Waccamaw Workforce Development Area
Georgetown, Horry, & Williamsburg
Counties
Ayla Hemeon
Workforce
Development Director
Waccamaw Regional Council of Governments
2016 – 2020
TABLE OF CONTENTS
|
|
page |
|
|
|
|
Executive
Summary |
2 |
Section I: |
Workforce
and Economic Analysis |
4 |
Section II: |
Strategic
Visions and Goals |
17 |
Section III: |
Local Area Partnerships and Investment Strategies |
20 |
Section IV: |
Program
Design and Evaluation |
29 |
Section V: |
Operations
and Compliance |
40 |
EXECUTIVE SUMMARY
The Workforce Innovation and
Opportunity Act was signed into law on July 22, 2014 and became effective July
1, 2015. The Workforce Innovation and
Opportunity Act of 2014 supersedes the Workforce Investment Act of 1998 and
amends the Adult Education and Family Literacy Act, the Wagner-Peyser Act, and the Rehabilitation Act of 1973. The Workforce Innovation and Opportunity Act
is designed to help youth, job seekers and businesses. The Workforce Innovation and Opportunity Act
requires each Local Workforce Development Area to develop and submit to the
Governor a comprehensive four-year local plan, in partnership with the Chief
Elected Officials. The local plan serves
as a four-year action plan to develop, align, and integrate local area service
delivery strategies with those that support the State’s strategic and
operational goals.
The
Waccamaw Workforce Development Area is a three-county
Local Workforce Development Area including Georgetown, Horry, and Williamsburg
Counties. The comprehensive SC Works
Center is located in Conway, South Carolina with affiliate locations in
Georgetown and Kingstree.
Sector partnerships will be an important
strategy in the Waccamaw Workforce Development Area
and within our region. Waccamaw Workforce Development Area will focus its efforts
on Health Care and Manufacturing forecasted in-demand industries and
occupations. In terms of having a
comprehensive career pathways approach to building a talent pipeline for the
in-demand occupations, Retail, particularly as it relates to Hospitality, will
also be considered an existing in-demand industry that will provide a
stepping-stone for upward movement into middle skill in-demand industries and
occupations.
The
Waccamaw Workforce Development Board’s strategic
vision for preparing an educated and skilled workforce inclusive of youth and
individuals with barriers to employment in order to support the local area
economic growth and economic self-sufficiency is to guide the Waccamaw
workforce delivery system in developing a skilled workforce that meets the
needs of businesses and strengthens the local economy.
Strategic
Goals:
1.
Create a workforce system that is relevant to business
customers.
2.
Establish a sector partnership and career pathway model
to grow the talent pipeline of new and emerging in-demand industries and
occupations.
3.
Embrace a customer-centric methodology that serves
diverse populations and informs improved processes and procedures.
4.
Identify industries that have sustainable wage and career
opportunities.
5.
Support dynamic partner alignment and integration to
better serve business customers and jobseeker clients.
6.
Document evidence-based return on investment through a
performance management dashboard to track employment, retention, wages, and
educational attainment.
This plan demonstrates a strong
partnership of funding streams, economic development leaders, educational
institutions, chief elected officials, private business leaders, and
community-based organizations that will work together to build a talent
pipeline that meets the needs and expectations of business in the coming years.
SECTION I:
Workforce and Economic Analysis
1.
An analysis of the regional labor market data and economic
conditions, to include existing and emerging in-demand industry sectors and
occupations, and the employment needs of employers in those existing and
emerging in-demand industry sectors and occupations.
Waccamaw participates on the Pee Dee Region planning
group and worked with partner agencies to identify data and analyze potential
in-demand sectors and occupations.
Health Care as noted in the following two charts was selected as the
regional priority sector that will be the starting point for creating a
pipeline needed to meet the employment needs of employers within the
region.
An analysis of industry comparisons and
clusters clearly support the healthcare sector as an existing as well as
emerging in-demand industry sector.
The Pee Dee Region information shows significant job growth and
occupations that would be attainable to the targeted population of the Waccamaw Workforce Development Area.
Following is specific data regarding Health
Care and Manufacturing in the Waccamaw Workforce
Development Area.
Regional/Industry
Overview
Regional
Overview |
Horry County |
Georgetown |
Williamsburg County |
|
|
|
|
Population 2021 |
334,497 |
61,552 |
30,543 |
Population Change % |
+8% |
+1% |
-4% |
Total Industry Jobs 2021 |
140,853 |
27,132 |
11,868 |
Total Industry Job Change % |
+5% |
+4% |
+7% |
Current Median Earnings |
$37,236 |
$43,833 |
$41,624 |
Bachelor’s Degree + |
48,267 |
11,180 |
2,263 |
Industry
Overview |
|
|
|
Health
Care and Social Assistance |
|||
Jobs 2016 |
11,641 |
2,414 |
768 |
Job Change % |
+18% |
+9% |
+21% |
Earnings 2016 |
$57,590 |
$54,316 |
$29,678 |
% Demand Met in Region |
66.6% |
36.2% |
14.8% |
Ethnic Diversity % |
25.8% |
37.4% |
54.4% |
Manufacturing |
|||
Jobs 2016 |
3,131 |
2,287 |
2,455 |
Job Change % |
+0% |
+5% |
+5% |
Earnings 2016 |
$47,826 |
$75,590 |
$60,179 |
% Demand Met in Region |
4.5% |
6.3% |
4.6% |
Ethnic Diversity % |
28.7% |
37.2% |
55.7% |
South
Carolina Nonfarm Industry Employment – Annual Averages 2009, 2014
Today’s economy requires analysis of
statewide forecasted growth due to the commuting patterns of workers. Below is data to support Waccamaw’s selection of health care and manufacturing as
forecasted in-demand occupations.
