A. Local Planning & Labor Market Analysis 1

B. The Local One-Stop System 4

C. Adult & Dislocated Worker Activities 9

D. Youth Activities 13

E. Performance Measures & Outcomes 16

F. Administrative Issues 18

G. Wagner Peyser Activities 18

Assurances 24

Attachment A: Definitions 26

Attachment B: Acronyms 29

Attachment C: Memorandum of Understanding between

Board & Partners

Attachment D: Workforce Centers & Satellites

The following charts list information, by county, on the businesses and people of the Southeast Region. Answers to the questions in this section are based upon this information and upon the knowledge of Workforce Board members, Local Elected Officials, staff, and partner agencies:

A- L (except C): Colo. Dept of Labor & Employment, 1998; C: US Farm Services, Total Farm & Producers Report

A-C: Census Bureau, USA Counties General Profile, 1996

D-F: Colorado Dept. of Labor & Employment, Colorado Labor Force Averages 1/99-9/99

G. Colorado Dept. of Labor & Employment staff, 1999

H-I: Census Bureau, Small Area Estimates, 1995

J-L: Census Bureau, USA Counties General Profile, 1996

1. Provide an analysis of the workforce investment needs of businesses, job seekers, and workers in your local labor market area in the next five years.

The greatest number of Southeast Region employers engage in retail trade, services, government, construction, financial/insurance/real estate, in that order. The greatest number of employees work for government, retail trade, services industries, manufacturing, and agriculture, in that order.

Government employment provides about one-third of the jobs in the six-county area, and excluding Otero and Prowers Counties, one-half of the jobs. Only in Prowers and Otero Counties, where just under one quarter of the jobs are in government, is there significant economic diversification. In all six counties, much of the non-government employment is in the retail and service sectors. Significant numbers of better-paying manufacturing, construction and financial services jobs exist in Otero and Prowers counties.

One problem with employment data in this rural area is the under representation of agricultural employment, and for that reason, column C. Number of farms, has been included in the Business Information table. The reason for under-representation in column B. is that unemployment insurance statistics do not include small, family run operations, or self-employed persons. Neither category is required to submit unemployment insurance reports to the Colorado Department of Labor. However, agricultural crop, livestock operations, services employment and food products preparation are reflected in columns B. and F., and do figure heavily in the local economy.

The migrant and seasonal farm worker population has a significant impact on the economy of the region at certain times of the year.

From the second table, Population Information, it can be seen that the unemployment rates of three of the six counties falls below 4%. Crowley, Kiowa, and Otero Counties all show higher unemployment figures, ranging from 4.2% to 4.8%. These figures, however, are in sharp contrast to the median household income, which ranges from just over $20,000 to just over $31,000 per year, falling well below the state average of $37,235. And except for Kiowa County, the percentage of people living in poverty rises a discouraging two to three times the state average of 10.4%. The education attainment of residents is generally lower than the state average.

Workforce Board discussion has focused several times on the needs of employers for a better technically & professionally trained workforce. Computer literacy, technical drafting and engineering skills are needed. Middle management skills, such as planning, supervision, labor law, and the like, are in very short supply. Since area wages fall below those offered in front range cities for the same jobs, people who train for skilled, technical and management occupations often move out of this rural area to go to work. The cultural and recreational attractions of urban areas also draw people away from the rural communities of Southeastern Colorado.

 

2. What are the current and projected employment opportunities and job skills needed to obtain such employment?

The Southeast Board cites the following shortages of skills: health care career skills, technical computer, mechanical, first line supervision, quality control, inventory control. In addition, many people need to improve basic reading and math skills, customer service skills, work ethic, and interpersonal skills. Employers want to work with the two local community colleges to develop customized training for their current employees, since few are unemployed. Employers want training brought to their facilities, or offered nights and weekends, to accommodate the needs of working people and businesses. Employers seek people who they can train and promote, and training programs to suit these needs.

