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Download a PDF of this document Northern Area Local Plan July 1, 2007 - June 30, 2009 D R A F T For additional information on this Local Plan, or to provide comments or attend the Public Hearing in Farmington on June 15, 2007, contact Patrick Colvin, Planning & Adult Programs Manager, Northern Area Local Workforce Development Board, 505/986-0363. Email: colvin@nalwdb.nm.org. Address: 1751 Old Pecos Trail, Suite F, Santa Fe, NM 87505. Local Plan EXECUTIVE SUMMARY This is an update and extension of the Local Plan adopted by the Northern Area Local Workforce Development Board (NALWDB) in 2002 and subsequently updated in 2003 and 2005. This Plan update has been requested by the Governor's Office of Workforce Training and Development (OWTD) in response to US Department of Labor requirements that all States update their WIA State Plans. This document includes policies and program designs adopted by the NALWDB since 2003, decisions that were made at public hearings conducted as part of regular NALWDB Board meetings held throughout the Northern Workforce Area of New Mexico. This Plan Update is therefore a compilation of past decisions made with full public input. Additional input from the public is being solicited through a thirty day comment period leading up to an additional public hearing on June 15, 2007, at the NALWDB meeting in Farmington. NALWDB is certified by the State of New Mexico to administer Federal WIA grant funds in three subparts: Adult and Dislocated Worker grant funds are subcontracted through a competitive bid process (Requests for Proposals or RFPs) to support the One-Stop Career Centers system throughout the ten counties of Northern New Mexico. Youth grant funds are subcontracted by RFP to a number of service providers in the same Northern Area. In addition, small contracts for Community Projects are occasionally bid through RFP as funds allow. This Plan Update describes these processes and programs. The NALWDB Board continues to develop partnerships, as mandated under WIA, with Federally-funded State programs that assist the same employers and job-seekers that WIA serves. Efforts to form partnerships and to co-locate workforce programs at the One-Stop Centers is the responsibility of the State Workforce Board, the Governor's Office, and the State agencies designated by the Legislature to affect a more efficient coordination of workforce services and resources. NALWDB is committed to assisting in that effort and has made substantial progress in the program year. This Local Plan covers the upcoming 2007 and 2008 Program Years. Public comments on this plan should be directed to the NALWDB Board staff or provided at the June 15, 2007 Public Hearing, as described in Attachment #1 "Legal Notice". PLAN DEVELOPMENT PROCESS Describe the plan development process, including a discussion of the process used by the Board, consistent with the WIA to provide an opportunity for public comment - including comments by representatives of businesses and representatives of labor organizations - and input into the development of the local plan, prior to submission of the plan. What other organizations were involved in the development of the local plan, visions, and goals, and how were they involved? This Local Plan 2007-2008 was developed at the request of the New Mexico Department of Labor (NMDOL) as an update and extension of NALWDB's 2002-2007 Local Plan. The plan was drafted for public comment on a very short notice of five working days and is intended as an update and extension of the previous document. Consequently, the 2007-2008 Local Plan will not include the same extensive public hearings process that was used in the original Plan development and in the 2002 updates. This draft Plan will be reviewed at the NALWDB Planning & Budget Committee meeting of May 8, 2007 and the Board's Executive Committee meeting of May 18. Legal notice will be posted for the 30 days leading up to the NALWDB Board's meeting and public hearings on June 15, 2007. In preparation for the 2002 update to this plan, NALWDB held strategic planning sessions in November and December of 2001 to revise the local plan. A public hearing on the 2005 update to the plan was also held in June, 2005. Public comments from all of these hearings are enclosed in the appendices. What was the role of the chief elected official(s) (CEOs) in developing the Plan? The NALWDB solicited feedback from CEO's during the 30-day comment period and invited them to participate in the public hearing. Attach any public comments that represent disagreement with the plan. How were these comments considered in developing the local plan? All feedback received during the current 2007 comment period will be considered and incorporated into the final draft of this Plan.I. Northern Board Workforce Vision "The Northern Board will be the labor market's number one choice" The Northern Board's vision for the workforce system in Northern New Mexico foresees a partnership with education, economic development, business, labor, the State and local governments, positioned to meet the needs of employers for hiring, training, upgrading and retraining the workforce in support of the economic needs of Northern New Mexico. MISSION "The Mission of the Northern Board is to educate and train our workforce The Partnership Agreement between the Northern Board and the Chief Elected Officials (CEOs) of the North further charge the NALWDB Board with the following responsibility:
As part of this mission, the Northern Board will develop and implement policies and programs that foster an effective and efficient workforce development system that sustains and creates jobs resulting in a healthy regional economy; meets the current and future needs of the area through life-long learning; and that serve as a catalyst in creating opportunities to empower youth to become socially and economically self-sustaining. OBJECTIVES The Northern Board will accomplish its mission by developing services and programs and partnerships for adults and youth that function as a coordinated and integrated system. This system is based on approved Business Plans for comprehensive One Stop Centers in Farmington and Santa Fe; supplemented by One Stop Centers in each of the remaining eight Northern counties; and extended through coordination and co-location by NALWDB Youth Programs and One Stop Access Points in rural communities. The purpose of the One Stop System is to provide services for job seekers and employers alike, to develop partnerships for integrated workforce services delivery, and to serve as the hub for developing demand-driven, customized training services for employers and priority industries. II. Local Area Workforce Investment Priorities NALWDB has made it a priority to maintain One-Stop Centers in all ten counties of the Northern Area, and to establish two of these centers, in Santa Fe and Farmington, as comprehensive One-Stops. NALWDB has consequently adopted Business Plans for the comprehensive One Stop centers. These plans have been approved by the State and, as a result, the required One Stop System Self-Certification document has now been completed and is being submitted to the State for final and full certification of the two comprehensive centers. As part of the adoption of Business Plans for the two comprehensive One Stop Centers, the Board established priority industries as follows:
