Northern Tier Local Plan

Executive Summary

September 23,2009

I. Plan Development

The plan has been developed and maintained over the years through efforts from the Workforce Investment Board, its staff, CareerLink® staff, and the local elected officials. The Northern Tier Regional Planning and Development Commission (NTRPDC), a Local Development District (LDD), is the fiscal agent and site for the WIB staff. The plan has been put out for public comment on the web, advertised in local papers, and available at the office’s front desk. No comments on the plan were received from the public. The Plan was approved by the WIB on September 23, 2009.

II. Goals

The WIB and the workforce development system continue to foster relationships with the partners required for success: the employers, educators, and the citizens of the region in need of services. The implementation of WorkKeys and WIN as a new assessment tool will be a benefit and should create a better relationship between the groups as better benchmarks are established. The pending boon for the natural gas industry is creating an opportunity, and task, for the workforce system as it develops training opportunities, matches skill sets, creates a pool of workers, and helps backfill for employers who lose employees.

III. Governance

NTRPDC and its board of commissioners and private sector members and the WIB are responsible for the governance of the Workforce Investment Act system. The Executive Committee is two commissioners per county and six private sector members. The subcontractors for Title I and EARN are Bradford County Action and Trehab Inc. Contracts are awarded following a request for proposal process.

IV. Economic and Labor Market Analysis

The extremely rural Northern Tier region covers Bradford, Sullivan, Susquehanna, Tioga and Wyoming Counties. Healthcare, government and education are the largest employers. The service sector is growing and there is tremendous growth predicted in the natural gas industry and related fields. There haven’t been any company closings of more than 50 people, most layoff s have been temporary to date. The auto and housing industries have resulted in layoffs, particularly affecting Tioga County.

V. Planning and Development

There are two comprehensive CareerLink® sites, one in Bradford and one in Tioga Counties with outreach sites in the other three counties. The WIB is active with the regional economic development advisory boards and provides information for site selectors through the research partnership and CWIA, which produces labor market information material.

VI. Service Delivery

The WIB and the Operator’s Consortium provide oversight to the CareerLinks® to meet Labor & Industry’s requirements. There is continual effort to maintain seamless delivery of services and outreach to the region and its employers. Referrals are made whenever applicable with core and intensive services provided in the sites. Rapid Responses are coordinated as well as services to specific populations, youth, adults, and dislocated workers.

VII. Administration

Local policies and guidelines are implemented to support operation based on federal and state requirements as well as for the American Recovery and Reinvestment Act (ARRA) additional funding. The WIB will market training opportunities made possible by ARRA funding which will supplement the region’s training budget in order to provide a continuum of skill attainment opportunities. NTRPDC is the fiscal agent, handles contracting for the subcontractors and receives monthly expenditure reports and budgets.

VIII. Performance

The WIB staff monitors program and fiscal performance for the region including risk assessments, review of audits, quality of service and on-site visits. Performance data is captured through reporting to the staff and the CWDS. Areas of concern are identified and efforts are made to rectify any problems or correct problems before they occur. Regular meetings are held with the CareerLink® Management Team, subcontractors, CareerLinks®, Local Management Committee for EARN to provide and improve communications. Negotiated performance levels are based on the economic status of the region and goals are aligned with the vision of providing quality services to the region’s customers.

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2009-2010 WIA Northern Tier

Local Operational Plan August, 2009

Highlighted portions are in response to L&I 9/21 comments. The Plan and Executive Summary were approved by the WIB on September 23, 2009. I. Plan Development

A. In an extremely rural region with limited opportunities and few entities providing services to those in need, coordination and cooperation between workforce development, economic development, education and industry are a necessity. The strategies of the region affect the stakeholders and partners especially in an effort to provide the best services possible. Workforce development is more of an industry-driven system than ever before. The process for developing this plan has included an update and discussion at the monthly meeting of the region’s commissioners. The WIB provided input at two separate meetings for the American Reinvestment and Recovery Act (ARRA) plan. WIB staff meets with the Local Elected Officials (LEO) monthly and acquires input on operations regularly. There also is input into planning and operations received during the county outreach meetings, which are held three times a year in each of the region’s five counties. These meetings consist of local legislators, commissioners, economic development advisory committee members, and transportation committee members for the Local Development District (LDD).

B. The Northern Tier Regional Planning and Development Commission (NTRPDC) is a LDD under the Appalachian Regional Commission (ARC), which is comprised of WIB staff, Community Development, Economic Development and Transportation planning staff and programs. There is sharing of information and data and participation in the development of the Comprehensive Economic Development Strategy (CEDS), which is a requirement of a designated Economic Development District through the Economic Development Administration and the Local Plan. CEDS is designed to bring together the public and private sector to establish the goals and objectives of the region and to implement a plan of action by identifying investment priorities and maximizing economic opportunity for the region’s residents. For the local workforce plan, there is input from workforce development providers and the CareerLink Management Team who are affected by the policies and procedures contained in this plan. C. The local plan will be available for public display on the agency website. It will also be advertised in a newspaper in each of the five counties and available for comment at the front desk of the agency. Per the June WIB meeting, the Board

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will get an update on all expenditures and progress made through the ARRA. The same material will be posted on the agency’s website. Any comments will be documented, shared with the board, and added to the plan wherever appropriate. The Plan and ARRA activities are presented at county outreach meetings which is public and is attended by commissioners, the offices of the state senate and representatives. The material also is presented at regular NTRPDC Executive Committee meetings. It is policy that any public requests for information, whether program or fiscal, are granted. During the review period in August, even through September 14, no comments were received at the Northern Tier. The initial focus of the ARRA funding is on the Summer Youth program and optimizing the time and funding to increase the program four-fold. The Northern Tier ARRA plan is on the Commonwealth’s ARRA website.

II. Vision, Goals and Priorities

A. The board’s activity with Department of Community and Economic Development (DCED), Labor and Industry (L&I), Pennsylvania Department of Education (PDE), Government Action Team (GAT) and other funding streams, improves the knowledge of other programs and providers to offer support and cooperation with projects. In order for a business in the Northern Tier to be competitive in today’s economy, the company needs a well-trained workforce. The Northern Tier’s economic future depends on a workforce able to compete in today’s global economy. In order for the region to be economically competitive and its residents to acquire careers that pay family-sustaining wages, the region needs to ensure that its workforce system is steered by employer and employee needs, which is a shift from a historically client-based system. A skilled and well-trained workforce can be achieved by better aligning the workforce development system with industry and education. There are working relationships with the two Career and Technology Centers (CTC) and the post-secondary educators in the region: Mansfield University, Penn College, Penn State Continuing Education, Keystone College and Lackawanna College. The WIB leverages funds and maximizes dollars by cooperating in projects with other groups, including economic development groups while developing other projects and grants.

The Business Service Team (BST) is the “sales” arm of the PA CareerLink® and provides outreach to the business community and is a vital connection between the services, partnerships and the businesses. The group works in a coordinated effort to target specific industry clusters as determined by information from CWIA and the research partnership. The WIB has partnered with a group of other regional WIBs to create a research partnership which provides labor market information in a presentable format. This information has been openly shared with many agencies across the region,

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including every secondary school and career center. Feedback from this is resulting in more interaction with the education system as schools are using this data to evaluate their curriculum and career awareness opportunities.

One of the biggest workforce challenges across the region includes the opportunities for our citizens. There are a limited number of training providers and therefore a limited number of training opportunities for anyone to receive training in the region. The WIB is examining ways to address this issue, although the isolation and smaller population makes it a nebulous project.

The WIB will continue to develop and strengthen the partnerships and participation in the workforce development system of three major groups: employers, educators and service agencies. The board will develop and maintain an effective and efficient workforce system that uses the power and influence of the Board to attract partners, build alliances and coordinate resources.

Through industry partnerships, other employers, and the training providers curriculum has been, and continues to be, developed to meet the needs of the employers. Business service team members are addressing future skill upgrades of laid-off employees as a way to improve the future competitiveness of local industries.

The Board is continually improving its public relations efforts to communicate the vision, goals, and programs of the Board to the public at large and public policymakers. The Board also is developing and will maintain an on-going process of data collection that attempts to identify current needs and emerging trends on the demand and supply side of the workforce picture.

WorkKeys, which will become the new assessment tool for the region, will aid in the addressing of matching skill sets with needs of the employers and better determine the best path for clients. The WIB and PA CareerLink® management team is evaluating the communication process and how information and data gets from the employers’ mouths to the ears of the customers walking through the door.

The Board works with the regional CAOs, juvenile probation offices, YMCA, Children and Youth Services (CYS), Regional Career Educational Provider (RCEP) provider, and guidance counselors to help identify potential youth. The Board will assure equal access to education and employment. The WIB will network with other community systems to overcome barriers to education and employment, particularly transportation.

There will be promotion of an intensive network of services to address the special educational and employment needs of persons on the margins of the mainstream workforce (dropouts, persons reentering the workforce after long absences). The workforce system will provide the emerging workforce with adequate career

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guidance that leads to a successful school-to-work transition. The effort will continue to educate K-12 students and teachers on employment opportunities that require Science Technology Engineering Math (STEM).

A goal of briefing every school superintendent in the County on the work and priorities of the Board has been established. All skill and career path materials developed in the sector strategy outlined above have a well-defined linkage with regard to skill development that reaches back into school curricula. Those connections are regularly discussed with curriculum planners, school guidance counselors, and parents.

The Youth Council and Board encourage the use of recently developed multi-media resources to illustrate examples of employment opportunities in the Northern Tier through the CareerGates program and distribute those to schools and other community resources around the region.

As with the superintendents, a goal is set to meet annually with school counselors to share information through seminars and worksite visits and develop programs that reach back into the early elementary years to integrate career development into curriculum. Programs with the Pennsylvania Conservation Corps (PCC), YMCA, the Northeast PA Labor Management Council and the healthcare field are developing the foundation upon which to build a relationship.

The Council intends to gather and maintain a database reflecting opportunities for student involvement with business that can be accessed by teachers and counselors in need of resources. The YC will explore and implement outreach to parents to share information related to careers and the education required to access those careers. The Youth Council will become the preferred source for career resources and labor market information dissemination for young people in the region.

The Council will continue to provide ongoing labor market information to school district career personnel, school boards and students through publications, career fairs and annual career summits and career exploration information to parents of young people. An effort to distribute career awareness information to non-educational institutions such as churches and community based organizations that serve youth will be established. The council will begin to evaluate and revamp existing programs to stay current with employment trends and employer needs. An effort to research transportation needs for youth related to training and employment in outlying areas of the county will be made.

Youth providers will work with the RCEP provider and school districts to identify at-risk youth on the verge of dropping out. The Youth Council will seek additional sources of funding to serve out-of-school youth.

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The region is a part of the Online Workforce Training Portal project, which will offer on-line training opportunities through our programs. Cohort training will evolve in connection with employer needs and the increased use of ITAs and OJTs to aid those seeking employment.

The WIB is evaluating supportive service and needs-based payment policies to determine whether the current policy is sufficient for the economic conditions. ARRA funds will help create competition among the training providers, which doesn’t exist in the region. The WIB and subcontractors will hold a meeting with interested providers to request program proposals. The emerging employment opportunities pay more than many of the current opportunities and it is anticipated that participants will not be hard to find. The WIB Director meets regularly with the county commissioners, state legislators and other officials and has added the efforts to be made through the ARRA as a part of the regular discussion. Communication throughout the local providers and CareerLinks will be vital.

B. As the economies of the Northern Tier and Pennsylvania have changed the demands of local businesses and industries have changed. Industries increasingly require their workers to have the ability to problem-solve and the flexibility and adaptability to learn new skills. Old forms of education often fail to meet these demands. Our workforce system must be innovative by creating education and training programs that bridge skill gaps and meet their needs for a skilled workforce.

The region and state programs must focus education and training on programs that address industry’s demand for skilled workers and complement economic development priorities. The previous restraints of formula funds are being supplemented by additional state money allowing the local areas to bring something more to the local industries.

The natural gas industry is moving in on the Northern Tier as new technology has made access to the natural gas stores in the Marcellus Shale possible. WIB staff is working with economic development, is participating in both the North Central Oil and Gas Extraction Partnership and the Marcellus Shale partnership with the Central WIB. The Board is studying the occupations, skill sets, training needs, training opportunities, recruitment needs and developing a plan to be on the front end of the potential boom to the region. The number of jobs projected for the Northern Tier alone is in the thousands. Competitive funds are being sought for a pre-employment program. Workshop and certification curriculum are being developed for the industry as well.

Existing companies that will lose employees to the gas industry are a priority as well. There will be an opportunity for less-experienced workers to gain experience in jobs vacated by those going to the gas industry. OJTs will aid in that process.

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The Board plans to development a career lattice for the natural gas industry and develop a common vision for workforce-related goals with economic development, welfare, education, and other community systems.

The WIB has partnered with economic development in projects from providing a comprehensive effort to address two layoffs of 300 people in a single county, to offering workshops to employers explaining opportunities available to them.

The Board is working with the region’s schools with career exploration opportunities. The WIB also has assisted several training providers in the region to acquire equipment grants. Small business opportunities and assistance are provided through DCED training grants and there is cooperation with the Small Business Development Center whenever the opportunity arises.

Industry Clusters have been selected to bring together multiple employers and employees within regional or statewide industry clusters. Industry Partnerships identified labor force shortages and skill gaps, validated occupational analysis, assisted the adoption of portable skills standards, and worked to upgrade the skills of the existing workforce.

High-Priority Occupations have been identified within the targeted Industry Clusters and will be used to better align training and education with industry demand. This effort will highlight those occupations offering the best opportunities for our citizens. Public workforce dollars will be focused toward High-Priority Occupations. Education has become more important to the economy’s success than ever before. Too few of our residents lack the opportunity to obtain additional education and training. Despite the clear correlation between earnings and education, Pennsylvania ranks 46 out of 50 states in the percent of its population with no more than a high school diploma. 22% of the Northern Tier’s population with less than a high school diploma.

Targeting High-Priority Occupations - The same strategy necessary to help our businesses compete also creates good opportunities for our residents. Pennsylvania residents need the ability to navigate an increasingly bewildering labor market and to understand what jobs are likely to pay well, result in opportunities for advancement, and offer rewarding careers. By having access to better information and subsidized training and education aligned with industry demand residents will have increased opportunities for economic prosperity.

Developing Career Pathways - Through Industry Partnerships, career pathways can be developed that allow the already employed workforce to advance their careers and open up entry-level positions that have the potential for growth. Business structures in the new economy have eroded career ladders that were once internal to businesses, and, as a consequence, workers need the ability to find and navigate career “lattices” within and between firms. By developing

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formal career pathways, workforce programs will enable residents stuck in dead-end low-wage jobs to get ahead.