3. Describe any inter-regional workforce planning currently taking place or anticipated in the next five years.

The Colorado rural staff currently engage in some inter-regional planning & discussion, and expect that this effort will continue in the next five years, since some rural employment problems occur in many areas. Examples along the eastern plains and southern area of the state are the preponderance of low-skill, low paying retail and service jobs and the shortage of people with technical and professional skills.

 

• Universality – High quality services will be available to every individual and employer in the region.

• Customer Choice – The opportunity for consumers to make informed decisions about their futures as workers and employers at every point of their involvement in the employment and training system.

• Performance-Based Criteria – A results-oriented system, which measures performance outcomes to ensure that resources are efficiently invested and that the system is continuously improved in order to maximize return on investment.

• Integration – Workforce Centers will access multiple employment and training resources and delivery. Customer choice and universal access are two of the basic principles used in the design of the local Workforce Centers.

This new environment will follow these principles by approaching and offering the delivery of all services in the following three ways:

• Self Service – Through the Internet and PC based software, job seekers and employers can find out about and access a variety of services, mostly core services, offered by the Workforce Centers. This will allow customers to access services from home, library, school, business, or at the resource center located at the local Workforce Center. With the expansion of Internet and computer technology we expect this method of serving our customers to grow at a very rapid rate. All centers will also have printed material for their customers; this will include information about other partners that are not located at the Workforce Center.

• Facilitated Self-Help Service - Staff will assist customers who cannot use self-service or who need extra help in using the system. Facilitated services will again cover mostly core services, but could also include some intensive services. With the emphasis on serving a wider customer base, it is expected that a lot more staff time will be sent in this area than is currently the case. Customers can receive this service in person, by phone, mail, or email.

• Staff-Assisted Services – Will include both group and one-on-one activities for the applicant as well as the employers. Under the new direction of expanded services to employers, more staff assisted service time will directed to employer relations. Customers will receive core, intensive and training service under this staff-assisted category. Most of the services falling into this area will be provided in person, but could also be done by phone, computer or email.

The following services will be available through the Workforce Centers:

• Core Services - These services include outreach, intake, registration, orientation, initial skill assessment, placement, informational workshops, resource center, labor market information, performance information, and follow up.
• Intensive Services - Include diagnostic assessment, individual employment plan development, counseling, workshops aimed at addressing employment barriers, case management, basic literacy training including computer literacy, supportive services, and job readiness training.
• Training Services - Include occupational skills training in a classroom, on-the-job training, skills upgrading and retraining, entrepreneurial training, apprenticeship, and customized or workplace training.
• Employer Services - Include job listing and matching, candidate screening and testing, space to conduct job interviews, labor market information, seminars, job fairs, rapid response to lay-offs, outplacement services, job analysis, and focus groups.

Additionally, the local youth council will review periodically and at least annually the youth plan for delivering youth services. A review of the youth plan will identify new priorities for service, and new opportunities for recruitment of individuals who have these significant barriers. Holistic services that address youth needs will be developed and implemented.

• Identify criteria for identifying effective youth activities and providers of such activities: Each youth's Individual Employment Plan will identify activities and providers of activities. Monitoring information, developed over time, will be used to eliminate unsuccessful activities and providers.

• Coordination with Job Corps Centers: The only Job Corps Center in the State is located in Collbran, Colorado. Information regarding Job Corps is available at all Workforce Centers. Staff will recruit youth who need and can benefit from Job Corps training. If a potential Job Corps candidate is identified, contact will be made with the Job Corps recruiter for the area. Additionally, some Centers do have regular visits from Job Corps recruiters. Space will be available to meet with the interested youth.

• Coordination with Youth Opportunity Grant Programs: Currently, there are no Youth Opportunity Grants in this region. If these grants are awarded, MOU’s will be developed and included in the Region’s plans.

