FORM CM-38 CITY OF GLENDALE CALIFORNIA … CM-38 August 9, 2011 AGENDA ITEM CITY OF GLENDALE CALIFORNIA REPORT TO CITY COUNCIL Report: Recommendation to approve the Verdugo Workforce

FORM CM-38

August 9, 2011

AGENDA ITEM

CITY OF GLENDALE CALIFORNIA REPORT TO CITY COUNCIL

Report: Recommendation to approve the Verdugo Workforce Investment Board's Annual Plan for FY 2011 -12.

(1) Motion to approve submission of the Verdugo Workforce Investment Board's FY 2011-201 2 Annual Plan to the State of California's Employment Development Department and authorize the City Manager or his designee to execute all relevant agreements with contractors, the State of California and the Federal Department of Labor.

COUNCIL ACTION

Public Hearing (

Approved for fl ,

Ordinance [

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I Consent Calendar IXI Action Item I I Report Only I I

calendar

ADMINISTRATIVE ACTION

Submitted Jess Duran, pirector of Community Services and Parks ...... ................ ---.::;~i!z_.LL::~~~""-~

Prepared Don Nakamoto, Workforce Development Administrator .......... ........... -lP' __ C<i.""", __

~:~:~V~dStarbird , Cily Manager ............................................. ~~ Reviewed

Scott Howard, City Attorney .. .......... ... ................................ ...... .... .......... .... b;~L Robert Elliot, Director of Finance & Administrative Services ....... ~ _

RECOMMENDATION

It is recommended that the City Council approve submission of the Verdugo Workforce Investment Board's FY 2011-2012 Annual Plan to the State of California's Employment Development Department and authorize the City Manager or his designee to execute all relevant agreements with contractors, the State of California and the Federal Department of Labor.

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SUMMARY Based on the federal Workforce Investment Act (WIA) of 2000, local Workforce Investment Boards (WIB) are required to develop and submit a local plan annually outlining the status of their tabor market, workforce needs in the community , workforce issues to address, and how funding will be allocated to address workforce needs.

The plan is made up of the following: 1. A narrative. This year, the Employment Development Department had the local WIBs

submit answers to a much shorter list of questions than in prior years. Their goal was for the local plans to be in closer alignment with the State's plan, which is submitted to the Federal Department of Labor. The narrative includes:

a. Workforce needs of businesses and job seekers in the Verdugo Region b. Current and projected employment opportunities in the Verdugo Region c. Changes in how the Verdugo Consortium delivers services due to the economic

downturn d. Our process for serving Unemployment Insurance claimants

.... e. The programs and funding streams that support the Verdugo Jobs Center (VJC) and any anticipated changes to those funding streams

f. Various assurances that we comply with W IA law, including that all partners are included in the VJC

g. How we effectively leverage other resources h. How services by all of the partners are coordinated t. How we monitor the effectiveness of the VJC j. How we ensure continuous improvement of providers k. What waivers we have implemented I. How we implement Individual Training Accounts m. Sector strategies we have implemented, and how they meet employer needs n. Green jobs o. Rapid Response and Layoff Aversion activities p. Youth services q. Services to persons with disabilities r. Project New Start (for parolees) s. Services to veterans t. I Changes in our strategies to meet performance goals

2. Budg~ts for services to Adults, Dislocated Workers and Youth. 3. A plan for how many participants will be served in the categories of Adult, Dislocated

Worker and Youth.

FISCAL IMPACT There is no fiscal impact to the general fund as a result of approving this item, as the funding allocations recommended by the Verdugo W IB in the plan relate to federal WIA funds, which have already been appropriated in the City's FY 2011·12 budget. Approval of the plan enables the Verdugo WIB and the City of Glendale to continue to receive Workforce Investment Act funds .

BACKGROUND The Verdugo Consortium is a Joint Powers Agreement (JPA) made up of the Cities of Glendale, Burbank, and La Cariada·Flintridge. The Verdugo Workforce Investment Board (VWIB) is the planning and policy body for the Consortium. Its purpose is to provide employment and training programs within the three cities and to allocate and award all federal WIA funds toward its goals. Through the JPA, the City of Glendale is given responsibility for the administration of all Consortium activities, including approving the annual plan submitted to the State of California's Employment Development Department. The State is responsible for receiving the WIA funds and allocating the funds to the various W1B's throughout the State.

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EXHIBITS Verdugo Local Plan Modification for FY 2011-12.

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Page30f3

M O T I O N

Moved by Council Member

seconded by Council Member that the

Council of the City of Glendale hereby approves the submission of

t h e Verdugo Workforce Investment Board's FY 2011-2012 Annual Plan

t o the State of California ' s Employment Development Department .

The City Manager is authorized to execute the necessary documents

with contractors , the State of California and United States

Department of Labor to implement the plan .

Vote as follows :

Ayes :

Noes :

Absen,t : (

Abstain :

j '\FlLI'S\DOCFIT.ES\FACTFlNDlVcrdugo Will WOfIGOfCC Annual Plan 1()II·lOI2.doc

APPROVED AS TO FORM

~~ '~sTANTCllY ADORNEY

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£DD Development Department

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EXHIBIT 1

Workforce Investment Act Local Plan Modification Program Year 2011·12

Local Workforce Investment Area (local area):

Name of ,Local Area: _V=e'-'rd .. u"'9"o'_ ______________ _ . I

Submitted on: ___ J"'u"n .... ec-3,...0"-, .,,2~0'_11'--__________ _

Contact Person : _D=o'-'n-'N..::a"'k."a"'m=ot:.:o=----___________ _

Contact Person's Phone Number: 818 937 - 8051 AREA CODE PHONE NUMBER

EDD is an equal opportunity employer/program. Auxiliary aids and sfJIVices are available upon request to individuals with disabilities. Special requests for services, aids, andlor special formals need 10 bfl made by calling (916) 654-8055 (Voice). TTY users, please call the Califomia R81ay $eN1c6 at 711 .

FWSD10-15A Page 1 of 1 5/11

Verdugo Consortium

The Workforce Investment Act (WIA) gives states and Local Workforce Investment Areas (local areas) a unique opportunity to develop employment and training systems tailored specifically to state and local area needs. The local plan should represent a collaborative process among the Chief Elected Official (CEO) and the local system partners. This collaboration will create a shared understanding of the local area's workforce investment needs, a shared vision of how the local workforce investment system can be designed to meet those needs, and agreement on the key strategies to achieve this vision. Additionally, the local plan should reflect the current and future strategies of the local area. Please respond to each question by describing and assessing your local area's current and future strategies and identifying steps to implement and improve your service level or actions as appropriate.

1. Identify the workforce investment needs of businesses and job seekers in your local area. [WIA Section 118(b)(1)(a]

The Verdugo Region has specific and unique workforce investment needs. Businesses need skilled workers and job seekers need new skills in workforce areas specific to our region , such as health care and energy transmission. In the manufacturing arena, we have found that our local manufacturers need layoff aversion services in order to compete in a global economy.

The Verdugo region has one of the highest concentrations of hospitals of any region in Southern California. The healthcare industry is automating , particularly in the area of digital medical records. This transformation will generate new types of jobs that will require new skills. It will also Significantly impact existing workers, who will need to upgrade their skills to maintain their jobs in the new digital arena. The Verdugo WIB has received several grants to begin developing a training strategy to meet the need of job seekers and' health care employers.

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In the area of energy transmission , local utilities have needs in two primary areas. First, the population of utility workers, many of whom are Baby Boomers, is aging. As a result, this population is beginning to retire in record numbers, leaving a shortage of trained electrical workers. The Verdugo WIB capitalized on this need by training 60 electrical workers, simultaneously meeting the needs of both the employers for a trained workforce and the job seekers for training in high demand professions.