The Business Plans prescribe that 60% of the unobligated training funds guideline for the Santa Fe and Farmington One Stop areas, as administered by the NALWDB One Stop Systems contractor, will be targeted to development of skills in these priority industries. Through a series of WIA 10% grants provided by OWTD, NALWDB has developed the capacity to respond to employers' training needs through a series of customized training projects. These have included training for San Juan Regional Medical Center, Arizona Public Service, the Gallup ProActive Host Hospitality Institute, and St. Vincent's Hospital. This is a demand-driven system, working with colleges and universities to provide the training in response to employers' needs. The continuation of a demand-driven system, operated by the One Stop System Provider and assisted by Board staff, is a priority of the Board. The Board and the One Stop System operator have also initiated a program for developing One Stop System Access Points for Rural Areas. Already located at Embudo and Laguna, these Access Points are small resource rooms at co-sponsor facilities, supplemented by monthly workshops on the NALWDB One Stop System and partners. Over the course of PY 2007 and PY 2008, Access Points will be deployed throughout the Northern Area to provide an outreach point for both adults and youth entering the One Stop System. Finally, as part of the NALWDB Workforce & Economic Development Strategy, the Northern Board has established a priority for development of One Stop Centers as economic hubs for the communities in which they are located. NALWDB will continue to work with local governments and WIA partner agencies to include business and economic development services at the One Stops, and to work with those local governments to seek financing for construction or renovation of facilities as permanent locations for community-centered workforce and economic development programs. III. Local Board Structure & Collaboration to Improve Workforce Services Delivery The Northern Board, by virtue of its membership and how they are appointed, is a collaboration of WIA-mandated partner agencies and the private sector. In accord with NALWDB's Partnership Agreement with Chief Elected Officials, the private sector is nominated by business associations in each of the ten counties in the Northern Area; or by State Department Secretaries and Directors of mandated programs. The Chair of the Northern Board is also a member of the State Workforce Board to provide coordination at the statewide level. As a result of the 2007 passage of House Bill 1280 in New Mexico, the former Department of Labor will be folded into the new Department of Workforce Solutions (DWS) as of July 1, 2007. NALWDB is working with DWS as this transition occurs and is participating with the new department in its mandate to coordinate the various workforce programs in the State around the One Stop Systems operated by each of the four local boards. To conduct its business, NALWDB has created a number of standing committees of the Board:
In regard to the work of the One Stop Committee, NALWDB has commenced to re-negotiate Memoranda of Understanding (MOUs) with statewide agencies operating programs mandated by Congress for inclusion in WIA One Stop Centers. These new MOUs will replace the current MOUs with partner agencies, for the specific purpose of co-locating workforce services at the One Stop Centers and allowing the integration of workforce services as a top priority. Re-negotiated MOUs have been drafted and approved by the Northern Board for signature by the following statewide mandated partners: the Department of Labor (Workforce Solutions); the Division of Rehabilitation; the Human Services Department; the Commission for the Blind; and the Job Corps. NALWDB has also contacted the State Economic Development Department on developing an MOU for their participation in the workforce system, but no response has been received. While the Job Corps MOU has been signed and executed, the State agencies have not responded to the proposed MOU, although their representatives on the Board's One Stop Committee have advised NALWDB that this is only temporary and related to the need for NMDOL to transition to its new role as Workforce Solutions.
NALWDB's development of MOUs with the New Mexico Department of Workforce Solutions (NMDWS) is of particular priority to the Board for two reasons:
The Northern Area Local Workforce Development Board is fully committed to the statewide goal of full integration of WIA and Wagner-Peyser services in all One Stop Workforce Centers by June 20, 2007. The MOUs that are being re-negotiated to include three provisions for One Stop Center organization that are critical to the creation of co-located and integrated facilities:
In preparation for One Stop integration and training, the NALWDB Executive Director has committed to help draft and review the State Local Plan; the NALWDB Planning & Adult Programs Manager has participated in the OWTD Integration Team (also know as the Sweet 16), and a Northern Area Integration Team has been formed between NALWDB and One Stop operator staff for the purpose of:
In order to implement the final provision of this approach, NALWDB requires re-negotiated MOUs to be signed by the statewide partner agencies mentioned earlier. At that time, full integration training will proceed at the comprehensive One Stops centers. IV. Economic & Labor Market Analysis The Northern Board serves an area of Northern New Mexico that includes ten counties, twenty-four municipalities, eleven Native American Pueblos, the Navajo and the Jicarilla Apache Nation. This includes the counties of Cibola, Colfax, Los Alamos, McKinley, Mora, Rio Arriba, San Juan, San Miguel, Santa Fe and Taos. The eleven Pueblo Nations are Acoma, Laguna, Nambe, Pojoaque, San Ildefonso, San Juan, Santa Clara, Picuris, Taos, Tesuque, and Zuni. This Plan acknowledges that Tribal entities are not political subdivisions of New Mexico and that they are sovereign entities with a government-to-government relationship with the State and Federal Governments (PL 105-220, Workforce Investment Act of 1998, Subtitle D - National Programs, Sec. 166 - Native American Programs). However, under the Workforce Investment Act, NALWDB will provide programs, services and opportunities for residents of these communities and make an effort to partner with Native American governments in providing workforce development services to Northern New Mexico. Plans for coordination with tribal communities are set forth in the Northern Board's "Workforce and Economic Development Coordination Strategy" (attached by reference to this plan). That same Strategy provides an updated needs assessment and describes goals for coordination with business in the Northern Area. As One Stop System operator for the Northern Board, SER Santa Fe has also developed community economic development profiles for all ten counties in the Northern Area. These not only list key social and economic data for the area, but identify workforce, education, and economic development organizations in the North along with ongoing and new projects for coordination and support. Economic Development Profiles for Northern New Mexico are provided at the Northern Board's website http://www.nalwdb.nm.org. What are the workforce investment needs of businesses, job seekers, and workers in the Northern Area? The Northern Board has developed four strategies to identify the workforce investment needs of the area. The first strategy utilizes data compiled by state agencies, with special emphasis placed on the labor market information compiled by the New Mexico Department of Labor. A second strategy focuses on the use of the needs assessments and plans developed for the Northern Area by the two