Section 129 encourages Workforce Areas to provide a variety of youth activities to encourage youth to achieve academic and employment success. WIA youth services are intended to prepare participants to enter the workforce, to advance to postsecondary education, or to enter occupational skills training. Separate types of services are intended for two youth groups:

• younger youth ages 14-18; and
• older youth ages 19-21 who are seeking work and who are served in essentially the same manner as adults.

Services for younger youth will include the ten program elements listed in WIA section 129(c)(2):

• Tutoring, study skills training, and instruction leading to secondary school completion, including dropout prevention strategies;
• Alternative secondary school offerings;
• Summer jobs linked to academic and occupational training;
• Work experience and internships;
• Occupational skills training;
• Leadership development opportunities including social behavioral skills, team work, and decision-making skills;
• Supportive services;
• Adult mentoring;
• Follow up services; and
• Comprehensive guidance and counseling

Training and services may be provided in class settings, in computer labs, on an individual basis, at work, through partners, or in any combination thereof. Performance will be measured by completion of activities during enrollment, not only by outcome at termination. The younger youth program will provide a continuum of services resulting in attainment of several interim outcomes (see performance goals above). Each participant's goals will be reflected in Individual Employment Plans and will be different from one youth to another, depending on the needs and interests of the youth.

Youth eligible for WIA services will be low-income persons ages 14-21, who exhibit barriers to school completion or employment:

• Deficient in basic literacy skills (at or below grade level 8.9 in reading or math);
• School dropout;
• Homeless, runaway, or foster child;
• Pregnant or parenting;
• Offender; or
• Other youth who need additional help to complete an education program or secure employment. The following eligibility factors will be included here: poor academic performance, history of incarceration, youth who are below grade 8.9 in reading and/or math in spite of having earned a high school diploma, underemployed youth, and disabled youth.

An exception to income eligibility may be made for up to 5% of youth participants (664.220) who are dropouts, behind grade level in school, teen parents, homeless, offenders, or face other serious barriers to employment. Disabled youth may be enrolled based upon their own, rather than their family's income.

There are three performance goals for younger youth:

• Attainment of basic skills, work readiness, or occupational skills goals, as set forth in the Individual Service Strategy;
• Attainment of secondary school diplomas or their equivalent; and
• Placement and retention in postsecondary education, advanced vocational training, military, employment, or apprenticeship.

With this in mind, the WIA service provider will collaborate with youth-serving partners to design a variety of different approaches to assisting youth without forcing arbitrary time limits or sequences of services. It will be important to WIA and partner staff to establish ongoing relationships with youth, and to continue to serve them for as many as several years while adjusting goals and services to reflect needs as youth customers age and progress.

 

1. Describe the local performance levels negotiated with the Governor and the Chief Elected Official(s) for use by the local WFB for measuring the performance of the one-stop delivery system, eligible providers and the fiscal agent (if appropriate).

Negotiation of local performance standards has not yet taken place, but will take place as soon as possible. Performance standards are as follows:

Wagner Peyser Performance Measures:

• Openings received
• Total applicants
• Applicants placed
• Applicants given reportable service
• Applicants who obtained employment after receiving Wagner-Peyser service
• Applicants placed
• Total applicants who were placed and obtained employment
• Openings filled
• Wage at placement
• Openings cancelled

Veterans Performance Standards:

• Placement/obtained employment
• Federal contractor job listing placements
• Counseling services
• Training placements
• Provision of reportable services

Services for veterans in each of these areas must exceed the services for non-veterans by the following percentages:

• Veterans and Other Eligibles 15%
• Vietnam Era Veterans 20%
• Special Disabled Veterans 25%
• Disabled Veterans 25%

WIA Performance Measures:

• Adult entered employment rate
• Adult retention rate
• Adult earnings gain
• Older youth (ages 19-21) entered employment rate
• Older youth retention rate
• Older youth earnings gain
• Younger youth (ages 14-18) attainment of basic skills, work readiness, or occupational skills goals, as set forth in the Individual Service Strategy
• Younger youth attainment of secondary school diplomas or their equivalent
• Younger youth placement and retention in postsecondary education, advanced vocational training, military, employment, or apprenticeship
• Dislocated worker entered employment rate
• Dislocated worker retention rate
• Dislocated worker earnings replacement rate
• Youth diplomas of equivalent attainment rate
• Participant customer satisfaction
• Employer customer satisfaction

2. How will your local Workforce Investment Board ensure continuous improvement of eligible providers of service and ensure that such providers meet the employment and training needs of local employers and participants?

