to participants and
supervisors/instructors. When follow-up visits are conducted,
monitors will measure the effectiveness of the prescribed
improvements. For the purpose of onsite visits, the following is a list of
specific monitoring emphasis associated with each program and
frequency of review.
&Mac183; Planned versus actual placements
&Mac183; Compliance with WIA rules and regulations
&Mac183; Effectiveness of training programs through oral and written evaluations
&Mac183; Structure and accuracy of training contracts
&Mac183; Proper distribution of WIA service allowances
&Mac183; Audit control of OJT contracts
&Mac183; OJT
a. Undocumented contract modifications
b. Participants working within job specifications
c. Attendance
d. Personnel policies
e. Hazardous duty
f. Discriminatory practice
g. Nepotism

Monitoring activity associated with:
1. Central Record Unit Data
a. Monitor enrollment and termination sheets
b. Monthly registration, referral and enrollment reports
c. Monitor existence and maintenance of individual file folders
d. Ability to “track” a participant through WIA program
e. Monitor the job developers’ documentation concerning job
development services and referrals
The monitoring unit will also monitor the Intake and Recruitment
functions as performed by the subcontractor, the local New York
State Employment Service.

Examples of monitoring emphasis will include:
&Mac183; Checking for properly completed intake and registration forms
&Mac183; Sufficient recruitment efforts
&Mac183; Assessments of individuals abilities and referrals.

3. Procurement

a. Describe the Local Area's procurement process for any administrative or customer services or training not covered by Individual Training Accounts.
a.) The purpose of this section is to describe Chemung Schuyler Steuben
Workforce Development’s rules and regulations for the procurement
of goods and services.
A. General Policy of Competition
All Chemung Schuyler Steuben Workforce Development small purchase, RFP and sealed bid procurements transactions are conducted in a manner of full and open competition. The Chemung Schuyler Steuben Workforce Development will employ sole source procurement methods only because of:
• sole source of supply
• emergency / urgency
• failed competition
• grantor authorization

B. Authority , Responsibility and Delegation
The employees authorized to execute small purchases are all staff with permission from the Executive Director. Sealed bids, RFPs and sole source procurements are done by the Executive Director and Fiscal Assistant. Chemung Schuyler Steuben Workforce Development fiscal department will (on an annual basis) review multiple small transactions which are within the competition or price quote thresholds but over time aggregate to an amount above these levels will be considered a single procurement subject to bidding or quotation.

C. Code of Conduct
Each director, officer and employee of the Chemung Schuyler Steuben Workforce Development shall:
1. Uphold the Constitution, laws and legal regulations of the United States and all governments therein and never be a party to their evasion.
2. Never discriminate unfairly by the dispensing of special favors or privileges to anyone, whether for renumeration or not; and never accept for himself/herself; his/her family or friends; gifts or benefits under circumstances which might be construed by reasonable persons as influencing the performance of his/her duties.
3. Engage in no business with or for the Chemung Schuyler Steuben Workforce Development, which is inconsistent with the conscientious performance of his/her duties for the SDA.
4. Never use any information coming to him/her confidentially in the performance of his/her duties for the SDA as a means for making private profit.
5. Seek to find and employ the most efficient and economical ways of getting tasks accomplished.
6. Expose corruption, fraud, or abuse wherever discovered.
7. Be ever conscious that the receipt. Control and expenditure of public funds required conduct in accordance with the highest moral principles and standards.

D. Conflict of Interest
Employees have an obligation to conduct business within guidelines that prohibit actual or potential conflict of interest. This policy establishes only the framework within which the Chemung Schuyler Steuben Workforce Development wishes the business to operate. The purpose of these guidelines is to provide general direction so that employees can seek further clarification on issues related to the subject of acceptable standards of operation. An actual or potential conflict of interest occurs when an employee is in a position to influence a decision that may result in a personal gain for that employee or for a relative as a result of the SDA’s business dealings. For the purposes of this policy, a relative is any person who is related by blood or marriage, or whose relationship with the employee is similar to that of persons who are related by blood or marriage. No “presumption of guilt” is created by the mere existence of a relationship with outside firms. However, when the employee has any influence on transactions involving purchases, contracts, or leases, it is imperative that they disclose to the Executive Director as soon as possible the existence of any actual or potential conflict of interest so that safeguards can be established to protect all parties. Personal gain is prohibited where the employee or relative has significant ownership in a firm with which the SDA does business, and also when the employee or relative receives any kickback, bribe, substantial gift, or special consideration as a result of any transaction or business dealings involving the SDA in which the employee has influenced.

