WPWIB Meeting Agenda April 18, 2017 4:30 p.m. Workforce ... · • Goodwill Resignation Letter ... 2016- 4:30 PM- Workforce Center, Martinsville, Virginia ... Mr. Wright presented

WPWIB Meeting Agenda April 18, 2017 ● 4:30 p.m. ● Workforce Center ● Martinsville, Virginia

Welcome/Call Meeting to Order…………………………………………… Adam Wright, Chair

Roll Call (28 total, need 15 for quorum)..…………………………..…Rhonda Hodges, Secretary

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Julie Brown Debra Buchanan

Teresa Carter Fontaine

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Wayne Knox Teddy Martin

Marsha Mendenhall

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Tora Terry Ray Williams Brian Wilson Amanda Witt

∆ Petrina Carter ∆ John Moody ∆ Adam Wright ∆ Tim Clark ∆ Monica Mosley ∆ Stacey Wright ∆ ∆ ∆ ∆ ∆ ∆

Tim Collins Jim Daniel Tom Davis Dick Ephgrave Robin Ferguson Rhonda Hodges

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John Parkinson Mark Powers Guy Stanley David Stone Creed Taylor Corrie Teague

Page Numbers

Agenda 1-2

Welcome and Call to Order (Adam Wright)

Welcome Guests (Adam Wright)

Call for Public Comment (Adam Wright)

Approval of Minutes from WPWIB Meeting on November 15, 2016 (Adam Wright)

Action Items for Consideration – Consider the following actions: (Adam Wright) 1. Consider One-Stop/Service Delivery Strategy

Updates (Adam Wright) • Center MOU Status and Partner Communication• Goodwill Resignation Letter• Letter from the VCCS Regarding WIF Grant Performance• America’s Promise Grant and America’s Promise Grant Budget• Consider moving $20,000 in carryover funding from Danville-Pittsylvania County to

Martinsville-Henry County• Consider moving $10,000 in carryover from Danville-Pittsylvania County to Patrick

County

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3-4

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999-1516-1718

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• WPWDB Local Plan Conditionally Approved

Reports • Chair/Executive Committee (Adam Wright) • CLEO (Debra Buchanan) • Youth Council (Dick Ephgrave) • Audit (Tom Davis • Finance (John Parkinson) • Governance (David Stone) • Marketing and ASR (Wayne Knox) • Program Planning & Development (Teresa Carter Fontaine) • Executive Director (Lisa Fultz)

Old Business New Business Adjourn

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WPWIB Meeting Minutes November 15, 2016- 4:30 PM- Workforce Center, Martinsville, Virginia