Progress reviews, performance standards data, and customer satisfaction surveys will be reviewed and monitored. Additionally, feedback from meetings, and communication with Board members will be utilized to develop employer and participant initiative.

 

1. Describe the process used by the local WFB to provide business and labor organizations the opportunity for input into the development of the plan and the process for public, business, and labor to comment prior to submission of the plan to the State Workforce Development Council.

Members of the local WFB include representatives from private business, union, other agencies, and community groups. Members on the local WFB have been provided a copy of the five – year planning guidelines and asked for their input and ideas that will be incorporated in plan draft. The plan draft will then be reviewed by the local WFB for any additional input, before it is put out for public comment. The plan will then be submitted for public review and comment for 30 days.

2. Identify the fiscal agent or entity responsible for the disbursal of grant funds.

Commissioners from the six counties of the Southeast Region have designated the Colorado Department of Labor & Employment to assume fiscal responsibility for WIA. It is understood that this designation may be reviewed again for the period beginning July 1, 2001.

3. Identify the workforce operator responsible for coordinating the delivery of WIA services in the region.

The Southeast Region's Workforce Board has at its December 7, 1999 meeting, voted to designate the Colorado Department of Labor & Employment as the Workforce operator.

 

1. Describe the outcomes expected for employment activity in employer relations and applicant services for the next five years. Show what services will be provided, and how those will be integrated with other partners' services to provide core and intensive services in the one-stop system over the next five years.

Wagner Peyser activities will be integrated into the core, intensive, and employer services of each Workforce Center and Satellite (see Attachment A for a list of services and their definitions). Wagner-Peyser staff will work toward integration by jointly planning the entire array of services with their partners. This planning will take place at the County level, and is intended to result in service arrangements that meet the needs of local job seekers, people seeking to change or develop their careers, and employers.

2. Describe the Veterans Services and outcomes expected for the coming five years, how they will be integrated into the overall service structure of the local one-stop system, and how the requirements for veterans priority will be met, including the requirements for a triage program.

The Southeast Colorado Workforce Centers observe the laws outlined in the Assurances Section h, concerning priority services to veterans. One half of a Local Veteran Employment Representative (LVER) position has been placed in the Southeast Region. The Local Veteran Employment Representative is housed in Rocky Ford, but travels to the Lamar Workforce Center two days per month.

All Veteran population groups upon registration, renewal, or transfer from another Workforce Center are interviewed by Employment Service Staff for job readiness and assigned a triage (or employability) level based upon assessment:

1. Highest Priority Triage Level: Veterans who are not job ready and who have significant barriers to employment requiring intensive case management are referred to the Local Veteran Employment Representative for further assessment.

Veterans participating in or have completed a program of VA Vocational Rehabilitation are also considered under Highest Priority designation.

Special services rendered to Highest Priority veterans include:

• Assessment
• Development of an "Employability Development Plan"
• Co-ordination of services with partner agencies
• Vocational counseling
• Referral to VA Southeast Colorado Health Care System for (Post Traumatic Stress Disorder or other psychological counseling
• Referral to VA Vocational Rehabilitation
• Referral and coordination with County Veteran Service Officers
• Referral to a variety of supportive services
• Referral to training/educational entities
• Individualized job development

2. Moderate Priority Triage Level: Veterans who are employable but need some degree of assistance.

Special Services rendered to these Veterans include:

• Assessment
• Employment counseling
• Referral to supportive services
• Job Development

3. Basic Priority Triage Level: Veterans who are job ready and can serve themselves and do not require direct services of the LVER, are served by Employment Service Staff. These veterans are encouraged to use automated and/or other self help information systems to obtain referrals, interviews and employment.

