June 8, 2000
STRATEGIC FIVE-YEAR
STATE WORKFORCE INVESTMENT PLAN
FOR
TITLE I
OF THE WORKFORCE INVESTMENT ACT
OF 1998
(WORKFORCE INVESTMENT SYSTEMS)
AND
THE WAGNER-PEYSER ACT
FOR THE
For the period of
JULY 1, 2000 TO JUNE 30, 2005
FULL PLAN
I.
Plan Development
Process 4
II.
State Vision and
goals 6
III.
Assessment 12
A.
Market Analysis 12
B.
State Readiness
Analysis 15
1.
Leadership 15
2.
Services 26
3.
System
Infrastructure 28
C.
Assessment of
Strengths and Improvement Opportunities 32
IV.
Strategies for
Improvement 35
A.
Leadership 35
B.
Services 37
C.
System
Infrastructure 50
V.
Performance
Management 59
VI.
Assurances 62
VII.
Program
Administration Designees and Plan Signature 65
Attachments: A Timeline
for WIA Implementation
B Tables for Montana’s Title I Core
Indicators
C State Board Executive Order
D State Board Membership List
E State Board Conflict of Interest
Policy
F State Procurement Procedures
G Local Workforce Areas Map
H Waiver Request
I Secretary’s Agreement in regard
to Services to Veterans
J Agricultural Program Services Plan
K Revised Tables for Montana’s Title
I Core Indicators
The enactment of the Workforce
Investment Act of 1998, as the first wholesale reform of the nation’s job
training system in more than 15 years, provides unprecedented opportunity for
major reforms that will result in a reinvigorated, integrated workforce
investment system. Montana’s vision for
its workforce investment system is based upon two long-term goals: 1) promoting a diverse economy by providing
skilled workers to emerging Montana industries, specifically those in
information and advanced technology, health services, value-added agriculture,
and communications; and 2) promoting continual skill development, increasing
wages, and an enhanced standard of living for all Montanans while preparing Montana’s
youth with the knowledge and behavior skills necessary to enter and succeed in
high skill, high wage careers. These
two objectives are guided by five key principles. That our workforce investment system be: 1) accountable to the
people we serve; 2) customer driven to meet individual needs and choices; 3)
accessible to all; 4) efficient in providing services to guarantee maximum
impact; and 5) focused on promoting personal responsibility.
In 1998, Montana received its One-stop Implementation Grant. The foundation of that process was a
collaborative one. Local Management
Teams (LMTs) were organized in regions – areas within one hundred miles of a
community that offers workforce development services. Those LMTs included all mandatory and many optional
partners. Under the guidance and
support of the Private Industry Councils and the State, those LMTs began the
process of preparing for initial One-stop certification. The State Board has asked the local boards
to incorporate the planning work of the LMTs when possible in the hope of
maintaining the foundation of collaborative relationships built to date.
Because of Montana’s rural nature, a strong component of our workforce
investment system is information technology.
We must share our resources because we don’t have any to spare. We must deliver our services in innovative
ways because huge distances separate many of our citizens from in-person
access. And, the workforce investment
system must model the economy of the future which is based upon ever expanding
information technology. The population
of Montana, less than 900,000, and the extremely large geographic area dictates
that funding for all programs is stretched very thin. Service delivery points may be few and far between and neither
the State Board nor the Local Boards want to reduce access into the Workforce
Investment System. Service delivery is
dependent upon partnerships, referrals and collaboration to ensure all
Montanans have access to information and services.
Montana’s State Workforce Investment Board was newly created in response
to the WIA. One of their first tasks
was to certify the local workforce investment areas. Moving quickly, the locally elected officials named the local
workforce investment boards and the State Board certified their membership in
September, 1999. The State and Local
Boards worked simultaneously to create Montana’s vision of a workforce
investment system. The State and Local
Boards will efficiently and effectively administer publicly funded workforce programs
and will work collaboratively with private partners. Mandatory and optional partners will collaborate on the planning,
delivery and evaluation of their programs.
Montana’s vision encompasses at least one JobLINC Center
(Montana’s name for One-stop Centers) in each local workforce area supplemented
with a network of associated providers.
These providers will be the first point of contact by resident and
non-resident employers seeking to fill job vacancies, seeking labor market or
other information regarding workforce issues.
Based on employers current and emerging needs, the Local Workforce
Boards and JobLINC Center System will be a major source for supplying or
influencing the supply of qualified workers to fill employer needs. Montana’s JobLINC System will be the first
call by job seekers seeking employment or labor market, education, and training
information for personal career development.
Customer choice will be maximized by an extensive list of eligible
training providers with demonstrated, high performance ratings offering
competency-based curricula developed with input from area employers that
prepare individuals with appropriate employability and occupational
skills. Expansive, high quality, integrated youth services will ensure broader choices
for youth completing, or otherwise leaving, secondary school. The Local Boards, with input from the Local
Councils and the State Board’s Youth Committee, have prepared a Request for
Proposals for WIA Title I youth services and will select providers based on the
highest standards; contracts will in place by July 1, 2000. The State Board Youth Committee will
continue to work with the System to develop linkages and coordination
strategies between and among multiple youth programs.
A. Describe the process for developing the
State Plan (including a timeline) that ensures meaningful public comment.
Montana began looking
at the issue of program integration in late 1995. Governor Marc Racicot replaced the State Job Training
Coordinating Council with a Human Resource Investment Council, called Montana
Workforce Preparation Coordinating Council (WPCC). The WPCC was organized in expectation of block grants replacing
some of the silo-funded programs. While
that didn’t occur, the WPCC did continue its work recommending ways for system
integration to provide business and workers with seamless access to government
services. In addition, the WPCC
conducted a comprehensive review of the current programs with recommendations
for ways to strengthen the ties between job preparation and job creation.
Meanwhile, Montana
applied for and received a planning and development grant for the one-stop
system. Planning in those early years
centered around relationship building within communities. When Montana received its One Stop
Implementation Grant in March of 1998, we set about the collaborative process
in earnest. Local Management Teams
(LMTs) were organized within regions around the state; each LMT came forward
with an initial certification plan.
Those initial certification plans outlined the steps necessary to move
toward establishing One-stop centers.
When the Workforce Investment Act passed in August of 1998, Montana
still had no One-stop centers certified.
WIA has affected the manner in which we have proceeded so that our
one-stops will be in compliance with federal law and regulation. At the same time we are maintaining and
building upon the collaborative work already done in communities by the Local
Management Teams and their partners.
Workforce Investment
Act information sharing began in October 1998.
The Department of Labor and Industry, in coordination and conjunction
with the staff from the Service Delivery Areas’ administrative entity, Montana
Job Training Partnership, Inc. (MJTP), initially provided information to State
and Local Job Training Councils and service providers at the JTPA Annual
Planning Session. Several breakout
sessions were held with State and Local JTPA administrative entity staff
providing information and gathering feedback from the attendees.
An interagency
Steering Committee was formed as a result of the Annual Planning Session. Membership was made up of staff from State
agencies including education, commerce, public health and human services, vocational
rehabilitation, unemployment insurance, employment service, employment and
training, labor market information, state council staff and the Governor’s
liaison for workforce development.
Local private industry councils were represented on the committee by
their administrative entity staff (MJTP).
The Steering
Committee developed a joint roles and responsibilities document and a separate
timeline for Workforce Investment Act planning and implementation. Those documents along with the committee
minutes were distributed to State and Local Workforce Investment Boards and
other interested persons. The roles and
responsibilities document delineated responsibilities for local workforce
areas, the State Board, the one-stop and workforce center system project and
the Governor’s duties.
The Steering
Committee established task forces and provided oversight of task force
activities. The task forces convened in
February 1999 with the responsibility of providing policy and procedure
recommendations on how to deliver services through the workforce center
system. The task forces were given four
months to deliberate issues and deliver recommendations designed to streamline
the decision- making process for the State and Local Boards.
There were five task
forces: Youth, Adult, Dislocated Workers, Individual Training Accounts (ITA’s),
and Performance Measures/Participant Transition. The members included private employers, State and Local Board
members, representatives from education, vocational rehabilitation, office of
public assistance, community based organizations, Native American groups, and
JTPA service providers. The Governor
appointed the task force members.
The task force
process was very extensive; state and local administrative entity staff
facilitated the meetings and the task force members deliberated issues and
offered recommendations. Meetings were
open to the public and minutes and recommendations were widely distributed for
review and comment. Task Force
recommendations are detailed and are on file in the Department of Labor and
Industry for review.
At the same time that
the Steering Committee and Task Forces were organizing, the Governor appointed
Montana’s State Workforce Investment Board.
The State Workforce Investment Board and Local Workforce Investment
Boards have utilized the task force recommendations, many of which are
incorporated into this State Plan and the Local Plans. The State Board conducted all of its
meetings and decision-making processes in a public manner and actively solicited
public input. A timeline for the
planning process of implementing WIA in Montana is included as Attachment A.
The Local Boards have tackled the Herculean task of
planning the delivery of service under WIA and of identifying the best mix of
services in at least one comprehensive One Stop Center (JobLINC Center) in each
local area. They have also held public
planning meetings and have consulted with members of Local Management Teams as
requested by the State Board. The Local
Boards have actively sought input from public and private sector partners.
B. Demonstrate how comments were considered in
the plan development process
Comments have been actively solicited since the
publication of the first draft of this plan in October, 1999 through March,
2000. Language has been incorporated
into this Plan based on comments on the following areas:
Because Montana expects to continuously improve its
workforce investment system, suggestions will always be welcomed by the State
and Local Workforce Investment Boards.
The system will be evaluated and improvements will be implemented.
All Plan comments shall be kept on record in the Department of Labor and
Industry.
.
This is the essence
of what your role shall be as a statewide workforce investment board: to design
a coordinated and accountable system for assisting Montanans to gain marketable
employment skills and to help foster a business climate in which such skills
will be better rewarded and sustained.
The
Honorable Marc Racicot
Governor, State of Montana
To State Workforce Investment Board
It is the State of
Montana’s intent to design a coordinated and accountable system for assisting
Montanans to gain marketable employment skills and to help foster a Montana
economy in which such skills will be better rewarded and sustained.
Montana’s efforts
will be guided by two long-term system objectives:
1)
promoting a
diverse economy by providing skilled workers to emerging Montana industries,
specifically those in information and advanced technology, health services,
value-added agriculture, and communications; and
2)
promoting
continual skill development, increasing wages, and an enhanced standard of
living for all Montanans while preparing Montana’s youth with the
knowledge and behavior skills necessary to enter and succeed in high skill,
high wage careers.
To attain these
objectives, Montana’s workforce investment system must be:
·
Accountable to
the people we serve.
·
Customer driven
to meet individual needs and choices.
·
Accessible to
all.
·
Efficient in
providing services to guarantee maximum impact.
·
Focused on
promoting personal responsibility.
Montana, like many
other states, faces short-term workforce needs such as having an adequate
workforce in the construction trades for expansion in construction due to
population growth. We expect to offer
training for core occupations, such as the construction trades, as well as
others for on-going occupational needs.
We see this as maintaining our workforce.
However, the vision
articulated by Governor Marc Racicot looks ten and fifteen years to the future,
with innovative industries around new, clean, and highly technical fields. Montana’s aging population will also drive
the need for individuals working in growing medical fields. We intend to organize learning opportunities
in emerging industries such as information and advanced technology, health
services, value-added agriculture, and communications. Workforce development, training and
education will be available for youth, job-seekers, and incumbent workers in
these occupational areas. Business must
continue to be consulted in order to provide appropriate workforce development
services to job seekers and potential job seekers.
In Five Years The
evolution of Montana’s comprehensive workforce development system ideally will
result in a system that by 2005 will look like the following:
·
Montana’s JobLINC (One-stop) Center System will
be the first point of contact by resident and non-resident employers seeking to
fill job vacancies, seeking labor market or other information regarding
workforce issues;
·
Based on
employers’ current and emerging needs, the Local Workforce Boards and the JobLINC Center System will be a major
source for supplying or influencing the supply of qualified workers to fill
those needs;
·
Montana’s JobLINC Center System will be the first call by job seekers seeking employment,
education, or labor market and training information for personal career
development;
·
Customer choice
will be maximized by an extensive list of eligible Training Providers with
demonstrated, high performance ratings offering competency-based curricula
developed with input from area employers that prepare individuals with
appropriate employability and occupational skills;
·
Expansive, high
quality, integrated youth services will ensure broader choices for youth
completing, or otherwise leaving, secondary school;
·
The State and
Local Boards will efficiently and effectively administer publicly funded
workforce programs;
·
Mandatory and
optional partners collaborate on the planning, delivery and evaluation of their
programs;
·
Montana’s
Workforce Center System will work collaboratively with private partners.
Because of Montana’s rural nature and limited access to in-person service
delivery, the Local Boards have chosen to not reduce the number of access
points but to build upon existing “doors” so individuals seeking service can
receive a wide-array of information and services. In keeping with the principle of customer choice, the State
Board, Local Boards and state partners will be sponsoring training for
front-line staff so the staff will be able to more effectively and efficiently
direct customers to workforce investment system services.
Programs and
Funding Streams All mandatory programs and partners will
contribute to Montana’s Workforce Investment System in some manner. Partners
may contribute staff, space, funding or other resources, depending upon the
local needs and design and the criteria established by the State and Local
Boards. At a minimum, the following
programs and funding streams will be part of the workforce investment system:
·
Programs
authorized under Title I of WIA: adult,
dislocated workers and youth programs
·
Programs
authorized under Wagner-Peyser Act, as amended under Title III of WIA: the employment service
·
Adult education
and literacy programs authorized under Title II of WIA
·
Vocational
Rehabilitation programs amended under Title IV of WIA
·
Welfare-to-Work
grants (formula and competitive)
·
Activities
authorized under title V of the Older Americans Act: Senior Community Service
·
Post-secondary
vocational education activities authorized under the Carl D. Perkins Vocational
and Applied Technology Education Act
·
NAFTA/Trade
Adjustment Assistance
·
Activities
related to job counseling, training, and placement for veterans
·
Employment and
training activities carried out under the Community Services Block Grant Act
·
Employment and
training activities carried out by the Department of Housing and Urban
Development
·
Programs
authorized under the Unemployment Insurance program
·
Other Montana
University System programs
Other programs are
encouraged to integrate into the workforce investment system also. Many
have been involved in designing local delivery of services since the inception
of the Local Management Teams.
Through signed Consortium Agreements, a State memorandum of agreement,
local memoranda of agreement and even sub-local memoranda of agreement, the
Montana workforce investment system will become even further streamlined and
strengthened. Shared planning and
delivery of services maximizes customer service and satisfaction. Shared resources eliminate unnecessary
duplication of effort. New and/or
improved relationships between State agencies, Local officials and the private
sector drives a continually improving workforce system. Montana recognizes that we are not at the
ideal level of integration, but sees opportunities to learn lessons from early
implementing states and states that have issues in common with ourselves. All partners are committed to the
“continuous improvement” philosophy behind the Workforce Investment Act along
with strong accountability for individual performance and contributions.
At July 1, 2000,
Montana will have two JobLINC Centers with the expectation to grow the one-stop
system in Montana, utilizing the Local Management Teams and strong State agency
support.
Information and
Services Montanans, and those interested in doing
business in Montana, may elect to come
to Montana’s Workforce System facilities where they can receive friendly,
professional service. On-site service
options include: self-service;
staff-assisted service; workshops; and one-on-one consultation and services
with staff. Remote service options
include electronic/computer access and telephone access. Information is accessible from libraries,
schools, homes – anywhere there is a personal computer and a modem. Customers also can get information about
unemployment insurance by telephone.
Initial claims and subsequent weekly claims are filed by telephone.
Referrals will be
made by Montana’s JobLINC Centers or
associate service provider staff
to other agencies such as:
·
Government and
educational agencies and institutions including Job Corps, Refugee Assistance
programs, Montana student assistance services, community based
organizations and economic development programs
·
Carl Perkins Act
Post-Secondary Programs
·
Vocational
Rehabilitation, mental health and substance abuse counseling
·
Offices of
Public Assistance
·
Public Health
services
·
Adult education
and literacy programs
·
Other Montana
University System programs
·
National
Farmworker Jobs Program
Referrals between
agencies reflect the integrated nature of the system under development.
Universal Access
Montana’s Workforce Center System provides services directly to
customers either on-site or through electronic access with the exception of the
referrals mentioned above. Montanans
can select the location and method of access that is most convenient to
them. Montana’s system is designed to
address the rural nature of the state and the diverse needs of our many
customers, job seekers and
employers. The goal of universal access
is achieved by the availability of on-site and remote services and flexible
hours in many areas.
Individual
Training Accounts Informed customer choice and Individual
Training Accounts (ITAs) will be maximized by identifying those customers for
whom ITAs will be appropriate and offering them opportunities to take full
advantage of them. We consider this one
of the hallmarks of a customer oriented system. Staff will assist customers by coordinating with training
providers that have been determined eligible by the local boards. Preceding any determination of eligibility
for an ITA, an estimate of Pell Grant eligibility will take place in order to
take full advantage of leveraging funds.
Montana’s ITA system is in the design phase at this time; implementation
of the full system is expected by the Local Boards by September, 2000.
Integration of
Wagner-Peyser and Unemployment Insurance Services
Montana’s Wagner-Peyser funded labor exchange provides critical services
through its network of Job Service Workforce Centers. Job seekers and employers have access to all Wagner-Peyser
services in order to assist them in taking full advantage of the array of
workforce development services.
Two UI call centers
have been established. Those centers
take the initial claims over the phone, and once a claim is established, weekly
claims can be entered via the phone system without staff interaction. Staff in the call centers provide
eligibility reviews for claimants, review work test activities, and provide
suitable referrals to Workforce Centers to ensure a claimant’s return to work
is prompt and efficient. UI claimants
not attached to an employer will benefit from a full range of comprehensive
employment and training services, which includes
re-employment and worker profiling services. While initial claims are not
processed at Workforce Centers, phone access to the call centers are available
along with staff assistance for those who need help with the “phone-in” initial
claim.
Staff from the
Unemployment Insurance Division actively serve on WIA planning task forces and
committees and will continue to look for ways to integrate UI services in
Montana’s workforce system and to continually improve the delivery of UI
services to its customers. At least one
method under consideration is an on-line internet connection.
Welfare Reform
Montana’s Workforce Investment System will assist with Phase II of
Welfare Reform in Montana. We have made enormous strides towards reducing
welfare dependence in Montana. Despite
this success, we know that there is much work to be done to ensure that
low-income Montana citizens have the guidance, assistance, and opportunities
which they need to grow toward self-sufficiency. The Workforce Investment System will offer the retention services to assist individuals attain
self-sufficiency. State partners are
modeling collocation and sharing of resources.
Education
Montana’s workforce investment system will have a strong impact on
Montana’s educational network of services.
The performance monitoring system in WIA mandates that training dollars
are spent in educational systems that successfully prepare workers. Leaders from the K-12 and the
post-secondary educational systems are full participants on the Local and State
Workforce Investment Boards and have committed to the successful implementation
of the Workforce Investment Act. The
Office of Public Instruction and the Office of the Commissioner of Higher
Education have agreed to enter into a Statewide Memorandum of Understanding
with other State agencies outlining the various methods of coordinating and
collaborating they intend to pursue.