Present: Julie Brown, Teresa Carter Fontaine, Petrina Cater, Tim Collins, Tom Davis, Dick Ephgrave, Robin Ferguson, Rhonda Hodges, Teddy Martin, Marsha Mendenhall, John Moody, Guy Stanley, David Stone, Corrie Teague, Brian Wilson, Amanda Witt, Adam Wright Absent: Debra Buchanan, Tim Clark, Jim Daniel, Wayne Knox, Monica Mosley, John Parkinson, Mark Powers, Creed Taylor, Tora Terry, Ray Williams, Stacey Wright Guests: Kay Pagans, Ed Preston, Chris Wright, Mary Ann Gilmer, Clay Stein, Lisa Frick, Dr. Godwin, Antonio Logan Staff: Lisa Fultz, Philip Wenkstern Board Chair, Adam Wright, Called the meeting to order and welcomed guests. Mr. Wright called for public comment, and there was none. Mr. Wright reminded board members that they were required to complete their Financial Disclosure Statements and Conflict of Interest Statements. The Board considered approval of minutes from the August 15, 2016, WPWIB meeting. Guy Stanley provided a motion to approve the minutes as presented, Brian Wilson provided a second. The motion carried unanimously. Mr. Wright presented the consent agenda to the board and entertained requests for items to be pulled out for discussion. Ms. Petrina Carter requested that item 8 “Request for Change in Board meetings-Timing and Strategic Agenda” be removed from the consent agenda. Item 8 was removed from the consent agenda. The board considered the remaining items on the consent agenda. Amanda Witt and David Stone abstained from Item 5 “Ratify Harvest Pick Up the Pace Grant (PUP)”, Rhonda Hodges abstained from Item 6 “Ratify Letter of Support for PHCC ARC Grant”. Amanda Witt provided a motion to approve the consent agenda, Dick Ephgrave provided a second. The motion carried unanimously. Item 8 on the consent agenda was discussed by the board. Ms. Carter stated that while she understood the rationale behind the changes and appreciated that it would enable the board to consider more strategic items during their meetings, she was hesitant to support such a change prior to the WPWIB completing their strategic plan. Ms. Carter stated that it was important to understand the direction that the WPWIB was heading prior to enacting changes to the structure of board and committee meetings. Mr. Wright agreed that it was important to not make quick decisions and agreed to remove the item from the agenda until the strategic planning process was completed. Dr. Angeline Godwin, President of Patrick Henry Community College served as a guest speaker for the meeting. Dr. Godwin’s remarks highlighted the opportunity that the strategic planning process presented to the WPWIB. It provided an opportunity to kick off actions, set pathways and align goals more closely with other local and regional organizations that are committed to improving the local workforce and the relevance that local training programs have to local employers. Dr. Godwin highlighted the participation challenges that many local programs in the community are confronting. She also encouraged the board to take stock in the local resources, remarking that they are very impressive, particularly when compared to similar communities. She reminded the WPWIB that they were in a position to positively impact the region due to their broad circle of influence and broad circle of control. Dr. Godwin highlighted that there appears to be a disconnect between the current programs, potential participants and the available jobs. She stated that it is important for partners to understand the resources that other organizations in the region have available and the importance of highlighting how programs and services can serve as a bridge to a rewarding career. Dr. Godwin also highlighted the importance of infusing career intelligence (soft skills) with employability skills. Ms. Lisa Fultz provided an update on a number of items to the board. She highlighted regional Program Stats and Enrollment reports, discussing areas that need improvement. Ms. Fultz provided an update on the outreach strategies the WPWIB was utilizing and their measured

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reach. Ms. Fultz provided an update on nonformula funded grants. Staff from Goodwill Industries provided an update on their progress to date with respect to implementing their contract and addressed some of the challenge areas Ms. Fultz had identified in the Program Stats report. Antonio Logan and Edward Preston, Center Managers at the Danville and Martinsville Workforce Center provided a brief update on recent Workforce Center activities. Ms. Fultz provided a brief update on the Business Services reports from Business Services contractors. There were no committee reports. Brian Wilson Made a motion to adjourn, Guy Stanley provided a second. The motion carried and the meeting was adjourned.

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1. Approve One Stop/Service Delivery Strategy The Executive Committee directed the staff to investigate alternative service delivery options in order to make services provided at the Workforce Center align more closely with the needs and expectations of local employers, the primary customer as identified by the West Piedmont Workforce Development Board (WPWDB). Alternative service options will also be focused on maintaining and growing the collaborative relationships with community partners throughout the region and enables the Local Board to directly impact customer service delivery and outcomes. While the One Stop Operator function must be procured under WIOA, Local Workforce Areas may seek a waiver to provide career services directly with the support of the Local Board and the Local Elected Officials (LEO) Consortium. Actual budgets will be submitted for review after PY 2017 allocations are provided to the Local Area. The Executive Committee unanimously recommends supporting this strategy. Staff recommends publicly procure the following items through a competitive RFP process:

1. Manage the overall operations of the one-stop career center(s), including, but not limited to performance accountability, coordination of one-stop system financial management (including coordination of negotiated infrastructure funding models), and programmatic activities as described in the partner MOU.

2. Coordinate the service delivery of required one-stop partners and service providers, such as ensuring coverage during working hours, developing a one-stop career center(s) customer intake flow, and implementing other important customer service processes, consistent with the WIOA Local Workforce Development Area Plan and existing Memorandum of Understanding (MOU) guiding and governing service delivery to meet the employment and training needs of the community.