Special emphasis is given to serving the following targeted groups of veterans:

• Female
• Minority
• Recently Released
• Disabled Veterans
• Economically Disadvantaged
• Welfare – TANF
• Viet Nam Era

Targeted veteran groups may require case management due to the following factors:

• Long term unemployed
• Older worker
• Substance abuse
• Low skills
• Homeless
• Attitudinal problems
• Lack of education
• No phone
• Stress factors
• Skill not in demand and not willing to move
• Sabotage interviews
• Major gaps in work history
• Language barriers
• Ex-felon
• Unrealistic job expectations
• Numerous job referrals or "No Show" or "Applicant Rejected Job"
• Mismatch – job wanted vs. skills listed
• Appearance
• Transportation problems
• Child care issues
• No drivers license
• Low self esteem
• Poor work history
• Dislocated worker
• Disability (Not service connected)

The Local Veteran Employment Representative provides functional supervision over the provision of Wagner-Peyser services provided to veterans and other eligibles by local Wagner Peyser staff.

All job orders processed through Job Link are filed searched for Veteran Preference in accordance with law and Colorado workforce policy (see Assurances Section). This means that any staff person working job orders within the Southeast Workforce System assumes responsibility for assuring that veteran preference in referral on all job orders. Federal Contractor Job Listings are identified in Job Link and are automatically put on a twenty-four hour hold to search and call in qualified veterans.

 

In reference to job referrals the following priority is observed:

1. Special disabled veterans
2. Viet Nam Era veterans
3. Disabled veterans and other special disabled veterans
4. All other veteran and eligibles
5. Non veterans

The five-year outcome projection for Southeast Region veterans is that staff will strive to meet performance standards (see Section E), and that veterans will receive the services they need to help them obtain self-sufficient employment.

3. How will Wagner-Peyser and Unemployment Insurance services be fully integrated into the system during the next five years?

Services funded by the Wagner-Peyser Act are an integral part of the Southeast Region's Workforce system and do not exist as a stand-alone system. Services are universally available.

The Colorado Department of Labor and Employment is responsible for the State’s Wagner-Peyser administration. Contracts are performance-based and delineate a minimum set of core services that must be provided. Each region is monitored on an annual basis to ensure compliance with the terms and conditions of the contract as well as the federal requirements governing the Employment Service. The State also issues policy guidance letters and provides technical assistance to the regions on an as-needed basis.

The formerly stand-alone automated systems for the Wagner-Peyser and Job Training Partnership Act programs were integrated into a single system to facilitate the integration of employment and training programs under WIA and the one-stop environment. In addition to a single automated system for Wagner-Peyser and WIA, the State is in the process of creating a "screen scrape" to pull common data elements from the automated systems of partner programs to eliminate duplicate information gathering. This "screen scrape" will become bi-directional once the programming for the new Department of Human Services’ automated system is complete.

Integration of Unemployment Insurance (UI) services into the system:

All UI services are provided through a centralized telephone system administered by the Colorado Department of Labor & Employment. The regions provide information as to how to access the system, and, when necessary, may provide access to a telephone. All inquiries regarding unemployment insurance claimant information, benefits, etc. are referred to the UI Program.

An interface has been created between the UI and One-Stop automated systems to transmit information back and forth. When a new claim is filed, the common data elements are copied from the UI system; at the same time, a daily report is generated that contains the names and social security numbers of all claimants who have filed a new, reopened or additional claim and need to register for work. After the claimant registers for work with the workforce center, the information is transmitted to UI and their claim record is automatically updated.

