One-Stop Committee Agenda

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careersourcepinellas.com

June 24, 2021 - 9:00 A.M. Virtual Zoom Meeting

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One-Stop Committee Agenda

I. Welcome and Introductions ...................................................................... John Howell, Chair

II. Public Comments

III. Action/Discussion Items

1. Approval of Minutes – October 22, 2020 Meeting .................................................... Page 1

2. Policy Approval – Wagner-Peyser Administrative Policy 096 – Job Seeker Registration,

Application and Services with Local Operating Procedures Approval .................... Page 18

3. Policy Approval – WIOA Administrative Policy 110 – Local Workforce Development Area

and Board Governance with Local Operating Procedures Approval ...................... Page 27

4. Policy Approval – WIOA Administrative Policy 091 – Local Workforce Development Board

Composition and Certification with Local Operating Procedures Approval ............. Page 45

IV. Other Administrative Matters

(Items of urgency not meeting the seven-day guideline for review)

V. Information Items 1. 2020-2021 One-Stop Goals Update……………………………….. .......................... Page 53

2. Reports a. Status of Enrollments ........................................................................................ Page 71

b. WIOA Primary Indicators……………………………………… ............................. Page 72

c. Center Traffic Flow ............................................................................................ Page 73

3. One-Stop Operator Update.................................................................................... Page 74 4. Program vs. Expenditure Review .......................................................................... Page 76

VI. Committee Members Comments

VII. Adjournment

Next One-Stop Committee Meeting – August 19, 2021

*All parties are advised that if you decide to appeal any decision made by the Board with respect to any matter considered at the meeting or hearing, you will need a record of the proceedings, and that, for such purpose, you may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be based.

*If you have a disability and need an accommodation in order to participate in this meeting, please contact the Executive Assistant at 727-608-2551 or [email protected] at least two business days in advance of the meeting.

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Action Item 1

Approval of Minutes

In accordance with Article VII, Section 1(H), of the approved WorkNet Pinellas By-Laws: Minutes shall be kept of all Board and Committee meetings. Minutes shall be reviewed and approved at the next CareerSource Pinellas Board or Committee meeting as appropriate. The official minutes of meetings of the Board and Committees of the Board are public record and shall be open to inspection by the public. They shall be kept on file by the Board Secretary at the administrative office of CareerSource Pinellas as the record of the official actions of the Board of Directors. The draft minutes from the October 22, 2020 meeting of the One-Stop Committee have been prepared and are enclosed.

RECOMMENDATION Approval of the draft minutes, to include any amendments necessary.

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CareerSource Pinellas One-Stop Committee Minutes

Date: October 22, 2020, at 9:00 am Location: *Virtual Zoom Meeting Call to Order Filling in for Chair John Howell, Mark Hunt called the meeting to order at 9:01 am. There was a quorum with the following members participating. Members in Attendance Jody Armstrong, Mark Hunt, Jason Krupp, Samuel Kolapo, Tiffany Nozicka, Dr. Rebecca Sarlo, Pattye Sawyer Members Not in Attendance Candida Duff, John Howell Guest Shellonda Rucker Staff Jennifer Brackney, Michelle Moeller, Mary Jo Schmick, April Torregiante, Cindy Hockridge Action Item 1 – Approval of Minutes The minutes from the August 20, 2020, One-Stop Committee meeting were presented for approval.

Motion: Jody Armstrong

Second: Rebecca Sarlo

The minutes were approved as presented. The motion carried unanimously. There was no further discussion. Other Administrative Matters None

Information Item 1 – One Stop Goals Update 2020–2021 Goal I - Develop Robust Partnerships with Employers Objective 1: Develop and execute a marketing strategy to build awareness with businesses about engagement and available services. To maximize impact and ROI, CareerSource Pinellas has developed a new website; faster, easier to navigate, and more user-friendly. The marketing department re-strategized their efforts to put emphasis on easily accessible content and collateral to provide customers and partners with the most accurate, up-to-date information, and share knowledge and expertise in the field of workforce development. The strategized plan includes a biweekly “Workforce News” newsletter that contains program updates and success stories. Additionally, CareerSource Pinellas is committed to creating one annual report per year containing a comprehensive report on the activities from the preceding year. The latest Annual Report, completed in September, provides board members extensive information about the latest programs and financial performance of CareerSource Pinellas. Additionally, social media efforts have been overhauled, providing authentic content to reach customers and community partners. Paid and proactive social media campaigns have been advantageous in allowing us to boost our views and designate posts to include events, networking groups, workshops, and interview tips.

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Lastly, CareerSource Pinellas has partnered with Tucker Hall, Public Relations Firm to assist with strategic communications and to amplify our voice in the Tampa Bay area. Objective 2: Develop methods that help businesses navigate the workforce system’s services and that

connect them with qualified applicants.

EmployFlorida Job Referrals and Placement Reports The EmployFlorida (EF) system allows for customer self-referrals and staff assisted referrals to open job

orders. Each customer in EF must have a full background entered and a staff completed Personal

Individual Record Layout (PIRL) before a staff assisted referral can be entered. The staff then match the

job requirement to the customer’s skills to ensure a quality referral is being made. Employers can review

both types of referrals on their job order at any time by reviewing their EF job order.

When a job placement is made, it is recorded one of three ways in the EF system: as a Direct Placement,

an Automated Obtained Employment, or a Staff Entered Obtained Employment. These can be obtained

through directly working with the customer, referring them to an open job that they qualify for, and by

obtaining the information from a newly employed participant through automated or staff entered methods.

Work-based Learning Reports Paid Work Experience is a career preparation program intended to introduce young workers to a business environment, with a focus on skill development in high demand occupations. Employers may utilize the OJT program to effectively mitigate the upfront training costs associated with hiring new employees.

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Objective 3: Partner with employers to engage in barrier reduction of those applicants/workers who are work ready and need help with transportation, continuing education, childcare, etc. Support services are available to WIOA and WT participants when requested and who demonstrate a need. Available support services include:

Childcare (WTP only) Transportation Tuition and Required Training Related Costs GED and/or Peen Foster (High School Diploma) Ancillary Services, such as uniforms (WTP Only)

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Goal II - Strengthen Partnerships with Organizations that Provide Educational Opportunities Objective 1: Compile all Labor Market Information (LMI) data and information to work together to create LMI Briefs that can be used by jobseekers, employers, and other workforce organizations in easy to consume formats. LMI Briefs

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Objective 2: Convene with employers to identify skills needs and align education providers’ offerings to current and future skill needs. The current Regional Targeted Occupations List (RTOL) was recently approved by the Board for PY’ 2020-2021. This item is approved annually in May of any given year and adopted for the subsequent program year. Training areas within the RTOL include occupations identified as critical to the five targeted industry sectors: Healthcare, Manufacturing, Information Technology, Financial and Professional Services, and Construction. CareerSource Pinellas follows DEO Guidance to remain compliant and has an approved policy for processing training vendors. The approved list is currently available on the CSPIN website via following link, under general resources: https://careersourcepinellas.com/employers/how-to-become-a-training-provider/ The targeted training opportunities are outlined in the Targeted Occupations List. The approved regional targeted occupation list is located on the CSPIN website at: https://careersourcepinellas.com/employers/how-to-become-a-training-provider/ Objective 3: Provide easy to use ‘Career Maps’ for jobseekers to use for education/training and to obtain necessary credentials and next steps on a career path. The current Approved Training Provider List (ATPL) outlines educational options for job seekers and is located at https://careersourcepinellas.com/job-seekers/wioa/. Data provided on this list is continuously updated and subject to change. Objective 4: Ensure there is a talent pipeline that connects Business Services staff between CareerSource and educational institutions.

CSF 2019 Apprenticeship Expansion grant: $100,000

This grant will target expanding apprenticeship opportunities in the Tampa Bay region, targeting Pinellas County. The grant will fund the development of a centralized Apprenticeship Portal to increase awareness and knowledge of local apprenticeship programs. It will also expand apprenticeship by funding 82 enrollments into an apprenticeship, providing supportive services, and assisting with On-the-Job Training for an employer sponsor.

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https://careersourcepinellas.com/employers/how-to-become-a-training-provider/



https://careersourcepinellas.com/job-seekers/wioa/

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YouthBuild Update The YouthBuild program has been closed to students through the first quarter. A no-cost extension of the grant period has been requested to ensure we have the time to meet our goals. When the extension is granted, another modification will be submitted to include the contract with the Home Builders Association, along with other budget and programmatic changes. A start date for the next cohort will be set as soon as the second modification is approved. Goal III - Expand Outreach to Jobseekers Objective 1: Target outreach efforts based on areas of opportunity.

Career Pathways – Soft Skills Grant Overview

CareerSource Pinellas is partnering with People Empowering & Restoring Communities (PERC) to assist in filling these employer needs. PERC offers training in 4-week essential skills and STARS, in combination with manufacturing training provided by The People of Manufacturing (TPOM). There was one virtual class with three new enrollments in Quarter 1. The class started on October 6, 2020. WIOA developed an online fillable form to assist with obtaining enrollments.

Recruitment Events Previously, In-House Recruitment (IHR) Events were held weekly in the Career Resource Centers to bring local businesses and career seekers together to discuss opportunities. As CareerSource Pinellas moves to a virtual platform, the IHR’s have been renamed Virtual Recruitment Events (VRE) and are now being held virtually to continue supporting local businesses by providing opportunities to facilitate meaningful connections.

Networking Groups The Professional and Career Networking Groups provide professional and entry-level job seekers the ability to connect and interact with their peers as well as a dedicated Business Services Representative. In addition, candidates are provided access to additional training to make them more marketable to hiring employers. Guest employers may also be featured during the weekly meetings, improving the employers’ visibility to a diverse talent pool.

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Career Fairs

It is CareerSource Pinellas’ mission to support local businesses and community partners, by providing opportunities to connect jobseekers with employers. These events provide businesses with the opportunity to meet and consider qualified jobseekers for open positions. As we move into a new landscape, these connection events will occur via virtual platforms.

Objective 2: Expand the virtual delivery of service system currently in place. CareerSource Pinellas utilizes a range of tools and tactics to help raise awareness and encourage use of services and programs. The outreach strategy includes an emphasis on digital resources, as well as television, radio, and print advertising to reach customers. Each message is developed to reflect a call to action to job seekers interested in career advancement, and employers encouraging them to visit careersourcepinellas.com. A suite of social media platforms compliments other outreach efforts aimed at informing and engaging job seekers, workers, and businesses.

CareerSource Pinellas is contracted with Saint Petersburg College for PY’2020-2021 to offer all workshops virtually.

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Virtual Courses

Objective 3: Conduct analysis of existing asset mapping to identify local community-based organizations and resource assets that might assist with outreach and service delivery. Partner Portal CareerSource Pinellas, along with the One-Stop Operator, has created and implemented a Partner Portal as a quick access tool to identify partners and connect customers to needed resources. The Partner Portal is a growing database of local partner profiles, providing a brief introduction of the organization, initial application info, basic program eligibility criteria, point of contact, locations, and preferred method of referral. This portal allows interaction between organizations to facilitate efficient and timely service delivery. Objective 4: Expand connections to priority populations (e.g., underemployed) through the library system, faith-based organizations, community-based organizations, and other places where individuals not normally served by the workforce system feel welcome. Full-Service and Satellite Center Updates The St. Pete and Gulf-to-Bay centers are open to the public by appointment. While so many programs are on required activity waivers, available appointment times are more than sufficient to meet the demand.

CareerSource Pinellas is looking at utilizing additional space within the center to expand the number of available appointments or to offer space for walk-in traffic so we will be ready to meet the community need once the waivers end. CareerSource Pinellas and Pinellas County completed an agreement to open a new Satellite center in the Lealman Exchange. This centrally located Career Resource Center will have computers and resources available for the local community. A mutually agreeable opening date will be announced soon. Objective 5: Support employment through a system of wraparound services that is responsive to each individual’s diverse experience and needs. Please see Information Item 2b, Monthly Management Report, for the most updated employment rates and participation results for Welfare Transition, SNAP WIOA programs and Wagner-Peyser (WP) services. Please see Information Item 2d, full center traffic report

Please see Information Item 2c, WIOA Primary Indicators, through PY 19-20 Quarter 4.

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Goal IV - Build Organizational Capacity; Promote Change and Transformation of CareerSource Pinellas Objective 1: Continue the improvement and enhancement of the technology infrastructure internally for staff to be more efficient, improve communication among the system’s partners, and to increase user friendly access for customers. In order to continue improvements to the CareerSource Pinellas Technology Infrastructure, the following enhancements have been made to increase efficiency, communication, and accessibility for partners and customers.

• Migration of Exchange Server to MS O365

• Implementation of Virtual Server

• Upgrade Workstations Hardware

• Upgrade Workstation Operating Systems

• Migration of ATLAS to the CTS Cloud

• Conduct End-User Security Training

• Address Server Vulnerabilities per Abacode Objective 2: Ensure compliance and work with/train staff on the new ways to conduct business that reduces the burden on customers through streamlined processes. As a recipient of federal awards, CareerSource Pinellas is responsible for administering the

awards in accordance with applicable laws, regulations, provisions, and policies. Programmatic,

administrative, and fiscal monitoring is conducted to ensure the organization is fulfilling those

requirements.

DEO Monitoring DEO’s yearly programmatic monitoring for LWDB 14 is currently scheduled for April 12-16, 2021. USDOL Monitoring Timeline

Internal Monitoring Please see Information Item 3 for the full Internal Monitoring schedule. Objective 3: Develop methods to regularly listen to customers to test new processes before implementing them permanently. Customer Satisfaction Survey The Customer Satisfaction Survey has historically measured a customer’s satisfaction with the services received in the Career Resource Centers and has been obtained via web links on the Career Resource Center computers and via email. As we transition to a more virtual based service delivery, and gather more robust feedback from a larger number of customers, CareerSource Pinellas is transitioning to a Net Promoter survey used more frequently by businesses and is the core measurement for customer experience management worldwide. This style of survey measures customer loyalty and likelihood of referral and assigns a net promoter score that indicates how many of your customers are promoting your services.

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The overall Net Promoter score is 46%, which is 16% higher than the goal of 30%. The main comment from detractors was the attitude of the staff during their time there. The main comment from the promoters was that the staff was professional and helpful. In July and August, a total of 3,130 invitations were sent and 355 surveys were completed for an average response rate of 11%. Information Item 2–Reports A. Status of Enrollments – Snapshot report – Number of caseloads as of 09/30/2020

WIOA Adults: 426

Dislocated worker: 351

WIOA Youth: 292

Total: 1,069

SNAP

Career Counselor: 56

Automation: 7,158

Total: 7,214

B. Monthly Management Report (08/31/2020)

• Welfare Entered Employment Rate: 63.9%, ranked 9th in the state.

• Welfare Entered Employment Wage Rate: 84.0%, ranked 10th in the state.

• Welfare All Family Participation Rate: 6.1%, ranked 3rd in the state.

• Welfare Two-Parent Family Participation Rate: 6.1%, ranked 2nd in the state.

• SNAP Employment Rate (7/31/20): 12.5%, ranked 2nd in the state.

• WIOA Adult Entered Employment Rate: 100%, ranked 1st in the state.

• WIOA Adult Wage Rate: 138.2% of goal, ranked 8th in the state.

• WIOA Dislocated Worker Entered Employment Rate: 100.0%, ranked 1st in the state.

• WIOA Dislocated Worker Wage Rate: 176.1% of goal, ranked 4th in the state.

• WIOA In-School Youth Outcome Rate: N/A

• WIOA Out-Of-School Youth Outcome Rate: 100.0%, ranked 1st in the state.

• WIOA Younger Youth (14-18 years old) Positive Outcome Rate: 100.0%, ranked 1st in the state.

• Wagner-Peyser (WP) Entered Employment Rate: 32.7%, ranked 7th in the state.

WT Applicant: 261

WT Mandatory: 585

WT Transitional: 104

Total: 950

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• WP Entered Employment Rate (those already employed at time of first service): 34.5%, ranked 14th in the state.

