CentralKentucky(Bluegrass,KentuckianaWorks,LincolnTrail,andNorthernKentucky)

2017WIOARegionalPlan

June30,2017

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Sectionsmarkedwithan(R)pertaintothisRegionalPlan;sectionsmarkedwithan(L)havebeenlefttoeachLocalWorkforceDevelopmentBoardtocompleteseparately.

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Regionalname:CentralKentuckyChapter1:EconomicandWorkforceAnalysis

A. (R)Adescriptionoftheplanningprocessundertakentoproducetheregionalplan,includingadescriptionofhowalllocalareaswereaffordedtheopportunitytoparticipateintheregionalplanningprocess.

FourdifferentWorkforceDevelopmentBoards,representing54percentofthejobsintheCommonwealthinKentucky,cametogethertooutlinecommongoalsfortheCentralKentuckyRegionalPlan.StafffromallboardsagreedthatKentuckianaWorksshouldtaketheleadindevelopingtheRegionalPlanratherthanhireanoutsideconsultant.--KentuckianaWorks,Bluegrass,NorthernKentucky,andLincolnTrail,cametogethertodeterminecommonprioritiesandtheapproachfortheCentralKentuckyRegionalPlan.StaffconvenedregularcallsamongrepresentativesfromallfourBoards,andeachBoardwasgivenanopportunitytocommentonandcontributetothefinalregionalplan.EachBoardseparatelyvotedonthefinalregionalplan.

B. (R)Providearegionalanalysisoftheeconomicconditionsincludingexistingandemergingin-demandindustrysectorsandoccupations;andtheemploymentneedsofemployersinthoseindustrysectorsandoccupations.[WIOASec.108(b)(1)(A)]and[20CFR679.560(a)]

C. (R)Provideananalysisoftheregionalworkforce,includingcurrentlaborforceemployment(andunemployment)dataandinformationonlabormarkettrendsandtheeducationalandskilllevelsoftheworkforceintheregion,includingindividualswithbarrierstoemployment.[WIOASec.108(b)(1)(C)]and[20CFR679.560(a)]

EconomicandWorkforceOverview

The40-countyCentralKentuckyRegion,whichstretchesfromFt.KnoxtoLexingtonandNorthernKentuckytoLouisville,istheeconomicengineofKentucky.ThisregionhasonethirdofKentucky’scountiesbut54percentofitsjobs--1,014,058jobsintotal,accordingtothemostrecentBureauofLaborStatisticsQuarterlyCensusofEmploymentandWages.About70percentofthesejobsareinjustthetopfourjobcounties--Jefferson,Fayette,Boone,andKenton.Thejobsaremoreconcentratedthantheworkersare;amonga40-countylaborforceof1.2millionpeople,thelargestfourcountiesrepresentonly56percentofthetotalworkers,indicatingthatmanypeoplecommutefromsurroundingcountiesintothejobcenters.

Currenteconomicconditionsinthe40countyregionareoverallbetterthantheyhavebeeninmorethanadecade,andtheregionhaslargelyreturnedtopre-GreatRecessionlevelsofemployment.AccordingtothemostrecentdatafromtheBureauofLaborStatisticsLocalAreaUnemploymentStatistics,thecomposite2016unemploymentratefortheentire40-countyregionwas4.2percent--downfrom9.6percentin2010,evenbeatingthepre-Recession2007levelof5percent(thoughnotquitereachingthe3.7%achievedin1999).

However,therearestillwidedisparitiesamongindustries,individualswithbarrierstoemployment,andevenamongmanyofthecountiesintheregion.Accordingto5-yeardatafromtheAmericanCommunitySurveys(ACS)--datawhichstillincludessomeoftheyearsaffectedby

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theGreatRecession--the2011-2015overallunemploymentrateforthe40-countyCentralKentuckyregionwas7.8percent.ThefourcountieswiththelowestunemploymentrateswereOldhamCountyat4.3percent,WoodfordCountyat4.7percent,BooneCountyat5.6percent,andShelbyCountyat5.7percent.However,manyofthecountiesintheregionarestillexperiencingtheequivalentofaneconomicrecession.Somewhatparadoxically,theplaceswiththesmallestlaborforceshavesomeofthehighestunemploymentrates.TrimbleCounty,withalaborforceof3,803hasanunemploymentrateof14.6percent.CarrollCounty,withalaborforceof4,996hasanunemploymentrateof13.2percent.EstillCountyhadanunemploymentrateof11.8percentandBreckinridgeCountywasat11.45percent.

AccordingtoACSdata,theCentralKentuckyRegionhasahealthylaborforceparticipationrateof64.7percent,greatlyexceedingtheKentuckyrateof58.8percentandeventhenationallaborforceparticipationrateof63.1percent.Still,thelaborforceparticipationratesalsovaryquiteabit,from47.6percentinEstillCountyto71percentinBooneCounty.Infact,intheCentralKentuckyRegion,57.4percentofthepeoplewhoarenotintheworkforceareovertheageof55(whichisactuallyalmostthesameasthestatewiderateof57.5percentofnon-workforceparticipantsbeing55andover).