4. Describe how the work test and feedback requirements (Wagner Peyser Act Section 7(a)(3)(F) for all Unemployment Insurance (UI) claimants will be met. How is information provided on claimant registration, job referrals, and the results of referrals to the Colorado Department of Labor and Employment, Unemployment Insurance programs?

All Unemployment Insurance claimants are required to engage in an active work search for each week of benefits claimed, unless they meet the requirements of "job attached status" or receive a waiver for "approved training" activities. In the Southeast Region, claimants who live in a location where there is no Workforce Center have the option of registering for work in person or by telephone. At registration, staff provide claimants information about the full range of Workforce services including Resource Center, Internet access, America's Job Bank, job referrals, and referrals to supportive services. Staff advise claimants of the location and core services available at Southeast satellite offices (see Attachment D).

Colorado Unemployment Benefits System (CUBS) software is linked electronically to the Workforce Center client database and, once a claim is filed, CUBS generates a partial work registration for use by Workforce Center staff. This partial registration saves the claimant from providing the same information twice: once to Unemployment Insurance staff, and then again to the Workforce Center. State UI is automatically notified when each claimant's work registration is put in final form at the Workforce Center; this allows issuance of the first benefits check. UI staff also access the Workforce database to check registration/work search records at any time.

Southeast staff email State Unemployment Insurance staff in cases where claimants do not report for interviews, refuse suitable job offers, or are otherwise not able, available, or willing to accept work. Additional links with UI are being programmed; these include the reporting of individual work test issues and inactivation of claims due to working status or other reasons.

State-level Unemployment Insurance staff are responsible for Eligibility Review Program activities. Southeast Workforce staff assist by electronically notifying UI staff when information provided by claimants or prospective employers raises a possible problem under the able, available, and actively seeking/willing to accept work requirements. State UI program staff follow up on this information and make any necessary eligibility determinations.

5. Describe the reemployment services that will be provided to Worker Profiling, and Reemployment services claimants in accordance with the Wagner-Peyser Act.

Dislocated workers will have access to the full complement of services and resources offered at the Local Workforce Centers. At a minimum, applicant customers can take advantage of all self-help and staff-assisted core services. If an applicant's job search is unsuccessful after using core service resources, he or she would then move to intensive services and ultimately to training services as needed.

6. Describe the Wagner-Peyser Act funded strategies you will use to serve adult and dislocated workers with disabilities.

The Southeast Region is fully committed to ensuring that services are fully available to persons with disabilities. The Lamar and Rocky Ford Workforce Centers and the La Junta Satellite are fully accessible. Staff give individual assistance to persons with sight or hearing loss. Staff partner their services with local Vocational Rehabilitation staff so that each applicant receives the full range of Workforce services including job and career information, intensive services, training services, and supportive services.

At the state level, the Colorado Department of Labor & Employment has had, since 1994, an interagency agreement with the Division of Vocational Rehabilitation to facilitate communication and coordination of services between the two agencies. This agreement is reflected by close coordination in the Southeast Region. CDLE is currently working with Vocational Rehabilitation and the National Federation of the Blind to identify resources (including the possible use of Wagner-Peyser discretionary 10% funds) that could be used to help underwrite the costs of America’s Jobline, a telephone version of America’s Job Bank.

The State has also made training, site review, and accessibility repairs available to the Southeast Region to enhance local effectiveness in serving persons with disabilities. State staff completed a site review and accessibility repairs during April 2000 at the Rocky Ford Workforce Center.