Economic
Development As indicated in the Plan’s vision and goals
section, Montana’s workforce investment system is a complement to its economic
development efforts. The State
Workforce Investment Board recognizes the fact that labor training may be the
single most important factor for stabilizing or enhancing a sustainable
economic base. The State Board has
asked the departments of Commerce and Labor and Industry to explore the
creation of a Customized Labor Training Program. Resources to support the program are as yet unidentified,
however, the departments are exploring all possibilities and combination of
funding. It would be the intent of the
program to assist existing Montana businesses in retentions, expansions, or
assist new commercial ventures that have already committed to a Montana
location in start-up activities. No
workers shall be dislocated either in Montana or out of state as a result of
these activities.. The desired results
of this effort would be to increase and diversify commercial activities in
Montana, and thereby elevate the skill and wage levels of employees.
Some customized training
programs are currently offered by the Montana University System, especially in
the Colleges of Technology and the Community Colleges. Tribal Colleges may also provide some
customized training. All of these
efforts are intended to assist existing, new and expanding businesses.
Youth Programs The
Youth Councils have assumed the role of partner and advisor to the local boards
in their effort to build the policies and systems for a more streamlined,
effective service delivery system for youth, including at-risk youth. In addition, the State Workforce Investment
Board has appointed a Youth Committee.
The State Board Youth Committee is tasked with facilitating coordination
efforts between the WIA Youth Programs and other youth services. The Youth Committee sees opportunities to
offer leadership, coordination and support for youth activities under
complementary federal and state youth programs.
The Local Youth
Councils and Local Boards, with advice from the State Board Youth Committee,
have begun the significant effort of developing Montana’s programs and services
for youth. Existing youth programs will
be enhanced and expanded over a 5 year period so young people will have the
knowledge and behavior skills necessary to enter and succeed in highly-skilled,
high-paid careers. Strategies include
the following elements:
·
Basic skills
remediation; tutoring, study skills training leading to completion of a
secondary education;
·
Alternative
secondary school services;
·
Social skills
such as diversity training, interpersonal/thinking skills/ accepting
responsibility; family intervention, and living alone, living with parents or
others;
·
Employability
skills such as those identified in the U.S. Department of Labor Secretary’s Commission of Achieving
Necessary Skills Report;
·
Work maturity
including age appropriate instruction, motivation, attitude, leadership, developing attention, individual focus, work
habits, and time management;
·
Transitional
skills;
·
Life skills such
as budgeting, nutrition, individual counseling, career and life planning, drug
and alcohol awareness;
·
Summer employment
opportunities linked to occupational and academic advancement;
·
Paid and unpaid
work experience including internships and job shadowing;
·
Occupational
skills training;
·
Supportive
services;
·
Adult mentoring;
·
Following-up
services;
·
Comprehensive
guidance and counseling; and
·
Broad
understanding of educational and training opportunities and the means to fund
them.
The State Board and
its Youth Committee seek to coordinate the delivery of youth services under
Title I of WIA, designed by the local boards, with complementary federal and
state programs to assure quality services to youth and reduce duplication of
efforts.
Non-traditional Services for Women
Service providers and the local Private Industry Councils have invested
heavily over the last several years in raising the awareness about the
opportunities afforded by nontraditional employment for women. Information and training about
nontraditional employment will continue to be available for women in keeping
with the customer choice philosophy of WIA and the Montana workforce
system. One of Montana’s long-term goal
objectives is to promote continual skill development, increasing wages, and
enhancing the standard of living for all Montanans. Nontraditional employment for women is in line with this goal.
The Montana State
Workforce Investment Board commits to clear goals and performance targets for
the Workforce Investment Act. In turn,
the State Board holds Local Boards accountable for performance under the
programs for which they receive funds.
Montana will negotiate WIA performance in the context of a comprehensive
workforce development system and intends to utilize cross-program measures that
apply to multiple programs clearly focusing on putting people to work in high
skill, high wage jobs.
The State Board will
collect the necessary data to analyze the core indicators outlined in the WIA:
For Youth ages 19-21,
Adults and Dislocated Workers
·
Entry into
Unsubsidized Employment
·
Six-month
Retention in Unsubsidized Employment
·
Six-months
Earnings received in Unsubsidized Employment
·
Attainment of
Educational or Occupational Skills Credential by participants who enter
unsubsidized employment, or by youth who enter post-secondary education,
advanced training or unsubsidized employment
For Youth 14-18
·
Attainment of
Basic Skills, Work Readiness and/or Occupational Skills
·
Attainment of
Secondary School Diplomas/Equivalents
·
Placement and
Retention in Post-secondary Education/Advanced Training, the Armed Forces,
Employment, or a qualified Apprenticeship
Customer
Satisfaction Montana will
negotiate expected levels of customer satisfaction and subsequent improvement
in an objective, quantifiable fashion for both the employer and job seeker
customers. In 1997, the Montana Council
for Workforce Quality (McWQ) was formed as part of the Simply Better! Quality
Lab system; its members include service providers, employers, and staff from
the State and local workforce investment areas. The vision of the Council is to act as Montana’s leading
proponent for continuous improvement and customer satisfaction in workforce development
based upon the principles of Malcolm Baldrige.
In a joint effort between the State Department of Labor & Industry
and Montana Job Training Partnership, Inc., the Montana Council for Workforce
Quality continues to function as a guide for continuous improvement and a
vehicle to achieve and improve the proposed WIA quality standards. The Council will provide direction and
guidance to the State Board and local boards on the quality surveys and tools
required to measure customer satisfaction under WIA.
The administrative entity for both workforce
investment areas, Montana Job Training Partnership, Inc., is the Region VIII
Quality Academy provider. MJTP provides
continuous improvement Quality Academies throughout the region and Montana is
particularly fortunate to have their expertise. The Quality Academy offers continuous improvement training and
workshops in Simply Better! Products and the Malcolm Baldrige principles, and
Social Policy Research products including Service Mapping of local area systems. MJTP has several Enterprise certified
Quality Trainers on staff and is developing a network of peer trainers
throughout Montana.
The Tables in
Attachment B show Montana’s Title I
Core Indicators, Montana’s expected performance for each indicator, and the
most recently available data. On-going
assessment and analysis of program performance will lead to the refinement and
potentially additional performance indicators.
1. Describe the key trends that are expected to shape the economic
environment of the State during the next five years. Which industries are expected to grow? Which will contract? What
are the economic development needs of the State?
In 1998, the Montana Department of Commerce and other business
representatives conducted a statewide series of town meetings to determine the
economic development strengths and challenges facing Montana. An analysis of the results, Montana Jobs
and Income Report, identifies several strengths:
·
Vast natural
resources and a rural heritage that ties our hands to the land and our hearts
to the landscape;
·
A strong
educational system that prepares Montanans to compete in a global economy and
lead self-reliant and self-fulfilling lives;
·
Safe and civil
communities where workers want to live and raise their families;
·
A work ethic
that delivers a full measure every day;
·
Expanding
research infrastructure that helps solve Montana problems and creates new
commercial opportunities; and
·
Geographical
position that lets Montana be a major gateway to the global economy.
On the negative side, several challenges
presented themselves and remain issues that the emerging workforce investment
system must address:
·
Low average
wages of our workforce – 50th in the nation;
·
Steady decline
in our per capita income, now 46th in the nation;
·
Job growth in
the lower-paying service and retail trade sectors of the economy and a decline
in traditionally high-paying jobs;
·
Declining per
capita personal income – now at 78% of the national average and lower than our
neighbors;
·
Growing
population disparity between eastern and western Montana; and
·
An exodus of
many young, college-educated Montanans, the ones most likely to build Montana’s
economic future.
In addition to the above
analysis conducted by partners in economic development, the Office of Research
and Analysis, Montana Department of Labor and Industry, produces an annual
statistical analysis of labor market planning information. The most recent report projects into the
year 2006 and tries to determine what generally may happen in terms of the
number of jobs supported within Montana’s economic sectors. Most job growth involves wage and salary
jobs, although self-employment jobs are an important part of the Montana economic
outlook.
Projections from the
most current Research and Analysis Annual Labor Market Planning Information
Report indicates a total of roughly 94,000 jobs, of which 72,000 are estimated
to be wage and salary jobs, is projected to be created in Montana by the year
2006. That equates to a job growth of
approximately 1.8 percent per year.
Most job growth is projected to be in the services-producing segment of
the Montana economy; continuing population growth is the main force behind job
increases in those sectors.
The goods-producing
segment of Montana’s economy is forecast to grow by about 5000 wage and salary
jobs, plus a few thousand self-employment jobs. Although this growth is much more modest than for service-type
sectors, it is nevertheless important.
Most of the goods-producing growth and nearly all of the self-employment
is in construction, where job growth is primarily related to population
increases and associated with housing and commercial building
requirements. Durable goods manufacturing
(products with an expected life of three years or more) may add roughly 3000
additional jobs, in spite of the fact that wood products manufacturing is
projected to decline. The overall average weekly wage in Montana for all
employment covered by the Unemployment Insurance program in 1998 was
$435.71. This wage level is calculated
only for employers who are subject to Montana’s Unemployment insurance law
(source: R&A ES-202 Report).
Despite media
attention on employment and unemployment numbers, it is really income that
drives our standard of living and reflects our general well being. The economic benefits of a post-secondary
education remain high. Jobs are
requiring higher basic skill levels, including better reading and communication
skills. Modern employers are demanding
workers with higher skill attainment.
College graduates, in general, have higher median earnings than those
with less education; income of those with a college degree increased throughout
the 1980’s and 1990’s. The highly technical
jobs of the future may not always be tied to four-year degrees, however. Post-secondary educational opportunities
come from a variety of sources, including community colleges, technical
colleges, and apprenticeship programs.
The key principles here are customer choice and high quality educational
and training opportunities designed toward high skill, high wage positions,
preferably in technology, communications, health care and value-added
agriculture.
We must offer our
students and other job seekers choices of where to go and how to obtain the
quality education and training they need for the occupations of their choice.
Economic developers
and workforce developers have concluded that, in Montana, we must develop a
diverse economy. Lessons from the past
have taught us not to depend on an economy built on a limited number of industries
or on industries tied to only a few economic sectors. Opportunities for Montanans must come from a diverse economy –
multi-sized businesses (from small to large) in many, many business sectors. Montana is directing its workforce
investment system toward promoting a diverse economy.
Additionally, the
world of work is changing radically.
Change is being driven every day by new technology and changing customer
expectations. This rate of change has a
direct impact on the skill sets needed by people in the workplace. This change will not go away; in fact it
will escalate. And there is no single,
one-time solution to this dynamic in the workplace. It is particularly difficult for any institution to remain
current with that rate of change in necessary work-place competencies. These changes are shifting our entire
education and training structures toward a demand-driven system that is aligned
with the realities of business. We
must foster continual skill development; we must connect individuals to the
training and education systems that are aligned with the skills demanded by
employers.
If Montana continues to do what it has done
over the course of the past several years, we will continue to drop in per capita income and grow jobs only
in the lower-paying service and retail trade sectors. “If we continue to do what we’ve always done, we will continue to
get what we’ve always gotten”.
Something must be done to change
the direction of our economy and to grow
our economy. We must take advantage of the natural resources we have and
encourage the development of emerging industries. Specifically, we want to see Montana poised to step into the
skills gap between the emerging highly technical occupational opportunities and
our existing workforce. Occupations in
the areas of information technology, medical services, value-added agriculture,
and communications are the areas in which the State Board chooses to emphasize
skill development. Skills in these
areas are the cornerstones for diverse businesses.
Montana must also
make the connection between what is learned in the classroom and what is
expected in the workplace for our young people. Our youth may have multiple jobs on their way toward permanent
employment. If our youth are empowered
with such life-long skills as identified in the Secretary’s Commission on
Achieving Necessary Skills (SCANS) Report they will be better equipped to make
each of those jobs learning experiences.
Some basic skill areas are:
reading, writing, arithmetic and mathematics, speaking and listening;
thinking creatively, making decisions, solving problems, seeing things in the
mind’s eye, knowing how to learn, and reasoning; and personal qualities such as
individual responsibility, self-esteem, sociability, self-management and
integrity.
The two primary
customer groups of the Montana workforce investment system are employers and
job seekers. Montana’s system will only
be successful if it meets the workforce needs of employers. To serve job seekers successfully, the whole
system must ultimately be fully responsive to employers’ needs for skilled
workers.
The intent of the
local and state workforce investment boards is to develop a workforce
investment system that is responsive to employer needs including:
·
Referral of
skilled, qualified workers for job openings;
·
Reliable
information on available skills training, education, and training
providers;
·
A venue for
influencing training curriculum;
·
Access to
accurate and timely labor market information and employment statistics
·
Information and
guidance on accessing state and federal funding for worker training; and
·
Assistance in
understanding and complying with labor laws.
The other, diverse
customer group, job seekers, includes secondary and post-secondary students,
out-of-school youth, dislocated workers and displaced homemakers, veterans,
welfare recipients and other low-income individuals, the disabled,
ex-offenders, employed individuals interested in new or enhanced employment,
and other locally identified target populations. The intent of the local and state workforce investment boards is
to develop a workforce investment system that is responsive to job seeker needs
including:
·
Job search and
placement assistance and career counseling;
·
Employment
information on job vacancy listings, information on skills necessary to obtain
employment in specific jobs, information on local demand occupations and the
earnings and skill requirements for such occupations;
·
Performance and
cost information on eligible providers of training and education;
·
Information on
the availability of supportive services, including child care and
transportation, and referral to such services, as appropriate;
·
Information
regarding filing claims for unemployment benefits;
·
Assistance in
establishing eligibility for financial aid for training and education; and
·
Development of
an individual employment plan, to identify the employment goals, and the
combination of service activities necessary to achieve the employment goals.
Providing meaningful
and useful services to all customers
is the best way to achieve the performance results that measure success for the
system, local boards and the State.
4. Given the projected job skills needed in the
State, identify for each of your customer segments their projected skill
development needs.
Montana’s employers and job seekers must have the
skills necessary to navigate the new, technologically-driven economy.
Basic Skills: The academic basics of reading, writing,
and computation are needed in jobs and
businesses of all kinds.
Reading skills are essential as most employees increasingly work with
information – on computer terminals, forms, charts, instructions, manuals, and
other information displays. Computation
skills are needed to organize data for analysis and problem solving. Writing is an essential part of
communications, conveying guidance to others, and in establishing a permanent base
of information.
Technical Skills: Computer skills are well on their way
to becoming baseline requirements for many jobs. Workers use a growing array of advanced information,
telecommunications, and manufacturing technologies, as employers turn to technology
to boost productivity and efficiency, and to deliver services to customers in
new ways. Furthermore, information
technology changes rapidly, requiring workers to frequently upgrade their
skills for competency in successive generations of technology.
Organizational Skills: New systems of management and
organization, as well as employee-customer interactions, require a portfolio of
skills in addition to academic and technical skills. These include communication skills, analytical skills, problem-solving
and creative thinking, interpersonal skills, the ability to negotiate and
influence, self-management, and understanding cultural diversity and global
dimension. Many non-managerial
employees participate in regularly scheduled meetings to discuss work-related
problems, indicating the need for these skills.
Company Specific Skills: New technology, market
changes, and competition drive companies to innovate, constantly upgrade
products and services, and focus on continuous improvement of work processes. As a result, workers must frequently acquire
new knowledge and skills specifically relevant to the company’s products and
services, and their production processes or service delivery modes.
Youth Customers whether in school or out-of-school youth
will benefit from the ten required program elements of the Workforce Investment
Act. Additionally, youth may receive a
variety of comprehensive activities designed to improve their educational and
skills competencies including:
-effective connections with employers; mentoring
opportunities with adults and other youth
through such activities as work experience opportunities
-objective assessment of academic levels, skills levels
and service needs;
-developing a service strategy for each participant that
identifies an employment goal (if appropriate), appropriate achievement
objectives and services;
-as appropriate, youth will receive preparation for
post-secondary educational opportunities; strong linkages between academic and
occupational learning; and effective connections to intermediaries with strong
links to the job market and employers;
-supportive services as appropriate to assist the youth
in accomplishing their goals.
1.
LEADERSHIP
During
the 1990’s Montana underwent an examination of its welfare and workforce
systems. As a result of state
initiative, Montana applied for, and received a series of waivers that reformed
the welfare system. Further, the State
Job Training Coordinating Council (JTCC) examined its role and areas of
potential change; the JTCC recommended that it be disbanded and that a Human
Resource Investment Council be appointed in its place. That Council, known as the State Workforce
Preparation Coordinating Council (WPCC), began the process of planning for the
One-Stop Centers. Other goals of the
WPCC were to:
Investigate the needs of the future and
appropriate workforce program strategies;
Develop a uniform set of measures to compare
the effectiveness of various workforce preparation programs;
Conduct a comprehensive review of the current
programs and recommend ways to strengthen the ties between job preparation and
job creation; and
Recommend ways for system integration to
provide business and workers with seamless access to government services.
The
WPCC made progress towards those goals but much work remained at the time the
Workforce Investment Act was passed in 1998.
i. Describe the organization and structure of
the State Workforce Investment Board.
The Workforce Investment Act created an opportunity
for further change. Governor Racicot, after
much consideration and input, decided upon appointing a new State Workforce
Investment Board and replaced the State Workforce Preparation Coordinating
Council. The new State Board was
established by executive order on March 19, 1999 (see Attachment C). Board membership was expanded to allow for
thorough representation of business, organized labor, locally elected
officials, representatives appointed by both chambers of the state legislature
and others. The complete membership
list is included with this plan as Attachment D.
ii. Identify the organizations or entities
represented on the State Board.
·
Local
economic development corporations
·
Montana State
Chamber of Commerce
·
Business (large
and small, representative of statewide business)
·
Montana district
of U.S. Small Business Administration
·
Local Workforce
Investment Boards
·
Job Service
Employer Committee
·
Chief Elected
Officials (county commissioners)
·
Community
Colleges
·
Community Based
Organizations
·
Governor’s
Office
·
Montana State
AFL-CIO
·
Laborers’
Training Program
·
AFL-CIO Working
for America Institute regional coordinator
·
Montana
Department of Commerce (representing statewide economic development
programs, Housing Programs, &
licensing boards)
·
Commissioner of
Higher Education and campuses of the Montana University System
·
Superintendent
of Public Instruction
·
Montana
Department of Public Health & Human Services (representing TANF and
Vocational Rehabilitation)
·
Montana
Department of Labor and Industry (representing employment service, employment
statistic information, veterans’ employment programs, employment and training,
and unemployment insurance)
·
Montana State
Senate
·
Montana State
House of Representatives
·
Tribal and
Native Americans
·
Resource and
Referral Agency (child care resources)
·
Local public
schools (including school-to-work activities)
·
Human Resource
Development Council (agency with expertise in workforce investment and youth
activities)
·
National Farmworker Jobs Program
iii. Describe the process your State used to
identify your State Board members. How
did you select Board members, including business representatives, who have
optimum policy-making authority and who represent diverse regions of the State
as required under WIA? Describe how the
Board’s membership enables you to achieve your vision described above.
Individuals for the
Montana State Workforce Investment Board were identified through a solicitation
process conducted by the Governor’s Office.
Letters of solicitation were issued widely across the state. Letters were sent to: business associations
and organizations; members of the two private industry councils, along with
their locally elected official partners, (county commissioners); representatives
of education, including community colleges, post-secondary and K-12;
representatives and organizations that have experience with youth activities;
American Indian and tribal organizations; and others who have an interest and
experience with respect to workforce development activities. After receiving nominations, the Governor selected individuals based upon
criteria which would ensure the Board is representative of the state, such as
geographical representation, gender equity, large and small business, minority
representation, and to meet the requirements of State Board composition as
outlined in the Workforce Investment Act.
The State Board is
composed of 49 individuals; while the size is large, it allows for excellent
representation and discussion on issues.
