Narrative: III. b. 2.

Since the initial state plan, representatives from Adult Education and Literacy, Career and Technical Education, Supplemental Nutrition Assistance, Temporary Assistance for Needy Families, Vocational Rehabilitation, Wagner-Peyser, and WIOA Adult, Dislocated Worker and Youth programs continue to work collaboratively to provide smooth referrals between and among the various one-stop partner agencies. This integrated service delivery model expects each partner’s staff will give customers the information they need to access partner services. If a partner is unsure of which agency to refer customers, the partner may make a referral to the local job center.

This includes the ability to provide meaningful assistance to Unemployment Insurance claimants in partnership with Division of Employment Security (DES). Missouri Job Center (MJC) staff must have adequate knowledge of claimant rights and responsibilities to assist them in understanding DES publications and correspondence.

Each partner will continue to develop the ability to track referrals and complete follow up to create a uniform and consistent process. Office of Workforce Development (OWD) requires MJC staff to document every referral including the method of referral and subsequent follow-up. Each referral must include an initial assessment (to the degree information can be shared), a listing of services already planned, and the services requested of the organization receiving the referrals.

All unemployment insurance (UI ) claimants are required to report to a Job Center and data from the UI system is automatically transmitted to the OWD Job Centers to aid claimant registration in jobs.mo.gov. Additionally, UI claimants that use the DES UInteract online application receive information regarding potential job opportunities when the claimant files the initial claim and each certified week. In 2019, DES updated its Work Search policy for UI claimants to further define work search activities that fulfill the requirements for continued UI program eligibility. The policy encourages claimants to leverage Missouri Job Center services to assist in their return to work. Participation in such services during the week can be credited toward meeting the work search requirement for the week.

CSBG offers individuals in the community an opportunity for resources not covered by other funding sources.  This supports the combination of braiding of resources from different agencies, partners, and funding sources.

The Office of Workforce Development, through Policy Issuance 08-2021, established the following requirements for co-enrollment:

Mandatory Co-Enrollment Requirement:

• All job seekers receiving staff-assisted services in a Missouri Job Center (including Youth) must be enrolled in the WP program. 
  • Any Missouri Job Center staff can—and should—complete the WP enrollment in the statewide electronic case-management system.
  • WIOA funded staff must complete a WIOA Basic Career enrollment immediately after completing a WP application.
  • Co-enrollment will ensure individuals receive employment services and other services they may be eligible for under the WIOA Title I programs.
• All TAA participants must be co-enrolled in the WIOA Dislocated Worker program, unless the enrollment is waived by the participant.
  • The TAA Code of Federal Regulations dictates that all TAA eligible workers[1] must have employment and case management services available, including placement and referrals to supportive services and follow-up services available through partner programs, to trade-affected workers during training, and after completion of training, and for adversely affected workers on a waiver from training[2].
  • Co-enrollment will ensure individuals receive the benefits and services they may be eligible for under the TAA and Title I Dislocated Worker programs.
  • Coordination of services and non-duplication through co-enrollment helps Federal resources go further in local areas and provides participants with access to a comprehensive suite of services.
• All National Dislocated Worker Grant participants must be co-enrolled in the WIOA Dislocated Worker program if they meet the eligibility requirements.

Other co-enrollment in complementary programs is consistent with the intent of WIOA.  Use this approach as appropriate, at the discretion of the Local WDB, in line with stated policy in its approved Local Plan.

At the discretion of the Local WDB, OWD staff may be authorized to enroll individuals in WIOA programs. This is allowable because eligibility determination, outreach and intake, comprehensive assessment, employment planning, and follow-up are all Career Services they are required to deliver

Strategy 1 - Utilize Partnerships to Provide High-Quality Customer Service 

The core and combined state plan partners developed an MOU committing to work together to provide high-quality workforce services. Partners continue to develop policies and service agreements to support collaboration in improving services. Partners cross train job center and other partner staff on programmatic requirements and processes. 

In 2019, Missouri (MVR) changed its employee performance evaluation policy to align with program year priorities. These priorities reflect agency’s performance with regard to the performance accountability measures under section 116 of WIOA. The priorities focus on individuals with disabilities achieving long-term retention and higher wages. MVR’s new employee evaluation policy instructs staff to set individual goals and strategies to operationalize the priorities. One of the priorities requires staff to create employment opportunities through strong community partnerships. District office policy promotes utilizing workforce partnerships to provide high-quality customer service.