• Short Term Veterans Entered Employment Rate: 42.3%, ranked 5th in the state.

• WP Job Placement Wage Rate: 69.4% of goal, ranked 21st in the state. C. WIOA Primary Performance Indicators have been released by the Department of Economic

Opportunity (DEO) for all Local Workforce Development Areas (LWDAs) for PY’2019-2020 through Quarter 4 or through September 30, 2020, under WIOA Reporting standards.

CareerSource Pinellas is exceeding 11 indicators (over 100% of goal) and meeting three indicators (over 90%) as published by the DEO through Quarter 4 PY’2019-2020. There are a total of 14 Primary Performance indicators.

DEO and CareerSource Pinellas negotiated PY’2020-2021 and PY’2021-2022 Primary Indicators. There are 4 new Primary Indicators; Youth Median Wage and Measurable Skills Gains.

D. Center Traffic

Last program year total traffic by location (PY’ July 1, 2019 – June 30, 2020): through Quarter 4 June 2020: Gulf to Bay – 22,723 St. Petersburg – 24,426; Tarpon Springs – 856; Tyrone – 2,729; EpiCenter – 315; YTD – 50,734 Current program year total traffic by location (PY’ July 1, 2019 – June 30, 2020) through Quarter 1 Sept 2020: Gulf to Bay – 1,947; St. Petersburg – 1,526; Tarpon Springs – Closed; YTD – 3,473

Highlights:

❖ During Quarter 1, CareerSource Pinellas remained open, and the South County and Gulf-to-Bay locations offered services virtually, as well as by appointment.

Information Item 3: All Programs Monitoring Schedule

Wagner-Peyser Internal Program Monitoring

As a recipient of federal awards, CareerSource Pinellas is responsible for administering the awards in

accordance with applicable laws, regulations, provisions, and policies. Programmatic, administrative, and

fiscal monitoring is conducted to ensure the organization is fulfilling those requirements.

CareerSource Pinellas FY 20-21 Monitoring Schedule

Schedule Review Period Program/Service Assigned Reviewer Summary of Review Results

August 2020 July – August 2020 MSFW J & B Administrator Review of all EF MSFW No Cases

August 2020 July – August 2020 I-9 J & B Administrator Review of all EF I-9 Services No Services

August 2020 July 2020 WP Services J & B Administrator Review of all staff assisted EF

services

Any services with issues or missing

info were corrected by the staff

member

August 2020 July 2020 EF Counseling Service

Code J&B Administrator

Review of all PY 20-21 Counseling 200 EF Service

Code No Services

November 2020 Sept – Oct 2020 MSFW J & B Administrator Review of all EF MSFW

November 2020 Sept – Oct 2020 I-9 J & B Administrator Review of all EF I-9 Services

November 2020 Aug – Oct 2020 WP Services J & B Administrator Review of all staff assisted EF

services

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Internal Program Monitoring: WT, SNAP & WIOA

As a recipient of federal awards, CareerSource Pinellas is responsible for administering the awards in

accordance with applicable laws, regulations, provisions, and policies. Programmatic, administrative, and

fiscal monitoring is conducted to ensure the organization is fulfilling those requirements.


Schedule Review Period Program/Service Assigned Reviewer Summary of Review Results

November 2020 Aug – Oct 2020 EF Counseling Service



Code

Feb 2021 Nov 2020 - Jan

2021 MSFW J & B Administrator Review of all EF MSFW

Feb 2021 Nov 2020 - Jan 2021

I-9 J & B Administrator Review of all EF I-9 Services

Feb 2021 Nov 2020 - Jan

2021 WP Services J & B Administrator

Review of all staff assisted EF services

Feb 2021 Nov 2020 - Jan 2021

EF Counseling Service Code

J&B Administrator Review of all PY 20-21

Counseling 200 EF Service Code

May 2021 Feb - April 2021 MSFW J & B Administrator Review of all EF MSFW

May 2021 Feb - April 2021 I-9 J & B Administrator Review of all EF I-9 Services

May 2021 Feb - April 2021 WP Services J & B Administrator

Review of all staff assisted EF services

May 2021

Feb - April 2021 EF Counseling Service



Code


Schedule Review Period Program Assigned Reviewer Summary of Review Results

Ongoing July 2020-June

2021 WIOA MIS

Case review at RFO/Closure. Review of

documentation and review using monitoring tool.

Errors are reported to CC for correction and

resubmission


2021 WIOA MIS

Case review at enrollment. Review of documentation

and review using monitoring tool.


resubmission


2021 Welfare Transition MIS

Case review at JPR entry; sample of every 5th to 6th

case. Review using monitoring tool.

Errors are reported to CC and Supervisors for

immediate correction


2021 SNAP MIS

Case review at JPR entry; sample of every 5th to 6th

case. Review using monitoring tool.

Errors are reported to CC and Supervisors for

immediate correction

Ongoing - Monthly

July 2020-June 2021

Welfare Transition WTP Lead

Pre-Penalty report pulled on the 15th of every month to

ensure timely sanction requests

CCs are notified and action is required prior to COB the

same date

Ongoing - Biweekly

July 2020-June 2021

Welfare Transition WTP Lead

Engagement report, completed at least bi-

weekly, reviewing all cases without open activities.

If out of time standards, immediate case action is

taken by Lead.


2021 WIOA

WIOA Coordinator or MIS Lead

Q&A of all WIOA files submitted for approval


resubmission

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Information Item 4: One Stop Operator Update

Below is a summary of work completed under the One-Stop Operator Contract in the 2020-21 program

year:

1. Maintain Linkages

a. CSPIN Partner Portal launched in November 2019. Sixteen total partners have active

pages.

b. Partner Member list created and maintained throughout the year with total of 22 partners

included at year end.


Schedule Review Period Program Assigned Reviewer Summary of Review Results

July 2020- Sept 2020

Current Packets being Utilized

WT, SNAP, and WIOA Supervisor of

Programs

Review of intake packets to ensure all forms are current, correct, and of good quality

No Findings

July 2020 Current Inventory Supportive Services Finance A sample of cards to ensure balance is intact and on-site review of internal controls

N/A - COVID 19 Waiver, no issuances

August 2020 July-August 2019 Welfare Transition Supervisor of

Programs Review of WT case sample – IRPs and assigned hours

One data entry error, corrected

August 2020 July & August

2020 Supportive Services MIS Lead Desk Guide Process No Findings

July 2020- Sept 2020

Current Inventory Supportive Services Finance A sample of cards to ensure balance is intact and on-site review of internal controls

No Findings

Oct 2020 July–Sept 2020 SNAP Coordinator WTP/SNAP

Used DEO monitoring tool to review SNAP CC’s caseload

for accuracy

November 2020 September & October 2020

Supportive Services MIS Lead Desk Guide Process

December 2020 July 20 - Nov

2020 Welfare Transition

Supervisor of Programs

Sample of cases from each WT Career Counselor reviewed for overall

timeliness of case actions such as 2290’s, sanctions,

and hours

January 2020 November &

December 2020 Supportive Services MIS Lead Desk Guide Process

January 2021 - March 2021



Programs


February 2021 January 2021 Welfare Transition

(including Lutheran)

WTP Lead / Coordinator WTP/SNAP

Sample of cases from each WT Career Counselor

reviewed using the DEO tool

March 2021 January &

February 2021 Supportive Services MIS Lead Desk Guide Process

March 2021 January-February

2021 SNAP

Coordinator WTP/SNAP

Sample of cases from each SNAP CC - reviewed using

the DEO tool

April 2021 – June 2021



Programs


April 2021 January-March

2021 Welfare Transition

(including Lutheran)

WTP Lead / Coordinator WTP/SNAP

Sample of cases from each WT Career Counselor

reviewed using the DEO tool

May 2021 January-April

2021 SNAP

Coordinator WTP/SNAP

Sample of cases from each SNAP CC - reviewed using

the DEO tool

May 2021 March – April

2021 Supportive Services MIS Lead Desk Guide Process

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2. Coordinate Quarterly Meetings

a. Four quarterly partner meetings held during the year with strong partner engagement and

new addition of Partner Spotlight:

i. August 20, 2020 – 16 attendees from 7 partners; Partner Spotlight-Pinellas Ex

Offender Re Entry Coalition (PERC) and ServiceSource

ii. October 22, 2020

iii. February 18, 2021

iv. April 22, 2021

3. Memoranda of Understanding

a. MOUs with mandatory partners updated during the program year.

4. Universal Design/Barriers to Employment

a. Center visits to be conducted in November 2020 to assess current accessibility of

services.

5. Strategic Plan

a. Center visits to be conducted in November 2020 to assess current service delivery

against CSPIN vision of service. Summary of visits and recommendations will be

provided.

6. Customer Satisfaction Initiatives

a. Provided monthly analysis of Customer Service both onsite and remote; 100%

satisfaction.

b. Employability Skills Training surveys-Professional Networking Group shows the highest

response rate.

c. Net Promoter Survey (NPS) - response rate for August was up 6% compared to July roll-

out. 46% actual NPS score; goal is 30%.

d. Dynamic Works online customer service training refresher for all CSPIN staff is planned

for January 2021.

7. Internal Monitoring

a. Monitoring will be completed in December 2020 and June 2021.

Information Item 5: Program vs. Expenditure Review

July through August 2020

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Administrative Matters – Handout

A draft copy of the CareerSource Florida Administrative Policy – Supportive Services and Needs-Related Payments was included as a handout. As part of the compliance review, DEO would like us to have a Board approved Policy. After DEO finalizes the draft Policy, we will have it ready for Board approval. Ms. Brackney suggested a discussion about how the organization will move forward during this current shift in doing business. CareerSource Pinellas made the decision early on to remain open to the public and through the partnership with St. Petersburg College, have moved to workshops and a virtual platform to provide career counseling and other direct services remotely and via telephone. CareerSource Pinellas is now in a position to begin thinking more strategically about how to be proactive in addressing services from this point forward, rethinking the products and service delivery channels and how to deal with the increased number of job seekers that we are anticipating. Some ideas being discussed are a call center approach, smart sheet programs, and more virtual workshops. Jody Armstrong mentioned being proactive by reaching out to current users via email, phone, or text. Ms. Brackney said the professional networking groups have been well received, so we are looking to expand them and the call center concept. Mark Hunt added there are a multitude of platforms available that are conducive to short duration instructional platforms. The school district uses Canvas which is built for education. Jason Krupp said they created an appointment scheduling tool through Microsoft Outlook called Bookings, a module plugin where you can add your signature line and publish it on the website and allow people to set appointments on their own. It ties into your Outlook Calendar. The user has complete control over the length of the appointment. Another idea would be to send out robocalls with specific information you want to convey.

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Rebecca Sarlo mentioned some techniques they are using, such as strategically scheduling short meetings with specific touch points. Also, they are doing a lot of telephone outreach and nurturing emails that are sent with messages relevant to them specifically. Public Comments – There were none. Members Comments Jason Krupp shared they awarded approximately $80,000 to the first group of students who have completed quick response or rapid training. They have approximately $500,000 in scholarships that were just awarded. They will be offering new solar energy training and line worker training in the spring. Adjournment The meeting was adjourned at 9:46 a.m.

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ACTION ITEM 2

Policy Approval - WP Administrative Policy 096,

Job Seeker Registration, Application and Services

with Local Operating Procedures The Florida Department of Economic Opportunity (DEO) has instituted a new process related to

Local Operating Procedures (LOPs) that coincides with the release of new administrative policies.

The goal of this new process is to ensure DEO is providing the oversight and support needed for

Local Workforce Development Boards (LWDBs) to administer and operate workforce programs in

a manner that meets federal and state requirements. The process creates a timeline for

introducing new and revising current administrative policies issued by DEO.

The revised WIOA Administrative Policy 096 has been presented to the LWDB following this new

process. There will be more to follow.

Based on the release of WIOA Administrative Policy 096, this Administrative Policy with LOPs

includes all the DEO administrative policy requirements.

Highlighted Changes:

• Requirement of staff to obtain job seekers permission to create a pseudo-SSN, as well as

clarification that job seekers registered under a pseudo-SSN are not counted in the LWDB’s

federal performance measures

• Outlining the requirements for creation of a Wagner-Peyser (WP) application whereby

individuals are required to have a WP application

• Expanding on the recording of services provided to job seekers through Basic and

Individualized Career Services

• Providing a more detailed explanation regarding the exit of participants from WP services RECOMMENDATION Approval of WIOA Administrative Policy 096 - Job Seeker Registration, Application and Services

Administrative Policy with Local Operating Procedures (LOPs).

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Administrative Policy with Local Operating Procedures

Policy Number

WP-P-96-14

Title: Job Seeker Registration, Application and Services

Program: Wagner-Peyser

Effective:

Revised:

I. PURPOSE AND SCOPE

The purpose of this policy is to provide Local Workforce Development Board 14 (LWDB 14) employees with the minimum requirements for job seeker registration and services in Employ Florida.

II. BACKGROUND

The purpose of the Employment Service system is to improve the functioning of the nation's labor markets by bringing together qualified job seekers and employers who are seeking workers. Additionally, each state must administer a labor exchange system that can:

a) Assist job seekers find employment and promoting their familiarity with

Employ Florida. b) Assist employers fill jobs. c) Facilitate the match between job seekers and employers. d) Participate in a system allowing for the movement of labor among the

states, including the use of a standardized classification system. e) Meet the work test requirements of the Reemployment Assistance

program. f) Provide labor exchange services as identified in Section 7(a) of the Wagner-

Peyser Act.

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Policy Number WP-P-96-14 Page 2 of 8

The Wagner-Peyser Act, as amended by the Workforce Innovation and Opportunity Act of 2014 (WIOA), provides specific guidelines for job seeker registration. 20 CFR 652.207 requires labor exchange services be made available to all job seekers, including Reemployment Assistance claimants, veterans, migrant and seasonal farmworkers, and individuals with disabilities. As described in the Wagner-Peyser Act, the state must have the capacity to deliver statewide labor exchange services through self-service, facilitated self-help service, and staff-assisted service.

III. AUTHORITY

Wagner-Peyser Act of 1933, as amended by the Workforce Investment Act of 1998 and the Workforce Innovation and Opportunity Act of 2014

Workforce Innovation and Opportunity Act of 2014

20 CFR 652.207, 652.3, 677.150(a)(3), 1010

Training and Employment Guidance Letter Number 10-16, Change 1

DEO Administrative Policy 03-040

IV. POLICIES AND PROCEDURES

A. Job Seeker Registration Requirements Job seekers who use self-service may be registered in Employ Florida, but registration is not required. Job seekers receiving Wagner-Peyser funded, facilitated self-help (hereafter referred to as “informational services”) and staff-assisted services must complete either a partial or full registration on the Employ Florida website. For job seekers to receive staff-assisted services, career center staff must create a Wagner-Peyser application in Employ Florida as outlined in Section IV.F Wagner-Peyser Application of this policy. Job seekers may self-register or career center staff may register a job seeker. Prior to registering a job seeker, career center staff must first check to see if the job seeker is already registered in Employ Florida. If the job seeker is not already registered, career center staff must ensure they have obtained the job seeker’s permission prior to creating a new registration. LWDB 14 has established local operating procedures that allow the job seeker’s permission to be obtained either verbally or in writing. A case note must be included on the job seeker’s account stating the job seeker granted staff permission to create the account.

Note: For instructions on how to complete a job seeker registration, please refer to the Manage Individuals Chapter of the Virtual One-Stop User Guide.