3. Conduct a financial and performance evaluation of operators on an annual basis. Staff recommends housing the services identified below with WPWDB employed staff members:

1. Coordinate the provision of career services in the one-stop career center(s), including the coordination with WIOA Title 3-funded employment services, including basic career services, as appropriate.

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Job Title Annual Salary

Number of Positions (Regionwide) Program MHC DPC Patrick County Total Comments

Board Staff 35% 55% 10%

In School Youth Career Specialists $ 35,000.00 $ 1.00 Youth In $ 12,250.00 $ 19,250.00 $ 3,500.00 $ 35,000.00

Limited case load due to 25% ISY restriction of funding

Adult, DW, Out of School Youth Career

Specialists $ 40,000.00 $ 5.00 Youth Out, Adult, DW $ 70,000.00 $ 110,000.00 $ 20,000.00 $ 200,000.00

Assumes 35%, 55%, 10% across region and crosstrained staff

Career Specialists - Leader $ 45,000.00 $ 1.00

Youth Out, Adult, DW $ 15,750.00 $ 24,750.00 $ 4,500.00 $ 45,000.00

50% Case Management and 50% Internal QA

Program Supervisor $ 55,000.00 $ 1.00 Youth Out, Adult, DW $ 19,250.00 $ 30,250.00 $ 5,500.00 $ 55,000.00

Program management/performance tracking, supervise all case management staff, drive business delivery

Total Board Salary $ 117,250.00 $ 184,250.00 $ 33,500.00 $ 335,000.00 Fringe for Board Staff @40% $ 46,900.00 $ 73,700.00 $ 13,400.00 $ 134,000.00 Total Board Staff Expenses $ 164,150.00 $ 257,950.00 $ 46,900.00 $ 469,000.00

Contracted One Stop Staff

One Stop Manager* $ 65,000.00 $ 1.00 Adult $ 29,250.00 $ 29,250.00 $ 6,500.00 $ 65,000.00

Current arrangement is 2 Center Managers & 2 receptionists @ $152,000

One Stop Receptionist* $ 26,000.00 $ 2.00 DW $ 24,000.00 $ 24,000.00 $ 48,000.00 One Stop $ 53,250.00 $ 53,250.00 $ 6,500.00 $ 113,000.00

Fringe for Contracted Staff @30% $ 15,975.00 $ 15,975.00 $ 1,950.00 $ 33,900.00

$ 11,752.00 Assumes 8% Admin $ 69,225.00 $ 69,225.00 $ 8,450.00 $ 158,652.00

Total Contracted One Stop Staff Expenses $ 627,652.00

Estimated Board's Cost Allocation Share for One Stop Staff 35% 35.00% Reimbursement from Partners $ 34,612.50 $ 34,612.50 Total Net One Stop Costs $ 124,039.50

$ 503,612.50

Goodwill & PCPS Operational Salaries $ 181,335.32 Goodwill & PCPS Operational Fringe $ 44,358.33

Goodwill & PCPS Case Management Salaries $ 337,586.35

Goodwill & PCPS Case Management Fringe $ 75,298.12 Total Contracted Salaries $ 638,578.12

Cost Under Current Arrangement

* Budget assumes shared Center Manager for all locations

** Actual budget figures would be presented in June, once the WPWDB has been informed of its allocation

Proposed Budget

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Martinsville Henry Co Danville Pittsylvania Co Patrick Co. Total52 81 81 38 32 29011 61 22 19 18 12316 34 66 36 16 16913 10 24 13 3 6792 186 193 106 69 667

Anticipated Closures or Follow-up

Martinsville-HC 334 167Danville 129 64.5Pittsylvania County 15 7.5Patrick County 45 22.5Total 523 261.5

Target Case Load 487.5Proposed New Enrollments 226

Dislocated Worker 10

** New Enrollment figures were based on approximately 50% of the existing customers exiting the system and no longer being included in a case managers

case load

Total Clients Serviced by Locality, Current Program YearProgram Other

Adult 6

Total Active Cases

*The targeted case load is 75 customers per case manager. This number wasidentified based on consultations with other WDB's to identify what other Areas

viewed as the highest number of cases that could be managed with a high level of services

Youth 1Incumbent Worker 4Total 21

Current and Proposed Service Levels

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Tier I Services Tier II Services Tier III Tier IV Services Customer Description Participants in Follow Up or

Incumbent Worker Individual Customers

Active or Exited Participants who are not yet in follow up.