Series
Code |
Title
|
2009
|
2014
|
2014-2009
|
Percent
Growth |
00000000
|
Total
nonfarm |
1,815,100
|
1,948,600
|
133,500
|
7.4%
|
05000000
|
Total
private |
1,467,500
|
1,592,300
|
124,800
|
8.5%
|
06000000
|
Goods-producing
|
305,400
|
316,300
|
10,900
|
3.6%
|
07000000
|
Service-providing
|
1,509,700
|
1,632,300
|
122,600
|
8.1%
|
08000000
|
Private
service-providing |
1,162,100
|
1,276,000
|
113,900
|
9.8%
|
10000000 |
Natural resources and mining
|
4,100 |
3,900 |
-200 |
-4.9% |
20000000 |
Construction |
87,500 |
82,300 |
-5,200 |
-5.9% |
30000000 |
Manufacturing |
213,800 |
230,100 |
16,300 |
7.6% |
40000000 |
Trade, transportation, and
utilities |
348,200 |
373,100 |
24,900 |
7.2% |
50000000 |
Information |
27,200 |
26,500 |
-700 |
-2.6% |
55000000 |
Financial activities |
100,800 |
96,500 |
-4,300 |
-4.3% |
60000000 |
Professional and business
services |
199,700 |
254,100 |
54,400 |
27.2% |
65000000 |
Education and health services |
208,400 |
225,800 |
17,400 |
8.3% |
70000000 |
Leisure and hospitality |
208,500 |
228,500 |
20,000 |
9.6% |
80000000 |
Other services |
69,400 |
71,700 |
2,300 |
3.3% |
90000000 |
Government |
347,600 |
356,300 |
8,700 |
2.5% |
SOURCE:
US Bureau of Labor Statistics, Current Employment Statistics (CES)
Program
South
Carolina Industry Employment Projections to 2022
Industry
|
2012
Estimated Employment |
2022
Projected Employment |
Total
2012-2022 Employment Change |
Total
Percent Change |
Total,
All Industries |
1,983,585
|
2,212,392
|
228,807
|
11.54%
|
Construction |
77,510 |
99,892 |
22,382 |
28.88% |
Health Care and Social Assistance |
225,765 |
284,803 |
59,038 |
26.15% |
Professional, Scientific,
and Technical Services |
79,490 |
97,807 |
18,317 |
23.04% |
Administrative and Support
and Waste Management |
139,778 |
168,228 |
28,450 |
20.35% |
Transportation and
Warehousing |
50,860 |
59,728 |
8,868 |
17.44% |
Real Estate and Rental and
Leasing |
25,420 |
28,727 |
3,307 |
13.01% |
Finance and Insurance |
65,868 |
73,640 |
7,772 |
11.80% |
Educational Services |
164,216 |
182,632 |
18,416 |
11.21% |
Arts, Entertainment, and
Recreation |
26,543 |
29,495 |
2,952 |
11.12% |
Other Services (except
Public Administration) |
81,310 |
90,317 |
9,007 |
11.08% |
Wholesale Trade |
65,769 |
72,188 |
6,419 |
9.76% |
Accommodation and Food Services |
190,193 |
207,650 |
17,457 |
9.18% |
Mining, Quarrying, and Oil
and Gas Extraction |
1,148 |
1,246 |
98 |
8.54% |
Utilities |
12,125 |
13,108 |
983 |
8.11% |
Retail Trade |
226,368 |
243,921 |
17,553 |
7.75% |
Information |
25,715 |
27,332 |
1,617 |
6.29% |
Public Administration-Local |
68,729 |
72,819 |
4,090 |
5.95% |
Management of Companies and
Enterprises |
16,435 |
17,332 |
897 |
5.46% |
Agriculture, Forestry,
Fishing and Hunting |
28,935 |
29,792 |
857 |
2.96% |
Manufacturing |
220,007 |
220,893 |
886 |
0.40% |
Public Administration-State |
41,162 |
41,003 |
-159 |
-0.39% |
Public
Administration-Federal |
27,940 |
24,499 |
-3,441 |
-12.32% |
SOURCE:
SC Department of Employment and Workforce, Industry Employment Projections
Program
By
2022 the Heath Care and Social Assistance industry will have the state’s
largest share of employment overtaking the current leader, Retail Trade, due to
its rapid expansion. Manufacturing and Accommodation and Food Services will
remain the third and fourth largest sectors, respectively. Following is specifics regarding growth of
these industries in each of Waccamaw’s three counties
including each County’s percent change in the forecasted in-demand industry,
average earnings, and businesses that hire within each forecasted industry by
size of business. Analysis shows that
jobs exist to support the investment in training dollars in the Health Care and
Manufacturing sectors.