Business memberships include individuals who are active in economic
development in their areas, serve as apprenticeship sponsors, are owners or
chief executives who have optimum policymaking or hiring authority, who serve
on the local workforce investment boards and whose businesses reflect the
employment opportunities of the state.
Representation by
private sector members is especially important for the support of Montana’s
vision. Montana’s vision is to promote
a diverse economy by providing skilled workers to emerging Montana industries,
specifically those in information and advanced technology, health services,
value-added agriculture, and communications.
Montana’s State Board has strong representation in these areas along
with economic development representatives.
The makeup of the State Board helps drive the discussion and policy
development.
iv. Describe how the State Board will carry out
its functions. How will this Board
provide direction-setting leadership for the statewide system?
The Montana State
Workforce Investment Board has been charged by the Governor to plan and develop
a statewide workforce investment system.
Through the preparation of this Five-year Strategic Plan the State Board
has consulted, coordinated, planned, facilitated and negotiated all aspects of
the system. Representation on the State
Board allows for full discussion and deliberation of issues. Members of the
State Board represent their constituencies well. The process is sometimes time-consuming, but it is thorough and
deliberate and the decisions made are widely supported.
The State Board has
utilized task forces and standing committees to facilitate its work. Four standing committees are in place at
this time but may be adjusted to best meet the needs of the board as a
whole. The standing committees are
Statewide Workforce System Committee, Performance and Accountability Committee,
Employment Statistics Information and Economic Development Committee, and a
Committee on Youth. In addition, the
State Board maintains an Executive Committee composed of the Chair and
Vice-chair of the State Board along with the chairs of the four standing
committees. The Executive Committee
conducts business in a public yet expeditious manner.
The State Board identifies
areas which may need policy development.
The areas needing policy development may be identified in several
manners, including assessments, surveys, customer satisfaction activities,
raised by local boards or staff, or brought to the State Board’s attention by
the Governor or Board members. Issues
are assigned to one of the standing committees or an ad hoc task force may be
appointed. The committee or task force
considers the issue and through a public process provides a recommendation to the full State Workforce Investment
Board. The State Board then considers
the committee recommendation and establishes policy direction either through
this State Plan or other written Policy Guidance. All policy direction seeks public input and is presented in draft
form for comment by local boards, service providers, advocacy groups,
interested parties, and the public.
v. How will the State Board coordinate and
interact with the local WIBs?
Montana has developed a tradition of holding a
statewide annual planning session each fall.
For each of the last ten years the State Job Training Coordinating
Council or State Workforce Preparation Coordinating Council has met with the
Private Industry Councils and their locally elected officials, Councils of
Commissioners. Service providers and
other interested parties have been encouraged to attend and participate and
they have taken full advantage of the opportunity. These annual meetings provide an excellent opportunity for
partners to come together for joint planning.
For example, it was at the September 1997 meeting that the groundwork
was set for Montana’s Welfare-to-Work Program.
At the 1999 annual planning
session, the State Board and newly appointed Local Boards met for the first
time under the Workforce Investment Act.
Orientation and direction was set at that meeting. Other significant issues for the state’s
employment and training community are examined at annual planning sessions and
consensus reached. Montana intends to
carry this tradition forward with the State and Local Workforce Investment
Boards.
In addition to the
coordination at the annual planning session, six members of the local workforce
investment boards sit on the State Board, representing private industry,
post-secondary education, locally elected officials, and community based
organizations. The State Board and
local boards have already held one joint training session to build an
understanding of their respective roles and responsibilities under WIA. The
State Board, Local Boards, and their respective staffs have committed to
continuing holding joint training and planning sessions.
Representatives of
the State Workforce Investment Board Youth Committee provide leadership to
statewide youth efforts and sit on the Local Youth Councils to provide support
in the planning, development and service delivery of youth services under WIA
Title I. The State Board sees
opportunities to coordinate WIA youth services with other state and federal
youth programs. It intends to encourage
the development of broad, common performance measures with educational partners
and to share information among the youth service providers regarding the
various service options available to Montana’s youth. The State Board Youth Committee will serve as an information
clearing house for youth programs and services.
Joint task forces
made up of members of the local boards, the State Board, service providers and
other interested parties were organized and utilized for the planning of WIA
over the course of 1999. The task
forces were described earlier in this Plan under Section I, Plan Development Process. The use of such public task forces will be
continued as mutual issues arise. All
aspects of the State Board’s work are done in an inclusive and collaborative
manner.
vi. How will the State Board ensure that the
public has access to Board meetings and information regarding State Board
activities, including membership and meeting minutes?
Title 2, Chapter 3, Montana Code Annotated states
that the State Legislature finds and declares that public boards, commissions,
councils and other public agencies…shall be conducted openly. State Statute and Administrative Rule sets
forth requirements for public meetings and the State Workforce Investment Board
meets all requirements. Agendas are
posted on the Internet and widely distributed to a list of interested parties
at least two weeks prior to each meeting noting dates, times, locations and
issues. Public comment is requested for
each decision item at publicly held meetings.
Reasonable accommodations are offered for individuals with a
disability. Minutes are kept and
distributed both in hard copy and made available electronically on the Department
of Labor and Industry web site.
Montana’s public process is more than merely lip
service; it is a philosophy of its state government and partners. The Montana State Legislature enacted
legislation calling for the receipt of public comment by electronic mail. This law places an obligation on agencies
who accept public comment pursuant to a statute, administrative rule, or
policy, and if the agency is capable of receiving Internet e-mail, it must
provide for receipt of public comment by that e-mail system. In addition, state agencies are requested to
disseminate their e-mail addresses for public comment in their rule-making
notices, in the state telephone directory, website, or electronic bulletin
board. It also provides that if
requested, an agency must provide electronic documents at no charge to the
requestor.
b. Identify the circumstances which constitute
a conflict of interest for any State or local Workforce Investment Board
member, including voting on any matter regarding the provision of service by
that member or the entity that s/he represents, and any matter that would
provide a financial benefit to that member or his or her immediate family.
Title 2, Chapter 2 of
Montana Code Annotated contains law around public trust and public duty. It applies to not only state employees, but
also boards and commissions carrying out the business of the state. In addition, members of the State Board have
adopted a formal Conflict of Interest Policy for them to follow. Local
Workforce Investment Boards also have conflict of interest policies as part of
their by-laws. In essence, State Board
members must disclose a personal or private interest that may give an
appearance of impropriety prior to participating in an official action. A board member may not vote on any matter
that would provide direct financial benefit to the member or his immediate
family nor on matters of provision of services by the member or the entity s/he
represents. See Attachment E for the
State Board Conflict of Interest Policy.
c. Identify the criteria the State has
established to be used by the chief elected officials(s) in the local areas for
the appointment of Local Board members.
The State Workforce
Investment Board established the following criteria for locally elected
officials to use in their appointments to the local workforce boards. The State Board is sensitive to the issue of
size of boards while encouraging thorough representation.
The local Workforce
Investment Boards shall be composed as follows:
·
Representatives
of business in the local area;
·
Representatives
of local educational entities, including representatives of local educational
agencies, local school boards, entities providing adult education and literacy
activities, and post-secondary educational institutions (including
representatives of community colleges, where such entities exist), selected
from among individuals nominated by regional or local education agencies,
institutions, or organizations representing such local educational entities;
·
Representatives
of labor organizations (for a local area in which employees are represented by
labor organizations), nominated by local labor federations, or (for a local
area in which no employees are represented by such organizations), other
representatives of employees;
·
Representatives
of community-based organizations (including organizations representing
individuals with disabilities and veterans, for a local area in which such
organizations are present);
·
Representatives
of economic development agencies, including private sector economic development
entities; and
·
Representatives
of each of the one-stop partners as follows:
·
Programs
authorized under WIA title I;
·
Programs
authorized under the Wagner-Peyser Act (29 U.S.C.49 et seq.);
·
Adult education
and literacy activities authorized under WIA title II;
·
Programs
authorized under title I of the Rehabilitation Act of 1973 (29U.S.C. 720 et
seq.);
·
Programs
authorized under section 403(a)(5) of the Social Security Act (42 U.S.C.
603(a)(5));
·
Activities
authorized under title V of the Older American Act of 1965 (42 U.S.C. 3056 et
seq.);
·
Post-secondary
vocational education activities authorized under the Carl D. Perkins Vocational
and Applied Technology Education Act (20 U.S.C. 2301 et seq.);
·
Activities
authorized under chapter 41 of title 38, United State Code;
·
Employment and
training activities carried out under the Community Services Block Grant Act
(42 U.S.C. 9901 et seq.);
·
Employment and
training activities carried out by the Department of Housing and Urban
Development;
·
Programs
authorized under state unemployment compensation laws (in accordance with
applicable federal law); and also may include entities that carry out a human
resource program described in Section 121 (b)(2)(B).
A majority of the local workforce investment boards must be
representatives of business in the local area.
The Consortium of Council Commissioners in
each local area, put out a wide call
for individuals wishing to serve on the new local workforce investment
boards. After receiving nominations,
the locally elected officials met to appoint the new members based upon the
criteria identified above. The State
did not impose any additional membership criteria or categories beyond that
required in the Act of Interim Regulations.
d. Allocation Formulas:
|
|
Adult |
Dislocated Worker |
Youth |
|
BOS |
79% $2,815,
642 |
75% $2,926,189 |
80% $2,821,491 |
|
CEP |
21% $ 748,462 |
25% $ 924,060 |
20% $ 705,373 |
The State Workforce Investment Board, after
consultation with the Locally Elected Officials and the Local Workforce
Investment Boards, elected to distribute the adult, youth and dislocated worker
funds of WIA Title I-B using the Standard Allocation Formula that includes the
CEP definition of economically disadvantaged as a factor for Youth and
Adult. The State did not opt to use
other information for the dislocated worker formula beyond the information
sources required in the Workforce Investment Act. Locally elected
officials, the local workforce investment boards, and their staff were
consulted prior to the State Board action on the allocation. Allocation formulas were widely distributed
in draft form. The locally elected
officials, the local boards, and their staff concurred with this distribution
at their winter meetings. The State
Board took action at their March, 2000, meeting.
Data Source and Time Period - The State
determines the amount that will be allotted to each substate area as determined
by demographic factors contained in the law.
The Research and Analysis Bureau, Job Service Division, Department of
Labor and Industry, calculated the formula allocations with equal weights in
all categories of the formula for adult, dislocated worker, and youth. The original calculations were made on
September 30, 1999; formulas were recalculated prior to distribution of funds
to the Local Areas for Program Year 2000 resulting in an adjustment to the
Dislocated Worker average ratio.
|
Allocation Factor |
Weight Assigned in Formula |
BOS |
CEP |
||
|
Adult |
|||||
|
Unemployed residing in areas of substantial unemployment |
0.33334 |
0.80304 |
0.19696 |
||
|
Excess unemployment |
0.33333 |
0.90915 |
0.09085 |
||
|
Economically disadvantaged adult |
0.33333 |
0.64771 |
0.35229 |
||
|
Average Ratio |
1.00000 |
79% |
21% |
||
|
Dislocated Worker |
|||||
|
Insured Unemployment Data |
0.16667 |
0.84907 |
0.15093 |
||
|
Unemployment concentrations |
0.16667 |
0.90934 |
0.09066 |
||
|
Plant closing and mass layoff data |
0.16667 |
0.99485 |
0.00515 |
||
|
Declining industries data |
0.16667 |
0.03610 |
0.96390 |
||
|
Farmer-rancher economic hardship data |
0.1666 |
0.89199 |
0.10801 |
||
|
Long-term unemployment data |
0.16667 |
0.85607 |
0.14393 |
||
|
Average Ratio |
1.00000 |
76% |
24% |
||
|
Youth |
|||||
|
Unemployed residing in areas of substantial unemployment |
0.33334 |
0.80304 |
0.19696 |
||
|
Excess unemployment |
0.33333 |
0.90915 |
0.09085 |
||
|
Economically disadvantaged adult |
0.33333 |
0.67583 |
0.32417 |
||
|
Average Ratio |
1.00000 |
80% |
20% |
||
e. Describe the competitive and non-competitive
processes that will be used at the State level to award grants and contracts
for activities under Title I of WIA, including how potential bidders are being
made aware of the availability of grants and contracts.
Provisions for awarding
grants and contracts from funds that are not formula allocated are in the
Montana Administrative Rules governing all state agencies. Please see Attachment F for the State’s
Procurement Procedures for Equipment and Supplies and Procedures for Obtaining Professional Services. Potential bidders are made aware of
available funding to be competitively awarded by publishing notice in the major
Montana daily newspapers, notice on the State Bulletin Board, and to all interested
parties (as determined by a list maintained for this purpose). Any
grants or solicitations for service providers will be posted on the
department’s WIA web site. The
State Department of Administration posts all Requests for Proposals and
invitations for bid on their website for public access. These are the current policies in place for
competitive and non-competitive processes that will be used to award grants and
contracts for activities under Title I of WIA.
f. Identify the criteria to be used by local
Boards in awarding grants for youth activities, including criteria used by the
Governor and local Boards to identify effective and ineffective youth
activities and providers.
Youth providers shall
be selected by Local Workforce Investment Boards based upon advice from Youth
Councils. The State Board Youth
Committee recommend the Local Boards utilize the following criteria, including
but not limited to:
·
Accreditation;
·
Fiscal controls;
·
Experience with
youth and with coordinating youth services;
·
Admissions/cancellations/refund
information;
·
Demonstrated
effectiveness;
·
Success rate
based on enrollment and completion;
·
Curriculum
outlines for training activities;
·
Qualifications
of staff;
·
ADA
compliance/Description of facilities (health and safety);
·
Certification/licensure
associated with training completion; and
·
Debarment and
Suspension status.
The local boards have
the discretion to determine what specific services are provided to youth
participants based upon local area needs.
The Local Workforce Investment Area Boards issued a
Request for Proposal to operate Youth Programs in Montana. The criteria used in the Request for
Proposal to determine effective youth service providers include:
-a locally established system for youth development,
education and training that promotes and enhances academic achievement, high
school graduation, work-readiness skills, post-secondary readiness,
occupational skill achievement and employment readiness;
-individual, in-depth, comprehensive assessments that
will allow services to be tailored to each youth’s specific needs;
-services tied to the age and maturity level of each
youth;
-service strategies that will be sequenced over time to
maximize learning gains and assimilation of appropriate work behaviors;
-service strategies for drop outs that include efforts in
assisting youth in achieving high school credentials;
-service strategies that emphasize contextual learning
opportunities that combine school-based learning opportunities and work-based
opportunities.
Additionally agencies desiring to become eligible youth
providers will be required to provide eligibility determination; comprehensive
assessments to allow services to be tailored to each youth’s specific needs;
basic skill development and academic enrichment activities; pre-program and progress
testing; meaningful work experience; pre-employment/work maturity skills
training; necessary support services to assist participants to be successful in
the work experience; academic and academic enrichment activities; ongoing
mentoring opportunities for youth with qualified adults; labor market
orientation; personal financial management and other life skills training;
leadership, decision-making and citizenship skills; and community service.
There are two local workforce investment areas in Montana
that will provide services to youth:
the Balance of State local workforce investment area and the
Concentrated Employment Program workforce investment area. Each board followed
the statutorily required competitive procurement for youth services. Those agencies meeting the criteria in the
Request for Proposal are listed below.
Providers in the Balance of State local workforce
investment area are:
District I – Action for Eastern Montana of Glendive
District II - Action for Eastern Montana of Glendive
District III - Action for Eastern Montana of Glendive
District IV – Human Resource Development Council of Havre
District VI – Human Resource Development Council of
Lewistown
District VII – Human Resource Development Council of
Billings
District IX – Human Resource Development Council of
Bozeman
District X – Northwest Montana Human Resource
Council of Kalispell
District XI – Human Resource Council of Missoula
Providers in the Concentrated Employment Program local workforce
investment area are:
District XII Human Resource Council of Butte
District IX Human Resource Development Council of Bozeman
Career Training Institute
of Helena
g. If you did not delegate this responsibility
to local Boards, provide your State’s defiition regarding the sixth youth
eligibility criterion.
Policy on Additional Youth Eligibility Criterion – The
Local Councils, in consultation with the State Board Youth Committee, developed
definitions for the sixth youth eligibility criterion for their respective
local workforce areas. The board’s Local Plan must assure that the definition and required
documentation are developed and communicated to all youth service providers.
The State Workforce
Investment Board’s Youth Committee developed the additional youth eligibility
criterion as follows:
an
individual (including a youth with a disability) who requires additional
assistance to complete an educational program, or to secure and hold employment
as an individual who: has no vocational/employment goal AND has below average
grades OR has a poor work history (to include no work history) OR has been fired
from a job in the last six calendar months
The State Workforce Investment Board’s Youth Committee
recommended the additional criterion to the Local Workforce Investment Boards’
Youth Councils. The Youth Councils for
the Balance of State and Concentrated Employment Areas further defined the
eligibility criterion.
The Balance of State
Local Workforce Investment Board adopted the Local Workforce Investment Area
Youth Council’s definition of the
additional youth eligibility criterion as follows: an individual (including a
youth with a disability) who requires additional assistance to complete an
educational program, or to secure and hold employment as an individual who: has
no educational/employment goal or is at risk of dropping out of school; OR has a poor work history (to include no
work history) OR has been fired from a job in the last six calendar months
The Concentrated
Employment Program Workforce Investment Board adopted the Local Workforce
Investment Area Youth Council’s definition of the additional youth eligibility
criterion as follows: an individual (including a youth with a disability) who
requires additional assistance to complete an educational program, or to secure
and hold employment as an individual who: has no vocational/employment goal; OR has been fired from a job in the last six
calendar months.
h. i. State Policies and Requirements:
The
Montana State Workforce Investment Board sets the following policy to support
and direct the development of a statewide workforce investment system.
Policy on Procuring Workforce Center Operators – It is the State’s policy that the Local
Workforce Investment Boards incorporate the planning efforts of the Local
Management Teams developed under Montana’s One-stop Implementation Grant to the
degree practical. In 1997 and 1998 the
State Workforce Investment Board’s predecessor – the Workforce Preparation
Coordinating Council – created a framework for the Workforce Center System. The heart of the framework was work done by
Local Management Teams which operated in a collaborative manner in local communities. The State Board has asked the Local Boards
to incorporate the collaborative framework done under the Local
Management Teams to the degree practical and has offered tools for the local
boards to use if they choose in their certification process.
Beyond the above request, the State has determined that that no
additional criteria, restrictions or requirements beyond the requirements in
the Act or Interim Regulations be imposed upon the Local Boards for the
certification of One-stops. The Act
clearly intends to drive decisions to the most local levels.
Procedures to Resolve Impasse Situations at the Local Level – The State Workforce Investment Board
recommended that the Governor direct State Agencies and requests the
Commissioner of Higher Education, the Office of Public Instruction, and others
involved in the Workforce Investment Act to enter into a Memorandum of
Understanding that, at a minimum, commits to cost sharing, information sharing,
and nonduplication of services. The
statewide MOU shall provide a framework of collaboration among partners and
sets an example for the local partners to follow. In addition, it clearly sets out the areas of responsibility and
authority which can help prevent impasse situations at the local level.
Policy on Local Boards Running Programs - It is the State’s policy that no Local
Board may run programs in-house.
Policy on Reallocation
– The Governor may, in accordance with Title I Section 128 (c) and 133(c),
deobligate youth and adult employment and training funds from local areas that
fail to obligate 80 percent of a program year’s allocation. These funds will be reallocated to eligible
local areas based on the formula specified in the Act. The State will allow voluntary deobligation
that allows a local workforce investment area to transfer funds to the other
local area if the area wishes to accept the funds.