Councils of Governments, the Northwest New Mexico COG and the North Central New Mexico Economic Development District. Both agencies have in place "Comprehensive Economic Development Strategies" that include needs and priorities developed in close association with the business and education communities and the local governments. A third strategy was to host four town halls to solicit input from business, economic development organizations, Chambers of Commerce, job seekers, educational institutions and training providers. The town hall meetings, held in 2002, were replaced in 2005 with a series of Workforce & Economic Development Coordination meetings with the business communities in each county. Starting with 2006, the Northern Board has replaced the Coordination meetings, as an outreach effort with the private sector, with the hiring of 5 Business Services Consultants by the One Stop operator. These specialists will maintain ongoing relations with employers and business associations and are responsible for developing Priority Industry networks of employers, as prescribed in the NALWDB One Stop Business Plans mentioned earlier. Compilation of these information sources has culminated with the following needs assessment:
How will the present and future needs of employers be determined in the Northern Area? Present and future needs of employers are determined through a variety of methods already mentioned in this plan. Direct involvement of, and support to, the business and employer community is achieved in the North, county by county, through a close partnership with the Board's One-Stop Systems service provider, SER. Involvement begins with the participation of Chambers of Commerce and Economic Development Corporations (EDCs) in the nominating process for the Northern Board. This includes two Business Representatives form each of the ten counties and two regional Economic Development Representatives. The sum of the Northern Board's enhanced relationships with the economic development and business communities in the ten counties has improved marketing and responsiveness of workforce programs to employer needs. It is a planned and cooperative move towards greater efficiencies between workforce and economic development programs; better utilization of their resources; and better understanding within the employer community of the public resources available to assist them in job creation and retention. What are the current and projected employment opportunities and job skill needs in the Northern Area? The Northern Board uses occupational projections of the New Mexico Department of Labor's Labor Market Information section. Occupations with the most job openings are projected in such publications as "Northern Area WIA Region Occupational Outlook 2012" (see http://www.dol.state.nm.us/pdf/north2012.pdf); or similar projections through 2006 (see http://www.dol.state.nm.us/pdf/north2006.pdf); and "Wage Information for Job Seekers, Northern WIA Area" (see www.dol.state.nm.us/pdf/NorthernWage.pdf). These projections show job gains in the near-term for 2007 and 2008, in a variety of occupations including retail salespersons, cashiers, waiters/waitresses, general managers, office clerks, food prep and service workers, teachers, construction workers, mechanics, maintenance and repair occupations, janitors, registered nurses and a variety of health care technicians and related workers. Gaming and hospitality operations in Northern New Mexico continue to be major employers, with a consistent demand for various levels of employees. The Northern Board also recognizes that in 2004 eight of the ten counties in Northern New Mexico had unemployment rates in excess of the statewide 5.7% average (see http://www.dol.state.nm.us/pdf/ta2004.PDF ). This reflects a common problem in Northern New Mexico, with rural areas and rural counties experiencing double-digit unemployment rates. An adequate number of jobs are simply not available in most rural areas unless they are close to urban centers. As a result, the Board's W&ED Strategy breaks out Rural and Tribal Communities separate from urban areas, requiring separate strategies. The same Strategy includes a NALWDB commitment to maintaining One-Stop Centers (including itinerant services) in all counties and a Board policy has established guidelines for training and intensive services for each county, rural or urban. In these areas, OJT training is being used as an efficient way to capture available jobs, regardless of whether they "appear" to be in demand on areawide lists. V. State Workforce Investment Priorities and Strategies
The following provides specific examples of what collaboration has taken place, and how the collaboration will take place, to improve the delivery of workforce services.
In her April 24, 2007, directive to the Local Boards regarding the Local Plan, Secretary Doris requests that Local Boards address Strategies for using 100% of the total local area WIA allocation as follows:
VI. Local Board Policies and Requirements NALWDB posts all current board policies on its website http://www.nalwdb.nm.org/ For the coming Program Year 2007, NALWDB is developing a new support service for clients in follow-up. Entitled Job Retention Support, the service will be implemented by the One Stop Operator for adults and dislocated workers for the purpose of providing them with support during their first three quarters on a new job. The following is the description of the new services as adopted by the Northern Board at the March 16, 2007 meeting: Discussion In May 2004, the Board discontinued support services for Adults and Dislocated Workers due to the lack of financial resources, the questions around availability of funds from previous program years, and questions regarding the amount of financial obligations incurred under the previous One Stop Systems provider. At the time, support services funds had been over-obligated and the amount of the over-expenditures was not fully known. These questions have now been resolved, as of the Fall of 2006, and the Board is able to look into the ability to reinstitute support services on a limited and strategic basis. WIA and State rules prescribe that support services are to be provided directly or by referral to existing providers, based on individual WIA client needs. In discussions with the One Stop System provider, client needs for post-placement services have been highlighted. Post-placement "Job Support/Job Retention" services are allowed for up to one year after job placement in order to help clients retain employment. The Planning & Budget Committee reviewed support service options at the January, 2007 meeting. A description of the Laguna WIA support services program for Job Retention was provided. Laguna Pueblo WIA provides WIA clients, who have found jobs, with support funds for each of their first three quarters after finding employment. The payments require the clients to visit their case manager at the One Stop and provide evidence of continued employment. At this time they can be assisted by the One Stop as needed. The support payments are provided by Visa card in the amounts of $50, $100, and $150 for each of the three quarters following employment. Post-placement, job retention support services are being recommended for Board consideration for all Adult and Dislocated WIA-enrolled clients who have obtained employment after receiving One Stop services. Provision of post-placement support services would have several important advantages:
Issues SER recommends that implementation be targeted for July 1, 2007 in order to review the proposal with OWTD.
