bucks county local workforce development area ......bucks county wdb local transitonal plan—final...

BucksCountyWDBLocalTransitonalPlan—FinalVersion

1

BucksCountyLocalWorkforceDevelopmentArea

TransitionalLocalPlan

WIOArequireseachlocalworkforceareatodevelopalocalplanthatsupportsandissubmittedasacomponentof its associated regionalplan. Thenarratives framed in the localplanwill includemoredetailed,actionableplansandobjectives,consistentwiththelocalplan’srespectiveregionalplanstrategicvisionsandgoals.Inaddressingtheelementsoutlinedbelow,ifthelocalboardisnotpreparedtoprovideacompleteresponsetoa specific element at the timeof plan submission, a responsemust be provided that indicates how the localboardplanstofullyaddressthatparticularelementinthemulti-yearplan.Transitionallocalplansarenotexpectedtoexceed75pages.

Section1:WorkforceandEconomicAnalysis......................................................................2Section2:StrategicVisionandGoals...................................................................................22Section3:LocalAreaPartnershipsandInvestmentStrategies............................................34Section4:ProgramDesignandEvaluation...........................................................................61Section5:Compliance..........................................................................................................66


2

Section1:WorkforceandEconomicAnalysisPleaseprovideaseparateresponseforeachoftheelementslistedbelow.1.1 Provideananalysisoftheeconomicconditions,includingexistingandemergingin-demandindustrysectors

andoccupations;andtheemploymentneedsofemployersinthoseindustrysectorsandoccupations.[WIOASec.108(b)(1)(A)]and[proposed20CFR679.560(a)]

Note:PerWIOASec.108(c),existingeconomicregionaland/orlocalareaanalysesmaybeusedifsourceddataand/orderivedanalysesareeconomicallyrelevantandcurrent(i.e.,withintwoyearsoftheissuanceofthisguidance).

Bucks County is the 4th largest county in Pennsylvania. BucksCounty is thehomeof 626,685 residents and alaborforceof336,800.Withahealthymixofurban,suburban,andruralareas,BucksCountyalsohasadiversemixof industrysectorsandoccuationsdisplayedbelow.Ledby theHealthcareandManufacturingsectors foremployment opportunities with family-sustaining wages, entry-level jobs in Retail and Accomodation/FoodServicesprovidenumerousopportunitiesforyoungadultstoentertheworkforceandbuildfoundationalskillsfor advancement in all sectors. Bucks County interacts with the larger Southeast PA regional economy thatrepresents35.1%ofPennsylvania’spopulation.BucksCounty is the third largest county in the region,behindPhiladelphiaandMontgomeryCounties,withBuckscontainingabout14%oftheregion’stotalpopulation.Withadistinctpopulationandindustryprofileofitsownwithintheregion,BucksCountywasauthorizedundertheWorkforceInvestmentActasasingle-entityplanningandservicedeliverysystem,withcollaborationoccurringwithotherworkforceareasintheSoutheastPAregiononaddressingneedsrequiringregionalscale.TheindustrysectorchartbelowshowssomekeydifferencesbetweenBucksCountyandthebroaderSoutheastPAregion.BucksCountyhashigherconcentrationsofManufacturing,RetailTrade,andConstructionsjobsthanPhiladelphia and regiona as whole, but lower concentrations in Finance/Insurance,Professional/Scientific/Technical, and Educational Services. Occuational projections for 2012-2022 reveal anumberofopportunitiesandchallengesforthecounty.First,thegrowthinemploymentoverallisexpectedtobe a healthy 8.4%. Second, annual openings will be led by three occupational catergories:Office/Administrarive/Support;Sales&Related;andFoodPreparation/Serving.Thesethreecategoriesprovideawide range of employment opportunities by education level combined with opportunities for work-basedlearning to gain skills for advancement. Third, two of the most rapidly growing occupational categories areComputer/Mathematical and Healthcare Support. Of particular note is how several of the occupationalcategorieswillbedominatedbytheneedforreplacementworkers,notaresultofthegrowthinemploymentinthesector.Forexample,ProductionandSalesshowhighannualreplacementneedsandfewadditionalopeningduetogrowth.TheTop50employers(bynumberofjobopenings)listshowsthemixofemployerswheremanyofthejobopportuniescanbefound.


3

EmploymentbyIndustrySector–2014AnnualAverages

Sector Bucks % Phil. % SEPA %Agriculture,Forestry,Fishing,Hunting 420 0.2 59 0.0 6,743 0.4Mining,Quarrying,Oil&GasExtraction 186 0.1 ND ND 1,301 0.1Utilities 838 0.3 4,309 0.7 10,517 0.6Construction 14,689 5.9 12,536 2.0 72,542 3.9Manufacturing 27,313 10.9 21,927 3.4 152,041 8.2WholesaleTrade 13,424 5.4 14,458 2.3 83,860 4.5RetailTrade 35,981 14.3 50,669 7.9 192,929 10.4Transportation,Warehousing 7,655 3.1 34,718 5.4 62,251 3.3Information 4,598 1.8 11,779 1.8 37,269 2.0Finance,Insurance 7,642 3.0 31,187 4.9 114,332 6.1RealEstate,Rental,Leasing 2,627 1.0 8,777 1.4 25,204 1.4Professional,Scientific,TechnicalServices 14,474 5.8 45,682 7.1 159,095 8.5ManagementofCompanies&Enterprises 3,644 1.5 12,895 2.0 49,291 2.6Administrative,WasteServices 14,048 5.6 25,294 3.9 105,968 5.7EducationalServices 18,168 7.2 78,289 12.2 175,478 9.4Healthcare,SocialAssistance 44,381 17.7 150,040 23.4 328,800 17.6Arts,Entertainment,Recreation 6,345 2.5 11,824 1.8 25,921 1.4Accommodation,FoodServices 19,991 8.0 55,083 8.6 126,851 6.8OtherServices(ExceptPublicAdministration) 9,677 3.9 22,944 3.6 63,003 3.4PublicAdministration 4,810 1.9 48,555 7.6 69,882 3.8TotalAllIndustries 250,909 641,023 1,863,278


4

BucksCountyOccupationalEmployment–2012-2022Long-TermProjections

Occupation 2012Employment

2022Projected

Employment

PercentChange

Avg.AnnualOpeningsDuetoGrowth

Avg.AnnualOpeningsDuetoReplace.

TotalAverageAnnualOpenings

Management 10,630 11,400 7.2 83 214 297Bus./FinanceOperations 9,880 11,090 12.2 121 218 339Computer/Mathematical 3,680 4,530 23.1 84 63 147Architecture/Engineer 3,510 3,800 8.3 30 85 115Life/Physical/Soc.Sci. 1,730 1,930 11.6 20 44 64Community/Soc.Srvcs. 6,040 6,660 10.3 62 140 202Legal 1,500 1,670 11.3 18 24 42Educ./Trng./Library 14,170 14,920 5.3 78 309 387Arts/Ent./Sports/Media 3,630 3,750 3.3 16 86 102HealthcarePract./Tech. 15,760 18,700 18.7 294 320 614HealthcareSupport 8,750 10,660 21.8 191 167 358ProtectiveSrvcs 3,820 4,170 9.2 34 101 135FoodPrep/Serving 22,210 24,500 10.3 231 845 1,076BuildingGrnds./Cleaning/Maint.

11,140 13,360 19.9 222 231 453

PersonalCare/Service 14,690 16,750 14.0 206 337 543Sales&Related 36,010 36,760 2.1 92 1,078 1,170Office/Admin.Support 43,960 45,760 4.1 281 954 1,235Farming/Fishing/Forestry 810 800 -1.2 1 23 24Construction/Extraction 13,180 15,510 17.7 233 214 447Installation/Maint./Repair 12,590 13,470 7.0 93 298 391Production 18,770 18,540 -1.2 44 386 430Transport/MaterialMoving

15,820 16,720 5.7 96 366 462

Total,AllOccupations 272,270 295,450 8.5 2,531 6,504 9,035


5

Bucks County Top 50 Employers 3rd Quarter 2015 Initial Data

Rank/ Name of Employer 1 GIANT FOOD STORES LLC 2 CENTRAL BUCKS SCHOOL DISTRICT 3 ST MARY MEDICAL CENTER 4 DOYLESTOWN HOSPITAL 5 NORTHTEC LLC 6 BUCKS COUNTY 7 WOODS SERVICES 8 WAL-MART ASSOCIATES INC 9 GRAND VIEW HEALTH 10 PENNSBURY SCHOOL DISTRICT 11 COUNCIL ROCK SCHOOL DISTRICT 12 BUCKS COUNTY COMMUNITY COLLEGE 13 NESHAMINY SCHOOL DISTRICT 14 FEDERAL GOVERNMENT 15 ALWAYS BEST CARE 16 STATE GOVERNMENT 17 WAWA INC 18 BENSALEM TOWNSHIP SCHOOL DISTRICT 19 PENNRIDGE SCHOOL DISTRICT 20 BUCKS COUNTY INTERMEDIATE UNIT 21 SESAME PLACE 22 GREENWOOD TABLE GAMES SERVICES INC 23 BRISTOL TOWNSHIP SCHOOL DISTRICT 24 HOME DEPOT USA INC 25 THRIFT DRUG INC 26 ACME MARKETS INC 27 ANN'S CHOICE INC 28 PRIME HEALTHCARE SVCS LOWER BUCKS 29 TARGET CORPORATION 30 ARIA HEALTH 31 CENTENNIAL SCHOOL DISTRICT 32 KOHLS DEPARTMENT STORES INC 33 QUAKERTOWN COMMUNITY SCHOOL DIST 34 COMCAST CABLEVISION CORP(PA) 35 LOWES HOME CENTERS LLC 36 K-MART CORPORATION 37 VERTICAL SCREEN INC 38 VITACARE HOME HEALTH INC 39 PENNSYLVANIA CVS PHARMACY LLC 40 DELAWARE VALLEY UNIVERSITY 41 QUAD GRAPHICS MARKETING LLC 42 S4TEACHERS LLC 43 WORTH AND COMPANY INC 44 ASHFIELD HEALTHCARE LLC 45 AURORA HOME CARE INC 46 TEVA PHARMACEUTICALS USA 47 ADVERTISING SPECIALTY INSTITUTE INC 48 PITNEY BOWES PRESORT SERVICES 49 WEGMANS FOOD MARKETS INC 50 FAMILY DINING INC *State Government includes all state employment except Pennsylvania State University, SEPTA, System of Higher Education, PA College of Technology, and PHEAA. Center for Workforce Information & Analysis 4/12/20


6

1.2 Provideananalysisoftheknowledgeandskillsrequiredtomeettheemploymentneedsoftheemployersinthelocalarea,includingemploymentrequirementsforin-demandindustrysectorsandoccupations.[WIOASec.108(b)(1)(B)]and[proposed20CFR679.560(a)]

Shownbelowonasector-by-sectorbasisarestatisticsforBucksCountyontheeducationallevelsneededfortheoccuapationalmixesofeachsector,includingWorkKeysscoresthatmatchjobprofilesofsampleoccupationsinthesectors.Notableintheanalysesarethewidedisparitiesinpost-secondaryrequirementsforjobsindifferentsectors. For example, 52% of Healthcare occupatons and 62% of IT occupations require post-secondarycredentials, while only 5% of Hospitality, Leisure and Retail jobs require post-secondary attainment.What issometimeshardtocaptureinanincreasinglycomplexmixofcredentialsavailabletoworkersisthevaluethatemployersplaceoncertain industrycertificationsandshort-termcertificationsprovidedbyCTEprogramsandcommunitycolleges.TheBucksCountyWorkforceDevelopmentBoard intendstoworkaggressivelywith localemployers during the transition year to create a better understanding of the value of short-term andmicro-credentialsamongemployersofthecounty.


7


8


9


10


11


12


13


14


15


16


17

1.3 Provideananalysisof the localworkforce, includingcurrent labor forceemployment (andunemployment)data,and informationon labormarket trends,and theeducationalandskill levelsof theworkforce in theregion,includingindividualswithbarrierstoemployment.[WIOASec.108(b)(1)(C)]and[proposed20CFR679.560(a)]

The chart below illustrates the impact of the recent recession and subsequent recovery on theunemploymentrateforBucksCounty.Withtherecessionbeginningin2008,unemploymentpeakedinthecountyatover8%in2010,andhasnowreturnedtopre-recession levels inthe4%to5%range.However,one impactof the recessionwas theneed formany impactedworkers to take jobsbelowwagelevelsoftheirpre-recessionjobs.Thelackofrecoveryofthepovertyrateshownbelowreflectsthatfactandcontinuestoputstrainsonhumanservicesagenciesinthecounty.Inaddition,thereareimplicaitons for theworkforce development systemas incumbentworker strategieswill need to becreativelyemployedforadultswhohavejobsbutarestilllivinginpoverty.