Active Participants (Not Basic Skills Deficient) and Goal is to Engage in an OJT or Unsubsidized Employment

Active Participants (Basic Skills Deficient or With Significant Barriers) or New Customers

Frequency of Contact • Contact must be at least 1 timeper quarter to verifyemployment/credentialattainment, etc.

• Customers receiving supportiveservices such as mileagereimbursement require at leastbi-weekly contact and processingof paperwork.

• For Incumbent WorkerIndividuals, initial enrollmentdoes take additional time.However, Business ServicesManagers will collect requireddocumentation and coordinatewith businesses signature processfor paperwork and spreadsheet 1time per quarter to collect datafor required Follow Up.

• Contact should be at aminimum, 1 time permonth, for customerswho have been exitedwith employment oremployment and acredential.

• Contact should be at aminimum, 1 time perweek for those whowere exited withoutemployment (not thenorm) or who wereinitially exited withemployment and arenow unemployed orwho did not completea credential thatbegan prior to exit(regardless of fundingsource).

• Customers should bere-evaluated todetermine need forsupportive services.

• Contact should be atleast 1 time per weekthe first 3 weeks ofemployment, andevery 2 weeksthereafter.

• Participants receivingsupportive services orwho need moresupport should becontacted at least 1time per week.

• Customers should bere-evaluated for needfor supportive servicesduring throughout theprocess.

• Contact should bemultiple times perweek as needed tocomplete requiredevaluation forsuitability,assessments and labormarket information,coordination of needswith Workforcepartners and/orcommunity resources.For example, tocoordinate and/orfollow up with AdultEducation, DARS, VEC,Community RecoveryProgram, CommunityAction agencies,health providers, etc.

Note: For all tiers, customers’ needs should be coordinated with all Workforce and/or community partners as appropriate. (For example, obtain a higher wage job or additional credential).

Tiered Services: The WPWDB understands that each of its customers have a different set of circumstances impacting their ability to achieve their workforce goals and these cirucmstances require differeing levels of attentinon. To that end, the WPWDB has sought to classify job seekers based ontheir characteristics and the amoutn of time that Center staff can expect to devote to their services. The chart will assist both the WPWDB and staff evaluate the quality of services being provided to WIOA customers.

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Updates

1. Center MOU Status and Partner Communication: The VEC has received the updatedMOUs and the WPWDB has responded to all questions. As of yet, we have not received a signed copy of the MOU. A productive follow up meeting for Workforce partners occurred on March 16th, and a follow up meeting is scheduled for April 18th at 1:00 p.m. to keep momentum moving in a positive direction with developing effective communication processes among partners.

2. Goodwill Resignation Letter: On March 31, 2017, Goodwill Industries of the Valleyssubmitted a letter to the West Piedmont Workforce Development Board stating that they intend to stop providing services through the WIOA Youth, Adult, Dislocated Worker and One-Stop Operator contract effective June 30, 2017. The letter was previously provided electronically.

3. Letter from the VCCS Regarding WIF Grant Performance:The WPWIB received a letter from the VCCS regarding low grant performance in the WIF study. The VCCS requested that the WPWIB provide a letter outlining steps to improve local grant performance in the study. WPWDB staff replied on April 6, 2017.

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Mr. George Taratsas, Administrator Virginia Community College System 300 Arboretum Place Richmond, VA 23236

Dear Mr. Taratsas,

Area 17 continues to work diligently to improve its shortcomings with respect to the Workforce Innovation Fund grant. The Local Area understands that in order for the state to be successful, it needs to make every effort to present the opportunity to each and every individual that is eligible to receive services. While staff cannot control the decision that individuals make with respect to their interest in participating in the study, we can ensure that they all receive an opportunity to participate.