The Committee has recommended implementation as recommended by SER. The Post-Placement Support Services Program is proposed with the following provisions:
With this Local Plan, NALWDB is requesting implementation of this new support service and will consider this approved with approval of this Local Plan. VII. Integration of One Stop Delivery System See Section III of this report which covers NALWDB plans and efforts to date on this subject. VIII. Administration and Oversight of Local Workforce System As a nonprofit corporation, NALWDB employs its own staff and contracts separately with the Board's fiscal agent. The Board also contracts with a separate, independent auditing firm. Oversight of the NALWDB workforce system operates as several levels:
The Board's fiscal agent uses the following systems for fiscal accounting and reporting: FISCAL CONTROL ACCOUNTING AUDIT PAYROLL DEBT COLLECTION COST ALLOCATION BUDGET DEVELOPMENT RECORD KEEPING/RETENTION Fiscal records are retained for at least three (3) years following the completion of the financial and compliance independent audit (auditor's report date).IX. Service Delivery Describe the competitive process to be used to award grants and contracts in the local area for activities carried out under WIA Title I. For any program, project, grant or contract of $30,000 or more, the State Procurement Code requires NALWDB to issue a detailed Request for Proposal (RFP) and solicit sealed bids. The RFP solicitation includes the scope of work, performance criteria, completion dates, and rating factors. Notification of the issuance of the RFP is printed as a legal notice and notification sent to all CEOs, and interested providers. RFPs are also posted on the Internet on the NALWDB website. Following release of the RFP, NALWDB staff conducts a bidder's workshop to present information on the RFP. Upon receipt of the proposals, staff conducts a technical review to ensure that the proposals are in compliance with the technical requirements of the RFP. A panel of readers evaluates all proposals meeting technical requirements and completes a scoring sheet on all proposals read. Each proposal is assigned an average score and the panel determines which proposals to recommend for funding and possible items for negotiation. The recommendations of the panel are summarized by NALWDB staff and presented the Planning Committee for recommendation to the full Board NALWDB. After awarding of the contract, NALWDB conduct a pre-award survey to ensure the sub grantees capacity to administer a federal grant. NALWDB may sole source contracts with government agencies, including but not limited to federal, state, city, county, school, and public post-secondary institutions consistent with the New Mexico State Purchasing Act. Such contracts will be recommended by the Planning & Budget Committee and approved by the Board. All contract awards have a procurement file developed to document the contract issuance process for review by the SAE or other monitoring agencies. At the time of this Local Plan publication, the Northern Board has issued two RFPs in the last two years:
Describe the local plan to avoid duplicating of services. Duplication of services will be avoided by coordination among all of the NALWDB subgrantees and partner agencies, as described in the previous section of this Local Plan. How will the local system ensure non-discrimination and equal opportunity, as well as compliance with the Americans with Disabilities Act? NALWDB adopted the policies of the State Board to ensure non-discrimination and equal opportunity. The NALWDB signed an MOU with the Division of Vocational Rehabilitation and the New Mexico Department of Labor identifying agency responsibility for promoting compliance with ADA and accommodations for individuals with special needs. How will the Board address Native American sovereignty and funding issues in the local area? Native American sovereignty will be maintained through the inclusion of CEOs of tribal entities in the appointment of NALWDB members and their participation in the administration of the WIA funds for the Northern Area. Tribal entities will be eligible to compete for WIA subgrants on equal footing with any other organization or agency without regard to funding received from other sources.
Describe the One-Stop delivery system to be established in the Northern Area, including the number of comprehensive centers and the supplementary arrangements. The Northern Board established its workforce delivery system on the premise that One Stop Career Centers are the core of an integrated system of services for adults and dislocated workers. The system was procured through RFP in 2006, with SER Santa Fe the successful bidder. This current contract is planned for extension through PY 2007 and 2008. SER now operates full-time centers in eight of the ten Northern Counties. Itinerant One-Stop Centers are operated on a part-time basis in Mora and Los Alamos Counties. The Board has established two comprehensive One Stop Centers, located in Santa Fe and Farmington. The remaining six Centers in Grants, Gallup, Raton, Espa–ola, Taos, and Las Vegas will continue to progress towards comprehensive One-Stops, but this will depend on the number of WIA-mandated partner agencies that are willing to co-locate. At this point, the Northern Board does not anticipate that these locations will have access to sufficient workforce development partners to evolve into comprehensive centers unless there is State Workforce Board, and ultimately the Governor's, intervention and leadership. Until then, these six centers will remain "One-Stop Express" centers linked to the Santa Fe and Farmington center for additional support and resources. As mentioned earlier, the Northern Board is striving to make service accessible to a majority of the rural population in its service area by maintaining one-stop services in all counties and by supplementing these with One Stop Access Points in rural communities. This has resulted in the development of a number of access points to date, including those at Laguna, Embudo, and Springer. The next round of Access Points is planned for Chama, San Jose (San Miguel County), and Pecos. NALWDB faces many challenges in developing the One Stop Delivery System. One significant challenge is to motivate workforce development partners to participate actively in a coordinated delivery system that will benefit customers. Co-location of partner agencies and cost allocation for the services of the One Stop Career Center are two formidable challenges. Both are mandated under the WIA legislation. Currently, co-location at most of the Department of Labor facilities does not appear to be a workable option since the facilities do not have sufficient space to accommodate partners. On the other hand, many partners have their own facilities or are committed to long-term facilities leases. As an alternative to physical co-location, the Northern Board depends on an infrastructure of internet connectivity, phone and fax, to connect all partners and create an electronically linked One Stop Career Center that includes the Virtual One-Stop (VOSS) under the direction of the Department of Workforce Solutions. Describe the process used for selecting the One-Stop operator(s), including the appeals process available to entities that are not selected as the One-Stop operator(s). In the initial year of implementation of the Workforce Investment Act, the NALWDB sole-sourced the One Stop Operator functions and adult and dislocated worker services to the Employment Security Division of the New Mexico Department of Labor. The NALWDB also allowed eight youth service providers to continue youth services under the JTPA carryover provision. The NALWDB also contracted with the Employment Security Division to operate the summer youth program. For the second year of implementation, the NALWDB followed the State Procurement Code for issuance of a Request for Proposal (RFP) and solicited sealed bids for the selection of the One Stop Operator for the second half of the 2002 program year. At the Board's July 18, 2002 meeting, the contract with NMDOL was extended through December 2002 in order to issue the One-Stop RFP. At the Board's November 14, 2002 meeting, SERCO was selected as the successful bidder out of six proposals that were received. In January, 2003, SERCO took over operation of the contract for the NALWDB One-Stop System. In the Spring of 2006, NALWDB issued a new One Stop Systems RFP for the Program Years commencing with PY'06. NALWDB used a variety of methods to advertise the release of the RFP. As required by the State Procurement Code, NALWDB published legal notices in newspapers of record advertising the solicitation of proposals. Following release of the RFP, NALWDB staff held a bidder's workshop to provide an overview of the RFP to potential respondents. The New Mexico Administrative Code (NMAC) 11.2.15 Grievance and Appeals Procedures for the Workforce Investment Act describes the appeal process available to entities not selected as One Stop operator. The NALWDB follows the code. Briefly, this provides for entities to appeal contract awards through the filing of a written protest with the NALWDB. Upon receiving the appeal, the NALWDB staff conducts an investigation and renders a decision. If the organization is not satisfied with the decision, it may appeal to the NALWDB Executive Committee. Describe corrective action that the Board will take, as applicable, with One-Stop operators and/or providers of services. The Northern Board has adopted the State's "WIA Monitoring and Oversight" policy set forth in State Issuance 11.2.10 "Oversight and Monitoring" and updated as State Technical Assistance Guide (STAG) 15-03. For the One Stop operator, the NALWDB negotiated a contract