Anoverwhelmingmajorityofthepopulationovertheageof25intheCentralKentuckyRegion--some87.7percent--haveahighschooldiplomaorhigher.However,only27.8percenthaveaBachelor’sdegreeorhigher.Again,therearewidedisparitiesbetweencountieswithaspectrumthatgoesfrom7.8percentofthepopulationwithaBachelor’sdegreeorhigherinEstillCountyto41.2percentinFayetteCounty(EstillCountystillhasahighschooldiplomarateof74.3percent,butthisisamongthelowestofthe40-countyregion).

Interestingly,peoplewithahighschooldiplomaorlessarenotunderrepresentedinthelaborforce(66.8laborforceparticipationrate)andfaceanunemploymentrateafewpointshigherthanoverallat10percent(vs7.8percent)forthe40-countyregion.

However,evenduringtheseeconomicboomtimes,manyindividualsintheCentralKentuckyRegionwithbarrierstoemploymentarestruggling.Only39percentofpeoplewithdisabilitiesareinthelaborforce;only52percentofthoselivinginpoverty;andonly44percentofteenagers.AfricanAmericansareinthelaborforceatabetter-than-averagerateinthisregion--65percent--buttheirunemploymentrateisdoubletheaverageat14.4percent.Ontheotherhand,whilepeoplewithdisabilities,peopleinpoverty,andteenagersarenotparticipatingintheworkforceathighrates,thosewhoareparticipatingarestillfacingunemploymentratesof17percent,28percent,and22percent,respectively.

LeadingIndustries

TheCentralKentuckyRegionisfairlywelldiversified.AccordingtothemostrecentdatafromtheBureauofLaborStatisticsQuarterlyCensusofEmploymentandWages,BusinessServicesisthelargestindustry,comprisingabout15percentor155,000of1.01millionjobsintheCentralKentuckyregion.Manufacturingisnextwith152,000jobs,followedbyHealthcareat133,000jobs,Retailat125,000,Logisticsat115,000,andFoodServiceat100,000.MorepeopleworkinFinance(68,000)thanConstruction(49,000),buttheaveragewagesareslightlyhigherinConstruction($45,958vs$45,268).ThehighestregionalaveragewagesareinManufacturing($54,588)andLogistics($52,387),thelowestareinFoodService($14,123)andHospitality

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($18,937).(Thisanalysisusesaveragewagesbecausemedianwagesareunavailableatthecountylevel;however,inmanycases,medianwageswouldbeapreferablemeasureofwages.)

Since2000,thebiggestindustrygainsintheCentralKentuckyRegionhavecomeinHealthcare(43,000newjobs),BusinessServices(38,000newjobs),FoodService(32,000newjobs),andLogistics(19,000).Manufacturinghasactuallylostanet26,000jobsinthelast16years,thoughthesectorisup31,000jobssince2010.Insomeways,thatsimplypointstohowbadlymanufacturingjobssufferedintheGreatRecession;butalsothatthelongtermtrendsformanufacturinghavebeendecliningjobs.Retailislikewiseupsince2010(9,000newjobs)butdownsince2000(-3,000jobs).Constructionjobsin2016werebackto2000levels(+268jobs)afterdippingabout7,000jobsintheGreatRecession.

Since1990,thebiggestgrowthhascomeintheBusinessServicessector.Infact,thegrowthoftheBusinessServicessectorisoneoftheunderappreciatedstoriesinCentralKentucky’seconomictransformationoverthelast25years.In1990,thissectorwashalfthesizeofManufacturing;nowit’slargerthanManufacturing.TheBusinessSectorhasgrownnearly100percentinthelast25years.IfcombinedwithFinance,thissectorwouldnowrepresentnearly1in5jobsintheCentralKentuckyRegion.

TopJobs

AccordingtodatafromBurningGlassLabor/Insight,therewereatotalof54,000onlinejobpostingsintheCentralKentuckyRegioninthefirstquarterof2017.Thetopin-demandoccupationsintheCentralKentuckyRegionthefirstquarterof2017wereHeavyandTractor-TrailerTruckDriverswith3,874onlinejobpostings,followedbyRegisteredNursesat3,080,RetailSalespersonsat2,099,andSalesRepresentativesat1,800.MoredetaileddataisavailableattheMSAlevel.Some13,000ofthetopjobpostings(24percent)advertisedforaBachelor’sdegreeorhigher,while17,000(31percent)advertisedforanAssociate’sdegreeorhigher.

D. (R)Ananalysisofworkforcedevelopmentactivities,includingeducationandtrainingintheregion.Thiswillincludeananalysisofthestrengthsandweaknessesofworkforcedevelopmentactivitiesancapacitytoprovidetheworkforcedevelopmentactivitiestoaddresstheeducationandskillneedsoftheworkforce,includingindividualswithbarrierstoemployment,andtheemploymentneedsofemployersintheregion.