For the current program year, the WIB’s contractors have enrolled a total of 214 new individuals into the WIOA program. The Area would require 93% of the enrolled population to consent to participate in the study for the study targets to be reached. It is highly unlikely that such a significant percentage of individuals will consent to participate in the study. As such, the WIB aims to support our contractors in their effort to exceed their contracted enrollment targets in order to increase the pool of potential WIF participants. Over the last several months, numerous outreach events have occurred including booths at trade shows, job fairs, and specific events to engage WIOA’s target population. These efforts have already resulted in an increase in the number of enrollments over the last month. With more enrollments, we will have more opportunities to place individuals in the study.

Area 17 has several questions related to the total number of potential participants cited by the state. Reports ran at the local level for the time period July 1, 2015 –present, identify a total of 483 individuals that would be eligible for participation in the WIF study. Of these 483 individuals, the vast majority are no longer receiving direct services and are currently in follow-up. On the outreach list that was provided by the state on 12.16.16, a total of 858 individuals were included. A significant number of these individuals have their cases closed. Of the 858 individuals identified in the outreach list provided by the state, 462 of the individuals were in follow-up at the time that the report was generated. Individuals that are in follow-up are typically much more difficult to engage with services offered at the Workforce Center. If there are over 1600 potential participants in our region, as cited by the VCCS, we are not sure what reports that could be run to identify the individuals. As noted above, even the state provided outreach list contains roughly half of the total number of potential WIF participants. The Local Area is again requesting detailed instructions outlining the steps that are taken at the state level to identify the total number of potential WIF participants cited in the state’s figures. If these individuals are in the Local Area, we want to be sure that we are making every effort to reach out to them.

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The Local Area would also like to receive detailed information regarding the specific codes that are being used to run reports to identify coach activity and outreach. During our last conference call with VCCS regarding local performance on this grant (February 1st), local staff requested that this information be provided as local records indicated that a significantly higher number of individuals were being served by the coach under the grant than state reports were reflecting. The WPWIB’s Financial Coach is actively serving 22 individuals at this time, as opposed to the 8 identified in the letter dated March 17, 2017. Additionally, the WPWIB currently has 52 WIF participants, 54 WIF Control, and 8 Veterans in the study.

In order to improve performance on the WIF grant, Area 17 will undertake the following proactive measures:

1. Staff will be forwarding to the state VAWC data change request forms for individuals who have had their cases closed but were included in the state outreach list. These individuals have been contacted by the VFSN intern, however we are unable to enter services codes since their cases are closed. This will ensure that all potential WIF participants that Area 17 has contacted regarding the study are counted in reports ran by the VCCS. Batches of reports should be submitted on a weekly basis to prevent backlog. The first batch of 27 data change request forms will be submitted by April 7, 2017. Staff estimates there will be approximately 133 data change forms that will be submitted to the state.

2. The VCCS WIF Awareness form has already been distributed to all providers. WIB staff has stressed that this is a required component of the WIOA program. The material was distributed on April 4th the day that it was received.

3. WIB staff will coordinate social media campaign to align with VCCS Facebook efforts to promote Financial Literacy Awareness month. The WIB will utilize IRB approved flyers and articles that are relevant to individuals that may fall within the WIF’s target market to generate interest in the study. Staff will aim to post at least on a weekly basis content that is relevant to the WIF study as well as instructions on how to take steps to receive services. Efforts will began on April 6, 2017. Social media efforts will continue beyond Financial Literacy Awareness Month. The WIB will also continue to bring VFSN marketing materials to all outreach events. VFSN marketing materials will retain a prominent position in the resource rooms of all local Workforce Centers.

4. The primary cause of the low grant expenditure rate is a lower than expected need for supportive services. Supportive services make up approximately 43% of the total award. In order to ensure that all individuals that are eligible for supportive services under the WIF grant receive their supportive services from the grant, all Center staff have been reminded that supportive services for WIF participants are to be paid out of the WFSN grant. Case managers will be reminded of this on a monthly basis at regular staff meetings, as well as any time that a supportive service request using formula funds is submitted for reimbursement for an individual

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that is a WIF participant. Staff have already begun working with the contracted provider in order to identify supportive services that were paid under regular formula funds for WIF participants that should have been paid under the WIF grant. As these expenditures are identified, the expenses will be reclassified and reimbursement templates for the WIF grant will reflect these expenditures. All supportive services expenditures will be in line with local and state policies.