MVR’s policy manual requires that any individual not eligible for the program must be referred to other workforce partners or programs for possible employment services. Individuals who meet eligibility requirements but are on a waiting list for services, are referred to designated job center staff for assistance with resources.

RSB’s Job Development unit provides services, information, and resources to local job centers and local businesses including education about employer benefits for hiring individuals with disabilities.

Strategy 2 - Create Sector Strategies

The partners require local providers through policy and guidance to utilize Missouri Economic Research and Information Center data or engage employers when placing clients in high-demand industry positions.

MVR’s policy manual guides staff in vocational planning. Staff are to explore current labor market information when goal planning with individuals to ensure employment availability in desired areas. Staff are directed to enlist the aid of MVR business services specialists to assist with identifying industry sector positions within their local regions.

RSB works with Statewide Workforce Development Boards, local WDB’s, and the Missouri Economic Research Information Center’s (MERIC) to determine key economic and industry indicators to help increase career opportunities for RSB clients.

Strategy 3 - Develop Career Pathways 

When partners provide job placement services, they have policies in place that require providers to create career pathways with clients. A more robust service structure allows the creation of better career pathways for customers; therefore, Missouri is initiating a combined referral process to explore the feasibility of a unified intake system. 

As mentioned above, MVR changed its employee performance evaluation policy to align with program year priorities. One of the priorities requires staff to utilize a career pathways approach to vocational planning.

RSB develops partnerships with the job centers’ “Business Services” has allowed RSB to expand employer outreach and to attain local job market trends. RSB has partnered with MVR to have informational meetings with all job centers across the state on services offered and how to partner for common clients. 

Strategy 4 - Leverage Leadership from Core Partners to Move Forward on Missouri Goals 

Partners continue to learn about each service offered and use this information to align polices with Missouri’s vision and goals. Creating policies that support consistent messaging is vital to improving services to customers. Co-enrollment continues to be a focus for partners and will be an ongoing effort regarding referrals and tracking services. 

MVR has representation on all 14 workforce development boards. The collaboration between OWD and MVR staff members during local workforce board meetings promotes progress on the state’s workforce system goals. MVR staff also participates in board subcommittees such as disability committees. The value MVR leadership’s places on partnering is evident in its policy requiring local staff to work directly with local workforce boards and job centers. MVR has representation on the WIOA Steering committee and subcommittees. MVR chairs all but one of the six committees.

RSB staff participates in the local WDB meetings. RSB executive staff is involved with multiple WIOA committees and has a representative on the Missouri Association for Workforce Development Board. 

DSS implemented the DSS Learning Labs to share DSS program and partner program information to anyone through live and recorded trainings.  These trainings have allowed consistent messages to be delivered to any partner and provides staff development training that is required under the State of Missouri Leadership Development Rule for managers to receive 52 hours per year.

Strategy 5 - Create Environments that Foster Local Partnerships 

Partners not only align policies at the state level but also require it at the local level to coordinate services for the benefit of the customer. Co-enrollment is a valuable part of coordinating services and remains one of leadership’s priorities.  

MVR is facilitating partner meetings to engage local offices with respective job centers and RSB to train and to provide information on each other’s services. This includes instruction on how to braid services and make effective referrals. These meetings provide point of contact information for the purposes of continual collaboration and problem solving.

RSB’s policy manual provides guidance to staff to ensure collaboration with workforce partners for various situations such as RSB Chapter 9 for Information and Referral Services, RSB Chapter 16 for Pre-Employment Transition Coordination with workforce partners, and also RSB Chapter 22, which details guidance should an order of selection occur. This includes referral to federal and state programs (other than the vocational rehabilitation program), including other components of the statewide workforce development system and the Client Assistance Program. 

CSBG requires a community-wide needs assessment every three years from the 19 Community Action Agencies.

Strategy 6 - Devote and Reallocate Resources that Generate Partnerships 

Partners continue to develop policies to share and reallocate resources that lead to non-duplication of efforts and additional capacity. Partners continue to follow MOU and Infrastructure Funding Agreement guidelines, which encourages utilizing all resources including cash and in-kind contributions. This leads to the opportunity for increased and new partner collaboration.

The MVR policy manual requires staff to consider the availability for comparable services through other partners to maximize resources. An online self-referral system is in development as a future option for program access. In addition, MVR is adding links to workforce partners’ websites including access to their self-referral systems and program information.

CSBG offers individuals in the community an opportunity for resources not covered by other funding sources. This supports the combination of braiding of resources from different agencies, partners, and funding sources.