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https://www.doleta.gov/programs/wagner-peyser-statute.cfm



https://www.govinfo.gov/content/pkg/PLAW-113publ128/pdf/PLAW-113publ128.pdf

http://www.ecfr.gov/cgi-bin/text-idx?SID=9afcecfccbb77b9e9456248d5d52017a&mc=true&node=20160819y1.76

http://www.ecfr.gov/cgi-bin/text-idx?SID=9afcecfccbb77b9e9456248d5d52017a&mc=true&node=20160819y1.76

https://www.govinfo.gov/content/pkg/CFR-2017-title20-vol4/xml/CFR-2017-title20-vol4-sec677-150.xml

https://wdr.doleta.gov/directives/corr_doc.cfm?DOCN=3255

http://www.floridajobs.org/docs/default-source/office-of-workforce-services/msfw_adminpolicy03-040_011317.pdf?sfvrsn=2

https://www.employflorida.com/vosnet/Default.aspx

https://www.employflorida.com/vosnet/Default.aspx

https://www.employflorida.com/admin/gsipub/htmlarea/uploads/Staff%20Guide_03_Manage_Individuals.pdf



1. Migrant and Seasonal Farmworker Registration Migrant and Seasonal Farmworkers (MSFWs) may complete either a partial or full registration in Employ Florida in accordance with Administrative Policy 03-040 - WP MSFW and Agricultural Employer Services Procedures. For MSFWs to receive staff-assisted services, a Wagner-Peyser application must be created as outlined in Section IV.F Wagner-Peyser Application of this policy.

2. Use of Pseudo Social Security Numbers

Staff can create pseudo social security numbers (SSNs) for the sole purpose of registration in Employ Florida. The only reasons for which a pseudo-SSN may be created are when a job seeker requests not to use his/her SSN or when a duplicate registration exists. A pseudo-SSN may not be used to create a registration for a job seeker without his/her knowledge and consent due to staff not having the job seeker’s SSN. Pseudo-SSNs cannot be created by a job seeker.

To create a pseudo-SSN in Employ Florida, staff must enter information on the job seeker as follows:

• Enter “9” as the first digit.

• Enter the last two digits of the job seeker's birth year as the next two digits.

• Enter “00” as the two middle digits.

• Enter the month and date of birth sequentially as the last four digits.

Example Date of Birth: February 6, 1977 Pseudo SSN: 977 00 0206

If the pseudo-SSN is already being utilized, a unique number may be created by altering the middle two digits consecutively from “00” until an unassigned number is found. Once the pseudo number is created, it is the responsibility of staff to enter the registration for the job seeker.

Upon completing the registration of the job seeker, staff must enter a case note in the job seeker’s Employ Florida account stating the job seeker granted staff permission to create the account with a pseudo-SSN and the reason a pseudo-SSN was used.

Note: Job seekers who are registered in Employ Florida with a pseudo-SSN are not counted in LWDB 14’s federal performance measures due to the inability to match the job seeker with wage records that confirm his/her employment status. For job seekers to be matched with wage records, a valid SSN is required.

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http://sitefinity.floridajobs.org/docs/default-source/office-of-workforce-services/msfw_adminpolicy03-040_011317.pdf?sfvrsn=2





B. Wagner-Peyser Application

A Wagner-Peyser (WP) application must be completed before any staff-assisted services are provided and recorded in Employ Florida. This includes job referrals and events/services (except for informational workshops) that are set up for tracking through the Events Calendar (e.g., PREP and RESEA-related services).

The creation of a WP application is required for the following individuals: 1. Job seekers who need staff-directed assistance to find employment. 2. Job seekers who are eligible for or receiving services through the following

programs: a) Jobs for Veterans State Grant (if being case managed); b) Priority Reemployment Planning (PREP); c) Reemployment Services and Eligibility Assessment

(RESEA); and d) MSFW.

3. Claimants complying with state Reemployment Assistance laws or regulations that require registration with the public labor exchange system as a condition for continued receipt or eligibility for benefits.

Depending on the level of participation (reportable individual or participant), the application may or may not be complete. Reportable individuals will have a WP application that indicates “Registration Only” and will not include a participation date.

To initiate participation in the WP application, the Participation Form must be completed, a participation date must be entered, and a service that initiates participation must be recorded in the Activities/Enrollments/Services sub-application.

Note: For instructions on how to complete the WP application, please refer to the Wagner-Peyser Chapter of the Virtual One-Stop User Guide.

C. Recording Services Provided to Job Seekers

The job seeker’s activity history/service plan screen in Employ Florida is used to record all services received, including Wagner-Peyser funded basic career services and individualized career services. The purpose of providing services is to enhance the job seeker’s ability to become employed. Staff must not record a service on a job seeker’s activity history/service plan unless the service was provided with the individual’s knowledge.

The Employ Florida Service Code Guide outlines the various service code titles and definitions as well as the documentation/case note requirements. Wagner-Peyser funded services must be recorded in Employ Florida in accordance with the Employ Florida Service Code Guide. The guide also identifies if services trigger participation.

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https://www.employflorida.com/admin/gsipub/htmlarea/uploads/Staff%20Guide_05_Programs_Wagner-Peyser.pdf

http://www.floridajobs.org/docs/default-source/lwdb-resources/programs-and-resources/wioa/2020-wioa/service-code-guide-update_june2020.pdf?sfvrsn=aa1a46b0_2





Career center staff must record services provided to job seekers within 15 days of the date the service was provided.

1. Basic Career Services and Individualized Career Services

Basic career services fall into three categories: self-service, informational services, or staff-assisted services. Self-service activities occur when job seekers independently access any of the workforce development system products or services either directly (at a physical location, such as a career center) or remotely via the use of electronic technologies (Employ Florida). Informational services or activities are those that provide readily available information that do not require an assessment by a staff member of the job seeker’s skills, education, or career objectives. Self-services and informational-only services do not trigger or extend participation and do not require the collection of eligibility documentation. For basic career services, a reportable individual becomes a participant when he or she receives a service that is neither self-service nor informational: an individualized career/staff-assisted service. An individualized career service involves significant staff time and customization to each job seeker’s needs (e.g., specialized assessments, developing an Individual Employment Plan, career counseling, etc.). Staff-assisted services trigger and extend program participation. Basic career services and individualized career services may be provided by any career center staff.

D. Veterans’ Priority of Service

Veterans or other covered persons, as defined in 20 CFR Part 1010.110, enrolled in the Wagner-Peyser program or receiving services must receive priority of service at the point of entry. Points of entry include physical locations, such as career centers, as well as websites and other virtual service delivery resources. Veterans and covered persons who register in Employ Florida receive a pop-up message to ensure they are advised of their entitlement to priority of service and the types and scope of services available under priority of service. See CareerSource Pinellas Policy 102-14-2021 Veteran Intake

E. Wagner-Peyser Participant Exit

A job seeker is considered to have exited the program when the job seeker has not received, for at least 90 consecutive days, a service from any partner program in which the job seeker is co-enrolled that triggers or extends participation and does not have a future service that triggers or extends participation scheduled. In this instance, the job seeker is referred to as having “soft exited.” If the job seeker is co-enrolled in the Trade Adjustment Assistance or Workforce Innovation and Opportunity Act programs, the

23



participant will not exit until he/she has not received a service that triggers or extends participation for any co-enrolled program for 90 days.

Staff may not prolong a job seeker’s exit from the program by providing informational-only services and recording them as staff-assisted services (e.g., Service Code 116 – Received Service from Staff Not Classified). Further, staff may not prolong a job seeker’s exit from the program by recording a service that occurred without the knowledge and consent of the job seeker. For example, staff may not conduct a job search on behalf of a job seeker without his/her knowledge and consent, provide the results of the job search to the job seeker via email or the Employ Florida message center, and record Service Code 114 – Staff-Assisted Job Search.

Additionally, a job seeker may be “hard exited” from the program if the job seeker meets one of the following global exclusions by:

• Becoming incarcerated in a correctional institution or becoming a

resident of an institution or facility providing 24-hour support.

• Receiving medical treatment that is expected to last longer than 90 days and precludes entry into unsubsidized employment or continued participation in the program.

• Being deceased.

• Serving as a member of the National Guard or other reserve military unit of the armed forces and being called to active duty for at least 90 days.

A case note must be entered on the job seeker’s case file indicating why the hard exit was done.

F. State and Local Monitoring

Services and activities provided under WP must be monitored annually for compliance with WP requirements by DEO. DEO will monitor the requirements outlined in this policy and local operating procedures. Additionally, LWDB 14 will establish local monitoring policies and procedures that include, at minimum:

1. Roles of the participant and LWDB 14 staff; and 2. Local monitoring procedures of Wagner-Peyser.

At the local level, LWDB 14 conducts the necessary oversight and monitoring to ensure services and activities provided under WP are provided in a manner that aligns with federal and state laws, regulations and policies, as well as its own LOPs. LWDB 14 will ensure participating providers agree to cooperate with monitoring efforts by the state and/or LWDB 14 and adhere to all other applicable local, state and federal rules and regulations.

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V. DEFINITIONS

1. Covered Persons – As defined in section 2(a) of the Jobs for Veterans Act of 2002 (38 U.S.C. 4215(a)) means a veteran or eligible spouse. Covered person is also defined in 20 CFR 1010.110.

2. Facilitated Self-Help Services or Informational Services – Program

services or activities that provide readily available information that do not require an assessment by a staff member of the job seeker’s skills, education, or career objectives nor significant staff involvement.

3. Job Seeker – An individual actively seeking employment.

4. Participant – A participant is a reportable individual who has received

services other than the services described in 20 CFR. 677.150(a)(3) after satisfying all applicable programmatic requirements for the provision of services, such as an eligibility determination. As set forth in more detail in 20 CFR. 677.150(a)(3), the following individuals are not participants:

• Individuals in an Adult Education and Family Literacy Act (AEFLA)

program who have not completed at least 12 contact hours.

• Individuals who only use the self-service system.

• Individuals who receive information-only services or activities, which provide readily available information that does not require an assessment by a staff member of the individual’s skills, education, or career objectives.

5. Priority of Service – With respect to any qualified job training program, a

covered person shall be given priority over non-covered persons for the receipt of employment, training, and placement services provided under a federally funded employment program.

6. Registration – The entering and submission of personal information in Employ

Florida to create an account.

• Partial Registration – A registration that includes the elements

necessary to establish a record and basic demographic data, but an Occupational Information Network (O*NET) code, background wizard, or resume has not been completed.

• Full Registration – A registration where all elements of a partial

registration have been completed and the job seeker has been assigned an O*NET code, completed the background wizard, or entered a resume on their personal profile to include additional essential employment-related information such as licenses or certifications that will enhance the placement of the job seeker.

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7. Reportable Individual – An individual who has taken action that demonstrates an intent to use program services and who meets specific reporting criteria of the program, including:

• Individuals who provide identifying information.

• Individuals who only use the self-service system; or

• Individuals who only receive information-only services or activities.

8. Self-Service – Occurs when individuals independently access the workforce development information system and activities. This can be done in either a physical location, such as a career center resource room or partner agency, or remotely via the use of electronic technologies.

9. Staff-Assisted Services – Program services provided that require significant

staff involvement. VI. REVISION HISTORY

Date Description

01/07/2021 Issued by the Florida Department of Economic Opportunity. 12/03/2020 Approved by CareerSource Florida Board of Directors.

02/20/2020 Approved by CareerSource Florida Board of Directors.

05/24/2019 Revised and issued by the Florida Department of Economic Opportunity.

04/26/2017 Issued by the Florida Department of Economic Opportunity. This policy supersedes and replaces DEO FG 03-035, Job Seeker Registration and Employer Services, issued on 05/08/2012.

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ACTION ITEM 3

Policy Approval - WIOA Administrative Policy 110,

Local Workforce Development Area and Board Governance












• Clarification has been added that distinguishes the processes for, and responsibilities of,

the local board when:

o The local board is serving in multiple functions

o Process if there is a failed One-Stop Operator (OSO) procurement whereby

causing the LWDB to be designated as the OSO or the board seeks to be included

in the solicitation of the OSO procurement process

o Procurement has failed where there was previously a contracted provider

• Guidance has been added on how an LWDB performing multiple functions will ensure that

steps are taken to eliminate/mitigate risks, ensure transparency, create firewalls and still

allow for operational efficiency and cost savings

• Implementation of an annual training program for the LWDB to familiarize local board

members with the state’s workforce development goals and strategies

RECOMMENDATION Approval of WIOA Administrative Policy 110 - Local Workforce Development Area and Board

Governance Administrative Policy with Local Operating Procedures (LOPs).

27


Policy Number

WIOA-B-110-14

Title:

Local Workforce Development Area and Board Governance

Program:

Workforce Innovation and Opportunity Act

Effective:

Revised:


The purpose of this policy is to provide guidance to Chief Local Elected Official

(CLEOs), Fiscal Agents, Local Workforce Development Board 14 (LWDB 14),

LWDB 14 Chairperson, LWDB 14 Executive Directors, LWDB 14 staff, and

workforce system partners on the requirements for local workforce

development area (“local area”) and LWDB14 governance. This policy outlines

key roles, responsibilities, and requirements of the entities/individuals that

make up the workforce development system within the local area.

This policy also identifies and describes required agreements to ensure the

local area serves as a jurisdiction for the administration of workforce

development activities and expenditure of Workforce Innovation and

Opportunity Act (WIOA) adult, dislocated worker, and youth funds allocated to

LWDB 14 by the state.

II. BACKGROUND

WIOA envisions a workforce development system that focuses on the needs

of job seekers and businesses; and anticipates and responds to the needs of

local and regional economies.

WIOA requires LWDB 14 and CLEOs to design and govern the system

regionally, align workforce policies and services with regional economies and

support service delivery strategies tailored to those needs. The local area

serves as a jurisdiction for the administration of workforce development

activities which requires the CLEO to play an active role in both the strategic

planning and ongoing operation of the local system. Agreements between the

CLEO and the entities responsible for the local workforce development system

will address how the local area functions and how administrative tasks will be

carried out within the local area.

28

Local Workforce Development Area and Board Governance Policy Number WIOA-B-110-14

Page 2 of 17

III. AUTHORITY

Public Law 113-128, Workforce Innovation and Opportunity Act, Sections

106 and 107

20 Code of Federal Regulations 679.310



Sections 445.004 and 445.007, F.S.

Chapter 119, F. S.

Chapter 286, F.S.

CSF Strategic Policy 2020.02.20.A.1 – Board Governance and

Leadership CSF Strategic Policy 2018.09.26.A.1 – Ethics and

Transparency Policy


A. Roles and Responsibilities

1. Chief Local Elected Official (CLEO)

Pursuant to WIOA sec. 3(9), the CLEO is the chief elected executive officer

of a unit of general local government in a local area and, in a case in which

a local area includes more than one unit of general local government, the

representative(s) under the agreement (interlocal, consortium, and other

agreements as described in Section IV.E.1. of this policy) that specifies the

respective roles.

The CLEOs responsibilities include:

a) Requesting local area designation (as prescribed in Administrative

Policy 94 – Local Workforce Development Area Designation);

b) Appointing members to LWDB 14;

c) Requesting LWDB 14 certification (as prescribed in Administrative Policy 091

– Local Workforce Development Board Composition and Certification);

d) In coordination with the local board, establishing bylaws;

e) Designating a fiscal agent (if not serving as grant recipient);

f) Remaining liable for any misuse of WIOA grant funds by the local area;

g) In coordination with the local board and/or staff to the board,

negotiating and reaching agreement on LWDB 14 performance 29


https://www.law.cornell.edu/cfr/text/20/679.310






https://careersourceflorida.com/wp-content/uploads/2020/03/Board-Governance-and-Leadership-Policy.pdf

https://careersourceflorida.com/wp-content/uploads/2020/03/Board-Governance-and-Leadership-Policy.pdf

https://careersourceflorida.com/wp-content/uploads/2018/09/09_CSF-Ethics-and-Transparency-Policy-FINAL.pdf


http://www.floridajobs.org/docs/default-source/lwdb-resources/policy-and-guidance/guidance-papers/2017-guidance-papers/localareadesignatn-ap94.pdf?sfvrsn=2e3770b0_4



http://floridajobs.org/docs/default-source/lwdb-resources/policy-and-guidance/guidance-papers/2021-guidance-papers/adminpolicy091_wioa-lwdb-composition-and-certification---final-01072021.pdf?sfvrsn=adb94db0_2





Page 3 of 17

measures with the state;

h) Negotiating with LWDB 14 and required partners to maintain the

workforce delivery system through the Memorandum of

Understanding (as prescribed in Administrative Policy 106 -

Memorandums of Understanding and Infrastructure Funding

Agreements); and

i) Partnering with LWDB 14 and planning region, if appropriate, to

develop and submit the WIOA local plan and regional plan.