5. The Local Area will implement a VFSN Champion award for the case manager that has the highest percentage of their customers presented an opportunity to join the study. Lunch will be provided with non-federal funds to the case manager that is selected as the VFSN Champion. If there is a tie, the case manager that has the most individuals placed into the study will receive the award. April will be the first month that this takes place. The Champion will be announced on May 2nd.

6. WIB staff will also work to conduct outreach directly to other organizations that may have customers that could benefit from the VFSN study. The goal will be to educate these organizations about the opportunity in order to receive referrals to the program. If a large enough customer base is available, WIB staff will conduct outreach event directly with the individuals. The goal will be to conduct outreach with at least two different organizations a month. April will be the first month this effort is undertaken.

7. WIB staff will continue running a report every other week that identifies all new enrollments in the Adult and DW program. Whenever one of these individuals is found to not have been presented the opportunity, WIB staff will continue to directly contact the case manager and remind them that 100% of Adult and DW enrollments need to be presented an opportunity to join study. They will also be reminded that the VFSN Awareness form is now a required component of this process, and that during monitoring they will be required to present these signed forms.

8. WIB staff will verify that all individuals that have been contacted regarding the study have the appropriate codes entered so state reports accurately reflect the work that has been done at the local level. Beginning April 10th.

We look forward to working together to improve our Area’s performance on the WIF grant.

Sincerely,

Lisa Fultz

CC: Adam Wright, Area 17 Board Chair, Debra Buchanan, Area 17 CLEO Chair

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4. America’s Promise Grant and America’s Promise Grant BudgetThe program is a four year H1-B project funded by the DOL to build a pipeline of skilled workers to help businesses fill existing job openings and meet job needs for expansion. The grant involves four Workforce Areas, and aims to serve 1,100 individuals over the course of the project. The Areas involved in this grant include the Southwest Virginia Workforce Development Board based in Lebanon; the New River/Mt. Rogers Workforce Development Board based in Radford; the Western Virginia Workforce Development Board based in Roanoke, and the West Piedmont Workforce Development Board. The WPWDB will be able to hire a Navigator to provide case management services to customers and provide funding to assist business services in efforts to identify needs and place participants in opportunities. The grant is heavily focused on meeting the needs of employers within the region. The goal will be to leverage WIOA formula funds with funding provided by the grant to provide expanded services along a continuum for customers in the region. This will enable the WPWDB to focus on middle skills development, assist with the development of best practices for the Workforce Network, and expand the number of potential customers that the region can serve through relaxed eligibility requirements. Individuals will be co-enrolled whenever possible, including co-enrollments with community partners, if individuals are not WIOA-eligible. The America’s Promise Grant Budget required several slight modifications due to differing fringe benefits rates and several items that were not needed locally.

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Pathways Funds Provided to WPWDB 

Personnel:  Proposed Budget

MHC Chamber 10 Month Budget Based on Column G

DPC Chamber 10 Month Budget

Patrick County 10 Month Budget

1 FTE Workforce System Navigator

Responsible for providing navigation services of the workforce system for participants and successful collaboration with partners. Assist participants in developing e-Portfolios. Responsible for submitting valid and reliable participant data. Serves as a member on Local Implementation Team. (Year One: 10 Months) 32,500.00$ 31,339.00$ Leadership for LWDA Business Service Units and connect businesses to the project and to project participants. Serves as a member of Local Implementation Team. $15,833.33 15,833.33$ 7,520.83$ 7,520.83$ 791.67$ (Year One: 10 Months) 48,333.33$ 47,172.33$ -$

Total $46,333 -$ Fringe:  -$ 1 FTE Workforce System Navigator 35 percent $11,375.00 12,536.00$ -$ .5 FTE Business Services Specialist 35 percent $5,541.67 5,541.67$ 2,632.29$ 2,632.29$ 277.08$ Total $16,917 18,077.67$ -$