Policy on Transfer between Adult and Dislocated Worker Funds - A Local Board may transfer up to 20 percent
of a program year allocation for adult or dislocated worker employment and
training activities between the two programs.
Local Boards may not automatically
transfer funds to or from the youth program.
It is the State’s policy that, before making any such transfer, a Local
Board must:
·
Incorporate the
modification to the local plan or be presented as an amendment to that plan
·
Obtain the
Governor’s prior written approval.
Policy on Priority of Service to Veterans – One-stops housing Wagner-Peyser staff will
provide veterans with priority employment and training services in accordance
with federal law, U.S. Code Title 38, Chapters 41 and 42 and 20 CFR
1001.120(a)(b). The full array of core
services will be made available to veterans in the following order of priority:
veterans with disabilities, Vietnam-era veterans, veterans, and eligible
persons.
Policy on Targeting Services – In the event that the funds allocated to local areas for adult
employment and training activities are limited, priority shall be given to
recipients of public assistance and other low-income individuals for intensive
and training services. In addition to public assistance recipients
and other low-income individuals, the State recommends the following additions
to the priority for those who are less than 80% self-sufficient or have one of
the following barriers: (1) older
workers; (2) individuals with language barriers; (3) individuals facing
cultural barriers, including American Indians; (4) individuals not receiving
services from other programs in WIA; or (5) other populations determined by the
local boards and local management teams.
The
State charges local boards with developing written policies and procedures on
local targeting of services to groups and individuals. A board’s Local Plan must assure that
written policies and procedures are developed and communicated to all JobLINC Centers and associate program
operators and available for State inspection. Persons with disabilities will be afforded
opportunities for training activities designed to improve participation in the
workforce and lead to higher earnings for participants who successfully
complete them. Individuals with other
employment issues will be afforded opportunities for participation in training
activities designed to improve participation in the workforce and lead to
higher earnings for individuals who successfully complete them. Training activities for persons will be
provided in the context of the state’s vision to provide universal access for all
customers.
Policy on Individual Training Accounts - The State does not set a limit on the dollar amount or duration of
Individual Training Accounts. The State
Board delegates the responsibility for defining ITA policies and procedures to
local boards. A board’s Local Plan must
assure that written policies and procedures are developed and communicated to
all Center operators and available for State inspection.
Policy Defining Deficient in Basic Literacy
Skills –The State Workforce Investment Board endorses the WIA definition of
“basic skills deficient” as “with respect to an individual, that the individual
has English reading, writing, or computing skills at or below the 8th
grade reading level on a generally accepted standardized test or a comparable
score on a criterion referenced test.”
In addition, the Act further defines literacy as “an individual’s
ability to read, write, and speak in English, and to compute, and solve
problems, at levels of proficiency necessary to function on the job, in the
family of the individual, and in society.”
The State Board chooses not to elaborate on these definitions.
ii.
Describe how consultation with Local Boards and Locally Elected
Officials occurred.
The
State involved the local boards and chief elected officials from the beginning
of the development of these policies.
Boards, board staff, and elected officials are invited to participate in
the development, review, and change of policies. Comments are considered before policy is finalized. The State Board has held combined meetings
and training sessions with the locally elected officials of the two workforce
areas, along with their appointed local workforce board members. Please see Section I Plan Development
Process for further details on the consultation and collaborative process. On-going coordination continues as staff for
the State Board meets regularly with staff from the local boards for
information and to seek input on issues.
The Planning process has been completely collaborative and the State
intends to continue the collaborative activities.
iii.
Are there any state policies or requirements that would act as an
obstacle to developing a successful statewide workforce investment system?
Montana
intends to utilize continuous improvement activities to continue to identify
policies or requirements that create obstacles. The first year of WIA implementation may reveal unforeseen
barriers. Obstacles will be addressed
by reviewing state policy or rule and, where necessary, by utilizing waiver
opportunities available through the U.S. Department of Labor.
Some
of the barriers already identified which would hinder a successful statewide
workforce investment system in Montana include the following:
·
Facilities
availability is one of the most significant barriers. Limited office space options available in some rural areas,
binding long-term lease agreements, and lengthy bidding processes create
barriers.
·
Agencies are
faced with the difficult challenge of communicating between existing state
mainframe systems, incompatibility of software, no framework for the
development of new applications, inadequate
data-transmission lines, and delays in the implementation of new
information technology initiatives because of such an environment. Montana expects to overcome this obstacle by assessing our
current systems, and electing and implementing connectivities between existing
systems.
·
The need to
share customer information across program boundaries is also an important
component for the new one-stop delivery system. While much progress has been made in designing inter-agency
agreements, barriers continue to exist with regard to data sharing and data
matching. In addition, efforts need to
be focused on resolving information-sharing issues associated with non-state
agencies and private entities.
·
Eligibility
issues and programmatic restrictions will have a significant impact upon the
delivery and funding of universal services.
For instance, certain programs can only provide services to a narrow
constituency (e.g., veterans).
·
In some
instances, local level state employees have limited policy-making
abilities. This could have a delaying
or debilitating effect on local design and planning.
2. SERVICES
Describe the current status of One-stop
implementation in the State, including:
a.
Actions your State has taken to develop a one-stop integrated service
delivery system statewide;
Montana was a late
receiver of its One-stop Implementation Grant monies. Montana’s approach was a
collaborative one. Local
Management Teams (LMTs) were organized in regions – areas within a hundred
miles of a community that offers workforce development services. Those LMTs included all mandatory and many
optional partners. Under the guidance
and support of the Private Industry Councils and the State, those LMTs began
the process of preparing for One-stop certification. “Initial” certifications have been made in 18 regions which covers the entire state. The
“initial” certifications as yet do not meet the requirements established in the
Workforce Investment Act, but do provide a foundation for consortia
certifications. Not all one-stops may
be established using the consortia model – there may be a competitive process
in some locations – however, the State hopes to maintain the foundation of
collaborative relationships built to date.
The Local Boards have identified one One-Stop Center
in each workforce investment area. The
Local Boards will supplement the JobLINC Center services through a network of
associated service providers.
In addition, the Department of Labor and Industry has
contracted with Science Applications International Corporation (SAIC), a
private consultant out of the San Diego, California area, to conduct an
assessment of the technological systems being used in Montana, and the options
available to connect those systems or to replace them. The SAIC assessment and recommendations will
be used by the state and local partners in the workforce investment system to
determine if and how to connect the existing systems, replace some pieces or
choose a single one-stop operating system.
Limited resources, investments already made, and the concurrence of
partners must all be considered.
Efforts to market
Montana’s workforce system are also underway.
A marketing firm has been selected and is working with the Office of
Workforce Development in the Department of Labor and Industry and local
partners to determine how best to market the system to Montana’s citizens. Because of the universality of the system,
and the multiple methods of accessing its services, marketing is critical to
ensure individuals, agencies and institutions know of its existence and how to
access it.
b. The degree of existing collaboration for WIA
Title I, the Wagner-Peyser Act, and all other required and optional partners.
There is a high
degree of collaboration at the local level among the traditional employment and
training partners – job training, employment services, vocational
rehabilitative services, some community-based-organizations, and organized
labor. There are developing
relationships with offices of public assistance and human services. Connections with some educational partners
is highly developed in some arenas and needs improvement in others. Montana’s approach is that there is always
room for improvement in a continuously improving atmosphere. Agencies at the local and state levels
intend to continuously assess our levels of collaboration, find out what we are
doing well and what needs to be improved, and work collaboratively on
solutions.
Specifically,
Wagner-Peyser is a cornerstone for core services. Its series of 23 Workforce Center locations offers labor exchange
services statewide. In addition, the
Wagner-Peyser program allows access to the Montana Job Source and America’s Job
Bank. Veteran services are provided
through the Job Service Workforce Centers along with Rapid Response, Trade
Adjustment Assistance, Migrant and Seasonal Farm Workers assistance, and other
mandatory programs.
The state departments
of Public Health and Human Services and Labor and Industry have entered into a
Memorandum of Understanding to eliminate duplication and to build upon the
strengths of each department. The MOU
has resulted in collocation of staff in 12 locations around the state. This provides the opportunity for
efficiencies as well as convenience for joint customers. Also, the two departments developed the
Montana Job Source, which is Montana’s version of America’s Job Bank. Because Montana is such a rural state, and
individuals are often hesitant to relocate, this gives them an opportunity to
job search without having to travel.
This is particularly helpful to our low-income population who may be
geographically distanced from other job search opportunities. The Department of Public Health and Human
Services created a “Virtual Pavilion” which opens doors to many government
services, including the Montana Job Source.
Montana was one of seven states selected to participate in the National
Governor’s Association for Best Practices Academy on Expanding Opportunities
for Low-Income Families to Advance in the New Economy. Montana’s team consists of executive-level
officials from several state agencies, as well as representatives from local
government and the private sector. This
collaborative effort is designed to result in a comprehensive legislative and
administrative strategy to meet the existing needs and gaps within Montana’s
low-income assistance programs.
The Montana Job Service and Rural Employment Opportunities, Inc., Montana’s
WIA 167 grantee, work in tandem to ensure that migrant and seasonal farm
workers (MSFWs) have access to services authorized under Title I-Subtitles B
and D of the Workforce Investment Act.
Rural Employment Opportunities (REO) is a partner of the Montana Career
Center System and a member of Montana’s State and Local Workforce Investment
Boards, representing the National Farmworker Jobs Program. The partnership between the Montana Job
Service and REO is expressed in a Statewide Memorandum of Understanding.
Workforce investment services are offered to MSFWs through Montana Career
Systems Centers and REO affiliate offices.
Additionally, services are offered through REO’s high-tech mobile
one-stop center, the Techmobile. The
Montana Job Service is a member of the Migrant Coalition, a group sponsored by
REO, whose aim is to ensure coordination and cooperation among agencies
providing services to MSFWs. Coalition
activities include planning, cross-training staff, outreach, referrals, and
Spanish language translation. These
activities facilitate optimal access and customer satisfaction for this special
population.
Existing
collaboration with Adult Education, Post Secondary Vocational Education,
Welfare-to-Work, Older Americans Act, Job Corps, Housing and Urban Development
E & T programs, Native American Programs, TAA/NAFTA, Community Services
Block Grants, and Unemployment Insurance have been in place informally for many
years. Through the One-Stop
Implementation Grant awarded to Montana in March of 1998, community level
providers of these programs joined forces by establishing Local Management
Teams (LMTs) in twenty-one community-defined geographic regions of the state.
The LMTs began designing formal service coordination processes with the
completion of applications for initial certification as local workforce
systems. The planning instructions for
this certification process required the involvement of the partners mentioned
above. It is important to note that the LMTs exceeded the expectations for
partner involvement in their initial plans by inviting many community service
providers with a wide range of disciplines as available in their particular
areas. By including these additional
service providers in the LMT, communities now have better coordination of all
services, not just employment and training.
While not required
under WIA or the Local Workforce Investment Boards, the LMTs have continued
their work on integrating and coordinating services at the most local
level. The work of the LMTs has laid a
firm foundation for the One-Stop delivery system under WIA. The LMTs have provided valuable guidance and
information to the Local Workforce Boards as they define policy for the new
workforce system.
1.
Local Workforce Investment Areas:
i. Identify the State’s designated local
workforce investment areas, including those that were automatically designated
and those receiving temporary designation.
How do these areas compare in size and number with the Service delivery Areas under JTPA?
Montana has two
designated local workforce areas: a ten county Concentrated Employment Program
(CEP) area and the Balance of State area, composed of the remaining 46
counties. The CEP area served as a
service delivery area under the Job Training Partnership Act (JTPA) and
operated successful programs. The
Balance of State area also served as a service delivery area under JTPA and
maintained successful programs. Both
areas submitted requests for designation under WIA and the State Board approved
the two designations in June, 1999.
(See Attachment G for map) The State Board approved the designations for
the duration of the Workforce Investment Act, pending performance.
ii. Include a description of the process used to
designate such areas. Describe the
State Board’s role, including all recommendations made on local designation
requests.
The Balance of State
area, while large, instituted regional planning and funding procedures under
JTPA; the regions are aligned with the Montana Association of Counties regions
and are consistent with the criteria
identified in Section 116(a)(1). The
population of Montana does not support additional local workforce investment
areas and none applied. The State Board
received the requests for designation from Local Boards, reviewed them for
legal compliance, and certified the requests as noted above.
iii. Describe the appeals process used by the
State to hear appeals of local area designations. If any appeals were made, identify them and indicate the status
of the appeal.
No appeals were made
when designating local workforce areas or local workforce boards. Should any grievances be filed in the
future, the local boards may follow the established grievance procedure.
At the beginning
implementation stages of WIA, Montana has no immediate plans for any intrastate
or interstate regional planning areas. In line with the guiding principle of continuous improvement, we
may consider phasing something in as we see the need arise.
i. - v. Identify policies and procedures your State
established for determining the initial eligibility of local level training
providers, how performance information will be used to determine continuing
eligibility and the agency responsible for carrying out these activities. Describe how the State solicited recommendations
from the local boards and training service providers and interested members of
the public in the development of these policies and procedures. What performance information on training
providers will be available at every one-stop center? How will the State maintain the provider list? Describe the State’s current capacity to
provide customers access to the statewide list of eligible training providers
and their performance information.
A task force was
established to examine how to implement Individual Training Accounts (ITAs) and
ways to establish an eligible training provider list. The task force met for several months and comprised service
providers, state board members, private industry council members, and staff
from the local administrative entity and the Department of Labor and
Industry. The task force was designed
to help streamline the decision making process for the State Board and the
local boards and to recommend action steps.
The task force
recommended the following elements be included in the application packet for
training providers that are not Higher Education Act-eligible or Apprenticeship
entities:
·
A cover page
that explains the application process, provider requirements in initial and
subsequent years, deadlines for submission, and other general information of
interest to applying entities;
·
Training
provider information page – should include disclosure questionnaire (i.e.,
current or prior legal problems, etc), ADA compliance statement, outline of
existing grievance procedure, copy of refund policy, and three letters of
professional reference;
·
Program
information page – should include program name, description and duration
(clock/semester hours), program costs including tuition, books, all fees,
required equipment and supplies, program completion rates for all individuals
enrolled, percentage of all individuals enrolled who obtained unsubsidized
employment, wages at placement for all individuals enrolled (must include
methodology for how this information was gathered), if applicable, the State of
Montana recognized or industry recognized licensure, certification, degrees, or
equivalent attained by all program graduates (for example, CDL, Certified
Nurses Aid, Licensed Practical Nurse, Novell Network Engineer);
·
Instruction page
including: clear and complete instructions on how to complete the application,
statement of the policy on program appropriateness (i.e., demand occupation,
leads to self-sufficiency, etc.);
·
Training
provider’s rules, regulations, and rights page in a side-by-side format with
the citation of the Act on the left and Montana’s corresponding implementation
on the right.
The task force
further recommended the use of appropriate and necessary resources for the
design and implementation of a viable, uniform, streamlined, statewide
participant/ student tracking system in order to encourage maximum
participation of potential training providers.
Montana does not currently have a system in place to collect performance
data on training providers nor a method of disbursing the information. Resources must be devoted to the development
of the tracking system and building the capacity of the staff and the public
when using the system.
The Montana
Department of Labor and Industry shall be the agency responsible for maintaining
the eligible training provider list.
The
State of Montana is currently designing the Eligible Training Provider List
system and expects to have such a system implemented by September, 2000. The Eligible Training Provider List shall be
available in a variety of ways, including in-person assistance in a JobLINC
Center or associated office, and electronically through the public, universal
internet access, and written hard-copy.
In
the interim, customers eligible for training under Title I of the Workforce
Investment Act will access training in much the same way as is currently
occurring. Case managers work
individually with customers to assess their training needs and desires and
matches those needs with training providers that are within a reasonable
geographic area and have good reputations are training providers. Montana does not have a multitude of
training providers and program operators are generally well acquainted with the
training providers in their area.
Failure to meet the annual performance measures will be justification to
remove a service provider from the eligible training provider list. If removed from the list for performance
reasons, a service provider must wait one year from the date of ineligibility
to reapply. The service provider will
be notified by termination letter and may appeal through the grievance
procedure. The service provider will
continue to be eligible during the appeal process, pursuant to guidelines to be
developed by the State Board.
If a service provider intentionally provides false performance
information, that provider shall immediately be removed from the eligible
provider list. The State Board shall
remove the provider from eligibility for a period of not less than two
years. The Department of Labor and
Industry will be responsible for removing ineligible providers from the
provider list.
Montana has a solid
foundation upon which to build a high quality employment statistics information
system. The Office of Research and
Analysis, within the Department of Labor and Industry, Job Service Division,
provides support for the State’s workforce, economic, and career development
programs and initiatives through the collection, analysis and dissemination of
labor market information (LMI). A
continuous effort is made to provide information that is both responsive to
customer needs and reliable in quality.
The following identifies the Office’s LMI products and services
necessary to support economic, workforce, and career development at the
statewide and local levels.
Federal-State
Cooperative Programs The Office operates several key
federal-state cooperative statistical programs in collaboration with the U.S.
Department of Labor, Bureau of Labor Statistics. The Local Area Unemployment Statistics (LAUS) program generates
monthly statistics on the employment and unemployment status of state and
sub-state populations. The Occupational
Employment Statistics (OES) program addresses the industrial distribution of
occupations, current occupational employment, and wage estimates for wage and
salary workers each year. Mass Layoff
Statistics (MLS) data charts the incidence and location of workers displaced by
permanent layoffs and plant closings.
The current Employment Statistics (CES) program is a monthly payroll
survey of business establishments that provides current estimates of
employment, hours and earnings data in industry detail for the State. The Covered Employment and Wages Report
(ES-202) provides data on monthly
employment, the number of business establishments, total quarterly wages,
taxable wages and employer contributions.
The guiding principles of these programs are to ensure the greatest
accuracy and reliability of data while ensuring comparability of data among all
states and localities, which forms the core for the national and state systems.
America’s Labor
Market Information System (ALMIS) During the past few years
consortiums of states, through the ALMIS system, have been enhancing and
developing LMI products and services, working to ensure the compatibility of
products while eliminating gaps and duplication in statistical
undertakings. ALMIS projects
include: Capacity Building – training
staff, as data producers through the LMI Institute, in order to equip them with
the knowledge, skills and abilities to turn raw data into meaningful
information and to provide users with the skills to enable them to access and
utilize the information made available; Short-term Forecasts – which will
provide industry and occupational employment forecasts two years out; Long-term
projections – which will provide industrial and occupational employment
projections for ten years out, and shows growing and declining industries and
occupations; Unemployment Insurance Wage Records – which will provide a new
source of employment and wage information at the county level; Standard Wage
Information – provides entry and experienced occupational wage information,
median and mean wages at the State and Metropolitan Statistical Area (MSA)
while helping eliminate duplication in data collection and increasing
timeliness; ALMIS database – is a wealth of occupational and labor market data
which will allow more user-friendly access to more local and state information
than was previously available on-line; and the Office of Research and Analysis
website – an on-line delivery system in order to put information in the hands
of customers so they can make informed labor market decisions. In addition, the Office of Research and
Analysis is a participant in the national MicroMatrix user group, a key advisory
body in the data projection arena.
Other State Labor
Market Information Outstanding customer satisfaction is highly
valued within the Office of Research and Analysis as well as within the
Department of Labor and Industry.