The CLEO may delegate the listed administrative functions except:

a) Appointment of members to LWDB 14.

b) Designation of a fiscal agent (designation of a fiscal agent does not

relieve the CLEO or Governor of liability for misuse of grant funds –

20 CFR 679.420).

The CLEO may remove a member of LWDB 14, the executive director of

LWDB 14, or the designated person responsible for the operational and

administrative function of LWDB 14 for cause.1

2. Fiscal Agent

The fiscal agent is the entity designated by the CLEO to perform accounting

and funds management on behalf of the CLEO. The duties of the fiscal

agent may include but are not limited to:

a) Receiving funds;

b) Ensuring sustained fiscal integrity and accountability for

expenditures of funds in accordance with Office of Management and

Budget (OMB) circulars, WIOA, corresponding federal regulations,

state law, and state policies;

c) Responding to audit financial findings;

d) Maintaining proper accounting records and documentation;

e) Preparing financial reports; and,

f) Providing technical assistance to sub-recipients regarding fiscal issues.

Although the appropriate role of the fiscal agent should be limited to

accounting and funds management functions rather than policy or service

delivery, there may be circumstances in which the fiscal agent may be

LWDB 14, the procured one-stop operator or the workforce services

provider and/or youth service provider.

1 Section 445.007(2)(c)

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Page 4 of 17

At the direction of LWDB 14, the fiscal agent may have the following

additional functions:

a) Procure contracts or obtain written agreements;

b) Conduct financial monitoring of service providers; and

c) Ensure an independent audit is conducted of all employment and

training programs.

3. Local Workforce Development Board

LWDB 14 is appointed by the CLEO in the local area in accordance with

state criteria established under WIOA sec. 107(b) and certified by the

Governor every two years in accordance with WIOA sec. 107(c)(2). The

state’s criteria for LWDB certification is found in Administrative Policy 091

– Local Workforce Development Board Composition and Certification.

LWDB 14 provides strategic and operational oversight, assists in

achievement of the state’s strategic and operational vision and goals, and

maximizes and continues to improve quality of services, customer

satisfaction, and effectiveness of services provided. LWDB 14

responsibilities include, but are not limited to:

a) Developing and submitting local and, if applicable, regional plans;

b) Conducting workforce research and regional labor market analysis;

c) Convening local workforce development system stakeholders to

assist in the development of the local plan and identify expertise and

resources to leverage support for workforce development activities;

d) Leading efforts to engage a diverse range of employers and other

entities in the region;

e) Leading efforts to develop and implement career pathways;

f) Leading efforts in the local area to identify and promote proven and

promising strategies and initiatives for meeting the needs of

employers, workers, and jobseekers;

g) Conducting oversight of the WIOA adult, dislocated worker, and

youth programs and the entire workforce delivery system, ensure the

appropriate use and management of WIOA funds, and ensure the

appropriate use, management, and investment of funds to maximize

performance outcomes;

h) Negotiating and reaching agreement on local performance measures

with the CLEO and the state;

i) In partnership with the CLEO, establishing bylaws and codes of

conduct for LWDB 14 members, LWDB 14 CEO and staff to the

LWDB 14; and;

j) Establishing additional monitoring and reporting requirements if one

entity fulfills multiple functions to ensure the entity is compliant with

WIOA, final rules and regulations, OMB circulars, and the state's

conflict of interest policy.

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Page 5 of 17

A full list of LWDB functions can be found in WIOA sec. 107(d) and 20

CFR 679.370.

4. Local Workforce Development Board Chairperson

The LWDB 14 chairperson is elected by the members of LWDB 14 and must

be one of the business representatives on the board. The LWDB 14

chairperson shall serve a term of no more than two years and shall serve

no more than two terms. At a minimum, the state will review the LWDB 14

chairperson’s term requirements during LWDB 14’s certification process as

described in Administrative Policy 091 – Local Workforce Development

Board Composition and Certification. The Department of Economic

Opportunity (DEO) will review LWDB 14’s composition during its annual

programmatic monitoring, which may include a review of the LWDB 14

chairperson’s term(s).

The LWDB 14 chairperson’s duties may include but are not limited to:

a) Leading the board to develop a guiding vision that aligns with the

state’s priorities;

b) Acting as the lead strategic convener to promote and broker effective

relationships between CLEOs and economic development,

education, and workforce partners in the local area;

c) Leading an executive committee to guide the work of the board, and

ensure that committees or task forces have necessary leadership

and membership to perform the work of the board; and

d) Leading the agenda setting process for the year and guide meetings

to ensure both tactical and strategic work is completed in all

meetings.

5. Local Workforce Development Board Executive Director

LWDB 14 may hire a qualified executive director and staff to assist in

ensuring the functions of the local board are achieved. LWDB 14 must

ensure the individual or entity designated as the executive director has the

requisite knowledge, skills, and abilities to meet identified benchmarks and

to assist in effectively and ethically carrying out the functions of LWDB 14

which may include, but is not limited to:

a) Coordinating with the CLEOs regarding the identification and

nomination of members to LWDB 14 and ensuring membership is

compliant with WIOA and Florida Statutes;

b) Organizing board meetings and ensuring meetings are held

according to LWDB 14’s bylaws and Florida’s sunshine laws;

c) Developing and submitting the local and regional workforce

development plan;

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Page 6 of 17

d) Conducting oversight of the WIOA adult, dislocated worker, youth

programs and the entire one-stop delivery system, including

development of policies and monitoring the administration of the

programs;

e) Negotiating and reaching agreement on local performance measures;

f) Negotiating with CLEO and required partners for the Memorandum

of Understanding (as prescribed in Administrative Policy 106 -

Memorandums of Understanding and Infrastructure Funding

Agreements);

g) In compliance with local board procurement policy, provide oversight

of the competitive procurement process for procuring or awarding

contracts for providers of youth program services, providers of

workforce services (if applicable), and the one-stop operator as

required in paragraph (I) of 20 CFR 679.370;

h) Developing a budget for activities of LWDB 14; and

i) Certifying the one-stop career centers. One-stop certification

requirements may be found in Administrative Policy 93 – One-Stop

Career Center Certification Requirements

B. One Entity Performing Multiple Functions

WIOA establishes clear roles and responsibilities for each entity or

organization involved in the workforce delivery system. LWDB 14 should

make every effort to ensure that roles and duties of workforce delivery

system entities are clearly delineated. This includes efforts to designate or

procure the functions of the fiscal agent, staff to LWDB 14, one-stop

operator, direct provider of workforce services, and provider of youth

program services.

One entity may perform multiple functions if appropriate firewalls and

internal controls are in place. Local entities or organizations often function

simultaneously in a variety of roles, including fiscal agent, board staff, one-

stop operator, provider of career services, and provider of youth services.

See Section IV.B.3. of this policy for agreement requirements for one entity

(not LWDB 14) performing multiple functions.

See Section IV. C. 1. for requirements for LWDB 14 serving multiple functions.

C. Local Workforce Development Boards as Direct Providers of

Workforce Services

Ideally, entities providing workforce services are procured through LWDB

14, which is responsible for monitoring and overseeing the contracts, as well

as services performed through the contract. LWDB 14 is designed to

oversee the workforce delivery system and its services. Chapter

445.007(6), F.S. allows LWDB 14 to be designated as the one-stop operator

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http://www.floridajobs.org/docs/default-source/2017-guidance-papers/oscc_certification-ap93.pdf?sfvrsn=4




Page 7 of 17

and direct provider of services (except training services), with the

agreement of the CLEO and governor based on the criteria established by

the state workforce development board.

LWDB 14 seeks to provide workforce services, except training services, will

follow the requirements established in Administrative Policy 083 – Direct

Provider of Workforce Services.

Before LWDB 14 may be designated as the one-stop operator, LWDB 14

must still follow criteria established in Administrative Policy 097 – One-Stop

Operator Procurement.

1. Local Workforce Development Boards Serving Multiple Functions

Should LWDB 14 serve multiple functions, it must be able to

demonstrate that roles, responsibilities and duties of each function are

clearly defined and delineated in locally established processes and

procedures that clearly detail:

a) How functions are sufficiently separated;

b) Descriptions of the steps the local area has taken to mitigate

risks that could lead to impropriety;

c) Firewalls (physical, technological, policies, etc.) created to

ensure such risks are mitigated; and

d) Oversight and monitoring procedures.

These processes and procedures must be included in the LWDB 14’s

WIOA Local Plan.

D. Temporary Assumption of Duties for Procured and Contracted Services

While LWDB 14 may provide workforce services and assume the role of

one-stop operator, many LWDBs procure and contract with providers for

these services. In certain critical circumstances, (e.g., sudden termination

of contract or failed procurement), the local board may be faced with needing

to temporarily assume the role(s) of one-stop operator, direct provider of

workforce and/or youth program services. When this happens, LWDB 14

may request to temporarily assume the responsibilities that were being

provided by a contracted vendor or services being sought when the

procurement failed. Requests for boards to act as a one-stop operator and

provider of workforce and/or youth program services on a time-limited basis

must be approved by the CLEO and submitted to DEO. The request must

include the duration for which the board will act as a one-stop operator and

provider of services. DEO will make a recommendation to the state

workforce development board.

34

http://www.floridajobs.org/docs/default-source/lwdb-resources/policy-and-guidance/guidance-papers/2017-guidance-papers/adminpol083_wioa-dirsvcprovider.pdf?sfvrsn=351c4db0_2



http://www.floridajobs.org/docs/default-source/lwdb-resources/policy-and-guidance/guidance-papers/2017-guidance-papers/adminpol097_onestopprocurement_final_9252017.pdf?sfvrsn=2acd72b0_6




Page 8 of 17

1. Sudden Termination of Contract

If the circumstance arises that LWDB 14 or LWDB 14 staff need to

temporarily serve in multiple roles due to sudden (unexpected)

termination of a contract, a new competitive solicitation must be reissued

timely. A new entity must assume the applicable role on or before the

end of the temporary designation.

In the event of a sudden termination of contract, LWDB 14 must submit

a formal request to serve in the capacity of the role in which the contract

was terminated.

LWDB 14 will:

a) Submit a request to serve in the role in which the contract was

terminated;

b) Provide documentation of the original contract and the

termination notification, which should include the reason for

termination;

c) Provide an explanation and an organizational chart showing who

will be responsible for assuming the role(s) temporarily. The

explanation and organizational chart must clearly illustrate how

the following will be enforced to minimize potential risks

associated with the temporary designation.

1. Separation of duties; (including but not limited to the

temporary removal of duties from certain areas/individuals to

allow assumption of the temporary role);

2. Firewalls; (including but not limited to restriction from access to

any information that may lead to impropriety); and

3. Conflict of interest requirements.

d) The length of time in which LWDB 14 seeks to temporarily serve

in the role in which the contract was terminated, not to exceed

one year from the date of request.

LWDB 14 will submit formal requests for temporary designation to

CareerSource Florida and DEO via email at

[email protected].

2. Failed Procurement

If the circumstance arises that LWDB 14 or LWDB 14 staff need to

serve in multiple roles due to failed procurement, LWDB 14 will:

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Page 9 of 17

a) Submit, in writing, the request to serve in the role sought through

the failed procurement and provide the following:

1. A copy of the competitive solicitation;

2. Proof of the announcement medium used (e.g., newspaper,

social media, website, email notification to potential bidders),

including documentation showing how long the

announcement was posted; and

3. The length of time LWDB 14 seeks to temporarily serve in the role.

b) An explanation and an organizational chart showing who will

temporarily be responsible for assuming the role(s). The

explanation and organizational chart will clearly illustrate how the

following will be enforced to minimize potential risks associated

with the temporary designation.

1. Separation of duties; (including but not limited to the

temporary removal of duties from certain areas/individuals to

allow assumption of the temporary role);

2. Firewalls; (including but not limited to restriction from access to

any information that may lead to impropriety); and

3. Conflict of interest requirements.

c) LWDB 14 will review the previously issued competitive solicitation

and identify any elements that led to the failed procurement (e.g.,

unrealistic compensation for requested services, duties outside

the scope of the role for which services are being sought);

d) Update and reissue the competitive solicitation (within one month

of being granted temporary authority to serve in the role in which

the procurement was not successful);

e) Once an entity is selected, notify DEO of the selection upon final

approval by LWDB 14; and

f) Onboard the selected entity of the new solicitation on or before

the end of the temporary designation.

The individual or entity contracted to fulfill the role of the LWDB 14

executive director must not be the one-stop operator or the provider of

workforce and/or youth program services.

Formal requests for temporary designation will be sent to

CareerSource Florida and DEO via email at

[email protected].

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3. Local Workforce Development Area Multi-Function Agreement

For circumstances in which an entity or organization, other than the local

workforce development board, has been selected or otherwise

designated to perform more than one function, the required contract or

written agreement must include a clause to clarify how the entity will

carry out its responsibilities while demonstrating compliance with WIOA

and corresponding regulations, relevant OMB circulars, and the state's

conflict of interest policy. The written clause in the contract or agreement

must include, at a minimum, the following requirements:

a) Definition of roles and responsibilities/duties per function (e.g., fiscal

agent, one-stop operator, and/or procured provider of workforce or

youth program services);

b) Description of the separation of staff duties under each role, including

deliverables for each separate function;

c) Description of how budget authority is separated, including separate

line-item budgets for each function; and

d) Description of how staff duties will be completed while demonstrating

compliance with WIOA and corresponding regulations, OMB

circulars, and the state's conflict of interest policy, including how

conflict of interest will be minimized;

e) Description of the roles and responsibilities within the organization,

including an organizational chart, and sustainability if a function is

removed; and

f) Description of how fiscal monitoring will occur if the fiscal agent is

performing multiple functions.

The written clauses in the agreement are intended to limit conflicts of

interest or the appearance of conflicts of interest, minimize fiscal risk, and

develop appropriate firewalls within a single entity performing multiple

functions.

E. Governance Agreements

Implementation of a local workforce development system pursuant to WIOA

requires that the CLEOs play an active role in both strategic planning and

ongoing operation of the local system. When a local area includes more

than one unit of general local government, the chief elected officials of such

units may execute a written agreement that specifies the respective roles

and liability of the individual chief elected officials. Chief local elected

officials are liable in their official capacity but not personally liable for the

misuse of WIOA funds.

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1. Interlocal, Consortium and Other Agreements

The purpose of having interlocal, consortium or other governing

agreements is to ensure the decisions that are delegated to CLEO(s), or

a consortium, reflect the agreement of all the chief elected officials in all

jurisdictions of a local area and consistent with requirements established

in s 163.01, F.S. These agreements are between the chief elected

officials of each jurisdiction within the local area and must contain

signatures of the representative(s) authorized to enter into such

agreements.

The interlocal or consortium agreement will clearly state the level of

agreement to be reached amongst the governmental entities involved

and identify the roles and responsibilities of the CLEOs within the local

area. At a minimum, applicable agreements will address:

a) Identification of local workforce development area - The

agreement will clearly identify the units of local government which

are covered by the agreement and which make up the local area.

b) Designation and responsibilities of the CLEO - The parties to the

interlocal agreement should identify the county commissioners

and/or mayors to serve as the CLEO(s) of the local area for the

purposes of approving local and, if appropriate, regional plans;

establishing policy; authorizing WIOA expenditures; establishing

contracts; paying for services outside of the local area; or paying

costs associated with monitoring or audit findings or sanctions.