INDUSTRY
SUMMARY FOR HEALTH CARE AND SOCIAL ASSISTANCE
Horry County,
SC
11,641 |
17.6% |
$57,590 |
Jobs (2016) |
% Change (2016-2021) |
Avg. Earnings Per Job (2016) |
32% below National average |
Nation: 10.9% |
Nation: $56,425 |
Georgetown County,
SC
2,414 |
9.4% |
$54,316 |
Jobs (2016) |
% Change (2016-2021) |
Avg. Earnings Per Job (2016) |
27% below National average |
Nation: 10.9% |
Nation: $56,425 |
Williamsburg
County, SC
768 |
20.7% |
$29,678 |
Jobs (2016) |
% Change (2016-2021) |
Avg. Earnings Per Job (2016) |
45% below National average |
Nation: 10.9% |
Nation: $56,425 |
TOP REGIONAL HEALTH
CARE AND SOCIAL ASSISTANCE BUSINESSES
Horry County,
SC
Business Name |
Industry Name |
Business Size |
Conway Medical Ctr |
General Medical and Surgical Hospitals (622110) |
Large (250+) |
Grand Strand Regional Med Ctr |
General Medical and Surgical Hospitals (622110) |
Large (250+) |
Mc Leod Loris |
General Medical and Surgical Hospitals (622110) |
Large (250+) |
Lighthouse Care Ctr Of Conway |
Psychiatric and Substance Abuse Hospitals (622210) |
Medium (50-249) |
Waccamaw Eoc |
Other Individual and Family Services (624190) |
Medium (50-249) |
Williamsburg
County, SC
Business Name |
Industry Name |
Business Size |
Williamsburg Regional Hospital |
General Medical and Surgical Hospitals (622110) |
Medium (50-249) |
Mc Nair Memorial Rehab |
Nursing Care Facilities (Skilled Nursing Facilities) (623110) |
Medium (50-249) |
Kingstree Nursing Facility |
Nursing Care Facilities (Skilled Nursing Facilities) (623110) |
Medium (50-249) |
Lane Head Start |
Child Day Care Services (624410) |
Medium (50-249) |
Williamsburg County Disability |
Other Individual and Family Services (624190) |
Small (0-49) |
Georgetown
County, SC
Business Name |
Industry Name |
Business Size |
Georgetown Memorial Hospital |
General Medical and Surgical Hospitals (622110) |
Large (250+) |
Waccamaw Community Hospital |
General Medical and Surgical Hospitals (622110) |
Large (250+) |
Prince George Healthcare Ctr |
Nursing Care Facilities (Skilled Nursing Facilities) (623110) |
Medium (50-249) |
St Elizabeth Place |
Nursing Care Facilities (Skilled Nursing Facilities) (623110) |
Medium (50-249) |
Lakes At Litchfield |
Continuing Care Retirement Communities (623311) |
Medium (50-249) |
INDUSTRY
SUMMARY FOR MANUFACTURING
Horry County,
SC
3,131 |
.1% |
$57,590 |
Jobs (2016) |
% Change (2016-2021) |
Avg. Earnings Per Job (2016) |
70% below National average |
Nation: -2.8% |
Nation: $79,107 |
Georgetown
County, SC
2,287 |
5.3% |
$75,590 |
Jobs (2016) |
% Change (2016-2021) |
Avg. Earnings Per Job (2016) |
11% below National average |
Nation: -2.8%% |
Nation: $79,107 |
Williamsburg
County, SC
2,455 |
5.4% |
$60,179 |
Jobs (2016) |
% Change (2016-2021) |
Avg. Earnings Per Job (2016) |
181% below National average |
Nation: -2.8% |
Nation: $79,107 |
TOP REGIONAL
MANUFACTURING BUSINESSES
Horry County,
SC
Business Name |
Industry Name |
Business Size |
Avx Corp |
Other Electronic Component Manufacturing (334419) |
Large (250+) |
New South Co Inc |
Cut Stock, Resawing Lumber, and Planing (321912) |
Large (250+) |
Pepsi Bottling Ventures |
Soft Drink Manufacturing (312111) |
Medium (50-249) |
Metglas Inc |
All Other Miscellaneous Fabricated Metal Product Manufacturing
(332999) |
Medium (50-249) |
Wolverine Brass Inc |
Plumbing Fixture Fitting and Trim Manufacturing (332913) |
Medium (50-249) |
Georgetown
County, SC
Business Name |
Industry Name |
Business Size |
International Paper Co |
Paper (except Newsprint) Mills (322121) |
Large (250+) |
3 V Chemical Corp |
All Other Miscellaneous Chemical Product and Preparation Manufacturing (325998) |
Medium (50-249) |
San-glass Fiberglass Co |
Mineral Wool Manufacturing (327993) |
Medium (50-249) |
Peddinghaus Corp |
Machine Tool Manufacturing (333517) |
Medium (50-249) |
Williamsburg
County, SC
Business Name |
Industry Name |
Business Size |
House Of Raeford Farms Inc |
Poultry Processing (311615) |
Medium (50-249) |
Palmetto Synthetics Llc |
Artificial and Synthetic Fibers and Filaments Manufacturing (325220) |
Medium (50-249) |
DSM Nutritional Products |
Biological Product (except Diagnostic) Manufacturing (325414) |
Medium (50-249) |
Three D Metal Works Inc |
Fabricated Structural Metal Manufacturing (332312) |
Medium (50-249) |
Pierce Machinery |
Machine Shops (332710) |
Medium (50-249) |
Industry Change Summary –
Health Care and Manufacturing
County |
2016 Jobs |
2021 Jobs |
Change |
% Change |
2016 Average Earnings |
2016 Payrolled Business Locations |
Georgetown |
4,701 |
5,048 |
347 |
7% |
$64,667 |
285 |
Horry |
14,772 |
16,821 |
2,049 |
14% |
$55,520 |
838 |
Williamsburg |
3,224 |
3,514 |
290 |
9% |
$52,909 |
82 |
Industry Breakdown - 2016
Jobs
Industry |
Georgetown |
Horry |
Williamsburg |
Health Care and Social Assistance |
2,414 |
11,641 |
768 |
Manufacturing |
2,287 |
3,131 |
2,455 |
Industry Breakdown – 2021 Jobs
Industry |
Georgetown |
Horry |
Williamsburg |
Health Care and Social Assistance |
2,640 |
13,686 |
927 |
Manufacturing |
2,408 |
3,135 |
2,587 |
Industry Breakdown – % Change
2016 to 2021
Industry |
Georgetown |
Horry |
Williamsburg |
Health Care and Social Assistance |
9% |
18% |
21% |
Manufacturing |
5% |
0% |
5% |
Industry Breakdown – Payrolled Business Locations
Industry |
Georgetown |
Horry |
Williamsburg |
Health Care and Social Assistance |
229 |
648 |
50 |
Manufacturing |
56 |
838 |
82 |
Top Occupations – 2021 Jobs
Descriptions |
Georgetown |
Horry |
Williamsburg |
Personal Care Aides |
354 |
847 |
138 |
Nursing Assistants |
185 |
887 |
75 |
Registered Nurses |
169 |
1514 |
97 |
Medical Assistants |
142 |
630 |
16 |
Laborers and Freight, Stock, and Material Movers, |
124 |
134 |
71 |
Total |
972 |
4,013 |
397 |
·
The
knowledge and skills necessary to meet the employment needs of the employers in
the region, including those in in-demand industry sectors and occupations;
Statewide, South
Carolina showed the following educational levels.