The chart that follows shows the residual impact of the recession. While unemployment rates have beendeclining,thenumberofpeoplelivinginpovertyinthecountyremainsstubbornlyhigh.


18

Bucks County has the highest number of net out-commuters to jobs in the region. The following tablesummarizes the average number of non-commuters, in-commuters, out-commuters, and net flow for BucksCounty during the 2011-2013 time periods. Additional counties are provided for comparison purposes.Commutingpatternsvarybyindustrysector.Forexample,bothBucksCountyandMontgomeryCountyattractin-commuters formanufacturing jobs that are concentrated in the two counties, while out-commuters go inlargenumberstoneighboringcountiesforothertypesofindustriesandoccupations.

AverageCommutingPatterns(2011-2013)County Non-Commuters In-Commuters Out-Commuters NetFlowBucksCounty,PA 122,000 115,700 173,700 -58,000ChesterCounty,PA 104,400 121,900 123,200 -1,300

DelawareCounty,PA 95,500 110,800 147,700 -36,900

MontgomeryCounty,PA 181,400 267,300 191,300 76,000

PhiladelphiaCounty,PA 310,500 291,600 192,600 99,000

Note: totals may not add due to rounding

Net flow calculated as in-commuters minus out-commuters; positive values indicate more workers are coming to the area for employment (highlighted in green), and negative values indicate more workers are leaving the area for employment (highlighted in red).

BucksCountyenjoysacompetitiveadvantageinitseducationalattainmentratewith:

• 93.5percentofadultswithahighschooldiplomaorhigher• 36.5percentofadultswithabachelor’sdegreeorhigher• 48.08perecntofadultswithanassociate’sdegreeorhigher.

EventhoughBucksCountyisrelativelyprosperouscomparedtheregion,thestate,andthenation,alargenumberof individualshave significantbarriers to accessing good jobs and trainingneeded toacquirethejobs.Barriersinclude:

• 15,356personswith less thanahighschooldiploma,withanunemploymentrateofnearly10%forthisgroupandalaborforceparticipationrateofonly65%

• 30,844personswithdisabilitieswith17,997notinthelaborforce,10,696employed,and2151notemployed–anunemploymentrateof16.7%andalowlabormarketparticipationrateof41.7%.

TheBucksCountyProfilebelowshowBucksCountytobeanoutlier in twocategoriescomparedtoPennsylvaniaasawhole:

• Amedianageof43.5 (comparedtoPennsylvania’s40.7),with31.7%of thepopulationovertheageof55

• Amedianfamilyincomeof$93,488(comparedtoPennsylvania’s$67,521).


19


20

1.4 Provide an analysis and description ofworkforce development activities, including type and availability ofeducation, training and employment activities. Include analysis of the strengths andweaknesses of suchservices,andthecapacitytoprovidesuchservices,inordertoaddresstheeducationandskillneedsoftheworkforceandtheemploymentneedsofemployersintheregion.[WIOASec.108(b)(1)(D)]and[proposed20CFR679.560(a)]

BucksCountyisfortunatetohaveasolidfoundationofexperiencedserviceprovidersforbothyouthandadultsinpartnershipwithexperiencedstafffromstateagenciestoprovidecareerservicestojobseekersandexpandedoutreachandassistancetoemployersascalledforbyWIOA.Bothshort-termandlong-termtrainingisavailablefor High Priority Occupations through strong relationships established by the Board with Bucks CountyCommunityCollege, through the threeCareer/Technical schools (BucksCountyTechnicalHigh School,MiddleBucksInstituteofTechnology,UpperBucksAreaVocationalTechnicalHighSchool),andthroughbothclassroomandon-linetrainingaccessibleviacontractorssuchasEDSIandResCare.HighPriorityOccupationscontinuetobeanintegralpartofalltrainingstrategiesusinglabormaketinformationprovidedbythestatecombinedwiththe“realitycheck”providedbysector-basedcommunicationsinIndustryPartnerships,ongoingcommunicationwithchambersofcommerceandeconomicdevelopmentorganizations,andone-on-oneconversationsbetweenemployers and business development teammembers. The Board also has a strongworking relationshipwithVita Education Services and the Bucks County Community College as the providers of literacy and languageservices for adults, a relationship that will be strengthened under WIOA as the Board will review all adulteducationproposalsandfurtheralignandintegratebasiceducationwithoccupationaltraining.In reviewingbothcountyandregional labormarket information, thecapacity formeetingkeyneeds,and theprioritiescreatedbynewstateandfederalpoliciesandguidance,theBoardhasidentifiedseveralkeychallengeswhereopportunities exist for expandingemployment and training servicesunderour transistionplan to fullyimplementWIOA:FillingManufactuingSectorSkillsGapsInpartnershipwithneighboringworkforceareas, theBoardhas identified thatseriousskills shortagesexist inprecisionmachiningandotherkeyoccupationsinmanufacturing,atleastthrough2020.Theseshortagesserveto stifleexpansioneffortsofexistingemployersand tomakebusinessattractioneffortsmoredifficult for theBoard’s economic development partners. The Board hasworked to address these shortages via coordinationandexpansionofMechatronics/IndustrialMaintenanceprograms intheCareer/Technicalschoolsandthroughcollaboration on the Metalworks program at the Bucks County Community College. Even with expansion oftrainingcapacityformanufacturingoccupations,anongoingchallengeisattractingbothyouthandadulttalentto the available training slots, as public perception about today’s advancedmanufacturing environment stilldoes not match reality. Promotion of high-qualtiy manufacturing jobs and the career pathways that enablesuccessinthosejobsremainprioritiesfortheBoardandpartnersinthetransitionplan.BuildingStrongerYouthTalentPipelinesThe Board is well-positioned to advanceWIOA and state priorities in several ways, with all of them beinggroundedintheBoard’sworkwithemployersinsector-basedplanningandIndustryPartnershipsregionallyandcareer pathways developed locally with education partners. First, through the the Business-EducationPartnershipgrantfromthePADepartmentofLaborandIndustry,studentandparentawarenesshasbeenraisedrelated to career opportunities via programs such asManufest, Future Fairs, and Educator in theWorkplace.


21

Second,careerpathwaysconnectionshavebeenstrengthenedbetweenhighschoolCareer/TechnicalEducationprogramsandtheBucksCountyCommunityCollege,particularlyinkeymanufacturingoccuationswheresevereskill gaps exist. And third, asWIOA shifts funding emphasis to out-of-school youth, Bucks County has built amodelprogramin180thatenlistsemployersaswork-basedlearningpartnersforyoungadultswhoneedtore-engagewitheducationand training.With thenewWIOAexpandedage foryouthnowextended toage24,amajoropportunityexists to integrateworkwithpartnerssuchasCorrections toreduceratesof recidivismforyoungadults.TheopportunityalsoexistsformoreinnovationandcreativityinblendingyouthandadultfundsfromWIOA,TANF,andothersourcesforthe18-24yearoldsegment.AdvancingandReplacinganAgingWorkforceThe regional plan developed in 2015 by workforce development boards and their regional economicdevelopmentpartnersidentifiedanagingworkforceasoneofthefivemajorchallengesfacingtheregion.BucksCountyhasamedianageof42.6,higherthanthestateaverageof40.6andmuchhigherthanthePhiladelphiaaverageof34.2.Thiscreateschallengesthathaveimplicationsforworkforcedevelopmentstrategiesintheplan.First,retiringworkeraddtojobcreationtomakeskillshortagesevenmoreacute,particularlyinmanufacturing.Second,manyolderworkerwillneed to retainemploymentatwage levels that can sustain families. Someoftheseworkerstookemploymentduringtherecessioninjobsbelowwageandskilllevelsinpreviousjobsthatweeliminated.TheBoardwillworkwithemployerstoidentifyadvancementopportunitiesandusefundingfornewincumbent worker programs in the county. Incumbent worker strategies will then be paired with backfillingstrategieswhereyoungadultscanenterentry-leveljobswiththeemployerandadvanceincareerladders.Someolderworkerswillalsobeabletotakeadvantageofentrepreneurshiptrainingdescribedbelow.CreatingaCultureofEntrepreneurshipAmajortrendinthenationalandregionaleconomiesistowardarapidlyincreasingnumberof“employees”nowbecomingtheirownemployers,sometimesbychoicebutothertimesbynecessity.Manyemployersarebuildingcontractemployment intotheirongoingstaffingstrategies,thusrequiringthatworkersmustthink intermsofself-employmentandentrepreneurship.Trainingisneededtopreparethenextgenerationofworkers inareassuch as legal status of a business, taxmanagement, health insurance, and pension plans among others. TheBoardpartneredwithTheBambooProjectInc.in2014tohelptraineesdevelopbusinessplansthatincorporatethesetopicsandcreateanunderstandingofentrepreneurialthinkingthatwillbeanecessityformostworkersinthefuture.WIOArequiresacomponentofentrepreneurship inyouthprograms,andtheBoardembracesthatrequirementasanessentialingredientforbothyouthandadults.Duringthetransitionplan,theBoardwillworkwithallserviceproviderstoincorporatesuchcomponentintoallprograms.BlendingandBraidingLimitedFundingSourcesforMaximumImpactThegapbetweeneducationandtrainingneeds identifiedbyemployersandthefundingavailabletomeettheneedscontinuestowidenasjobscontinuetorequirehigherlevelsofacademicpreparation.Estimatescontinuetopoint toworkforce in thenextdecadethatwillneed60%ormoreofapplicantspossessingpost-secondarycredentials in formsthatdirectly relate tobusinessneeds.WIOApresentsanopportunity for increasedBoardleadershipinaligningresourcestowardthemutually-definedgoalsofabroadarrayofpartners.Akeypartofthestrategiesmustincludeincreasedinvestmentbyemployersinwork-basedlearningapproaches(jobexploration,work-and-learn strucutres, internships, co-op programs andothers), engaging themas partners in training aspartofanintegratedcareerpathwaysstructurewiththeeducationandtrainingproviders.Thisisacriticalneedasmanyworkersandpotentialworkerscannotparticipateintrainingandeducationwithoutasourceofincome


22

whiledoingso.Section2:StrategicVisionandGoalsSection2responseswillrequireinputfrommembersofthelocalworkforcedevelopmentboardandotherlocalstakeholders.Pleaseprovideaseparateresponseforeachoftheelementslistedbelow.

2.1 Describe localboard’sstrategicvisionandgoalsforpreparinganeducatedandskilledworkforce(includingyouthandindividualswithbarrierstoemployment).Includegoalsrelatingtotheperformanceaccountabilitymeasuresbasedonprimaryindicatorsofperformancedescribedinsection116(b)(2)(A)inordertosupportregionaleconomicgrowthandeconomicself-sufficiency.[WIOASec.108(b)(1)(E)]

TheBucksCountyWorkforceDevelopmentBoard(BCWDB)createditsVision,Mission,CorePrinciplesandCoreValuesasa foundationfor long-termsuccess inmeetingtheneedsofemployers, jobseekers,andstudents inthe county,working inpartnershipwithotherworkforceareas in thebroaderSoutheastPennsylvania region.This foundation is maintained and serves the county well as programs and services are transitioned duringimplementationof the federalWorkforce Innovation andOpportunityAct (WIOA). TheBCWDB recognizes itsrole in guiding the development and establishing accountability to the public for the workforce system as awhole,notjustforthefundingsourcesforwhichitisdirectlyaccountable.

Board Vision: A well-trained, high-performing, self-sufficient workforce committed to lifelong learning thatmeetsthegrowingneedsandexpectationsofemployerstosustainaneconomicallyvibrantcommunityinBucksCounty.BoardMission:To promote, drive and ensure an effectiveworkforce in Bucks County alignedwith economicdevelopment.

CorePrinciplesoftheBoard:BDWDBisdedicatedtocreatingacollaborativeandintegratedenvironmentthat:

• AddressestheworkforceneedsandexpectationsofBucksCountyresidents,workersandemployers;• Promoteslifelonglearningandhigh-performanceworkplaces;• Connectsthebusinesscommunitytotheemergingworkforceandeducationcommunity;and• Encouragescoordination,efficiencyandeffectivenessinservicedeliveryandfiscalmanagementamong

alleducationandworkforcedevelopmentprogramsandservices.