 

1. The Southeast Region assures that it will comply with the federal requirements for veterans' employment programs and veterans' staff.
2. The Southeast Region assures that it will provide a three-tiered labor exchange service strategy and public merit staff employees will deliver the Wagner-Peyser funded services.
3. The Southeast Region assures that it will establish, in accordance with section 184 of the WIA, fiscal control and fund accounting procedures that may be necessary to ensure the proper disbursement of, and accounting for, funds paid to the local area by the state.
4. The Southeast Region assures that veterans will be afforded employment and training activities authorized in section 134 of WIA, to the extent practicable.
5. The Southeast Region assures that no funds received under the WIA will be used to assist, promote, or deter union organizing.
6. The Southeast Region assures that it will comply with the nondiscrimination provisions of section 188 and will collect and maintain data necessary to show compliance with the nondiscrimination provisions of said section.
7. The Southeast Region assures that it will comply with the following federal requirements:

1. General Administrative Requirements

-29 CFR part 97 Uniform Administrative Requirements

-29 CFR part 96 Single Audit Act, as amended by OMB Circular A-133

-OMB Circular A-87 Cost Principles, as amended

2. Assurances and Certifications

-Assurance for Nonconstruction Programs

-Nondiscrimination and Equal Opportunity Assurance

-Certification Regarding Lobbying (and regulation)

-Drug Free Workplace and Debarment and Suspension Certifications

3. Special Clauses/Provisions

Other special assurances or provisions as may be required under Federal law or policy, including specific appropriations legislation, the Workforce Investment Act, or subsequent Executive or Congressional mandates.

8. The Southeast Region assures that veterans and other preference eligible persons will be afforded a priority service, in accordance with the requirements of chapter 41 of title 38 and 20 CFR1001, in the One-Stop system for the provision of labor exchange services funded under the Wagner-Peyser Act.
9. The Southeast Region assures that it will comply with the confidentiality requirements of section 136(f)(3).
10. The Southeast Region certifies that the Wagner-Peyser Act Plan, which is part of this document, has been certified by the State Employment Security Administrator.
11. The Southeast Region certifies that the Workforce Investment Act section 167 grantees, advocacy groups as described in the Wagner-Peyser Act (e.g. veterans, migrant and seasonal farmworkers, people with disabilities, UI claimants), the State monitor advocate, agricultural organizations, and employers were given the opportunity to comment on the Wagner-Peyser Act grant document for agricultural services and local office affirmative action plans have been included for designated offices.
12. The Southeast Region assures that funds will be expended in accordance with the requirements of the WIA, the Wagner-Peyser Act, chapter 41 of Title 38, the regulations implementing such laws, written guidance issued by the Department of Labor, grant agreements, and other applicable Federal laws.
13. The Southeast Region and entities carrying out activities in the community who are in receipt of assistance from the workforce investment system or from the workforce investment system partners shall comply with the Architectural Barriers Act of 1968, sections 503 and 504 of the Rehabilitation Act of 1973, as amended, and the Americans with Disabilities Act of 1990.
14. The Southeast Region assures that state and local equal employment officers and advocates for groups protected from discrimination under WIA Section 188 will be included in the planning process in a meaningful way, beginning with the earliest stages.
15. The Southeast Region certifies that, in providing an opportunity for public comment and input into the development of the plan, the area has consulted with persons with disabilities and has provided information regarding the plan and the planning process, including providing the plan and supporting documentation in alternative formats when requested 112(b)(9).

1. Outreach - recruitment of applicant customers

2. Intake/registration - interview and input applicant information into the JobLink system

3. Orientation - explanation of services, introduction to resource center

4. Eligibility determination - preliminary screening to determine eligibility for JTPA, Voc Rehab, Unemployment Insurance, etc.

5. Initial assessment of skills, aptitudes and abilities - interviewing and asking questions that would prompt and assist applicant to consider his/her skills aptitudes and abilities-may assist applicant in computer assessment

6. Job search and placement assistance, including general information workshops - search of available position openings, job development for individuals or groups of individuals-workshops for overview of application completion, resume preparation, cover letter introduction and interviewing skills (usually ? -1 day in duration)

7. Employment referrals - reviewing employer job requirements, determining qualifications and referring to employer for consideration.

8. Resource center - area within the workforce center that would assist applicants in their job search (written and computer information and access, printers, telephone(s), access to fax and copy machine)

9. Provision of employment data and labor market information - information for local and out of area applicants in order to assist in their job search and/or relocation decisions

10. Provision of performance information - feedback to applicants concerning their resumes, application completion and work information as available.