Adult Education and Literacy service providers must provide information on WIOA partner services to all students during intake. Further, programs must collect demographics and evaluate barriers to employment to determine appropriate partner referrals. The DESE AEL Information for Bidders states this requirement. Potential providers must address their intake process, partner referrals, and coordination with LWDBs in the grant application.

Specifically, applicants are evaluated on the degree to which they would be responsive to--

1. Regional needs as identified in the local workforce development plan; and
2. Serving individuals in the community who were identified in such plan as most in need of adult education and literacy activities, including individuals who—
   1. Have low levels of literacy skills; or
   2. Are English language learners;
3. The ability of the applicant to serve eligible individuals with disabilities, including eligible individuals with learning disabilities;
4. The extent to which the applicant demonstrates alignment between proposed activities and services and the strategy and goals of the local plan, as well as the activities and services of the one-stop partners.

In the grant application, potential service providers must also describe

1. Whether the applicant coordinates with other available education, training, and social service resources in the community, such as by establishing strong links with elementary schools and secondary schools, postsecondary educational institutions, institutions of higher education, Local WDBs, one-stop centers, job training programs, and social service agencies, business, industry, labor organizations, community-based organizations, nonprofit organizations, and intermediaries, in the development of career pathways;
2. Whether the applicant's activities offer the flexible schedules and coordination with Federal, State, and local support services (such as child care, transportation, mental health services, and career planning) that are necessary to enable individuals, including individuals with disabilities or other special needs, to attend and complete programs; and
3. Whether the local area in which the eligible provider is located has a demonstrated need for additional English language acquisition programs and civics education programs.

To support co-location and the One-Stop system, DESE AEL allows its local programs to spend AEFLA funds on One-Stop infrastructure costs. Unless through a WIOA-required Infrastructure Funding Agreement, DESE expects host agencies to provide infrastructure for local service providers.

In addition to tracking referrals in the statewide student data management system, DESE AEL monitors the following policies published in the statewide Policy and Procedure Guide. These policies are also stated in the Information for Bidders before the grant competition.

DESE AEL Outreach and Community Partnerships Guidelines for Local Service Providers

AEL local programs must coordinate activities with other available resources in the community and establish strong links with elementary and secondary schools, postsecondary educational institutions, job centers, job training programs, non-profit organizations, and social service agencies. Coordination with other available resources in the community must, at a minimum, meet the description of such activities in the local program’s grant/contract with DESE AEL.

• • • Local programs should maintain updated contact and program details with other agencies, programs, and organizations for referral purposes.
    • The host agency should support the local program beyond state funding including in-kind, infrastructure, and/or monetary funding.
    • Local programs should inform students about the availability of additional academic or occupational training.
    • Local programs should develop the collaborations and partnerships identified in their most recent grant application.
    • Local programs should have a plan for informing adults of services provided and the times and locations of classes.

DESE AEL Guidelines to Connect Students with Title I Services

• • • Local programs must provide Information regarding Missouri Job Center services to all students during orientation.
    • Local programs must refer students to Missouri Job Centers when appropriate.
    • Refer students needing supportive services to overcome barriers to attendance to Missouri Job Centers. The Job Center will determine eligibility and assist in finding available supportive services.
    • Refer students who are unemployed/underemployed to a local Job Center. Employment concerns may impact student attendance.
    • Refer students approaching completion of AEL services to Missouri Job Centers for career services including post-secondary training or employment.
    • The local program must enter all referrals to a Job Center into LACES and give a referral form to the student (example form provided to local programs).
    • An AEL (Title II) participant (pre-tested with 12+ hours) who also enrolls in Title I at a Missouri Job Center during the reporting period is considered co-enrolled (a MoJobs account is not Title I enrollment).

Local program must refer all AEL students to a Missouri Job Center when appropriate for co-enrollment in Title I. DESE AEL monitors this requirement with data matching.
 

In conjunction with the partners, OWD developed and revised the Policy Issuance 04-2019, which addresses the One-Stop Certification requirements, and how partners must play a role:

SUMMARY:

This Issuance communicates Missouri’s process and criteria for evaluating and certifying Comprehensive (full service) Missouri Job Centers (CJC) and Affiliate Job Centers (AJC) under the Workforce Innovation and Opportunity Act (WIOA).   This Issuance supersedes and replaces previous guidance on the subject.