ValuesfortheBoard:BCWDBisdedicatedto:

• Buildingrelationshipswithorganizationsand/orindividualstopromotetheBoard’smission;• OngoingassessmentofworkforceneedsinBucksCounty;• Integratingeducationalorganizationsintheworkforcedevelopmentsystem:• Increasingthecommunity’sawarenessoftheBoard’smission;• Maintainingfinancialstabilityandsustainability;and• Supportinganeffectiveandefficientstaff.


23

While the Board’s bedrock principles and values remain solidly in place, WIOA provides an opportunity toreassess and strengthen programmatic approaches that maximize return-on-investment. The Board remainscognizant that expenditures are investments of public funds that must be tied directly to employmentoutcomes.Thus, theBoardhasestablished localobjectives,prioritiesandprocedures toachieveemploymentresultsfromtheinvestments,including:

• Using accurate, up-to-date labor market information, informed by sector-based discussions withemployers,todefineentryrequirementsforjobsindemand;

• UtilizingHighPriorityOccupations(HPOs)toaligntrainingandeducationwithemployers’demandsfortalent;

• EmployingaCareerPathways framework toconnecteducationandworkforcedevelopmentprogramsaimedatidentifieddemands;

• Maintaining local policies and protocols that ensure that training dollars are spent on High PriorityOccupations;and

• ProvidingaquarterlyreviewbytheBCWDB’sSystemsPerformanceandOperationsCommitteeonthereturn-on-investmentoftrainingintheHPOs.

The first priority for adult training investments remains the guaranteed job of an on-the-job training (OJT)contractwith supplementary classroom training to support both the employer and the trainee. This strategysupportstheWIOAprioritiesforincreasedwork-basedlearningandforapprenticeship-likeprocessesfor“earnandlearn.”Asecondpriority,especiallyforadultswithsubstantialeducationandskillgapsorthoseinneedoftransitioningfromanobsoleteoccupationtoagrowingone,isIndividualTrainingAccounts(ITAs).TheissuanceofITAswillbebasedoncurrent(upto12-monthforecast)regionallabormarketdemands.

TheBucksCountyworkforcearea iswellpositioned to implement thenewWIOAyouth services requirementthatemphasizesservicestodisenfranchised,out-of-schoolyouth,astheBCWDBhasalreadyestablishedthe180initiativeasastrategicpriorityforenlistingemployersandtheBucksCountyCenterforYoungProfessionalsasafocus for recruiting and preparing young adults for jobs and career exploration opportunities provided byemployers.Underthe180initiative,theBCWDBpartnerswithemployerswhoarewillingtoprovidearealworkexperienceforayoungadultthatmayhavelackeddirectioninthepastbutisnowreadytowork.Thenayoungadult ismatchedwithanemployer thathasabest fit for theparticipant’s interestsandcurrentabilities. Theopportunity may take the form of on-the-job training, an internship, full or part-time employment, or amentorshipopportunity.ViaasignedEmployerAgreement,180employerschoosethespecificwaystheywishtoparticipate,whichalsoincludesoptionsforjobshadowingandcareerawarenesstalks.TheCenterforYoungProfessionals operates in thePACareerLink®BucksCountyoffice, targeting a group that has a historyof highunemployment. The goal is toprovide intensive coaching, training, and jobplacementof out-of-school youthinto entry-level high-growth, high demand occupations. Partnerships with the Intermediate Unit, JuvenileProbation,andChildren&YouthServicesbroadensthetargetedoutreachefforts.

Services for in-school youth also remains a strategic priority, with WIOA and TANF funds being utilized tosupportassistancetohigh-riskyouthinpartnershipwithK-12schools.Specialemphasisisplacedonpromotingaccesstocareerandtechnicaleducation(CTE)pathwaysatboththesecondaryandpost-secondarylevels.BucksCounty is home to three award-winning Technical High Schools, serving the 13 school districts. The Board’sYouth Council has adoptedManufacturing as a primary initiative andworks closelywith the CTE partners toprovidemanufacturingcareerfairsthattargetstudentsandtheirparents,asparentsoftenhavemisperceptions


24

about jobopportunities intoday’sadvancedmanufacturingenvironment.ThemodelforexpandingawarenessandaccesstoManufacutringisnowbeingreplicatedfortheHealthcaresector.TheYouthCouncilalsoexpandsits influence beyond services to target populations by providing ongoing career planning and labor marketinformation to theK-12 school districts,withmessagingonCareer Pathways combining current labormarketdatafromthePennsylvaniaDepartmentofLaborandIndustry’sCWIAunit,insightsfromsector-basedworkwithemployersregion-wide,andtoolkitsandlessonplansforteachersonpresentationoftheinformationavailabletoschoolsontheBucksCountyIntermediateUnit’swebsite.

In supportofWIOAperformancemeasures thatwillnowbeappliedacrossall corepartners in theworkforcedevelopmentsystem,primarygoalsfor2016fortheBCWDBinclude:

• Identifyingandfillingskillgapsthatareidentifiedthroughsector-basedemployerengagementinitiativeswithneighboringworkforceareasaspartoftheregionalplan;

• Usingacareerpathwaysframeworktocoordinatealltrainingandjob-relatedassistanceprogramsinthecounty, including Bridges Out of Poverty initiatives, in order to create a county-wide system ofeducational“on-rampsandoff-ramps”availableforallagegroupsandjobcircumstance;

• Strengthening partnerships with other workforce development boards in the broader Philadelphiaregion to createmore efficiencies and higher levels of customer service through coordinated policiesandproceduresinareassuchasOJTandITAprotocolsandincumbentworkerguidelines;

• Identifyingandproviding services forUnemploymentCompensation (UC) claimants inearly stagesviatheProfileReemploymentProgram(PREP)inordertoshortenthelengthofunemploymentandreducethenumberofclaimantswhoexhaustbenefits;

• Creatingnewmicro-credentialsthataddressspecificemployerskillgaps,andalsostacktowardhigher-levelcertifications;

• Engaging employers as partners in training through new work-based learning and apprenticeshipstructures;and

• WorkingwiththeK-12schoolsystemsandhighereducationpartnersonintegratedcareerandacademicplanningprocess forstudentstodecreasethepercentageofK-12studentswhoentercollegeneedingremediation.

The BCWDB continually strives to engage a wide range of partners working toward common goals and inclarifyingindividualrolesforthehighest levelsofcollectiveimpact. Intra-countyandinter-countypartnershipsareessential formeetingall of theBDWDB’s goals for ahighly-skilledandemployedworkforce.Keypartnersinclude:

• CareerandTechnicalEducation:ThethreeCareerTechhighschoolsarehighlyengagedwiththeBCWDBand itsYouthCouncilandmeetquarterlywith theExecutiveDirector tocoordinate responsiveness toidentifiedemployerdemands.

• IntermediateUnit:Thelocal IntermediateUnitworks inpartnershipwiththeBCWDBtoprovideahubforinformationdisseminationtoalleducationalpartnersandalsoservesontheBoard.

• AdultEducationProviders:TheBCWDBmaintainsanongoingcollaborativerelationshipwithWIOATitleIIprovidersaskeypartnersintheone-stopdeliverysystemandwillstrengthenthatrelationshipundernewWIOAguidelinesforreviewofTitleIIplansofservice.

• HigherEducation:TheBucksCountyCommunityCollege,alsoamemberoftheBoard,andtheDelawareValleyCollegecoordinatewiththeBCWDB,withtheCTEprograms,andwiththeaffiliateduniversitiesof


25

LaSalle and Holy Family College as part of a consortium dedicated to 21st Century Skills andadvancementofCareerPathways.

• ChambersofCommerce:TheBCWDBmaintainsactivemembershiponallfourlocalChambers,withtwoof theChambershaving seatson theYouthCouncil; quarterlymeetingsalsooccurbetweenChamberrepresentatives and the BCWDB Executive Director; BCWDB staff participate in numerous ChamberfunctionsincludingYoungProfessionals,BucksBusinessConnect,BusinessCardExchange,andWomeninBusiness.

• CommunityBasedOrganizations:TheBCWDBandthePACareerLink®BucksCountyarerepresentedonfour multi-organization networking groups to coordinate workforce development and human serviceprograms.

• Pennsylvania Workforce Development Association: BCWDB staff members actively participate in bi-montlymeetingsofthestatewideassociationofworkforcedevelopmentboards;thegroupservesasalearning network and policy advisory body in working with Commonweatlh officials in multipledepartments.

• Industry Sector Planning Groups: BCWDB staff members meet regularly with multiple sector-basedgroupstoshareinformationandobtaininputfornewprogramdevelopment,including:ManufacturingAlliance of Bucks and Montgomery County; AgConnect; Smart Energy Initiative; Southeastern PAHealthcare Alliance; Innovative Technology Action Group (ITag); and Bucks County Long Term CareConsortium

• BCWDB staff members participate in other groups including: Local Management Committee; BucksCountyTransportationManagementAssociation;DelawareValleyRegionalPlanningCommissionPublicParticpation Task Force; CTE General Advisory Committees; Bucks County Commissioners EconomicAdvisory Board; Family Service Association Continuum of Care; Citizens Advisory Committee; DirectServicesTeam;UnitedWay;HumanTraffickingCommittee;andDirectServicesCoalition.

TheBCWDBhasbeendevelopingpoliciesfor2016WIOAimplementationtoprovidestrategicdirectionforthelocal system. Included are: Adult Priority of Service Policy; OJT Policy; action to solicit in-school programprovidersforPY2016toincreaseopportunitiesforschoolstoparticipate;andadecisiontoextendthecurrentcontract for the out-of-school youth provider through June 2017 in order to provide a stable platform forexpandedyoungadultservicesduringtheimportanttransitionyear.

2.2 Describehowthelocalboard’svisionandgoalsalignwithand/orsupportsthegovernor’svisionandgoalsforthecommonwealth’sworkforcedevelopmentsystem.[WIOASec.108(b)(1)(E)](SeeAppendixC:TransitionalPlanningReferencesandResources)

GovernorWolf’sWIOACombinedStatePlanlaysoutavisionandframeworkforlocalandregionalopportunitiesfor advancement of theworkforce development system. The foundation for advancementwill beAlignment,Innovation,EmployerEngagement,AccountabilityStructures,andImprovedData.TheBucksCountyWorkforceDevelopmentBoardsupportsthegovernor’svisionthroughcontinuedadherencetosixfoundationalobjectivescontainedinitsstrategicplan:

1. Purpose&Mission: Establishoutcomes-baseevaluationmeasures/metrics for allmajororganizationalactivitiestodemonstratetheimpactoftheBCWDBonworkforceandeconomicdevelopment(supports


26

governor’svisionforAccountabilityStructures&ImprovedData).2. Governance/Foundation:EnsuretheBCWDBactsas responsibleandeffectivestewardsof thepublic’s

workforcedevelopmentresources(supportsgovernor’svisionforAccountability).3. Operations/Foundation: Develop the Board’s staff capacity for operational excellence (supports the

governor’svisionforInnovationandAlignmentthroughprofessionaldevelopmentofstafftoimplementbestpracticesviaworkwithlocalpartners).

4. CoreAgenda:Strengthenrelationshipswithlegislative,economicdevelopmentagenciesandeducationalinstitutionstoadvanceasharedagendaforworkforce(supportsgovernor’svisionforAlignmentthroughrelationshipdevelopment).

5. Outreach/Marketing: Establish the BCWDB as the premier agency forworkforce development amongemployers,workers,andeducational institutionsthroughoutBucksCounty (supportsgovernor’svisionforEmployerEngagementaspartofoveralloutreachinititives).

6. Human&Capital Investment: Enhanceworkforce development initiatives for high-level professionals,small business owners, entrepreneurs, students, and the emerging workforce (supports governor’svision for Employer Engagement with focus on small business, and Innovation in support ofentrepreneurstocreatebusinessesandjobs).

The objectives above, coupled with the organization’s key indicators of financial strength, are reviewedmonthlybyBCWDBstaffandquarterlybytheBoard.Thegovernor’splanestablishesfivebroadgoalsforthecommonwealth’sworkforcedevelopmentsystemwithkeystrategies foradvancingeachone.Thechartbelowshowsgoalsof theBCWDBthatalignwitheachgoalareaofthegovernor’splan.