Increasing the Effectiveness of Incumbent Worker Training - These training initiatives remedy a longstanding problem within the workforce development system. Too few public workforce dollars are targeted to Pennsylvanians who are already in the workforce. By increasing the effectiveness of the existing WIA the workforce development system can assist low-wage workers in upgrading their skills.

Today’s youth must be armed with the information they need to succeed in tomorrow’s workforce and look toward tomorrow’s reality. The region’s environment is changing and growth industries are in need of a more skilled workforce. Giving students knowledge about the job market and the skills that are needed to be successful enables them to be better prepared and have a competitive edge in the future. One goal is to work with educators to prepare high school graduates for jobs in the most competitive sectors. The research partnership has helped provide valuable information in this area.

In the past, each separate program reported performance using different types of data and outcomes. A major purpose of this effort is to find out what’s working and support it, and what’s not working and fix it. The Northern Tier WIB developing goals in conjunction with the PA CareerLinks® in order to determine what is being measured, how is that information being utilized, what else needs to be measured, and how to accurately determine the success of the system as a whole.

III. Governance Structure

A. The local elected officials began implementation of the Workforce Investment Act in December 1998, with the development of the SDA Re-designation Application. The local elected officials will continue to be responsible for governance of the Workforce Investment Act system, in partnership with the Workforce Investment Board. The Chief Elected Official is the Chairman of the Northern Tier Executive Committee. The Executive Committee is comprised of two county commissioners from each county and a private sector representative from each county and a regional employer for a total of 16. The Chairman of the Executive Committee is a yearly appointment that rotates between the counties. The third commissioner from each county serves as an alternate. The Northern Tier Workforce Investment Board and the joint board of county commissioners (NTRPDC Executive Committee) will jointly make decisions regarding: appointing a youth council, the designation of PA CareerLink sites, the allocation of funds, the development of plans, the negotiation of performance standards, and the negotiation of MOU’s. The County Commissioners will meet the third Friday of each month as determined necessary by the board of commissioners. This will

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ensure that both boards can meet and make decisions in a timely manner about Title I activities. The WIB Director meets with the commissioners every month.

The Title I Operator is the TREHAB Inc. in Sullivan, Susquehanna, Tioga and Wyoming Counties. Bradford County Action is the Title I operator in Bradford County. The contracts are awarded following a Request for Proposal process, which is completed by staff and an ad hoc committee of the WIB. The contracts are for one year with the board voting on a second year. This means that the process is repeated at least every two years. The operators meet with and report to the WIB at every meeting and all statistics are presented in monthly reports.

The CareerLink consortium is led by the BWDP site administrator, who is responsible for both of the region’s comprehensive CareerLinks. OVR, Trehab, BCA and DPW are voting members of the consortium. The Northern Tier Regional Planning and Development Commission is the fiscal agent and disperses grant funds. Kevin Abrams is the Executive Director of NTRPDC at 312 Main St. Towanda, PA 18848 at 570.265.9103 and Abrams@northerntier.org.

Preparation of budgets and source financial data is prepared by Workforce Development staff. The formal accounting system including financial reporting, payroll, vouchers and cash receipts and are maintained in the agency finance department by a two person staff on an integrated basis with the Community and Economic Development Division, Loan fund, and Foundation accounting. The total agency is subject to a single audit in compliance with Circular A-133. Other federal and state agencies reserve the right to period program audits. The three most recent audits have no findings or unfavorable comments.

The software used in the accounting office is the GMS Grants Management System and is supported by monthly-budget-to-actual reporting. Full closings are completed each month and routine reconciliation is prepared. Formal financial reports are prepared on a quarterly basis for the NTRPDC Executive Committee.

Policies concerning separation of duties, reconciliations, approval of invoices, cash receipts, budget preparation and approval and review of project reports are maintained as reasonably as possible. As stated before the system is frequently monitored and all documents are traceable. All audit findings will be addressed and corrected in compliance with Circular A-133 and as outlined in Section 627-480 and 627-481 of the Federal Register Volume 57, no. 250, dated December 29, 1992.

Appendix C – Workforce Organizational Chart

B. The Northern Tier WIB and staff are active in many areas of the workforce system. The board participates locally with the GAT, the LDD and other

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economic developers when new businesses are exploring the area. With the recent natural gas activity, staff is meeting with incoming employers regarding their needs. Staff also are serving on county-wide task forces that have been put together to address the industry. The board provides labor market information to the local chambers of commerce, the CareerLink, business services team, school districts, and local requests. Staff are active with advisory groups for the career and technical centers. With the creation of a shared position between workforce and economic development, the WIB has been involved in many more ventures involving the business community across the region. There is participation in a Healthcare, Metals, Transportation and Logistics and a Plastics partnership grant.

The board has co-hosted events with Industrial Resource Centers promoting services available to local businesses including industry partnerships and incumbent worker programs. There are several PA CareerLink staff conducting Business Retention and Expansion Program interviews, which further helps connect workforce and economic development. The WIB also is developing an extensive National Emergency Grant following the flooding of June of 2006.

There are regular meetings with the WIB staff, Title I directors and the PA CareerLink Administrator. There also are meetings with PA CareerLink staff and WIB staff on what is now at least a quarterly basis. This consistent interaction helps ensure coordination, and invitations are sent to other providers or programs that provide a workforce service.

Information regarding activities of the Northern Tier WIB are available to the public on a regular basis through open meetings. Public notice of WIB meetings including place, date and time are published in local newspapers and in accordance with the Sunshine Provision in WINN 3-03. Meetings are held in locations that are ADA accessible. Board activities and projects are also promoted on the Northern Tier website, a recent improvement that is becoming more valuable. Contact information is available on the website for any questions or information. A comprehensive email list is utilized to communicate updates and activities of the board.

As an extremely rural region, having limited options is a hindrance, but at the same time the positive is that agencies and individuals are forced to cooperate and share information, data, and services. This process is being formalized at this time. The operator’s consortium attends the WIB meetings. The staff of the WIB meets with the WIA service providers and the PA CareerLink site administrator, on average, three times a month at various meetings, including the Local Management Committee (LMC), an individual meeting before the LMC, the WIB, PA CareerLink Operator’s Consortium, Youth Council and the Northern Tier Development Team. The Development Team is a quarterly meeting of all business service providers from economic development organizations, to IRC’s,

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banks, export, Ben Franklin, PennTap, NTIEC. Groups give alternating updates on their activities in an attempt to be sure that everyone knows what is happening out there. The region also hosts a working committee designed to simply align the job developers from the different funding streams.

The WIB's newsletter is in the process of being combined with the regional business services team and PA CareerLink newsletter.

The established board committees are the CareerLink Committee which reviews CareerLink as the retail side of the workforce system, its current benchmarks, who the partners are and services provided. The committee consists of WIB Staff, private sector, CareerLink staff, and non-profit groups. Based on this, the committee will evaluate both sites and offer input for improving services (employer and individual) and provide new ideas. This could include outreach opportunities, the process for engaging employers, etc.

Local Management Committee (LMC) does not consist solely of WIB members, just those recommended by the Department of Public Welfare. The committee oversees the programs supported by DPW, provides input for performance, ideas, policy.

Youth Council does not consist solely of WIB members, just those that provide youth services, and provides oversight to the youth program. The group provides input for activities, outreach and with the Job Ready initiatives, will help integrate career awareness and youth participation into the industry partnership activities.

The subcontracting committee serves as the oversight committee for Trehab and Bradford County Action, the WIB subcontractors, for performance, budgets and programs. They will be the sounding board for the Common Measures, the federal measures from which the WIB is measured.

Private Sector/Planning Committee offers input to the entire board based on their experiences as private sector members. The input could include new projects, direction (planning), outreach activities. The Youth Council consists of a minimum of 15 members, and has a member of the local board with special interest in youth policy, a youth service agency representatives, including juvenile justice and local law enforcement agencies, parent of eligible youth seeking assistance, former participants, and representatives of organizations that have experiences relating to youth activities and a representative of Job Corps, as appropriate.

Youth Council meetings are held immediately before the WIB meetings and report to the full board. The Youth Council serves as a subcommittee of the Workforce Investment Board. The duties of the Youth Council include: developing portions of the local plan relating to eligible youth, recommending

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eligible providers of youth activities, and conducting oversight of youth activities in the Northern Tier. The Youth Council also provides program oversight to the WIA Title One Contractor, approves post-secondary training providers, and offers guidance on seeking out alternate funding sources. All recommendations and plans developed by the Youth Council are reviewed and approved by the Workforce Investment Board. The Youth Council has been particularly active over the past year with the Healthcare Awareness Week and other healthcare initiatives.

Board members are sought through communication with local elected officials and local businesses and recommended by agencies across the region whenever new members are needed. Particular attention is paid to the region’s targeted industry clusters as well as industries that have high priority occupations. These nominations are then made and presented to the commissioners who approve all nominations.

The Northern Tier Workforce Investment Board follows the conflict of interest policy developed by the commonwealth through WIIN 3-03 change 1. A member must advise the LWIB of any potential conflict of interest and recuse himself/herself from any board duties when the matter is brought before the board. Workforce Investment Board members will abstain from voting on any area where a conflict of interest is apparent, including service by their agency, or matters that provide financial benefit to the member of their immediate family.

IV. Economic and Labor Market Analysis

A - I. The Northern Tier Region covers more than 4,000 square miles in rural Pennsylvania consisting of Bradford, Sullivan, Susquehanna, Tioga and Wyoming Counties, three of which border New York State to the north. While outside the Northern Tier, four cities act as supporting regional service centers to the Northern Tier: Elmira and Binghamton, NY to the north; Williamsport, PA to the southwest; and Scranton/Wilkes-Barre, PA to the southeast. Each of the counties is influenced by the respective cities which they are closest. Because of the region’s highly rural nature and its historic economic growth problems, the area is included the Appalachian Regional Commission’s (ARC) development area.

The region’s diverse industries create many challenges to both the workforce and economic development programs. While still one of the most important sectors with average weekly wage, manufacturing units have remained consistent and employment has dropped slightly. Healthcare has continued to steadily increase employment as well as units since 2000. Overall, the healthcare industry is the largest employer in the region and among the top paying. Government and Educational Services are significant employing more than 9600 in the region and provide weekly wages above $450. Hospitals, ambulatory health care services and residential care facilities round out the top five employers.

NAICS Average Average

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Code Industry Title Employment Weekly Wage

Annual Payroll

611 Educational services 5,520 $686 $196,909,440 999 Government 4,122 $452 $96,883,488 622 Hospitals 3,380 $576 $101,237,760 621 Ambulatory health care services 2,530 $813 $106,958,280 623 Nursing and residential care facilities 2,340 $380 $46,238,400 331 Primary metal manufacturing 2,190 $697 $79,374,360 321 Wood product manufacturing 2,170 $553 $62,400,520 445 Food and beverage stores 1,730 $260 $23,389,600 441 Motor vehicle and parts dealers 1,120 $517 $30,110,080 5221 Depository Credit Intermediation 1,050 $528 $28,828,800 447 Gasoline stations 1,030 $222 $11,890,320 333 Machinery manufacturing 940 $738 $36,073,440 624 Social assistance 870 $375 $16,965,000 326 Plastics and rubber products manufacturing 830 $464 $20,026,240 485 Transit and ground passenger transportation 680 $209 $7,390,240 444 Building material and garden supply stores 640 $398 $13,245,440 561 Administrative and support services 540 $339 $9,519,120 212 Mining, except oil and gas 520 $555 $15,007,200

*minimum 500 employees

The service-provider industries, specifically healthcare, will generate the most openings over the upcoming years. The region is aging at a rate similar to the Commonwealth and the demand is likely to further increase. The healthcare field is projected to be the largest growth sector over both the short and long-term. Ambulatory health care and nursing and residential care facilities project the two largest growth areas with 180 openings, which is more than a 35% increase for each. Emergency Medical Technicians and Paramedics have been added to the regional High Priority Occupation List.

Employment Change Avg Annual

NAICS Industry Title 2002 2012 Level Percent Change 621 Ambulatory health care services 2,530 3,490 960 37.9 96 623 Nursing and residential care facilities 2,340 3,180 840 35.9 84 321 Wood product manufacturing 2,170 2,620 450 20.7 45 611 Educational services 5,520 5,930 410 7.4 41 9993 Local Government 2,871 3,180 309 10.76 31

The only manufacturing industries with a minimum of 60 openings on the growth list are plastics and rubber products with an increase of 15%. As the regional economy sustains less growth than the state or nation, its industries projected to decline are not that significant. The largest projected declining industry is Primary Metal Manufacturing with a loss of 270 jobs or 12% of its employment. Most of the job losses in the region will be in the manufacturing sector. However, manufacturing is vital to the region and will need to upgrade the skills of its existing workforce in order to remain competitive in today’s global market.

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Occupations projected to grow follow the theme of the industries projected to grow as Registered Nurses, Home Health Aides and Nursing Aides, Attendants and Orderlies are three of the top six occupations projected to grow.

SOC Employment

Estimated Projected Percent Due to Code Occupational Title 2002 2012 Change Growth

29-1111 Registered Nurses 1,650 2,000 21.2 35 53-3032 Truck Drivers, Heavy & Tractor-Trailer 1,670 1,970 18.0 30 39-9011 Child Care Workers 1,000 1,240 24.0 24 41-2011 Cashiers 2,050 2,280 11.2 23 31-1011 Home Health Aides 350 520 48.6 17 31-1012 Nursing Aides, Orderlies & Attendants 930 1,090 17.2 16

Total plant closings since January have been at a minimum, with the largest closing in the region occurring at 50 people in Bradford County with Avery Dennison and Parker Hannifin as the largest. Our estimates are that almost 600 people in the region have lost their jobs since January. Ward Manufacturing and Truck Lite, both manufacturers related to the auto industry, have had layoffs, and hired employees back. They, like many companies, have furloughed and laid off portions of their workforce, but the largest employers and manufacturers have not closed their doors.

Within sight of the Pennsylvania border, a distribution warehouse is under construction with a projected opening a year from now. There will be 600 jobs created within logistics and transportation. The previously cited Marcellus Shale exploration is expected to create a employment in the thousands. The greatest percentage of direct employment for the industry is skilled, but not professional. The Northern Tier Board and the Central Board partnered with Penn College, which produced a workforce needs assessment for the natural gas industry. All of the statistics cited regarding the natural gas industry come from Penn College MSETC Workforce Needs Assessment. The model and related research found that the majority of the occupations in the direct workforce associated with Marcellus Shale natural gas development are comprised of unskilled or semi‐skilled occupations including heavy equipment operation, CDL truck operation, general labor, pipefitters, and a variety of office‐related occupations. These occupations account for roughly 75% of the workforce. Industry representatives, survey respondents, and additional research indicated that most of these occupations require no formal post‐secondary education and only a few (such as CDL, welding, X‐ray, etc.) require a specialized license or trade certification. However, nearly all of them require the skills and knowledge unique to the natural gas industry; skills and knowledge that are best learned through experience. Workers within all occupations of the natural

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gas industry are additionally prized for their hard work ethic and willingness to work very long hours in unfavorable conditions. The majority of the remaining 25% of workers are in occupations that are white collar in nature, including foremen, supervisors, legal, reality, engineering, geological sciences, etc.