Second , because of aging infrastructure and technology, the U.S. electricity grid is suffering blackouts and inefficient transmission. In the Verdugo region , the cities of Glendale and Burbank each won $20 million grants from the U.S. Department of Energy to transform their antiquated electrical grids to smart, computer controlled electrical grids. The Verdugo WIB again capitalized on this need, securing grants to train unemployed and under employed customers in the field of smart meter installation , again simultaneously meeting the needs of employers and job seekers.

In the area of skilled manufacturing, the Verdugo WIB (VWIB) is capitalizing on the economic and technology trends in our region that will likely spur economic growth in our

FWSD10-15 Page 1 of 19 Verdugo Consortium

local economy and have a significant and positive impact on businesses and job seekers. For example, record low levels of the U.S. dollar currency have made products made in the U.S. vastly cheaper in foreign countries. This situation , due primarily to the U.S. recession and the Federal Reserve's response with low interest rates , has created a situation in which U.S. manufacturers can thrive. In fact, manufacturing has led the economy out of the current recession . Manufacturing activity is at one of its highest levels in many years. U.S . manufacturers are experiencing serious labor shortages in higher ski lled positions. This is an important workforce issue in the Verdugo region because Los Angeles County is the largest manufacturing center in the United States. By creatively utilizing our layoff aversion program, the Verdugo W IB was able to save 170 local manufacturing jobs and create 24 new jobs at 18 manufacturing companies.

2. What are the current and projected employment opportunities in your local area? [WIA Section 11 8(b)(1)(B) and California Unemployment Insurance Code (CUIC) Section 14221(a)]

With four major medical centers in our region , the Verdugo area has significant employment opportunities in the health care area. Due to demographic factors, such as an aging Baby Boomer population and health care reform , demand for health services in the region will continue to increase. This wi ll create employment opportunities in many health care fields in the future.

As the economy has recovered locally, consumer related areas have done well and are expected to continue to add jobs. Those areas include Retai l Trade and Accommodations/Food services. The TransportationlWarehousing sector will also benefit from increased consumer sales as products are transferred both ways between our region and other regions.

As previously mentioned , advanced manufacturing has been a bright spot in the economy, alild this industry is expected to start adding jobs in larger numbers as employers ~xpand their factory utilization capacity and as domestic demand for products Increases.

3. Describe any significant changes in your local area resulting from the current economic downturn and any differences in the way services are being delivered. [Title 20 Code of Federal Regulations (Title 20 CFR) Part 661.355]

Midway through the recession , the Verdugo WIB (VWIB) learned that traditional methods of training, such as contract training and Individual Training Accounts (ITAs), were not as effective as in the past in helping job seekers obtain work after training. Consequently, the W IB began dedicating more funding both ARRAIstimulus and formula training funds, to on-the-job training (OJT). This has proved to be an effective strategy. In particular, the Verdugo WIB is working closely with our four local hospitals. They had been reluctant to train and hire new Registered Nurses because of the uncertainty in the economy. The WIB funded OJTs for 60 newly graduated nurses, who trained for 12-16 weeks at their respective hospitals. All 60 completed training with wage subsidies from the WIB, and all are now employed at the hospitals. Our four local hospitals likely would not have hired these 60 new nurses without the wage subsidy through the OJT.

FWSD10-15 Page 2 of19 Verdugo Consortium

The VWIB also reprogrammed some of its Rapid Response funding to focus more on layoff aversion and job creation, as opposed to providing traditional Rapid Response services to companies that were closing or laying off employees. Under the traditional Rapid Response program, we certainly could recruit a significant amount of Dislocated Workers (OWs) for our one-stop services, but with a dearth of available jobs resources, it was challenging to place these OWs. We learned that our Rapid Response funding could be more effectively utilized in layoff prevention and job creation. The Verdugo WIB decided to focus exclusively on the manufacturing sector because we realized that manufacturing would be a leading industry coming out of the recession, as mentioned in answer #1. Through our layoff aversion program, the WIB was able to save 170 local manufacturing jobs and create 24 new jobs at 18 manufacturing companies.

4. How is your local area serving Unemployment Insurance claimants? How is your locaLarea supporting workers receiving benefits under the Trade Adjustment Assistance program? [WIA Section 121(b)(1)(B)(xii)]

Through ED D's Workforce Services staff, the Verdugo Jobs Center serves Unemployment Insurance claimants in several ways:

a. Referring them to the Self-Service Information Line b. Referring them to the Main UI phone line to speak with a customer service

agent c. Referring them to www.edd .ca.gov. including to the "Ask EOO" feature, which

allows the customer to send a message to the appropriate EOO program. d. Provide walk-in customers wilh urgent EOO department program issues to be

served by the Public Service Project (PSP) system.

Through EOO Workforce Services staff, the Verdugo Jobs Center has Trade Adjustment Act Specialists that provide:

• Case management • Workforce Services and Unemployment Insurance coordination assistance • Asse~sment, including Labor Market Information, ONET and TABE • Training Plan and contracts • Job search assistance • Follow up

5. What programs and funding streams support service delivery through the One-Stop Career Center (One-Stop) system? If applicable, what are the anticipated changes to those programs or funding streams? [WIA Section 121 (b)(1 )(B)]

The funding streams that support services at our One-Stop center include WIA Title I, Wagner-Peyser, WIA Title II adult education and literacy, Title I of the Rehabilitation Act of 1973, Social Security Act section 403(a)(5) as added by section 5001 of the Balanced Budget Act of 1997, Title V of the Older Americans Act, CarlO. Perkins Vocational and Applied Technology Education Act, Chapter 2 of Title II of the Trade Act of 1974, Community Services Block Grant, Department of Housing and Urban Development (HUO) grants. We have also been very successful at applying for and securing other governmental and non-governmental grants.


As the Verdugo WIB receives cuts in any of our funding streams, we would need to make the appropriate changes to our service delivery model. At this time, we are evaluating the services we provide to job seekers, businesses, and employers, vis-a-vis our available funding for the 2011-12 program year, which has seen a decrease from the 2010-11 program year. We are surveying our customers to help us identify our essential services that we can potentially grow. The survey results will enable us to focus our efforts and our staff time in developing programs that are most in demand by our customers.

6. Are each of the required WIA partners included in your One-Stop delivery system? If a required partner is not involved , explain the reason. [WIA Section 117(b)(2)(A)[

All of th~ required partners are included in the Verdugo One-Stop delivery system, and all partners have signed the One-Stop Partner MOU .

7. Describe how your local area's WIA funds are used to leverage other federal , state, local , and private resources. How do these coordinated resources lead to a more effective local system that expands the involvement of business, employers and individuals? [WIA Section 112(b)(1 0) and 121 (c)(2)(A)(ii)]

For many years, the Verdugo WIB has employed a deliberate and long-term strategy of leveraging WIA funds to secure funds from other federal, state and private sources. Our goal has been to diversify our funding base and to reduce our dependence on a single WIA funding source. The Verdugo WIB has enjoyed uncommon success with this approach, securing millions of dollars in non-WIA grant funds over the past several years. As a result of this success, our one-stop system is more effective at involving and meeting the needs of businesses, employers and individuals.