Governor’sGoals BCWDB’sGoals1. EstablishCareerPathwaysKeyStrategies:• AdoptWIOAdefinitionofCareerPathways• RequireadoptionofCareerPathwaysmodelatlocallevel

withmultipleentrypoints• Createacomprehensiveframeworkthatincludesmultiple

programs&fundingsources• Encouragecross-programfundinganddualenrollmentsto

meetcustomers’needs• Mainstreamjobseekerswithbarrierstoemployment

combinedwithnecessarysupportservices• Supportthecreationofapprenticeshipsinnon-traditional

occupationsandfornon-traditionalpopulations,addingapprenticeshipstoJobGateway®andCWDS

• ContinuetorefinetheHighPriorityOccupation(HPO)processtoensurethatcareerpathwaysarealignedtodemand

• MaintainarobustEligibleTrainingProviderList(ETPL)to

§ PromotetheCareerPathwaysmodelin

alladultandyouthprograms§ UtilizeHighPriorityOccupations(HPO)

listtobetteraligntrainingandeducationtodemand

§ Beingthe“go-to”sourceofinformationonemployersjobsandskillsdemandsforpathwaydesignbyeducationandtrainingproviders

§ PromotingmultipleaccesspointsforCareerPathwaystopublictoadvanceacultureoflearninginthecounty

§ IntegratetheBridgesOutofPovertyprogramintoCareerPathwaystoensurewideraccesstohigherskills

§ ImplementtheBoard’snewOJTpoliciesforHPOstiedtoCareerPathways


27

includeperformancedataforinformedcustomerchoices• Createexpandedlistsofindustry-recognizedcredentials

incorporatedintoCareerPathways• RequireOn-the-JobTraining(OJT)andincumbentworker

trainingtobetiedtoCareerPathways• Enhanceon-lineandin-personcareerguidancetoolsof

multipleagenciesandfundingsourcesbyutilizationoftheCareerPathwaysframework

2. InvestinTalentandSkillsforTargetedIndustriesinStrategicPartnershipwithEmployersandEducationalInstitutions

KeyStrategies:• Establishminiumrequirementsforlocalareaspendingon

training• Developadditionalgrantsourcestopromoteprogram

innovation• SupportsectorstrategiesandtheexpansionoftheIndustry

Partnershipprogram• Expandaccessforadultworkersviaincumbentworker

trainingprograms,encouragingadvancementalongPathways

• Expandaccesstoon-lineeducationandtrainingthatresultincredentialsattainment

• Expandthedevelopmentofmicro-credentialsthatalignwithemployers’needs,supportedbyUSDOLWIFgrant

• Promotethedevelopmentofnewapprenticeshipsprogramsviastategrants

• Expandpartnershipswithpubliclibraries• EstablishPriorityofServiceprotocolsforpopulatonswith

barrierstoemployment• Increasework-basedlearning(“EmploymentFirst”)

approachesinservingpersonswithdisabilities,combinedwithtrainingandsupportiveservicesasneeded

• Implementintegratededucation,training,andwork-basedlearningmodelsforyouthandadultslackingahighschooldiplomaand/orarebasicskillsdeficient

§ ParticipatefullyinregionalIndustry

Partnershipsandpromotewithlocalemployers

§ PrioritizeeffortsofBusinessServicesTeam(BST)tocompaniesparticipatinginpartnershipsandprovidinghigh-qualityjobs

§ Increaseavailabilityofincumbentworkertrainingtoadvanceskillsandwagesofworkerswhotookjobsat“underemployment“levelduringrecentrecession

§ Workwithcountyhumanservicespartnerstoincreaseaccesspointsfortargetpopulatonsincludingex-offenders

§ ImplementtheBoard’snewPriorityofServicespolicytofocusresourcesonindividualizedcareerservicesforindividualswithbarrierstoemployment

§ Continueaccountabilityreviewstomaximizereturnoninvestment

3. IncreaseWork-BasedLearningOpportunitiesforYouthKeyStrategies:• Identifymodelforeffectivelyservingout-of-schoolyouth

undernewWIOApriority• Supportthedevelopmentoftransitionjobsforyouth• ViaestablishmentofaYouthCommitteeoftheState

WorkforceDevelopmentBoard,advisegovernoronyouthpoliciesandprovidetechnicalassistancetolocalareas

§ Createbettercareerawareness

alignmentwithacademicpreparationinK-12schools,reducingtheneedforremediationinforK-12graduatesenterningpost-secondarayeducationandtraining

§ Integratefoundational(“soft”)skills


28

• Workwithlocalareastoprovidenewon-rampsandaccesspointsforyouth

• WorkwithUSDOLondatasystemstosupportyouthservices• Leverageexistingtoolsforliteracyadvancementforout-of-

schoolyouth• Useset-asidefundstoidentifyandreplicatemodel

programsforhigh-riskyouth,incorporatingdemand-drivenstrategies

• Encourageprogramco-enrollmentforyouth,underexpandedWIOAyouthdefinition,tomaximizeresourcesforthishigh-riskgroup

• Increasesummeremploymentopportunitiesforyouthinpartnershipwithlocalefforts

• ExpandCTEopportunitiesinpartnershipwithPerkinsfundingwithinaCareerPathwaysframework

• Continuetosupportawiderangeofinitiativesforyouthwithdisabilities,focusedoncriticaltransitionpoints

• Promoteapprenticeshipsandpre-apprenticeshipopportunitiesforyouth

• SupportlocalcollaborationswithYouthBuild,JobCorps,andAmeriCorps

intoacademicandoccupationaltraining

§ Growthenumberofemployersjoiningasmembersofthe180programtoexpandwork-basedlearningoptionsforhigh-riskyouth

§ ExpandaccesstoCTEprogramsforallyouthincounty

§ Expandpartnershipswithcommunityorganizationsandschoolsasreferralsourcesforhigh-riskyouth

4. EngageEmployerstoStrengthentheConnectionofEducationandTrainingandtheEconomy,IncreaseInvestmentinCriticalSkillsandIncreaseJobsthatPay

KeyStrategies:• Requirelocalworkforcedevelopmentboardstoprioritize

businessservicesfundingforemployersofferinghighqualityjobs

• Seeksustainablefundingforsector-drivenstrategiessuchasIPandapprenticeship

• Implementcapacitybuilding,peerlearning,andevaluationstructurestosupportIP,andconsidercreationofformalcertificationprogramforIPs

• Requirelocalworkforcedevelopmentboardstoprovidefundingtosuccessfulmulti-employerintermediariesinlocalareas

• Setnewstandardsforprovidingproductsandservicestoemployersthroughenhancedagencycoordintation

• EncourageemployerparticipationinBusiness-Educationpartnerships

• Encourageemployersponsorshipofwork-basedlearning• Utilizeemployerstovalidatecredentials• StandardizeOJTcontractsforgreaterconsistency

§ Workwithemployerstovalidate

credentialsandtocreatenewmicro-credentialstomeetcriticalsector-basedneeds

§ Createnewsector-basedemployerinitiativesinpartnershipwithotherworkforceareasintheSEPAregion

§ WorkwithregionalworkforceareastostreamlineandcoordinatepoliciesforOJTsandITAstomakethemmoreuser-friendlyonaregionalbasis

§ Maintainquarterlymeetingswithchambersofcommerceandkeyindustrygroupsinthecountyas“realitycheck”onlabormarketdataandtrainingstrategies

§ Prioritizebusinessservicesforemployersofferinghighqualityjobsinhighgrowthoccupations


29

• ProvideOVRassistanceforemployersandotheragencies• WorkwithPAChamberofBusinessandIndustryon

employersurveytoprovidenewinsightstosystem• Solicitefeedbackfrombusinessleadersviaregularmeetings

withgovernorandagencyexecutives5. StrengthenDataSharingandMoreEffectivelyUseDataKeyStrategies:• Expandcross-agencydatacoordinationeffortsviaexpansion

ofWorkforceDateQualityInitiative(WDQI)• UpgradeCWDSandJobGateway®toprovidebettercustomer

experiences• Conductregularformalevaluationsofthestatewidesystem• Evaluatepresenationandreleaseofdatatoensureusability

forcustomersofthedata• Findnewwaystoidentifysupply/demandgapstoinform

policies• WorkwiththeStateWorkforceDevelopmentBoardto

createadashboardtomeasureachievementofplan’sgoals

§ Maintainalocaldatasystemthatis

datadrivenandoutcomebased§ Regularlyreviewlocaleconomicdata

toadjustprogramandtrainingpriorities

§ ReviewoutcomesviaReturnonInvestmentReport,PACareerLink®

MonthlyGoals,andObjectivesScorecard

2.4 Describe how the local board’s goals relate to the achievement of federal performance accountabilitymeasures.[WIOASec.108(b)(1)(E)]

Thevision,principlesandgoalsof theBucksCountyWorkforceDevelopmentBoardpresented in sections2.1and 2.2 are all aimed at achieving outcomes that are completely alignedwithWIAO performancemeasures:placement inhighquality jobs,wagesatafamilysustaining level,credentialsthathavecurrencywithregionalemployersand“stack-ability”towardhighercredentials,retentioninjobswithpathwaystoadvancement,andeffectivenessinmeetingemployers’needsandretainingthemascustomersofthelocalworkforcedevelopmentsystem.Aspreviouslydescribed,theBCWDBregularlyreviewsthreetypesofreportsonoutcomes:

1. ReturnonInvestmentReport(examplereportprovidedonfollowingpages)2. StrategicPlanObjectivesScorecard(examplereportprovidedonfollowingpages)3. PACareerLink®BucksCountyMonthlyReport(measuresdescribedbelow)


30

#ofClients CostPerClient

#ofClients

CostPerClient

21 $7,053 67 $2,264

19 $7,795 19 $7,984

14 $22,577 142 $2,009

45 $7,024 45 $6,339

20 $8,904 63 $3,524

4 $44,520 11 $20,183

87 $1,371 84 $1,419

51 $3,726 54 $2,771

#ofClients CostPerClient

#ofClients

CostPerClient

76 $7,716 93 $4,449

74 $7,924 44 $9,404

106 $10,380 183 $4,710

139 $7,916 85 $10,139

237 $2,027 192 $1,768

137 $3,507 90 $3,772

BucksCountyWorkforceInvestmentBoard,Inc.-ReturnOnInvestmentsDashboardIndicators-ProgramYear2013-2014

AdultCostPerParticipant(NumberofClientsEnrolled)

Total2013-2014

Metric

AdultCostPerParticipant(NumberofClientsEnrolled)

EARNCostPerPlacement(NumberofClientsPlaced)

Total2012-2013

DislocatedWorkerCostPerParticipant(NumberofClientsEnrolled)

FinancialInvestment

AdultCostPerPlacement(NumberofClientsPlaced)

Q112-13 Q113-14

Metric

YouthCostPerPlacement(NumberofClientsPlaced)

EARNCostPerParticipant(NumberofClientsEnrolled)

FinancialInvestment

DislocatedWorkerCostPerPlacement (NumberofClientsPlaced)

YouthCostPerParticipant(NumberofClientsEnrolled)

EARNCostPerParticipant(NumberofClientsEnrolled)

EARNCostPerPlacement(NumberofClientsPlaced)

DislocatedWorkerCostPerParticipant(NumberofClientsEnrolled)DislocatedWorkerCostPerPlacement (NumberofClientsPlaced)

AdultCostPerPlacement(NumberofClientsPlaced)


31

StrategicPlan(Example)Objective Measure Importance

ofResultstoMission

Score Trend–PY2014

Purpose&Mission1.Establishoutcomes-basedevaluationmeasures/metricsforallmajororganizationalactivitiestodemonstratetheimpactoftheBC-WIBonworkforce&economicdevelopment.(FinanceCommittee)

1.1Demonstratetheshortandlong-termimpactofallmajorBC-WIBinitiatives.

4 1.0 Excellent Up

1.2Documentbestpracticesforcontinuousimprovementopportunities.

2 1.0 Excellent Up

1.3EngageregionalWIBstocreatecompetitivemetricsofperformance.

3 1.0 Excellent Up

Governance/Foundation2.EnsuretheWIB’sBoardactsasresponsibleandeffectivestewardsofthepublic’sworkforcedevelopmentresources.(GovernanceCommittee)

2.1ClarifytherolesandresponsibilitiesoftheBoardandstaff.

3 1.0 Excellent Up

2.2EnsuretheBoardreflectsthewill,diversity,andneedsoftheWIBanditsstakeholders.

3 1.0 Excellent Up

2.3CultivatethenextgenerationofBoardleadership.

5 .33 NeedsImprovement

Up

Operations/Foundation3.DeveloptheWIBStaff’scapacityforoperationalexcellence.(GovernanceCommittee)

3.1Enhancestaffexpertiseinallareasofoperationsandprogramming.

3 1.0 Excellent Up

3.2ImprovetheStaff’sabilitytoidentifyandrespondtotheCounty’sandRegion’schangingworkforceneeds.

3 1.0 Excellent Up

3.3IncreaseStaffretentionandperformance.