An analysis of the data using the workforce projection model indicated that the Northern Tier would require between 1,292 and 2,153 direct, full‐time jobs in 2009, with 1,723 being the average estimate. These jobs include both drilling phase and production phase jobs. In addition, 350 of these jobs were classified within the ‘general office’ occupational category; however, it is unknown how many offices will be located in the Northern Tier WIB region at this time. Several such offices are located just outside the borders of the Northern Tier WIB region; however, more may relocate within the region as development progresses. Further analysis of the data indicates that the number of jobs will increase rather dramatically over the five‐year period from 2009 to 2013, as energy companies have indicated an intention to increase the intensity of development during this period. The direct, full‐time equivalent workforce is expected to increase by over 1,000 within two years, with 2,107 to 3,511 jobs expected in 2011 (with 2,809 a likely estimate). By 2013, the number is expected to range from 3,281 to 5,468 (with 4,375 a likely estimate). Of these workers, 25 are expected to be long‐term production phase jobs created by wells drilled in 2009, and the total number of long‐term production phase jobs created by wells drilled between 2009‐2013 in the Northern Tier region is expected to be approximately 225. The WIB is working with Penn College and other providers to create a pool to fill these anticipated openings.

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Professional and skilled workers demand over the next decade is, for a large part, related back to the healthcare industry. Registered Nurses are projected to be in the highest professional demand while Nursing Aides, Orderlies and Attendants and Medical Assistants are two of the top three occupations in demand on the skilled side. The growth in the service-provider industries produces the need for a highly skilled workforce in order for this trend to continue. General Operations and Managers, Truck Drivers and Retail Managers also are on the top of the list for a skilled workforce.

2002 2012 % Growth Replace Total Registered Nurses 1,650 2,000 21.2 35 35 70 General & Operations Managers 820 910 11.0 9 15 24 Farm, Ranch & Other Agricultural Managers 890 980 10.1 9 15 24 Counselors, Social & Religious Workers, Other 140 210 50.0 7 3 10 Financial Managers 300 350 16.7 5 4 9 Truck Drivers, Heavy & Tractor-Trailer 1,670 1,970 18.0 30 27 57 Nursing Aides, Orderlies & Attendants 930 1,090 17.2 16 12 28 Medical Assistants 340 480 41.2 14 6 20 Supervisors - Retail Sales Workers 1,050 1,170 11.4 12 19 31 Police & Sheriff's Patrol Officers 460 570 23.9 11 12 23 Healthcare Support Workers, Other 190 280 47.4 9 4 13

High Priority Occupations focus on the region’s industry clusters, which include diversified manufacturing, building and construction, healthcare and lumber and wood products. As indicated above, and in addition to the industry clusters, occupations vital to other important industries are included, such as the education sector and financial services. These are family sustaining jobs that put valuable resources back into the economy. The following are the region’s High Priority Occupations with the most projected openings.

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SOC Title

Educational Attainment

Level Annual

Average Estimated

2002 Projected

2012 Percent Change

Annual Openings

Farmworkers & Laborers: Crop, Nursery & Greenhouse Long-term training N/A 2,250 2,350 4.4 74

Registered Nurses Associate's degree $42,555 1,650 2,000 21.2 70 Farmers & Ranchers Long-term training N/A 2,300 2,340 1.7 65 Truck Drivers, Heavy & Tractor-Trailer Moderate-term OJT $31,496 1,670 1,970 18.0 57 Child Care Workers Short-term OJT $18,243 1,000 1,240 24.0 51 Nursing Aides, Orderlies & Attendants Short-term OJT $20,257 930 1,090 17.2 28 Office Clerks Short-term OJT $18,761 1,040 1,090 4.8 28 Secondary School Teachers - Math, Science & Foreign Languages Bachelor's degree $47,382 750 800 6.7 26

Laborers & Material Movers Short-term OJT $21,411 860 810 -5.8 23 Police & Sheriff's Patrol Officers Long-term training $40,793 460 570 23.9 23 Home Health Aides Short-term OJT $16,663 350 520 48.6 22 Personal & Home Care Aides Short-term OJT $17,637 540 670 24.1 22 Licensed Practical & Vocational Nurses

Postsecondary voc training $30,616 680 740 8.8 21

Medical Assistants Moderate-term OJT $23,252 340 480 41.2 20

It is clear that in order to be not only competitive, but successful, in today’s economy the Northern Tier’s workforce must continue to gain greater levels of skill and knowledge. There are no longer manufacturing jobs available for a graduating high school student who doesn’t have any skills or training. The jobs are more complex and require technological and computer savvy. This trend is likely to escalate over the next decade. The region’s projections state that the number of employers will remain stable, but that the number of those employed will shrink. This could mean that as people retire, there will be fewer hires to fill those spots and that the company will need to be advancing technologically and produce more with fewer people. The region must be able to help provide opportunities for residents to develop the advanced skills needed.

Knowledge, Skills and Abilities help measure the requirements need to effectively perform an occupation. Knowledge is derived from formal training or education and enhanced through on the job training. Skill is acquired through a combination of formal training and experience and ability usually innate. In the Diversified Manufacturing sector, the skills needed for the most important occupations (production workers and equipment operators, maintenance workers, skilled craft workers) include physical abilities, including manual and finger dexterity, control precision, information ordering, near vision and problem sensitivity. There is also a large amount of mechanical knowledge and knowledge of production and processing required. Skills required include equipment selection, operation and control, operation monitoring and product inspection. The knowledge and skills required by Healthcare Practitioners include medicine and biology, critical thinking, active listening, problem sensitivity, problem identification, oral expression and comprehension.

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The Northern Tier’s labor force averaged 92,900 during 2005, which is those residents working or available for and seeking work. On average, 88,000 of those individuals were employed, placing the region’s unemployment level at 5.3%, which is comparable to the Commonwealth and nation. In 2002, women made up 45% of the workforce and only 39% of the unemployed. The region continues to have a low number of minority workers with less than 1% in the overall labor force.

The Northern Tier is a unique area in that it is extremely rural, has no urban area, yet each quadrant of the region is close to an urban area. Three of the region’s counties border New York State and the cities of Elmira and Binghamton. Williamsport is to the southwest and Wilkes-Barre/Scranton are to the southeast. These larger areas, and additional employment opportunities, help explain why 25% (22,952) of the area’s workers commute out of the region. The region’s manufacturing sector probably attracts the 9,607 that come into the region for work.

Overall, the region’s population has remained consistent, growing slightly, but not at the same rate as the rest of the commonwealth or nation. The overall population is consistent because there is an outflow of younger individuals, but many are returning to the region later in life. Career exploration has served as a way to provide a better understanding of opportunities within the region and slow any out-migration of young people in the long term.

A critical skills analysis shows that across the Northern Tier’s critical occupations there are common required skills. There are many similarities in skill gaps that cross the region’s employment. Across the region’s industry clusters (healthcare, manufacturing, lumber and wood, building and construction), there are skills required, many of which are shared including communication, interpersonal, service orientation and process skills. The skills cover many of the top clusters in

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the region and the most potential hires. An example of a specific skill for a LPN would be knowing how to draw blood, the ability to do so, all coupled with a knowledge of biology . Communication skills (active listening, reading comprehension, speaking, and writing) are important and should be a vital goal of any training program, no matter the curriculum. Another group of common skills are interpersonal skills including coordination (adjusting one’s actions in relation to those of others), service orientation (looking for ways to help people), and social perceptiveness (understanding why others react as they do). These skills are the top requirements for a healthcare practitioner as well as high up for the occupations in the manufacturing sector.

Process skills, which include critical thinking, active listening and monitoring (assessing one’s progress when learning or doing something) also, are common.

The region’s workforce development system must take the necessary steps to address the critical worker shortage, thereby ensuring that the common elements of these occupations become a required competency.

V. Planning and Evaluation

A. There currently are two comprehensive Pennsylvania CareerLinks and three outreach sites in the Northern Tier region. The locations of the comprehensive sites in both Bradford and Tioga counties have historically been employment and training centers. Partnering agencies are co-located for a more comprehensive level of service delivery. Due to the rural nature of our region, three outreach sites are strategically located in our remaining counties ensuring representation throughout the Northern Tier. These sites make it possible to provide services in those areas in which it is not conducive for customers to access one of the comprehensive sites. Outreach sites enable customers to obtain information electronically, in person or through an established referral system. All three of these sites provide full-time WIA service provider staff offering core, intensive and training services as well as links to services provided by other partners through the comprehensive sites. All three sites fall under the umbrella of the comprehensive PA CareerLink site in Bradford County. The LDD, under the Appalachian Regional Commission (ARC), is comprised of WIB staff, Community Development, Economic Development and Transportation planning staff and programs. These operations allow active participation of these groups, along with the WIB, in the Job Ready activities, including Industry Partnerships and Incumbent Worker Training. The healthcare partnership produced a STEM book that promoted STEM employment opportunities.

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The previously cited research partnership creates an on-demand research vessel that has been used to create radial analysis for specific industrial sites. While the Northern Tier isn’t included in the WIRED Wall Street West program, its relationship with those WIBs has allowed an opportunity to benefit from its research and a gap analysis for the AMDM and healthcare clusters. There is sharing of information and data and participation in the development of the Comprehensive Economic Development Strategy (CEDS), which is a requirement of a designated Economic Development District through the Economic Development Administration and the Local Plan. CEDS is designed to bring together the public and private sector to establish the goals and objectives of the region and to implement a plan of action by identifying investment priorities and maximizing economic opportunity for the region’s residents. B. Labor market information provided by the Center for Workforce Information and Analysis (CWIA), as stated above, has been used a vital tool in selecting industry clusters and directing workforce resources. Material is consistently presented to the WIB and Commissioners. Applicable information also has been sent to educators across the region for their use, which is working as a way for the WIB to gain greater inroads with some schools that have been difficult with which to interact.

C. Goals and objectives are shared at the monthly PA CareerLink® Management Team. CMT is WIB staff, site administrators, managers and staff.

VI. Service Delivery

A. Delivery System 1. The Northern Tier Workforce Investment Area continues to provide and improve a seamless delivery of service in our region through the PA CareerLink system. PA CareerLink enhances access to partner services in the community and is vital to improving long-term employment outcomes for both our job seeker and business customers. The one-stop approach is designed to be the portal for access to workforce development programs, regardless of funding stream. This team-based and quality driven structure undergoes continuous improvement in order to strengthen and align services to correlate with customer and community needs.

Local partnerships continue to evolve in developing systems for coordination of customer services such as job development, case management, employment and training. Specialized teams have developed, comprised of PA CareerLink partnering staff with certain areas of expertise in order to establish a more cohesive approach to the delivery of services. 2. Currently there are two comprehensive Pennsylvania CareerLinks and three affiliate sites in the Northern Tier region. The locations of the comprehensive

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sites in both Bradford and Tioga counties have historically been employment and training centers. Partnering agencies are co-located for a more comprehensive level of service delivery. Due to the rural nature of our region, three affiliate sites are strategically located in our remaining counties ensuring representation throughout the Northern Tier. These sites make it possible to provide services in those areas in which it is not conducive for customers to access one of the comprehensive sites. Affiliate sites enable customers to obtain information electronically, in person or through an established referral system. All three of these sites provide full-time WIA service provider staff offering core, intensive and training services as well as links to services provided by other partners through the comprehensive sites. All three sites fall under the umbrella of the comprehensive PA CareerLink site in Bradford County.

The physical location of the PA CareerLink - Tioga is 56 Plaza Lane, Wellsboro, PA. The physical location of the PA CareerLink – Bradford is at 218 Main Street, Towanda, PA. The affiliate sites are located as follows:

Sullivan County site: PO Box 389 (route 220 South) Dushore Susquehanna County site: 18 Main Street, Great Bend Wyoming County site: Route 115, 92 South, Tunkhannock

Business hours vary from site to site and are determined based on customer flow. Both our comprehensive sites operate under traditional hours of business. All sites are flexible in extending hours if needed to meet customer needs.

3. The Northern Tier WIB and the Careerlink operator’s consortium monitors progress of each PA CareerLink site and affiliates through reporting and oversight mechanisms based on requirements established by the Department of Labor and Industry. This includes ensuring PA CareerLinks have an up to date one-stop operational plan and memorandum of understanding that has been fully executed by all required partners. In addition, PA CareerLinks are required to meet ADA requirements. CareerLinks and affiliate sites submit reports to the WIB on a monthly basis including customer flow/traffic, number of services, employers accessing the system, customer satisfaction, business market penetration and updates on any new project developments or opportunities. The CareerLink Operator’s consortium is a consolidation of partners and is inclusive of the entire region. This enables the varying partners representing various counties to concentrate on the oversight of operations in a more efficient manner. Staff to the WIB also conducts extensive monitoring examining the quality of services to determine areas that are in need of improvement as well as recognize best practices.

4. In order to ensure the successful delivery of service, it is necessary for PA CareerLink® staff to be knowledgeable of all available services provided by partners and the community. This is ensured by continuously cross training staff, providing new training sessions, holding integrated staff meetings including guest

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speakers from outside service agencies and established operating policy and procedures. a. Our PA CareerLink® system provides an opportunity for all residents of the Northern Tier to access services. Core services are provided by all PA CareerLink partners and are universally accessible to customers. Core services are available both at the physical sites as well as accessible through the web-based PA CareerLink® operating system known as the Commonwealth Workforce Development System (CWDS), to both businesses and individuals. Upon entering PA CareerLink®, first time visitors are asked to complete a common application. This application allows the customer to identify PA CareerLink services they are interested in. A PA CareerLink staff representative reviews the common application and provides an orientation of services to the customer. The customer is then encouraged to enroll on CWDS if they have not already done so. A staff person is always available in the Resource room to assist customers with enrollment. After reviewing the application the representative refers the customer to the appropriate staff person for further assistance. Business customers are also referred to partner services when applicable. The Business Services team provides an overview of services to businesses in the area through on site visits, advertisements, mailings, and participation in community events such as Chamber of Commerce meetings. Orientation workshops are also made available to local businesses educating them on PA CareerLink services and the CWDS system. Core services include, but are not limited to orientation, outreach, initial assessment, labor market information, career counseling, job search, placement assistance, informational workshops, and follow-up services. Core business services include recruitment assistance, prevailing wage information and labor market information, employee screening and referral and information relating to regulatory issues. Both business and jobseeker customers are referred to appropriate PA CareerLink staff rather than partnering agency. If, after receiving a core service, a customer is unable to obtain or retain employment that leads to self-sufficiency, is found to be in need of additional services and meets eligibility requirements the customer may be referred to appropriate partnering staff for intensive services. Intensive services include, but are not limited to, comprehensive assessments, full development of individual employment plans, group counseling, case management, individual counseling and career planning, basic computer literacy skills, short-term prevocational classes, literacy, support services and follow-up. Intensive business services may include, but are not limited to; specialized recruitment, customized assessments, rapid response services, and seminars or informational workshops.