For example, federal census data informed us that our region has a large population of disabled individuals. Since we already had the state Department of Rehabilitation as a one-stop partner, we sought to expand in this area. We secured Work Incentives Planning and Assistance (WIPA) grants from the Social Security Administration (SSA) to provide advisement on SSA work incentives to SSA beneficiaries. The Verdugo WIB was the first Workforce Investment Board in the country to successfully receive a WIPA grant, and was the top-ranked grant applicant out of 600 applications nationally. Subsequently, the Verdugo WIB successfully secured a Disability Program Navigator (DPN) grant from EDD to further supplement services to disabled job seekers. Finally, the Verdugo WIB recently gained status as an Employment Network with the Social Security Administration to provide direct job placement services to disabled job seekers through the Ticket to Work Program.

By securing funding from outside WIA, our region is able to successfully serve disabled individuals, as well as providing employers with qualified job candidates.


The Verdugo WIB has secured grants from the federal Department of Energy and from the U.S. Department of Labor in partnership with the Jobs for the Future, both to train low income individuals in smart meter installation.

In the medical records area, the Verdugo WIB secured a grant from the United Way to launch a capacity building project in our region related to the upcoming conversion to electronic medical records. We have also applied for a grant in partnership with Glendale Community College (GCC) from the California Chancellor's office to train new workers for the electronic medical records field . As mentioned in Answer #1 , the healthcare industry is automating, particularly in the area of digital medical records. This transformation will generate new types of jobs that will require new skills. It will also significantly impact existing workers, who will need to upgrade their skills to maintain their jabs in the new digital arena. By securing more flexible , non-WIA funding , the VerdugQ WIB is able to meet the needs of businesses and employers, who need a skilled workforce, as well as individuals who need to upgrade their skills.

The Verdugo WIB has successfully been operating Project New Start for parolees, which was funded by EDD and the state Department of Corrections. We are leveraging that success to apply for funding from the U.S. Department of Justice to provide mentoring services for recently incarcerated job seekers.

As part of its layoff aversion activities in manufacturing with state Rapid Response funding , the Verdugo WIB was able to secure a grant from the U.S. Small Business Administration to provide SBA grants to small businesses that were expanding, particularly women and minority entrepreneurs. We have applied for DOL funding to train workers for computerized jobs in the manufacturing sector, and have applied for funding from EDD for a veterans grant to train workers for the advanced manufacturing sector. The Verdugo WIB recently secured a Community Development Block Grant from the City of Glendale to continue the layoff aversion services that were launched initially with )ODD Rapid Response funding.

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8. Describe and assess how the services provided by each of the One-Stop partners are coordinated and made available in your local One-Stop system. [WIA Section 118(b)(2) and Section 121 (c)(2) and CUIC Section 14221 (a) and (b)]

As we are a small region, we have a single One-Stop center, the Verdugo Jobs Center (VJC). All services are coordinated and made available to customers through Verdugo Jobs Center or the VJC annex in Burbank. From there, customers are referred to the most appropriate partner for specific services. We have found our size to be an advantage, because we are able to provide customers with very personalized service.

9. Local boards are required to review and assess the eligibility of One-Stop operations annually. What criteria does your local board use to review One-Stop operator agreements in your local area? Include a copy of your local policy as an attachment to this document. [CUIC Section 14206(d)]

The Verdugo WIB has a monitoring policy (attached) and procedures for monitoring all contractors annually, including the One-Stop operator, the Verdugo Jobs Center (VJC).


The annual review monitors WIA activities, partiCipant eligibility and contract compliance. The purpose of this review is to determine the level of contract compliance with applicable WIA rules, regulations, policies, procedures and operational goals.

10. Describe and assess how your local board ensures continuous improvement of eligible providers of services through the One-Stop system. How does your local board ensure that such providers meet the employment needs of local employers and participants? [WIA Section 118(b)(2)(A)]

The Verdugo WIB meets quarterly, and the VWIB Executive Committee meets monthly. The VJC staff provides the WIB and the Executive Committee with a monthly report outlining the performance outcomes of all formula and special grant programs, as well as the performance of outside contractors. Through this, the Verdugo WIB is able to monitor Jhe performance of all providers. This is the first step in ensuring continuous improvement.

Although the ETPL process provides a basic screening tool, the VJC staff also conducts internal evaluations of the effectiveness of individual training providers and contractors. This evaluation is used as a screening measure to encourage the use of highperforming , effective service providers and contractors and to discourage the use of ineffective service providers.

The Verdugo WIB (VWIB) often undertakes, in coordination with staff, an analysis of local labor market trends to identify key employer need areas and employment opportunities for its job seekers. Areas such as electronic medical records, smart grid , and advanced manufacturing are just some examples of areas identified by the Verdugo WIB that have strong employer needs and job opportunities for One-Stop customers. As a result, the VWIB is able to ensure that our providers simultaneously meet the needs of local employers and job seekers.

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In the area 6f contracted training, the VWIB employs a procurement process in which service providers are required to prove labor market demand and available jobs for their prospective projects. The Verdugo WIB assesses this data and makes determinations about the strongest employment areas and employer needs before awarding training contracts.

11. The State has been granted eight waivers through June 30, 2011 , which directly affect how local areas may serve adults, dislocated workers, and incumbent workers. List each of the waivers your local area is currently using and describe how each waiver used has impacted the services provided to these customer groups. Indicate which waivers will be used in your local area in the future and how each will be utilized. [WIA Section 189(i)(4)(B) and WSD10-10]

The Verdugo Consortium has utilized the following waivers: • Incumbent worker training waiver. As part of the layoff aversion services, local

businesses are informed that they may request funds for incumbent worker training, if it would assist their company in preventing a layoff or closure.


• The sliding scale match requirements for customized training. The goal is to assist staff in marketing customized training , which would then promote building relationships with employers, especially in demand/growth industries.

Although we have implemented the above waivers, and the VJC staff members educate the business community about them , no businesses have utilized them. There is not a significant need for these waivers in our local region.

12. How does your local area administer Individual Training Accounts (ITA)? [WIA Section 134(d)(4)(G)] Include any limitations you impose on ITAs established in your area. If your local board is providing training services that are made as exceptions to the ITA process, describe the process you used to procure and justify these exceptions. In addition, include your local board's policy addressing the ampunt and duration of ITAs based on market rate for local training programs. [CUIC Section 14206(h)]

In the Verdugo Consortium, Individual Training Accounts (ITAs) established for training services must be determined to be necessary in addressing the customer's barriers to employment as identified in the Individual Employment Plan (IEP). Training services are not entitlements and are provided to customers on the basis of an individualized assessment of the person's job readiness, employment, and training needs, financial , social and supportive needs, labor market demand and potential for successful completion.

ITAs may be established for WIA customers through the Verdugo Jobs Center (VJC) only if the following conditions are met:

• The customer is unemployed or employed at a wage that is below the level of selfsufficiency.

• The customer has received at least one intensive service and has been determined unable t6 obtain or retain employment at a level of self-sufficiency through such services (CFR Sections 663.310 and 663.320).

• The customer must complete an IEP that details the customer's ski lls, interests, abilities; documents the Core and Intensive Services provided to the customer; and sets specific goals for the customer to meet in order to obtain and retain employment that leads to self-sufficiency.

• The customer must choose a training program that is consistent with their skills, interests, and abilities, with the assistance of the WIA Case Manager.

• WIA funding for training is limited to participants who are unable to obtain grant assistance from other sources to pay the costs of their training. Participants require assistance beyond that available under grant assistance from other sources to pay for the cost of training. The VJC must consider the availability of other sources of grants to pay for training costs such as Welfare-to-Work, State-funded training funds , and Federal Pell Grants, so that WIA funds supplement other sources of training grants.