BACKGROUND:

Title I of WIOA requires the Missouri Workforce Development Board (MOWDB), in consultation with local Chief Elected Officials (CEO) and Local Workforce Development Boards (LWDB) in their Local Workforce Development Area (LWDA) to establish objective criteria and procedures  to evaluate and to certify Comprehensive  and Affiliate Job Centers at least once every three years.  This evaluation and certification examines effectiveness (including customer satisfaction), physical and programmatic accessibility, and continuous improvement. The LWDB must certify CJCs and AJCs to be eligible for infrastructure cost funding. When the LWDB is the one-stop operator,[1] the MOWDB must certify the one-stop center.

SUBSTANCE:

I. CJC and AJC Evaluation and Certification Criteria

CJC and AJC certification is the responsibility of the LWDB.   The LWDB shall be responsible for establishing Certification Review Teams and coordinating reviews for each CJC and AJC in its LWDA utilizing the criteria and process established by the MOWDB. An AJC is defined as a site that makes available to jobseekers and employer customers one or more of the one-stop partners’ programs, services and activities.   Each member of the LWDB’s Certification Review Team must use:

• Missouri Comprehensive Job Center Certification Review Form (Attachment 2) for each full service CJC.
• Missouri Affiliate Job Center Certification Review Form (Attachment 3) for each AJC.  

The Office of Workforce Development (OWD) on behalf of MOWDB, is responsible for oversight of the CJC and AJC certification process and shall review and update the certification criteria every two years as part of the review and modification of the WIOA State Plan.   The LWDB may establish additional criteria and set higher standards for service coordination beyond those set by MOWDB.   Any such additional criteria must be clearly identified in addenda to the applicable Certification Review Form. LWDBs that choose to establish additional criteria may modify the certification forms to include additional expectations but must, at minimum, complete all parts of the appropriate attached review form for each CJC and AJC.

II. Certification Review Teams

The Certification Review Teams are responsible for conducting independent and objective evaluations of CJCs and AJCs, and making certification recommendations to the LWDB.

The Certification Review Teams shall be comprised, at minimum, of the LWDB chair or his/her designee, a representative from a core WIOA partner agency,  a representative from a required WIOA partner agency, and a representative from the OWD Regulatory Compliance Team, assigned by the OWD Director. The chair of the local board or his/her designee must convene and lead the Certification Review Team to conduct an independent, objective evaluation of each CJC and AJC.

Conflict of Interest and Confidentiality:

WIOA, its law and implementing regulations, was designed to minimize organizational conflicts of interest through segregation of duties, disclosure, and recusal in order to foster public and partner confidence. Because conflicts of interest can adversely impact the reputation and integrity of Missouri Job Centers, it is important to avoid even the appearance of conflict of interest. One-stop certification evaluations must be conducted by individuals who do not have a financial tie to the LWDB and must be of free of any conflicts of interest. Additionally, because Certification Review Team members will have access to private and confidential documents and information, each certification review team member must take and pass the Workforce Development confidentiality test and must sign a confidentiality statement.  Each Certification Review Team member must also sign a Reviewer Responsibilities Form (Attachment 1) prior to the certification review.

III. CJC and AJC Evaluation Process and Certification Frequency

A. Timeline

At a minimum, the CJCs and AJC shall be evaluated for certification once every three years.   The LWDB may conduct additional site evaluations as they determine to be appropriate and warranted. Current CJC and AJC certification requirements are effective from the date of this Issuance. The LWDB will have until June 30, 2020, to complete CJC and AJC evaluations and submit certification determinations to Workforce Development, as described in Section IV of this issuance.

B. Evaluation Process

Each LWDB must meet the requirements of and follow the procedures described in this section for certification of each CJC and AJC in its local area.  The local Certification Review Team must take the following steps in its evaluation:

1. Schedule onsite evaluations of all CJC and AJC sites, and
2. Complete the appropriate Review Form during the onsite evaluations.

On-Site Evaluation will include:

1. Interviews

The Certification Team shall conduct staff interviews, using standard interview questions (Attachment 4) provided by the MOWDB. Interviewees shall include the One-Stop Operator responsible for that CJC or AJC, the OWD Supervisor (CJCs only), the Functional Leader or Program Operator Supervisor and a random sample of at least 20 percent of the frontline (OWD and partner) staff at that center to determine their level of knowledge pertaining to the following:

• • Programs and services, including WIOA required partner programs/services;
  • Local initiatives;
  • CJC or AJC policies and procedures;
  • Staff roles and contributions to performance; and
  • Awareness of accessibility requirements and available assistive technologies.