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If after receiving an intensive service, the customer is unable to obtain or retain employment that leads to self-sufficiency, the customer may be determined suitable for training services. Training services include, but are not limited to: occupational skills training, on-the- job training, workplace training and cooperative education programs, private sector training, skills upgrading and retraining, entrepreneurial, job readiness, adult education and literacy activities and customized training. Training services available for businesses include incumbent worker training, on-the-job training and customized job training.

b. The rural nature of our region historically has limited our training opportunities. However, the Northern Tier continuously strives to seek additional training for our area. With the addition of ARRA funding and the development of cohort training, the region has seen more competition among providers willing to offer short-term programs designed to meet the needs of our customers. Communication and referrals between PA CareerLink® and the many different agencies assisting those with additional barriers is the key to providing a comprehensive system of services. Groups include, but are not limited to agencies such as OVR, Literacy, CAO’s, community action agencies, and non-profits such as Serve Inc, Futures, YMCA and Area Agency on Agency. Individuals with multiple barriers are initially assessed through the common application process and one-on-one interview with a CareerLink representative. Based on initial assessment the individual is referred to the appropriate partnering staff person to discuss needs. In some cases, individual needs are better addressed by outside community agencies in which case staff will refer and follow up with referred agency as appropriate. PA CareerLink has accessible computer equipment and alternative formats of information for those persons with disabilities. Our PA CareerLink’s are ADA compliant and reviewed frequently by the WIB to ensure accessibility and to seek ways to make improvements above and beyond the minimum requirements. CareerLink staff also participate in disability awareness and sensitivity training. PA CareerLink has a policy system in place to assist those with Limited English Proficiency (LEP) with interpretive services if necessary. There are also materials printed in alternative languages. As our region continues to grow we anticipate a need for more intensive practices to accommodate individuals with LEP. CWIA assists in providing data so that we are prepare and plan for the demands of our region. For customers participating in intensive or training services, support services may be provided to overcome barriers to education and employment. Supportive

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Services include transportation and child care for those that are unable to obtain these services through other programs. c. Coordination of PA CareerLink partner services is vital to the success of the PA CareerLink system. Each partner coordinates services to the extent allowable by law. Partners are not just collaborating to provide basic operational functions, but use a team approach in developing and improving upon services such as workshops, job development, case management and follow-up services. Please see the memorandum of understanding in Appendix D.

5. In order to thrive in today’s global economy, businesses must continue to improve their performance to stay competitive and provide good jobs. To accomplish this, companies need highly capable workers. The Northern Tier High Priority Occupation List identifies occupations that are in demand and that provide solid career opportunities for our clients in the region. ITA’s are allowable only for training that leads to employment in an occupation that appears on this list, or for occupations in contiguous areas in which the customer has indicated an interest, there is a proven demand and the customer has expressed a willingness to relocate or commute. If a customer is interested in receiving training for an occupation that is not on the Northern Tier High Priority Occupation List and the above criteria is met, approval is required from Northern Tier Workforce Investment Board before the ITA can be written. The Northern Tier Workforce Investment Board will solicit an invitation to training providers located in the region and in New York State to submit applications to apply for status as approved training providers. This solicitation is done through direct mailings and newspaper notices. Prospective training providers must submit complete applications covering each individual training course/program of study to be offered at each specific site/campus. Program applications are submitted to the PA Statewide List of Eligible Training programs at www.cwds.state.pa.us for approval. Training must be tailored to those occupations that have been determined to be high priority occupations in the Northern Tier. A program of training includes:

One or more courses or classes that, upon successful completion, leads to a certificate, diploma, associate degree of bachelor’s degree, or

A competency or skill recognized by employers; or A training regimen that provides individuals with additional skills

or competencies generally recognized by employers; and Resident, correspondence or telecommunication instruction to

prepare individuals to pursue a field of study based on customer choice.

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Types of Training Programs Requiring Certification Occupational skills training, including training for nontraditional

employment Programs that combine workplace training with related instruction Training operated by the private sector Skills upgrade and retraining Job readiness skills Entrepreneurial training Adult education and literacy provided in combination with the

above Post-secondary education for high priority careers

Eligible Institutions Act-Sec. 122 (a) Reg-Sec. 663.515 PLSA – Sec. 73.41

To be eligible to receive WIA funds as a provider of training

services, training providers must be licensed in the State of Pennsylvania or meet one of the exemptions outlined in Section 73.42 of the Private Licensed School Act.

All training providers must have written policies and procedures in

place to protect against discrimination of individuals on the basis of race, color, religion, sex, national origin, age, political affiliation or belief.

Training providers must submit and meet program performance

information on an annual basis. If an application for training course/program of study is submitted as “new” (offered for less than 12 months), training providers must be able to provide documentation, if requested to attest to the authenticity of the “new” training course/program of study.

Five performance criterions have been established for two

populations; WIA and All (WIA and Non-WIA) students. All training programs must meet at least eight of the ten following measures.

1. Program Completion – 70% 2. Entered Unsubsidized Employment - 80% 3. Employment Retention – 82% 4. Average Quarterly Wage - $5211 5. Program Graduate/ Certificate – 60%

Training Providers data enter performance information on the on-line program application. Performance must be verified, either by matching student SS#’s with wage record data base or by

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aggregate student data supplied by the school. If aggregate reports are used to verify performance, the data must be validated by a third party, such as a public accounting firm, and a copy of the report submitted to the Northern Tier WIB or a copy of the annual report for program performance that is sent to the schools’ accrediting agencies. Program performance is not required for certain programs offered by Institutions of Higher Education as defined by the US Department of Education Higher Education Act of 1965.

WIA Zero Participant Threshold Exception If a site-specific course has not served any clients, the WIA performance

levels are considered met.

Small Participant Universe Threshold Exception Should a site-specific course serve less than ten (10) participants during

the reporting period, performance information would be statistically insignificant and performance levels would be considered met.

The training provider must make copies of the documentation available to the Workforce Investment Board within thirty (30) working days of date of application. Training applications are sent electronically to BWDP Certification Coordination Services staff no later than 30 working days from receipt of the information by the WIB. BWDP will review and determine whether programs have met minimum certification criteria. The timeframe for the certification process at both the local and state levels totals 60 working days.

Removal of Programs/Providers From the Statewide List Providers/programs can be removed for the following reasons:

• Intentional submission of inaccurate information • The provider has substantially violated any requirements of the Workforce Investment Act • Fails to meet established levels of performance • Training provider does not meet the minimum application criteria

If a program is found to be ineligible for the statewide list, the WIB will cease to approve additional ITA Accounts for that program. If a provider whose eligibility is terminated under these conditions shall be liable to repay all WIA training funds received during the period of non-compliance from non-Federal funds.

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Training Institution Closures Training providers whose programs have been certified by the PA

Department of Labor and Industry, must notify the WIB as well as the PA State Board of Private Licensed Schools, in accordance with 22 PA Code Chapter 73.

Appeal Process: WIB Level Appeal

Training Providers can file an appeal through to the WIB not later than 20 working days from the date of the rejection notice. Any documentation supporting the training provider’s case must be available upon request by the WIB and/or Department of Labor and Industry. The WIB will issue a decision not later than 20 working days from the date of the appeal request.

State Level Review – Appeal

If the training provider is dissatisfied with the WIB’s decision, the training provider may file a request for a review by the Department of Labor and Industry.

Training providers, who have had training courses/programs of study removed from the statewide list, may reapply for recertification as follows:

Reapplication Process Training providers, who have had training courses/programs of study removed from the statewide list, may reapply for recertification as follows:

Performance – Providers may reapply to have training courses/programs of study recertified one (1) year

from the date of the final action taken either at the local or state level.

Violations of WIA – Providers may reapply to have training courses/programs of study recertified two (2) years

from the date of the final action taken either at the local or state level.

6. In collaboration with the Luzerne County WIB and two Northern Tier career and technical training centers, a pre-apprenticeship program will be continued for high school seniors. This program provides both academic and skills training in the building and construction trade. The WIB also has worked with the Northern Tier Industry Education Consortium (NTIEC), which is the RCEP provider for the region. NTIEC provides school-to-work activities that provide a bridge between the students and the employers. B. Adults and Dislocated Workers

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1. The PA CareerLink system provides opportunities for all Northern Tier residents to receive services. Core services are universal and do not have eligibility requirements. The WIB ensures customers have access to the minimum required core services through the availability of the PA CareerLink website (CWDS) and affiliate sites. Affiliate sites are strategically implemented in the region to cover rural areas where no comprehensive PA CareerLink sites exist. Other resources such as software, pamphlets and books are available and designed to assist customers. Three of our affiliate sites have full-time WIA staff that may assist customers and/or make referrals to partnering staff to their respective comprehensive PA CareerLink site. Core Services are provided by all PA CareerLink partners. At a minimum, required partners contribute staff to PA CareerLink Resource Centers. These services are universally accessible to all customers. CareerLink sites are certified as ADA compliant and materials in alternative format for persons with disabilities are available. Interpretive services are also made available for persons with limited English proficiency. 2. Intensive services are designed for customers that are unable to obtain or retain employment through core services. If the customer has received a core service, has a need for additional services through intensive and meets WIA eligibility requirements, the customer will move from core to intensive services. WIB staff monitor program systems to ensure that required intensive services are being offered and that Adult and Dislocated Workers meet eligibility requirements. 3.a-c As our customer base grows with the changing economy we are providing more assistance to those that traditionally have not needed services for the long term. Traditionally, our long term unemployed are the hardest to serve population having little or no work skills, work history, basic skills or work ethic. Now, with the downsizing and layoffs occurring within the region a majority of our customers that would traditionally only require minimal services are in need of more intensive services. This is especially prominent in the manufacturing sector where most workers were making a self-sustaining wage and had been with their respective companies for several years if not decades. These individuals need more comprehensive services to become competitive in the job market. The good news is that many of these customers have acquired skills sets that can be transferred or retro-fit to match the skills required by those employers that are hiring. This results in the Northern Tier region offering more short-term trainings to upgrade skills and match more employers with potential candidates for OJT’s. In addition to traditional trainings, the PA CareerLink system offers a variety of workshops and short-term prevocational classes to prepare customers for employment and training in high priority occupations identified for our area. Additional workshops are added based on customer feedback. PA CareerLink works in partnership with local colleges and training providers to offer classes such as basic computer skills or remedial math to accommodate the customers.

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Our region has been chosen to participate in an Online Workforce Training Portal project, which will offer on-line training opportunities to the region through our programs. Cohort training will evolve in connection with employer needs and will increase use of ITAs and OJTs to aid those seeking employment. As mentioned previously, support services are available to our customers attending intensive or training services for child care and transportation needs. In order to help determine which support services are most effective in our area, monthly support service reports are generated by the WIA provider. WIB staff review reports monthly to ensure appropriateness of services, trends and cost analysis to determine if change to current policy is needed. Economic conditions and availability of funding are also a determining factor. Information is provided to the WIB and any change in policy must have WIB approval prior to implementation. Customers are also eligible for a gas incentive based on attendance for intensive and training services to offset the travel costs. The WIB continues to evaluate supportive service and needs-based payment policies to determine whether the current policies are sufficient for the economic conditions. d. In order to best match our workforce with training, services and employment a comprehensive assessment must be used to determine current skill levels. Our region is implementing WorkKeys to conduct these assessments as well as WIN which is the remediation component for the assessment system. WorkKeys will help to better evaluate customer skills and pinpoint areas in which improvement is needed. These assessments will also ensure those interested in training are equipped with the foundational skills necessary to be successful in the education component as well as the field of work. This system will also assist our business customers in identifying potential workers more quickly and accurately.

e-f. Our region is unique with the emerging development of natural gas in the Marcellus Shale. The long-term employment projections for the natural gas industry reach into the thousands for our region. With this industry comes high-growth and high-wage job opportunities. WIB staff is working with economic development, participating in both North Central Oil and Gas Extraction Partnership and the Marcellus Shale partnership with the Central WIB to study occupations, skill sets, training needs, opportunities and developing a plan to on the front end of the potential boom to the region. Pre-employment, workshop and certification curriculum is being developed for the industry as well. Existing companies that will lose employees to the natural gas industry are also a priority. This will be an opportunity for less-experienced workers to gain experience in

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jobs vacated by those going into the gas industry through OJT’s, apprenticeships and paid work experiences for youth. The WIB Director meets regularly with the county commissioners, state legislators and other officials and has added the efforts to be made through the ARRA as a part of the regular discussion. Communication throughout the local providers and CareerLinks also will be vital in the efforts to provide the training with the available openings. 4. The Northern Tier WIB may transfer funds up to the amount allowed by Federal and State Policy. No funds will be considered for transfer without thoroughly examining the effects this would have on original program populations. If a funds transfer would occur, monitoring will take place to ensure that programs receive adequate services. 5. a. Re-employment services are offered through our PA CareerLink sites to all unemployment compensation claimants. Customers identified through the Profile Re-employment Program (PREP), are assessed for employment needs and develop an individual service plan. This expedites appropriate reemployment services for dislocated workers in a non-duplicative manner. This is an effective way for UC claimants to obtain reemployment services through PA CareerLink and is used to strengthen linkages between UC, Rapid Response activities, WIA, employment services and other Pa CareerLink partner services. Through coordination with the PREP program, individuals are presented with all available services through the PA CareerLink system and proper referrals are made as necessary. b. For several years now, the Northern Tier region has had a unified strategy/approach to the integration of Rapid Response, Dislocated Worker and Trade services. PA CareerLink staff and the WIB have worked closely with the Rapid Response Coordination Services of the Bureau of Workforce Development in continuously developing service strategies to best suit the needs of displaced workers. Efforts include creating a unified system and sharing duties to provide services to dislocated workers, from initial assessments, determining training needs, career guidance, case management to job development and wrap around services. C. Service to Specific Populations

Our goal is to enhance the ability of workforce development and lifelong learning systems to service the underemployed worker and those with additional barriers. This includes participating in dialog with agencies in the community who are the primary point of contact for those issues.