3 1.0 Excellent Up

3.4Continuallydevelopcorecompetencies

3 1.0 Excellent Up


32

Objective Measure ImportanceofResultstoMission

Score Trend–PY2014

CoreAgenda4.Strengthenrelationshipswithlegislative,economicdevelopmentagenciesandeducationalinstitutionstoadvanceasharedagendaforworkforcedevelopmentthroughoutBucksCounty.(PlanningCommittee)

4.1Developasharedagendaandstrongerworkingpartnershipswitheconomicdevelopmentagenciesandeducationalinstitutions.

4 1.0 Excellent Up

4.2Increasedelectedofficialawarenessofworkforcedevelopmentissues.

3 .50 Good Up

4.3DevelopaCareerPathwaysmodeltoimprovetrainingopportunitiesforEmployersandgraduatesoftheCounty’shighereducationsystem.

2 .33 NeedsImprovement

Up

Outreach/Marketing5.EstablishtheBC-WIBasthepremieragencyforworkforcedevelopmentamongemployers,workers,andeducationalinstitutionsthroughoutBucksCounty.(BusinessDevelopment&Marketing)

5.1Increasebrandawareness. 4 .80 VeryGood Up5.2Expandoutreachtotargetaudiencesthroughclearmessagingstrategies.

5 1.0 Excellent Up

Human&CapitalInvestment6.Enhanceworkforcedevelopmentinitiativesforhighlevelprofessionals,smallbusinessowners,entrepreneurs,students,andtheemergingworkforce.(SystemsPerformance&Operations)

6.1IncreaseWIBfocusonsmallbusiness.

4 1.0 Excellent Up

6.2Developnewinitiativesforsmallbusinessownersandentrepreneurs.

4 1.0 Excellent Up

6.3Developnewinitiativeforhighlevelprofessionals.

2 1.0 Excellent Up


33

FinancialPerspectiveKeyPerformanceIndicators,forPY14asof06/30/2015 CategoryBenchmark

BudgetData

Score Trend-PY2014

1. ProgramEfficiency 1.1Costperparticipant$8,000 $5,059 .95 Excellent Up1.2Costperplacement$10,000 $8,551 .95 Excellent Up

2. FundsManagement

2.1Administrativecosts<=10% 5.38% .99 Excellent Down2.2Programcosts>=90% 94.62% .99 Excellent Up2.3BudgettoActual75% 75% .95 Excellent Up

3. FundRaising 3.1Generationofnon-formularevenue $120,700 .70 Good Up

BC-WIBOverallPerformance Score Weight WeightedScorePurpose&Mission 1.0 10.0% .100Governance/Foundation .77 10.0% .077Operations/Foundation 1.0 10.0% .100CoreAgenda .61 10.0% .061Outreach/Marketing .90 10.0% .090Vision/HumanCapitalInvestment 1.0 10.0% .100FinancialPerspective .922 40.0% .368 WeightedAvg.Score .8970=Unsatisfactory/0-10thpercentileoftheBenchmark1=Poor/11th–30thpercentileoftheBenchmark2=NeedsImprovement/31st–50thpercentileoftheBenchmark3=Good/51st–70thpercentileoftheBenchmark4=VeryGood/71st–90thpercentileoftheBenchmark5=Excellent/91st-100thpercentileoftheBenchmark


34

The detailed review of metrics from the PA CareerLink®Bucks County provides leading indicators that allowprogramadjustmentstobemadeinatimelymannertoensureadherencetofederalperformanceaccountabilitymeasures.KeymetricsmonitoredbyBCWDBstaffandboardmembersinclude:WorkforceService

• NewvisitorstoPACareerLink®BucksCenter• ReturningvisitorstoCenter• DisplacedworkersthroughWARNnotices• Customersatisfactionfeedbackfromjobseekersandemployers

FinancialIndicators• CostperparticipantforWIOA-fundedparticipants• CostperplacementforWIOA-fundedparcipants

OtherIndicators(beyondrequiredWIOAandTANFmeasures)• Decreaseddependenceonpublicassistance• Contractswithemployers(OJT,customizedtraining,other)• PercentageofnewemployercustomerswhoarePremier(highwages/highdemand/highgrowth)

StandardsforrequiredWIOAmeasureswillbenegotiatedwiththestate.WIOAalsointroducesasetofsharedperformance measures that will be employed by all core partners in the one-stop delivery network. TheBCWDBwill work with all core partners to define local standards as it develops the localMemorandum ofUnderstanding(MOU)withthepartners.Section3:LocalAreaPartnershipsandInvestmentStrategiesMany of the responses in this section, such as targeted sector strategies, should be based on strategicdiscussionswiththelocalboardandpartners.Pleaseprovideaseparateresponseforeachoftheelementslistedbelow.

3.1 TakingintoaccounttheanalysisdescribedinAppendixB-Section1,describethelocalboard’sstrategytoworkwith theentities that carryout thecoreprograms toalign resourcesavailable to the local area, inordertoachievethestrategicvisionandgoalsdescribedinelement2.1.Thisanalysisshouldinclude:

A. A descriptive overview of the local workforce development system; include key stakeholders andentitiesassociatedwithadministrativeandprogrammatic/servicedeliveryfunctions.Examplesincludeelectedofficials,advocacygroups,localworkforcedevelopmentboardandcommitteestructure,fiscalagent, operator(s), required program partners, and major contractors providing Adult/DislocatedWorker/Youth program elements. Describe respective roles and functional relationships to oneanother;

B. AlistofalllocalareaPACareerLink®centers;includeaddress,phonenumbers,andhoursofoperation;and

C. Anattachedorganizationchart thatdepictsaclearseparationofdutiesbetweenthe localboardandprogrammatic/servicedeliveryentities.[WIOASec.108(b)(1)(F)]

A. The Workforce Innovation and Opportunities Actwaspassed bythe U.S. Congress in 2014establishing Workforce DevelopmentBoards across the United States and in each of the fifty States and itsterritories.WDBsarelocalentitiesthatoperateinregionalnetworkstoimplementtheprovisionsoftheWIOAand to improve workforce and economic conditions.Theyarechargedwith policy making andoversight ofworkforce investment and development activities in defined areas known as Local Workforce


35

DevelopmentAreas (LWDA). The concept and practice isto ensure thattheinvestments are usedlocally tofoster the growth of business and industry in theirarea, utilizing the indigenousworkforce to fulfill theiremployment needs.In the Commonwealth of Pennsylvania, there aresixty sevencounties (67)and twentytwo(22) established Workforce DevelopmentBoards. Locally, the Bucks County Board of Commissionersappoint theBucksCountyWorkforceDevelopmentBoardmembers,selectingthesededicatedvolunteerswhocommittheirtimeandtalentstostrengtheningourlocalworkforce.

BoardMembership:TheBCWDBiscomprisedofaminimumof51%privatesector(employer/business)members,representativesoflocaleducationalentities,labororganizations,community-basedorganizations,andeconomicdevelopmentagenciesandPACareerLinkBucksCountyPartnersandinvestors.TheBucksCountyWorkforceDevelopmentBoard,Inc.ischargedwith:Leadership:IdentifyingandrespondingtoissuesthataffecttheworkforceinvestmentanddevelopmentsysteminBucksCountyandcreatingpolicyaroundthoseissuesthataffectAdults,DislocatedWorkers,andYouthconstituenciesinBucksCounty.StrategicPlanning:Developingthelocalstrategicworkforcedevelopmentplan.LocalLaborMarketAnalysis:Identifyingthegrowth-industriesinthelocalandregionalarea;AddressingtheneedsoftheemergingworkforcethroughYouthDevelopmentactivities;Increasingthelocaleconomybycreatingahighly-skilledincumbentworkforce;IdentifyingeligibleprovidersofIntensiveandTrainingServicestounder-employedlocalresidents.One-StopDeliverySystem:CharteringandprovidingcontinualoversightofthePACareerLink®BucksCountyOne-Stopservicecenter.

BoardCommitteeStructure:TheBoardmaintainsanExecutiveCommitteethatisempoweredtoactonallBoardmattersbetweenregularmeetingsoftheBoard,pendingsubsequentratificationbytheBoard,andstandingcommitteesthatarechairedbyBoardmemberbutincludeparticipationbynon-boardmemberswhohaveparticularinterestorexpertiserelatedtothecommittee’sfunction.Currentcommitteesare:FinanceCommittee,responsibleforthefiduciaryoversightofpublicgrants/fundingstreamsundertheBoard’ssupervision.KeyFunctions:OverseesworkofBoardstaffasfiscalagent(appointedbylocalelectedofficials)forfundsallocatedtoBucksCountybytheCommonwealthofPennsylvania.ReviewsandapprovesannualoperatingbudgetforapprovalbyfullBoard.Ensuresthatfundsarespentinaccordancewithpoliciesofeachfundingsource.ReviewsandapprovesfinancialinformationincludinginproposalsdevelopedbyBoardstaff.PlanningCommittee,responsiblefortheregionalandstrategicplanningofworkforceinitiativesincludingtargetspopulations.KeyFunctions:OverseespreparationoflocalstrategicandoperationalplanforWIOA.Analyzeslabormarket


36

informationandsuggestsstrategiestothefullBoardinlightofinformation.Coordinateswitheconomicdevelopmentandeducationpartnerstoidentifywaystoleveragefundingsources.IdentifiesHighPriorityOccuationsappropriateforlocalinvestment.ReviewsrequestsfrompartnerorganizationsforBoardsupportandendorsement.SystemsPerformance&OperationsCommittee,responsiblefortheimplementationandcoordinationoflocalworkforceinvestmentsandforsystemdevelopment.KeyFunctions:ProvidesoversightanddirectiontothePACareerLink®Operator.DevelopsstandardsandcriteriafortheBucksCountyworkforcedevelopmentsystem.Designscustomersatisfactionandcontinuousimprovementstructuresforservices.MakesrecommendationstofullBoardforservicecontractstobeapproved.YouthCouncil,responsibleforplanningandoversightofprogramsthatrespondtotheneedsoftheemergingworkforceofyoungadultsinBucksCounty.KeyFunctions:IdentifiesgapsinservicesforyoungadultsinBucksCounty.Collaborateswithyouthorganizationsandschoolstodevelopstrategiestofillgaps.Createssystemstodisseminateinformationoncareers,jobopportunities,andeducation/trainingproviders.Developsstrategiesforintegratingacademiclearning,work-basedlearning,foundationalskills,andleadershipskillsforin-schoolandout-of-schoolprograms.ReviewsproposalsforyouthprogramsandmakesrecommendationstofullBoardforselectionofyouthservicesproviders.BusinessDevelopment&EmployerEngagementCommittee,developingstrategiestoengagenewemployeesandbroadenopportunitiesforemployerstobecomepartersinplanningandindevelopmentoftheBucksCountyworkforce.KeyFunctions:Developsoptionsforwaysthatlocalemployerscancommitaspartnersinyouthdevelopment.Overseesdevelopmentofcommunicatonandrecruitmentstrategiesforemployerengagement.Identifiesemployergroupsinthecountyanddevelopsconnectionsforprovidinginformationtomembers.CareerPathwaysCommittee,responsibleforcraftingmultipleentrypathwaysforthevariedworkforceinBucksCounty,fromrecenthighschoolgraduatestoreturningveterans.KeyFunctions:Reviewsinformationfromlabormarketanalysisandsector-basedemployerinputtodefinecriticalpathwaystohighpriorityjobsinthecounty.CollaborateswitheducationandtrainingprovidersinthecountytodeterminepriorityCareerPathwaysforaddressingskillgaps.Workswitheducationpartnerstodevelopmentstudentrecruitmentmessagesandapproaches,withparticularemphasisonCTEprogramsandaccessfornon-traditionalpopulationsegments.

ServicestoTargetPopulationsCommittee,responsibleforidentifyingspecificpopulationsinBucksCountythatmaybebetterservedbythepublicworkforcesystem.KeyFunctions:Surveyingcurrentserviceoptionsandopportunitiesforpopulationsincluding:youngadultsagingoutoftheIntermediateUnitsupportservices;individualswithdisabilities;olderworkers;andindividualswhoareincarceratedorex-offenders.Multiplecommunitypartnerswithspecificexpertiseparticipateonthecommitteeandshareresourcesandinformation.


37

FiscalAgentandFinancialManagementTheBucksCountyWorkforceDevelopmentBoard,Inc.istheadministrativeentityandfiscalagentforWorkforceInnovationandOpportunityAct(WIOA)andDepartmentofHumanServicesfundedactivitiesinBucksCounty.TheBCWDB,actingasStafftotheWorkforceDevelopmentBoard,willberesponsibleforthemonitoringandoversightofactivities/programs.