• The customer has been unable to secure other financial assistance to cover the cost of training. A participant may enroll in WIA training while his/her application for a Pell Grant is pending as long as the VJC has made arrangements with the training


provider and the participant regarding allocation of the Pell Grant, if it is subsequently awarded. In that case, the training provider will reimburse the VJC the WIA funds used to underwrite the training for the amount the Pell Grant covers. Reimbursement is not required from the portion of Pell Grant assistance disbursed to the WIA participant for education related expenses.

• The customer has not participated in WIA funded training for at least 24 months. • The customer has been unable to identify and/or enroll in a comparable course

offered by local public education institution. • The customer has visited a minimum of three schools prior to selecting a training

provider in consultation with a case manager. If there is only one training provider available, this must be documented by the case manager in case notes and in the ISS.

• The customer may use an ITA to take a single course that is part of a larger program listed on the ETPL.

Training services must be provided in a manner that maximizes informed consumer choice in selecting an eligible provider. Case Managers provide customers with the State list of eligible providers. The list includes a description of programs, performance , and cost information about the service providers. When approving a training program for the customer, the following conditions must be met:

• The training must lead to employment in a demand or growth occupation and if possible have a career ladder.

• The training must result in a wage placement. • The training must result in the attainment of an industry-recognized credential , if

available, or attainment of skills of a generally accepted standard. • Support services and need-based payments must be made available to the

customer unless, through a financial needs assessment, it is determined that the customer is ineligible for such support or has sufficient resources to remain in the trainiRg program. The needs assessment must be documented in the ISS.

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The Verdugo Area has the following training tuition limitations: Under $7 ,000 can be approved by the Verdugo Jobs Center (VJC) Manager. More than $7,000 must be approved by the Workforce Administration Office. Ten Thousand ($10,000) or more must obtain approval from the Workforce Investment Board.

ITAs are not allowed for youth participants through the VJC. However, individuals 18 and over who are eligible for training services under the Adult and Dislocated Worker program may receive ITA through the Adult and Dislocated Worker programs.

13. Sector strategies are state policies that promote regional partnerships of employers, educators, workforce developers, and other stakeholders that address the skills needs of critical industries in a region . The California Workforce Investment Board has adopted a sector strategies approach to assist local areas in developing their workforce solutions. Describe and assess your efforts to plan/implement sector strategies, develop regional partnerships, or target industries that are important in the local area or region. Describe what changes may be

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necessary to improve these regional strategies and partnerships. [CUIC Section 15001(a)(6))

The Verdugo WIB (VWIB) is the only WIB in California that annually receives confidential labor market data from EDD's Labor Market Information Division to analyze growth trends and declining trends in its key industries. By utilizing this approach and additional in depth research , the VWIB is able to determine key issues in its major industry sectors. The VWIB is seen as the primary source of labor market information and industry sector trends in the region by local economic development agencies, the local community college and local politicians. Based on growth trends in key sectors, the VWIB is then able to translate this labor market data to focus on specific occupations that may be in demand based on larger industry trends.

NumerQus training grants have developed from this unique approach to industry sector labor market analysis. For example, the VWIB's identification of a growth trend in the advanced manufacturing sector, when combined with additional research , led to a grant application with Glendale College and two other community colleges and one other WIB , to DOL for the Trade Adjustment Act grant. A similar grant to EDD for its veteran's project was also focused on the growth trend in advanced manufacturing . That project brought together a union, employers and college partners. In the past, this type of research has led to major projects to address fast-moving technology changes in entertainment and dramatic labor shortages in health care.

When the WIB is able to clearly document labor market demand in a specific industry sector, this evidence acts as a catalyst to draw the interest and partnership of many organizations in the community. The VWIB funded 60 customers to attend the Verdugo Power Academy (VPA), a partnership with Glendale Community College (GCC) and Glendale Water and Power. The VPA trains workers for the electric utility industry, which is experiencing extreme labor shortages due to an aging workforce. The WIB has repeated this process with many partners on multiple grant-funded projects.

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14. Describe how your local board utilizes the prinCiples of sector strategies to identify employer needs and guide training efforts to meet those needs. [CUIC Section 15001 (a)(6))

As mentioned before, the VWIB is able to access confidential labor market information from EDD. The VWIB takes this data and breaks it down by 6-digit NAICS industry sectors, which are very detailed areas within a large industry sector. Through this methodology, the WIB can not only spot growth trends in very precise areas of its industry sectors but it can also determine which industries are prominent and which industries are insignificant. Based on this analysis, the VWIB can then gather information on specific sectors that are in growth trends. Through additional labor market research separate from the confidential LMI data , the VWIB is able to validate these trends, examine their causes more closely and project whether these trends will continue in the longer term. This data is invaluable in establishing viable employer needs and training demand areas.


15. California's Green Collar Jobs Act of 2008 was passed to address the State's green economy and the increasing demand for a highly skilled and well-trained green collar workforce. How does your local area recognize opportunities to prepare workers for "green jobs" related to other sources of federal funding? [CUIC Section 15000)

The VWIB has focused on two areas of green jobs training . The first area is electric utility companies. Utility companies are experiencing a labor shortage as their existing workforce ages and there are insufficient job applicants or applicants with insufficient skills. The VWIB teamed with Glendale Water and Power and Glendale Community College to create the Verdugo Power Academy (VPA), which was presented to Assistant Secretary of Labor Jane Oates as one of the top green projects in Southern California. The Verdugo Power Academy is a 600-hour training program that trains dislocated workerl; for high-demand jobs in the utility industry. Due to national labor shortages in the electrical industry, it was the top industry sector focus for DOL in 2010.

The second green jobs initiative focused on the related smart grid area of the electric utility industry. The WIB secured a DOL green grant with Jobs for the Future to conduct smart meter installation training for low income individuals. The WIB also partnered with Glendale College on a successful grant application to U.S. Department of Energy for a smart meter training and implementation grant.

16. What rapid response assistance is available to dislocated workers and employers? Who provides this assistance? [WIA Section 118(b)(4) and (5))

The Verdugo WIB operates its traditional Rapid Response program to provide an orientation and information to employers and their workers that are experiencing mass layoffs or plant closure. VWIB staff provides this direct assistance. However, the VWIB conducts its Rapid Response program differently than most WIBs, because the VWIB staff also conducts phone outreach and door-to-door outreach to our local employer community to market Rapid Response services and to gather information on local companies and industries that may be experiencing layoffs. This aggressive approach is designed to unearth as many potential layoffs situations as possible in the local area. Through its Rapid Response program, the WIB also provides layoff aversion services that are discussed in more detail below.

17. Layoff aversion activities are a critical component of rapid response. Please describe the layoff aversion activities your local board provides to businesses. [WIA Section 118(b)(4) and (5))

The Verdugo WIB recently funded a major layoff aversion program that assisted over 40 businesses. Of those businesses, 18 were provided with intensive services through a business consultant. These services resulted in saving 170 jobs from layoff and creating 24 new jobs. The Verdugo WIB recently acquired a Community Development Block Grant from the City of Glendale to continue its intensive layoff aversion services to local companies.


18. Describe your area's eligible youth population and needs in general. Describe the partnerships and collaborations that provide services to the youth in your local area. What youth activities are available in your local area? Identify successful providers of such activities. [WIA Section 118(b)(6) and CUIC Section 14221(g)]

There is a documented need for youth employment services in the Verdugo region. Many youth ages 14-21 are not adequately prepared with the basic skills and competencies needed to succeed in the workforce and become economically self sufficient. These characteristics are especially true of the low-income youth served in our region. Many of the youth in our region are from immigrant families, and many receive public assistance. A majority of the youth who are served speak English as a second language, and most have difficulty in school with their grades.