establishing Board and State performance measures, benchmarks and deliverables. The contract includes criteria to assist the Performance and Marketing Committee in determining performance compliance according to the contractual Scope of Work. The contractor is required to provide on expenditures, enrollments, and performance standards set forth in the contract. These reports assist the Performance and Marketing Committee in their oversight responsibilities and provide the full Board with detailed information on areawide and county-by-county One-Stop performance. If NALWDB determines that the One Stop operator or a Service Provider is not performing according to the subgrantee conditions or is out of compliance with WIA regulations, it will issue a letter identifying the situation and requesting corrective action within a specified length of time. If NALWDB determines that the corrective action will require technical assistance, NALWDB may request its staff, consultants or the SAE to provide training to the One Stop operator or Service Provider. Monitoring is an ongoing and annual activity of Northern Board staff. SER Santa Fe, as the One Stop Systems subcontractor, was monitored in-depth in 2006. All corrective actions have been completed. Describe how the Board will terminate a One-Stop operator for cause. If the One Stop operator does not correct the deficiencies identified in any letter requesting corrective action within 30 days, the Board may send the operator a letter of termination. The operator may appeal the NALWDB's decision to terminate the contract to the State Workforce Board within 30 days of the receipt of the letter of termination. The State Board will render the final decision. What programs and funding streams will support service delivery through the One-Stop system? How will services provided by each of the One-Stop partners be coordinated and made available in the local One-Stop system? Attach a copy of each Memorandum of Understanding (MOU) between the Board and each of the One-Stop partners concerning the operation of the local One-Stop delivery system. The NALWDB will coordinate all of its workforce development programs to prevent duplication of services and ensure that programs meet employer needs. Because the One Stop Career Centers serve as the core of the NALWDB's workforce development system, they will provide all core services for adults and dislocated workers. For WIA eligible youth, the One Stop Career Centers will refer customers to the youth service provider in their area. The Northern Board has identified mandated partners and has developed Memoranda of Understanding between the Board and each of the One Stop partners. The mandated One-Stop partners, programs, and funding sources involved in supporting the WIA One Stop system through program services and information are:
In working with NMDOL, one of the provisions needed at the One Stops is for non-merit based staff to perform Wagner-Peyser activities under a Federal waiver. NALWDB supports the new Department of Workforce Solutions effort to secure such a waiver and to thus allow the full integration of available WIA services at the One Stops. The One Stop subcontractor operating under the authority and support of the Board will ensure that services are available at each comprehensive center through co-location, assisted referral, information, or virtual access. The specific level of service for each partner is to be negotiated. More specific and local Memoranda of Understanding (MOUs) between the Board and partners have been developed, finalized, and signed by the applicable parties. Typically, what information and services will be provided and how will customers access them? All One Stop Career Centers will have written information available for core services under Wagner Peyser and WIA. All One Stop Career Centers will provide regularly scheduled orientation sessions to orient customers to services. Each One Stop Career Center will have a resource room for customers to access the internet, conduct job searches, prepare resumes and fax applications to potential employers. One-Stop Career Centers may also provide short-term workshops focusing on employability and basic skills associated with entry-level positions. What is the Board's plan for delivery of core, intensive and training services? NALWDB has charged the One Stop operator with primary responsibility coordinating the delivery of core, intensive and training services to the adults and dislocated worker population. The NALWDB has contracted with youth service providers to deliver services to youth. As part of its contract with the One Stop Systems provider, NALWDB requires monthly reporting of Core, Intensive, and Training Services at all One Stop locations. How will youth services be connected with the One-Stop delivery system? NALWDB requires collaboration between the youth service providers and the One Stop Centers and is moving towards co-location of youth services at One Stops where appropriate. The youth service providers will assist WIA eligible youth to access resources at the One Stops. How will the Board promote the participation of private sector employers in the local workforce development system to assist the employers in meeting hiring needs? The Board is composed of a majority of business membership, with a mandated role for business associations in nominating Board members. Supplementing this relationship, the Board has authorized and directed the One Stop System operator to hire business services consultants to ensure ongoing and meaningful support to the business community. B. Workforce Information NALWDB will use several methods to make information available to businesses, job seekers, and workforce partners. Methods include the VOSS system and the NALWDB website which includes County Economic Development Profiles. State-generated labor market information posted on the NMDOL (DWS) website is a key source of workforce information. This information is made available at the NALWDB One Stops and Youth Programs. C. Adults and Dislocated Workers Describe and assess the type and availability of adult and dislocated worker employment and training activities in the local area. Adult and Dislocated Worker employment and training providers in the Northern Area requirements include but are not limited to:
The NALWDB will continue to identify additional providers. Intensive services for Adults and Dislocated Workers are provided at all One-Stop Centers funded by the Northern Board. They are a prerequisite for gaining enrollment in training services and include intensive case management, in-depth assessment, and job clubs. These services are described in-depth in NALWDB One-Stop Systems contract with SER. Describe any limits on Individual Training Accounts (ITA's) as established by local board policies, within requirements of the State. The Northern Board has adopted a policy on ITAs and OJTs which is available on the website www.nalwdb.nm.org. The Board has set a $3,000 limit on ITAs and an OJT limit of $4,000. Individual Training Accounts (ITAs) The NALWDB One Stop System provides WIA eligible customers with a full range of training services by establishing Individual Training Accounts (ITAs). One Stop staff connect customers with organizations and institutions approved by the NALWDB and maintained on the New Mexico statewide Eligible Training Provider List (ETPL) to provide training. NALWDB, through its One Stop operator, obligates and tracks activities and funding of ITAs. Internal procedures for ITAs ensure adequate ETPL management, appropriate training, effective employer services, and customer choice. NALWDB maintains an active list of training providers, covering a diverse spectrum of employment occupations. If, however, a customer requires training for an occupation in demand or pre-approved training that has been documented to be in demand in the local area, but is not available through a current provider, both One Stop and NALWDB staff will make every attempt to secure and approve a provider for those training services. In addition, if there are an insufficient number of eligible training providers to accomplish adequate customer choice, the NALWDB will publish a request for contracted training services in the local newspapers, and notify community colleges, universities, and private training institutions of the need for new and/or customized training. In compliance with WIA Section 134(d)(4)(G)(ii), the NALWDB offers the option of customized training through OJT opportunities to meet local employer and customer needs. NALWDB also identifies community-based organizations or other private training institutions that have demonstrated effectiveness in serving specific participant populations and utilizes the criteria for participants established in 20 CFR 663.430. ITA Implementation Procedures:
ITA Monitoring
D. Rapid Response Describe how the Board will coordinate workforce investment activities carried out in the local area with statewide rapid response activities, as appropriate. NALWDB submitted a Rapid Response Plan to the SAE which was subsequently approved and which prescribes a working relationship with the State Rapid Response Coordinator for responding to layoffs and closures. As part of this Plan, NALWDB has designated the One Stop Systems operator as responsible for rapid response activities and for reporting those activities to the Board's One Stop Committee. When there are layoffs of 50 or more employees, the state Rapid Response Coordinator is contacted by area employers, and subsequently issues an invitation to participate in a meeting to plan and coordinate efforts for services. The NALWDB One Stop operator staff attends the orientation meeting for dislocated workers to assist with coordination of efforts in rapid response.