EachofthefourWorkforceDevelopmentBoardsintheCentralKentuckyRegionhasitsownapproachtoworkforcedevelopmentactivities.Thereare,however,manythemesincommon: Strengths

Employerinvolvement Withoutemployers,noonewouldgetjobs.That’swhyworkforceeffortsintheCentralKentuckyRegionaredevelopedwithdeepemployerengagementandcontinuousfeedback.Programsaredesignedandmodifiedtomeetemployerneeds.

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Sectorfocus Healthcare,Logistics,Manufacturingarethecoresectorsidentifiedasimportantsectorsineachregion,whichcorrespondswiththeregionalanalysisshowingtheseasthreeofthetopfivesectors.Someregionshavealsoidentifiedothersectorsoffocus,suchasBusinessServices,InformationTechnology,Construction,andInstallation,Maintenance,&Repair.SomeofthelocalWorkforceBoardsnowhavecareer-themedcareercenters,wherejobseekerscangetspecifictrainingsuchastheCertifiedProductionTechniciancertificateandmeetwithemployerslookingforthatcredential.

CareerPathwaysandEducationAlignment From career counseling, to individual training accounts, to increasing collaborationwith highereducationandK-12 institutions,CentralKentuckyworkforceboardsareworkingto improveoureducation-workforcepipelineandensurethatitmeetstheneedsofa21stcenturyworkforce.

BusinessServicesTeams

InmultipleCentralKentuckyregions,BusinessServicesTeamsservetoestablishrelationshipswitharea employers in order to provide valuable assistance in the form of career fairs, computerassessments,andvarioushiringincentives.

Challenges

PostsecondaryEducation,TechnologicalDisruption&NeedforQualityShort-TermTraining Oneofthegreatesteconomicchallengesofourtimeisthespeedwithwhichtechnologyischangingthelabormarketlandscape.Asoneexample,theCentralKentuckyregionemployssomewherebetween17,000and32,000HeavyandTractor-TrailerTruckDrivers,accordingtodatafromEMSIAnalyst--manyorallofwhommaybesusceptibletoautomationinthenext10-15years. Thisispartofalargertrend:jobsthatpayfamily-supportingwagesnowoverwhelminglyrequiresomeformofpostsecondaryeducation. Workforcedevelopmentactivitiesthatemphasizeflexibility,short-termtrainingoptions,anddurableskillsetswillbewellpositionedtoguidetheCentralKentuckyRegionthroughthecomingyears.KentuckianaWorksanalysisof12monthsofBurningGlassonlinejobpostingsindicatesthattheshort-termtrainingsmostlikelytoconnecttojobsthatpayaboveafamilysupportingwageareCertifiedA+Technicians,InsuranceLicenses,SixSigma,Series6,CiscoCertifications,andNetworkAssociates.CodeLouisville,aKentuckianaWorksprogramfundedbya$2.9millionDepartmentofLaborgrant,maypointtowardsamodelthatcombinesflexibleshort-termtrainingwithintensiveemployerinvolvementtoproduceworkersreadytomeetlocaleconomicdemand.

CareerCenters

Inmultiple regions, the Kentucky Career Centerswere identified as a challenge. The problems

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includelackofashareddataplatform,statepartners’knowledgetoenablereferralstoservicesprovidedbyWIOAstaff, andmuddled linesofauthority for career center staff. Thecreationofseamlessservicedeliverywillneedtocomefromaculturalshiftwiththestatepartners.

Planningisanareaofneededimprovement;asstaffhavebeenfacedwithmanysuddenchangesoverthepastfewyears,staffhavebecomemorereactionary.Publicoutreacheffortsneedtobeincreasedthroughaplanningprocessinordertocreateaclearvision.

BarrierstoEmployment

As discussed, there aremany individuals in the Central Kentucky Region who, for a variety ofreasons,arehavingahardertimegettingajobthanthegeneralpopulation.ThelocalWorkforceDevelopmentBoardsareworkingtoaddressbarrierstoemploymentinvariousways,suchas:

• TheWorldwide Innovation Network (WIN), an online system that trains and measuresemployability skills. Job seekers have been utilizing this service to improve theiremployability skills. Employers have taken advantage of this opportunity for staff whoneed to improve on this skill or for individuals who have been targeted for leadershippositions.

• The Academy for Continuing Career, Employability and Soft Skills (ACCESS), a locallydeveloped trainingclass foremployability skillshasalsobeensuccessfulwith individualsgraduating the class and immediately receiving interviews for positions. The ACCESStraininghasalsobeenutilizedbyemployerswhowish to improveemployability skillsofselectapplicantsorcurrentstaff.

• ReImage and Right Turn, which work with court-involved youth in need of a secondchance.

• SummerWorks, a program to help local 16-21 year olds--especially from low-incomeneighborhoods--getworkexperience,gainsoftskills,andbuildresumes.

• ProjectCASE, aprogram tohelppeoplewithdisabilities gainemployment in in-demandsectors.