The communication and referrals between CareerLink partners and the many different agencies assisting those with additional barriers is the key to providing a comprehensive system. These groups include, but are not limited to: the county assistance offices,

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community action agencies, probation offices and non-profits such as Serve Inc, Futures, YMCA, and Area Agency on Aging.

Continuously educating CareerLink staff, service agencies and the community regarding the spectrum of available services both inside and out of the CareerLink system is necessary to avoid duplication of services and maximize and leverage resources. The CareerLink management team continuously examines ways to align the CareerLink service delivery system to more directly address issues involving underemployment, business services, and service to special populations. This population includes dislocated workers including displaced homemakers, migrant/seasonal workers, TANF customers, veterans, minorities, women and those with additional barriers to employment including older individuals, ex-offenders, persons with disabilities and persons with limited English proficiency. The CareerLink Management Team assists the WIB in ensuring availability of employment and training services to these populations.

PA CareerLink partners from Office of Vocational Rehabilitation, Veterans, Trade and Department of Public Welfare assist in accessibility and availability to these populations. Each individual is assessed by PA CareerLink staff and referred to appropriate services. Options for skills training are explored utilizing various partnerships with Educational Opportunity Center (EOC), Office of Vocational Rehabilitation (OVR), school district guidance departments, post-secondary education provider admissions offices and the Title I program.

The WIB will ensure that Recovery Act services are prioritized for low-income individuals and those receiving public assistance through our priority of service policy. For those individuals that are above the federally established poverty levels, but below the region’s self-sufficiency levels and require assistance, regular WIA formula funding and grant monies will be utilized to provide services.

The Northern Tier strives to provide quality services to those facing multiple barriers to employment. PA CareerLink has accessible computer equipment and alternative formats of information for those persons with disabilities and our PA CareerLink sites are ADA compliant. The WIB monitors each PA CareerLink to ensure accessibility and seeks ways to make improvements above and beyond the minimum requirements. PA CareerLink staff has also received disability awareness and sensitivity training. PA CareerLink also has developed an Enhancement Plan identifying and addressing facility and staff needs to effectively provide services to persons with disabilities. The Enhancement plan is an ongoing working document. PA CareerLink has a policy system in place to assist those with Limited English Proficiency (LEP) with interpretive services if necessary. There are also materials printed in alternative languages. We have not been faced with many customers with limited English proficiency; however, as our region continues to grow we anticipate a need for more intensive practices to accommodate individuals with LEP. CWIA assists in providing data so that we are prepared for the demands of our area.

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Re-employment services are offered through our PA CareerLink sites to all unemployment compensation claimants. Customers identified through the Profile Re-employment Program (PREP), are assessed for employment needs and develop an employment plan. This expedites appropriate reemployment services for dislocated workers in a non-duplicative manner. This is an effective way for UC claimants to obtain reemployment services through PA CareerLink and is used to strengthen linkages between UC, Rapid Response activities , WIA, Employment services and other Pa CareerLink partner services. Program eligible veterans are given priority over non-veterans for all available services. For more detailed information on priority of service, please see Appendix F. D. Priority of Service 1. The Individual Training Account Policy is designed to provide training services to customers meeting priority service guidelines and most in need of training, in an efficient and cost effective manner. The policy is also designed to provide customer choice and develop personal responsibility in the person receiving the training. Post-secondary education is promoted throughout the program. Additional funding sources will be leveraged with ITA’s to cover the costs of training. The ITA policy follows the guidelines found in the Workforce Investment Act and the accompanying regulations.

The Northern Tier Workforce Investment Board’s policies for Individual Training Accounts for the Workforce Investment Act of 1998 can be found in Appendix E.

2. The Northern Tier’s local policy is that individuals are to be considered self-sufficient if their income is 235% above the federally established poverty guidelines. The self-sufficiency level was recently increased by the WIB to be in line with income levels established by Pathways. This enables us to expand services to the underemployed through assisted core, intensive and training services. Eligibility and self-sufficiency is monitored by WIB staff and is reported to the WIB. 3. For the One-stop Consortium priority of service is always given to program eligible veterans. Adult program eligibility is determined based on income. Currently an adult customer must have income below 235% of the federally established poverty guidelines to receive assisted core, intensive and/or training services. Financial reporting is available to the One-Stop Operator’s consortium and the WIB on a regular basis. Financial status is a standing agenda item and reviewed to determine whether or not funds are limited at both consortia and WIB meetings. Determinations are based on funding availability, current customer population and estimated costs per

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participant based on historical data. If funding is determined to be limited, priority for training services are given to low income individuals and those receiving cash assistance. 4. Priority for training and employment activities are given to those that reflect the region’s identified high priority occupations and identified industry clusters. Program eligible veterans are given priority over non-veterans for all available services. The Veteran’s priority policy can be found in Appendix F. E. Rapid Response In the event that our region faces a plant closure or mass lay-off, the Northern Tier WIB coordinates rapid response activities with BWDP. These activities include the identification of affected workers, employer contacts, facility accommodations, mass mailings, and communications to the public and local elected officials and rapid response service delivery strategies.

These activities have been effective in ensuring workers receive information needed to obtain the services they need. Our region has established transition teams, and worked together to ensure additional or specialized services are provided as needed. The WIB is also responsible for ensuring that funding is available or additional funding is sought to accommodate these individuals through the lay-off process to services for employment, including follow-up. F. Youth

1. The Northern Tier provides WIA eligible youth seeking assistance in achieving

academic and employment success, effective and comprehensive activities that encourage school completion, improve educational attainment, and promote effective linkages to employers. Because of the strong linkages that exist between the youth council, program providers, secondary and post-secondary educators, CareerLink, and numerous human service agencies, youth participants are provided with the activities and support needed to achieve academic and employment success. Additionally, in areas where WIA funding is not suitable to address the needs, or where a student is not eligible, the youth will be referred to other providers, including OVR, Job Corps, welfare or other providers as appropriate. a. Priority is given to out-of-school youth, high school dropouts, homeless,

youth aging out of foster care, court involved youth, children of incarcerated parents and migrant youth. Linkages are established with educational and social service agencies responsible for service to students. Workforce staff meet regularly with high school guidance counselors, Children and Youth Services, probation offices, court-mandated living facilities and CAO’s to identify youth most in need.

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b. Youth receive an assessment of academic levels, skill levels and service needs. The assessment includes a review of basic skills, occupational skills, prior work experience, employability, interests and aptitudes, supportive service needs and developmental needs. Out-of-School youth in need of a GED or a high school diploma attend GED instruction. Drop-out prevention for in-school youth includes tutoring and study skills instruction. The program is designed to teach beyond basic skills remediation, to components such as work learning integration, exposure to academic subjects beyond math and reading (STEM instruction), life skills training and other educational and cultural experiences. Classroom training provides opportunities that help apply academic knowledge and skills to the work of work. All participants receive instruction in resume writing, interviewing skills, dress for success, employer and post-secondary training opportunities. Job shadowing and paid work experiences are offered with students matched to employers based on their age, interests and aptitudes.

c. The Northern Tier plans to spend a minimum of 70% of ARRA funding this

first summer serving around 200 kids, more than four times the normal number of WIA clients. All these youth will participate in a paid work experience. There is a focus on opportunities in areas related to the “green” industry and many different employment opportunities are being pursued.

d. The Northern Tier will continue to explore and implement ways to reach out

to parents and school districts to share information connected to careers in Green and STEM related employment. Career Fairs and educational materials are used to teach students on the varied job opportunities and the education required for employment in Green or STEM jobs. A Health Career Club was started through a partnership with Pennsylvania College of Technology to teach high school students about health careers, particularly those that require STEM education. Through collaborations with local Recycling Centers, Conservations Districts, State Parks, Weatherization Programs and the Natural Gas Industry, students get firsthand experience in these fields through employment opportunities as well as workshops and presentations.

2. The Youth Council is the leading force in designing a youth program that meets the needs of the Northern Tier Region. As experts within their public and private sector fields, the Youth Council provides the Northern Tier Region with the necessary technical assistance and guidance in the development of effective and responsive programs. As community leaders, the Youth Council assists in developing, fostering, and maintaining strong ties to the Region.

3. The Youth Council has developed a service matrix for youth service providers in the Northern Tier to avoid duplication of services. The Service Matrix is distributed widely in the counties and is used as a referral tool, and to promote collaboration among providers. In addition, the Northern Tier Youth Council is comprised of representatives from education, OVR, Literacy, Welfare, Probation, and various human service agencies

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to best address strategies to serve youth most in need. The Northern Tier High Priority Occupation list is used to guide workforce education and training activities to meet the needs of area employers and to ensure that all youth are employable at a sustainable wage.

4. The Red Rock Job Corps Business and Community Liaison is a member of the Northern Tier Youth Council. To the extent possible, services are coordinated with Job Corp and include joint work experiences and educational activities. Partnerships have been developed with other youth programs to provide career exploration and team building activities with WIA and TANF youth funding. Through a partnership developed with Pennsylvania Conservation Corps., work experiences and GED preparation have been provided to area youth. Through collaboration with the Northeast PA Labor Management Council young people are given the opportunity to learn about the Building and Construction Trades and sit for an Apprenticeship Exam through the Pre-apprenticeship program.

5. Safety and adherence to the Child Labor Laws are very important components of the WIA youth program. Copies of the Child Labor Laws are provided to WIA training providers and are part of the Youth Program Manual. Compliance with safety and Child Labor Laws are strictly enforced and monitored on a regular basis.

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6. As with Adults and Dislocated Workers, the cornerstones of the youth customer flow are NEED, SUITABILITY, and ELIGIBILITY.

Need: Need for youth programming is established by reviewing the Application for Youth Services. If income and barriers meet eligibility criteria, and it is evident that the Customer is in need of assistance, need has been established. The completed and verified Application for Youth Services will be filed in the Customer file.

Suitability and Referral: If barriers to employment are at a level at which other programs are more suitable or in which services are needed that Title One cannot provide, appropriate referrals will be made.

Suitability will be documented using the Suitability Determination Form. If barriers are greater than what WIA can reasonably address, the person will be referred to other providers. Life status should be considered including Drug and Alcohol problems, legal situation etc. Applicants not meeting program requirements must receive information regarding other programs that have the capability to meet their needs.

Eligibility: Eligibility for Workforce Youth Programs is income based. Each participant in the program must meet income requirements and have at least one barrier to employment. If the program is suitable to meet the needs of the person and that person has been determined eligible for the program, the person is then registered in the program through the PA CareerLink system.

Enrollment: Participation commences on the first day the customer receives a WIA funded service.

Concurrent enrollment:

Under the Workforce Investment Act youth 18-21 may be eligible for both the Adult and Youth Program. They may participate concurrently. Such individuals must be eligible under the adult or the youth eligibility criteria dependent on services received. Services cannot be duplicated and expenditures are tracked separately. Program Design: Objective Assessment: An assessment of academic levels, skill levels, and service needs of each participant is performed. This assessment includes a review of basic skills, occupational skills, prior work experience, employability, interests, aptitudes (interests and aptitudes for nontraditional jobs) supportive service needs, and developmental needs. All efforts are made to coordinate activities with other provider strategies. Assessment for Basic Skills

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will be measured with TABE 9 & 10. Career Interests will be measured through SAGE and O’NET. Motor skills will only be measured in appropriate circumstances. Individual Service Strategies: An Individual Service Strategy is developed that identifies: • An employment goal • Appropriate achievement objectives • Appropriate services for the participant in line with the results from the objective

assessment • Preparation for post secondary education opportunities, as appropriate • Strong linkages with occupational and academic learning • Preparation for unsubsidized employment • Effective connections to the CareerLink and other intermediaries with strong labor market connections

Case Management: Customers are provided with case management services from intake to exit that include all required elements in the program. In addition, the Career Advisor performs or coordinates follow-up services for youth that may include adult mentoring and job retention workshops. Follow-up services are performed at a minimum of one personal contact per month for 12 months.

7. All of the following are built into the system and are used on a case-by-case basis when applicable to the needs of the youth: Preparation for Post-secondary Educational Opportunities This includes such components as dropout prevention, tutoring, study skills, career awareness education, and other instructional components leading to completion of school, as well as field trips and informational sessions about post-secondary educational opportunities available. Classroom training has been developed to help prepare participants for specific post-secondary trainings and include pre-CNA and pre-CDL classes.

Strong Linkages Between Academic and Occupational Learning Employer involvement is used to help create better linkage to the real world of work through job shadowing and work experiences.

Preparation for Unsubsidized Employment Opportunities Pre-employment/work maturity skills, and workplace skills such as employer expectations, resume writing, interviewing skills, etc. are used along with work experiences and job shadowing to prepare the youth for unsubsidized employment. Career exploration activities include field trips to Job Fairs, Career Fairs, and employers. Guest speakers from local employers are often part of Career Exploration workshops.

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Effective Linkages with Intermediaries with Strong Employer Connections The existing job developers, youth apprenticeships, and the CareerLink are among those that are used as effective links to the employers throughout the region.

8. The region plans to spend a minimum of 70% of ARRA funding by September 30, 2009, serving around 200 youth, more than four times the normal number of WIA clients. There has been great feedback from both the public and private sector as the program has been advertised. There is a focus on “green” jobs with many different employment opportunities being pursued. Work readiness progress will be measured using a classroom and worksite pre/post assessment tool. All participants will receive instruction on resume writing, job interviewing skills, labor market information, values clarification, career planning, job search techniques and word of work awareness. Participants will be matched to a work experience based on their age, aptitudes and interests. Younger in-school youth (14-17 yrs.) will typically work fewer hours than the older participants. Employment contracts for older youth will extend past the summer months into 2010. Out of school youth in need of a GED or diploma will attend GED prep classes. Additionally, out of school youth will be assisted with post-secondary education opportunities.

9. Incentives, in the form of gas cards are awarded to out-of-school youth who participate in activities such as GED classes; CareerLink approved workshops or post-secondary training. The participant can receive $5 per day up to $350 per enrollment for attendance in these activities. Reimbursement for child care expenses up to $100 per week is allowable when participating in activities listed above. Other supportive services include public transportation costs and assistance with uniforms, including items required for on-the-job safety. Assistance with clothing needed for employment that is not considered part of a uniform may be provided if the client is in need of proper workplace attire. Referrals to medical services are made as appropriate.

10. The Required program elements are incorporated as follows: Tutoring, Study Skills Training, and Instruction leading to Secondary School Completion, Including Dropout Prevention: In-school students found to be in need of additional academic assistance are enrolled in a tutoring program for more intensive, individual academic services where they receive one-on-one tutoring by a WIA instructor. Alternative Secondary School Services: Services are coordinated with school districts that have alternative school services within their curriculum.