E. Youth Programs Describe your strategy for providing comprehensive, integrated services to eligible youth, including those most in need. Based on the recommendation of the Youth Council, the Board approves the competitive selection of the youth service provider which, enters into partnership agreements with youth-serving agencies in each of the 10 counties within the Northern Area. At this time, the youth service provider partner include: Northern New Mexico College, San Juan Community College, Luna Community College, Taos Public Schools, Las Vegas Public Schools Systems, Raton Public Schools, Espanola Public Schools, Coronado School District, Escalante School District, Los Alamos High School, Santa Fe Public Schools, Gallup Public Schools, Bloomfield High School, Grants School District, Children Family and Youth Department-County Offices, Youth Conservation Corps for McKinley, Taos, and Rio Arriba Counties, and other youth serving organizations in the 10 county service area. Services provided by the youth programs and partners cover the ten (10) elements mandated under WIA, including:
Describe the framework for the youth program design in the local area and how the ten program elements required in 20 CFR 664.410 will be provided within that framework. The NALWDB contracts with service providers identified through a sealed bid process that requires the subgrantees to describe the program design in detail and describe how the 10 program elements will be incorporated. At a minimum, youth service providers will implement programs that provide:
Describe how coordination with Job Corps, Youth Opportunity Grants, School-to-Work and other youth programs in the local area will occur. Representatives of the Job Corps and other youth-serving organizations, from the pubic and private non-profit areas including organized labor, are represented on Youth Council and the Board. Program coordination occurs via communication among partners, among and between Board members and between Youth Council Members. Job Corp is a signatory to the NALWDB's Memorandum of Understanding. Describe the process to be used for identifying eligible providers of youth activities. The Youth Council will recommend eligible providers of youth services based on well-publicized RFP process. Describe and assess the type and availability of youth activities in the local area, including an identification of successful providers of such activities. Youth employment and training providers in the Northern Area include but are not limited to:
NALWDB will consult the Youth Council to identify additional youth service providers for appropriate WIA activities. What is the local area's definition regarding the sixth youth eligibility criterion, ("an individual who requires additional assistance to complete an educational program, or to secure and hold employment")? Disabled and other youth will qualify under the sixth criteria when such individuals lack the ability to readily search for, secure, and hold employment.
F. Business Services The One Stop Business Plans for Santa Fe and Farmington prescribe a demand-driven system of business services available through the One Stop Centers. To support this design, NALWDB has directed the One Stop operator to hire five Business Services Consultants systemwide. In addition, and as part of the One Stop Partnership Committees, the Northern Board is preparing to initiate Coordinated Employer Outreach Groups consisting of WIA and Partner Agency business outreach staff in Santa Fe and Farmington. As the renegotiated Partner MOUs are signed (see previous section on collaboration), these outreach groups will serve as a model for replication in other areas of the North. The Outreach Groups will eliminate repeated contacts with employers by various representatives of the public workforce system, each working independently. G. Innovative Service Delivery Strategies As a consequence of the WIA legislation, NALWDB is faced with the difficult responsibility to coordinate WIA programs with over sixteen Federal and State workforce programs, towards the goal of co-locating and integrating them into ten One Stop Centers areawide. This is a challenging work program which requires substantial innovation. It will remain the focus of innovation in service delivery for the Board. As part of this effort, NALWDB is using innovation to create a new concept: rural access points for the One Stop System. H. Strategies for Faith-Based and Community-Based Organizations As of PY 2006, NALWDB contracts are all with community based, nonprofit organizations. The Northern Board itself is a community based, nonprofit corporation. In addition, faith-based organizations are part of the NALWDB service delivery system. When possible, the Northern Board makes use of these CBOs and FBOs in the delivery of services.
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IX. Service Delivery
Identify the fiscal agent or entity responsible for the disbursal of grant funds described in WIA, as determined by the chief elected official(s) under WIA. Describe the entity's experience in administering government contracts. How will it ensure that it will be in compliance with US DOL and State of New Mexico fiscal requirements?
The Northern Board contracts with the accounting firm of Zlotnick, Laws, and Sandoval for Fiscal Agent services, and has done so since the firm’s services were procured by the Board through RFP in 2002 with CEO concurrence.
Provide the agreement specifying the respective roles of the individual chief elected officials, including fiscal liability. Attach a copy of this agreement.
Attached is a copy of the updated CEO Partnership Agreement signed by the Chief Elected Officials. The CEOs understand their fiscal liability. The New Mexico Association of Counties and the New Mexico Municipal League provide liability insurance for the CEOs. Additionally, the NALWDB has purchased a separate liability insurance policy.
How will the local board work in partnership with the chief elected officials? Attach a copy of the board bylaws and any other partnership agreements or memorandums of understanding.
NALWDB, by request of the CEOs, hosts one meeting per year to which the CEOs are invited, to keep them informed on the progress of WIA. NALWDB staff makes oral presentations as well as written reports to the CEOs. NALWDB has prepared a resource manual for each CEO that includes federal and state regulations governing WIA implementation, minutes of meetings, bylaws, membership and other information. The NALWDB staff updates the information in the resource manuals on a regular basis. Finally, the CEOs are provided a role in selection of the NALWDB Board members, Fiscal Agent and One Stop Systems operator. The Board’s Performance and Marketing Committee is currently preparing for the implementation of quarterly reports to the CEOs and elected officials of Northern New Mexico, which will provide even greater access to information and input on decision-making for the CEOs.