• TemporaryAssistanceforNeedyFamilies(TANF)PowerofWork,aprogramtohelppeoplegetoffofwelfarethroughgainfulemployment.

Workforcestaffalsomakereferralstopartneringagencieswhospecializeinindividualswithparticularbarrierstoemployment.WIOAstaffattempttoworkcloselywithprogramslikeJubileeJobs,DressforSuccess,ChildCareCouncil,OfficeofVocationalRehabilitation,andothersinprovidingadditionalsupportforindividualswithsignificantbarrierstoemployment. AreasofOpportunity

CareerCenterRevitalization

AchangeinstateguidelinesasofJuly1,2017willallowCentralKentuckyWorkforceBoardstore-envisiontheCareerCenterstomakethecustomerserviceexperiencemoreseamlessandeffective.

CareerCalculator

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KentuckianaWorkshasdevelopedtheCareerCalculator,awebapplicationthatallowsuserstosearchbyOccupation,byMajor,orbyIncomeandgetregularlyupdatedlabormarketdatafromavarietyofsourcesstreamedintoeasy-to-understandcharts.TheCareerCalculatorcouldbereplicatedfortheotherCentralKentuckyregions,providingunprecedentedaccesstolabormarketdatafor1.2millionworkersandanadditionalnumberofstudents.

SharingBestPractices SomelocalWorkforceDevelopmentBoardshavebegunusingtheKentuckyCenterforEducationandWorkforceStatisticstomeasuretheefficacyofworkforceprogramsandinterventions.Whenprogramsareidentifiedasparticularlyeffective,theyshouldbesharedwithallBoardsintheregion,sothattheycanbecomebestpracticesandstandardsforsuccess.Note:PerWIOASec.108(c),existingeconomicregionaland/orlocalareaanalysesmaybeusedifsourceddataand/orderivedanalysesareeconomicallyrelevantandcurrent(i.e.,withintwoyearsoftheissuanceofthisguidance).

E. (L)Provideananalysisoftheknowledgeandskillsrequiredtomeettheemploymentneedsoftheemployersinthelocalarea,includingemploymentrequirementsforin-demandindustrysectorsandoccupations.[WIOASec.108(b)(1)(B)]and[20CFR679.560(a)]

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Chapter2:StrategicVisionandGoals

A. (L)Describethelocalboard’sstrategicvisionandgoalstosupportregionaleconomicgrowthandself-efficiency.Includinggoalsorpreparinganeducatedandskilledworkforce(includingyouthandindividualswithbarrierstoemployment).Includeasapplicableadescriptionofanyplanstogeneratenewstrategicvisionandgoalsinthecomingyearandindicatethetimeframeforsuchactivitiestooccur.Strengthentotheextentpossible,includegoalsrelatingtotheperformanceaccountabilitymeasuresbasedonprimaryindicatorsofperformancedescribedinsection116(b)(2)(A)tosupportregionaleconomicgrowthandeconomicself-sufficiency.[WIOASec.108(b)(1)(E)]

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B. (L)Describehowthelocalboard’svisionandgoalsrelatetotheCommonwealth’sgoals,initiativesandprioritiesasoutlinedintheWIOAStatePlan.

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C. (L)Describehowthelocalboard’svisionandgoalstakesintoaccountananalysisofthestrategiesinworkingwiththeotherentitiesincarryingoutthecoreprogramsandtherequiredpartnersinthealignmentofresources.

ForLocalWorkforceDevelopmentBoarduseChapter3:AlignmentofLocalandRegionalAreaPartnershipsandInvestmentStrategies

A. (L)Describethelocalboard’sstrategytoworkwiththeentitiesthatcarryoutthecoreprogramsandotherworkforcedevelopmentprogramstosupportalignmentinordertoprovideservices,includingprogramsofstudyauthorizedundertheCarlD.PerkinsCareerandTechnicalEducationActof2006(20U.S.C.2301etseq.),thatsupportthestrategyidentifiedintheStateplanundersection102(b)(1)(E);H.R.803—442.1.Thisdiscussionshouldincludeadescriptiveoverviewofthelocalworkforcedevelopmentsystem;includekeystakeholdersandentitiesassociatedwithadministrativeandprogrammatic/servicedeliveryfunctions.Examplesincludeelectedofficials,advocacygroups,localworkforcedevelopmentboardandcommitteestructure,fiscalagent,operator(s),requiredprogrampartnersandmajorcontractorsprovidingAdult/DislocatedWorker,Youthprogramelements.Describerespectiverolesandfunctionalrelationshipstooneanother.Note:ThesixcoreprogramsidentifiedbyWIOAare:Adult,DislocatedWorker,Youth,AdultEducationandLiteracy,Wagner-PeyserProgramsandVocationalRehabilitation.Theelectedpartnerplanprogramsare:TradeAdjustmentAssistanceforWorkers,JobsforVeteransStateGrantsandUnemploymentInsurance.