South
Carolina Measures of Labor Supply by Education Level |
||||||||||||
Education
Level |
OES
2013 |
%
of Total |
Estim2010
OEP Employment |
%
of Total |
Estim2012
OEP Employment |
%
of Total |
QWI
2013 Beg Qtr Employ 25+ |
%
of Total |
||||
Less than high school |
531,300 |
29% |
485,840 |
28% |
559,324 |
29% |
208,446 |
13% |
||||
High school diploma or
equivalent |
781,960 |
43% |
766,313 |
45% |
792,736 |
41% |
486,671 |
31% |
||||
Some college or associate's
|
197,110 |
11% |
187,200 |
11% |
222,246 |
11% |
507,458 |
33% |
||||
Bachelor's or higher |
302,080 |
17% |
282,491 |
16% |
364,675 |
19% |
354,044 |
23% |
||||
Total
|
1,812,450
|
100%
|
1,721,844
|
100%
|
1,938,981
|
100%
|
1,556,620
|
100%
|
||||
Education
Level |
CPS
2013 Labor Force* |
%
of Total |
CPS
2013 Employed* |
%
of Total |
CPS
2013 Unemployed* |
%
of Total |
ACS
2013 Employed Ages 25-64 |
%
of Total |
||||
Less than high school |
146,000 |
8% |
128,200 |
7% |
17,900 |
15% |
142,921 |
8% |
||||
High school diploma or
equivalent |
557,700 |
30% |
514,800 |
29% |
42,900 |
37% |
442,642 |
26% |
||||
Some college or associate's
|
522,500 |
28% |
487,900 |
28% |
34,900 |
30% |
571,198 |
34% |
||||
Bachelor's or higher |
648,500 |
35% |
628,500 |
36% |
20,000 |
17% |
537,601 |
32% |
||||
Total
|
1,874,700
|
100%
|
1,759,400
|
100%
|
115,700
|
100%
|
1,694,362
|
100%
|
||||
Education
Level |
CPS
2013 Labor Force** |
%
of Total |
CPS
2013 Employed** |
%
of Total |
CPS
2013 Unemployed** |
%
of Total |
||||||
Less than high school |
207,750 |
10% |
173,153 |
9% |
34,597 |
21% |
||||||
High school diploma or
equivalent |
644,249 |
30% |
582,187 |
29% |
62,062 |
37% |
||||||
Some college or associate's
|
649,328 |
30% |
602,449 |
30% |
46,879 |
28% |
||||||
Bachelor's or higher |
679,471 |
31% |
657,004 |
33% |
22,467 |
14% |
||||||
Total
|
2,180,797
|
100%
|
2,014,792
|
100%
|
166,005
|
100%
|
||||||
SOURCES:
Bureau of Labor Statistics (BLS) & SCDEW, Occupational Employment
Projections (OEP) Program, Occupational Employment Statistics Program (OES); |
||||||||||||
U.S.
Census Bureau 2013 Quarterly Workforce Indicators Data (QWI)
Longitudinal-Employer Household Dynamics Program, Current Population Survey
(CPS), |
||||||||||||
American
Community Survey (ACS). |
||||||||||||
Notes: Percentages may not
add due to rounding. |
||||||||||||
* Current Population
Survey, 2013 Annual Average for Persons aged 25 years and older |
||||||||||||
** Current Population
Survey, 2013 Annual Average for Persons aged 16 years and older |
Data for the
Pee Dee region provided typical entry level education requirements for the
majority of healthcare occupations such as Registered Nurses require an
Associate’s Degree while Personal Care Aides require certification/licenses. The majority of manufacturing jobs require
certification/licenses but do not require college level degrees.
·
An
analysis of the current workforce in the region, including employment and
unemployment data, labor market trends, and the educational and skill levels of
the workforce, including individuals with barriers to employment; and,
Employment and Unemployment Labor Force
An important
component of the economy is the labor force in South Carolina. By definition, the labor force measures
people at their resident location and equals the sum of the employed and the
unemployed.
Employment in South Carolina
declined sharply during the “Great Recession” but surpassed its pre- recession
highs after years of slow, steady growth. The steady increases in employment
encouraged more individuals to join the labor force and since early 2014, the
state’s labor force has experienced solid growth.
The labor force rose from 2005 to
2007 when it dipped slightly. It ascended to a high of 2,166,582 in March 2009
before it fell again. The labor force remained fairly stable at about 2,172,000
from mid-2011 until the first quarter of 2014 when it began rising again to
reach an all-time high of 2,245,987 in March 2015.
Unemployment and Employment
The unemployment rate is the
percent of the labor force that is unemployed. In South Carolina, the
unemployment rate remained relatively steady at approximately 6.7 percent from
2005 through the third quarter of 2006 when it fell to a pre-recession low of
5.6 percent in May and June of 2007. In early 2008, the rate began to climb and
accelerated in the fall of that year to reach a high of 11.7 percent by
December 2009 and January 2010. The unemployment rate then began to fall, reaching
6.1 percent in early 2014. At that point, the rate rose modestly to 6.7 percent
in March 2015 as the job recovery enticed people to join the workforce.