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Summer Employment Opportunities: When possible, summer employment opportunities are directly linked to academic and occupational learning. Summer experiences are part of the year-round comprehensive strategies for addressing the youth’s employment and training needs. Paid and unpaid work experiences: Work experiences are planned structured learning experiences that take place in a work environment for a limited period of time. Work experiences may be in the private for profit sector,

the non-profit sector, or the public sector. Work experiences are designed to enable youth to gain exposure to the working world and its requirements. Work experiences help youth acquire the personal attributes, knowledge, and skills needed to obtain a job and advance in employment. The purpose is to provide the youth customer with the opportunities for career exploration and skill development. Work experiences may be subsidized or unsubsidized. Work experiences may include:

1. Exposure to various aspects of an industry 2. Progressively more complex tasks 3. Internships and job shadowing 4. Integration of basic academic skills into work activities 5. Supported work, work adjustment, other transition activities 6. Entrepreneurship 7. Other elements designed to ensure the goals of work experience

NOTE: In most cases OJT is not an appropriate activity for youth under age 18.

Funds under the Act may be used to pay wages and related benefits in private for profit, not for profit and public sectors, where the objective assessment and ISS indicate that work experiences are appropriate. Occupational Skills Training: Individual Training Accounts are used as a mechanism for providing eligible youth, 18 years or older, with the means to finance and obtain occupational skills training in order to obtain unsubsidized employment. The training program must appear on the PA Statewide List of Eligible Training Programs. The Career Advisor will provide information and counseling to allow the youth to make informed decisions. They will advise the youth by suggesting choices relevant to their assessed needs and the goals determined appropriate. (See ITA Policy – Appendix E) Leadership Development Opportunities: Leadership development opportunities are provided for the youth through team building activities, peer tutoring, community service activities, and linkages with other youth programs such as the Youth Leadership Program, etc.

Comprehensive Guidance and Counseling: Guidance and counseling is provided on an on-going basis through the Youth Career Advisor, linkages with the school Guidance Counselor, and referrals to outside counseling needs when appropriate. Career Advisors ensure that youth are counseled on

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occupational trends, skill levels needed for jobs, as well as, other local Labor Market Information. Youth also receive comprehensive counseling on work maturity skills (attendance, punctuality, quality of work, communication, etc.) and pre-employment skills (interviewing skills, resume writing, etc.)

Adult Mentoring: Adult mentoring is an on-going activity and is provided during and sometimes after program participation. Supportive Services: Linkages to community services, assistance with transportation costs, assistance with childcare costs and dependent care costs, referral to medical services and assistance with uniforms (including items needed for on-the-job safety) and work related tool costs are provided. Follow up services: Follow up services include leadership development activities and support service activities, regular contact with the youth customer’s employer, including assistance in addressing work related problems as they arise, assistance in obtaining better paying jobs, career development, and further education, adult mentoring and tracking progress of youth in employment after training. Note: All youth customers must receive follow up services for duration of 12 months.

11. Up to five percent of youth customers served may be individuals that do not meet income criteria, provided that they are within one or more of the following categories:

1. school dropout as defined above 2. basic skills deficient as defined above 3. are one or more grade levels below the grade level appropriate to the individual’s age 4. pregnant and parenting 5. possess one or more disabilities, including learning disabilities 6. homeless or runaway 7. offender as defined above 8. lacks significant work history or work maturity Participants that fall under the 5% exception (WIA Section 129© (5)) are provided with the same services as all WIA youth participants. Additionally, the core services provided in the CareerLink can be provided. 12. Northern Tier Summer Youth Employment Program Description:

• The Northern Tier Summer Youth Employment Program will run from May 1 through September 30, 2009 with a minimum of 70% of ARRA Youth funding expended during this time period. The program will continue on a smaller scale through June 30, 2011 or until ARRA funding is exhausted. Youth ARRA funds will be used to significantly expand summer youth employment opportunities and

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work experiences as well as supplement WIA Title I funding. A minimum of 30 percent of ARRA funds will be used to serve Out-of-School youth.

• Upon intake, career interest testing is administered to all participants to assess vocational barriers, skills, interests and aptitudes. Supportive service and developmental needs are also evaluated for all youth. Students who participate in the Summer Employment Program will have a Career Advisor who will assist them with attainment of individualized goals. An Individual Service Strategy is maintained for each participant.

• All In-school youth will be provided with a minimum of 25 hours of academic enrichment activities including instruction in resume writing, interviewing skills, workplace attire, career exploration, job coping/job keeping skills, exposure to post-secondary education opportunities, local employer visits and team building activities. Students will learn about “green” employment opportunities in Weatherization, Environmental Protection and Alternative Energy.

• Out-of-school youth are required to attend GED instruction if they are in need of a GED or diploma. They are also required to attend employability classes with a focus on job getting/job keeping skills and post-secondary training opportunities. There are no mandated required hours of attendance for this group.

• All ARRA funded youth will be placed in a paid work experience for the summer. The length of the job will be determined by the participants’ age, interests and aptitudes. Younger in-school youth (14-17 yrs.) will typically work fewer hours than the older participants. Employment for the 22-24 year population will be available through March, 2010. Work sites are being developed that will prepare youth to work in a “green” economy.

• A pre-and post-assessment of work readiness skills will be administered to each ARRA SYEP applicant to determine whether a measurable increase in work readiness skills has occurred. The Northern Tier Work Readiness Skills Goal Assessment tool will be used. This tool is made up of two components: a Workplace Assessment and a Classroom Assessment. This tool combines worksite supervisor evaluations along with a work readiness skills checklist that includes 13 skill competencies as defined in TEGL17-05, Attachment B. WIA Out-of-school youth are tested using TABE 9&10 for pre- and post-assessment per the WIA Common Measures Assessment Testing policy. Additionally, TABE testing will be administered to ARRA funded Out-of-school youth in need of a GED or diploma, or that may be served outside of the summer months. TABE Assessment testing is not required for all other WIA or ARRA funded youth unless deemed appropriate by the Career Advisor.

• Paid work experience is the core component of the Northern Tier SYEP. Students are placed in a job either individually or in groups with for-profit and non-profit employers in the public and private sector. Roving crews are established in each county through collaboration with state and county parks, conservation districts, and other community organizations. Crew projects include landscaping, painting and clean-up of historical sites, cemeteries, parks, baseballs field, and other county and borough sites. Worksites are visited each week by NTRPDC staff to ensure that child labor laws and program policies are being followed. Participants are paid minimum wage while they are participating in the program.

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G. Business Services 1. The role of the Business Services Team in the PA CareerLink is vital to the success of maintaining and establishing new relationships with business customers. The Business Services Team (BST) is committed to consistently delivering quality service to employers. The team purpose is to respond locally to businesses in high growth and high demand industries, strategically increase service delivery including number of employers served and connect the local PA CareerLink system to the demand-driven and economic development initiatives within the region. The team has developed a systemic approach for service delivery to businesses.

2. Plans and goals of the local PA CareerLink system are communicated to the Business Services Team through direct contact at business services team meetings which are held monthly. The PA CareerLink administrator is responsible for relaying this information and updates to the Business services team chair on a regular basis. The CareerLink Management Team (CMT) also provides direction to BST ensuring the team is in-line with goals established by the WIB. CMT meets monthly and BST is a standing agenda item. BST members have an open invitation to WIB meetings and are invited to attend CMT meetings at least once a quarter. 3. The Northern Tier WIB partners with other LWIA’s on several Industry Partnership grants in the fields of plastics, metals and manufacturing, and transportation and logistics. The Northern Tier is the lead WIB for the health care industry partnership. These partnerships connect employers, training providers, and agencies to address common human capital and training needs. The goals of these partnerships are:

• To identify employers training needs, including skills gaps. • Facilitate employers to come together for training and education needs • Develop new career ladders or career lattices to enable entry level workers the

opportunity to improve skills and advance in the workplace. Northern Tier also partners with Central WIB and the Marcellus Shale Education and Training Center in a natural gas industry partnership to identify employment and education needs in the natural gas industry. 4. While there are no immediate plans to waive the required 50% matching employer payment for Customized Training, the WIB will evaluate strategies for effective application for future implementation. 5. At this time the Northern Tier WIB does not have immediate plans for permitting the use of up to 10% of local area formula funds to conduct statewide activities. However, as Industry Partnerships develop, this flexibility may be used to affect workforce

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development solutions for our industry partners.

H. Faith Based and Community Organizations Title I program operators work with local churches and other community based organizations such as the YMCA and Salvation Army to obtain program referrals and provide client services. VII. Administration

A. Program Administration

Local policies and guidelines are implemented to support WIA Title I program operations based on federal and state requirements as well as any areas locally determined to be in need of policy revisions. Development of new local policy is based on results of reporting mechanism and program monitoring systems. WIB staff is responsible for disseminating, developing and ensuring implementation of such policies approved by the WIB. WIB staff provide technical assistance to contracting staff. The Northern Tier WIB has an oversight monitoring system in place for evaluation of WIA Title I program operations.

B. Fiscal Administration

1. The WIB uses and approves a formula that takes into account population and families in poverty and other factors. Preparation of budgets and source financial data is prepared by Workforce Development staff. Contractors submit monthly expenditure reports (MER) as well as obligations and pending training contract reports. Comparison between source data and financial reports are made monthly and reconciled. The system is designed around an internal control system and is subject to both internal and state monitoring. Other federal and state agencies reserve the right to period program audits. NTRPDC is also subject to a single audit in compliance with OMB Circular A-133.

WIB staff perform program monitoring every year. A financial risk assessment is fiscal monitoring takes place every other year for all contractors unless determined to be high risk in which monitoring would take place more frequently.

2.Communication is necessary in order to eliminate duplicative costs. The MER’s are evaluated by staff, so there is a common understanding of what is being spent. The common understanding provides the opportunity to make all parties aware whenever there is a duplication.

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3. NTRPDC and the WIB will follow all procurement practices outlined in the OMB Cost Circulars. The WIB will annually conduct a physical inventory of all property with a unit acquisition cost of $200 or more. The purpose of conducting the physical inventory is to verify the existence and condition of the property, as well as assessing the continued need for the property. Records maintained by the WIB and its Title 1 operators will be reconciled during this inventory process.

The Northern Tier WIB and Title 1 operators maintain inventory records for all WIA non-expendable property items with a unit acquisition cost of $200 or more. Property with a unit acquisition cost of $200 or more is identified with a WIA property inventory tag if purchased with WIA funds.

4. LWIB staff will be conducting coordination meetings and working with CareerLink staff to establish a process for determining a suitable funding path for each client to obtain or retain family-sustaining employment. Weekly conference calls with front-line staff will be conducted, at least in the short-term. Summer youth and their work sites are monitored on a least a weekly basis.

The WIB will brand and market training opportunities made possible by ARRA funding, to internal and external customers as in order to highlight ARRA funding.

ARRA funds will be utilized to supplement the region’s training budget in order to provide a continuum of skill attainment opportunities. Examples include workplace readiness assessments, soft skills, industry-specific credentials, classroom training, customized training, on-the-job training and work experience.

Unless absolutely necessary for the delivery of services, ARRA funds will not be used for staffing or infrastructure that will not be sustainable outside the prescribed Recovery Plan funding period. ARRA specific expenditures will be tracked separately from WIA Title I funds. Fiscal transparency, with an established mechanism to track ARRA expenditures, by program and by subcontractor, including classroom and on-the-job training contracts, will be utilized to ensure that ARRA funding supplements, but does not supplant, existing resources.

5. The LWIB will be monitoring program implementation, eligibility and case files as well as the operations and expenditures. ARRA activity will be monitored more closely with weekly reporting on ARRA activity which will be required as a way to provide real-time updates regarding ARRA activity. The LWIB will also be conducting weekly meetings via conference call to discuss strategy, obstacles, progress and provide additional technical assistance. Monitoring staff will also increase field visits ensuring programmatic and fiscal compliance and accountability.

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6. The Northern Tier Workforce Investment Area has a formalized process for the monitoring and oversight of the Workforce Investment system. This oversight policy sets minimum requirements for monitoring including, but not limited to the five statewide minimum requirements for methods of monitoring and evaluation that must be addressed at the local level. These include: Risk assessments, review of audits, reviews of quality of service to enhance program accountability, on-site visits to review records, documents and observe operations, reviews of service provider financial and progress reports.

C. Procurement

1. Contracts to provide Title I services are awarded through a Request for Proposal process, which is completed by WIB Staff and an ad hoc committee of the Workforce Investment Board. The RFP process is advertised via regional newspapers, direct mailings and the internet. A Bidder’s meeting is held and the RFP guidelines are reviewed with interested applicants. Contracts are awarded for one year with the WIB voting on a second year. This means that the process is repeated at least every two years. Grantees and operators are required to sign statements of receipts and certifications regarding debarment, tax liabilities or delinquent obligations, The Federal Lobbying Act, Minority and Women Business, discrimination or harassment.

Title I contractors submit monthly program performance reports to WIB staff and are required to meet and report to the WIB at every meeting. The process for procuring training services under ITA’s and those made as exceptions to the ITA process are described in the corresponding sections of this plan and follow the guidelines addressed in the Workforce Investment Act and the accompanying regulations. 2. The criteria used for awarding contracts to provide Title I youth services are the same as described above. Contracts are awarded based on the Contractor’s past performance, program design, employee qualifications, financial information, projected program goals, etc. The final decision to award contracts is made by the Local Elected Officials. Youth contractors are monitored through monthly program performance reports and frequent monitoring visits. 3. The WIB extended the existing contract of current youth providers in order for the region to offer the SYEP without delay. The region’s Title I providers are recruiting youth, assessing eligibility and procuring job sites. Job opportunities are established through connections with the CareerLink job developers, community contacts and public advertisement. With the understanding that recruitment of eligible youth is always an issue, and the summer program information coming out in March, the timeline to create a program of this nature was terribly short. There were no other bidders for youth programs during the last RFP and the WIB determined any significant changes would severely hamper a 2009 summer program. The WIB decided that continuing with current youth providers, which have the entire infrastructure in place, was in the best interest of our region’s youth.

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4. BST is the main vehicle for marketing, networking and identifying opportunities with businesses for On-the-Job Training or customized training opportunities. A variety of methods such as mass mailings, on-site visits and interviews offer a venue for communicating training opportunities for the business community. This group is unique because they represent multiple counties, multiple programs and multiple funding streams within the PA CareerLink. They are key players in business services and work closely with career advisors and job seekers to provide frequent contact with both the businesses and the individual customer.