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B. (L)DescribehowtheLWDB,workingwiththeentitiescarryingoutcoreprograms,willexpandaccesstoemployment,training,education,andsupportiveservicesforeligibleindividuals,particularlyeligibleindividualswithbarrierstoemployment,includinghowthelocalboardwillfacilitatethedevelopmentofcareerpathwaysandco-enrollment,asappropriate,incoreprograms,andimproveaccesstoactivitiesleadingtoarecognizedpostsecondarycredential(includingacredentialthatisanindustry-recognizedcertificateorcertification,portableandstackable).[WIOASec.108(b)(3)]

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C. (L)Identifyanddescribe(foreachcategorybelow)thestrategiesandservicesthatareand/orwillbeusedto:1. Meetneedsandfacilitateengagementofemployers,includingsmallemployersand

employersinin-demandindustrysectorsandoccupations,inworkforcedevelopmentprogramsinadditiontotargetedsectorstrategies;

2. Supportalocalworkforcedevelopmentsystemdescribedinelement3.2thatmeetstheneedsofbusinessesinthelocalarea;

3. Bettercoordinateworkforcedevelopmentprogramswitheconomicdevelopmentpartnersandprograms;

4. Strengthenlinkagesbetweentheone-stopdeliverysystemandunemploymentinsuranceprograms;and

5. Increasecompetitive,integratedemploymentopportunitiesforindividualswithdisabilities.

Includetheimplementationofincumbentworkertrainingprograms,on-the-jobtrainingprograms,work-basedlearningprograms,apprenticeshipmodels,customizedtrainingprograms,industryandsectorstrategies,careerpathwaysinitiativesoruseofeffectivebusinessintermediariesandotherbusinessservicesandstrategiesthatsupportthelocalboard’sstrategyinelement3.1.[WIOASec.108(b)(4)(A)and(B)].ForLocalWorkforceDevelopmentBoarduse

D. (L)(R)Describelocalandregionaleffortstosupportand/orpromoteentrepreneurialskillstrainingandmicroenterpriseservicesincoordinationwitheconomicdevelopmentandotherpartners.[WIOASec.108(b)(5)]

EachWorkforceBoardintheCentralKentuckyRegionhastakenitsownapproachtoentrepreneurship. InNorthernKentucky,theWIOAYouthprogramhasdevelopedanentrepreneurialprogramcalledIgnition.Itisagrassrootstrainingexperienceforhighschoolstudents.Participantslearntodesignabusinessmodel/product,developabudget,producemarketingmaterials,exploreoptionsforfacilityneeds,createportfoliosandprepareandpresentdemonstrations.Theyalsolearnthevalueofpartnershipsandassigningbusinessroles.Duringtheprogramtheparticipantsexplorethedevelopmentofabusinessplanincludingthefollowingconcepts:businessplansegments,value

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proposition,research,customersegmentsandrelationships,keyactivities,partners,channelsandkeyresources.Theculminationoftheseactivitiesresultsinacommunitypresentationhighlightingbesttalentsoftheyouthinvolved. IntheBluegrassRegion,Localeffortstosupportand/orpromoteentrepreneurialeffortsarestillinthediscussionstage.WIOAstaffwillbeworkingtogethertodevelopanentrepreneurialskillstraininginitiative(EntrepreneurialAcademy)underthedirectionoftheBGWIB.Staffwillbespeakingwithpotentialpartners:theKentuckyInnovationNetwork,SmallBusinessDevelopmentCenter,andlocalbanksandcreditunionstoaskfortheirassistanceinprovidingbusinessplandevelopmentandfinancialliteracytrainingtothoseinterestedinstartingtheirownbusiness. TheLincolnTrailWorkforceDevelopmentAreahaslongvaluedentrepreneurshipbysupportingand/orpromotingentrepreneurialskillstrainingincludingwiththeKentuckyInnovationCenter,theUniversityofKentuckySBDC,and#100Ideas,aswellasentrepreneurialforumssuchasSharksintheHeartlandwhichgivesfutureentrepreneursachancetopitchtheirbusinessideastolocalventuregroupsforseedmoney.Thishasbeenamajorfocusforthelocalworkforcedevelopmentareaforseveralyears.TheseareeasilyreplicableinotherlocalworkforcedevelopmentareasacrosstheCentralRegion. Finally,KentuckianaWorkshasusedsupportfromprivatefoundationstobuildanexperimentalentrepreneurshiptrackwithintheMayor’sSummerWorksProgram.Subsidizedyoutharesupervisedforsevenweekswhiletheybuildaproductorservice.These“EntrepreneurshipTech”tracksbeganin2015andservedsixyouth.In2016,theprogramexpandedtoserve15youththankstoadditional,dedicatedfunding.KentuckianaWorksaimstoexpandthisfosteringofentrepreneurshipwithinitsnetworkandtobettercoordinatewithmicroenterpriselendingservices,smallbusinessresources,andothereconomicdevelopmentresourcesforthosewiththepropensityanddesiretostartabusiness.