Areas where a consortium is serving in the capacity to perform the

duties and functions of the CLEO will describe the

duties/responsibilities of the consortium, members that make up the

consortium, and the authority of its members in an agreement signed

by the applicable elected officials or their authorized designee.

c) Establishment, appointment, and operation of the LWDB - The

agreement should include an agreed upon process for establishing

and appointing LWDB 14 members, including:

1. Membership of LWDB 14 that is consistent with WIOA and

state guidance; and

2. How the needs of all geographical areas in all jurisdictions

will be represented within the local area.

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Page 12 of 17

d) Designation and responsibilities of the fiscal agent - The fiscal

agent is the entity designated to perform accounting and funds

management on behalf of the CLEO. The agreement will identify the

entity performing these duties.

e) Process for CLEOs to provide input - The agreement will

include a process for all CLEOs to provide input for the

purposes of reaching a consensus on critical decisions that

may impact the local workforce development system.

f) Liability - Under WIOA, CLEOs are liable for misspent funds,

disallowed costs, funds spent fraudulently, and potential sanctions for

nonperformance. Therefore, it is recommended that CLEOs within a

local area agree on how liability will be addressed. The following

questions can be used to guide such discussions:

1. How will sanctions related to performance be shared

among the jurisdictions within the local area?

2. How will the issue of disallowed costs or misspent funds that

cannot be covered by federal grant funds be addressed?

g) Performance Accountability – Generally, performance

accountability is addressed in the WIOA local plan. However, CLEOs

should agree on an approach to performance accountability. The

following questions may be used to guide such discussions:

1. Who will be responsible for negotiating local performance

measures with the state (the Executive Director / staff to the

board, local board)?

2. Will the local area have any performance criteria in addition to

federal and state criteria? How will performance be

administratively tracked locally?

3. Will performance-related incentives be shared among the

jurisdictions within the local area?

h) Dispute Resolution Process - The governing agreement should

include provisions for resolving disputes. Below are possible issues

to address in the agreement relative to dispute resolution:

1. What types of disputes arise to the level of needing a dispute

resolution process?

2. What type of dispute resolution process should be used

(mediation, arbitration, consultation with state, etc.)?

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i) Other Agreement Provisions (Miscellaneous)

1. Duration of the agreement; and

2. Process for modification or termination of agreement.

2. Bylaws

Bylaws are the provisions by which the local area is governed and LWDB

14 and its operations are managed. They provide consistency and

clarification on the roles and responsibilities of the various

representatives governing the local workforce development system.

LWDB 14 ensures that its bylaws are up- to-date and in alignment with

requirements of WIOA and state policy. At a minimum, the following are

reflected in the local area’s bylaws.

a) Purpose and Responsibilities (Functions) – Describes the

purpose of LWDB 14 (e.g., to set policy and establish oversight

of the workforce development system). Describe the functions or

the responsibilities of LWDB 14 (e.g., the local board has the

responsibility to provide strategic and operational oversight,

assists in achievement of the State's strategic and operational

vision and goals, and maximizes and continues to improve quality

of services, customer satisfaction, and effectiveness of services

provided). A list of the board’s responsibilities can be found in

Section IV.A.3. of this policy.

b) Membership – Includes the processes and procedures for the

following:

1. Recruiting, nominating, vetting and appointing board members;

2. Filling LWDB 14 member vacancies; and

3. Resignation, reasons for disqualification, removal, and

reappointment of board members.

Board membership and composition requirements can be

found in Administrative Policy 091 - Local Workforce

Development Board Composition and Certification.

c) Authority of LWBD – Includes the power and authorities of

LWDB 14, including authority to recommend, select, and hire an

Executive Director to perform operational and administrative

functions of the board.

d) Duties of the Members – Describes the duties and term limits of

the board members.

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http://www.floridajobs.org/docs/default-source/lwdb-resources/policy-and-guidance/guidance-papers/2021-guidance-papers/adminpolicy091_wioa-lwdb-composition-and-certification---final-01072021.pdf?sfvrsn=adb94db0_2




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e) Officers – Describes the authority of its officers, including terms

of office, and board officer duties.

f) Committees – Describes the types of committees (e.g.,

executive committee, finance committee, nominating committee,

etc.) as well as their authorities, responsibilities, terms of

committee members and chairpersons, who has the authority to

appoint committee members, and who may sit on the committee.

LWDB 14 prohibits any LWDB 14 staff from serving as members

of a committee or subcommittee.

g) Meetings and Minutes– Describes frequency of meetings and

describes how regular board and committee meetings are

planned and conducted. LWDB 14 also describes the process

and requirements for calling special and emergency meetings,

what constitutes an emergency meeting or special meeting, and

who is authorized to call such meetings. This includes but is not

limited to the requirement to provide the schedule to the board

members and the public.

1. Record Keeping – LWDB 14 describes how meeting minutes

will be scribed/recorded, retain records of board members

who are present/absent, and record official acts of the board

including the number of votes of members (yeas, nays, and

abstentions). Meeting minutes are made available publicly on

LWDB 14’s website.

2. Voting, Board Actions, and Conflict of Interest – Includes

voting and quorum requirements, records official acts of the

board including the number of votes of members (yeas, nays,

and abstentions). Abstentions due to conflict of interest must

be recorded, include the name of the abstaining member, and

the reason for abstention.

Strategic Policy 2012.05.24.A.2 - State and Local Workforce

Development Board Contracting Conflict of Interest Policy

provides guidelines for approving contracts in which a conflict

of interest may exist.

LWDB 14 adheres to requirements in the Grantee-Subgrantee Agreement

for board member conflicts of interest disclosures and applicable

requirements. This includes but is not limited to the requirement to adopt

and abide by a conflict of interest policy that ensures compliance with state

and federal law, regulations and policies.

LWDB 14 members and staff maintain integrity, accountability and

transparency in decisions and actions that earn and protect the public trust

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https://careersourceflorida.com/wp-content/uploads/2017/05/2012.05.24.A.2-State_LWDB-COI-Policy.pdf




Page 15 of 17

in compliance with Strategic Policy 2018.09.26.A.1 - Ethics and

Transparency Policy. This includes taking all necessary steps to avoid the

appearance of conflicts of interest.

LWDB 14 is subject to open government and confidentiality requirements in

Chapters 119 and 286, Florida Statutes (F.S).2

While it is preferable that the elements outlined in Section IV. E. of this

policy be contained in comprehensive documents as described, it is

acceptable that the items identified in this section be contained in separate

agreements (memoranda of understanding, governing policies and

procedures, etc.), as long as the requirements of this section are clearly met.

F. New Board Member Orientation and Annual Training

Members appointed to LWDB 14 are required to participate in orientation

and annual training to ensure they understand the purpose of their

participation on LWDB 14. The purpose of orientation and training is to

provide LWDB 14 members with information that empowers them to

effectively serve as a board member. LWDB 14 takes all reasonable steps

necessary to encourage attendance by the CLEO at board member

orientation and training.

1. New LWDB Member Orientation

All new board members, within six months of appointment, complete a

new board member orientation. The board has developed board

member orientation for board members, which will cover at a minimum:

a) Overview of WIOA;

b) Overview of the workforce development system and structure;

c) The state’s workforce development system goals and strategies;

d) The purpose of LWDB 14;

e) LWDB 14 composition, including required members and areas

of representation;

f) Roles and responsibilities of the CLEO, fiscal agent, LWDB

14, LWDB 14 chairperson, and LWDB 14 executive director and

staff;

g) Required partners and programs;

h) How the workforce system is funded;

i) Performance requirements;

j) Sunshine law requirements; and

2 LWDB 14 is subject to Chapters 119 and 286, F.S. LWDB 14 is responsible for responding to public records requests and subpoenas. LWDB 14 is responsible for ensuring that its staff and agents have a working knowledge of Chapter 119, F.S. LWDB 14 agrees to appoint a public records coordinator for the purpose of ensuring that all public records matters are handled appropriately.

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Page 16 of 17

k) Conflict of interest policy and disclosure of potential conflicts of

interest.

2. Annual Training Requirements

Board members will complete an annual refresher training to remind

them of the purpose of their appointment as a member to LWDB 14. The

annual training includes at a minimum:

a) The state’s workforce development goals and strategies;

b) The purpose of LWDB 14;

c) Roles and responsibilities of the CLEO, fiscal agent, LWDB

14, LWDB 14 chairperson, and LWDB 14 executive director and

staff;

d) How the workforce system is funded;

e) Performance requirements;

f) Sunshine law requirements; and

g) Conflict of interest policy.

New member orientation and refresher training may be offered in-person

and/or virtually at the local area’s discretion. LWDB 14 retains and

provides to DEO, upon request, attendance records of participants and

the dates of completion. New board members completing the board

member orientation are not required to complete the annual refresher

training in the same year they become a new member.

G. State and Local Monitoring

At the local level, LWDB 14 conducts oversight of the procurement process

and resulting contracts and agreements to ensure all aspects of written

agreements and contracts are compliant with federal and state laws and

regulations. Additionally, LWDB 14 ensures that governing agreements are

upheld. In instances where LWDB 14 is also the one-stop operator, LWDB

14 follows the monitoring requirements outlined in Administrative Policy 97

– One-Stop Operator Procurement. LWDB 14 monitors compliance with this

policy.

DEO will perform programmatic and fiscal monitoring and will review the

local area's agreements and contracts during the annual monitoring review

for compliance with federal and state laws and regulations. Findings and

other noncompliance issues will be handled through the state's monitoring

resolution process.

V. DEFINITIONS

1. Chief Local Elected Official (CLEO) (CEO in WIOA sec. 3(9))

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a) A chief elected executive officer of a unit of general local government in

a local area; and

b) In a case in which a local area includes more than one unit of general

local government, the individuals designated under the agreement

described in Section 107(c)(1)(B).

2. Governance Agreements (i.e., Interlocal, Consortium, and other

governing agreements) are written agreements designed to ensure that

decisions to CLEO(s), or a consortium, reflect the agreement of all the chief

elected officials in all jurisdictions of a local area. Including, how the local

board is governed, roles and responsibilities of members, liabilities, etc.

3. Local Workforce Development Area (LWDA) is a geographical area that

serves as the jurisdiction for the administration of workforce development

activities and has been granted such designation by meeting criteria as

prescribed in Administrative Policy 94 – Local Workforce Development

Designation.

4. Fiscal Agent is the entity designated to perform accounting and funds

management on behalf of the CLEO.

5. Board Chairperson is a business representative among the board

members who is elected by the board.

6. Local Workforce Development Board 14 is a board established under

WIOA sec. 107, to set policy for the local workforce development system.

7. Executive Director is an individual hired or designated by LWDB 14 to

perform the operational and administrative functions of the board.

8. Cause includes but is not limited to, engaging in fraud or other criminal

acts, incapacity, unfitness, neglect of duty, official incompetence or

irresponsibility, misfeasance, malfeasance, nonfeasance, or lack of

performance.

VI. REVISION HISTORY

Date Description

03/04/2021 Issued by the Florida Department of Economic Opportunity.

02/18/2021 Approved by CareerSource Florida Board of Directors.

VII. RESOURCES

WIOA Fact Sheet: Governance and Leadership

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https://irp-cdn.multiscreensite.com/dc0a626e/files/uploaded/WIOA_GovernLeadership_FactSheet.pdf

ACTION ITEM 4

Policy Approval - WIOA Administrative Policy 091,

Local Workforce Development Board Composition and Certification












• Outlining the process used to request to waive the private education provider on the board

• Expanding on Board Member Recruiting, Vetting and Nominating

• Specifying that the CLEO may not delegate the responsibility of appointing members to the

LWDB, to the executive director or to staff

• Inserting local board member education and acknowledgement of state and local conflict-

of-interest policies and establishing the requirement of a local conflict-of-interest policy

• Creating a time limit of 12 months in which to fill a Board vacancy RECOMMENDATION Approval of WIOA Administrative Policy 091 - Local Workforce Development Board Composition

and Certification Administrative Policy with Local Operating Procedures (LOPs).

45


Policy

Number WIOA-B-91-14

Title: Local Workforce Development Board Composition and Certification

Program: Workforce Innovation and Opportunity Act (WIOA)

Effective:

Revised:


The purpose of this policy is to provide Local Workforce Development Board 14 (LWDB 14) with the requirements for LWDB membership composition under the Workforce Innovation and Opportunity Act (WIOA) and Chapter 445, Florida Statutes (F.S.), and the process for certification of LWDBs.

II. BACKGROUND

Each local workforce development area in the state must establish a local workforce development board to carry out the functions specified for the local board under WIOA sec. 107(d) for such area. The CareerSource Florida Board of Directors, in consultation with the Department of Economic Opportunity, will ensure LWDBs have a membership consistent with the requirements of federal and state law and have developed a plan consistent with the state’s workforce development plan.

III. AUTHORITY

Public Law 113-128, Workforce Innovation and Opportunity Act, Sections 106 and 107


Sections 445.004 and 445.007, F.S.

46


https://www.govinfo.gov/app/details/CFR-2019-title20-vol4/CFR-2019-title20-vol4-sec679-320


Policy Number WIOA-B-91-14 Page 2 of 7


Outlined below are the policies and procedures for certifying LWDB 14 and ensuring the composition of and appointment of members to LWDB 14 are consistent with the provisions of federal and state requirements.

A. LWDB Membership and Composition

The Governor, in partnership with the CareerSource Florida Board of Directors, has established criteria for use by Chief Local Elected Officials (CLEOs) for appointment of members of LWDB 14 in accordance with WIOA sec. 107(b)(2). The composition of LWDB 14 must meet the following criteria:

1. Business

A majority of LWDB 14’s members will represent businesses in the local area as individuals who:

a. Are owners of a business, chief executives or operating officers of businesses, or other business executives or employers with optimum policymaking or hiring authority;

b. Represent businesses, including small businesses, or organizations

representing businesses that provide employment opportunities that,

at a minimum, include high-quality, work-relevant training and

development in in-demand industry sectors or occupations in the local

area (at least two representatives of small businesses must be

included); and

c. Are appointed from individuals nominated by local business organizations and business trade associations.

2. Labor/Apprenticeships

Not less than 20 percent of the members will be representatives of the workforce within the local area who:

a. Include at least two representatives of labor organizations nominated by local labor federations. For a local area in which no employees are represented by such organizations, at least two other representatives of employees will be included.

b. Include at least one representative of a labor organization or a training director from a joint labor-management apprenticeship program. If no such joint program exists in the area, at least one representative of an apprenticeship program in the area, if such a program exists.

c. May include representatives of community-based organizations that have demonstrated experience and expertise in addressing the employment needs of individuals with barriers to employment, including organizations that serve veterans or provide/support competitive integrated employment for individuals with disabilities.

47



d. May include representatives of organizations that have demonstrated

experience and expertise in addressing the employment, training, or education needs of eligible youth, including representatives or organizations that serve out-of-school youth.

3. Education

LWDB 14 will include representatives of entities administering education and training activities in the local area who:

a. Include a representative of eligible providers administering adult education and literacy activities under Title II of WIOA.

b. Include a representative of institutions of higher education providing workforce investment activities (including community colleges).

c. Include a private education provider, if a public education or training provider is represented on the LWDB. The CareerSource Florida Board of Directors may waive this requirement if requested by LWDB 14 if it is demonstrated that such representative does not exist in the local area.

d. May include representatives of local educational agencies and of community- based organizations with demonstrated experience and expertise in addressing the education or training needs of individuals with barriers to employment.

When there is more than one institution in each of the types of educational entities listed above, nominations are solicited from representatives of each of these entities.

If LWDB 14 requests to waive the requirement for private education provider, representation on the board will demonstrate that such a provider does not exist in the local area. LWDB 14 will describe, in a locally defined process, how private education providers will be identif ied and efforts to include those representatives on the local board. If through the local process LWDB 14 finds that a private education provider representative of an entity administering education and training activities in the local area does not exist, LWDB 14 will submit a request to waive the requirement to [email protected]. The request will include a copy of the local process and the results of LWDB 14’s efforts in its request.