Employment
Employment
steadily rose over the period 2005 to 2008 where it reached its early recession
high of 2,007,667 in January 2008. Employment declined by almost 112,000 people
from January 2008 to November 2009 as the recession intensified. Since that
low, employment has steadily risen by more than 200,000 to reach a record high
of 2,096,110 in March 2015.
South Carolina Projected Average Annual
Job Openings by Career Cluster, 2012-2022
Career
Cluster |
Postsecondary
Non-Degree Award |
Associate's
|
Bachelor's
|
Master's |
Doctorate
|
Total
|
Agriculture, Food &
Natural Resources |
45 |
86 |
- |
131 |
||
Architecture &
Construction |
211 |
34 |
463 |
708 |
||
Arts, Audio/Video
Technology & Communications |
126 |
16 |
274 |
416 |
||
Business, Management and
Administration |
2,008 |
7 |
2,015 |
|||
Education & Training |
94 |
178 |
2,373 |
574 |
370 |
3,589 |
Finance |
1,179 |
1,179 |
||||
Government & Public
Administration |
158 |
24 |
182 |
|||
Health Science |
2,395 |
2,438 |
494 |
305 |
905 |
6,537 |
Hospitality & Tourism |
120 |
120 |
||||
Human Service |
270 |
21 |
334 |
161 |
786 |
|
Information Technology |
86 |
886 |
972 |
|||
Law, Public Safety,
Corrections & Security |
214 |
159 |
15 |
214 |
602 |
|
Manufacturing |
224 |
293 |
517 |
|||
Marketing |
629 |
629 |
||||
Science, Technology,
Engineering & Mathematics |
1,160 |
19 |
10 |
1,189 |
||
Transportation,
Distribution & Logistics |
857 |
18 |
82 |
957 |
||
Grand Total |
4,391 |
3,288 |
10,261 |
1,090 |
1,499 |
20,529 |
SOURCE:
BLS, SCDEW, Occupational Employment Projections (OEP), 2012-2022 Projections
South
Carolina Postsecondary Completers by Career Cluster 2012-2013
Career
Clusters |
Postsecondary
Non-Degree Award |
Associate's
|
Bachelor's
|
Master's
|
Doctorate
|
Total
|
Agriculture, Food &
Natural Resources |
50 |
95 |
357 |
68 |
12 |
582 |
Architecture &
Construction |
598 |
189 |
140 |
53 |
5 |
985 |
Arts, Audio/Video
Technology & Communications |
150 |
95 |
2,139 |
194 |
25 |
2,603 |
Business Management &
Administration |
525 |
1,003 |
3,246 |
997 |
15 |
5,786 |
Education & Training |
271 |
3,056 |
4,409 |
2,092 |
158 |
9,986 |
Finance |
235 |
236 |
950 |
154 |
- |
1,575 |
Government & Public
Administration |
- |
- |
739 |
67 |
13 |
819 |
Health Science |
3,147 |
2,127 |
1,703 |
655 |
756 |
8,388 |
Hospitality & Tourism |
268 |
167 |
474 |
31 |
7 |
947 |
Human Services |
648 |
610 |
1,927 |
802 |
41 |
4,028 |
Information Technology |
359 |
464 |
473 |
111 |
16 |
1,423 |
Law, Public Safety,
Corrections & Security |
153 |
667 |
600 |
42 |
218 |
1,680 |
Manufacturing |
1,185 |
479 |
31 |
- |
- |
1,695 |
Marketing |
31 |
77 |
858 |
40 |
- |
1,006 |
Science, Technology,
Engineering & Mathematics |
95 |
591 |
5,535 |
840 |
251 |
7,312 |
Transportation,
Distribution & Logistics |
689 |
144 |
3 |
7 |
- |
843 |
Grand Total |
8,404 |
10,000 |
23,584 |
6,153 |
1,517 |
49,658 |
SOURCE:
SC Commission on Higher Education (CHE)
NOTE: For CHE, all awards
above Bachelor's degree and below Doctorate level were included in Master's.
In the Waccamaw Workforce Development
Area specifically the unemployment rates continue to be significantly above
those of South Carolina and of the United States. Here is a breakdown of employment versus
unemployment by County compared to statewide and nationwide.