LocalAreaMonitoringGuidelinesoutlinestheminimumresponsibilitiesformonitoring,oversightandevaluationnecessary toensurecompliancewith theWIOAof2014, federal regulationsandstatepolicies. Thisplan liststhoseresponsibilitiesandhowtheywillbecarriedoutbytheBCWDB.

Thefourminimumrequirementsformonitoring/oversightatthelocallevelare:

• Reviewsofsingleaudits;• Reviewsofqualityofservicetoenhanceprogramaccountability;• On-sitevisits1toreviewrecordsanddocuments,andtoobserveoperations;and• Reviewsofserviceproviders’financialandprogressreports.

Theserequirementswillbecarriedoutasfollows:SingleAuditswillberequestedtobesubmittedpriortotheexecutionofanycontractawardof$750,000ormore.TheSingleAuditwillbereviewedbytheFiscalDepartmentwithin30daysofcontractawardfornewcontractors.AuditedFinancialStatementswillberequestedannuallyfromcontractorswithactivecontracts.AnyfindingswillbenotedanddiscussedwiththecontractorandbebroughttotheattentionoftheFinanceCommitteeatthenextFinanceCommitteemeeting.

ReviewsofqualityofservicewillbeconductedbytheContractsStaffduringtheon-sitevisitsordeskreviews.Customerservicesurveys(includingworkshopsurveys)willbereviewed.Participantswillbeinterviewedduringon-sitevisitswheneverpossibletogetfeedbackfromthecustomer.

MonitoringmaybeperformedasOn-sitevisitsorDeskReviews.Monitoringwillbescheduledandconductedbythe Contracts Staff for contractors, training providers (with active ITAs) and employers (with OJT contracts).Each Training Provider who has signed a Master Contract and has at least one participant enrolled will bemonitored at least once during the Program Year. The BCWDB does not intend to vary the frequency ofmonitoringbasedon thenumberof participants enrolledwith a particular Training Provider. EachEmployerwhohas signed anOn the Job TrainingAgreement (OJT)will bemonitored at least onceduring theProgramYear. OJT Participants may be interviewed during the on-site visit; however, it is not expected that eachparticipantwillbeinterviewed.TheBCWDBdoesnotintendtovarythefrequencyofmonitoringbasedonthenumber of participants working with a particular Employer. Participant file reviews will be conductedthroughouttheprogramyeartoensureparticipanteligibilityintheYouthandAdultprograms.1On-SiteReviewswillbeconductediffiscallyandoperationallyfeasible;otherwise,DeskReviewswillbeutilizedinBucksCountyLWIOA.


38

ReviewofServiceProvider’sFinancialandProgressReportsmayberequiredbyBCWDBStaffpriortoFiscalreviewasfollows:

• InvoicessubmittedforITAsandOJTswillbereviewedandinitialedbytheContractSpecialist.ContractsSpecialistwillfollow-upwithtrainingprovidersandemployerstoensureprogressreportsandinvoicesforITAsandOJTsaresubmittedtimely.

• YouthServiceProviderinvoiceswillbereviewedbytheYouthOperationsManager,ordesignee.• EARNServiceProviderInvoiceswillbereviewedbytheEARNCoordinator,ordesignee.

TheFiscalDepartmentwillberesponsibleforthefinalreviewofallinvoicesandprogressreportsastheyaresubmitted.

SubrecipientMonitoring

The BCWDB intends to monitor all subrecipients for compliance each program year. If the number ofsubrecipients(includingITAProvidersandOJTemployers) increasestoa levelwhereis itnolongerfeasibletocontinue site visitswith all providers, the BCWDBwill use the Risk Assessment process outlined in this plan.Themonitoringprocesswillinclude,butisnotlimitedto,thefollowingelements:

• Fiscalandprocurement;• AdministrativeandProgrammaticaccountability;• Compliancewithcontractprovisions;• CompliancewithEEOrequirements;and• CompliancewithADArequirements.

As the local Board and Fiscal Agent staff are organized as a single entity for all administrative functions andprocurestheprovisionofservicesfromotheragencies,theLWDBdoesnotneedtomonitortheFiscalAgentorBCWDBstaff.

SubrecipientstobeMonitoredInclude:

• YouthServiceProviders• AdultandDislocatedWorkerServiceProviders• ITATrainingProviders• EmployerswithOJTs• PACareerLink®BucksCounty• Anyothergrantsubrecipientnotcoveredabove,attheBCWDB’sdiscretion

MonitoringTools

TheBCWDBhasdevelopedwrittenmonitoringtoolsthatincludesupportingdocumentation.Specifictoolshavebeendevelopedforeachtypeofprogram.Allmonitoringtoolsincludeinformationsuchas,butnotlimitedto:

• theNameoftheprovider;


39

• theServicesoractivitiesprovided;• theTotalamountofthecontractandsourcesoffunding(WIOAadult,dislocatedworker,youth,TANF,

NEG,etc.);• theDate(s)ofthemonitoringactivity;• theStaff/Participantsinterviewed;and• asummaryofthefindingsthatincludeprogramstrengths,concerns,deficienciesandareaswhere

technicalassistancemaybeneeded.

Toolsalsoprovide themonitor theopportunity to interviewaparticipantand receive feedback regarding thequalityofserviceoftheprogram.

RiskAssessment

WIINNo.3-00,Change2recommendsariskassessmentapproachtonarrowandconcentratethescopeofreview.Atthistime,theBCWDBdoesnotfeeltheuseofaRiskAssessmentAnalysistoolisnecessary.Asthenumberofsubrecipientsincreasestoalevelwhereitisnolongerfeasibletomonitoreachproviderannually,theBCWDBwillconsiderariskassessmentofallcontractorsandtrainingprovidersusingtheRiskAssessmentAnalysistool.Monitoringwillthenbescheduledinaccordancewiththeresultsoftheassessment:contractorsorprovidersclassifiedasHighRiskwillbemonitoredatleastannually;contractorsorprovidersclassifiedasLowRiskwillbemonitoredatleastonceeverytwoyears.

MonitoringReports

Resultsofmonitoringwillbeforwardedtoeachentitymonitoredwithin30daysofthereview.AsummaryofallreportswillbemadeavailabletotheWDBBoard(throughtheSystemsPerformance/OperationsCommittee)and/or YouthCouncil to assistwith strategic planning efforts. These reportswill enable theWDBandYouthCouncil as appropriate to assess program / activity provider’s compliance, plan future technical assistanceactivitiesandadjustlocalpoliciestoreflectemergingeconomicopportunitiesinBucksCounty.

Any findings or concernswill be included in themonitoring report. The BCWDBwill request themonitoredentity to submit a continuous improvement plan (CIP) within 30 of the issuance of the report. Follow-upactivitiesmust be documented and action takenwithin 90 days of the (CIP). Monitoring reports, CIPs andfollow-upactivitywillbemadeavailableforStateand/orFederalreview.

KeyIndustryPartnerships

The Board works to bring together multiple employers in the same industry sector to address common,overlapping human capital needs.In doing so, partnerships have been formedwithmultiple industry-specificassociationsincluding:

• ManufacturingAllianceofBucks&MontgomeryCounties• AgConnectAgriculturePartnership


40

• I-Tag,InformationTechnologyActionGroup• SoutheasternPAHealthCare• SmartEnergyInitiative(SEI)EnergyPartnership

TalentAcquisitionservicesareprovidedtoemployersintheindustrysectorgroupsincluding:

CandidateSearch

• PreScreeningApplicants• Skills/QualificationsMatchingyouropeningandtherightcandidate• PA CareerLink® Business Services – Representative managing your on-line business folder to tailor

recruitmentandreferrals.

AssessmentServices

• ComprehensiveassessmentandmatchingservicesincludingWorkKeys®.• WorkKeys®isanationallyrecognizedhiringtoolmeasuring“realworld”skillsacrossnineareascritical

tojobsuccess:o AppliedMathematicso AppliedTechnologyo WorkplaceObservationo LocatingInformationo BusinessWritingo Teamworko ReadingforInformationo Listeningo Writing

OntheJobTraining(OJT)

• Trainingnewemployeefortheskillsneededtoperformaspecificjob.• Salarycostsarereimbursedupto50%ofwages.• Maximumtrainingperiodpernewhireof6months;averagetrainingis3-4months.• Maximumreimbursementperemployeeequals$8,500.

YouthPartnershipsTheYouthCouncilprovidestheforumforactiveparticipationofyouthagenciesacrossthecounty,includingfostercareprograms,ChildrenandYouthServices,HousingandUrbanDevelopmentservices,andFamilyServicesAssociationofBucksCounty.TheYouthCouncilalsohasrepresentationfromthecareerandtechnicalhighschools,thepublicschoolsystem,andthelocalcommunitycollege.EmployersalsoserveontheYouthCouncil,withprioritygiventoemployerswhoprovideemploymentandwork-basedlearningopportunitiesforyoungadults.


41

AdultandDislocatedWorkerPartnershipsWIOAAdultandDislocatedWorkercareerservicesareprovidedprimarilybyBucksCountystaffundertheoverallfunctionalsupervisionprovidedbytheCareerLinkDirectorwhointurnisaccountabletothelocalOperatorConsortiumwhoisselectedandcertifiedbytheBoard.Servicesareprovidedbycross-agencyfunctionalteamsundertheCareerLinkbannerwithoutindividualagencyidentifiers.TheroleoftheOperatorisprovidinghigh-qualityservicestoallcustomers,withspecifcdutiesincluding:

• Establishingeffectivemanagementstructuresandprocesses.

• ConductingongoinganalysisofPACareerLink®BucksCountyoperationsandconductingappropriateproblemsolving,continuousimprovementandcorrectiveactionactivities.

• Surveyingcustomersatisfaction.

• Fosteringanintegratedorganizationalstructure.

• Identifyingandcommunicatingtoallpartnersandstaffthevision,missionandvaluesofthePACareerLink®BucksCounty.

• Assistingallpartnerstoachievethelevelsofperformanceexpectedofthembytheirfundingsources.

• Providingallpartnersandstaffwithallinformationandcommunicationsneededfortheiroptimalperformance.

• Staffdevelopment.

• ProvidingguidanceandoversighttothePACareerLink®BucksCountyAdministrator.

TheWDBwillprovidetotheoperatorthefollowing:

• InformationandguidanceontheStrategicPlanandprioritiesforthearea.

• Labormarketandindustryclusterinformation,especiallyontargetedindustryclustersofinteresttotheWDBandHighPriorityOccupations.

• InformationonIndustryPartnerships,IncumbentWorkerGrantsandotherdiscretionaryand/orcompetitivefundsobtainedandactivitiesconductedwiththosefunds.

• ReportsonoversightmonitoringandevaluationofPACareerLink®BucksCountyactivities.

• UpdatesonWDBpoliciesandinitiatives.

• Additionalfundsforadvertisingandstaffdevelopment,andincumbentworkerupgradeprogramsasfinancialconditionallows.

• MonthlyincomeandexpensestatementsontheResourceSharingAgreementandseparatestatementsonprogramincome.

• Procurementoftheleaseforthephysicallocationoftheonestopcenter.

• Procurementandpurchasingofnecessaryservices,equipment,andmaterialsfinancedthroughtheResourceSharingAgreementandprogramincome.


42

B.

BucksCountyOfficeCenter

1260VeteransHighway

Bristol,PA19007

215-781-1073

HoursofOperation:

MondaythroughFriday

8:30AMto4:00PM

BCCC–UpperCampus

1HillendaleRoad

Perkasie,PA18944

215-258-7755

HoursofOperation:

Tuesday,Wednesday,Thursday

8:30AMto4:00PM

C. OrganizationalChart


43

3.2 Describetheworkforcedevelopmentsysteminthelocalareathatidentifiestheprogramsthatareincludedinthatsystemandhowthelocalboardwillworkwiththeentitiescarryingoutcoreandotherworkforcedevelopmentprogramstosupportalignmenttoprovideservices, includingprogramsofstudyauthorizedundertheCarlD.PerkinsCareerandTechnicalEducationActof2006,thatsupportthestrategyidentifiedintheStateplanundersection102(b)(1)(E).[WIOASec.108(b)(2)]

Note:Thesix(6)coreprogramsidentifiedbyWIOAare:Adult,DislocatedWorker,Youth,AdultEducationandLiteracy,Wagner-PeyserPrograms,andVocationalRehabilitation.