11. Follow up services - applicant are contacted in order to review needs, verify work, assess satisfaction of services and review skills/experience.

1. Diagnostic assessment - a valid and reliable test of aptitudes and interests, used to give an applicant information about possible career and training goals.

2. Individual employment plan - a written document which identifies a series of actions leading to employment and which specifies the employment and training and social services to be provided.  It is developed jointly by the applicant and the staff member working with the applicant.

3. Group counseling, intensive workshops - activity designed to develop work habits to help individuals obtain and retain employment and includes any training necessary to assure the job readiness of  the individual.  It is designed to develop job seeking, job holding and basic life skills.

4. Individual counseling - designed to assist in examining barriers to employment, individual needs,  referrals to other agencies.

5. Case management - follow up of individual after and or between services have been provided in order to prevent activity gaps. Also, a collaborative approach between staff of multiple agencies working with a trainee or participant.

6. Short-term prevocational services (ESL, GED, Computer literacy, supportive services) - services or training on a short-term basis that would enable the individual to obtain or be more successful in their employment.

7. Job readiness training - designed to develop job seeking, job holding and basic life skills.

1. Occupational skills training - instruction designed to provide or upgrade individuals with the technical skills and information required to perform a specific job or group of jobs.

2. On-the-Job Training - training in the public or private sector given to an individual who has been referred to and hired by the employer.  On-the-Job Training occurs while the participant is engaged in productive work, which provides knowledge and skills essential to the performance of the job.

3. Skills upgrading and retraining - instruction designed to upgrade basic

skills and prepare the individual for further training.  Includes reading, writing, mathematics, literacy training, study skills, English for non-English speakers, and GED preparation.

4. Entrepreneurial training - instruction designed to assist the individual who is interested in opening his or her own business whether store front or home based.  Consists of workshops to teach required aspects of owning a business to include the productions of a business plan.

5. Apprenticeship training - designed to train the individual while working on the job at a beginning level and graduating skill levels and pay until journeyman level has been achieved.

6. Customized or workplace training - training assignment for the individual who needs assistance in becoming accustomed to basic work requirements or who has special needs in their work assignment.

1. Job listing -a detailed description, which highlights the employer's significant factors such as duties, worker trait data, equipment, qualifications, hours, days and other related information.

2. Job matching - individuals' skills are compared to the requirements of the job order to produce a listing of applicants most closely meeting the requirements of the order.

WIA - Workforce Investment Act of 1998, Public Law 105-220, signed into law August 7, 1998, implemented in Colorado July 1, 2000.

WFB - Workforce Board; a group appointed by the Local Elected Officials to select the region's Workforce operator, develop the local Workforce plan, appoint a youth council, and oversee the local program.

LEO - Local Elected Official; the County Commissioner group from the six counties of the Southeast Region. LEOs appoint members to the Workforce Board and youth council, designate the fiscal agent for WIA, and participate with the Board in planning and overseeing the local program.

MOU - Memorandum of Understanding between the Workforce Board and One-Stop Partner Agencies. The MOU is required by the Workforce Investment Act to define the services partners provide through the One-Stop delivery system, the funding and operational costs of the system, and the methods for referring individuals between the One-Stop Centers and the partners.

IEP - The Individual Employment Plan is developed with and signed by each customer who receives WIA training services. The IEP is based upon an assessment of the customer's career interests and aptitudes, current skills and work experience, employment barriers and strengths, and personal or family resources. The IEP outlines actions to be taken by the customer and by the Workforce system to learn skills, work maturity, and ultimately, permanent placement in employment.

ITA - An Individual Training Account enables each training customer to purchase training services from an eligible training provider (usually a Community College or other school) he or she selects in consultation with a case manager. Training duration and cost is delineated in each ITA.