E. Selection of Procurement Method
Small purchase procedures are utilized for procurement of services, supplies and equipment that do not exceed $2,500 in aggregate. Competitive Request For Proposals are utilized to procure training and services and are publicized. The Chemung Schuyler Steuben Workforce Development utilizes technical evaluations to review and rank proposals and awards are made to responsible proposers whose proposals are most advantageous to the program with regard to price, technical and other factors. Competitive sealed bids are utilized for procurement of service, supplies or equipment where cost is the primary determinant and cost exceed $2,500.
Non-competitive negotiation sole source procurement are utilized only under the following circumstances:
&Mac183;. The item is available only from a single source
&Mac183;. Emergency / Urgency
&Mac183;. Failed Competition
&Mac183;. Grantor Authorization

F. Cost/Price Analysis
The Chemung Schuyler Steuben Workforce Development performs cost analysis on sealed bid and small purchase procurements by comparing costs against the various bids received. The competitive RFP process budgets are reviewed first to insure that costs are allowable under WIA. Further analysis reviews cost per person served, cost per entered employment, comparison to other similar programs and services, reasonableness of all budgeted items as compared to recent past costs for similar goods and services and a review of any offsetting contributions from other sources.

G. Small Purchases
The majority of administrative procurement transactions will take place under small purchase procedures developed to govern instances where it has been determined that the administrative costs of carrying out full and open competition would not be economical. These procedures generally allow a buyer to get a limited number of quotes (often 3) and to streamline the documentation process.

H. Purchases from Vendors
Under $200 do not require any price quotes. From $200 - $499 will require 3 phone quotes which will be documented in the procurement file. From $500 - $2,499 will require the transmission of written invitations to quote to at least 3 vendors and the subsequent receipt of at least 3 written or faxed quotes. Over $2,500 will require the use of the sealed bid or RFP method.

I. Request for Proposals
Request for Proposals (herein referred to as RFP) are used to solicit proposals from sub-contractors for all work sub-contracted by Chemung Schuyler Steuben Workforce Development. Their main use is in hiring program operators for such programs as EYP, SYETP and 8%. The program staff are responsible for preparing RFP’s for their programs, fiscal staff will assist as requested.
1. Public Notices
Each RFP issued by Chemung Schuyler Steuben Workforce Development will be printed in all official newspapers of Chemung Schuyler Steuben Workforce Development. The paper printing the notice must provide an affidavit of publication as proof of meeting this requirement. Public Notices will contain, at a minimum, the following:
1.The program for which an RFP is requested
2.Deadline for submitting sealed RFPs (date, time and
place)
3.Place of RFP opening and public reading
4.Chemung Schuyler Steuben Workforce Development
contact person and phone number
2. No award will be made until at least five days after the printing of the Public Notice.
Official Newspapers
The following are designated as official newspapers of Chemung Schuyler Steuben Workforce Development:
Elmira Star Gazette
Corning Leader
Watkins Glen Review
Hornell Evening Tribune
Additional newspapers may be used as desired.
3. Proposer’s List
Chemung Schuyler Steuben Workforce Development
maintains a list of organizations that are interested in
proposing on programs. Any responsible organization such
as a school, community based organization, or educational
services company can request to be placed on the list.
Notification of available RFPs will be sent to all
organizations on the list.
4. Content of RFP’s
There is a great latitude left to staff in the content of RFPs.
As a minimum, the following information must be included
in every RFP:
&Mac183; Date, place and time of RFP submission deadline and public reading.
&Mac183; Chemung Schuyler Steuben Workforce Development contact person and phone number.
&Mac183; Statement of Non-Collusion.
&Mac183; Evaluation Criteria.
&Mac183; Specific information on the program to be run; or services or equipment to be required.
&Mac183; Requirements of RFP submission, such as budget information or other cost data, information on the proposer and their experience, credentials of programs operators, placement goals, etc.
&Mac183; Required insurance information.