E. (L)Describethetypeandavailabilityofyouthworkforceactivities,includingactivitiesforyouthwithdisabilities.Identifysuccessfulmodelsandbestpracticesforyouthworkforceactivitiesrelevanttothelocalarea.[WIOASec.108(b)(9)]

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F. (L)DescribehowtheLWDBcoordinateseducationandworkforceinvestmentactivitieswithrelevantsecondaryandpostsecondaryeducationprogramsandactivitiestocoordinatestrategies,enhanceservicesandavoidduplicationofservices.[WIOASec.108(b)(10)]

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G. (R)Describeeffortstocoordinatesupportiveservicesprovidedthroughworkforceinvestmentactivitiesinthelocalareaincludingfacilitatingchildcare,transportationandotherappropriatesupportiveservicesforcustomers.[WIOASec.108(b)(11)]

Thereiscurrentlynoregion-wideapproachtocoordinatingservicesforchildcare,transportation,andsupportiveservices.And,asthefollowingparagraphsmakeclear,childcareinparticularisa

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largeareaofsupportiveservicesforwhichKentucky’sWorkforceDevelopmentBoardscurrentlydonothavemuchcapacity.TheeasiestwayforWorkforceBoardstosupportchildcareservices--whichareoftenacriticalelementofenablingworkforceparticipation--wouldbetogivelocalWorkforceBoardscontrolofchildcarevouchers,ascurrentlydoneinTexas.Thatsaid,upuntilnow,eachregionhastakenitsownapproach.PerBoardpolicy,KentuckianaWorksrecognizestheneedtoprovidesupportiveservicesnecessarytoenableacustomertosuccessfullyparticipateinactivitiesauthorizedunderWIOA.TheSupportiveServicepolicyofKentuckianaWorkswasrevisedinNovember2015toclarifyandexpandtheuseoffundsinthiscategorytoaddresscustomertransportationneeds.Transportationassistancecanincludemileagereimbursementandpublictransportationassistance.Thepolicyalsoincludeschildcareassistance.Followingeligibilitydeterminationandassessment,thecareercounselordeterminesanddocumentstheneedforsupportiveserviceswithinthepolicyguidelines.Verylimitedchildcareisavailableifnecessarytofacilitatethecompletionofaprogram.InNorthernKentuckyWIOAYouthstaffprovidestransportationtoyouthtoparticipateinpost-secondaryeducationandonalimitedbasis,togettoemployment.Youthcanreceivetransportationforpost-secondarytheentiretimetheyareattendingschool.However,theYouthprogramwillonlyfundthefirstmonthoftransportationforemployment.TheYouthprogramworkswitheachyouthtobudgettheirincomesotheymaymaintainemployment.NorthernKentuckyAdultsandDislocatedworkersdonotreceivesupportiveservices.Incircumstanceswheresuchaneedarises,clientsarereferredtotheappropriatecommunitypartner.TheBluegrassLocalWorkforceAreahaspoliciesthatoutlinenumeroussupportiveservicesforclientsofWIOA.SomepoliciesestablishedbytheBGWIBinclude:Out-of-AreaJobSearchAssistance,Childcare,Lodging,Travel,Transportation,andTutoring.CurrenteffortsintheBluegrassLocalWorkforceAreatocoordinatesupportiveservicesinclude:referraltochildcareservice,assistancewithtravel,andassistancewithexpensesassociatedwithtrainingorinterviewing.OneareabeingdiscussedasawaytoassistwithsupportiveservicesisuseofacompetitiveprocessinordertolowerthepriceforindividualsinneedofchildcareintheBluegrassArea.Theplanistonegotiatepricesforchildcarewithlocaldaycares,whereclientsoftheprogramwouldgainadiscountforbeingpartoftheWIOAprogram.Detailsforthisarestillbeingdiscussed.Finally,theLincolnTrailWorkforceDevelopmentBoardcurrentlyleveragespartnerandcommunityprogramsandservicestoprovidesupportiveservices.Appropriatereferralsaremadetootheragenciestoprovidewithsupportiveservicessuchaschildcare,transportation,andothersupportiveservices.

H. (L)Describestrategiestoimplementtheoperationalgoalsofthelocalone-stopsystem,maximizingcoordinationofservicesprovidedbyDWImeritstaffandtheLWDB’scontractedserviceproviderstoimproveservicesandavoidduplication.[WIOASec.108(b)(12)]

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I. (L)DescribehowthelocalboardwillcollaboratewithWIOATitleIIAdultEducationandLiteracy,consistentwiththelocalplan(asdescribedinWIOASec.107(d)(11)andWIOASec.232.[WIOASec.108(b)(13)]ThiswillincludeadiscussionofhowtheLocalWDBwillcarryoutthereviewoflocalapplicationssubmittedunderTitleIIconsistentwithWIOAsec.107(d)(11)(A)and(B)(i)andWIOAsec.232.AdultEducationandLiteracygrantreviewtrainingandprocessoversighttobeprovidedbyKentuckyAdultEducation.