2. Surveys

OWD shall develop a customer satisfaction survey for job center customers that, at a minimum, will determine whether or not:

• • Why customers visited the CJC or AJC;
  • If customers receive the services they requested;
  • If customers receive information about services of which they were not aware;
  • If the services were easy to access;
  • If the facilities were easy to access, and if the customers were able to easily move around inside the facility; and
  • How services could be improved.

The Certification Review Team shall evaluate customer satisfaction survey results. The LWDB shall be responsible for disseminating the survey to customers served in the Job Centers.

OWD shall develop an employer satisfaction survey for employer customers that, at a minimum, will determine whether or not:

• • Employers received the services or information for which they contacted the Comprehensive or Affiliate Job Center;
  • Employers were informed of services of which they were not aware;                
  • Services were perceived as beneficial by the employers;
  • Services received met employers’ expectations; and
  • How programs/services could be improved.

The Certification Review Team shall evaluate employer satisfaction survey results. The LWDB shall be responsible for disseminating the survey to local employers served.

C. Documentation Review

To ensure that CJCs and AJCs are in compliance with all State and Federal regulations and policies, The Certification Review Team may request to inspect documentation which could include, but are not limited to, contracts, policy manuals, the local plan and/or other local policy or procedural documents.

D. Pre-Certification Requirements

A memorandum of understanding (MOU) between the local board and each required one-stop partner must be fully executed prior to the certification of CJCs and AJCs that must:

• Include a description of the services to be provided, the method of service delivery, the location(s) at which the services will be provided, and the cost sharing of infrastructure and local workforce delivery system costs.  The MOU must accurately reflect the way in which required partners will integrate services; and
• Be consistent with MOWDB’s current policy on MOUs and funding of local workforce delivery system operations in relation to negotiating costs and services.

A review of center’s accessibility must be completed.  Minimum certification criteria are required by WIOA to evaluate the CJC or AJC physical accessibility. This includes ensuring that the layout is inclusive of individuals regardless of their range of abilities and mobility. This also requires the physical characteristics of the facility to comply with 29 CFR part 38, the 2010 or most recent ADA standards for Accessible Design and the Uniform Federal Accessibility Standards.

• Prior to the Certification Review Team visit, every CJC and AJC should have completed an accessibility audit by a qualified inspector, such as an inspector from Centers for Independent Living (CIL), using Americans with Disabilities Act standards and criteria. The Certification Review Team will inspect any areas found deficient by the ADA audit as part of the site visit. Any deficiencies should be noted on the Certification Review Form.
• Every Certification Review Team will inspect technology in the CJC or AJC as part of the review process. At minimum, the centers should meet the technology standards of the current OWD Issuance on the “Minimum Standards for Assistive Technologies in Missouri Job Centers”[2]. Any deficiencies should be noted on the Certification Review Form.

IV. Certification Determination

CJC and AJC Certification Review Teams shall determine, as a group, whether each CJC or AJC has sufficiently met the certification criteria. Certification Review Teams shall use the Missouri Comprehensive Job Center Certification Review Form (Attachment 2) or the Missouri Affiliate Job Center Certification Review Form (Attachment 3) and submit a written determination to OWD and the MOWDB within 30 days of conducting the evaluations (not to extend beyond the aforementioned deadlines). Written determinations shall include:

• Correspondence from the LWDB Chair informing OWD if the CJC or AJC has been determined “Certified” or “Not Certified”;
• A signed Reviewer Responsibilities for each Certification Review Team member;
• A complete CJC or AJC Review Form documenting that each criteria reviewed included necessary comments to support the basis for determinations on criteria;
• Details regarding areas of deficiency;
• An action plan to bring deficient CJCs or AJCs into compliance; and
• Date for follow-up review, if necessary. Reevaluation of failed CJCs or AJCsmust be conducted within 90 daysof the written determination. The Certification Review Team shall submit to OWD, the MOWDB and the LWDB a follow-up, written determination within 30 days of the reevaluation.

V. Non-certification

CJCs or AJCs that fail to achieve certification after the 90-day reevaluation review shall be deemed probationary and OWD shall so notify the CEO. The LWDB shall have one year to bring the probationary CJC or AJC into compliance. If a LWDB fails to certify any CJC or AJC prior to the beginning of the ensuing Program Year, that CJC or AJC will not be eligible for infrastructure cost funding for the ensuing Program Year. This applies to both the Local Funding Mechanism[3] and the State Funding Mechanism[4]  for that purpose by State policy in alignment with Federal policy as described in WIOA[5] and the regulations.[6]