Recognizing the need to build the capacity of LMI customers, qualified
staff conduct training on a wide range of economic, labor market and career
information topics. Seminars,
workshops, presentations and exhibits cover broad topical areas, most
customized to meet specific customer needs.
The Director of the Office of Research and Analysis provides an annual
Labor Day briefing to the Governor and the public. The Office maintains a broad range of activities and products in
support of career and labor market information initiatives. The Montana Career Information System and
the Job Works! Program are used for delivering career and labor market
information in a user-friendly format.
Recurring publications
include: Statistics in Brief, Montana Employment and Labor Force Trends, the
Workforce Information Newsletter, Montana Annual Labor Market Planning
Information, Profile of the Montana Worker, Census of Fatal Occupational
Injuries, Montana Occupational Injuries and Illnesses, Informational Wage Rates
by Wage and Occupation, Job Projections for Montana’s Industries and
Occupations, county Labor Market information flyers, Montana State Prevailing
Wage Rates, Apprenticeable Occupations in Montana, Licensed Occupations in
Montana, the Montana Career Guide, Inside Edition Job Hunter’s Guide, and the
Montana Prospector’s Portfolio. The
Office of Research and Analysis also processes many requests for customized
information to facilitate workforce, economic, and career development as well
as employment and training initiatives.
During the initial & additional/reopen claim
processes, claimants, who are not members of a union hiring hall or job
attached, are informed of the requirement to register with the Job Service by
the end of the week following the filing date of their initial claim. To reduce
the amount of time claimants and Job Service staff must spend completing a
registration, the UI Benefits system is linked to the Job Service computer
system to enable the transfer of “data packets” on claimants who are required
to register with the appropriate local office.
The “data packet” contains demographic & some occupational
information required by the Job Service system to create a registration. The
“data packet” is transmitted nightly to the Job Service system. If /when the claimant visits the local
office to register, the Job Service staff enters a “registration date” into
their computer. The brief occupational information supplied by the UI system is
enhanced and expanded.
The UI and Job Service divisions are developing a
procedure to identify those people who have not completed their registration
with Job Service to ensure that their registration is thoroughly completed
which will enable claimants to be identified for job referrals.
Job Refusals or
other issues – Most Job Service offices have access to the UI Benefits system
and have been trained to determine if an individual was filing for benefits
when a job refusal occurred. A system is in place in which the specifics of the
job offer can be faxed to the UI Telephone Claims Center staff & UI staff
have access to the Job Service computer system and can obtain information on
the job offer before starting fact-finding with the claimant.
The Job Service
Division and the Unemployment Insurance Division have an agreement outlining
processes for the work test and feedback requirements. The Job Service Center staff have the
responsibility of making referrals to employment and notifying the Unemployment
Insurance program of any refusals. The
divisions are in the process of automating the processes to make them more
efficient. Montana
Unemployment Insurance is developing another data exchange which informs the
Job Service computer of claimants who are no longer filing for benefits –
monetarily ineligible; exhausted benefits or ceased filing for benefits.
UI claimants are
selected for Worker Profiling and Reemployment Services by an automated system
developed when the Profiling process was initiated several years ago. Individuals to be profiled are selected by
the system and an automated notification is sent to the appropriate ES
office. ES staff meet with the
individual and provide the services needed and staff document their actions
through the current reporting system.
The Unemployment Insurance computer system contains a
scheduling system which permits each Job Service office to indicate how many
ERP interviews will be conducted and the time(s) and date(s) of the
appointments. During the initial, additional/reopen claim processes, the ERP
interval is established in discussion with the claimant and entered (modified)
into the UI computer system. The UI computer can run a program to select
claimants who have filed sufficient continued claims to equal the ERP interval.
These claimants are sorted by local offices serving their residence and then
randomly selected to fill the number of appointments designated by that local
office. If necessary, an appointment
letter can be generated by the UI computer system to the claimant informing
him/her of their selection and the time, date and location of the appointment.
The letter contains language informing the claimant of the reasons &
advantages of participation and possible penalties for non-participation.
In the event of non-participation, selected local office
staff have access to the UI computer system and can enter information
concerning the non-participation which will create a notice to the claimant and
create an issue. UI staff conducts
appropriate fact-finding and issues a decision.
Management from the UI Division and Job Service Division
meet at least monthly to continue to look at ways to improve coordination and
improve services to customers.
1. In sum, how closely aligned is your current
system to your vision? Assess your
current system’s ability to meet the customer and economic needs identified
above. What are your key
strengths? What weaknesses will you
need to address to move forward?
Describe any opportunities or challenges to achieving your vision,
including any economic development, legislative or reorganization initiatives
anticipated that could impact on the performance and effectiveness of your
State’s workforce investment system.
The development of Montana’s workforce system is in
its early stages. Montana’s key
strength is that many pieces are already in place upon which to build a quality
workforce investment system.
·
Montana’s workforce investment system has a high awareness of
customer-oriented and quality service.
The two service delivery areas have achieved Enterprise status, awarded
by the Enterprise Council under the Job Training Partnership Act service
delivery system. That status is
achieved through high customer satisfaction results coupled with exceeding
stringent performance standards.
·
Montana’s network of Job Service Workforce Centers also enjoys a high
customer satisfaction results by job seekers and business customers.
·
The rural nature of the state demands partnerships to develop and
thrive.
·
A strong system of post-secondary institutions, contributing to quality
training and career opportunities.
·
Active and progressive business advocate programs in all Job Service
Workforce Centers that result in close contact, relationships and partnering
with business customers.
·
An active Job Service Employee Committee network.
There are tremendous challenges ahead of us as well.
·
Funding, based upon population, is never adequate to meet the needs of
Montana’s citizens. We must continue to
search for innovative methods of delivering service to our rural population.
·
While there are fairly high levels of coordination within the employment
and training community, we must develop partnerships with new, nontraditional
partners such as economic development and education.
·
Phase II of Montana’s welfare reform efforts need to be coordinated in
such a manner as to strongly attach “welfare leavers” to the labor market
without displacing other workers.
·
High skill training and education need to be in alignment with growing
occupations; Montana’s economic development efforts must be aggressive to
provide opportunities to work for those with high skills.
·
System building and connecting is expensive and time-consuming. We must find ways to share our information
and share the costs of systems.
The State Board and Local Boards expect to identify opportunities and
challenges as implementation of WIA occurs.
The Boards will utilize continuous improvement methodologies to identify
opportunities and challenges and to address them. Issues such as governmental reorganization, potential state
legislation and economic development will be thoroughly explored and the State
Board will bring initiatives before the Governor.
Local Boards and the State Board have different but compatible priority
action steps to move Montana towards the broad vision outlined above.
The Local Boards face certification of at least one
JobLINC Center in each local area. In
addition, they must establish an Individual Training Account system, develop
policies and provide technical assistance to the JobLINC Center system.
The State Board faces the challenges of establishing an Eligible Training
Provider List, providing policy guidance to Local Boards as they make their
decision, and providing adequate technical assistance to the Local Boards and
the workforce system to ensure a successful implementation of WIA. In addition, the state must invest in
connectivities for the various automation systems. Programs and agencies are faced with the difficult challenge of
communicating between existing state automation systems. The State must determine how to connect the
existing systems keeping in mind limited resources, investments already made,
and the concurrence of partners.
The State Board also will want to address longer-term issues facing the
state of the economic and workforce conditions in Montana. Montana must change to meet the needs of
business and workers under the emerging economy. The workforce investment system will need policies that nurture
growing businesses and attract the skilled workers that power them. It must enhance the proficiency of its
workforce, maintain an infrastructure that supports business, and offers superior
delivery of services to its residents.
Montana must have flexible regulations, a simple and equitable tax
system, a strong educational structure, and an environment that encourages
business formation and entrepreneurship.
Montana must provide opportunities for life long learning. Finally, we must focus on the environment
and other quality of life issues that help retain our young and productive
population.
·
Enhance the infrastructure (transportation and communications) needed to
support the emerging highly technical knowledge-based industries, and
electronic commerce.
The infrastructure includes both traditional and nontraditional
elements. Because of Montana’s rural
nature with limited transportation corridors, upgrades may be needed for air,
road, and rail travel to maintain existing growth. To attract business growth, communities may have to offer access
to high-bandwidth transmission systems and a wide array of telecommunications
services. Montana’s workers need
reliable transportation options.
·
Reengineer existing programs, systems and agencies to deliver services
more efficiently, using technology, and partnerships with the private
sector.
The workforce system must transform itself into a customer-driven system,
delivering services and information more efficiently to businesses and citizens. Information technology can play a major role
in streamlining and improving operations.
Information technology can help create a user-friendly portal to the
public for complying with regulations applying for and receiving benefits and
obtaining information on government services.
Ways must be found to share information and costs in the development and
maintenance of systems.
·
Support entrepreneurs and business startups by streamlining business
regulations, providing timely decisions, and assisting firms in their search
for qualified workers and venture capital.
Small, fast-growing firms will power job growth. Those businesses must have the tools
necessary to ensure their competitiveness in the global economy.
·
Promote university policies that build the intellectual infrastructure,
and facilitate partnerships between universities and businesses.
Montana can build the intellectual infrastructure by strengthening the
research and development capacity in our higher education system, investing in
areas of higher education that teach the skills relevant to the new economy,
and encouraging better university-industry partnerships. We should also encourage partnerships among
businesses that want to work together on developing products. These strategic alliances can help maximize
the investments needed to bring new products and services to market and create
more opportunities for work for Montana’s job seekers.
A. LEADERSHIP
How will you
overcome challenges to align your current system with your vision? How will the State implement WIA’s key
principles of local flexibility and a strong role for local Boards and for
businesses?
While the State wants to provide support for the workforce investment
system, the State has deliberately chosen not to impose unnecessary additional
requirements or policies upon the local boards as they move to implement a
system of JobLinc Centers in Montana.
The State wants to live up to the spirit of the Workforce Investment Act
that calls for strong local control.
That local control is further strengthened by the majority membership of
private business on the State and local workforce investment boards. Montanans believe in the key principles that
are to guide the implementation of the Workforce Investment Act:
The Governor’s
Vision Statement along with his long-term system objectives and guiding themes
(Page 6) are in support of WIA’s key principles.
1. Describe the steps the State will take to
improve operational collaboration of the workforce investment activities and
other related activities and programs at both the state and local level. How will the State Board and Agencies
eliminate any existing State-level barriers to coordination?
The State Workforce
Investment Board has recommended that the Governor direct State Agencies and
request the Office of Public Education, the Commissioner of Higher Education,
and other agencies involved in the Workforce Investment Act, to enter into a
Memorandum of Understanding that, at a minimum, commit to cost sharing,
information sharing, and nonduplication of services. The process of developing and entering into a Statewide
Memorandum of Understanding will identify areas to improve operation
collaboration between and among programs and activities.
Many groups are in place to help identify areas
needing improvement and strategies to accomplish it. The Montana Council on a Quality Workforce, the Local Management
Teams, Job Service Employer Committees and a Steering Committee comprising
multiple agencies and programs, all operate with continuous improvement as a
guiding principle.
The State Board has
requested that Local Boards identify and document barriers to collaboration and
coordination and to report those barriers back to the State Board. Again, using continuous improvement
methodologies, State-level barriers will be identified and can be addressed
through additional guidance by the State Board or technical assistance offered
by the State.
2. Describe how the State will assist local
areas in the evolution of existing local one-stop delivery systems. Include any statewide requirements for
one-stop systems, how the State will help local areas identify areas needing
improvement, how technical assistance will be provided, and the availability of
state funding for one-stop development.
Be sure to address any system weaknesses identified earlier in the
plan. Include any state level
activities that will assist local areas in coordinating programs.
The State Board has
asked the Local Boards to incorporate the work done earlier under the One-stop
Planning and Implementation Grant to the degree practical. In 1997 and 1998 the State Workforce
Investment Board’s predecessor – the Workforce Preparation Coordinating Council
– created a framework for the Workforce Center System. The heart of the
framework was work done by Local Management Teams which operated in a
collaborative manner. In addition, the
State has offered a Certification Packet the Local Boards may use if they so
choose. The offered Certification
Packet contains the requirements for One-stop Centers required under WIA and
provides guidance as local communities conduct service mapping in their areas.
The Montana Department of Labor and Industry will ensure that technical
assistance will be provided to local workforce areas based on needs identified
through a variety of methods, including surveys and requests by Local
Boards. State staff and Local Board
staff meet prior to the start of each program year to jointly develop a
technical assistance and capacity building plan. The needs of workforce system staff are assessed, budgets are set
and meeting dates are tentatively scheduled for the upcoming program year. At least one state-wide program operator
meeting is anticipated prior to July 1, 2000 to provide start-up training on
new WIA systems (such as Individual Training Accounts, Eligible Training
Providers list, Management Information System, fiscal system, policies, and
other programmatic areas).
Technical assistance will be provided in a variety of ways by USDOL
Regional Office staff, paid consultants, and State and Local Board professional
staff. Technical assistance may be
provided at a statewide meeting, small group settings or one-on-one, either in
person, on the telephone, or through the mail.
State agencies have been charged with entering into
a State Memorandum of Understanding.
The State MOU will identify ways of sharing costs, information and
eliminating duplication The State MOU
provides the framework for those agencies that deliver services locally but are
state-managed, such as Vocational Rehabilitation, Wagner-Peyser, post-secondary
education and K-12 education. The State
MOU outlines each agency’s respective responsibilities and provides guidance as
the Local MOU’s are developed.
3. How will your State build the capacity of
Local Boards and youth councils to develop and manage effective programs?
The State Workforce
Investment Board is seriously looking at ways to build the capacity of Local
Boards and their youth councils to develop and manage programs. The State Board has established a Youth
Committee which is intended to provide guidance and input to the local Youth
Councils and to coordinate youth services under WIA with other federal and
state administered youth programs.
In addition, the
State Board considers technical assistance to local boards and service
providers a priority – particularly in the first year of implementation. This is especially true when there are no
funds specifically ear-marked for technical assistance under WIA. The Private Industry Councils and local
service providers have operated successful job training programs in the past
because the State recognized the value of providing the training and capacity
building activities up front. As
Montana moves towards its first year of implementation of WIA, there will be an
increased need for joint training for State and Local Board members, their
staffs, service providers (including One-stop Centers) and partners.
The State is in the
process of assessing the adequacy of automated systems and investments will be
made to connect existing systems or replace out-dated systems to find efficient
and effective ways to manage our shared information.
4. Describe how any waivers or workflex
authority will assist the State in developing its workforce investment system.
Montana is requesting a waiver for the
administrative rate at the local level.
The Governor’s Waiver Request is Attachment H of this Five-Year
Plan. The Concentrated Employment
Program (CEP) and the Balance of State (BOS) local workforce boards report that
their ability to advance the Workforce Investment Act is hampered by the
administrative cost category cap.
Size DOES matter when it comes to distributing WIA
funds across our vast state.
Distributed by the square mile, we have one of the smallest allocations
in the country. Our ability to operate
programs in this environment has always been challenging. Even with the new federal definition (and we
greatly appreciate the US Department of Labor working with us on this), we will
be sorely pressed to make our administrative rate work. Under the existing limitations, the local
boards will be limited to designating only a single One-stop center in each of
the local workforce areas. This is
especially problematic in the Balance of State area which stretches over 600
miles
across and 300 miles wide. It is
unrealistic to expect a single center to meet the universal needs of the
population in such a geographically large area.
Further, both of the local workforce areas have,
since the inception of the Job Training Partnership Act, met and exceeded all
performance standards and have received incentive awards for all years. Both areas qualified as charter members of
the US Department of Labor’s Enterprise in 1995 and then certified in both
Titles IIA-Adult and III-Dislocated Worker in 1997. This made Montana the only state in the nation where all areas
qualified for Enterprise membership in all titles since the Enterprise was
formed.
B. SERVICES
How will you meet
the needs of each of the major customer groups identified in Section III? How will the State implement WIA’s key
principles of streamlined services, empowered individuals, universal access and
improved youth services?
1. Describe the types of employment and
training activities that will be carried out with the adult and dislocated
worker funds received by the State through the allotments under section 132. How will the State maximize customer choice
in the selection of training activities?
Adult and dislocated
worker funds available under WIA shall be used to provide the required services
and activities that are not available under other funding sources. A series of “service mapping” exercises are
planned throughout each workforce investment area. The mapping process is designed to identify the gaps in service
in the various communities. The Local
Boards then intend to “fill in the gaps” with WIA adult and dislocated worker
funds in order to assure the full compliment of required core, intensive and
training services are available throughout the one-stop delivery system.
The local boards will
fund different gaps in various areas, depending upon the other resources
available from mandatory and optional partners. WIA adult and dislocated worker funds will be available, along
with other partner program funding, such as
Wagner-Peyser, to provide
required core services:
·
Determination of
whether individuals are eligible to receive assistance under the adult and
dislocated worker programs;
·
Outreach,
intake, and orientation to the information and other services available through
the one-stop delivery system;
·
Initial
assessment of skill levels, aptitudes, abilities, and supportive service needs;
·
Job search and
placement assistance, and where appropriate, career counseling;
·
Provision of
employment statistics information
·
Provision of
performance information and program cost information on eligible training
providers;
·
Provision of
information regarding how the local area is performing on the local performance
measures and any other additional performance information with respect to the
one-stop delivery system in the local area;
·
Provision of
accurate information relating to the availability of supportive services,
including child care and transportation, and referral to such services as
appropriate;
·
Provision of
information regarding filing claims for unemployment compensation;
·
Assistance in
establishing eligibility for welfare-to-work activities and programs of
financial aid assistance for training and education programs; and
·
Follow-up
services
WIA adult and
dislocated worker funding will also be available to provide intensive and
training services to those individuals determined eligible. Other resources, such as Adult Education,
PELL, state and private funding, will also be accessed as appropriate.
Customer choice
for adults and dislocated workers will be assured through individual case
management for all individuals registered for training services. Quality information on labor market
information and optional sources for training will be provided. Individuals must know what job opportunities
exist, where those job opportunities are, the quality of jobs, what skills are
needed to be qualified for the high quality jobs, where and how to access
training. Montana is committed to high
quality, individualized service for customers of the training system.
2. How will the services provided by each of
the required and optional one-stop partners be coordinated and made available
through the one-stop system? Be sure to
address how your State will coordinate Wagner-Peyser Act funds to avoid
duplication of labor exchange services.
Wagner-Peyser will
provide core services such as: outreach, intake and orientation; initial
assessment of skill levels, aptitudes, abilities and supportive service needs;
job search and placement assistance; and, when appropriate, career
counseling. Job Service Workforce
Centers offer their services in a 3-tiered approach for both job seekers and
employers as described in following pages.
Service and
activities in Montana’s one-stop delivery system will be funded through a
combination of WIA Title I and other mandatory and optional partner program
funding streams (such as Wagner-Peyser).