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J. (L)PleasedescribethedirectiongivenbytheGovernorandthelocalWDBtotheone-stopoperatortoensurepriorityforadultcareerandtrainingserviceswillbegiventorecipientsofpublicassistance,otherlow-incomeindividuals,andindividualwhoarebasicskillsdeficientconsistentwithWIOAsec.134(c)(3)(E).

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K. (L)PleasedescribehowtheKentuckyCareerCentersareimplementingandtransitioningtoanintegrated,technology-enabledintakeandcasemanagementinformationsystemforprogramscarriedoutunderWIOAandbyone-stoppartners.

ForLocalWorkforceDevelopmentBoarduseChapter4:ProgramDesignandEvaluation

A. (L)Describetheone-stopdeliverysysteminthelocalareaincluding:

1. Thelocalboard’seffortstocollaboratewithemployers,toprovidecontinuousimprovementofbusinessservicesandtooperatea“Job-driven”deliverysystem.

2. Thelocalboard’seffortstoensurethecontinuousimprovementofeligibleprovidersofservices,includingcontractedservicesprovidersandprovidersontheeligibletrainingproviderlist,throughthesystemandensurethatsuchprovidersmeettheemploymentneedsoflocalemployers,workersandjobseekers.[WIOASec.108(b)(6)(A)]

3. Howthelocalboardwillfacilitateaccesstoservicesprovidedthroughtheone-stopdeliverysysteminremoteareas,throughtheuseoftechnologyandthroughothermeans.[WIOASec.108(b)(6)(B)]

4. Howentitieswithintheone-stopdeliverysystem,includingone-stopoperatorsandtheone-stoppartners,willcomplywithWIOAsection188,ifapplicable,andapplicableprovisionsoftheAmericanswithDisabilitiesActof1990regardingthephysicalandprogrammaticaccessibilityoffacilities,programsandservices,technologyandmaterialsforindividualswithdisabilities,includingprovidingstafftrainingandsupportforaddressingtheneedsofindividualswithdisabilities.[WIOASec.108(b)(6)(C)]

5. Provideadescriptionoftheprocessusedbythelocalboard,consistentwithsubsection(d),to

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provideanopportunityforpubliccomment,includingcommentbyrepresentativesofbusinessesandcommentbyrepresentativesoflabororganizations,andinputintothedevelopmentoftheLocalPlan,priortosubmissionofthisplan

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B. (L)Describethelocalboard’sassessmentofthetypeandavailabilityofadultanddislocatedworkeremploymentandtrainingactivitiesinthelocalarea.[WIOASec.108(b)(7)]

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C. (L)Describehowthelocalboardwillcoordinateworkforceinvestmentactivitiescarriedoutinthelocalareawithstatewiderapidresponseactivities.[WIOASec.108(b)(8)]

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D. (L)Provideananalysisanddescriptionofyouthworkforceactivitiesincludingactivitiesforyouthwithdisabilities.Identifysuccessfulmodelsandbestpracticesforyouthworkforceactivitiesrelevanttothelocalarea.DescribestrategiestheLWDAwilluseforincreasingtheWIOAminimumOut-of-SchoolYouthexpenditurerateto75percent.Provideinformationontypesofwork-basedlearningactivitiesplannedforyouth.[WIOASec.108(b)(9)]

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E. (L)Describelocalboardactionstobecomeand/orremainahigh-performinglocalboard,consistentwiththefactorsdevelopedbytheKentuckyWorkforceInnovationBoard.

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F. (L)DescribehowtrainingserviceswillbeprovidedinaccordancewithWIOASec.134(c)(3)(G),theprocessandcriteriaforissuingindividualtrainingaccounts.[WIOASec.108(b)(19)]ThisshouldincludehowcontractswillbecoordinatedwiththeuseofIndividualTrainingAccount’sandhowtheLWDBwillensureinformedcustomerchoiceintheselectionoftrainingprograms.

ForLocalWorkforceDevelopmentBoarduseChapter5:Compliance/Performance/AdministrativeCostResponsesshouldbefocusedonthelocalarea’scompliancewithfederalorstaterequirements.

A. (R)Describethereplicatedcooperativeagreements,asdefinedbyWIOA107(d)(11),inplacebetweenthelocalboardandWorkforceInvestment’sOfficeofVocationalRehabilitation(OVR)andOfficefortheBlind(OFB)withrespecttoeffortsthatwillenhancetheprovisionofservicestoindividualswithdisabilitiesandtootherindividuals,suchascrosstrainingofstaff,

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technicalassistance,useandsharingofinformation,cooperativeeffortswithemployers,andothereffortsofcooperation,collaborationandcoordination.WIOASec.108(b)(14).