-$ Travel  -$

.5 BSS

In-state travel to provide business engagement and carry out the responsibilities of the project. $1,000 1,425.00$ 676.88$ 676.88$ 71.25$

WSN

In-state travel to provide services to provide services to participants and carry out the responsibilities of the project. $600 1,000.00$ -$

Total $1,600 2,425.00$ -$ Supplies  -$ .5 BSS Computer .5 of Laptop, software, and printer $1,000 -$ -$

,5 BSS Office Furniture .5 of Desk, chairs, shelves, file cabinets purchased from VA Surplus $150 -$ -$

WSN Office Furniture Desk, chairs, shelves, file cabinets purchased from VA Surplus $300 -$ -$

.5 BSS General Office Supplies .5 of paper, print cartridges, paper clips, scissors, Post-It Notes etc $75 250.00$ 118.75$ 118.75$ 12.50$

WSN General Office Supplies Laptop, paper, print cartridges, paper clips, scissors, Post-It Notes etc , cell phone $150 1,000.00$ -$

Total $1,675 1,250.00$ -$ Other:  -$ .5 BSS Cell Phone $100 plus .5 of yearly service of $900 $550 550.00$ 261.25$ 261.25$ 27.50$ .5 BSS Occupancy .5 of $3,000 annually (Workforce Center) $1,500 -$ -$ WSN Occupancy $3,000 annually (Workforce Center) $3,000 3,000.00$ -$

-$

Administrative Meeting expenses, printing costs, and any other project expense not covered. $5,000 6,100.00$ -$

Total $10,050 9,650.00$ -$ -$

YEAR ONE SUB-AWARD TOTAL  $78,575  78,575.00$ 11,210.00$ 11,210.00$ 1,180.00$

.5 FTE Business Services Specialist

Description Item 

America's Promise Grant Budget: The America's Promise Grant Budget required slightmodifications due to differeing fringe benefit rates and severa itelms that were not needed

locally. Please see budget below:

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5. Consider moving $20,000 in carryover funding from Danville-Pittsylvania County toMartinsville-Henry County In order to meet the 40% training expenditure requirement for Adult and Dislocated Worker formula funding, the Local Area must increase spending ratios for training. As of last month’s report, we were at 36% due to low training expenditures from contractors. Currently, Martinsville-Henry County has obligated $70,000 of the $107,000 obligated from carryover funding to be spent on training. Both Martinsville-Henry County and Danville-Pittsylvania were provided $107,000 in carryover training dollars. Danville-Pittsylvania County has currently obligated $30,000 in carryover funding. The One Stop Operator in Danville also has an additional $160,000 in training dollars that need to be expended directly on participants. Due to training dollars being obligated in the Martinsville-Henry County area at a slightly faster pace primarily due to incumbent worker training needs from businesses, the Finance and Executive Committees recommend re-allocating $20,000 of the $107,000 from Danville-Pittsylvania County to Martinsville-Henry County. The strategy aims to ensure that the region is able to expend as many training dollars as possible, allowing it to meet its 40% training expenditure requirement, ensures continuous customer service to business and jobseeker customers, and helps to prevent unexpended PY 15 funding from being returned to the state for not being expended by June 30, 2017. Money returned to the state positions the area for a reduced allocation in the future.

6. Consider moving portion of Danville-Pittsylvania County carryover to Patrick CountyThe Finance and Executive Committees recommend shifting $10,000 in carryover funding from Danville-Pittsylvania County to Patrick County as they are currently on track to fully expend their OJT budget. Complete Patrick County budget figures are not known as their December budget request was just processed. As of December, Patrick County only had approximately thirty percent of their Adult training budget remaining.

7. WPWDB Local Plan Conditionally ApprovedThe West Piedmont Workforce Development Board has received conditional approval for the Local Plan submitted on February 28, 2017. The Virginia Community College System provided a list of areas for which that they would like to see greater clarification or additional details. WPWDB staff have until May 10th to respond with revisions.

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