At each of Montana’s JobLINC
Workforce Centers and other access points, the following services and
information will be available for the state’s job seekers (first job, second
job, real job):
Labor Market
Information
·
Current and
projected labor market information, including occupational demand and wages
·
Information on
current job openings, hiring requirements, and job referral information,
including information at the local, state, and national levels
·
Worldwide
electronic access to labor market and career information
·
Access to the
State Training Provider Inventory
Career
Development Services
·
Information on
careers and skill requirements
·
Career,
education, and financial aid counseling
·
Information on
the availability and quality of education and training providers
·
Job development
assistance
·
Job search
skills training
·
Resume
preparation
·
Employment-related
workshops
Assessment
Services
·
Comprehensive
assessment including vocational interest inventories, aptitude and occupational skills assessment and
other testing services
·
Initial
eligibility information on programs and services available within the community
·
Referrals to
other agencies and institutions for services not directly available at JobLINC Workforce Centers
Special
Programs
·
School-to-Work
information and connecting activities
·
Welfare-to-Work
Program
·
Veterans
services
·
Trade Adjustment
Assistance services
·
Dislocated
Workers services
·
Vocational
Rehabilitation services
·
TANF
·
Migrant Seasonal
Farm Worker assistance
·
Registered
Apprenticeship programs
·
Microenterprise
and entrepreneurial training and assistance
Unemployment
Insurance Services
·
Unemployment
insurance benefit information
·
Claim filing
assistance
·
Initial claims
are filed by phone to be the most convenient for claimants
·
Automated registration in the Wagner-Peyser data base
Labor Exchange
Services
·
Outreach, intake
and orientation to the information and other services available through the
one-stop delivery system (which may include worker profiling, services to
veterans, the disabled, Migrant and Seasonal Farm Workers, and dislocated
workers)
·
Job search and
placement assistance, and where appropriate, career counseling
·
Initial
assessment of skill levels, aptitudes, abilities, and supportive service needs
Existing
collaboration with Adult Education, Post Secondary Vocational Education,
Welfare-to-Work, Older Americans Act, Job Corps, Housing and Urban Development E & T programs and Unemployment
Insurance have been in place for many years.
Through the One-stop Implementation Grant awarded to Montana in March of
1998, community level providers of these programs joined forced by establishing
Local Management Teams (referenced throughout this Plan) in twenty-one
community-defined geographic regions of the state. The LMTs began designing formal service coordination processes
with the completion of applications for initial certification as local
workforce systems. The planning
instructions for this certification process required the involvement of the partners
mentioned above. It is important to
note that the LMTs exceeded the expectations for partner involvement in their
initial plans by inviting many community service providers with a wide range of
disciplines as available in their particular areas. By including these additional service providers in the LMT,
communities now have better coordination of all services, not just employment
and training.
While not
required under WIA or the Local Workforce Investment Boards, the LMTs have
continued their work on integrating and coordinating services at the most local
level. The work of the LMTs has laid a
firm foundation for the One-Stop delivery system under WIA.
The Memorandum of Understanding developed by the Local
Workforce Investment Boards and all of the mandatory WIA partners will address
specific requirements for community availability and coordination of services,
but much of this work has already been done by the LMTs.
Integrated technology developed by the state will further
assist with the coordination and alignment of community level services, by
providing access to customer-approved shared data among appropriate service
providers. The integrated technology
system will allow staff from the many programs to assess the services already
provided to a particular customer, which will help them make appropriate
determinations of needed services without unnecessarily duplicating services
that have already been provided by another partner.
3. Describe how the funds will be used to
leverage other federal, State, local and private resources. Specify how the State will use its 10 percent
funds under section 7(b) of the Wagner-Peyser Act. Describe and provide examples of how these coordinated and
leveraged funds will lead to a more effective program that expands the
involvement of businesses, employees and individuals.
Governor Racicot and
the Montana State legislature have directed the Department of Labor and
Industry to use the Wagner-Peyser 10 percent funds to efficiently provide
information and labor exchange services to customers in rural areas in the
state. The department must provide
rural customers with convenient access to the electronic labor exchange system,
conduct staff outreach to those areas and to maintain Job Service Centers in
designated rural locations. The
Governor and State Legislature directive ensures universal access to the
workforce investment system.
Montana expects to create a comprehensive strategy to utilize all
available funding sources in the most effective manner possible. The State and Local Workforce Boards are
supporting and sponsoring local service mapping efforts to identify gaps in
services and to logistically direct resources towards those gaps. Resources may include the Governor’s
Statewide Workforce Activities set-aside, TANF block grant funds, and other
state-funded program funding.
The Wagner-Peyser
agency and TANF agency have agreed to collocate staff where appropriate and to
look for additional opportunities to move toward more collocation
situations. This collocation leverages
both agencies’ resources. Montana has
ten (10) collocations occurring now with the expectation that more
opportunities will arrive under the Workforce Investment Act. The Department of Labor and Industry
respectfully requests that USDOL look at the requirements under the Reed Act
that might limit opportunities and restructure or relax some of those
requirements where possible.
In addition,
Montana sees opportunities to leverage funds around our data mart project,
described on pages 26, 33-34 and 60. As
state agencies commit to data sharing, they will commit to the support of the
data mart, both financial and in-kind support.
Partners working together on the data mart project include job training,
Wagner-Peyser, public instruction, higher education, public health and human
services.
4. Describe how the needs of dislocated
workers, displaced homemakers, low-income individuals such as migrants and
seasonal farm workers, public assistance recipients, women, minorities,
individuals training for non-traditional employment, veterans, and individuals
with multiple barriers to employment will be met. How will the State ensure nondiscrimination and equal
opportunity?
Montana will continue to develop and refine
strategies to identify and meet the needs of targeted populations in a
workforce system that is universal, seamless, customer-focused and performance
based. Activities and programs will be
assessed for the effectiveness and responsiveness and continuously improved to
expand outreach and marketing to customers, increase staff development and
cross training, and build partnerships with public and private entities that
work with targeted groups. These
strategies will support success in individual goals and state and local
performance outcome goals and will ensure non-discrimination and equal
opportunity.
5. Describe the criteria developed by the State
for local boards to use in determining that adult funds are limited and that
priority of service applies. Describe
the guidelines, if any the State has established for local boards regarding
priority when adult funds have been determined to be limited.
In the event that the
funds allocated to local areas for adult employment and training activities are
limited, priority shall be given to recipients of public assistance and other
low-income individuals for intensive and training services. The State Board recommends further
prioritization for individuals who are at less than 80% of self-sufficiency or
who are older workers, face language barriers, face cultural barriers and other
individuals who are not receiving services from other programs in WIA. Local workforce boards and local management
teams may identify other populations in need of services. The
State Board has provided guidance to the Local Boards on the definition of
self-sufficiency for adults and dislocated workers.
Individuals with
other employment issues will be afforded opportunities for participation in
training activities designed to improve participation in the workforce and lead
to higher earnings for individuals who successfully complete them. Training activities for persons in these
groups will be provided in the context of the state’s vision to provide
universal access for all customers.
6. Describe how the needs of employers will be
determined in the local areas as well as on a statewide basis. Describe how services including
Wagner-Peyser Act services, will be delivered to employers through the one-stop
system. How will the system streamline
administration of federal tax credit programs within the one-stop system to
maximize employer participation?
The following
services will be available to the State’s employers and businesses:
Employee Recruitment
Services
·
Applicant/employee
testing
·
Referral of qualified job applicants to job openings
·
Job matching to fill openings from employers
·
Clearance of job openings between
states
·
Recruitment
support (space, FAX, phone, copier, computer, etc.)
·
Workforce
development assistance
·
Employer-managed
on-line Job Order system
·
Access to
qualified nontraditional, veteran and minority candidates
Consultation Services
·
Consultation and
technical assistance on employment and
human resource issues
·
Information on
state and local workplace regulations
·
Broad array of
labor market information, including employment statistics, wages, labor market
trends, census data and planning information
·
Access to small
business information and technical assistance
·
Information and
access to other special assistance programs
Training Services
·
Customized
training programs
·
On-the-job
training programs
·
State training
provider inventory
·
Registered
Apprenticeship programs
Special Services
·
Rapid response
·
Alien
certification
·
Migrant and
seasonal farm worker assistance
·
Assistance with
Work Opportunity Tax Credit program
·
Worldwide
electronic access to labor market information
The automated JobLINC system
will have a drop-down box with specific programs and services listed. In this case, it will say, "Employer
Tax Credits". Employers can hit
this drop-down box and review information, criteria, and procedures to apply
for tax credits, especially the Work Opportunity Tax Credit (WOTC)
program. Any employer, job seeker,
and/or service provider can access this information from any Internet connected
computer.
Information regarding the WOTC
program will also be included in the JobLINC Resource Directory, which is an
automated listing of available local community employment, training, education,
and economic development resources. Any
employer, job seeker, and/or service provider can also access this information from
any Internet connected computer.
The JobLINC system will also
prepare generic brochures, pamphlets, and resource guides that will include
information about the WOTC program, and promote the same to employers -
materials can be adapted for local JobLINC offices, specific to their local
service area. These documents will be
available through any JobLINC office - whether a One-Stop or affiliate office.
Cross-information sharing
between JobLINC partners will include information about WOTC, so that staff in
partner agencies can respond to basic WOTC questions, explain WOTC, and promote
the service to employers and targeted groups.
7.
Describe the reemployment services you will provide to Worker Profiling
and Reemployment Services claimants.
Wagner-Peyser
provides reemployment services, including an assessment of training needs and
referrals to appropriate training for dislocated workers. Referrals are made to the dislocated worker
program and delivered in coordination with rapid response activities provided
under the 25% set-aside. Services on the profiling program menu
include:
UI claimants will
be informed of the mandatory participation requirement. If the UI claimant fails to participate in
the required activities, the ES staff will notify UI so an issue can be
created.
Montana has and
will continue to use the ESSI developed RES (Reemployment Services) system to
manage and monitor Worker Profiling referrals and services. The RES system is linked to the UI Benefits
computer system and the Job Service computer system and information on services
provided or appointments missed by UI claimants is transferred from the RES
system and/or Job Service to the UI system.
Once an unemployed person is selected for Worker Profiling, data on the
individual is transferred from the UI system into to RES, along with the
individual’s appointment time & date.
A letter is created & mailed to the claimant notifying him/her of
the appointment time, date & location. An explanation of the purpose of
Worker Profiling and a warning on the penalties for non-participation is part
of the letter. UI & Job Service
staffs use the RES to determine who was selected for an appointment. The UI Benefits system contains a scheduling
program which governs to number of appointments, and the day and time of the
appointment(s).
If the individual reports as scheduled, Job Service staff
conducts the interview, offers various reemployment services and records those
services in RES. This information is used to prepare the ETA 9048 reports. If
the individual fails to participate in a mandatory or required services, the
RES tracks non-participation. Montana has two mandatory reemployment services
for selected claimants – orientation and assessment. Other services can be made
mandatory if in the Job Service staff person’s opinion, the service is
necessary. Determination of which other re-employment services are deemed
mandatory is done in discussion with the claimant. The RES system requires
entry of a status code concerning the reemployment services furnished. Lack of
the appropriate status code indicates non-participation to the RES system.
At the conclusion of the week in which the appointment
was scheduled, RES transfers data concerning the missed mandatory appointment
to the UI computer system. An issue is
created on the individual’s UI claim and UI staff begins the fact finding &
determination processes.
The Unemployment Insurance Division and the Job Service
Division management teams meet jointly once a month to coordinate common
issues. They are exploring ways to
increase reemployment of UI claimants and automated process to make the
referral process more efficient.
Limited funding creates challenges for both Job Service and UI.
8. Specifically describe the Wagner-Peyser
Act-funded strategies you will use to serve persons with disabilities.
The Job Service
Workforce Centers promote and develop employment opportunities for persons with
disabilities and provide job counseling and placement of persons with
disabilities. In addition, activities
are planned annually and monitored for compliance in each local Job Service
Workforce Center plan. As a part of
the local center planning process, a staff person is named in each center to
act as the contact person for people with disabilities. This staff person is responsible for the
promotion and development of employment opportunities, job counseling, referral
to other workforce partners for specific services and job placement. Those staff are trained and knowledgeable in
providing accommodations and assistive technologies to customers with
disabilities.
Through the
One-stop Implementation Grant, accessible work stations were purchased for
every LMT community. Additional
accessible work stations were purchased for some of the LMTs that indicated the
need for more of the work stations due to a larger general populations, or a
large number of people within the community (regardless of community size) in
need of assistive technology. The
Department of Labor and industry coordinated these efforts with Vocational
Rehabilitation. Based on the
recommendations from Vocational Rehabilitation, the accessible workstations
include the following assistive technologies:
crank adjustable work table, DELL Optiplex computer with “Jaws for
Windows” (screen reader software) and “Magic for Windows” (screen magnifying
software), an HP printer, a “Smartcat” touchpad, CCTV, and TTY.
Vocational
Rehabilitation is a major partner in Montana’s One-stop System. Statewide, they are represented on all of
the LMTs. Staff from Vocational
Rehabilitation have provided training on the services they provide to their
partners on the LMTs and have also made presentations to the local workforce
investment boards. Vocational Rehabilitation staff have
actively shared their knowledge and expertise with their workforce partners at
both the state and local level.
9. How will Wagner-Peyser Act funds be used to
serve veterans? How will your State ensure that veterans receive priority in
the one-stop system for labor exchange services?
Montana assures that it will comply with the
Secretary’s Agreement in regard to Service to Veterans. Please see Attachment I.
Any JobLINC Center
receiving Wagner-Peyser Act funds or housing Wagner-Peyser staff will provide
veterans with priority employment and training services in accordance with
federal law, U.S. Code Title 38, Chapters 41 and 42 and 20 CFR 1001.120
(a)(b). Veterans/ representative
positions shall be state employees and are in addition to, and shall not
supplant, Wagner-Peyser staff in providing priority employment and training
services to veterans.
In order to emphasize
that priority, Montana will post highly visible notices in waiting room areas
of every location which provides services to applicants that states, “Are you a
man or woman who has served in the military?
Please ensure that you indicate that as you seek assistance through our
Centers”.
As mandatory
employers list their federal contractor positions directly with America’s Job
Bank, veterans’ representatives will actively seek qualified veteran applicants
for their positions. On a consistent
basis, veterans’ representatives will contact federal contractors to explain
their requirements to list these openings for employment.
10. What role will LVER/DVOPS staff have in the
one-stop system? How will your State
ensure adherence to the legislative requirements for veterans staff? How will services under this plan take into
consideration the agreement reached between the Secretary and the State
regarding veterans’ employment programs?
While providing
priority service to veterans will be coordinated through the Local Veterans’
Employment Representative (LVER) and Disabled Veterans’ Outreach Program
(DVOP), it is understood and expected that all Job Service staff will emphasize
priority service for veteran applicants in all Wagner-Peyser activities.
At the Tier One
level, veterans will be identified by having an American flag displayed on the
Montana’s Job Source and America’s Job Bank resume. Montana’s plan is to also track the number of people who obtain
employment through exclusive usage of the self-service activity. In addition, usage of this flag designation
should allow veterans representatives to make follow-up contact with veterans
in the talent bank to ensure that their employment related needs are being
met. Job Service Division and the
Veteran’s Employment and Training Service will work jointly to clarify the
issue of how priority of service to veterans will be addressed in the
self-service system.
The Montana Job Service
Division, the Division of Veterans Affairs, and the State Director for Veterans
Employment and Training signed a Memorandum of Understanding regarding
employment assistance activities for disabled veterans involved in VA’s
vocational rehabilitation program. The
result of this MOU is coordinated activities and improved services to disabled
veterans. The agreement will be
reviewed and assessed to identify areas for improvement.
11. Describe how the State will provide
Wagner-Peyser Act-funded services to the agricultural community—specifically,
outreach, assessment and other services to migrant and seasonal farm workers,
and services to agricultural employers.
How will you provide equitable services to this population in the
one-stop system?
It is obvious that
migrant and seasonal farm workers will be among the applicants who need
enhanced or intensive services from our system. We can be most effective in providing services to this population
by continuing to work cooperatively with Rural Employment Opportunities (agency responsible for the National Farmworker Jobs Program), the
Montana and North Dakota Migrant Councils, and the Migrant Law Unit. This will ensure that outreach, employment,
and supportive services can be coordinated to optimize the employability of
migrant and seasonal farm workers.
Cooperation will also be achieved through training referrals of migrant
and seasonal farm workers, meetings attended by the Job Service Workforce
Centers in the migrant and seasonal farm worker areas, Rural Employment
Opportunities and the Migrant Councils.
Cooperation will further be achieved through the signing of a Statewide
Memorandum of Agreement between state agencies and Rural Employment
Opportunities, Inc. Attachment J is an Addendum for Montana’s
significant migrant seasonal farm worker offices (Sidney and Polson).
12. Describe how Wagner-Peyser Act funds will
provide a statewide capacity for a three-tiered labor exchange service strategy
that includes self-service, facilitated self-help services, and staff-assisted
service. Describe your State’s
strategies to ensure that Wagner-Peyser Act-funded services will be delivered
by public merit staff employees.
The Montana Job
Service Division and its series of 23 local workforce centers has developed and
will continue to refine a three-tiered labor exchange strategy. It is important to recognize that this is a
flexible system allowing for customer choice based upon need or interest. As stated in the assurances, the
Wagner-Peyser Act funded services will be delivered by public merit staff
employees.
Applicant
Services
Tier One: Automated
Labor Exchange
Tier One, by
itself, will meet the needs of many of our current job seekers who have
extremely marketable job skills and are seeking to match those with employer
job requirements. These individuals
will have tremendous control over their own job search and the Wagner-Peyser
role will be to provide the necessary “connecting” services. At this tier, a job seeker will develop an
electronic resume to promote skills, education, and experience to prospective
employers using America’s Job Bank.
Complementing the development of the resume, will be the opportunity to
determine whether a current opening, seeking those qualifications, exists in
America’s Job Bank. If an appropriate
opening exists, the job seeker will have the opportunity for
self-referral. In addition, electronic
access to the Montana Workforce Center system will provide applicants with
other information as they seek it, such as local labor market information,
unemployment rates, or training resources.
Linkages to other information for other states will also be available.
Tier
Two: Facilitated Self-Help
Tier Two
activities recognize that many applicants need one-time or specific employability
services in order to go to work or enhance employability. Job seekers may meet with a staff member to
discuss the array of services available.
Tier two services include: registration for services to assess the job
seeker’s capabilities and to discuss needs relevant to employment; providing
technical assistance to job seekers by explaining Internet usage and the types
of employment information and services available to them; conducting job
development on behalf of the job seeker to promote specific skills with
specific employers; job seeking skills training; administering proficiency
testing; and other services including referral for more intensive services.
Tier
Three: Staff-Assisted Service
Tier Three
services are designed to address the needs of job seekers who have severe
challenges to employment. Examples of
the types of job seekers who may benefit from more intensive services would be
those who are long-term unemployed, economically disadvantaged, disabled,
dislocated workers, illiterate, receiving welfare benefits, or have little or
sporadic work history. Staff-assisted
services include the provision of employment counseling to assist a job seeker
with making suitable career choice, change or adjustment. Tier three services also include case
management services and referrals to other resource providers.
Employer Services
Tier One: Automated Labor Exchange
Overall, the
provision of Tier One services for employers recognizes that they understand
their own needs for services and information, that they prefer to control their
acquisition of those services, and that WP can be most helpful by providing the
information and service connection for them.
Employers have the opportunity to use the internet to list their own
jobs on line and to search through resumes of qualified applicants.
Tier Two: Mediated Services
Other
employers may want or need some basic assistance from WP staff in order to make
more effective use of resources. For
example, WP staff may provide technical assistance to employers to explain
Internet usage and services; thereafter, the employer could use the system to
effectively recruit and select employees without further assistance. In addition, staff will be available to
explain such resources as the Work Opportunity Tax Credit (WOTC) program.
Tier Three: Intensive Services
In Montana,
many businesses are small, with the owner being the one to perform most of the
human resources functions for the business.
Many owners express that they lack both the time and the expertise to perform
these functions adequately. In essence,
a need exists to provide employer education to promote effective human
resources practices within the organization.
These services are in areas which are beyond those currently provided on
a routine basis by Wagner-Peyser staff.