Year |
Georgetown County |
South Carolina |
United States |
||||||
Employ |
Unemp |
Rate |
Employ |
Unemp |
Rate |
Employ |
Unemp |
Rate |
|
2015 |
23,135 |
2,112 |
8.4% |
2,122,573 |
134,504 |
6.0% |
148,834,000 |
8,296,000 |
5.3% |
2014 |
22,655 |
2,109 |
8.5% |
2,074,277 |
142,505 |
6.4% |
146,305,000 |
9,617,000 |
6.2% |
2013 |
21,884 |
2,467 |
10.1% |
2,022,444 |
166,924 |
7.6% |
143,929,000 |
11,460,000 |
7.4% |
2012 |
21,696 |
2,944 |
11.9% |
1,983,506 |
200,607 |
9.2% |
142,469,000 |
12,506,000 |
8.1% |
2011 |
22,064 |
3,468 |
13.6% |
1,945,900 |
229,623 |
10.6% |
139,869,000 |
13,747,000 |
8.9% |
2010 |
22,272 |
3,774 |
14.5% |
1,915,045 |
240,623 |
11.2% |
139,064,000 |
14,825,000 |
9.6% |
2009 |
26,618 |
3,604 |
11.9% |
1,910,670 |
242,075 |
11.2% |
139,877,000 |
14,265,000 |
9.3% |
2008 |
28,113 |
2,254 |
7.4% |
1,996,409 |
145,823 |
6.8% |
145,362,000 |
8,924,000 |
5.8% |
Year |
Horry County |
South Carolina |
United States |
||||||
Employ |
Unemp |
Rate |
Employ |
Unemp |
Rate |
Employ |
Unemp |
Rate |
|
2015 |
126,880 |
9,596 |
7.0% |
2,122,573 |
134,504 |
6.0% |
148,834,000 |
8,296,000 |
5.3% |
2014 |
123,988 |
9,843 |
7.4% |
2,074,277 |
142,505 |
6.4% |
146,305,000 |
9,617,000 |
6.2% |
2013 |
121,310 |
11,422 |
8.6% |
2,022,444 |
166,924 |
7.6% |
143,929,000 |
11,460,000 |
7.4% |
2012 |
118,816 |
13,699 |
10.3% |
1,983,506 |
200,607 |
9.2% |
142,469,000 |
12,506,000 |
8.1% |
2011 |
116,581 |
15,766 |
11.9% |
1,945,900 |
229,623 |
10.6% |
139,869,000 |
13,747,000 |
8.9% |
2010 |
114,862 |
16,087 |
12.3% |
1,915,045 |
240,623 |
11.2% |
139,064,000 |
14,825,000 |
9.6% |
2009 |
115,067 |
15,219 |
11.7% |
1,910,670 |
242,075 |
11.2% |
139,877,000 |
14,265,000 |
9.3% |
2008 |
121,473 |
9,242 |
7.1% |
1,996,409 |
145,823 |
6.8% |
145,362,000 |
8,924,000 |
5.8% |
Year |
Williamsburg County |
South Carolina |
United States |
||||||
Employ |
Unemp |
Rate |
Employ |
Unemp |
Rate |
Employ |
Unemp |
Rate |
|
2015 |
11,635 |
1,183 |
9.2% |
2,122,573 |
134,504 |
6.0% |
148,834,000 |
8,296,000 |
5.3% |
2014 |
11,358 |
1,254 |
9.9% |
2,074,277 |
142,505 |
6.4% |
146,305,000 |
9,617,000 |
6.2% |
2013 |
11,083 |
1,582 |
12.5% |
2,022,444 |
166,924 |
7.6% |
143,929,000 |
11,460,000 |
7.4% |
2012 |
10,460 |
1,957 |
15.8% |
1,983,506 |
200,607 |
9.2% |
142,469,000 |
12,506,000 |
8.1% |
2011 |
11,185 |
2,242 |
16.7% |
1,945,900 |
229,623 |
10.6% |
139,869,000 |
13,747,000 |
8.9% |
2010 |
11,048 |
2,303 |
17.2% |
1,915,045 |
240,623 |
11.2% |
139,064,000 |
14,825,000 |
9.6% |
2009 |
13,552 |
2,304 |
14.5% |
1,910,670 |
242,075 |
11.2% |
139,877,000 |
14,265,000 |
9.3% |
2008 |
13,835 |
1,602 |
10.4% |
1,996,409 |
145,823 |
6.8% |
145,362,000 |
8,924,000 |
5.8% |
·
An
analysis of workforce development activities in the region, including available
education and training opportunities.
This analysis must indicate the strengths and weaknesses of workforce
development activities necessary to address the education and skill needs of
job seekers, including individuals with barriers to employment, and the
employment needs of employers in the region.
Groups with Barriers to Employment
South
Carolina’s workforce is diverse. Different population groups often face varying
challenges and barriers and may need more specific or dedicated services to
meet their employment and training needs. There are many programs and services
that address the needs of individuals with barriers to employment. Additionally
measures are being taken at the state and local levels to further improve
programmatic and physical accessibility for LEP individuals and individuals
with disabilities, and to improve overall education and employment outcomes for
all individuals, but especially individuals with significant barriers to
employment.
There
are 371,516 people in the Waccamaw area living in
poverty. 24,050 are under the age of 18. Horry County is home to 75% of Waccamaw’s impoverished individuals.
Poverty |
|||
Georgetown County |
Horry County |
Williamsburg County |
Total Waccamaw |
59,780 |
280,106 |
31,630 |
371,516 |
Source: 2010-2014 American Community Survey |
Sixteen
percent (16%) of Waccamaw’s population has a
disability. With 43,876, Horry County has the largest number of individuals
with disabilities in our area, representing 74%.
Disability |
|||
|
Waccamaw
Civilian Non-Institutionalized Population |
Population with a
Disability |
|
Georgetown |
59,832 |
9,242 |
|
Horry |
281,901 |
43,876 |
|
Williamsburg |
31,749 |
6,441 |
|
TOTAL Waccamaw |
373,482 |
59,559 |
|
Source: 2010-2014
American Community Survey |
Five
hundred and ninety-five (595) homeless individuals were counted in Waccamaw one night in January 2016. Of this total, 329 were
unsheltered, 97 were in Emergency shelters and 169 were in transitional
shelters. 83% of Waccamaw’s homeless population were
located in Horry County.
Homeless 2016 |
||||
|
Emergency Shelter |
Transitional Shelter |
Unsheltered |
Total |
Horry |
97 |
159 |
236 |
492 |
Georgetown |
0 |
0 |
71 |
71 |
Williamsburg |
0 |
10 |
22 |
32 |
TOTAL Waccamaw |
97 |
169 |
329 |
595 |
Source: SC Coalition for
the Homeless 2016 Point-in-Time Report |
According
to the Department of Corrections, 832 offenders were released in the Waccamaw area in 2015. The majority of these ex-offenders
committed crimes in Horry County.
Ex-Offenders |
|
Committing County |
Total Number |
Georgetown |
130 |
Horry |
619 |
Williamsburg |
83 |
Waccamaw TOTAL |
832 |
Source: Department of
Corrections |
Workforce Development Activities in the
Region
All
core and required partners that provide services in the Waccamaw
Workforce Development Area are part of the local workforce system. Funding streams that represent core and
required partners include:
·
Carl Perkins Career and Technical Education Act
o
Services
to individuals who are eligible to receive career and technical education at
the secondary and post-secondary levels.