Compaled to adults, youth suffer a particular disadvantage when it comes to securing jobs due to poor interview skills, incomplete application materials, language barriers, and lack of transportation. In addition, it is more challenging than ever for youth to oblain employment as they are competing with adult professionals for entry level employment opportunities.

Currently, the Glendale Youth Alliance (GYA) is the primary provider of WIA-funded youth services in the Verdugo area. GYA provides an in-school youth program , an outof-school youth program, and summer employment opportunities for youth. GYA partners with many local agencies to provide all ten youth program elements. Some of these partnerships are listed below.

The Glendale & Burbank Unified School Districts (GUSD & BUSD) offer Regional Occupation Program (ROP) training to youth participants. Youth also receive tutoring assistance from the local high schools that offer after school tutoring programs. In addition , program youth that are interested in alternative education are referred to the student services office at GUSD or BUSD for appropriate services.

I

Los Angeles City College (LACC) provides "30 Way to Shine as a New Employee" training . The 20 hour pre-employment training sessions cover topics that include interview preparation, resume and cover letter development, presentation skills, job search strategies, introduction to green jobs and appropriate workplace etiquette. LACC also provides occupational skills training that focuses on the Hospitality sector. This sector specific training is called "Blueprint for Workplace Success" and covers customer service skills, time management skills, communication skills and decision making methods. The training also focuses on workplace skills that are specific to the relail , hotel and restaurant industries.

Ark Family Center provides Educational Seminars for youth ages 14-17 and adults 18 and over. The youth educational seminar called Create Freedom & Awareness (CFA) is an 8 week course that educates youth on the ways to increase level of personal awareness in education , social skills and health. CFA is also designed to assist youth in maintaining good grades, creating healthy relationships, and increasing their confidence and leadership skills.

FWSD10-15 Page11 of19 Verdugo Consortium

Immediate Needs Transportation Program provides taxi coupons and bus tokens to the youth of the program to assist with their transportation needs.

Healthy Start Collaborative program provides supportive services such as food from the Healthy Start Food Pantry, toiletries and clothing .

AGBU Generation Next Mentorship Program offers one-on-one mentoring, monthly group activities and parenting seminars to support youth who may be facing difficult situations in their school and personal lives. Mentors and mentees make a commitment to one another, developing a unique friendship which allows the mentor to become a guiding force in the participant's life. As the relationship progresses, the mentor becomes an integral part of the youth 's life.

Didi Hir§ch Mental Health Services, Ark Family Center and Foothill Family Center provides the youth of the program and their families with individualized guidance and counseling. The programs serve youth with a range of issues including but not limited to: serious mental illness, abuse, neglect, domestic violence , trauma , depression, drug and alcohol abuse and school-related issues. Services include individual, family, and group therapy, psychological assessment and testing, medication support and parent education is also available. These services are provided by a dedicated staff of licensed Psychologists, Marriage and Family Therapists and Psychiatrists, as well as PostDoctoral Fellows, Psychology Interns and MFT Interns and Trainees.

19. Describe and assess your local area's delivery of services to people with disabilities. What partnerships and collaborations exist to provide services to this population? What training services and employment opportunities are available to this population in your local area? [WIA Section 112(b)(17)(A)(iv) and Section 409)

The Verdugo WIB is becoming nationally known as an exemplary provider of employment, services to people with disabilities. We have taken the initiative to secure and leverage non-WIA funds to serve this population.

Federal census data informed the VWIB that our region has a large population of disabled individuals. Since we already had the state Department of Rehabilitation as a one-stop partner, we sought to expand in this area. Starting in 2006, we began securing Work Incentives Planning and Assistance (WIPA) grants from the Social Security Administration (SSA) to provide advisement on SSA work incentives to SSA beneficiaries. The Verdugo WIB was the first Workforce Investment Board in the country to successfully receive a WIPA grant, and was the top-ranked grant applicant out of 600 applications nationally. The WIPA program provides work incentives planning and assistance services, health care planning and counseling and long-term case management services to people with disabilities.

Subsequent to being a WIPA provider, the Verdugo WIB successfully secured a Disability Program Navigator (DPN) grant from EDD to provide more employment services to disabled job seekers. Finally, the Verdugo WIB recently gained status as an Employment Network with the Social Security Administration to provide direct job placement services to disabled job seekers through the Ticket to Work Program.

FWSD1 0-15 Page 12 of 19 Verdugo Consortium

The major objectives of the Disability Program Navigator (DPN) Initiative are: • Creating systemic change and transforming the culture of how the One-Stop

Career Center system serves customers with disabilities • Promoting meaningful and effective access, both physical and programmatic, to

the One-Stop Career Center system for all customers, including persons with disabilities

• Creating attitudinal change about the abilities of people with disabilities to work in a variety of jobs and industries

• Developing new/ongoing partnerships to achieve comprehensive services to people with disabilities

• Expanding and enhancing the workforce development system's capacity to serve customers with disabilities and employers through the implementation of effective 'DPN strategies and practices

• Increasing the number of people with disabilities served under the Workforce Investment Act (WIA) and achieving quality employment outcomes for jobseekers with disabilities through accessing WIA Title I and Wagner-Peyser Programs

The major objective of the Employment Network (EN) is to promote the Ticket to Work and Self-Sufficiency Program. This is an employment program for people with disabilities who are interested in going to work. The Ticket Program is part of the Ticket to Work and Work Incentives Improvement Act of 1999 - legislation designed to remove many of the barriers that previously influenced people's decisions about going to work because of the concerns over losing health care coverage. The goal of the Ticket Program is to increase opportunities and choices for Social Security disability beneficiaries to obtain employment, vocational rehabilitation (VR), and other support services from public and private providers, employers, and other organizations.

It takes a large network of partnerships for the VWIB to successfully provide employment services to people with disabilities. Because of our solid partnership with the Oepartfll'ent of Rehabilitation , we are able to provide vocational training services to people with disabilities in our local area. The VJC staff also work in close collaboration with community partners and local agencies providing employment and other related services. These include the Department of Rehabilitation , Social Security Administration, Regional Centers, Department of Mental Health (DMH) , Local Mental Retardation/Developmental Disabilities Agencies (New Horizons, Down Syndrome Association of Los Angeles and BUILD Rehabilitation Industries, etc.), Independent Living Centers (ILC), Disability Rights California, Unified School Districts' Workability Programs for adults/ transition-aged youth, AIDS Project Los Angeles (APLA), Internal Revenue Services (IRS), the Braille Institute (BI), Department on Disability (DOD) , Center for Healthcare Rights (CHCR) , Small Business Development Centers (SBDC), Employment Networks (EN), EDD Veterans program, and the Disability Rights California (DRC)/ Protection and Advocacy of Beneficiaries of Social Security (PABSS), the World Institute on Disability (WID), Department of Public Social Services (DPSS), Personal Services Assistance Council (PASC), In-Home Support Services (IHSS), and California Health Incentives Improvement Project (CHIIP).


20. If your local area received funds to operate Project New Start to provide parolees support in seeking, securing and maintaining employment as they transition from prison to their home communities, describe and assess your service delivery and partnerships in serving this population group. Describe what changes in your local area may be necessary to improve the level of service. [WIA Section 134(d)(4)(G)(iv)(II, and IV) and Section 188(a)(5)]

The Verdugo WIB has received a Project New Start grant, and the VJC is currently operating a successful New Start Program. First, Parole Officers refer parolees to our designated case manager. She performs a thorough assessment of each parolee, including assessing their type of conviction, their work experience, even during prison, their housing needs, and their transportation needs. If training is appropriate, and the VJC has funding, parolees are placed in training in growing labor fields. Whether or not they receive training , the case manager helps each customer develop a resume. Then , she helps place them in a job, either in the area they were trained in, or, if they did not receive training , in an area in which they already have skills.