TheBCWDBhas adopted an Integrated Services Customer FlowModel (shownon the following page) as theframeworkforconnectingprograms,services,andfundingsourcestomeetjobseekercustomers’needsastheyaccess the PA CareerLink®Bucks County system. Under the direction of the Operator Consortium and SiteAdministrator, job seekers receive personalized assistance in finding the right set of services leading toemploymentintheregionl.Assistanceincludes:

• Determineskillsetsthroughassessmentandinterviews• Planningcustomizedcareerpathways• Buildingaresumeandpolishinginterviewingskills• ObtaininginformationaboutjobfairsandrecruitmentsinBucksCounty• Connectingwithtrainingprogramstogainnewjobskills• Learningaboutfinancialaidoptionsforeducationandtraining• Learningaboutjobopportunitiesintheimmediatearea• Referralstojobopeningsleadingtojobplacement• Follow-upservicesforemploymentretentionandadvancement.

Withintheintegratedframework,servicesareprovidedforeachfundingsourceby:TitleIAdultandDislocatedWorkerServicesarecurrentlyprovidedbyEDSI.Title I Youth/YoungAdult ServicesarecurrentlyprovidedbyResCare,BucksCountyCommunityCollege,andEckerdWorkforceServices.TitleIIAdultandLiteracyServicesarecurrentlyprovidedbyVitaEducationServices.Wagner-PeyserProgramServicesarecurrentlyprovidedbythePADepartmentofLaborandIndustry,BureauofWorkforcePartnershipandOperations(BWPO).VocationalRehabilitationServicesarecurrentlyprovidedbythePADepartmentofLaborandIndustry,OfficeofVocationalRehabilitation(OVR).Connections to programs funded by the Carl D. Perkins Career and Technical Education Act occur via theBoard’songoingrelationshipwiththeBucksCountyCommunityCollege,theUpperBucksTechnicalHighSchool,theMiddleBucksInstituteofTechnology,andtheUpperBucksCountyTechnicalSchool.


44

ThisIntegratedServicesCustomerFlowModelwillbereferencedandexpandeduponinsubsequentsections,asitisthefoundationforjobseekerservices.ServicesforemployersarealsoprovidedinanintegratedmodelandaredescribedinSection3.4.


45

3.3 Describehowthelocalboard,workingwiththeentitiescarryingoutcoreprograms,willexpandaccesstoemployment, training, education, and supportive services for eligible individuals, particularly eligibleindividualswithbarrierstoemployment.[WIOASec.108(b)(3)]

The Board has taken steps to expand access to programs and services to individuals with barriers toemployment, as called for underWIOA and the Pennsylvania Combined State Plan. OnMarch 23, 2016 theBoard adopted a new Priority of Service policy to be implemented among partners in the Bucks Countyworkforcedevelopmentsystem.Primarypartnersare:

• AreaAgencyonAging• BucksCountyAssistanceOffice• BucksCountyCommunityCollege• EducationalDataSystems,Inc.• PADepartmentofLabor’sBureauofWorkforceDevelopmentPartnership• OfficeofVocationalRehabilitation• ResCare/ArborEducation&Training• VitaEducationServices

ThePriorityofServicePolicycontainsthefollowingkeyelements:PriorityofServiceOverview

Priorityofservicemeansthatindividualsinthetargetedgroups(publicassistancerecipients,otherlow-incomeindividuals, individualswhoarebasic skillsdeficient, andunderemployedwhoarealso low-income)aregivenpriorityoverother individuals for receiptof individualizedcareer servicesand training services fundedby theWIOA title IAdult program.Veteranswithin these groups receivepriorityovernon-veterans.Adult priority isdeterminedforthetargetedgroupsduringeligibilityandenrollment.

Priorityofservicecannotbewaived.(20CFR1010.250)Priorityofservicedoesnotguaranteethatbyvirtueofhis/herstatusanindividualwillalwaysreceiveservice.Theindividualmustbeeligibleandabletobenefitfromthe services and application of priority of service is also subject to additional criteria as the Bucks CountyWorkforceDevelopmentBoardmaydeterminetobeappropriate.(20CFR680.600(b))Onceanotherparticipantis enrolled in a WIOA individualized career or training service, that participant may not be displaced by anindividualwhoqualifiesforpriorityofservice.

ResidencyRequirement

PriorityofServicerequiresresidencyinBucksCounty. Residencyistobeconsideredalongwiththeindividualsatisfyingat leastone(1)ofthefollowingbarriers/criteriatomeetpriorityofservice:theindividual isapublicassistancerecipient,isalow-incomeindividual,isbasicskillsdeficient,orislow-incomeandunderemployed.

Definitions

“Individuals with barriers to employment” includes: displaced homemakers; low-income individuals; NativeAmericans, AlaskaNatives, andNativeHawaiians; individualswith disabilities; older individuals; ex-offenders;homelessindividuals;youthwhoareinorhaveagedoutofthefostercaresystem;individualswhoareEnglishlanguage learners, have low literacy levels, or face substantial cultural barriers; eligibleMigrant andSeasonalFarm Workers; individuals within two (2) years of exhausting lifetime eligibility under TANF; single parents


46

(including pregnant women); long-term unemployed individuals; andmembers of other groups as may beidentifiedbytheGovernorofPennsylvania.The Bucks County priority of service applies to individualized career services and training services.“Individualized career services” include comprehensive and specialized assessments, development of anindividual employment plan, group and individual counseling, career planning, short-term prevocationalservices, internshipsandworkexperiences,workforcepreparationactivities, financial literacyservices,out-of-area job search and relocation assistance, and English language acquisition and integrated education andtrainingprograms.TargetPopulationsIdentifiedtoReceivePriorityofService

Therearefour(4)groupsof individualstargetedforprioritywhenproviding individualizedcareerservicesandtrainingservices in theWIOATitle IAdultprogram:publicassistancerecipients;other low-income individuals;individualswhoarebasicskillsdeficient;andindividualswhoarebothunderemployedandlow-income.

“Recipientsofpublicassistance”includesindividualswhoreceive,orinthepastsix(6)monthshavereceived,orareamemberofafamilythatisreceivingorinthepastsix(6)monthshasreceived,assistancethroughone(1)ormoreofthefollowing:SupplementalNutritionAssistanceProgram(SNAP);TemporaryAssistanceforNeedyFamilies(TANF);SupplementalSecurityIncome(SSI);orStateorlocalincome-basedpublicassistance.“Low-income”includes:Recipientsofpublicassistance(definedabove);Individualsinafamilywithtotalincomebelowthepovertylineor70%ofthelowerlivingstandardincomelevel;Homeless;Fosteryouth;andIndividualswithdisabilitieswithindividualincomebelowthepovertylineor70%ofthelowerlivingstandardincomelevel.AlsoincludedareYouthin-schooluptoage21;orparentsofsuchayouthwhoareeligibletoreceiveafreeorreducedpricelunch.

Ayouth18orolder,whowasdeterminedlow-incomefortheWIOAtitleIYouthProgram,maybeco-enrolledintheWIOAtitleIAdultProgramwithoutaneligibilityre-determination,andbecountedasanindividualwhomeetsAdultpriorityofservice,iftheoriginaldeterminationwasmadenomorethansix(6)monthspriortothedateofco-enrollment.

“Basic skills deficient” is definedas anadultwho is unable to computeor solveproblems,or read,write, orspeakEnglish,atalevelnecessarytofunctiononthejob,intheparticipant’sfamily,orinsociety.

In assessing basic skills, the Bucks County Workforce Development Board will only use assessmentinstruments that are valid and appropriate for this target population, and will provide reasonableaccommodation in theassessmentprocess, ifnecessary, for individualswithdisabilities.Standardizedassessmentswillbeadministeredfollowingpublishedguidelinesandlocators/appraisalswillbeusedtodeterminetheappropriatelevelofuseofsuchassessments.Anadultmaybeassessedasbasicskillsdeficientthroughcasemanagerobservationsanddocumentedin case notes. A casemanagermay document basic skills deficiency using any one of the following:Basicskillsassessmentquestionsortestresults;Schoolrecords;ReferralorrecordsfromaTitleIIAdultBasicEducationprogram;ReferralorrecordsfromanEnglishLanguageLearnerprogram.


47

Casenoteswillprovideanauditabletrailbacktothesourceoftheverifiedinformation.Ifastandardizedtestisusedtoassessbasicskills,thetestwillincludereading,writing,orcomputingskills.Lackingsoftskillsorspecificskillsneededforaparticularjobwillnotbeusedtodetermineotherwisehigh-functioningindividualsasbasicskillsdeficient.Ayouth18orolder,whowasdeterminedbasicskillsdeficientfortheWIOAtitleIYouthProgram,maybeco-enrolledintheWIOAtitleIAdultProgramwithoutaneligibilityre-determination,andbecountedasanindividualwhomeetsAdultpriorityofservice,iftheoriginaldeterminationwasmadenomorethansix(6)monthspriortothedateofco-enrollment.

“Underemployed” individualsareemployedfull-timeorpart-timeandmustalsomeetthedefinitionofa low-income individual in order to be eligible for the Adult priority of service.InteractionoftheAdultPriorityandVeterans’PriorityofService

The priority of service for veterans and eligible spouses applies across all qualified employment and trainingprograms.Thepriorityofserviceforpublicassistancerecipients,other low-incomeindividuals,andindividualswho are basic skills deficient is a statutory priority that applies only to the receipt of individualized careerservicesandtrainingservicesintheWIOAtitleIAdultprogram.

With regard to the priority of service for veterans and eligible spouses, and in accordancewith the Jobs forVeterans Act of 2008 (JVA); priority of service for the WIOA Title I Adult program must be applied in thefollowingorder:

1. Veteransandeligiblespouseswhomeetthestatutorypriority(publicassistancerecipient,otherlow-incomeindividualsincludingtheunderemployed,orbasicskillsdeficient)andAdultprogrameligibilitywillreceivethehighestlevelofpriorityforservices;

2. Otherindividuals(notveteransoreligiblespouses)whomeetthestatutorypriority(publicassistancerecipient,otherlow-incomeindividualsincludingunderemployed,orbasicskillsdeficient)andAdultprogrameligibilitythenreceivethesecondlevelofpriorityforservices;

3. AllotherveteransandeligiblespouseswhomeetAdultprogrameligibility,thenreceivethethirdlevelofpriorityforservices;

4. Otherindividuals(notveteransoreligiblespouses)whodonotmeetthestatutorypriority(publicassistancerecipient,otherlow-incomeindividualsincludingunderemployed,orbasicskillsdeficient)thenreceivethefourthlevelofpriorityforservices.

5. Otherindividuals(notveteransoreligiblespouses)whodonotmeetthestatutorypriority(publicassistancerecipient,otherlow-incomeindividualsincludingunderemployed,orbasicskillsdeficient),butdomeetAdultprogrameligibility,thenreceivethefifthlevelofpriorityforservices.

The BDWDB has also had a long history of partneringwith the Bucks County Opportunity Council (BCOC) inproviding“BridgesOutOfPovery”trainingtodirectserviceproviderstafftoremoveorganizationalandsystemicbarriers for low-income clients, help staff interact more effectively with clients in understanding the barrier


48

presentedbya“povertymindset,”andultimatelycontributingtoamoresustainablecommunitybolsteredbyastongmiddleclass.BCOChasassistedbypresentingworkshopsandtrain-the-trainersessionstoservicestaff.Todate,traininghasprimarilyfocusedonworkingdirectlywithlow-incomeclientsandtransitioningthemtothePACareerLink®Bucks County Center for job and training assistance, andwith providing resources to staff at theCenter to ensure continuity of service for low-income clients. In 2016, the BCOC will offer a third type ofassistance in implementingaWorkplaceStability componentof trainingaimedatemployers.This componentwillhelpBucksCountyemployershelptostabilizeemployees’livesandboostproductivityasaresult.Low-wageemployeestakingentry-leveljobsareoftenindangeroflosingjobsasaresultofproblemswithresourcessuchas transportation, healthcare, child care, elder care, housing, and a number of other personal emergencies.Employerswhoinvestinworkerstabilityarealsoinvestinginthestabilityoftheirownorganizationsandsavingmoneyasaresultofdecreasedturnoveranddedicatedemployees.TheBCWDBandthePACareerLink®BucksCounty Operator Consortium will work closely with the BCOC to explore ways to incorporate this employertrainingintoemployerservices.Thisoccursataparticularlygoodtimeaswork-basedlearningwillbepromotedandexpandedinbothyouthandadultprogramsinProgramYear2016.