On-the-Job training is provided to eligible adults and dislocated workers as an opportunity to obtain “hands-on” training with an employer. This allows the customer the opportunity to learn a specific skill set required for the job, with the ultimate goal of being hired permanently for the job after the training is completed. This opportunity arises when an eligible individual has been unable to obtain employment through intensive services and has been determined in need of additional training. The Northern Tier Workforce Investment Board’s policy is to reimburse up to 50% of the wage of the participant. It is Northern Tier’s policy to ensure that prevailing rate is paid employees in the same or similar positions.

SVP and DOT codes will be used to determine the length of an OJT. An OJT cannot be provided for positions that pay less than $8.00 an hour. Contracts will not be entered into with employers who have exhibited a pattern of failing to provide OJT participants with employment.

5. WIB staff is holding regular meetings with institutions of higher education and other eligible training providers to determine suitable training that can be developed for our region’s clients. The implementation of ARRA has helped to create competition among training providers that didn’t previously exist. The WIB is requesting that education providers develop a more worker-friendly lifelong learning system, particularly in regard to more flexibility in skills training and academic coursework. Cohort training is evolving in connection with employer needs and the increased use of ITAs and OJTs to aid those seeking employment. Cohort training contracts will be entered into with training providers found to offer training that has been determined suitable due to demand, certification and customer interest. No customer will be referred to cohort training without first be assessed to determine suitability for program and without expressing an interest in training.

6. The Northern Tier Workforce Investment Area complies with all applicable federal and state regulations. The Northern Tier Area adheres to policy that ensures that neither the administrative entity nor its operators in any personnel action including recruitment, appointment, promotion, training or separation, impairment, vision impairment, limited English speaking ability, affectional or sexual preference, disability, ancestry, national origin, union membership, age or sex. To ensure this, the WIB may advertise the availability of services, training programs and openings in local newspapers and on the

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internet to cover an expansive area. Complaints of alleged violations are directed to the designated personnel and be dealt with through a complaint and hearing procedure. The Northern Tier Equal Opportunity Officer conducts regular monitoring reviews of Equal Opportunity and Affirmative Action plans at each PA CareerLink, subcontracting staff sites and administrative offices. A formal review takes place at a minimum of once per year to ensure compliance with all applicable federal and state laws and regulations.

D. Appeals and Grievances 1. The appeal process for training providers may be referenced in section VI-A5 of this plan. The appeal process for service providers to appeal denial of eligibility, a termination of eligibility or other action by the LWIB or One-Stop Operator is as follows: Operator (s) not selected may request an oral debriefing. Request for debriefing must occur within five days from receipt of letter. After the debriefing, should they desire, the Operator (s) may submit a letter of appeal. This appeal must be addressed to:

Chairperson Executive Committee Northern Tier Regional Planning & Development Commission 312 Main Street, Towanda, PA 18848 Once received, the appeal letter will be reviewed by the Executive Committee and a final decision rendered within ten working days by certified letter. The unsuccessful candidate has the right to file an appeal with the Governor of the Commonwealth of Pennsylvania. 2. The following is the procedure used for individual customers to appeal a denial of eligibility, reduction or termination of services or other adverse action by PA CareerLink or service provider: Grievance Policy for CareerLink Customers Grievance procedures give the customer the means to appeal any unfair labor conditions, adverse management actions and Equal Employment Opportunity complaints while enrolled in any of the WIA funded employment and/or training programs. Grievance Procedures All CareerLink customers receiving services under WIA have the right to file a grievance. However, grievances have to be written and must allege a violation of the Workforce Investment Act (WIA), its regulations, or any grant or other agreements under the Act, at minimum. A program customer may file a grievance by following the procedures below. Again, each step must be completed before moving to the next. Step 1: The aggrieved party shall attempt to resolve the dispute with his/her supervisor.

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Step 2: If there can be no resolution, the grievance must be referred to the program contractor for review in accordance with the agency grievance procedure policy with a decision rendered within ten (10) working days. Step 3: If the matter cannot be settled at the Program Contractor level, the matter may then be appealed in writing to the Northern Tier Regional Planning and Development Commission (NTRPDC), in accordance with the grievance procedure. (A detailed summary of this procedure is available on request). This appeal must be made within five working days. The appeal should be directed to: Melissa Fleming, Equal Opportunity Officer 312 Main Street Towanda, Pa 18848 (570) 265-9103 TDD/TTY: PA Relay 711

All complaints will be handled in strict confidence. If you have any questions on any of the above, please feel free to contact Melissa Fleming at (570)265-9103 or toll-free at 888-868-8800. 3. The PA CareerLink grievance procedure is as follows: If a PA CareerLink staff member has an issue he/she wishes to be addressed, we maintain an “open door” policy whereby any problem or grievance can be brought to the attention of the PA CareerLink Program Supervisor and/or PA CareerLink Administrator. We are available to meet and discuss problems, improvements, suggestions, etc., regarding processes or operations. We have encouraged staff members to feel comfortable in approaching management. If the problem cannot be resolved at this level, action listed below will occur. All Bureau of Workforce Development Partnership staff members have union representation and must follow the steps to file a grievance. Each comprehensive site has a union shop steward, who is the first point of contact. If a formal grievance is filed, the PA CareerLink Administrator has 15 days to respond, per union contract regulations. Following this, there are four steps to the grievance process. If the PA CareerLink Program Supervisor and/or PA CareerLink Administrator are unable to resolve an issue for a Partner agency staff member, the supervisor or administrator will contact the Partner agency supervisor for further resolution. 4. Copies of each process is listed above or otherwise referenced in this document. E. Equal Opportunity and Affirmative Action 1. Contact information for the Local Workforce Investment Area (LWIA) Equal Opportunity Officer and Equal Opportunity Liaisons in PA CareerLink® is as follows:

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Melissa Fleming, LWIA Equal Opportunity Officer NTRPDC 312 Main Street Towanda, PA 18848 570-265-9103 TDD/TTY: PA Relay 711

Pat Hoagland, Equal Opportunity Liaison PA CareerLink – Tioga 56 Plaza Lane Wellsboro, PA 16901 570-724-1939 TDD/TTY: (570) 724-6356

William Knowles, Equal Opportunity Liaison PA CareerLink – Bradford/Sullivan 218 Main Street Towanda, PA 18848 570-265-2171 TDD/TTY: 570-265-5720

2. All customers are informed of their civil rights when enrolling in PA CareerLink, customers are asked to sign electronically or on paper format that they have received and understand their civil rights. The Equal Opportunity Officer or Equal Opportunity Liaisons contact information is printed on all civil rights posters displayed throughout PA CareerLink. 3. Complaint forms for filing allegations of discrimination at the local, state and federal levels can be obtained from the Equal Opportunity (EO) Liaison in the PA CareerLink ®, the Local Workforce Investment Area (LWIA) EO Officer, the Office of Equal Opportunity, or directly from the United States Department of Labor (USDOL) Civil Rights Center (CRC). Complaints must be filed within 180-days from the date of the alleged occurrence of discrimination. Complaints filed after the 180-day time period will be forwarded to CRC. The Director of CRC, for good cause shown, may extend the filing time beyond 180 days.

Individuals, specific classes of individuals, or authorized representatives may file complaints/allegations of discrimination regarding PA CareerLink ® issues may file a complaint with the Equal Opportunity Liaison in the PA CareerLink ® who forwards them directly to the State Equal Opportunity Officer.

Individuals, specific classes of individuals, or authorized representatives may file complaints/allegations of discrimination about LWIA programs or services with the Local Workforce Investment Area’s Equal Opportunity Officer, or directly with the State Equal Opportunity Officer. Complainants are also made aware of their right to file allegations directly with the USDOL Civil Rights Center.

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NOTE: Complaints/allegations do not have to be submitted on the prescribed complaint form in order for them to be considered valid complaints or allegations. Discrimination complaints may be submitted to:

Local Workforce Investment Area Equal Opportunity Liaison or

Mr. Autro Heath, Jr., Director Office of Equal Opportunity Department of Labor & Industry Room 514, Labor & Industry Building 651 Boas Street Harrisburg, PA 17120 1-800-622-5422

TDD/TTY 1-800-654-5984 or PA Relay 711

or

Director, Civil Rights Center U.S. Department of Labor 200 Constitution Avenue, NW Room N-4123 Washington, DC 20210 (202) 219-7026 TDD (202) 219-7003

Complaints filed by the complainant or his/her authorized representative must be filed in writing and must contain the complainant’s and respondent’s name and address, date alleged incident of discrimination occurred, a description of the allegations with enough detail to allow a determination by the CRC or Department of Labor & Industry about jurisdiction over the complaint, whether or not the complaint was filed in a timely manner, apparent merit, and, if true, whether the allegations would violate any of the nondiscrimination and. equal opportunity provisions of the Workforce Investment Act of 1998, and the complainants or his/her authorized representative’s signature. Procedures for Complaint Processing at the Local Workforce Investment Area Equal Opportunity Officer Level Upon notification of a discrimination complaint, the LWIA EO Officer must inform the complainant of their right to file a complaint and have it investigated at the local, state or federal level. All complaints filed with the LWIA Equal Opportunity Officer must be immediately reported to the EO Officer in the Department of Labor & Industry.

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If the complainant elects to attempt resolution at the local level, the LWIA EO Officer, based on consultation with the State OEO, will conduct fact-finding/investigation at the local level in consonance with procedures outlined in the WIA.. The LWIA Equal Opportunity Officer shall meet with the complainant or his/her authorized representative within ten (10) business days from the date of receipt of the written allegations, to conduct a fact finding or investigation of the circumstances underlying the allegations and attempt to informally resolve the issue(s). The LWIA EO Officer’s findings will be submitted in writing to the complainant not later than ten (10) business days following the fact-finding/investigation. The written notification shall include notice of the complainant’s right to request a formal investigation by the EO Officer at the state level if a satisfactory resolution is not accomplished at the local level. If the Complainant is dissatisfied with the attempted informal resolution, he/she must inform the LWIA EO Officer and the EO Officer at the State level within five (5) business days of receipt of the unsatisfactory decision and request a formal investigation by the State Equal Opportunity Office. All complaints filed at the local level must be documented on the WIA/SESA local complaint log that is submitted to the State Equal Opportunity Office on a quarterly basis. VIII: Performance A. Performance Management

1. The Northern Tier Workforce Investment Area has a formalized process for the monitoring and oversight of the Workforce Investment system. This oversight policy sets minimum requirements for monitoring including, but not limited to the five statewide minimum requirements for methods of monitoring and evaluation that must be addressed at the local level. These include: Risk assessments, review of audits, reviews of quality of service to enhance program accountability, on-site visits to review records, documents and observe operations, reviews of service provider financial and progress reports. Monitoring tools and content criteria change with the new directions of local goals. All monitoring is reported to the WIB and is made available to state or federal review. 2. Performance data is captured through a cumulative reporting process which is reported every month to staff of the Workforce Investment Board. This data is broken down, analyzed and reported to the WIB. This allows for identification of trends, gap analysis, costs associated with services and helps to project future funding needs and performance negotiations. Data is also entered into the CWDS operating system as functionality permits. 3. All partners are involved in the seamless delivery of services through PA CareerLink. Each PA CareerLink has a policy and procedure manual in which they follow identifying

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the basic process for providing customer services. Partners also are involved in cross-training activities as well as monthly PA CareerLink staff meetings to ensure each staff has knowledge of other services provided by each partner. Partnering staff work together to streamline services ensuring duplication does not occur. An example would be layoffs in our region endured over the last program year. PA CareerLink staff providing WIA and Trade services worked collaboratively to develop a system to ensure no services are being duplicated. This involves having weekly strategy meetings to discuss concerns, ideas and progress.

4. The local workforce investment area identifies areas needing improvement through monitoring systems and reporting mechanisms. If an area is found to be deficient, a report is submitted to identify agency and an action plan to correct deficiency is required. Follow-up occurs to ensure that the action plan is sufficient. If action plan was not implemented or did not rectify the deficiency, monitoring staff along with the WIB Director meets with the director or administrator of that entity to determine how to proceed with corrective action. Customer satisfaction data for both workforce and business customers is also gathered and reviewed on a monthly basis to pinpoint any areas identified as problematic.

5. Locally, common measures training is continually provided to staff. Coordination meetings create a forum for staff to voice concerns and share ideas to address common measures. If areas that need improvement have been identified through monthly reporting or data received from CWIA the CareerLink management team implements a plan for improvement based on input from staff. 6. LWIB staff will continue to have coordination meetings with CareerLink front line staff to establish a process for determining a suitable funding path for each client to obtain or retain family-sustaining employment. ARRA funds will be utilized to supplement the region’s training budget in order to provide a continuum of skill attainment opportunities. Examples include workplace readiness assessments, soft skills, industry-specific credentials, classroom training, customized training, on-the-job training and work experience. ARRA specific expenditures will be tracked separately from WIA Title I funds. Fiscal transparency, with an established mechanism to track ARRA expenditures, by program and by subcontractor, including classroom and on the job training contracts, will be utilized to ensure that ARRA funding supplements, but does not supplant, existing resources.

The LWIB will be monitoring program implementation, eligibility and case files as well as the operations and expenditures. ARRA activity will be monitored more closely with weekly reporting on ARRA activity which will be required as a way to provide real-time updates regarding ARRA activity. The LWIB will also be conducting weekly meetings via conference call to discuss strategy, obstacles, progress and provide additional technical assistance. Monitoring staff will also increase field visits ensuring programmatic and fiscal compliance and accountability

The simple workforce philosophical test for ARRA activities asks if the actions promoted economic recovery and/or assisted those impacted by the recession.

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7. A pre-and post-assessment of work readiness skills will be administered to each ARRA SYEP applicant to determine whether a measurable increase in work readiness skills has occurred. The Northern Tier Work Readiness Skills Goal Assessment tool will be used. This tool is made up of two components: a Workplace Assessment and a Classroom Assessment. This tool combines worksite supervisor evaluations along with a work readiness skills checklist that includes 13 skill competencies as defined in TEGL17-05, Attachment B. B. Negotiated Performance 1. Levels of negotiated performance are based on current economic status of the region, data provided by the Center of Workforce Investment Analysis (CWIA) and performance history. Goals are aligned with the LWIA vision in continuing to provide quality services to our customers. We always strive to increase our services and our performance and try to negotiate higher than the previous year. However, it is the local vision to ensure quality services over quantity.