Our designated case manager actively cultivates relationships with employers who are open to hiring parolees. Some will even contact her when they have job openings. One way the VJC markets the parolees to employers is by educating them about incentive programs such as the Work Opportunity Tax Credit (WOTC) program and the EDD Fidelity Bonding Program.

The VJC is always working to improve the level of service to all customers. In relation to Project New Start, our local area has secured funding from private sources to provide parolees with bus tokens and work uniforms, which they otherwise would not be able to afford . We have also begun to do personal outreach to employers to educate even more employers about the incentives, especially employers who have entry-level job openings.

, 21. Local areas must incorporate priority of service for veterans and eligible spouses in

accordance with the provisions of Training and Employment Notice 15-10 (11/10/10) . This requires veterans and eligible spouses to receive service priority over recipients of public assistance and low-income individuals. Describe what programs and processes your local area is using to achieve these goals. [WIA Section 112(b)(17)(B), WIA Section 121(b)(1)(B)(1)]

Our local One-Stop has set up processes to ensure that we follow Public Law (PL) 107-288, Jobs for Veterans Act, and related DOLNETS Veteran Program Letters (VPLs).

• Veterans, transitioning service members and other eligible persons (spouses) are identified at the One-Stop's Welcome Counter when they first arrive.

• All customers are asked, "Have you or your spouse ever served in the U.S. Military Service?" If the response is in the affirmative, and the veteran has anything other than a dishonorable discharge, then slhe is entitled to priority of service.


• If eligible for a particular DOL funded program, either in whole or in part, the veteran may receive priority of service over non-veterans.

• Before program resources are committed , the veteran or spouse is required to show proof of military service.

• Once identified , the Veterans Services Navigator assesses eligible veterans and spouses. If appropriate, they are referred to the Disabled Veterans Outreach Program (DVOP) . The DVOP program staff will also assess the veterans to see if they should be referred to the Local Veterans Employment Representative.

The VWIB has also secured funding from two non-WIA sources to provide additional services to veterans. The first is housing set-aside money from the City of Glendale to operate the VETRAP Program. This program will pay for up to 30% of a veteran's rental housing costs for up to one year. The veteran puts aside that part of their income that would usually pay for rent into a savings account to improve their long-term financial situation. -The VETRAP case manager provides intensive case management, including teaching them how to develop a personal or family budget. The case manager also assists them in developing a resume and provides them with job leads.

The second program provided money for training 40 veterans. Many of these participants received security guard training, which provided them with a certificate to be able to secure an entry-level security officer position.

22. What role do Veterans Workforce Specialists and Veteran Employment Service Specialists have in the local One-Stop system? How do you ensure adherence to the legislative requirements for veterans' staff? [Title 38 United States Code Part III , Chapter 41 and Title 20 CFR Part 1001 .120]

The Veterans Workforce Specialist (VWS) and Veterans Employment Services Specialist (VESS) were unique titles to CA EDD Veterans' Program since 2004 and recently the ,VWSNESS titles have changed back to the designated titles under Title 38, U.S.C, Cha~ters 41 and 42:

The VWS title changed back to Local Veterans Employment Representative (LVER); (1) the primary role and responsibility of the LVER in the local One-Stop system is marketing, advocacy for employment and training of veterans and other eligible persons, and capacity building of partners to efficiently and effectively facilitate employment and training opportunities for veterans and other eligible persons. (2) The legislative requirements include LVER staff serve veterans only, and this is strictly adhered to except for rare and temporary situations of emergency; the time, if any, would not be charged to the LVER budget.

The VESS changed back to Disabled Veterans Outreach Program (DVOP); (1) the primary role and responsibility of the DVOP in the local One-Stop system is appropriate/in-depth assessment of targeted veterans including the economically and educationally disadvantaged, develop an Employability Development Plan (EDP), and provide intensive services to facilitate employment of veterans. (2) The legislative requirements include DVOP staff serve veterans only, and this is strictly adhered to


except for rare and temporary situations of emergency; the time , if any, would not be charged to the DVOP budget.

23. Describe and assess how you provide Wagner-Peyser Act services to the agricultural community. Specifically, how do you provide outreach, assessment and other services to migrant and seasonal farm workers, and services to employers? How do you provide appropriate services to this population in the OneStop system? [Title 20 CFR 662 .200(b)(1 )(vi)]

The Verdugo One-Stop does not have an agricultural community in our region . We are a small region in the middle of Los Angeles County, a large, urban area, and migrant farm workers do not come to our center.

24. Lo_cal areas may decide locally, based on their prior years ' experiences that they will need to change their strategies in order to meet their performance goals. Discuss any strategiC changes in your local area to meet performance goals. [Title 20 CFR Part 661 .355]

The VWl8 has directed VJC staff to place greater emphasis on job placement activities as a result of its experiences in recent years. The VWIB has seen its volume of job seekers triple since the start of the recession , and those rates have not started to decline yet. There has also been a lack of available jobs locally since the start of the recession, which has affected our usually high job placement outcome rates. This is not surprising since DOL recently reported that there were four job applicants for every available job in the U.S.

As a result, the VWl8 has directed the VJC to dedicate additional staff to work even more intensely with job seekers on a one-on-one basis to help them obtain jobs. V JC staff members are also conducting significantly more employer outreach calls and visits to unearth unadvertised jobs and to match job seeking customers to job openings.

(

25. Discuss any applicable changes to the local board structure (do not include changes to specific individuals on the board). Please attach a copy of your local bylaws that reflect these changes. [Title 20 CFR Part 661 .355 and CUIC Section 14202]

There have been no changes made to our bylaws. Our Board structure follows the structure proscribed in the WIA law.

MEMORANDUM OF UNDERSTANDING

The WIA requires that a Memorandum of Understanding (MOU) between the local board and each of the One-Stop partners concerning the operation of the One-Stop delivery system be executed. A copy of each MOU must be included with the plan modification . [WIA Section 118(b)(2)(8)]

The MOU may be developed as a single umbrella document, or as singular agreements between the partners and the board . The MOUs should present in specific terms,

FWSD10-1 5 Page 16 of 19 Verdugo Consortium

member contributions and the mutual methodologies used in overseeing the operations of the One-Stop career center system.

The MOU must describe: [WIA Section 121(c)(1) and (2) and CUIC Section 14230(d)] • What services will be provided through the One-Stop system. • How the costs of services and operating costs will be funded, including cost

sharing strategies. Please include any Resource Sharing Agreements. • What methods will be used for referral of individuals between the One-Stop

operator and partners. • How long the MOU will be in effect. • What procedures have been developed for amending the MOU. • Other provisions consistent or as deemed necessary by the local board. • The local board's policy for identifying individuals who, because of their skills or

experience, should be referred immediately to training services.

The Verdugo One-Stop MOU is attached.

ASSURANCES

A. The Local Workforce Investment Board assures that it will comply with the uniform administrative requirements referred to in WIA Section 184(a)(3).

B. The Local Workforce Investment Board assures that no funds received under the Workforce Investment Act will be used to assist, promote, or deter union organizing. [WIA Section 181 (b )(7)]

C. The Local Workforce Investment Board assures that the board will comply with the nondiscrimination provisions of WIA Section 188.

D. The Local Workforce Investment Board assures that the board will collect and maintain data necessary to show compliance with the nondiscrimination provisions of WIA Section 188.