4. Governmental/Economic/Community Development

LWDB 14 will include representatives of economic and community development as well as governmental entities serving the local area who:

a. Represent economic and community development entities serving the local area.

b. Represent Vocational Rehabilitation serving the local area.

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c. May represent agencies or entities serving the local area relating to transportation, housing, and public assistance.

d. May represent philanthropic organizations serving the local area.

5. Other Entity Representation

LWDB 14 may include other individuals or representatives of entities determined by the Chief Elected Official in the local area to be appropriate.

Unlike the state board, members of the local board may be appointed as representatives of more than one entity if the individual meets all the criteria for representation.

B. LWDB Chairperson

The members of LWDB 14 will elect a chairperson for the local board from among the members of the local board. The Chairperson of LWDB 14 must be from the business community and serve for a term of no more than two years and no more than two terms.

C. Standing Committees

LWDB 14 may designate and direct the activities of standing committees to provide information and to assist LWDB 14 in carrying out its required activities, as further prescribed in WIOA sec. 107(b)(4).

D. Authority of Board Members

Members of the board who represent organizations, agencies, or other entities must be individuals with optimum policymaking authority within the organizations, agencies or entities.

E. Board Member Recruiting, Vetting and Nominating

LWDB 14, in consultation with the CLEO, will develop and implement written processes and procedures for recruiting, vetting and nominating LWDB 14 members. The qualifications of LWDB 14 members must be documented, align with the requirements of WIOA, and be compliant with all federal and state laws, rules and regulations, and applicable state policies. Documentation supporting the recruitment, vetting and nomination process, including names of nominating organizations and names of all candidates and their qualifications, must be retained for not less than five years.

In addition to criteria outlined in Section A. of this policy, the members of the board shall represent diverse geographic areas within the local area. The importance of minority and gender representation must be considered when making appointments to the local board.

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F. Appointment of Board Members

The CLEO in a local area is authorized to appoint the members of the local board who meet the criteria outlined in Section A. of this policy. The CLEO may not delegate the responsibility of appointing members to LWDB 14, to the executive director or to staff. When a local area includes more than one unit of local government, the CLEOs of such units may execute an agreement that specifies the respective roles of the individual CLEOs regarding:

a. The selection, appointment, removal or reappointment of the members

of the local board from the individuals nominated or recommended to be such members; and

b. Carrying out any other responsibilities assigned to such officials in accordance with WIOA.

If after a reasonable effort the CLEOs are unable to reach agreement, the Governor may appoint the members of the local board from individuals so nominated or recommended.

Upon appointment to the local board, members must be educated about and acknowledge state and local conflict-of-interest policies.

LWDB 14 will adopt and abide by a conflict-of-interest policy that ensures compliance with federal and state laws, rules and regulations and applicable state policies.

G. Board Member Vacancies and Removal of a Board Member

LWDB 14 members who no longer hold the position or status that made them eligible appointees must resign or be removed by the CLEO. Local workforce development board vacancies will be filled within a reasonable amount of time, but no more than 12 months from the vacancy occurrence. This process may be described in the LWDB 14 bylaws or in a local operating procedure.

The Governor1 and CLEO2 may remove members of LWDB 14, and its Executive Director or the designated person responsible for operational and administrative functions for the board for cause.

H. Certification of Local Workforce Development Boards

1. Certification

Once every two years, one LWDB must be certified for each local area in the state, based on the criteria described in WIOA sec. 107(b). For a second or subsequent certification, certification must also be based on the extent to which the local area ensures workforce investment activities

1 Chapter 445.007(2)(b), F.S. 2 Chapter 445.007(2)(c), F.S.

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carried out in the local area enabled the local area to meet the corresponding performance accountability measures and achieve fiscal integrity as defined in WIOA sec. 106(e)(2).

The CareerSource Florida Board of Directors shall recertify LWDB 14 every two years. DEO, in consultation with the CareerSource Florida Board of Directors, will issue instructions to LWDB 14 for certification. LWDB 14 will submit certification documents to DEO. Upon satisfactory review of LWDB 14’s certification documents, DEO will provide a recommendation on certification to the CareerSource Florida Board of Directors. At the appropriate time intervals, instructions will be issued to LWDB 14 about the certification process, to include documentation requirements.

2. Failure to Achieve Certification

Failure of LWDB 14 to achieve certification shall result in appointment and certification of a new local board for the local area pursuant to WIOA sec. 107(c)(1). Administrative Policy 104 – Sanctions for Local Workforce Development Boards' Failure to Meet Federal and State Standards details the actions the CareerSource Florida Board of Directors and DEO may take if LWDB 14 fails to meet this standard.

I. Decertification of Local Workforce Development Boards

The Governor may decertify LWDB 14 in accordance with WIOA Sec. 107(c)(3), as further prescribed in Administrative Policy 104, Sanctions for Local Workforce Development Boards’ Failure to Meet Federal and State Standards.

V. DEFINITIONS

1. Small business is defined by the Small Business Administration.

2. Economic agency is defined as including a local planning or zoning

commission or board, a community development agency, or another local agency or institution responsible for regulating, promoting, or assisting in local economic development.

3. Cause includes, but is not limited to, engaging in fraud or other criminal acts, incapacity, unfitness, neglect of duty, official incompetence and irresponsibility, misfeasance, malfeasance, nonfeasance, or lack of performance.

4. Person with optimum policy-making authority is an individual who can reasonably be expected to speak affirmatively on behalf of the entity he or she represents and to commit that entity to a chosen course of action.

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http://www.floridajobs.org/docs/default-source/lwdb-resources/policy-and-guidance/guidance-papers/2020-guidance-papers/adminpolicy104_-sanctionslwdbsfailmeetfed-statestds---final.pdf?sfvrsn=858143b0_2




https://www.sba.gov/contracting/getting-started-contractor/make-sure-you-meet-sba-size-standards



VI. REVISION HISTORY

Date Description

01/07/2021 Issued by the Florida Department of Economic Opportunity.

12/03/2020 Revised and approved by CareerSource Florida Board of Directors.

02/20/2020 Revised and approved by CareerSource Florida Board of Directors.

06/08/2016 Issued by the Florida Department of Economic Opportunity. This administrative policy supersedes and replaces FG-OSPS-073, Regional Workforce Board Composition, Certification and Decertification, issued June 29, 2013.

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INFORMATION ITEM 1

One Stop Committee Goals Update PY 2020-2021: Period Covering through March 31, 2021

Goal I - Develop Robust Partnerships with Employers Objective 1: Develop and execute a marketing strategy to build awareness with businesses about how to engage and the services available.

CareerSource Pinellas developed a new website that is faster, easier to navigate, more user-friendly, and will maximize impact and ROI. The marketing department re-strategized their efforts to put emphasis on easily accessible content and collateral to provide customers and partners with the most accurate, up-to-date information, and share knowledge and expertise in the field of workforce development. The strategized plan includes a biweekly “Workforce News” newsletter which contains program updates and success stories. Additionally, CareerSource Pinellas is committed to creating one annual report per year that includes a comprehensive report on the activities throughout the preceding year. The latest Annual Report, completed in September, provides board members extensive information about the latest programs and financial performance of CareerSource Pinellas. Additionally, social media efforts have been overhauled, providing authentic content to reach customers and community partners. Paid and proactive social media campaigns have been advantageous in allowing us to boost our views and designate posts to include events, networking groups, workshops, and interview tips. Lastly, we have partnered with Tucker Hall, Public Relations Firm to assist with strategic communications, and amplify our voice in the Tampa Bay area.

Objective 2: Develop methods that help businesses navigate the workforce system’s services and that connect them with qualified

applicants.

Employ Florida Job Referrals and Placement Reports The Employ Florida (EF) system allows for customer self-referrals and staff assisted referrals to open job orders. Each customer in EF must have a full background entered and a staff completed Personal Individual Record Layout (PIRL) before a staff assisted referral can be entered. The staff then match the job requirement to the customer’s skills to ensure a quality referral is being made. Employers can review both types of referrals on their job order at any time by reviewing their EF job order.

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Period Service July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June YTD

PY’2019-2020

Customer Self Referrals 1812 1777 1745 1553 1709 1976 2079 1515 2232 1533 1464 1434 20,829

Staff Assisted Referrals 619 502 474 479 414 307 416 436 177 46 52 82 4,004 Total 2431 2279 2219 2032 2123 2283 2495 1951 2409 1579 1516 1516 24,833

Unique Customers 5,195

PY’2020-2021

Customer Self Referrals 1653 934 902 670 658 490 494 361 180 6,342

Staff Assisted Referrals 150 132 171 323 120 444 523 478 308 2,649 Total 1803 1066 1073 993 778 934 1017 839 488 8,991

Unique Customers 502 292 282 250 205 273 274 230 138 2,446

When a job placement is made, it is recorded one of three ways in the EF system: as a Direct Placement, an Automated Obtained Employment, or a Staff

Entered Obtained Employment. These can be obtained through directly working with the customer, referring them to an open job that they qualify for, and

by obtaining the information from a newly employed participant through automated or staff entered methods.

Period Service July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June YTD

PY’2019-2020

Direct Placements 13 16 12 7 5 6 1 2 1 1 1 0 65

Staff Entered Obtained Employment

86 91 105 69 95 86 79 78 59 15 30 99 892

Automated Obtained Employments

313 262 299 340 120 197 237 188 276 171 114 133 2650

Total 412 369 416 416 220 289 317 268 336 187 145 232 3607

PY’2020-2021

Direct Placements 1 2 1 4 5 5 1 3 0 22

Staff Entered Obtained Employment

40 31 39 13 17 27 22 36 16 241

Automated Obtained Employments

199 147 118 139 155 204 186 169 180 1,497

Total 240 180 158 156 235 236 209 208 196 1,818

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Work-based Learning Reports Paid Work Experience is a career preparation program intended to introduce young workers to a business environment, with a focus on skill development in high demand occupations. Employers may utilize the OJT program to effectively mitigate the upfront training costs associated with hiring new employees.

Paid Work Experience (PWE)

Period Performance July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June YTD

PY’2019-2020 Total Funding Expended $242,224

# of Enrollments 0 0 1 0 0 0 0 0 0 0 1 6 8

# of Completers 0 0 1 0 0 0 0 0 0 0 0 6 6

# of Employers 0 0 1 0 0 0 0 0 0 0 1 2 4

Avg Placement Wage 0 0 11 0 0 0 0 0 0 0 10 10 $10.19


# of Enrollments 3 0 1 0 0 0 0 2 2 8

# of Completers 0 0 2 1 1 0 0 0 0 4

# of Employers 2 0 0 0 0 0 0 2 1 5

Avg Placement Wage 13.00 0 11.00 13.00 12.00 0 0 12.25 12.25 $12.00

On the Job Training (OJT)

Period Performance July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June YTD

PY’2019-2020 Total Funding Expended $ 0

# of Enrollments 0 0 0 0 0 0 0 0 0 0 0 0 0

# of Completers 0 0 0 0 0 0 0 0 0 0 0 0 0

# of Employers 0 0 0 0 0 0 0 0 0 0 0 0 0

Avg Placement Wage 0 0 0 0 0 0 0 0 0 0 0 0 0


# of Enrollments 0 1 0 0 0 1 2 0 0 2

# of Completers 0 0 0 0 1 0 0 0 0 1

# of Employers 0 1 0 0 0 2 0 0 0 3

Avg Placement Wage 0 0 0 0 12.75 0 0 0 0 $12.75

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Objective 3: Partner with employers to engage in barrier reduction of those applicants/workers who are work ready and need help with transportation, continuing education, childcare, etc.

Support services are available to WIOA and WT participants when requested and who demonstrate a need. Available supportive services include:

• Childcare (WTP only)

• Transportation

• Tuition and Required Training Related Costs

• GED and/or Penn Foster (High School Diploma)

• Ancillary Services such as uniforms (WTP Only)

PY’20-21 WIOA Training and Supportive Services

Reporting Period: Quarter 3 through March 31, 2021 YTD

Service # of Participants Total Cost

Transportation 20 $1,325

Tuition/Training Related 466 $1,620,694

GED/Penn Foster 6 $4,500

Totals 492 $1,626,519

PY’20-21 WTP Training and Supportive Services


Service # of Participants Total Cost

Childcare 114 N/A

Transportation 21 $2,250

Tuition/Training Related 3 $24,119

GED/Penn Foster 6 $1,680

Totals 110 $28,049

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Goal II - Strengthen Partnerships with Organizations that Provide Educational Opportunities Objective 1: Compile all Labor Market Information (LMI) data and information to work together to create LMI Briefs that can be used by jobseekers, employers, and other workforce organizations in easy to consume formats.

LMI Briefs

*Produced by the Tampa Bay Partnership as part of the State of the Region initiative

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Overview of the CareerSource Pinellas Region Not Seasonally Adjusted

May 21, 2021

• The unemployment rate in the CareerSource Pinellas region (Pinellas County) was 4.4 percent in April 2021. This rate was 10.3 percentage point lower than the region's year ago rate of 14.7 percent. The region's April 2021 unemployment rate was 0.7 percentage point lower than the state rate of 5.1 percent. The labor force was 501,393, up 28,693 (+6.1) over the year. There were 21,813 unemployed residents in the region.

• In April 2021 nonagricultural employment in the Tampa-St. Petersburg-Clearwater MSA was 1,379,300, an increase of 139,100 jobs (+11.2 percent) over the year.

• The leisure and hospitality (+55.6 percent); other services (+31.9 percent); professional and business services (+11.8 percent); trade, transportation, and utilities (+10.5 percent); mining, logging, and construction (+7.9 percent); education and health services (+7.7 percent); and information (+3.4 percent) industries grew faster in the metro area than statewide over the year.

• The Tampa-St. Petersburg-Clearwater MSA had the fastest annual job growth rate compared to all the metro areas in the state in other services (+31.9 percent) in April 2021.

• The Tampa-St. Petersburg-Clearwater MSA had the highest annual job growth compared to all the metro areas in the state in leisure and hospitality (+51,100 jobs); professional and business services (+27,600 jobs); trade, transportation, and utilities (+24,100 jobs); education and health services (+15,500 jobs); other services (+11,500 jobs); and manufacturing (+3,700 jobs) in April 2021.

• The Tampa-St. Petersburg-Clearwater MSA was tied for the highest annual job growth compared to all the metro areas in the state in information (+800 jobs) in April 2021.

• The Tampa-St. Petersburg-Clearwater MSA had the second highest annual job growth compared to all the metro areas in the state in mining, logging, and construction (+6,300 jobs) in April 2021.

• The industries gaining in jobs over the year were leisure and hospitality (+51,100 jobs); professional and business services (+27,600 jobs); trade, transportation, and utilities (+24,100 jobs); education and health services (+15,500 jobs); other services (+11,500 jobs); mining, logging, and construction (+6,300 jobs); manufacturing (+3,700 jobs); financial activities (+1,700 jobs); and information (+800 jobs).

• The government (-3,200 jobs) industry lost jobs over the year.

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Objective 2: Convene with employers to identify skill needs and align education providers’ offerings to current and future skill needs. The current Regional Targeted Occupations List (RTOL) list was recently approved by the Board for PY’ 2020-2021. This item is approved annually and adopted for the subsequent program year and was presented at the Workforce Solutions Committee meeting earlier this month. Training areas within the RTOL include occupations identified as critical to the five targeted industry sectors: Healthcare, Manufacturing, Information Technology, Financial and Professional Services, and Construction. CareerSource Pinellas follows DEO Guidance to remain compliant and has an approved policy for processing training vendors. Approved list is currently available on the CSP website via the link under general resources: https://careersourcepinellas.com/job-seekers/wioa/ The targeted training opportunities are outlined in the Regional Targeted Occupations List. The approved Regional Targeted Occupation List is located on the CSPIN website at: https://careersourcepinellas.com/job-seekers/wioa/

Objective 3: Provide easy to use ‘Career Maps’ for jobseekers to use to know where to go for education/training to obtain necessary credentials, as well as know the next steps on a career path. The current Eligible Training Provider List (ETPL) outlines educational options for job seekers and is located at https://careersourcepinellas.com/job-seekers/wioa/. Data provided on this list is continuously updated and subject to change.