2. Negotiated Performance Measures for 09-10 program year can be found on Appendix G.

Appendix A MEMORANDUM

TO: Daily Review FROM: Frank Thompson, Deputy Director DATE: August 6, 2009 SUBJECT: LEGAL ADVERTISEMENT – Public Review Notice Please advertise the following notice in the Legal Section of your newspaper once as soon as possible before August 10 and bill the Northern Tier Regional Planning and Development Commission, 312 Main Street, Towanda, PA 18848. Please direct any questions or comments to Frank Thompson at 570.265.9103. Please submit proof of publication with the billing. Thank you. _____________________________________________________________________________ PUBLIC REVIEW NOTICE For the Northern Tier Workforce Investment Board for Bradford, Sullivan Susquehanna, Tioga and Wyoming Counties for the region’s Local Operational Plan. The Northern Tier Workforce Investment Board invites the citizens of the region to review this document. This document will be available for a 30-Day Public Review and Comment period beginning Monday August 10, 2009 and continuing through September 9, 2009. Copies of this document are available for review at the offices of the Northern Tier Regional Planning and Development Commission at 312 Main St. Towanda, PA 18848. A Copy is also available online at www.northerntier.org. Written comments will be accepted on or before September 9, 2009 and can be mailed to: Mr. Frank Thompson NTRPDC 312 Main Street Towanda, PA 18848

MEMORANDUM

TO: Susquehanna Independent FROM: Frank Thompson, Deputy Director DATE: August 6, 2009 SUBJECT: LEGAL ADVERTISEMENT – Public Review Notice Please advertise the following notice in the Legal Section of your newspaper once as soon as possible before August 10 and bill the Northern Tier Regional Planning and Development Commission, 312 Main Street, Towanda, PA 18848. Please direct any questions or comments to Frank Thompson at 570.265.9103. Please submit proof of publication with the billing. Thank you. _____________________________________________________________________________ PUBLIC REVIEW NOTICE For the Northern Tier Workforce Investment Board for Bradford, Sullivan Susquehanna, Tioga and Wyoming Counties for the region’s Local Operational Plan. The Northern Tier Workforce Investment Board invites the citizens of the region to review this document. This document will be available for a 30-Day Public Review and Comment period beginning Monday August 10, 2009 and continuing through September 9, 2009. Copies of this document are available for review at the offices of the Northern Tier Regional Planning and Development Commission at 312 Main St. Towanda, PA 18848. A Copy is also available online at www.northerntier.org. Written comments will be accepted on or before September 9, 2009 and can be mailed to: Mr. Frank Thompson NTRPDC 312 Main Street Towanda, PA 18848

MEMORANDUM

TO: Wellsboro Gazette FROM: Frank Thompson, Deputy Director DATE: August 6, 2009 SUBJECT: LEGAL ADVERTISEMENT – Public Review Notice Please advertise the following notice in the Legal Section of your newspaper once as soon as possible before August 10 and bill the Northern Tier Regional Planning and Development Commission, 312 Main Street, Towanda, PA 18848. Please direct any questions or comments to Frank Thompson at 570.265.9103. Please submit proof of publication with the billing. Thank you. _____________________________________________________________________________ PUBLIC REVIEW NOTICE For the Northern Tier Workforce Investment Board for Bradford, Sullivan Susquehanna, Tioga and Wyoming Counties for the region’s Local Operational Plan. The Northern Tier Workforce Investment Board invites the citizens of the region to review this document. This document will be available for a 30-Day Public Review and Comment period beginning Monday August 10, 2009 and continuing through September 9, 2009. Copies of this document are available for review at the offices of the Northern Tier Regional Planning and Development Commission at 312 Main St. Towanda, PA 18848. A Copy is also available online at www.northerntier.org. Written comments will be accepted on or before September 9, 2009 and can be mailed to: Mr. Frank Thompson NTRPDC 312 Main Street Towanda, PA 18848

MEMORANDUM

TO: New-Age Examiner FROM: Frank Thompson, Deputy Director DATE: August 6, 2009 SUBJECT: LEGAL ADVERTISEMENT – Public Review Notice Please advertise the following notice in the Legal Section of your newspaper once as soon as possible before August 10 and bill the Northern Tier Regional Planning and Development Commission, 312 Main Street, Towanda, PA 18848. Please direct any questions or comments to Frank Thompson at 570.265.9103. Please submit proof of publication with the billing. Thank you. _____________________________________________________________________________ PUBLIC REVIEW NOTICE For the Northern Tier Workforce Investment Board for Bradford, Sullivan Susquehanna, Tioga and Wyoming Counties for the region’s Local Operational Plan. The Northern Tier Workforce Investment Board invites the citizens of the region to review this document. This document will be available for a 30-Day Public Review and Comment period beginning Monday August 10, 2009 and continuing through September 9, 2009. Copies of this document are available for review at the offices of the Northern Tier Regional Planning and Development Commission at 312 Main St. Towanda, PA 18848. A Copy is also available online at www.northerntier.org. Written comments will be accepted on or before September 9, 2009 and can be mailed to: Mr. Frank Thompson NTRPDC 312 Main Street Towanda, PA 18848

MEMORANDUM

TO: Sullivan Review FROM: Frank Thompson, Deputy Director DATE: August 6, 2009 SUBJECT: LEGAL ADVERTISEMENT – Public Review Notice Please advertise the following notice in the Legal Section of your newspaper once as soon as possible before August 10 and bill the Northern Tier Regional Planning and Development Commission, 312 Main Street, Towanda, PA 18848. Please direct any questions or comments to Frank Thompson at 570.265.9103. Please submit proof of publication with the billing. Thank you. _____________________________________________________________________________ PUBLIC REVIEW NOTICE For the Northern Tier Workforce Investment Board for Bradford, Sullivan Susquehanna, Tioga and Wyoming Counties for the region’s Local Operational Plan. The Northern Tier Workforce Investment Board invites the citizens of the region to review this document. This document will be available for a 30-Day Public Review and Comment period beginning Monday August 10, 2009 and continuing through September 9, 2009. Copies of this document are available for review at the offices of the Northern Tier Regional Planning and Development Commission at 312 Main St. Towanda, PA 18848. A Copy is also available online at www.northerntier.org. Written comments will be accepted on or before September 9, 2009 and can be mailed to: Mr. Frank Thompson NTRPDC 312 Main Street Towanda, PA 18848

Appendix B

There were no comments received for the Northern Tier Local Plan as a result of the public review period from August 9, 2009 through September 9, 2009.

Appendix C

WIA ORGANIZATIONAL CHART

Northern Tier WIB

Workforce Development Division, Staff to the WIB

Deputy Director Program Manager/Equal Opportunity Officer

Program Manager Welfare Program Manager Youth/Training

Program Manager Special Projects Fiscal Analyst

WF Assistant (PT)

County Commissioners, Executive Committee Chair, Chief Elected Official

Trehab Center Contractor

Bradford County Action Contractor

PA CareerLink Partners BWDP

WIA OVR

Veterans

CareerLink Operators Consortium

Appendix E Individual Training Account Policy and Procedure

1. The customer enrolls in program and has received a core and intensive service. 2. The customer must score at a twelfth grade level in two out of three areas

(reading, math, Language) on the generally accepted standardized test approved for use in the Northern Tier if required by occupation or training.

3. The customer must be a resident of the Northern Tier Counties

.

4. Individual Training Accounts cannot be used for customers that previously have had training funded under a Title 1 program.

5. Individual Training Accounts cannot be used for customers who already possess a

marketable degree. Prior approval from NTRPDC must be obtained for customers that have a degree but may be in need of additional training to obtain employment (see ITA Approval Request Form).

6. Individual Training Accounts can be used for eligible WIA Youth. 7. The Training Provider and the training program MUST

be in the state listing of approved programs.

8. Individual Training Accounts can only be used to provide training for occupations on the Northern Tier High Priority Occupation List, or for occupations in contiguous areas in which the customer has indicated an interest, there is a proven demand and the customer has expressed a willingness to relocate or commute (see ITA Approval. If a customer is interested in receiving training for an occupation that is not on the Northern Tier High Priority Occupation list, and the above criteria is met, approval is required from the Northern Tier Workforce Investment Board before the ITA can be written (see ITA Approval Request Form).

9. The customer must submit a completed Application for Individual Training

Accounts prior to the start of class. This application includes:

• A written justification for the training • Documentation of employment opportunities in the local area • A listing of total costs of training, including tuition, fees, supplies, tools,

etc.

10. Customers must

apply for the federal Title IV (PELL) grant program, given that the training provider is eligible to receive and the specific program is qualified for Title IV funds. Failure to complete the Title IV application, or re-application in the second academic year OR missing a training institution deadline for the submission of student aid will result in the suspension and/or termination of the ITA.

11. The customer must present WIA Career Advisor with a copy of the Student Aid Report (SAR) as received by the student. If unavailable, verification must

first be received from the training institution.

12. All other forms of Federal, State or local aid (Title IV, PELL, PHEAA, SEOG grants, etc.) are leveraged with ITA funds to cover the costs of training The Northern Tier will neither duplicate, nor pay in addition to, Title I funds that have been awarded by another Workforce Investment Area.

13. The Career Advisor must track all ITA expenditures and obligations on the ITA

Calculation Sheet. Note: The ITA Calculation Sheet does not take the place of the cost sheet included in the ITA packet.

14. ITA’s may be used to supplement TAA training funds if necessary. Requests will

be considered on an individual basis and must be submitted to NTRPDC on the ITA Approval Request for TAA Supplementation Form prior to submission to Harrisburg.

15. The customer is responsible for repayment of the ITA should Title IV aid (or

other state/local aid) be received after the disbursement of ITA funds. 16. ITA's will not

be issued to any individual in default of a student loan. The customer must have the default status removed prior to the approval of Title I WIA funding.

17. All ITA's are limited to funding for (1) training provider and (1) training program/course. Should subsequent training programs/courses be required, or if special circumstances require that the customer change training providers, prior approval must

be received from the Northern Tier Workforce Investment Board.

18. The customer must maintain at least a 2.0 GPA on a 4.0 scale or meet the training institution's minimum requirement (if more strict). Academic probation will suspend the ITA until such time that the student is no longer on an academic probation.

19. The customer must agree to contact the Career Advisor at least once per month

and provide grades and progress reports while enrolled.

20. The limit of an Individual Training Account is $7,500 per customer for a

maximum of two years.

Title I WIA funding will not be used for the provision of supportive services but will cover all direct

educational expenses including fees, books, tools, uniforms, etc. necessary to complete the training program up to the ITA limit. No guarantee of ITA limit is expressed or implied.

21. Additional assistance may be provided to customers that have exhausted the maximum amount of their ITA and are in need of additional monies to pay for direct educational expenses (as defined above). Written requests should be made to Northern Tier Workforce Investment Board staff and will be decided on a case by case basis.

22. WIA Title I provider will issue a contract with the training provider for all

customers with approved training. 23. The training provider will invoice the WIA Title I provider for amount of tuition

in contract minus expenses covered by other funding sources. 24. Should the customer not complete the program for any reason, the standard refund

policy of the provider institution will apply and the ITA Approval Request Form must be completed and forwarded to the Northern Tier Workforce Investment Board staff.

Appendix F – Priority Policy The U.S. Department of Labor (DOL) issued new regulations implementing priority of service for veterans and eligible spouses, as provided by the Jobs for Veterans Act (JVA), and as specified by the Veterans’ Benefits, Health Care, and Information Technology Act of 2006. JVA calls for priority of service to be implemented by all “qualified job training programs,” defined as “any workforce preparation, development or delivery program or service that is directly funded, in whole or in part, by the Department of Labor.” Since enactment of JVA in 2002, priority of service has been implemented under policy guidance issued by the Employment and Training Administration. The purpose of these regulations is to further articulate how priority of service is to be applied across all new and existing qualified job training programs. The new regulations appear in the December 19, 2008 edition of the Federal Register and are effective as of January 19, 2009. • Covered person – The regulations adopt and apply this statutory term, which includes eligible spouses, as defined by the statute, and veteran, as defined by the regulations. • Eligible Spouse – Defined in section 2(a) of the JVA (38 U.S.C. 4215(a)) as the spouse of any of the following individuals: (1) Any veteran who died of a service connected disability. (2) Any member of the Armed Forces serving on active duty who, at the time of application for assistance under this section, is listed, pursuant to section 556 of title 37 and regulations issued there under, by the Secretary concerned in one or more of the following categories and has been so listed for a total of more than 90 days: (i) missing in action, (ii) captured in the line of duty by a hostile force, or (iii) forcibly detained or interned in line of duty by a foreign government or power. (3) Any veteran who has a total disability resulting from a service-connected disability, as evaluated by the Department of Veterans Affairs. (4) Any veteran who died while a disability, as indicated in item (3) of this section, was in existence. • Veteran – The regulations specify that the definition for veteran specified at 38 U.S.C. 101(2) applies across all qualified job training programs for the purpose of priority of service. That definition includes two key criteria: Service in the active military, naval, or air service; and, Discharge under conditions other than dishonorable. The term "active" means - full-time duty in the Armed Forces, other than active duty for training. (Includes National Guard and Reserve components) • The definition of veteran specified by the regulations for priority of service is functionally equivalent to the definition enacted by the Workforce Investment Act (WIA) and codified at 29 U.S.C. 2801(49)(A). • The regulations require all recipients of funds for qualified job training programs to identify covered persons at the point of entry to programs and/or services so they can take full advantage of priority of service. Point of entry includes physical locations, such as One-Stop Career Centers, as well as web sites and

other virtual service delivery resources. • The Northern Tier CareerLinks will indentify all Covered Persons physically seeking services at their comprehensive One-Stop and their outreach locations through the use of a Data Collection Sheet which is completed by every first time 9 • The regulations require all recipients to implement policies to ensure that covered persons are aware of their entitlement to priority of service; the full array of programs and services available to them; and, any applicable eligibility requirements for those programs and/or services. Upon the identification of Covered Persons, PA CareerLink will provide an informational sheet to each individual in person. Virtual participants will be informed through CWDS. The informational sheet will contain information regarding entitlement to Priority of Service, the full array of programs and service available to them; and, any applicable eligibility requirements for those programs and services. • The regulations provide that priority of service means the right of eligible covered persons to take precedence over eligible non-covered persons in obtaining services. They further specify that taking precedence may mean that the covered person receives access to the service or resource earlier in time than the non-covered person; or if the service or resource is limited, the covered person receives access to the service or resource instead of or before the non-covered person. • Priority entry into all Introduction to Services, WIA Information Sessions and Workshops. If sessions are filled, priority will be given to Covered Persons. • Priority referral on all job orders. • Priority to intensive and training services will be given if the services or resources are limited. In such cases the Covered Person will receive access to the service or resource instead of or before the non-covered person.

Appendix G

Northern Tier - NT 130

ApprovedPY 2009

PerformanceLevel

Adult EER 70Adult Retention 79Adult Six Months Average Earnings $9,000DLW EER 73DLW Retention 91DLW Six Months Average Earnings $14,500Youth Placement 55Youth Attainment of Degree or Cert 65Youth Literacy/Numeracy 52

Approved WIA Performance Measure Levels for PY 2009