E. The Loc~ 1 Workforce Investment Board assures that there will be compliance with grant procedures of WIA Section 189(c).

F. The Local Workforce Investment Board assures that funds will be spent in accordance with the Workforce Investment Act, written Department of Labor guidance, and other applicable Federal and State laws and regulations.

G. The Local Workforce Investment Board assures that veteran workforce investment programs funded under WIA, Section 168 will be carried out in accordance with that Section.

H. The Local Workforce Investment Board assures it will comply with future State Workforce Investment Board policies and guidelines, legislative mandates, or other special provisions as may be required under Federal law or policy, including the Workforce Investment Act or State legislation.

I. The Local Workforce Investment Board assures that when allocated adult funds for employment and training activities are limited , priority shall be given to veterans, recipients of public assistance and other low-income individuals for intensive and training services. [WIA Section 134(d)(4)(E), 118(b)(4), and CUIC Section 14230(a)(6)]


J. The Local Workforce Investment Board certifies that its One-Stop Centers will recognize and comply with applicable labor agreements affecting represented employees located in the Centers. This shall include the right to access by State labor organization representatives pursuant to the Ralph Dills Act. [Chapter 10.3 (commencing with Section 3512) of Division 4, of Title 1 of the Government Code, and CUIC Section 14233]

K. The Local Workforce Investment Board assures that State employees who are located at the One-Stop Centers shall remain under the supervision of their employing department for the purposes of performance evaluations and other matters concerning civil service rights and responsibilities. State employees performing services at One-Stop Centers shall retain existing civil service and collective bargaining protections on matters relating to employment, including but not limited to: hiring , promotion, discipline, and grievance procedures.

L. The.!-ocal Workforce Investment Board assures that when work-related issues arise at One-Stop Centers between State employees and operators or supervisors of other partners , the operator or other supervisor shall refer such issues to the State employee's civil service supervisor. The One-Stop Career Center operators and partners shall cooperate in the investigation of the following matters: discrimination under the California Fair Employment and Housing Act [Part 2.8 (commencing with Section 12900) of Division 3, of Title 2 of the Government Code], threats andlor violence concerning State employees, and State employee misconduct.

M. One-Stop Operator is responsible for administering One-Stop Center services in accord with roles to be determined by the Local Workforce Investment Board. The Local Workforce Investment Board assures that it will select the One-Stop Operator with the agreement of the CEO, through one of three means:

1. Through a consortium of at least three or more required One-Stop partners; or 2. Through competitive process such as a Requestfor Proposal; or 3. It may serve as the One-Stop Operator directly but only with the consent of the

Chief,Elected Official and the Governor. (

The only time these selection procedures are not required is in the following circumstances inclusive: the One-Stop delivery system, of which the operator is a part, existed before August 7, 1998; the existing One-Stop system includes all of the required One-Stop partners; and an MOU has been executed which is consistent with the requirements of the Act. [WIA Section 121 (d)(2)(A), and Title 20 CFR Part 662.410]


PROGRAM ADMINISTRATION DESIGNEE AND PLAN SIGNATURES

This Local Plan represents the Verdugo Workforce Investment Board's efforts to maximize and coordinate resources available under Title I of the Workforce Investment Act (WIA) of 1998.

This Local Plan is submitted for the period of July 1, 2011 through June 30, 2012 in accordance with the provisions of the WIA

Local Workforce Investment Board Chair Chief Elected Official

Signature -.

Richard Roche Name

Chair, Verdugo WIB

FWSD10-15

, I

Title

Date

Signature

Laura Friedman Name

Mayor, City of Glendale Title

Date

Page 19 of 19 Verdugo Consortium

WIA local Plan Modification PY 2011-12 Local Area: ___ _ V:.e"'r"d"u=Qo:.;C"'o="S"'o"'rt""iu"m"--_--1

Modification # -"12'---_______ _

TITLE IB PARTICIPANT PLAN SUMMARY WIA 118; 20 CFR 661.350(a)(13) ; TEGL 17-05

Plan the number of individuals thai are in each category.

,-

PROGRAM SERVICES 6. Core Self Services

i i i

7. Core ReQistered Services 8, Intensive Services 9. Trainin Services

YOUTH MEASURES 10. Attainment of a Literacy and/or Numeracy Gain 11 . Attainment of a High School Di loma, GED, or Certificate

EXIT STATUS 12. Entered Employment

12A. TraininQ-related 13. Remained with Layoff Employer 14. Entered Military Service 15. Entered Advanced Training 16. Entered Postsecondary Education 17, Entered Apprenticeship Program 18, Returned to Secondary School 19. Exited for Other Reasons

Judith Sernas, Manager (818) 937-8031

Date: ______ 0"'7,,/0,,1,,1-'-11'---___ --1

1,700 186 1,650 175

435 80 16 18

60% 73%

570 66 41 16 18 36

1 1 0

57 1 9

184 9 6

06/2/2011 Contact Person, Title Telephone Number Dale Prepared

Comments:

FWSD10-15D Page 1 of 1 5/11

o WIA Local Plan Modification PY 2011-12 Local Area: --'V.oe"rd::;"=Q,o"-"C"'o::;n"'s"'o"rt"i"::;m::!... ________ _

[8] Modification # 12 Date: 07/01/2011

WORKFORCE INVESTMENT ACT TITLE IB

STATE NEGOTIATED LEVELS OF PERFORMANCE'

WIA Requirement at Section 1 J6(b)" PV PV PV

2009-10 2010-11 2011-12

Adults

Entered Employment Rate 56% 56%

Employment Retention Rate 81% 81%

AveJage Earnings 513,000 $13,000

Disl~ated Workers

Entered Employment Rate 68% 70%

Emptoyment Retention Rate 83% 83%

Average Earnings $15,900 $15,900

Youth (ages 14-21)

Placement in Employment or Education 69% 65%

Attainment of a Degree or Certificate 65% 61%

literacy and Numeracy Gains 40% 40%

LOCAL NEGOTIATED LEVELS OF PERFORMANCE'

WtA Requirement at Section 1J6(c)' PV PV PV

2009-10 2010-11 2011-12

Adults

Entered Employment Rate 62 62 57

Employmerit Retention Rate 80 80 80

Average Earnings 12000 12000 12000

Dislocated Workers

Entered Employment Rate 60 60 60

Employment Retention Rate 85 85 85

Average Earnings 16000 16000 17500

Youth (ages 14-21)

Placement in Employment or Education 69% 65% 75

Attainment of a Degree or Certificate 65% 61% 73

literacy and Numeracy Gains 40% 40% 60

Guidance on state and local pelformance can be found on the U.S. Department of Labor (DOL) Employment and Training Administration Web site. Specific Training and Employment Guidance Letters (TEGL) include, but are not limited to 8-99. 11-01. and 17-05. For additional guidance, see Workforce Services Directives WSD08-6 and WSDI 0-" .

2 The DOL Employment and Training Administration approved California's waiver request to move from the statutory performance measures specified in WIA Section 136 to the common performance measures defined in TEGL 17-05. This waiver was initially approved for Program Year (PY) 2007-08 and was extended for PYs 2008·09, 2009-10, and 2010-11.