Objective 4: Ensure that there is a Talent Pipeline that connects business services staff between CareerSource and educational institutions.

CSF 2019 Apprenticeship Expansion grant: $100,000 This grant will target expanding apprenticeship opportunities in the Tampa Bay region, targeting Pinellas County. The grant will fund the development of a centralized Apprenticeship Portal to increase awareness and knowledge of local apprenticeship programs. It will also expand apprenticeship by funding 82 enrollments into an apprenticeship, providing supported services and assisting with On-the-Job Training for an employer sponsor. The CSF 2019 Apprenticeship Expansion grant request was approved and has been extended through March 31, 2022. The grant’s industry scope has also been expanded beyond to construction to include in-demand industries.

Programs:

July Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun YTD

PY’20-21 YTD

PY’19-20

# Total Served

# Total Served

JATC 62 62 67 59 58 58 55 55 52 62 73

RACCA 27 27 27 30 30 30 30 30 26 30 36

Central Florida Heat and Frost

1 1 1 2 2 2 2 2 1 2 4

International Union of Engineers

2 2 2 2 2 2 2 2 2 2 11

Ironworkers 2 2 2 2 2 2 2 2 2 2 5

Plumbers and Pipefitters

36 36 36 42 42 42 42 42 42 43 45

LWDB Totals 130 130 135 137 136 136 133 133 125 141 183

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CSF 2020 Apprenticeship Navigator grant: $75,000 CareerSource Pinellas was awarded the Apprenticeship Navigator grant in December 2020. This grant will support staff engaged in apprenticeship navigator functions that are intended to develop and/ or expand viable apprenticeship programs to meet local talent needs of employers in targeted industries. The grant has allowed CareerSource Pinellas to welcome a Coordinator to focus on apprenticeship and other work-based learning initiatives and will highlight the value of talent pipeline development. This will help to de-mystify apprenticeships, encourage business participation, and coordinate the forward progress of the Apprenticeship Expansion grant. The CSF Apprenticeship Navigator grant will continue through December 31, 2021, in line with the Apprenticeship Expansion grant.

PY’19-20 Occupational Skills Training

Reporting Period: Quarter 4 through June 30, 2020 YTD

YTD # New Enrollments

# Enrolled in Training

Completers YTD

Served

AD/DW 541 502 303 832

Youth 187 161 61 235

LWDB Totals 728 663 364 1,036

PY’20-21 Occupational Skills Training


YTD # New Enrollments

# Enrolled in Training

Completers YTD

Served

AD/DW 210 490 192 1,079

Youth 124 254 81 318

LWDB Totals 334 744 273 1,397

YouthBuild Update

1. Staffing: The YouthBuild team has grown with the addition of Marlon Ramgeet as the Construction Instructor and Jeff Grau as the part-time Job Developer. Mr. Ramgeet comes with years of experience in the construction field as a supervisor and superintendent, a degree in construction management, and a passion for mentoring youth. Mr. Grau has been with CareerSource Pinellas for several years and comes with experience in job placement and personal/employment skills training.

2. Enrollment/Engagement: The current cohort of 15 has been very successful with two GED attainments, an expected three in the following month, and

more to follow. All 15 have become OSHA certified and started NCCER training through classroom teaching and hands-on projects including workbenches and blueprint reading. Weekly employment skills training has been a success with students enrolling into Employ Florida, learning how to create resumes, and developing soft skills including anger management, communication, and more. A new cohort is starting in April with a target of 15 new enrollments. Recruitment efforts have been focused on partner organizations, Clearview Adult Education Center, social media, and CareerSource resources resulting in eight applicants thus far.

3. New Partnerships: Harbor Dish, located in Safety Harbor, provides meals for the students weekly. Food includes one large home-cooked meal and additional items such as soup, bread, breakfast items, lunch meat, etc. In addition, a working partnership has been formed with United Methodist Church where YouthBuild provides community service hours in return for supplemental food that Harbor Dish cannot provide. Junior Achievement is providing a virtual job fair where students can watch motivational speakers, learn about careers in their area, and even communicate with over 150

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local employers. Personal finance training is also included where students meet with local bankers to learn about managing a bank account, filing taxes, personal budgeting, and more.

4. As the program moves forward, YouthBuild is looking for local employers to offer mock interviews and prepare students as they enter the workforce.

Please contact Caleb Weeks for more information [email protected]

Goal III - Expand Outreach to Jobseekers Objective 1: Target outreach efforts based on areas of opportunity. Career Pathways – Soft Skills Grant Overview CareerSource Pinellas is partnering with People Empowering & Restoring Communities (PERC) to assist in filling employer needs. PERC offers training in four-week essential skills and STARS in combination with manufacturing training provided by The People of Manufacturing (TPOM). As of November 2020, both virtual and in-person classes are being offered. CareerSource Pinellas was awarded a no cost extension, allowing the program to continue through September 30, 2021.

Dislocated Worker Grant (DWG) – Pinellas Gives Back & Pinellas Training to Work CareerSource Pinellas connects job seekers impacted by COVID-19 with local non-profits, temporary, paid employment (Pinellas Gives Back) and/or paid, short-term training (Pinellas Training to Work) options. DWG is for job seekers affected by COVID-19 and are interested in enrolling in short-term training or earning money while giving back to your community. Local non-profits who have additional staff needs due to COVID-19 may apply to be a worksite. There will be no cost to the worksite once approved.

Recruitment Events Previously, In-House Recruitment (IHR) Events were held weekly in the Career Resource Centers to bring local businesses and career seekers together to discuss opportunities. As CareerSource Pinellas continues with a virtual platform, the IHR’s have been renamed Virtual Recruitment Events (VRE) and are now being held virtually to continue supporting local businesses by providing opportunities to facilitate meaningful connections.

Reporting Period: Grant to Date through March 31, 2021

Training Provider Training Program Certification Goals Total Certifications

Obtained

Perc STARS Essential Skills 100 89

Manufacturing 100 86

Goodwill Job Connection Essential Skills 100 20

Customer Service 50 13

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NEW Virtual / Drive Thru Recruitment Events – Former In-House Recruitments Events

Period Performance Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun YTD

PY’2019-2020 # IHR Events 17 18 13 10 4 8 10 14 0 0 0 0 94

# IHR Job seekers 141 214 137 92 10 53 106 85 0 0 0 0 838

PY’2020-2021 # VR/Drive Thru Events

0 1 3 3 3 4 1 0 4 19

# VR Job seekers 0 4 0 6 0 12 0 0 13 35

Networking Groups The Professional and Career Networking Groups provide professional and entry-level job seekers the ability to connect and interact with their peers, as well as a dedicated Business Services Representative. In addition, candidates are provided access to additional training to make them more marketable to

hiring employers. Guest employers may also be featured during the weekly meetings, improving an employers’ visibility to a diverse talent pool.

Professional and Career Networking Groups


PY’2019-2020 Attendees 172 196 112 94 61 88 159 74 54 53 133 140 1,336

Placements 10 15 25 13 13 16 16 16 23 8 10 21 186

Average Wage $ 31.08 22.61 17.95 27.19 0 28.00 21.90 32.10 13.10 20.00 34.62 23.55 $22.68

PY’2020-2021 Attendees 122 260 166 156 104 82 104 109 144 1,247

Placements 1 5 9 1 1 1 1 1 3 23

Average Wage $ 25.00 15.00 33.62 9.25 9.25 10.50 28.00 15.00 27.42 $19.23

Career Fairs

It is CareerSource Pinellas’ mission to support local businesses and community partners, by providing opportunities to connect job seekers with employers. These events provide businesses the opportunity to meet and consider qualified job seekers for open positions. As we move into a new landscape, these connection events will occur via virtual platforms.

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PY’2019-2020

Date Type Employers Job Seekers

7/23/19 Professional Career Fair 5 106

8/14/19 Hospitality & Customer Service Career Fair 29 179

9/26/19 Pinellas Intern Fair 10 63

10/23/19 Manufacturing Career Fair 18 74

11/13/19 Veteran/General Career Fair 52 98

1/30/2020 New Year, New You Career Fair 25 75

2/20/20 Hospitality and Customer Svc Career Fair 15 20

3/26-4/1/20 Virtual Career Fair 24 55

6/10/20 Tampa Bay Tech Virtual Job Fair 12 155

Total 190 825

PY’2020-2021

Date Type Employers Job Seekers

9/15/2020 Fall Virtual Career Fair 13 107

10/28/20 Tampa Bay Tech Career Fair 1 5

11/10/20 Paychecks for Patriots Career Fair 19 21

11/17/20 PinellasWorks Virtual Career Fair 9 28

2/18/21 Congressman Bilirakis Veteran Employment Fair 46 37

Total 88 198

Objective 2: Expand the virtual delivery of service system currently in place. CareerSource Pinellas utilizes a range of tools and tactics to help raise awareness and encourage use of services and programs. The outreach strategy includes an emphasis on digital resources, as well as television, radio, and print advertising to reach customers. Each message is developed to reflect a call to action to job seekers seeking to advance in their careers and employers by encouraging them to visit careersourcepinellas.com. A suite of social media platforms is utilized to complement other outreach efforts aimed at informing and engaging job seekers, workers, and businesses.

Many of the workshops are offered virtually via a contract with St. Petersburg College.

PY’19-20: Employability Workshop Attendance

# Attendees QTR 1 QTR 2 QTR 3 QTR 4 YTD

2,232 1,985 1,831 316 6,364

PY’20-21: Employability Workshop Attendance

# Attendees QTR 1 QTR 2 QTR 3 QTR 4 YTD

315 322 553 1,190

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Website Traffic Period Performance Jul Aug Sept Oct Nov Dec Jan Feb Mar Apr May Jun YTD

PY’2019-2020 # of People Visited Site

7,227 6,718 4,737 5,805 3,966 3,734 5,837 4,569 6,338 6,514 4,668 4,925 65,038

# of Visits 11,272 10,810 7,276 8,683 5,654 5,384 10,174 7,266 8,908 8,882 6,654 7,598 98,561

Page Views 28,355 26,487 17,278 22,356 14,341 13,582 24,743 18,256 20,106 18,644 16,132 19,079 239,359

Returning Visitors

23.8% 27% 26.3% 23.1% 23.5% 22.8% 24.7% 25.7% 20.8% 18.9% 21.7% 24.2% 23.5%

New Visitors 76.2% 73% 73.7% 76.9% 76.5% 77.2% 75.3% 74.3% 79.2% 81.1% 78.3% 75.8% 76.5%

PY’2020-2021 # of People Visited Site

4,285 3,438 3,237 3,789 5,020 3,803 3,635 4,989 4,544 36,740

# of Visits 6,802 5,591 5,384 6,143 7,984 6,258 6,125 9,793 6,929 61,009

Page Views 16,900 14,687 13,399 16,263 17,214 15,719 16,233 19,536 17,106 147,057

Returning Visitors

25% 25.1% 25.6% 23.9% 22.9% 25.4% 23.7% 31.2% 20.3% 24.8%

New Visitors 75% 74.9% 74.4% 76.1% 77.1% 74.6% 76.3% 68.8% 79.7% 75.2%

Social Media Traffic


PY’2019-2020 # of New Twitter Followers

0 5 4 -3 0 1 -2 -1 -6 13 18 -1 12

# of New Facebook Fans

58 71 22 15 24 -6 9 5 214 43 17 13 485

# of New LinkedIn Followers

78 99 49 56 39 29 32 24 29 53 56 52 596

# of Engagements 5,287 5,218 7,101 3,544 2,832 480 405 264 9,032 750 624 590 36,127

# of Impressions

176,700 138,800 247,800 119,100 106,500 10,200 13,201 9,185 522,371 15,404 15,315 23,026 1,397,602

PY’2020-2021 # of New Twitter Followers

5 6 10 9 6 7 1 5 3 52

# of New Facebook Fans

1 -3 1 13 14 13 12 16 7 74

# of New LinkedIn Followers

26 19 27 19 50 26 17 55 6 245

# of Engagements 526 577 646 357 435 517 449 405 533 3,591

# of Impressions 22,068 15,081 13,288 8,253 28,528 58,476 13,207 9,520 62,477 199,391

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Virtual Courses

Objective 3: Conduct analysis of existing asset mapping to identify local community-based organizations and resource assets that might assist with outreach and service delivery.

Partner Portal CareerSource Pinellas, along with the One-Stop Operator, has created and implemented a Partner Portal as a quick access tool to identify partner agencies and connect customers to needed resources. The Partner Portal is a growing database of local partner agency profiles, providing a brief introduction of the organization, initial application info, basic program eligibility criteria, point of contact, locations, and preferred method of referral. This portal allows interaction between organizations to facilitate efficient and timely service delivery.

Objective 4: Expand connections to the priority populations (e.g., underemployed) through the library system, faith-based organizations, community-based organizations, and other places where individuals not normally served by the workforce system feel welcome. Full-Service and Satellite Center Updates

The St. Pete and Gulf to Bay centers are open to the public. Activity waivers for all programs were ended effective June 1, 2021.

The Satellite Center at the Lealman Exchange opened to the public December 1, 2020. This centrally located Career Resource Center has computers and resources available. The Satellite Center at St. Petersburg College in Tarpon Springs is open on Tuesdays and Thursdays.

Objective 5: Support individuals to gain employment through a system of wrap around services that is responsive to their diverse experience and needs. Please see Information Item 2c, Full Center Traffic report

Virtual Courses

Categories: Q1 Q2 Q3 Q4 YTD PY’20-21 YTD PY’19-20

# Utilized # Utilized # Utilized # Utilized YTD Utilized YTD Utilized

Florida Ready to Work 25 2 2 29 73

eCourses 43 89 54 186 775

Penn Foster 14 13 14 41 38

LWDB Totals 82 104 70 256 886

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WIOA Activity Summary


Open Enrollment Open with Training Closures Follow Up Total

Adult 526 270 129 313 762

Dislocated Worker 457 165 153 269 630

TAA 41 11 11 42 72

Youth 381 177 118 212 518

Totals 1,044 623 411 836 1,982

Please see Information Item 2b, WIOA Primary Indicators, through PY’20-21 Quarter 2.

Goal IV - Build Organizational Capacity; Promote Change and Transformation of CareerSource Pinellas Objective 1: Continue to improve and enhance the technology infrastructure both internally for staff to be more efficient and for communication among the system’s partners and to increase user friendly access for customers.

CIO Technology Report CareerSource Pinellas will continue to center the focus around these principles:

1. Cybersecurity: Ensure the environment is protected from cyber-attacks and risks. 2. Technology Architecture: Begin to leverage the benefits and value of cloud computing. 3. Financial Responsibility: Make technology recommendations that are fiscally responsible. 4. Operation Responsibility: Streamline the technologies in the environment to reduce the day-to-day management.

2020 IT Accomplishments

• Procured, provisioned, and distributed 75 new laptop computers

• Migrated ATLAS, Email (O365) and anti-virus to the cloud

• Reduced monthly network monitoring cost by 40% 2021 IT Strategic Goals

• Install new and improved firewalls

• Procure and install new network switches

• Continue cloud migration by moving file services

• Proactively work with CSP business leaders to provide IT solutions

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Objective 2: Ensure compliance and work with/train staff on the new ways of doing business that are in compliance while reducing the burden on customers through streamlined compliant processes.

As a recipient of federal awards, CareerSource Pinellas is responsible for administering the awards in accordance with applicable laws, regulations,

provisions, and policies. Programmatic, administrative, and fiscal monitoring is conducted to ensure the organization is fulfilling those requirements.

DEO Monitoring DEO’s yearly programmatic monitoring for LWDB 14 was completed April 12-16, 2021. DEO issued a preliminary report. CareerSource Pinellas returned the 10-day response and are now awaiting the final report.