What circumstances constitute a conflict of interest for a local board member, including voting on any matter regarding provision of service by that member or the entity that he or she represents, and any matter that would provide a financial benefit to that member?
Board members sign a Conflict of Interest Disclosure that stipulates that a Board member:
- may not vote on a matter under consideration by the Board regarding the provision of services by such member, or by an entity that such member represents, that would provide direct financial benefit to such member or the immediate family of such member;
- may not otherwise engage in any other activity determined by the Board Chair to constitute a Conflict of interest in any activities specified in the local plan;
- should neither engage in nor condone any exploitation of the Board or the WIA infrastructure;
- must deal with all service providers and potential service providers impartially and provide no special privileges to an individual service provider nor accept special privileges to or from an individual service provider nor accept special personal compensation from a service provider;
- must recognize and discharge personal responsibility to uphold all laws and regulations relating to the Board’s activities;
- must exercise and insist on sound business principles in the conduct of the affairs of the Board and use only legal and ethical means to do so.
Describe the youth council and its involvement in implementing portions of the local plan relating to eligible youth.
The NALWDB Chairperson, in consultation with CEOs, appoints the Youth Council from nominations received from youth providers, business, CEOs, educational institutions and community based organizations. The composition of the Youth Council follows federal and state regulations. The Youth Council’s responsibilities are to identify potential providers, recommend the issuance of RFPs and oversee youth programs.
On behalf of the Youth Council, the Youth Programs Manager reviews and provides input on youth-related portions of the Local Plan.
NALWDB demonstrated its emphasis on the role of the Youth Council by employing a full time staff to support the work of the Youth Council and assist with monitoring and providing technical assistance with the youth service providers.
Describe the Board’s plans to provide administrative services. Identify any staff that will be hired. Describe the Board’s plans, if applicable, to contract for some or all of its administrative services.
NALWDB incorporation papers were filed with the State Corporation Commission on May 4, 2001. NALWDB was designated a non-profit organization by the Internal Revenue Service in February 2002. NALWDB believes that WIA does not provide sufficient funding for the implementation of a workforce development system in Northern New Mexico. Consequently, the Board employs staff to assist with WIA and to solicit additional funding to carry out its mission. NALWDB has recently updated its employee manual and currently employs an Executive Director, an Office Manager, a Planning & Adult Programs Manager, a Youth Programs Manager, a Program Monitor, and a Data & Performance Coordinator.
The following is a list of some of the key functions performed by the staff of the Administrative Entity.
1. Planning and Contracting
- Develop and conduct Request for Proposal (RFP) procedures to select providers and for delivery of services unless a conflict of interest could result;
- Develop and obtain contracts with local service providers;
- Coordinate between the Local Board and all NMDOL divisions (Legal, Fiscal, Employment Security, Job Training and Administrative services, etc.);
- Assist the Local Board in the submittal of national and regional grant solicitations;
- Develop and present to the Local Board for approval of all policies necessary to comply with all Federal, State and Local Statutory and Regulatory requirements for the purpose of implementing and overseeing WIA activities;
- Develop the funding allocations for all WIA Title I activities with guidance provided and approved by the Local Board;
- Administrative oversight to comply with the WIA and State Procurement Regulations;
- Develop agreements to coordinate the delivery of activities with partner agencies;
- Negotiate Performance Standards in compliance with guidelines issued by the State subject to final negotiations with the Local Board;
- Develop annual report upon guidance provided by the Local Board
- Conduct outreach and marketing efforts in the Local Area.
2. Monitoring and Oversight.
- Develop all necessary monitoring policies and instruments to comply with Federal and State statutory and regulatory requirements, and to be consistent with Local Board standards, policies and procedures;
- Monitoring will include program and financial instruments, schedules, reporting requirements, follow-up/corrective actions and distribution of monitoring reports to the Local Board;
- Conduct on-going monitoring of Adult, Youth and Dislocated Worker service providers and One-Stop Center programs, delivery of services, file maintenance and fiscal management to include interviews with staff, participants and employers, in accordance with WIA monitoring requirements;
- Supervise the submission of data by service providers on required performance standards, participant and financial data and other required reports;
- Provide a Quarterly Status Report to the Local Board on all performance, monitoring, training and technical assistance, corrective actions, sanctions, fiscal expenditures, participant data and other activities being undertaken;
- Develop Annual Reports on WIA Program Performance, participants served, allocations, expenditures and other required information, and
- Establish a database for WIA tracking and reporting.
3. Training And Technical Assistance
- Administer a process and procedures for the provision of training and technical assistance to the Local Board, the service providers, Chief Elected Officials and One Stop Centers with regard to WIA.
- Coordinate training activities with the State Board and the Governor’s Office of Workforce Training and Development (OWTD) as appropriate and necessary to ensure statewide activities are consistent with the State Plan and contribute towards State WIA goals.
OTHER REQUIRED ADMINISTRATIVE ENTITY RESPONSIBILITIES:
- Coordinate Board appointments;
- Provide clerical support for meetings and board activities;
- Develop and facilitate signing of required Memoranda of Understanding;
- Schedule and coordinate board meetings;
- Confirm board member quorums;
- Identifies locations/makes meeting preparations;
- Provide members with an agenda and pertinent materials prior to meetings;
- Develop agenda(s), records minutes; produces hard copy of meeting minutes for Board approval;
- Develop Notices of Public Meetings and Media Distribution of same;
- Maintain record of Board attendance;
- Provide interface with NMDOL;
- Distribute, collects, and process travel and per diem vouchers for staff and Board members;
- Provide liaison with CEOs.
Describe the local grievance procedure established in accordance with federal regulations.
The NALWDB adopted the grievance procedure as proposed by the SAE for EO and non-EO grievances. Additionally, the proposed policies recommended by the Rules Committee outline a staff grievance procedure which adheres to state statutes and federal law.
How does the Board meet the WIA limitations on services that may be provided by the Board or its staff?
NALWDB is committed to subcontracting all customer services required under the WIA for core, intensive and training services. NALWDB and its staff will not directly provide client services.
How does the local board ensure that the public – including persons with disabilities – has access to all Board meetings and activities?
The NALWDB only meets in facilities that accessible to individuals with disabilities. All meetings are publicized 10 days in advance of the meeting date in accordance with the State Open Meetings Act. All legal notices of meetings include a request for notification if special assistance for disabled individuals is required. In addition to published legal notices, the NALWDB announces its meetings by posting notices, meeting agendas and meeting materials on its website www.nalwdb.nm.org.