3.4 Identifyanddescribe(foreachcategorybelow)thestrategiesthatareand/orwillbeusedto:

A. Facilitateengagementofemployers, includingsmallemployersandemployers in in-demand industrysectorsandoccupations,inworkforcedevelopmentprogramsinadditiontotargetedsectorstrategies;

B. Support a local workforce development system described in element 3.2 that meets the needs ofbusinesses;

C. Better coordinate workforce development programs with economic development partners andprograms;and

This must include the implementation of incumbent worker training programs, on-the-job trainingprograms,work-based learningprograms,apprenticeshipmodels,customizedtrainingprograms, industryand sector strategies, career pathways initiatives or utilization of effective business intermediaries andotherbusinessservicesandstrategiesthatsupportthelocalboard’sstrategyinelement3.1.[WIOASec.108(b)(4)(A)and(B)].

A. Aswithservicesforjobseekers,theBCWDBandservicepartnersprovideafullyintegratedcustomerservice

approachtoemployers in thecounty.Servicesareprovidedbya13-memberBusinessServicesTeamthatprovidesoutreachtoemployers,withprioritygiventoPremierEmployerswhohavejobsontheHighPriorityOccuaption(HPO)list.

TheBusinessServicesTeammembersinclude:

BuinessDevelopmentTeam(3members)BusinessDevelopmentManager(1)Business&IndustrySpecialists((2)WorkforceInnovation&OpportunityAct(WIOA)Members(6members)EmployerServiceSupervisor(1)BusinessRelationsSpecialist(2)Recruiter(2)


49

CustomerCareSpecialist(1)EmploymentandRetentionNetwork(EARN)Members(1member)JobDeveloperVeterans(1member)LocalVeteransEmploymentRepresentativeCenterforYoungProfessionals(1member)YouthJobDeveloper(forOut-of-SchoolYouth)OfficeofVocationalRehabilitation(1member)BusinessServiceRepresentativeTheBusinessDevelopmentTeamprocessisasfollows:

• Outreachtoemployersviaone-on-oneengagementsand/orpresentationsmadeatIndustryPartnershipmeetings,chamberofcommerceevents,andotherbusinessassociationmeetingsandevents;

• Referralsreceiveddirectlyfrompartners(WorkforceDevelopmentBoardmembers,PACareerLink®BucksCountypartners,BusinessServicesTeam(BST)staff)

• Optionsdiscussedwithemployertomeetneeds(jobpostings,OJT,customizedjobtraining,assessments,credentialsproeducedbycurrenttrainingprograms,youthwork-basedlearningexperiences)

o JobPostingProcess• Assisted–BusinessDevelopmentTeam(BDT)representativeentersemployin

CWDS/JobGateway,createsfolder(ifnew),entersjobposting,andstartshand-offprocess(alertsBusinessServicesSupervisor(BSS)toposting,requestBSTassignment,andmakesintroductionsbetweenBSTrepresentativeandemployer);followsupwithin6months

• Unassisted–AlertsBSS;BDTrepresentativefollowsupwithemployerwithin2weeksandagainwithin6months

o OJT/CustomizedJobTraining–SchedulesandconductsADAreviewinspectionandbeginshand-offprocesstoappropriatePACareerLink®BucksCountystaff

o AssessmentServices–AlertsBSSofemployerinterestinassessment,requestsBSTassignment,initiatesintroductionsofemployertoBSTstaff

o IndustryPartnership–BDTrepresentativeintroducesemployertosector-basedIndustryPartnership,encouragesemployertoparticipate,andfollowsupwithemployer

o CredentialsProducedbyCurrentTrainingPrograms–introducesemployertotrainingprovidersrelatedtoemployer’sneeds,refersprogramgraduatestoemployerasappropriate,followsupwithemployer(alsoobtaininginformationontrainingrelevancetoskillsneededforuseinfutureplanning)

o YouthWork-BasedLearningExperiences–BDTrepresentativeintroducesemployertoappropriateyouthstaff(YoungProfessionalsCenterand180Program),followupwithin6months.

TheBusinessDevelopmentTeamtoBusinessServicesTeamProcessFlowMapisshownonthefollowingpage.


50


51

B. TheservicesprovidedtolocalemployersbytheBusinessDevelopmentTeamandtheBusinessServicesTeaminclude:

• SettingupandindividualaccountforeachemployerwithaccesstoJobGateway• DirectJobPosting• Recruitmentevents–customizedtoeachemployer’suniqueneeds• Assistanceinscreeningapplicantsfordirecthiring• OJTandCustomizedTraining• Jobtaskanalysis• Workshopsandseminars• Labormarketinformation/economicforecasting• Referralstocommunitypartnersasappropriate• Assistanceinacquiringtraininggrants• AccesstoparticipationinIndustryPartnerships

TheBusinessServicesTeamutilizesavarietyofsourcingstrategiestoengageandattractqualitycandidatesforjobspostedbyemployers,beginningwithqualifiedcandidateswhoareparticipantsincareerservicesandtrainingprogramsasdescribedinSection3.2.Sourcesbeyondprogramparticpantsinclude:

• Directpartnerreferrals• UnemploymenttrackingthroughJobGateway• OnlineresumesfromIndeed,LinkedIn,Monster,Craigslistandothers• Newspaperads• Communityoutreach

Applicants identified and recruited from multiple sources are then screened for fit with the employer’s jobspecificationsinthefollowingmanner:

• In-person or over the phone screening by a Business Services Representative to verify an applicant’sskills,experience,andinterestsoftheapplicanttoensureagoodmatch

• IftheapplicantisnotalreadyenrolledinWIOA,areferralismadetoanIntakeSpecialist• RelevantassessmentsarereviewedbytheBusinessServicesRepresentative• Resumesofqualifiedandscreenedapplicantsaresentviaemailtotheemployer• TheBusinessServicesRepresentativeworkswithemployerduringthehiringprocesstodocumenthiring

actionsandobtainmoreapplicantsifneeded.Oncethehiringactionistakenbytheemployer,theBusinessServicesTeamentersdatintoCWDS.IfanOJTcontractisbeingusedintheprocess,theBusinessServicesTeampreparesthedraftcontractandsubmitstotheBucksCountyWorkforceDevelopmentBoard.Iftheemployerismakingadircthire,theapplicantstartsworkimmediatelyandcontactwiththeemployerismaintainedtoensuresatisfactionwithservicesandtoidentifyadditionalneeds.C. TheBCWDBispositionedinthecountyasthekeypartnerforworkforcedevelopmenttosupportall

economicdevelopmenteffortsaimedatemployerretention/expansionforexistingemployers,andasasourceoflabormarketinformationandtrainingconnectionsforprospectiveemployerswhoareconsideringlocatinginthecounty.


52

OngoingcoordinationismaintainedbetweeneconomicdevelopmentandworkforcedevelopmentbyeconomicdevelopmentmembershipontheBCWDBandbyactiveparticipationbyBCWDBstaffinmultiplegroupsrelatedtocountyandmulti-countyeconomicdevelopment,indlucing:

• AgConnect(Chester,Delaware,BucksandMontgomeryCounties)• BucksCountyLongTermCareConsortium• InnovativeTechnologyActionGroup(Chester,Delaware,BucksandMontgomeryCounties)• ManufacturingAllianceofBucks&MontgomeryCounties• SoutheastPAHealtcareAlliance(entireSoutheastPAregion)• Business&FinancialSectorStrategiesDislocatedWorkerProject(Philadelphia,Montgomery,andBuck

Counties• Meetings,tasksforces,andeventsofmultiplechambersofcommerceandeconomicdevelopment

organizationsinthecounty• ActiveparticipationintheSoutheastRegionalWorkforceDevelopmentPartnership(Philadelphia,Bucks,

Montgomery,Chester,andDelawareCounties)tocoordinateworkforcepoliciesandstrategiesforeasierusebyeconomicdevelopmentofficialsinpromotingservicestoemployersonaregionalbasis.

TheBCWDBservesasfiscalagentandcontractingentityforstate,federalandlocalfundsdedicatedtoworkforcedevelopment,includingtheuseofon-the-jobtraining(OJT)contractsasaprimarytooltodirectlysupportworkforceexpansioneffortsoflocalemployers.TheBCWDBrecentlyadoptedanewOJTTrainingPolicytoensurethatlocalpoliciesandproceduresarealignedwiththeprioritiesofstateandwithlocaleconomicdevelopmententities.Theupdatedpoliciescontainthefollowingkeyprovisions:

1. Eligibility.AnOJTcontractmaybeexecutedonlyforjobsthatareconsideredHighPriorityOccupations(HPO). Generally, an HPO is an occupation that offers family sustaining wages, has careerlattice/ladderingopportunities, and isprojected tohave75ormoreopeningseveryyear for thenextfiveyearsintheBucksCountyregionalworkforcearea.

2. GoalWages.ThegoalwageforOJTcontractsis$10.88forAdultandDislocatedWorkercustomersand$8.00forYouthcustomers.Contractswithlowerwagesmaybeconsideredifthereisthepossibilityforincreased salary compensation upon completion of the OJT. OJT contracts will not be executed forwages below minimum wage, or for seasonal positions. OJT contracts are executed for full-timeemploymentpositionsofatleast35hoursperweek;contractualagreementsforlessthan35hoursperweekor140permonthwill beat thediscretionof theBCWDB. Hours/wages reimbursementoccursthrough the Employer’s submission of monthly payroll registers to the BCWDB. Only actual hoursworkedareeligibleforthereimbursement.

3. Length.ThelengthoftheOJTcontractisdeterminedbywhicheverofthefollowingthreefactorsoccurs

first:TheperiodoftimerequiredforanOJTEmployeetobecomeproficientintheoccupationforwhichthetrainingisbeingprovided;amaximumperiodofsix(6)months;ortheEmployerreceiving$8,500insubsidy.Indeterminingtheappropriatelengthofthecontract,considerationmustbegiventotheskillrequirementoftheoccupationandtheacademicandoccupationalleveloftheOJTEmployee,includingpriorworkexperience.


53

4. Capacity.Atanytime,nomorethanfiveOJTEmployeeswillbefundedbytheBCWDBforemploymentwiththesamecompany/organization.PriortoincreasingthenumberofOJTEmployeesworkingforthesamecompany,a90-dayjobretentionperiodforeachinitialOJTEmployeewillbenecessary.

5. ADACompliance.AstheOJTisfundedthroughfederalresources,thework-sitelocationwheretheOJTEmployeewillbeworking/trainingisrequiredtobeincompliancewiththeAmericanswithDisabilitiesAct (ADA). The PA CareerLink® Bucks County Business Services Representative will conduct an ADAInspection prior to referrals of potential employees through the PA CareerLink® Bucks County. If theworksiteisnotcompliant,theemployermustagreetomakereasonablechanges/accomodationsshouldtherequestbemadebytheemployee.

ThefollowingsafeguardsarealsobuiltintotheOJTprogram:

1. TheBCWDBwillnotcontractwithanemployerwhohaspreviouslyexhibitedapatternoffailingtoprovideOJTparticipantswithcontinuedlong-termemploymentwithwages,benefits,andworkingconditionsthatareequaltothoseprovidedtoregularemployeeswhohaveworkedasimilarlengthoftimeandaredoingthesametypeofwork.

2. TheOJTcontractualagreementmustbecompletedandfullyexecuted(authorizedsignaturesfromtheEmployerandtheBCWDB)beforetheOJTEmployee/Traineestartsworking.IftheOJTEmployee/TraineestartworkingbeforethecontractisexecutedwewillunfortunatelynotbeabletoprovideanyreimbursementorfundsgoingforwardforthatOJTEmployee/Trainee.Thisincludespaidjobshadowing,internshipsorhiringOJTapplicantsas1099CContractors.Unpaidjobshadowingmaynotexceed8hours.

3. AnOJTcannotbeexecutedforanemploymentpositionthatwasdownsizedwithintheprevioussixmonths.AnOJTcannotbeexecutedforanemploymentpositionthathasbeensubjecttoreducedhourswithinthepastsixmonths.

4. TheEmployermustmakeagoodfaithefforttoretaintheOJTEmployeeattheendofthecontract.

5. Reversereferrals,wherebytheemployerbringsapotentialcandidatetothePACareerLink®foranOJT,arenotpermitted.OJTsareexecutedforreferralsofappropriatecandidatesfromthePACareerLink®BucksCountyandwhoareeligibleforsubsidizedworkopportunitiesthroughthefederalWorkforceInnovationandOpportunityAct.

3.6 Describetheworkforceactivities,includingactivitiesforyouthwithdisabilities.Identifysuccessfulmodelsandbestpracticesforyouthworkforceactivitiesrelevanttothelocalarea.[WIOASec.108(b)(9)]

bucks county local workforce development area ......bucks county wdb local transitonal plan—final...

Documents