InNorthernKentucky,theMemorandumofUnderstandingbetweenpartnersdelineatestheeffortsandservicesprovidedbytheOfficeofVocationalRehabilitationandOfficeoftheBlind.Guidancewillberequestedforcooperativeagreements.WIOA107(d)(11)states:Thelocalboardshallcoordinateactivitieswitheducationandtrainingprovidersinthelocalarea,includingprovidersofadulteducationandliteracyactivitiesunderTitleII,providersofcareerandtechnicaleducationandlocalagenciesadministeringplansunderTitleIoftheRehabActof1973.TheNKWIBandOVR/OFBcollaboratetoenhanceservicestoindividualswithdisabilities,individualswithotherbarrierstoemploymentandindividualslivinginpoverty.Servicesareco-locatedintheKentuckyCareerCentertoprovideaccesstoawidevarietyofservices. TheBluegrass Business Services Teamhadbeenworking cooperatively through groupmeetings,shared visits to employers, and cross training with Veteran Representatives and Office forEmployment and Training staff. Despite invitations the Office of Vocational Rehabilitation andOffice for the Blind elected not to take part in these meetings. Though the Business Servicesmeetingscontinue,OETstaffhavestoppedattendingsincetheshiftoftheirpreviousmanagertoanewrole.

ForLincolnTrail,therearecurrentlynocooperativeagreementsinplacebetweenthelocalboardandtheWorkforceInvestmentOfficeofVocationalRehabilitation(OVR)andOfficefortheBlind(OFB)withrespecttoeffortstoenhancetheprovisionofservicestoindividualswithdisabilitiesandtootherindividuals,suchascrosstrainingofstaff,technicalassistance,useandsharingofinformation,cooperativeeffortswithemployers,andothereffortsofcooperation,collaboration,andcoordination.Thelocalboardhasnotbeenprovidedanythingfromtheseagencies. Similarly,forKentuckianaWorks,whilethereisanMOUisinplacewithOFBfortheimplementationofProjectCASEinadditiontotheWIOAMOUandRSA,nofurthercooperativeagreementisinplace.B. (R)Describetheestablishmentoftheadministrativecostarrangementincludingthepooling

offundsforadministrativecosts,asappropriatefortheregion.

Discussionofhowacostallocationwouldbehandledamongtheregionsisjustbeginning.TherehasbeenadiscussionofpotentialuseofconceptforBusinessServicesefforts,particularlyforemployerswhohavemultiplelocationsacrossregions.However,detailsforimplementationisanongoingprocess.Onceabusinessplanisinplaceforhandlingaregionalcostallocation,additionaldiscussionwilltakeplaceforjobseekers.Itisassumedthejobseekermodelwouldreflectthebusinessservicestemplate.

C. (R)DescribetheestablishmentofanagreementconcerninghowtheplanningregionwillcollectivelynegotiateonandreachanagreementwiththeGovernoronlocallevelsofperformancefor,andreporton,theperformanceaccountabilitymeasuresdescribedinWIOA

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sec.116(c)forlocalareasortheplanningregion.

TheCentralKentuckyplanningregionhasagreedtolookatwaystocollectivelynegotiatelocallevelsofperformance.Severalitemsareneededforthistobecomereality:acompletecommitmentbyallcorepartnerstoworkmorecollaborativelytoachieveperformanceandmostimportantlyatechnologyplatformthatallpartnerscanutilizetocapture,collect,analyzeandnegotiateperformanceinformation.Ashareddataplatformiscriticalforthistobecomereality.

D. (L)IdentifythelocalgrantrecipientofTitle1responsibleforthedisbursalofgrantfunds.[WIOASec.108(b)(15)]

ForLocalWorkforceDevelopmentBoarduse

E. (L)Describethecompetitiveandnon-competitiveprocesses,aswellastheprocessforsole-sourcing,usedforprocuringgoodsandserviceswithinthelocalarea.Thisincludesbutisnotlimitedtotheprocessusedtoawardfundstoaone-stopoperatorandothersub-recipients/contractorsofWIOATitleIadult,dislocatedworkerandyouthservices.[WIOASec.108(b)(16)]

ForLocalWorkforceDevelopmentBoarduse

F. (L)Describetheindicatorscurrentlyusedorintendedbythelocalboardtomeasureperformanceandeffectivenessofthelocalfiscalagent(whereappropriate),eligibleprovidersundersubtitleBandtheone-stopdeliverysystem,inthelocalarea.[WIOASec.108(b)(17)]Note:Thisdescriptionmayincludewhen,howandbywhomtheindicatorsarebeingemployed;andifthemeasuredperformanceandeffectivenessareusedinacontinuousimprovementprocess.

ForLocalWorkforceDevelopmentBoarduse

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WetheundersignedattestthatthissubmittalistheRegionalandLocalPlanforourLocalWorkforceDevelopmentArea(LWDA)andcertifythatthisplanhasbeenpreparedasrequired,andisinaccordancewiththeapplicableWorkforceInnovationandOpportunityActRegionalInnovationandLocalComprehensivePlanGuidance.

LocalWorkforceDevelopmentBoard

BOARDCHAIR

ChiefLocalElectedOfficial

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LocalElectedOfficial

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LocalElectedOfficial

LocalElectedOfficial

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LocalElectedOfficial

LocalElectedOfficial

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