·
Community Services Block Grant
o
Services
low-income individuals to empower, educate, coordinate and assist with reducing
poverty and building self-sufficiency.
·
Job Corps
o
Services youth 16-24 who are low income to receive
free
education and training that helps young people learn a career, earn a high
school diploma or GED, and find and keep a good job.
·
Older Americans Act
o
Services
older adults through Senior Community Service Employment Program with
employment and training assistance.
·
Temporary Assistance for Needy Families
o
Services
individuals who have dependent children with cash assistance when available
resources do not fully address the family’s needs while preparing program
participants for independence through work.
·
Title I Adult
o
Services
target individuals who are 18 and older and who have been chronically
unemployed or underemployed, have barriers to getting and keeping a job, and
need assistance with job search and/or training.
·
Title I Dislocated Worker
o
Services
target individuals who have lost their jobs due closure or downsizing with no
fault of their own.
·
Title I Youth
o
Services
target older youth 18 years to 24 years of age who have barriers to getting and
keeping a job and are in need of educational and employment services.
·
Title II Adult Education and Literacy
o
Services
target individuals in need of basic education classes with low basic skills and
low educational attainment; English language acquisition for eligible learners
to achieve competence in reading, writing, speaking and comprehension of the
English language; and math skills needed to attain a high school credential and
transition to post-secondary education and employment. These services are awarded through a competitive
application process at the State level.
·
Title III Wagner Peyser
o
Services
target individuals who are in need of help with updating or developing a resume
and labor exchange assistance that connects them to employment.
·
Title IV Rehabilitation Act
o
Services
target individuals with disabilities to assist in achieving competitive
integrated employment.
·
Trade Act
o
Services
individuals who are eligible workers who lose their jobs, or whose hours of
work and wages re reduced, as a result of increased imports or production
transfers abroad.
·
Unemployment Compensation
o
Services
individuals who are unemployed and eligible to receive unemployment
compensation.
·
Veterans Program
o
Services
individuals who are veterans with significant barriers to employment to receive
tailored employment and training services.
The
ongoing partner convening group will provide a strength to the local workforce
system that fosters inclusive and diverse approaches to service delivery.
Weaknesses
in the local workforce system include the obvious lack of sufficient funding to
assist with infrastructure costs in a rural area that requires an access point
in each County to be available for job seekers who have transportation and
other barriers.
The
Workforce Development Board identified the following strengths and weaknesses
overall of the workforce development activities in the Local Workforce
Development Area:
Waccamaw Workforce Development Area |
|
Strengths |
Weaknesses |
In-demand industries represented
on Local Board |
Transportation issues |
Collaboration between Local
Workforce Board and Chief Elected Officials |
Diversification of funding |
Knowledgeable staff |
Partner database differences |
Good partnership with DEW local manager |
Infrastructure dollars |
Strong education and training
institutions that provide certifications and credentials |
Higher than State unemployment rates |
Pool of individuals that need
career pathways |
One-third residents commute
outside of County they live in |
Waccamaw
Workforce Development Area has a good mix of diverse workforce programs that
provide opportunities to individuals with barriers to get the necessary
training and job search assistance to achieve success. All of the core program partners
participate actively in the design of the One-Stop Center activities and are
represented on the Local Workforce Development Board. Board staff and service provision staff are
experienced and focus on individuals with barriers for placements and career
pathway methodologies to carry out the mission and vision of the State and the Waccamaw Workforce Development Board. Money continues to be an issue. Partners have a difficult time financially
supporting the infrastructure, although in-kind contributions will be
helpful. The lack of databases among
partners that interface with each other to provide needed data is lacking. Partners have agreed to meet face-to-face to
discuss co-enrollments and exits until a more integrated database system is
created. Co-enrollments will assist
all partner agencies in leveraging resources and providing a more comprehensive
menu of activities for job seekers, employers, and youth.
SECTION II:
Strategic Vision and Goals
1. A description of the Local Board’s
strategic vision to support regional economic growth and self-sufficiency,
including:
·
Goals
for preparing an educated and skilled workforce, including youth and
individuals with barriers to employment; and
·
A
description of the Local Board’s strategy to work with entities that carry out
the core programs and required partners to align local resources available to
the area to achieve the strategic vision and goals referenced above.
The Waccamaw
Workforce Development Board’s strategic vision for preparing an educated and
skilled workforce inclusive of youth and individuals with barriers to
employment in order to support the local area economic growth and economic
self-sufficiency is to guide the Waccamaw workforce delivery
system in developing a skilled workforce that meets the needs of businesses and
strengthens the local economy.
Strategic Goals:
1. Create
a workforce system that is relevant to business customers.
2. Establish
a sector partnership and career pathway model to grow the talent pipeline of
new and emerging in-demand industries and occupations.
3. Embrace
a customer-centric methodology that serves diverse populations and informs
improved processes and procedures.
4. Identify
industries that have sustainable wage and career opportunities.
5. Support
dynamic partner alignment and integration to better serve business customers
and jobseeker clients.
6. Document
evidence-based return on investment through a performance management dashboard
to track employment, retention, wages, and educational attainment.
The Waccamaw
Workforce Development Board is establishing a partner-convening group comprised
of Core Program Partners to provide recommendations and advice on the local
workforce system and to establish procedures for aligning resources. The partner-convening group has participated
in an initial meeting and discussed some aligned procedures that will enhance the
Waccamaw Workforce Development Area’s ability to
carry out the vision and goals for the workforce system:
·
Ensure that ALL jobseeker clients, regardless of where
they first access the workforce system, will be registered in SC Works database.
·
Create a common intake form that will be used until such
time a statewide electronic common intake is established.
·
Establish initial screening questions to help in
identifying potential partner engagement.