These services are available
through employer advocacy staff in Job Service Workforce Centers and through
informational seminars sponsored by Job Service Employer Committees.
13. Describe how your State will provide rapid
response activities with funds reserved under section 133, including how the
State will use information provided through the WARN Act to determine when to
provide such activities.
Rapid response
includes activities necessary to plan and deliver services to enable dislocated
workers to transition to new employment as quickly as possible, following
either a permanent closures or mass layoff, or a natural or other disaster
resulting in a mass job loss. As
required by law, the Governor established a Rapid Response Dislocated Worker
Unit to carry out statewide rapid response activities. Rapid response activities include:
·
On-site contact
with the employer, representatives of the affected workers, and the local
community.
·
Information and
access to unemployment compensation benefits, comprehensive one-stop system
services, and employment and training activities, including information on the
Trade Adjustment Assistance program and the NAFTA-TAA program.
·
Guidance and/or
financial assistance in establishing a labor-management committee voluntarily
agreed to by labor and management, or a workforce transition committee
comprised of representatives of the employer, the affected workers and the
local community. The committee may
devise and oversee an implementation strategy that responds to the reemployment
needs of the workers.
·
Emergency
assistance adapted to the particular closing, layoff or disaster.
·
Assistance to
the local board and chief elected officials to develop a coordinated response
to the dislocation event and, as needed, obtain access to State economic
development assistance. Such
coordinated response may include the development of an application for a
National Emergency Grant.
The rapid response
approach results in the development of prospective strategies for addressing
dislocation events that ensure rapid access to the broad range of allowable
assistance to workers, employers and communities. Rapid response activities are provided by the State Dislocated
Worker Unit staff and staff from the statewide system of Job Service Workforce
Centers. Rapid response efforts are
coordinated with reemployment and worker profiling efforts.
Rapid response efforts are further coordinated and
enhanced by services delivered in the local workforce areas. The Dislocated Worker task force recommended
that plant closures or significant dislocation events be given priority for
intensive and training services in the local areas. All other eligible individuals impacted are considered equal
status for receipt of services. This recommendation
allows local boards the flexibility to authorize the shifting of funds from one
location in the local area to another to address significant dislocations or
plant closures, thus allowing the local provider the ability to function in
tandem with the Rapid response function.
14. Describe your State’s strategy for providing
comprehensive services to eligible youth, including any coordination with
foster care, education, welfare and other relevant resources. Include any State requirements and
activities to assist youth who have special needs or barriers to employment,
including those who are pregnant, parenting, or have disabilities. Describe how coordination with Job Corps,
youth opportunity grants, and other youth programs will occur.
The Montana State
Workforce Investment Board has a comprehensive vision of services for
youth. The State Youth Committee is
charged with facilitating coordination efforts between the WIA Title I Youth
programs and other youth services. The
State Youth Committee sees opportunities to offer leadership, coordination and
support for youth activities. The State
Youth Committee has plans to conduct service mapping and a gap analysis of
youth programs to plot a comprehensive array of services. The Committee also expects to help design
comprehensive system measures for youth services.
The State Board and
its Youth Committee seek to coordinate the delivery of services, including
Title I of the Workforce Investment Act, with complementary federal and state
programs to assure quality services to youth and reduce duplication of effort.
There are three
Job Corps centers in Montana and staff from the Job Corps have been very active
in the development of Montana’s Workforce System and have provided
representation on nearly all of the Local Management Teams (21). Job Corps representatives from the Anaconda
Job Corps Center staff the CEP JobLINC Center on an itinerant basis. Job Corps representatives have proactively
shared information about their program through a variety of venues, including
presentations to LMTs, the State Workforce Investment Board, the Local
Workforce Investment Boards, and at the 1999 State Occupational Information
Coordinating Committee Conference. Job
Corps has a representative on each of the Local Workforce Investment Boards and
the Youth Councils.
Further
coordination and partnering of child care issues is attained through the
membership on the Interagency Coordinating Council for State Prevention
Programs. The Commissioner of Labor and
Industry sits on this Council along with representatives from the Department of
Public Health and Human Services which is the agency responsible for foster and
child care issues, the Departments of Justice and Corrections, the Montana
Children’s Trust Fund and the Montana Board of Crime Control. The Interagency Coordinating Council for
State Prevention programs goals include reducing child abuse and neglect by
promoting child safety and healthy family functioning; and increasing the
percentage of Montana high schools students who successfully transition from
school to work, post-secondary education, training and/or the military.
The Montana
Legislature established a Youth Justice Advisory Council and made them
responsible for promoting juvenile justice coordination and performance. The Youth Justice Advisory Council
recommends geographic areas where additional and supplemental juvenile programs
are needed to the Local Workforce Investment Boards. The Local Boards are also encouraged to have performance standards
that address the needs of at-risk youth and juvenile offenders identified by
the youth Justice Advisory Council. To
further coordination, local board staff serve as members to the Youth Justice
Advisory Council.
Coordination with
education is evident through membership on the State and Local Workforce
Investment Boards and the Local Youth Councils. Input on the State Five-year Plan and Local Workforce Investment
Areas’ Plans was provided by educational institutions and social service
agencies. Those same agencies provide
copies of their plans in draft form to the Concentrated Employment Program and
the Balance of State Workforce Investment Boards and the State Board for review
and comment.
Coordination is
further achieved through school-to-work and Jobs for Montana’s Graduate
activities. Job Service Division staff
in the Department of Labor and Industry and Montana Job Training Partnership,
Inc. (MJTP) have been specifically assigned to school-to-work activities
through the School-to-Work Implementation Grant. Montana shows an increased number of JTPA youth participants who
stay in or return to school and graduate from high school or the
equivalent. These youth have the
opportunities to obtain career-path employment and/or post-secondary education. Case management linkages are established
between LEAs and CBOs to avoid duplication and enhance the delivery of
services. Linkage to all the other
Federal education acts operated are encouraged to avoid unnecessary duplication
of services.
Jobs for Montana’s
Graduates (JMG) has been extremely successful in keeping at-risk Montana
students in school while also preparing them with work readiness skills, job
placement services, and career counseling opportunities. JMG funds are provided at the state level
and then allocated to local school districts, which commit to operating JMG in
their high schools. JMG has nearly
doubled the number of school participating in this program due to increased
funding by the Montana Legislature in the last Session.
Other strategies to
consider includes:
15. Describe how your State will, in general,
meet the Act’s provisions regarding youth program design.
The Local Youth
Councils and the State Board Youth Committee play significant roles in
developing Montana’s programs and services for youth. Youth programs will be enhanced and expanded over a five year
period so young people will have the opportunity to develop the knowledge and
behavior skills necessary to enter and succeed in skilled and marketable
high-paid careers.
Youth programs will make available each of the following ten program
elements: 1) Tutoring, study skills training and instruction leading to
secondary school offerings; 2) Alternative secondary school offerings; 3)
Summer employment opportunities directly linked to academic and occupational
learning; 4) Paid and unpaid work experience, including internships and job
shadowing; 5) Occupational skill training; 6) Leadership development opportunities,
which may include such activities as positive social behavior and soft skills,
decision making, team work, and other activities; 7) Supportive services; 8)
Adult mentoring that may occur both during and after program participation; 9)
Follow-up services; and 10) Comprehensive guidance and counseling, including
drug and alcohol abuse counseling, and counseling as appropriate to the needs
of individual youth.
Further, the State
Workforce Investment Board Youth Committee recommends that the youth program design
include the following:
·
Provide
appropriate services based on age and individual youth needs;
·
Prepare youth
for success in employment through work-based experience;
·
Improve
educational achievement;
·
Ensure adequate
support for youth in meeting their career goals; supportive services, adult
mentoring, follow up, and comprehensive career guidance and counseling; and
·
Encourage
leadership development, which includes positive social and soft skills
training.
Comprehensive services will be provided to eligible
youth, including those with special needs and/or barriers to continued
education and employment through efforts of the State Workforce Investment
Board’s Youth Committee and the Local Workforce Investment Areas’ Youth
Councils of which the members are advocates for youth. The State Workforce Investment Youth
Committee and the Local Workforce Investment Area Youth Councils also represent
a broad range of experience and expertise in youth issues.
Memorandums of Understanding between Local Workforce Investment
Boards, Human Resource agencies, Job Corps and Employment Service agencies are
the avenue that the State will use in assuring that special programs and
services to youth are provided.
-Youth will be introduced to labor market information,
resources, services, and other information necessary to realize their goal;
-all ten required elements will be provided through
service providers and other organizations involved in the Local Workforce
Investment Area One Stop systems;
-programs will be designed to offer assistance to youth
in decision-making, academic, communication and study skills;
-youth will be advised of the most appropriate types of
higher education institutions to meet their plans;
Local Workforce Investment Boards and Youth Councils will
ensure that workforce investment youth activities complement and reinforce
academic and occupational curriculum.
Through classroom learning and learning experiences at the workplace
students will gain knowledge about the world of work, career options and how to
make informed career decisions.
All youth will be assessed for educational and
occupational needs. Assessment results
will be used to develop individual training plans and/or career plans tailored
to the skills, learning styles, and interests of each participant.
The Local Workforce Investment Boards have determined
that a minimum of 30% of Workforce Investment Act youth funds be used for youth
activities for out-of-school youth.
Those out-of-school youth will be enrolled in services tailored to meet
their needs. Youth providers will raise
the literacy, social, and/or technical skills of the youth so they will
successfully get and retain jobs and find career pathways to greater
responsibility and higher wages.
Youth will be provided with supportive services that may
include transportation, child and/or dependent care, medical services and
access to appropriate work attire and work tools, technology or other
reasonable accommodations within the workplace.
1. How will the locally-operated ITA system be
managed in the State to maximize usage and improve the performance information
on training providers? How will the
State ensure the quality and integrity of the performance data?
The Local Workforce Boards have stipulated that training services shall
be provided through the use of individual training accounts and shall be
provided to eligible individuals through the one-stop delivery system. The Local Boards will accept applications
for inclusion on the Eligible Training Provider list on an open entry
process. As per WIA, those institutions/programs
eligible for Title IV Higher Education Act (HEA) funding, apprenticeship
programs registered with the State Apprenticeship and Training Program (SAC) or
Federal Bureau of Apprenticeship and Training (BAT), or current providers of
training services under JTPA need only apply for automatic placement on the
list. For those entities not meeting
the aforementioned categories, an initial application and local board review of
minimum qualifications will be required prior to submission to the State. After the initial year of approval, all
applications to provide training services will include all information gathered
during the initial application plus performance information of completion rate,
wage at placement, unsubsidized employment rate, and of those in unsubsidized
employment, percentage of training related placement for all students of the
program. For WIA trainees, in addition
to the above performance information, performance on training related
placement, retention rate six months after first day of employment, wages at six
months, and where appropriate, rates of licensure or certification, attainment
of academic degrees or other measures of skills. Information on program costs (such as tuition and fees) for
participants in the applicable program are required.
Upon review of performance data, the local boards, in consultation with
the State, may request the removal of those programs not meeting the specified
performance levels. Those training
providers removed from the Eligible Training Providers list will be provided
information about the State adopted appeals process.
ITA duration and funding levels will be based on development of
individual employment plans that promote customer choice and have been
negotiated and mutually agreed upon through consultation with a case
manager. The negotiated training plans
should take into account the economic need of the client, other financial aid
(PELL, etc.) and the choice of a demand occupation that is appropriate to the
applicant’s ability and leads to self-sufficiency. However, the final decision on the training provider will be that
of the participant. The development of
a standardized statewide ITA voucher format to reduce confusion, both on the
participant and the training providers, is recommended by the State Board. The Local Boards have requested that the State
enter into reciprocal agreements with other states; the State is currently
pursuing such agreements.
2. How will your State improve
its technical and staff capacity to provide services to customers and improve
entered employment outcomes in accordance with section 7(a)(3)(f) of the
Wagner-Peyser Act? How will your State
use technology such as Jobline, “swipe card” technology, a community voice mail
system or other methods to build a mediated and electronic labor exchange
network? How will the State use
America’s Job Bank/State Job Bank Internet linkages to encourage employers to
enter their own job orders on the Internet?
Montana has several strategies to improve
staff capacity to provide services to customers. Critical partners have already offered WIA training to front line
staff with every intention and commitment to provide additional education and
training for staff. Local Management
Teams are conducting training academies locally to cross-educate partners in
each others’ programs. Program operator
training is scheduled around specific program areas, such as management
information systems, fiscal and JTPA close-out, and service delivery and
design. The Department of Labor and
Industry has organized continuous improvement teams to help plan ways to
improve business services and ways to enhance front-line staff skills necessary
under WIA. Curricula has been developed
and offered on core services for customers.
The Montana Chapter of the International Association of Personnel in
Employment Security offers statewide training two times each year for staff and
partner staff and more opportunities for training are offered by local
chapters. The Department of Labor and
Industry, Job Service Division, has hired a Continuous Improvement/ Customer Satisfaction
Director. This person in this position
brings expertise in these areas and has already offered training to department
staff and partner staff. The State
Workforce Investment Board has committed to investing some of the Governor’s
15% set-aside funds for staff capacity investment. Staff from DLI and the local boards together assess training
needs of staff and are putting together a plan to build the capacity of staff
to provide quality service to customers.
The Department of Labor and Industry is assessing its current technical
capabilities and watching the explosion of innovative automated and technical
systems. Technologies being considered
are “swipe cards” and automated work test and feedback requirements. Montana has developed an automated
electronic labor exchange system, called Montana Job Source, which ties to the
America’s Job Bank and Talent Bank systems.
Job seekers can conduct their own job searches; employers can enter
their own job orders into MJS. We are
implementing connectivities with existing automated systems and ways to
eliminate duplication.
3. How will the State improve its
employment statistics system to ensure that One-stop system customers receive
timely, accurate and relevant information about local, State and national labor
markets?
The Workforce Investment Act of 1998 (WIA) encompasses a range of
activities that affect the labor market success, and the economic well being,
of millions of Americans. The Act’s
vision is to provide the system’s customers with universal access to a broad
range of services, and to streamline all the services the system provides. Achieving the goals of the workforce
investment system requires timely and accurate information about the world of
work. The businesses, planners, jobseekers
and others whom we serve need to know the occupations and industries that are
expanding and declining, the earnings and benefits associated with different
types of work, the locales where workers are available, and where the jobs are. They should be able to compare the
employment, earnings, and unemployment experience in states, cities, and towns
across the nation. And this information
should be easily accessible to them.
To accomplish this, a vision was created that focuses on identifying and
meeting the needs of workforce information customers. Seven broad goals have also been established that are directed
toward improving the programs, systems, processes, and human resources that
comprise the workforce information system.
These goals encompass the changed organizational relationships and the
new approach envisioned in the Workforce Investment Act for guiding the
system. Though the Act refers to the
“employment statistics system,” and though referred to labor market information
in the past, the phrase “workforce information system” has been chosen to
better express the spirit of the law and more clearly convey the system’s
capacity and purpose. The system
provides not only statistics, but also value-added analysis, information
delivery, and support to its customers.
Vision: The workforce information system
will provide quality information that its customers can easily access and use
to make informed choices.
The nationwide system will provide comparable data for all States, and be
responsive to customer needs for local, state, and national information.
The system will anticipate and meet the changing needs of customers,
support analysis and research, and use customer feedback for continuous
improvement.
Leading Toward the Vision: Much careful consideration has been given to
the customers of the workforce information system, the status of the system
today, and the environment in which the system functions. The system’s customers are the individuals
and organizations needing an understanding of the labor market for making
personal and business decisions.
Viewing these customers in several broad groups is helpful in
understanding who they are and the types of labor market decisions they make.
Employers – Private and public businesses that make decisions
about product and financial markets, business locations, wages and benefits,
job classifications, skill standards, and employee recruitment, selection,
training and development;
Individuals – Young people, their parents, and adults who
make decisions about careers, education and training, and individuals who are
looking for work;
Law and Policy Makers – Elected officials
and policy makers at all levels who make decisions about law, policy, budgets
and regulations, conduct program oversight, and evaluate program performance;
Program Planners – Officials who
develop plans for workforce and economic development, and evaluate program
performance;
Education and Training Providers – Teachers and
curriculum specialists who design education curriculum and training programs
that will develop student’s knowledge and skills while reflecting the needs of
business, and who evaluate the impact of education and training services;
Intermediaries – Counselors,
teachers, mentors, placement workers, and case workers who assist others in
choosing among education and training opportunities and in finding employment,
and
Researchers – Policy analysts, economists, and others who carry out research and
analysis for better understanding how the labor market works and for policy,
planning, and other decision-making.
What these customers have in common is their need for information about
the labor market, and expectations that the information they want is accurate and available quickly in a usable
form. Customers, in general, share
rising expectations of what the workforce information system should provide.
Beyond these common needs and expectations, the customers are
tremendously diverse, ranging from individual students, parents, teachers, and
job seekers, to senior policy makers and the Federal Reserve, Congress, the
White House, the Statehouses, and everywhere between.
Customers vary in how often and how intensely they use the information,
as well as in their levels of understanding.
They may be casual users searching for just one particular nugget of
information, to much more sophisticated users with detailed understanding of
the sources, nature, and limitations of the information, and sometimes needing
special data preparation assistance for which they are willing to pay.
Customers differ in their ability to use technology. For those who do not have access to or
prefer not to use computer technology, either printed publications or telephone
assistance will be necessary. More
advanced users may be able to use web sites and similar tools to access the
information they want on their own at any time of day. They may want to download data sets in
easy-to-use formats, as well as to use electronic access to technical notes and
assistance. Customers also vary in the
level of detail they need, especially geographic detail. For major national policy uses, the national
data at broad labor market levels are critical. On the other hand, for most individuals, businesses and program
decision-makers, local data about specific occupations and industries are
essential.
The customers of the workforce information system have tremendously
varied needs for quality information and preferences for how to access the
information. They also must have ways
of providing their feedback on how well the system is meeting their needs.
Planning for improving the workforce information
system begins with understanding the system as it exists today. The system consists of:
·
data collection – to provide the essential
information for the rest of the system, analysis – to add value and meaning;
·
delivery systems – to get the information to the
users quickly in clear and easy-to-use formats, research and development – to
continuously improve and expand the system;
·
capacity building – to increase staff skills,
technical support, and responsiveness to changing needs and opportunities; and
·
customer feedback – on how well customer needs are
being met, and governance structure – to guide the system’s development and
improvement.
The goals for the workforce information system correspond to these
components, providing a strategic approach to build on the existing strengths
while introducing critical improvements.
Today’s workforce information system has many strengths, primarily strong
data collection systems and standards, the development of new analysis tools,
research and development capacity, innovative systems based on the Internet and
other electronic technology, and long-standing cooperative Federal-State
relationships.
At the same time, many improvements in the data collection programs are
needed to improve existing information and fill gaps in the current
architecture. These items have been
identified as critical data collection needs:
·
Reducing duplication in data collection for
efficiency and cost savings.
·
Strengthening local data, especially demographic characteristics of the
labor force, industry employment and wages, and occupational employment and
wage information.
·
When possible, statistics will be gathered, and new
systems designed, to collect data specific to Indian Reservations also.
·
Improving data quality, consistency and utility, with a focus on
administrative record data and state and local labor market projections;
·
Improving data timeliness, especially for industry and occupational employment
and wages, and
·
Providing new data, especially on current job vacancies, occupational
skills, and fringe benefits at the state and local levels.
·
Confidentiality of data will be maintained at all
times, preserving the privacy of both individuals and employers in all data
collection and release of information.
Additional improvements in the tools and staff resources for analysis are
needed, as are continued funding and innovation for information delivery.