Identify the Board chairperson, the fiscal agent, the administrative agent, and the One-Stop operator and provide names, addresses and phone numbers.
Board Chairperson: Moise Medina
Medina Ranch Enterprises
PO Box 27, Mora, NM 87732
(505) 387-2867
Fiscal Agent: Richard Sandoval
Zlotnick, Laws & Sandoval, P.C.
Certified Public Accountants
One Calle Medico, Santa Fe, NM 87505
(505) 982-3894
Administrative Agents: Jerry Gaussoin, Executive Director
NALWDB
811 St. Michaels Drive, Suite 206, Santa Fe, NM 87502
(505) 986-0363
One-Stop Operator: Alan Richardson, Director of Workforce Development
SER Santa Fe
2904 Rodeo Park East, Santa Fe, NM 87505
(505) 473-5831
X.A Responses to Secretary Doris 4/24/07 and 5/1/07 Letters
Program Planning Summary (PPS)
NALWDB has developed the attached PPS designed after the example provided in Secretary Doris’s Local Plan transmittal letter of April 24, 2007. These are rough planning estimates only, since funding levels will not be established for subcontractors until the June 15, 2007, NALWDB Board meeting. Note that NALWDB understands that what was intended was year-end estimates for PY 2007, primarily reflecting anticipated enrollments. More detail can be provided at a later date if desired.
Signature Page for PY 2007 Allocations
NALWDB contacted OWTD for the grant signature sheet, which at time of submission was still in review. A cover letter is therefore attached under NALWDB Executive Director signature.
Budget Information Summary (BIS) Breakdown of PY 2007 Allocations
Develop and attach a budget. In answering this question, indicate how allowable administrative funds will be divided between the Board and the One-Stop operator(s).
NALWDB is currently taking action on PY’07/FY’08 WIA new allocations. Attached are the recommendations going to the Board for action. These funding breakdowns are then used to complete the (also attached) Grants and Allocations Worksheet, which shows the Board operating budget and how it is cost-allocated between grants. These are draft recommendations only.
Administration funds for SER as One-Stop Systems operator are based on past negotiations and are shown in the attached charts.
Describe the criteria to be used under 20 CFR 663.600 to determine whether funds allocated to a local area for adult employment and training activities under the WIA are limited, and the process by which any priority will be applied by the One-Stop operator. If criteria are not available on the date of this plan’s submission, they will be submitted on or before September 30, 2000.
The NALWDB has determined that training funds will be limited when 80% has been obligated. Upon this report from the One Stop operator, the NALWDB will request the operator implement priority of services. In May, 2004, the Northern Board adopted a Priority of Service Policy that is posted on the NALWDB website.
Describe any current plans to solicit grants and donations from sources other than WIA funds. How will funds received under the Workforce Investment Act be used to leverage other federal, state, local, and private resources to maximize the effectiveness of such resources and expand the participation of business, employees, and individuals in the local workforce investment system?
The primary reason for the NALWDB incorporation and filing for 501(c) (3) nonprofit status was to solicit grants and donations from other sources. NALWDB staff is in the process of identifying other sources of funding and developing a fundraising plan to increase resources from private foundations. NALWDB is also collaborating with state agencies and other partners to leverage WIA funds to alleviate the unemployment and job training issues in the northern area.
Performance Measures Summary
The Northern Board participated in Local Performance Negotiations with OWTD, including the conference call on revisions of June 24, 2005. NALWDB has received written confirmation of the standards that were negotiated for PY’06 but has not been notified of PY’07 and 08 negotiations. NALWDB will include those in the Local Plan as soon as they are received.
Describe the Local levels of performance measures utilized in assessing and reporting Northern Area performance outcomes have been negotiated and established with the Governor’s Office of Workforce Training and Development (OWTD). Include the following Performance tracking for accountability includes:
- A description of the core indicators of performance and the customer satisfaction indicators of performance. Reporting data for state established performance goal categories.
- A description of your local methods to ensure incremental progress and continuous improvement on your performance measures. Continuous coordination with OWTD and Service Providers to ensure adequate performance and customer satisfaction.
- A description how your LWDB will ensure the timely and accurate reporting of all performance measures data, including client-specific data.
- Timely follow-ups and inclusion of supplemental data to ensure accurate
- Reporting.
- Provide technical assistance, support and follow-up to Service Providers regarding performance measures, positive outcomes and regulatory compliance.
NALWDB utilizes the State WIA electronic Virtual One Stop System (VOSS) for case management and performance tracking and reporting. VOSS manages and reports participant records and documentation for comparison with negotiated performance measures of services provided to WIA customers. The mandated performance measures are incorporated into all sub grantee contracts as part of the criteria for assessment, training and placement.
NALWDB coordinates with the OWTD periodic performance measurement orientation and training for Service Providers and other partners. Training provides in-depth understanding of performance measurement goals, the VOSS tracking system, and individual participant effects on quarterly/annual performance measures.
Describe how the Board will ensure the continuous improvement of eligible providers of services through the system and ensure that such providers meet the employment needs of local employers and participants.
NALWDB monitoring and corrective action process sets goals for provider success, performance and results of participant/employer satisfaction measures. These measures are increased annually by USDOL to ensure improvement.
Cost Allocations Plans that
Identify Workforce Center Partner Shared Costs
Cost Allocation Plans for the One Stop Centers have not been required for the centers where NALWDB’s One Stop operator maintains the lease. The Board will develop individual cost allocation plans as soon as statewide partner agencies sign their re-negotiated MOUs.
Additional Responses for 5/1/07 Letter
Please describe in general how your LWDA will integrate WIA and Wager-Peyser staff and activities into the workforce centers. Please consider the following:
- How services will be integrated to serve smaller communities;
- How physical facilities (ADA compliant) will accommodate all employees.
The MOU that was developed by the negotiation team of NMDOL and NALWDB staff was subsequently approved by the NALWDB Board and submitted to the NMDOL Secretary for signature. It proposes full co-location and integration of Wagner-Peyser staff at eight of the ten One Stop Centers operated by the Northern Board. These centers are all in communities where NMDOL currently has offices. The MOU proposes a specific plan by which NALWDB will co-locate its One Stops at four NMDOL offices, which has already been achieved in Taos and Raton; while NMDOL will co-locate at four current NALWDB One Stops.
All One Stop centers in the Northern Area are now (and will continue to be) AD