a. Public Opening and Reading
RFP’s which have a specific deadline must be publicly opened
and read by an employee designated to do so by the Board of
Directors. The designate for Chemung Schuyler Steuben
Workforce Development is the Executive Director, who may in
turn designate another employee. The public reading should
take place at the time of the RFP deadline at the Chemung
Schuyler Steuben Workforce Development office. A record of
the RFPs should be made at the RFP opening and presented to
the Board of Directors along with any staff and/or committee
recommendations.
b. Statement of Non-Collusion
In accordance with NYS General Municipal Law Section 103d,
all proposers must sign a Statement of Non-Collusion and
return it with their RFPs. The content of the statement is as
follows: “By submission of this RFP, each proposer and each person signing on behalf of any proposer certifies, and in the case of a joint RFP each party thereto certifies as to its own organization, under penalty of perjury, that to the best of knowledge and belief: The prices of this RFP have been arrived at independently without collusion, consultation, communication, or agreement for the purpose of restricting competition, as to any matter relating to such prices with any other proposer or with any competitor. Unless otherwise required by law, the prices which have been quoted in this RFP have not been knowingly disclosed by the proposer and will not knowingly be disclosed by the proposer prior to opening, directly or indirectly, to any other proposer or to any competitor; and no attempt has been made or will be made by the proposer to induce any other person, partnership or corporation to submit or not to submit a RFP for the purpose of restricting competition.” The statement must be signed by the CEO of the proposer or other individual responsible for submitting the RFP.
c. Evaluation Criteria
Each RFP must list the criteria for RFP evaluation. Criteria can be as broad as desired, but no criteria can be used to evaluate a proposal unless it was specifically listed in an evaluation criteria in the RFP. Criteria can include cost, cost per participant, prior experience, program length, program goods, etc.
c. Insurance Requirements
Proposer is required to present proof of insurance in order to conduct programs with participants. Those requirements are:
1. Liability Insurance
2. Workman’s Compensation Insurance
3. Employee Bonding Policies
4. Temporary Disability Insurance
Requirements may be adjusted accordingly to the services being purchased.
e. Amendment to RFP’s
State law requires that all proposers have an equal opportunity to respond to RFP’s. Any information supplied to a proposer is response to questions or as corrections to RFP’s must be given to all proposers. Pre-award conferences will take place when deemed necessary and appropriate. When additional information is to be provided to proposers, an RFP amendment will be issued. Amendments will be sequentially numbered and proposer required to sign-off that they have received the amendment.
5. Late and/or Non-Responsive RFPs
Any RFP received after the due date and time, for any reason, will not be considered by Chemung Schuyler Steuben Workforce Development and will be returned unopened. Additionally, RFP responses which fail to address the RFP requirements or provide required information will be deemed non-responsive by staff and not evaluted further.
6. Open RFP Process
Chemung Schuyler Steuben Workforce Development allows the use of an open, or on-going, RFP process for non-specific programs. All RFP requirements must be met except the deadlines. No RFP can be received that was not advertised for and thus requested.
7. Evaluation Process
Chemung Schuyler Steuben Workforce staff will prepare an analysis of each responsive RFP received. The fiscal department may be asked to provide a comparison financial analysis. Evaluations and staff recommendations are submitted to the respective committee for their review. From the Committees, the recommendation is given to the full Board of Directors. An evaluation rating form is shown in Appendix I.
8. Awards
RFP Awards shall be made by the Board of Directors to the proposer who, in its judgment, best meets the requirements of the RFP. When time limits prevent bringing the entire Board of Directors together, the Executive Committee may award RFPs.
9. Contract Amendments
Contract amendments only require Board approval if they increase the total dollar amount. Other changes may be made by staff. All changes must be within the framework of the original RFP.

I. Oversight of Files and Contract Administration
It will be the responsibility of the Fiscal Assistant to maintain the required documentation, be it a equipment purchase or a RFP solicitation and to ensure that all vouchers and payments correspond to the original RFP, solicitation guidelines and contract term.

J. Record Retention
The Chemung Schuyler Steuben Workforce Development will retain all program and fiscal records for a period of at least 3 years from date of closeout, or resolution of audit litigation pertaining to that program year, whichever is longer. Record retention is governed by the Technical Assistance Guide (TAG) issued by the USDOL. Subcontractors also must comply with the Record Retention outline in the TAG. If a subcontractor does not have storage space in their facility, the Chemung Schuyler Steuben Workforce Development will obtain and store the files in the SDA’s storage facility. The Chemung Schuyler Steuben Workforce Development will also offer OJT employees $25 for the OJT records of any OJT person if the entity goes out of business.

K. Disputes, Protests and Claims
The Chemung Schuyler Steuben Workforce Development will attempt to resolve any complaint as promptly and at the lowest level as possible. All proposers/contractors will be informed of the SDA complaint and grievance procedures. In the event of any ambiguity or controversy concerning the act of procurement, and also including the terms or provisions of contract’s agreements, the operation o the program, the preparation and maintenance of any records or documents, the administration of fiscal procedures, or the interpretation of any federal, state, local or SDA statutes, rules or regulations, the matter shall promptly be submitted to the Executive Director for determination and decision, and said determination and decision shall be final and binding. Contractors shall continue the performance of the contract agreement pending such determination and decision. Sealed bids will be publicly solicited and will be prepared by the Chemung Schuyler Steuben Workforce Development. A firm fixed-price contract will be awarded to the responsible bidder whose bid, confirming with the terms and conditions of the invitation for bid, is the lowest in price. The Chemung Schuyler Steuben Workforce Development will prepare a complete, adequate and realistic specification or purchase description. All potential suppliers will be identified. The invitation for bid will include specifications and pertinent attachments which clearly define the items or services to allow for bidders to properly respond to the invitation. All bids received must be sealed. All bids will be opened at the time and place specified in the invitation for bid.

L. Single-Source Purchase
When it is clear that no other contractor can provide a specific product or service, a single source procurement may be made. This provision cannot be used to favor a contractor, it can only be done when there is no doubt there will be no other contractor.
Non-competitive negotiation procedures or sole source procurement will be utilized by Chemung Schuyler Steuben Workforce Development when:
&Mac183; The item is available only from a single source.
&Mac183; When the urgency for the requirement will not permit the time
needed for competitive solicitation.
&Mac183; The Grantor Agency explicitly authorizes non-competitive
negotiation.
&Mac183; Following solicitation of a number of sources, competition is
determined to be inadequate.
Any non-competitive negotiation will contain as a part of the contract file, documentation which details the circumstances by which the particular case meets the above stated rule. All sole source procurement transactions require prior review and approval at a level above that which is normal