Existing staff development activities need to be better coordinated and
expanded to cover analysis, use of technology, customer service, and additional
technical skills.
Information delivery systems require maintenance and further development
to keep the content current, add new resources, improve formats and ease of
use, and keep up with rapidly changing technology. The infrastructure of the workforce investment system requires
continual upgrading to comply with current technology standards.
The lack of systematic nationwide customer feedback is an important gap
to be filled for achieving continuous improvement.
The governance of the system needs to be strengthened and the funding for
the workforce information system needs to be simplified and made more
efficient.
Though the workforce information system is evolving in an era of tight
labor markets, it must be designed to provide critical quality
information under all economic circumstances.
Even in today’s robust economy, not all individuals or parts of the
country are sharing in the current prosperity.
Recent changes in Federal legislation, especially the Workforce
Investment Act, have created new requirements and challenges. Governors and Workforce Investment Boards
have new responsibilities, and new information and support systems are required.
Fortunately, technology is evolving rapidly, making the organization and
delivery of information easier, and in some cases, feasible for the first
time. The challenge will be to keep up
with the pace of technological change, and to find the necessary technical and
human resources.
Because information is so critical to success in the new economy, we need
to be continuously concerned about equity of access and to close the “digital
divide.”
The workforce information system has made notable progress since the
national 1995 Labor Market Information Review, a study requested by Congress
that recommended improvements and helped set the stage for today’s
planning. Progress is apparent in the
new delivery systems, improved data, and additional capacity building. Much still remains to be done, however.
Adequate and sustained funding is essential to ensure that the intent of
the Workforce Investment Act is met, and that customers have the quality
information they need to make informed choices.
Accomplishing the Goals: A plan has been developed for the next five years
that identifies specific strategies for reaching the goals and specific
objectives with timelines. The goals,
strategies and objectives will be used to make recommendations for budget
preparation. This initial five-year
plan, which has been prepared over a short time relative to its scope, will be
reviewed and updated annually as required by the Workforce Investment Act,
allowing time to examine issues in further depth.
GOAL 1: Develop a comprehensive set of accurate and timely data to
support workforce investment customers at local, state, and national levels.
The workforce information system must have at its core high-quality
local, state, and national data. “High quality” means data that meet statistical standards,
and are timely, comparable across states and areas, and relevant to customer
needs. The data must be
organized in standard database formats to facilitate analysis and
delivery. Achieving this goal requires
building on the current Bureau of Labor Statistics (BLS) Federal/State
cooperative statistical programs and the Employment and Training Administration
funded products and systems, and establishing new data collection programs in
key areas.
This will be accomplished by:
1). Evaluating and improving
current data collection programs.
Existing BLS programs will be reviewed for their relevance and
effectiveness in meeting customer needs.
The Occupational Employment Statistics wage program will be revised to
meet customer needs for accurate current local information. A plan will be developed to improve the
quality of local labor force estimates using data from the 2000 Census, the
American Community Survey, and other sources.
Methods will be improved for producing universe employment and wage data
for use in providing more accurate and timely county information;
2). Initiating new data
collection programs. A system will be
developed to edit, enhance and use wage records and other administrative data
to provide local employment and wages, consumer reports, performance measures,
research, and other local labor market information. A system will be developed to provide “consumer reports,”
identifying the track record of training providers for use by individuals in
choosing among training options. The
O*Net data collection program will be established to complete the database and
refresh the data on a regular basis.
3). Developing standards,
methodologies, and technical assistance in areas of data collection and
compilation. Data collection standards,
methods, and technical assistance will be reviewed and evaluated. Conformance to required Office of Management
and Budget classification standards for industry, occupation, race and
ethnicity, and metropolitan areas will be maintained.
4). Creating appropriately
structured databases to contain statistical, administrative, and program
data. States will continue to populate
and maintain the standard database for analysis and delivery to meet Workforce
Investment Act requirements. A shared
methodology will be developed for building longitudinal files for use in
analysis of labor market dynamics.
GOAL 2: Improve analysis to transform data into useful workforce
information.
Analysis adds meaning and contexts to the data in the workforce
information system, maximizing its usefulness to job seekers, students,
planners, employers, and other users.
Achieving this goal requires improving staff analysis skills, providing
analysis tools and methods, and carrying out analysis of key topics, resulting
in products that are meaningful and provide added value to customers.
This will be accomplished by:
1). Creating and maintaining an
analytical human resource capacity by identifying skills and competencies
required of workforce information professionals.
2). Providing software and
related products to support analysis of statistical, administrative, and
program data through flexible, easy-to-use designs. The effectiveness of existing software and products would need to
be evaluated to see if they meet analytical needs. Software and related products would be provided to support
analysis of statistical, administrative, and program data through flexible,
easy-to-use designs. Existing software
that meets analytical needs would need to be catalogued and shared. Additional or improved software to meet
analytical needs would need to be developed and provided.
3). Developing standards,
methodologies, and technical assistance for analytical systems and
processes.
4). Producing analytical
products. A Federal/State cooperative
state employment projections program needs to be established in which BLS
provides leadership, technical methods, and assistance, and states participate
with BLS in technical development, and prepare and disseminate the
projections. State processes and
schedules for producing projections would be established. Occupational analysis products would be
developed that encompass employment trends, educational attainment levels,
wages, job openings, job market conditions, major employing industries,
geographic distribution of jobs, and other information. Skills-oriented information products would
be provided using O*Net and other skills research and databases.
GOAL 3: Deliver useful information on a timely basis.
The success of the One-Stop system mandated by the Workforce Investment
Act, as well as other workforce development services, rests on the timely
delivery of information about the labor market, using media and formats that
are accessible to customers who have varying levels of expertise and access to
technology. These customers must also
have access to technical assistance in using workforce information. Achieving this requires providing tools to
simplify and speed up data delivery, developing customer-focused delivery
systems using the internet and other emerging technologies, and providing a
variety of innovative approaches for universal access to workforce information.
This will be accomplished by:
1). Improving and maintaining
linkages between data production and delivery to improve access to
information. This would be done by
modifying data production systems to provide appropriately formatted data and
linkages to populate the states’ standard database for analysis and delivery.
2). Creating customer-focused
products, services, and intelligent delivery systems using the Internet and
other emerging technologies. An
employer name and address list would be provided that could be accessed by the
public. Support would be provided for
America’s Learning Exchange, America’s Job Bank, and America’s Career
Information Network. Continuation of
funding to states is necessary to provide information and support to Workforce
Investment Boards and other state information products and services. State-based workforce information delivery
systems would be supported.
3). Providing a variety of
innovative approaches for universal access to workforce information. The One-Stop Operating System would be
maintained to support delivery of services through integrated access to
web-based systems, case management, scheduling, and tracking. Common Systems/Web-Based System Support
would be maintained. Access would be
expanded to web-based systems through community organizations, libraries, and
schools. Toll-free telephone access
would be provided to workforce information and services.
GOAL 4: Use local, state, and national customer feedback to continuously
improve and enhance the system.
Continuous improvement of the workforce information system depends on
input from its customers through a comprehensive customer satisfaction and
outreach program. Achieving this
requires building on the experience of individual agencies and states in
gathering customer satisfaction information and using other customer feedback
strategies and incorporating customer feedback in planning, budgeting and
implementing system improvements. The many diverse groups of individuals who
need to provide important feedback must be kept in mind as one survey
instrument to collect this feedback may not meet the assessment goals related
to data sought from all these individuals.
This will be accomplished by:
1). Providing a variety of
innovative approaches for universal access to workforce information. Current and prospective customer needs would
be analyzed. Development of a customer
contact tracking system, customer satisfaction standards, and dedicated
customer relations staff would take place.
Customer needs and input would be summarized, and the results would be
incorporated into the annual plan.
2). Incorporating customer
feedback, as appropriate, into the workforce information system and products.
GOAL 5: Conduct research and development activities that continuously
improve and create workforce information.
Research and development is needed to improve the quality of workforce
information and to add critical new information sources. Research should focus on data collection
methods, statistical procedures, and application of technology to reduce cost,
increase timeliness, and improve quality.
In addition, investments are needed in tools to increase the speed and
efficiency and reduce the cost of labor market transactions. Achieving this requires setting priorities,
and creating and implementing a research and development plan.
This will be accomplished by:
1). Identifying and setting
priorities for current research projects by conducting a review and approval of
continuation of current research and development activities. Coordination with
other public and private sources such as the Montana Ambassadors, the MSU
Extension business retention studies, and others of a similar nature, by
providing staff review and expertise in survey design and research areas as
necessary.
2). Identifying new research
initiatives in data collection and analysis.
Occupational supply information will continue to be developed, including
information on the output of education and training programs, identifying
relationships between these programs and occupations, and other topics. Development of data and analysis methods
will be continued for occupational supply information. State and local
educational agencies will be consulted to meet the information needs of
secondary and postsecondary school students.
Local needs will be determined for benefits information and methodology
for providing it. Research will be
conducted that identifies alternative aggregation approaches, such as industry
clusters, as part of enhanced universe employment and wage data efforts. O*Net research will be continued, including
developing methods for collecting occupational skills data.
3). Developing a long-range
research and development plan. Tools
will be created that increase the speed and efficiency, and lower the costs, of
labor market transactions.
GOAL 6: Continuously invest in quality
training, technical support, and capacity building,
both for workforce information system staff and for those who are involved in
providing services to others through a one stop workforce system within the
state.
The skills of the staff who develop, analyze, and deliver workforce
information must be maintained and improved through training in data collection
methods, analysis, use of technology, and customer support. Training and assistance must be provided to
customers in the uses and limitations of workforce information. Achieving this requires expanding the
system’s capacity and better coordinating existing resources.
This will be accomplished by:
1). Developing a coordinated
training and education program for workforce information staff and
customers. Increasing coordination
between ETA, BLS, the states, and the LMI Institute will help to improve the
efficiency, quality, and consistency of training while
eliminating duplication for cost savings. Involving BLS and ETA Regional Offices is important in the
delivery of customer training. The LMI
Institute and other state workforce information training initiatives must be
funded. Appropriate delivery systems
must be explored for training, including a professional staff of trainers,
distance learning, and computer-based training. A set of outreach and education materials must be developed that
describe services and products to be provided to workforce information system
customers.
2). Delivering quality training to both
workforce information system staff and to all involved in providing services to
others through a one-stop workforce system.
GOAL 7: Jointly guide and manage the nationwide workforce information
system through a federal-state partnership.
Initial Objectives of the foregoing 7 goals:
Accomplishment of these initial priorities will move the workforce information system
toward the vision and goals of the Workforce Investment Act mandate.
Customers will see quality occupational
wage and employment data for more local areas, allowing more comparisons across
the country, within states, and across more occupations within an area. Customers will also see more timely data,
produced in a standardized format for quick updates to delivery systems, and
more accurate.
The development of O*Net will continue, including basic data
collection. Customers will see current
data of basic skills, abilities, and other characteristics.
Customers will see more timely publication of employment and wage data
for the nation, states, and local areas, more accurate local employment and
wage data as staff use better editing systems to find and correct errors, and
very local and timely information on labor market conditions derived from the
high volume of transactions on America’s Job and Talent Banks.
Customers will see continued availability of career information in
electronic formats and printed publications, O*Net data and tools incorporated
into state workforce information systems and America’s Job Network, and
short-term industry and occupational forecasts available for many states and
areas.
Customers will see information on the track record of training providers
for use by individuals receiving training under the Workforce Investment Act,
and also emerging information on performance of the workforce investment system
for guiding policy, service delivery, and funding decisions.
Customers will see improvements to the workforce information system based
on plans developed cooperatively by the states and federal agencies, using
input from customers, and opportunities to rate satisfaction with the workforce
information system and to provide input on customer needs.
Customers will see better skilled state workforce
investment information staff to provide more and better analysis of important
topics, and special assistance to customers.
Montana has and will
continue to work on developing broad common performance measurements which will
be used to measure the success of the workforce investment system. The first step is to build an understanding
of what WIA asks from its mandatory partners pertaining to system
measures. The guiding principals of
workforce system measurement are:
System-focused. Performance measures assess progress toward
achieving goals and objectives for Montana’s and the nation’s workforce
development system.
Consistent with
GPRA. Performance measures are
consistent with the basic tenets of the Government Performance and Results Act.
Limited. The number of performance measures is
limited to focus on the most important indicators of success and to avoid
diluting the influence of individual measures.
Understandable. Performance measures are simple,
straight-forward and as easy to understand as possible.
Avoid unintended
consequences. What we measure drives what we do.
Cost effective. Performance measures justify the cost of
collecting and retaining data.
Efficient. To the extent possible, performance measures
are streamlined to utilize existing data sources, reduce data collection
burdens, and avoid asking for information that can be obtained from another
source.
Reliable. Performance measures are reliable so
that when the same measure is used in the same circumstances, it will obtain
the same results.
Valid. Performance measures are valid so that they
actually measure what they are supposed to be measuring rather than something
else.
Informative (to
program managers). Performance measures
provide information to program managers in a timely manner and emphasize
aspects of performance that are under management control.
Informative (to
decision makers). Performance measures
inform evaluative, planning, and policy decisions.
Clear. Workforce development service delivery staff
are able to see a clear link between what they do and how performance is
measured.
Understandable. A customer is able to understand why each
element of data is collected and see the value of sharing that information.
Continuous
improvement. Performance measures
promote continuous improvement.
The above guiding principles
are based upon the national performance measurement guiding principles.
A. Since the original submission of this plan,
Montana has begun negotiating steps with USDOL on performance levels for the 17
core performance measures. Staff from
the Department of Labor and Industry and the Local Workforce Board (MJTP, Inc.)
worked as a collaborative team to develop proposed performance levels using the
formulas mandated by USDOL. The team
analyzed Montana’s economic conditions, expected economic trends and
benchmarked data and adjusted proposed performan levels for each core
measure. Montana used USDOL benchmark
data on customer satisfaction measures because we had no previous data on which
to rely. Montana compared its economic
conditions and proposed measures against Utah, Vermont, Florida, Texas,
Kentucky as well as its neighboring states of Colorado, Wyoming, South Dakota,
and North Dakota. Montana ran a series
of tests comparing existing JTPA participant data performance data against
recent UI wage record quarters. It
was difficult for the performance measures team to take into account the
characteristics of participants and services to be provided under WIA because
the formula structure dictated that JTPA participants and service strategies were
the factors used in the USDOL benchmarks.
Montana’s wage record data may need to be supplemented in some way to
provide a full performance picture.
Performance data must meet the requirements of US Department of Labor’s
reporting minimums. However, local
service providers, Local Management Teams and Local Workforce Boards need
timely data for the purpose of managing programs, to access the quality of
programs, determine corrective action and implement improvement strategies. The State has not added any additional
performance measures at this time.
The State and
Local Boards will evaluate the performance of Title I, including customer
satisfaction, and has set a 1% increase level of for continuous improvement for
the programs.
B. The Department
of Labor and Industry and MJTP have contracted with System Concepts to
re-design a data system to be programmed and installed June, 2000. Training on the new system has already
begun. Relationships exist to access UI
wage record data and reports have been programmed into the system to produce
information needed to analyze performance and to determine continuous
improvement.
The data mart
(information and connectivities) is expected to be in place by July 1,
2001. The data mart will allow better
case management by partner programs, thus improving customer satisfaction. The data mart concept is described else
where in this plan.
C. Montana will use the ACSI system to measure
customer satisfaction for job seekers and employers. Employment Service performance measure are expected to align with
the WIA customer satisfaction measures and can track people by targeted
populations.
D. In addition, the State Board
intends to work towards developing system measures which will provide
information on how the system is moving toward the vision of Montana’s
workforce system. The State Board
charged state agencies to enter into a Memorandum of Agreement that outlines
ways they will: 1) share costs; 2) share information; and 3) avoid duplicating
services. A core group of agency
representatives have been named to work on the Statewide MOU and to deepen
participation on exploring how to connect multiple databases. This core State MOU group will work with the
contractor, SAIC (Science Applications International Corp - referenced on page
25 of this Plan) to accomplish this.
State and local partners will recommend if and how to connect existing
systems, replace some pieces or choose a single one-stop operating system. All partners’ reporting and program
management needs will be considered.
The core MOU group will look for broad common performance indicators and
incorporate agreed-upon data elements.
The State Board will provide guidance to state agencies on preferred
system measures.
Montana expects
the development of system measures will require consensus of partners. It will be a time and staff-intensive
process. A basic framework of system
measures will be put in place during the first year of WIA implementation in
Montana. Following continuous
improvement methodologies, we would evaluate and revise our processes over the
lifetime of this five-year Plan.
Key partners
collaborating on the state workforce investment system have been identified
elsewhere in this plan.
E. State and Local Boards will report performance
using UI wage records. However, to
ensure timely program management information, the State and Local Board staff
will collect and analyze “real-time” data as well. Real-time program management information may be collected at the
local program operator level, by a follow-up process similar to the old JTPA
follow-up process, and other methods to be determined by need.
The State Board is
considering incentive policy for local workforce investment areas to encourage
high performance and/or innovation. Further,
the State Board is developing a strategy for using the Governor’s 15% set-aside
funds which includes system development and support; technical assistance,
training and capacity building; and incentives for high performance.
F. The State is not considering placing any
additional participant or financial reporting requirements on sub-recipients
above and beyond USDOL requirements.
Please see the revised Performance Measure Attachment at the back of this
plan.
The State has implemented the uniform administrative requirements
referred to in Section 184(a)(3);
The State has annually monitored local areas to ensure compliance with
the Uniform Administrative Requirements as required under Section 184(a)(4);
and
The State has taken appropriate action to secure compliance pursuant to
Section 184(a)(5)
GENERAL ADMINISTRATIVE REQUIREMENTS –
29 CFR PART 97 Uniform Administrative Requirements for State and Local
Governments (as amended by the Act);
29 CFR PART 96 (as amended by OMB Circular A-133) Single Audit Act;
OMB Circular A-87 Cost Principles (as amended by the Act).
ASSURANCES AND CERTIFICATIONS –
SF 424B Assurances for non-construction Programs;
29 CFR Part 31, 32, 37 nondiscrimination and Equal Opportunity Assurance
(and Regulation);
CFR Part 93 Certification regarding Lobbying (and Regulation);
29 CFR Part 98 Drug Free Workplace and Debarment and Suspension;
Certification (and Regulation)
SPECIAL CLAUSES/PROVISIONS –
Other special assurances or provisions as may be required under Federal
Law or policy, including specific appropriations legislation, the Workforce
Investment Act, or subsequent executive or congressional mandates.
18. The State assures that funds will be spent in
accordance with the Workforce Investment Act and the Wagner-Peyser Act
legislation, regulations, written U.S. Department of Labor guidance, and all
other applicable Federal and State Laws.
19. Vocational Rehabilitation is a major partner
in Montana’s One-stop System.
Statewide, they are represented on all of the LMTs. Staff from Vocational Rehabilitation have
provided training on the services they provide to their partners on the LMTs
and have also made presentations to the local workforce investment boards.
Vocational Rehabilitation staff have actively shared their knowledge and
expertise with their workforce partners at both the state and local level.
As the Governor, I certify that for the State of Montana, the agencies
and officials designated above have been duly designated to represent the State
in the capacities indicated for the Workforce Investment Act, Title I, and
Wagner-Peyser Act grant programs.
Subsequent changes in the designation of officials will be provided to
the U.S. Department of Labor as such changes occur.
I further certify that we will operate our Workforce Investment Act and
Wagner-Peyser Act programs in accordance with this Plan and the assurances
herein.
Marc Racicot, GOVERNOR Date