USDOL Monitoring Timeline

Internal Monitoring CareerSource Pinellas recently completed the first internal monitoring with the guidance of Tucker-Hall-Miller-Parker, P.A (THMP). THMP is a firm of independent CPAs founded in 1993 and based in Orlando, Florida. This strategic partnership allows CSP to ensure operational alignment and performance excellence while constantly improving.

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Objective 3: Develop methods to regularly listen to customers to test new processes before implementing them permanently.

Customer Satisfaction Survey The Customer Satisfaction Survey has historically measured a customer’s satisfaction with the services received in the Career Resource Centers and has been obtained via web links on the Career Resource Center computers and via email. As we transition to a more virtual based service delivery and gather more robust feedback from a larger number of customers, CareerSource Pinellas is transitioning to a Net Promoter survey used more frequently by businesses and is the core measurement for customer experience management worldwide. This style of survey measures customer loyalty and likelihood of referral and assigns a net promoter score that indicates how many of your customers are promoting your services.

Original Customer Satisfaction Survey

Period Q1 Q2 Q3 Q4 PY

PY’2020-2021 Location Total Rating Total Rating Total Rating Total Rating Total Rating

Resource Room 72 100.00% 39 98.71% 26 100.00% 0 - 164 99.36%

Remote Services 16 100.00% 14 100.00% 8 100.00% 0 - 45 100.00%

Employability Skills Training 140 96.40% 120 95.36% 113 95.74% 0 - 388 96.14%

Combined 228 97.79% 173 96.49% 147 96.72% 0 - 597 97.30%

Net Promotor Customer Satisfaction Survey

43%46%

78%

71%

50%

36%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Region G2B Tarpon Lealman St. Pete Virtual

Net Promoter Score by Center

PY

Target

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The overall Net Promoter score is steady at 43%, which is 13% higher than the goal of 30%. Approximately 95% of respondents heard about CareerSource Pinellas through the website, a friend or family member, and other methods not listed. For PY’20-21, a total of 13,803 invitations were sent and 1,546 surveys were completed for an average response rate of 11%. The most common services accessed by respondents were Reemployment Assistance and Workforce Program Services (Job Search/WIOA/WTP/SNAP), with a combined total of 88.82%.

45%46%

37%40%

45%

51%

44%

40%

0% 0% 0% 0%

43%

0%

10%

20%

30%

40%

50%

60%

JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN PY

Net Promoter Score by Region

2020-21 Target

70

INFORMATION ITEM 2A

Snapshot of Caseload Report


WIOA

No. of cases as

of 03/31/19

No. of cases as

of 06/30/19

No. of cases as

of 09/30/19

No. of cases as

of 12/31/19

No. of cases as

of 3/31/20

No. of cases as

of 6/30/20

No. of cases as

of 9/30/20

No. of cases as

of 12/31/20

No. of cases as

of 03/31/21

Adult 584 572 478 540 485 452 426 398 397 Dislocated Worker

380 345 307 335 334 360 351 319 301

Youth 220 215 204 252 256 265 292 265 257

Total 1,184 1,132 989 1,127 1,075 1,077 1,069 982 955

Welfare Transition

WT

No. of cases as of

03/31/19

No. of cases as of

06/30/19

No. of cases as of

09/30/19

No. of cases as of

12/31/19

No. of cases as of

3/31/20

No. of cases as of

6/30/20

No. of cases as

of 09/30/20

No. of cases as

of 12/31/20

No. of cases as

of 03/31/21

WT Applicant

584 572 478 540 485 452 261 264 293

WT Mandatory

380 345 307 335 334 360 585 561 486

WT Transitional

220 215 204 252 256 265 104 92 82

Total 1,184 1,132 989 1,127 1,075 1,077 950 917 861

Supplemental Nutrition Assistance Program

SNAP

No. of cases as

of 03/31/19

No. of cases as

of 06/30/19

No. of cases as

of 09/30/19

No. of cases as

of 12/31/19

No. of cases as

of 03/31/20

No. of cases as

of 06/30/20

No. of cases as

of 09/30/20

No. of cases as

of 12/31/20

No. of cases as

of 03/31/21

Career Counselor

226 205 186 118 103 174 56 22 10

Automation 311 403 633 374 558 8,973 7,158 6,087 4,061

Total 537 608 819 492 661 9,147 7,214 6,109 4,071

71

INFORMATION ITEM 2B

WIOA Primary Indicators Report – Quarter 3

MeasuresPY2019-2020

4th Quarter

Performance

PY 2019-2020

% of

Performance

Goal Met For

Q4

PY 2019-2020

Performance

Goals

PY2020-2021

1st Quarter

Performance

PY2020-2021

% of

Performance

Goal Met For

Q1

PY2020-2021

2nd Quarter

Performance

PY2020-2021

% of

Performance

Goal Met For

Q2

PY2020-2021

3rd Quarter

Performance

PY2020-2021

% of

Performance

Goal Met For

Q3

PY2020-2021

Performance

Goals

Adults:

Employed 2nd Qtr After Exit 91.90 103.03 89.20 91.90 102.11 91.30 101.44 90.80 100.89 90.00

Median Wage 2nd Quarter After Exit $11,146 162.72 $6,850 $11,083 158.33 $10,770 153.86 $10,518 150.26 $7,000

Employed 4th Qtr After Exit 91.70 107.25 85.50 91.60 107.13 88.70 103.74 88.50 103.51 85.50

Credential Attainment Rate 96.20 148.00 65.00 96.00 137.14 97.20 138.86 96.00 137.14 70.00

Measurable Skill Gains 68.10 144.89 63.70 135.53 65.40 139.15 47.00

Dislocated Workers:






Youth:


Median Wage 2nd Quarter After Exit $5,847 182.72 $5,241 163.78 $5,184 162.00 $3,200




Wagner Peyser:




Not Met (less than 90% of negotiated)

Met (90-100% of negotiated)

Exceeded (greater than 100% of negotiated)

72

INFORMATION ITEM 2C

Center Traffic Flow

Gulf toBay

center

SouthCountycenter

TarponSpringscenter

VirtualServices

Gulf toBay

center

SouthCountycenter

TarponSpringscenter

LealmanCenter

VirtualServices

Gulf toBay

center

SouthCountycenter

TarponSpringscenter

LealmanCenter

VirtualServices

Gulf toBay

center

SouthCountycenter

TarponSpringscenter

LealmanCenter

VirtualServices

Qtr 1 Qtr 2 Qtr 3 Qtr 4

Total Traffic 1947 1526 10562 1942 1554 7233 2443 2167 77 43 4222

Unique 900 651 4439 748 638 3608 1066 945 43 23 2314

0

2000

4000

6000

8000

10000

12000

Last program year total traffic by location (PY July 1, 2019 – June 30, 2020) thru Quarter 4 Jun 2020: Gulf to Bay – 22,723; St. Petersburg – 24,426; Tarpon Springs – 856; Tyrone – 2,729; EpiCenter – 315; YTD – 50,734 Current program year total traffic by location (PY July 1, 2020 – June 30, 2021) thru Quarter 3 Mar 2021: Gulf to Bay – 6,332; St. Petersburg – 5,247; Tarpon Springs – 77; Lealman – 43; Virtual Services – 22,017; YTD – 24,764 Highlights: ❖ CareerSource Pinellas remained open, all centers offering services both virtually as well as in

person.

73

INFORMATION ITEM 3

One-Stop Operator Update

June 24, 2021

Below is a summary of work completed under the One Stop Operator Contract in the

2020-21 program year:

1. Maintain Linkages

a. CSPIN Partner Portal launched in November 2019. A total of 22 partners

have active pages.

b. Partner Member list was created and maintained throughout the year with

25 partners engaged.

c. Three new partners were added to the Partner Council: Thrive by Five

Pinellas, Gulf Coast Legal Services, and Leap Tampa Bay.

2. Coordinate Quarterly Meetings

a. Four quarterly partner meetings held during the year with strong partner

engagement and new addition of Partner Spotlight:

i. August 20, 2020 – 16 attendees from 7 partners; Partner Spotlight-

Pinellas Ex Offender Re Entry Coalition (PERC) and ServiceSource

ii. October 22, 2020 – 23 attendees from 11 Partners; Partner

Spotlight - Pinellas Job Corps.

iii. February 18, 2021-20 attendees from 8 partners; Partners

Spotlight- Pinellas Opportunity Council and Thrive by Five Pinellas.

iv. April 22, 2021-22 attendees from 12 partners; Partner Spotlights-

Leap-Tampa Bay and CS Pinellas Summer P.A.Y.S

v. Next meeting scheduled for June 24, 2021.

3. Memoranda of Agreement (MOA) and Memoranda of Understanding (MOU)

a. No new MOA’s executed since last meeting

b. MOU’s are executed by CS Pinellas staff

4. Universal Design/Barriers to Employment

a. Centers are easily accessible via public transit.

b. ADA equipment is accessible, and staff are able to assist career seekers

with special needs.

74

5. Strategic Plan

a. Plan is up-to-date and services observed at the Career Resource Centers

are in alignment with the plan.

b. No changes recommended.

6. Customer Satisfaction Initiatives

a. Three surveys were administered to CSPIN customers, in the below

categories. The results below are from July 1-April 30, 2021, with an

average satisfaction rating of 97.15% and a total of 629 respondents.

i. Career Center Resource Rooms – There have been 164 survey

respondents with an average satisfaction rating of 99.69%.

ii. Remote Services – There have been 47 survey respondents with

an average satisfaction rating of 100%.

iii. Employability Skills Training – There have been 465 survey

respondents with an average satisfaction rating of 96.26%.

1. Professional Networking Group shows the highest response

rate with 218 respondents.

2. Career Networking Group is 2nd with 110 respondents.

b. Net Promoter Survey (NPS) - Through March 2021, there have been 1544

respondents to the survey out of 17,601 (11.4%) response rate. Our

target response rate is 10.0%.

i. Average NPS score is 43%; Annual target is at least 30% each

month.

ii. Tarpon Springs and Lealman are the highest rated centers with an

NPS score respectively of 74% and 71%.

iii. Positive Customer comments include:

1. “Customer service people are extremely friendly and

helpful.”

2. “Erlinda was very helpful and friendly. She helped me with

my resume, and I was able to find a full-time position in a

few weeks.”

3. “Every time that I have become unemployed, CareerSource

Pinellas has been right there. I have taken advantage of the

job fairs, the free trainings, and the free classes sponsored

by the WIOA and other initiatives.”

c. CareerSource staff are actively completing “Extreme Customer Service

Training” and will be scheduled for training on the “Partner Portal Referral

system” in late June 2021, to support referring career seekers to partner

agencies for community-based support and linkages.

75

Program vs. Expenditure Review

July through March 31, 2021

INFORMATION ITEM 4

76

CareerSource Pinellas


Participants Served 767 628 1,395

Total $/Participant Total $/Participant Total $/Participant

Personnel Costs (CSP) 187,912$ 245.00$ 169,427$ 269.79$ 357,339$ 256.16$

Personnel Costs (DEO) - - - - -$ -

Service Provider - - - - -$ -

Training and Supportive Services 544,401 709.78 784,894 1,249.83 1,329,295$ 952.90

Other Direct Costs 16,427 21.42 16,254 25.88 32,681$ 23.43

Pooled Costs 298,080 388.63 332,919 530.13 630,999$ 452.33

TOTAL 1,046,820$ 1,364.82$ 1,303,494$ 2,075.63$ 2,350,314$ 1,684.81$

Includes $64,468 of Incentive Funds

Participants Served 116 401 517


Personnel Costs (CSP) 101,126$ 871.78$ -$ -$ 101,126$ 195.60$

Personnel Costs (PEF) - - 168,897 421.19 - -

Service Provider (PEF) - - - - 373,818 723.05

Training and Supportive Services 85,505 737.11 173,404 432.43 85,505 165.39

Other Direct Costs 8,925 76.94 - - 8,925 17.26

Pooled Costs 110,370 951.47 31,517 78.60 110,370 213.48

TOTAL 305,927$ 2,637.30$ 373,818$ 932.21$ 679,745$ 1,314.79$

WIOA Adult (AD)

WIOA Dislocated

Worker (DW)

Total WIOA Adult and

Dislocated Worker

WIOA Youth

Youth Connect - WIOA

Youth Total WIOA Youth

77



Participants Served 3,182 9,553 795



Personnel Costs (DEO) - - 397,105 - 239,119 300.78

Service Provider - - - - - -

Training and Supportive Services 10,133 3.18 17,081 1.79 - -

Other Direct Costs (138) (0.04) 25,127 2.63 11,093 13.95

Pooled Costs 114,773 36.07 405,686 42.47 80,982 101.86

TOTAL 278,553$ 87.54$ 879,419$ 92.06$ 338,273$ 425.50$

Participants Served 13,530 206 692



Personnel Costs (DEO) 636,224 - - - - -

Service Provider - - - - 4,100 5.92

Training and Supportive Services 27,214 2.01 1,264 6.14 27,220 39.34

Other Direct Costs 36,082 2.67 1,980 9.61 55,163 79.72

Pooled Costs 601,441 44.45 105,828 513.73 684,035 988.49

TOTAL 1,496,245$ 110.59$ 312,088$ 1,514.99$ 1,385,892$ 2,002.73$

RESEA Wagner Peyser Veteran Services

Total Employment

Services

Supplemental Nutrition

Assistance Program Welfare Transition

78



Participants Served 72 149 46



Personnel Costs (DEO) 63,939 - - - - -

Service Provider - - - - - -

Training and Supportive Services 65,852 914.61 8,995 60.37 75,984 1,651.83

Other Direct Costs 1,419 19.71 - - 4,658 101.26

Pooled Costs 16,331 226.82 4,438 29.79 20,113 437.24

TOTAL 154,048$ 2,139.56$ 20,671$ 138.73$ 131,502$ 2,858.74$

Participants Served - 16

Total $/Participant Total $/Participant

Personnel Costs (CSP) 2,411$ -$ 94,881$ 5,930.06$

Personnel Costs (DEO) - - - -

Service Provider - - - -

Training and Supportive Services - - 15,755 984.69

Other Direct Costs - - 19,324 1,207.75

Pooled Costs 1,653 - 22,252 1,390.75

TOTAL 4,064$ -$ 152,212$ 9,513.25$

Trade Adjustment

Assistance (TAA) Soft Skills

COVID Dislocated

Worker

Apprenticeship Youthbuild

79

PINELLAS AD DW YouthYouth

ConnectTotal

Number

Served767 628 116 401 1,912

Case

Closures w/

Employment118 158 26 93 395

Average

Wage$20.61 $29.29 $13.41 $12.00 $21.58

PINELLAS

Number

Served46

Case

Closures w/

Employment2

Average

Wage$14.32

PINELLAS

Number

Served149

Case

Closures w/

Employment8

Average

Wage$10.05

PINELLAS

Number

Served0

Case

Closures w/

Employment0

Average

Wage$0.00

Soft Skills

Covid Dislocated Worker Apprenticeship



July through March 2021

PINELLAS

Number

Served72

Case

Closures w/

Employment4

Average

Wage$14.75

Trade Adjustment Assistance (TAA)

PINELLAS

Number

Served16

Placements 0

Average

Wage$0.00

YouthBuild

80

PinellasOne Stop Center

Traffic

Number of

Visitors 17,490

Number of

Visits 30,672

PinellasWebsite

Traffic

Total # of

Visits 54,080

Returning 21.9%

New78.1%

PinellasEmployer

Services

Employers

Served 1,725

Job Orders

Posted 8,179

Referrals to Job

Orders 8,679

PINELLAS

Number

Served692

Closed due to

income 432

Average

Wage$13.18

PINELLAS

Number

Served206

Entered

Employment 62

Average

Wage$11.94

Supplemental Nutrition Assistance Program

Welfare Transition Program


July through March 2021

PINELLAS RESEA VETS Employment

ServicesTotal

Number

Served3,182 795 9,553 13,530

Exits w/

Employment499 98 359 956

Average

Wage$12.36 $14.75 $13.86 $13.17

Employment Services

81

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