FWSD10-15E Page 1 of 1 5/11

[] WIA local Plan Modification PY 2011-12

o Modification # 12

local Area: _____ V"'e""."d"'uu-""oo-'c"o"'n"s"o"rt"iu"'m"---___ --l Date: 04/01/11

TITLE IB BUDGET PLAN SUMMARY' (Youth) WIA 118; 20 CFR 661.350(a)(13)

PROGRAM TYPE for PY 2011, beginning 04/01/11 through 06/30/12 o Grant Code 301/302/303/304 W IA IS-Youth

1 Yea, of ~TION K~O I

I II - Plus or Minus L FUNDS ~E :Line 2 plus 3)

, 5. C AL~ rCA~N

; (sum 01 \ and A. ln I B. (30%:

I 6 ~i i nlUne4minus5) 7 L (Une 5 plus 6)

I ~ 72~ 20

72(,

,

7@

~O;O EPLAN 'elromApr;; ~an~11

I 9. '2010

;~~j 110. · March · June 21 11

r 2(

14. ~2011 · March 12

16. June 2012 117. r 2012

18.

1 19.~13 2(. June 13

1 2,.%~LAN i ; (Une 6/Une 4 10%1

Hoa nelson, Sr Com. Dev. Supervisor (818) 548-3714 June 6, 2011 Contact Person, Tille Telephone Number Date Prepared

Comments:

1 Refer to 20 CFR Part 667.160 and W1A Directive WIAD01-10 for guidance and information regarding local area obligation rates,

and recapture and reallocat ion policies and procedures.

12,@

12,@

641,453 1

'1 , 7 ,27

712,72€

,

~ 712.726

10%

FWSD10-15C Page 1 of 1 Rev. 5/20/11

o WIA Local Plan Modification PY 2011-12

[] Modification # 12

LocaIArea ________ ~v~e~r~d~Ua~(O~C~o~n~s~o~rt~i~u~m'_ ______ ~

Date: 07/01/11

TITLE IB BUDGET PLAN SUMMARY' (Adult or Dislocated Worker) W IA 118; 20 CFR 661 .350(a)(13)

PROGRAM TYPE for PY 2011, beginning 07/01/11 through 06/30/12

D Grant Code 201/202/203/204 W IA IS-Adult

o Grant Code 501/502/503/504 WIA IS-Dislocated Worker

FUNDING IDENTIFICATION K178699 Sub.ranl K262515 Sub rant 1. Year of Appropriation 2010 2011 2. Formula Allocation 843,463 776.823 3. Allocatiorr Ad·ustment - Plus or Minus 4. Transfers _Plus or Minus 5. TOTAL FUNDS AVAILABLE Lines 2 thru 4) 843,463 776,823

TOTAL ALLOCATION COST CATEGORY PLAN 6. ProQram Services (sum of Lines 6.A thru 6.E) 759,117 699,141

A. Core Self Services 151 ,823 139,828 S. Core Registered Services 227,735 209,742 C. Intensive Services 303,647 279,656 D. Training Services 75,912 69,914 E. Other

7. Administration (Line 5 minus 6) 84,346 77,682 8. TOTAL (Line 6 plus 7 843,463 776,823

QUARTERLY TOTAL EXPENDITURE PLAN (cumulative from July 1 2010 and Jul 1,201 1 respectively) 9. September 2010 75,912 10. December 2010 337,385 11. March 2011 548,251 12. June 2011 843,463 13. September 2011' 77,682 14. December 201 310,729 15. March 2012 543,176 16. June 2012 776,823 17. September 2012 18. December 2012 19. March 2013 20. June 2013

COST COMPLIANCE PLAN maximum 10% 21. % for Administration Expenditures (Line 7/Une 5) I 10%1 10%

Hoa Nelson, Sr Com. Dev Supervisor (616) 548-3714 June 6, 2011 Contact Person, Title Telephone Number Date Prepared

Comments:

1 Refer to 20 CFR Part 667.160 and WIA Directive WIAD01-10 for guidance and information regarding local area obligation rates.

and recapture and reallocation policies and procedures.

FWSD10-15B Page 1 of 1 Rev. 5/20/11

o WIA Local Plan Modification PY 2011-12

o Modification # 12

LocaIArea ________ -"V~e~r~d~u~g,o~C~o~n~s~o~rt~i~u~m'_ ______ _j

Date: 07/01/11

TITLE IB BUDGET PLAN SUMMARY' (Adult or Dislocated Worker) W IA 118; 20 CFR 661.350(a)(13)

PROGRAM TYPE for PY 2011, beginning 07/01/11 Ihrough 06/30/12 o Grant Code 201/202/203/204 W IA IB-Adult

o Grant Code 501/502/503/504 W IA IB-Dislocated Worker

FUNDING IDENTIFICATION K178699 Subgranl K282515Subllrant 1. Year of Appropriation 2010 2011 2. Formula Allocation 801,049 3. Allocation Adjustment - Plus or Minus 4. Transfers ,,-P lus or Minus 5. TOTAL FUNDS AVAILABLE Lines 2 thru 4 801 ,049

TOTAL ALLOCATION COST CATEGORY PLAN 6. Program Services (sum of Lines 6.A thru 6.E) 720,944

A. Core Self Services 144,189 B. Core ReQistered Services 216,283 C. Intensive Services 288,378 D. TraininQ Services 72,094 E. Other

7. Administration Line 5 minus 6) 80, 105 8. TOTAL (Line 6 plus 7) 801,049

QUARTERLY TOTAL EXPENDITURE PLAN cumUlative from Julv 1, 2010 and Julv 1 2011 resDectivelv) 9. September 2010 80, 105 10. December 2010 320,420 11. March 2011 560,734 12. June 201 1 801,049 13. September 2011 14. December 201 15. March 2012 16. June 2012 17. September 2012 18. December 2012 19. March 2013 20. June 2013

COST COMPLIANCE PLAN (maximum 10%) 21. % for Administration Expenditures (Line 7/Line 5) 10%

Hoa Nelson, Sr. Com Dev. Supervisor (818) 548-3714 Contact Person, Title Telephone Number Date Prepared

Comments:

1 Refer to 20 CFR Part 667.160 and WIA Directive WIAD01-10 for guidance and information regarding local area obligation rales,

and recapture and real location policies and procedures.

717,311

717,311

645,580 129,116 193,674 258,232

64,558

71,731 717,311

71,731 286,924 502,118 717,311

10%

June 6, 2011

FWSD10-15B Page 1 of 1 Rev. 5/20/11

ENTITY

Grant Recipient (or Subrecipient if applicable)

Fiscal Agent

Local Area Administrator

Local Area Administrator Alternate

Signature:

STATE of CALIFORNIA LOCAL AREA GRANT RECIPIENT LISTING

[WIA Sections 117(d)(3)(6)(i) and 118(b)(8)]

Verdugo Consortium " (Nama.of Local Workforce Investment Area) ,

CONTACT MAILING ADDRESS ORGANIZATION (NAMEITITLE) (STREET, CITY, ZIP)

City of Glendale, Don Nakamoto, 1255 S. Central Ave.

Department of Workforce Development Glendale, CA 91204 Administrator Community Services

and Parks, Workforce Development Section

Same as above Same as above Same as above

Same as above Same as above Same as above

N/A N/A N/A

Laura Friedman, Mayor, City of Glendale Chief Elected Official

TELEPHONE, FAX,

E-MAIL

Ph: 818-937-8051 Fax: 818-409-0463 Email: dnakamoto@ ci.glendale.ca.us same as above

Same as above

N/A

Date

If a Local Grant Subrecipient has been designated, please submit a copy of the agreement between the Chief Elected Official and the Subrecipient. The agreement should delineate roles and responsibilities of each , including signature authority. .

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FORM CM-38 CITY OF GLENDALE CALIFORNIA … CM-38 August 9, 2011 AGENDA ITEM CITY OF GLENDALE CALIFORNIA REPORT TO CITY COUNCIL Report: Recommendation to approve the Verdugo Workforce

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