·
Establish partner lists of typical characteristics for
each program in regard to potential eligibility and suitability for enrollment
to assist with targeted referrals.
·
Create a referral process that kicks in based on the initial
screening findings and if the initial screening is done at the One-Stop Center,
basic and individualized services will be offered and provided.
·
Create a service map of available basic and
individualized career services, training, and supportive services.
·
Create a system orientation to be used at all access
points in the Waccamaw Workforce Development Area.
·
Initiate a primary case management system where an
individual maintains his or her case manager at the point of first enrollment
to provide a single point of contact regardless of the subsequent funding
streams he or she may be co-enrolled in.
Subsequent funding streams will serve as a program contact that
maintains appropriate recordkeeping to track progress and performance data.
·
Establish a tracking form that will be used until such
time a statewide electronic tracking is available via an integrated case
management system.
·
Core Program Partners will meet at least monthly to
review referral listings, enrollments, co-enrollments, and exits. These meetings will serve as informational
to help partners follow through on referrals, to provide opportunities for
pitching co-enrollment possibilities, discuss performance strategies, and to
coordinate exits.
·
Core Program Partners that have a “job” as a planned
outcome will be invited to participate on an integrated business service team
including Adults, Dislocated Workers, Youth, Wagner-Peyser,
Vocational Rehabilitation, and Temporary Assistance for Needy Families.
·
Core Program Partners plus educational institutions and
economic development representatives will assist in the creation and support of
sector partnerships for the identified existing and emerging industries and
occupations. The sector partnerships
will incorporate career pathways into its responsibilities in terms of creating
a flow of the career path options, analysis of the needs and expectations of
business customers, analysis of the existing skills and knowledge of the talent
pipeline, and work with education representatives to tap into existing training
or create new credentialing or certification options. The educational institutional
representatives will include Carl Perkins options in the equation to assist
with credits for eligible participants.
·
Core Program Partners will review and assist with
existing and emerging in-demand industries and occupations that the Waccamaw Workforce Development Area has identified regarding
business development and the building of a talent pipeline to meet business
needs and expectations.
SECTION III:
Local Area Partnerships and Investment Strategies
1. A description of the planning
process undertaken to produce the local plan.
The description must include how the chief elected officials and Local
Board were involved in the development of the plan.
The Waccamaw Workforce Development Board
invited its partner-convening group to provide input on the local plan to
ensure it was inclusive of all the Core Program and Required Partners.
As indicated, Waccamaw Regional Council of
Governments serves as support to the Board and is also the Adult, Dislocated
Worker, and Youth Program provider and is the current One-Stop Operator. It was determined, as per the Workforce
Innovation and Opportunity Act that Waccamaw Regional
Council of Governments should not be in charge of developing the plan due to
its dual role as One-Stop Operator and Waccamaw
Workforce Development Board support. The
Waccamaw Workforce Development Board contracted with
an independent consultant to facilitate the development of the plan on behalf
of the Waccamaw Workforce Development Board.
First, a service map exercise was conducted by the independent
consultant to gather information on services, eligibility, target populations,
priority of service, and age groups each partner serves. Next, the consultant
held meetings in the Waccamaw Workforce Development
Area with the Core Program Partners to kickoff the partner-convening
group and to gather specifics on each partner agency and to discuss alignment
and integration as well as resource sharing.
A draft plan was created based on the partner input. Waccamaw Workforce
Development Board Members and Chief Elected Officials provided feedback on the
draft plan during the public comment period.
Public comments were
compiled and provided to the partner-convening group and to the Waccamaw Workforce Development Board Members and Chief
Elected Officials along with plan revision recommendations as provided in the
public comments. Partners advised the Waccamaw Workforce Development Board and Chief Elected
Officials of their support of the revised plan and the plan was finalized and
submitted to the State of South Carolina for the State review and approval
process.
2. A description of the workforce
development system in the local area, including:
·
Identification
of the programs that are included in the system; and
·
How
the Local Board will support the strategies outlined in the State Plan to
support service alignment among the entities carrying out core programs and
other workforce development programs.
The Waccamaw Workforce Development
Area is a three-county area including Georgetown, Horry, and Williamsburg
Counties. The Waccamaw
Workforce Development Area is fortunate to have had long standing relationships
with the Core and Required Partners identified in the Workforce Innovation and
Opportunity Act and a history of working together for the good of the
communities they serve.
The Chief Elected Officials have designated the Waccamaw Regional Council of Governments as fiscal agent,
grant recipient, and administrative entity for the Waccamaw
Local Workforce Development Area. This
decision was made in partnership with the Waccamaw
Workforce Development Board. The
Executive Director of Waccamaw Regional Council of
Governments, Sarah Smith, oversees the fiscal agent, grant recipient, and
administrative entity duties. Ayla
Hemeon is the Workforce Director overseeing operations.
The Chief Elected Officials have appointed a diverse group
to serve on the Waccamaw Workforce Development Board
that is representative of Core Program Partners as well as business and
industry (particularly existing and emerging in-demand industries and
occupations), union representation, and educational leaders. Core Program Partners, Required Partners,
and other Community-Based Organizations serve on the Partner Convening Group
that advises the Board on issues associated with alignment and integration of
services.
The Board has five standing committees including: Executive,
Eligible Training Provider, One-Stop Services, Youth Services, and Disability
Services.
The Waccamaw Workforce Development
Board in partnership with the Chief Elected Officials selected Waccamaw Regional Council of Governments to serve as the
Title I Adult, Dislocated Worker, and Youth Provider. The Workforce Director functionally reports
to the Waccamaw Workforce Development Board and
formally reports to the Executive Director of the Waccamaw
Regional Council of Governments. The
Workforce Director serves as support to the Waccamaw
Workforce Development Board. In compliance with U.S. Department of Labor
guidance, Waccamaw Workforce Development Board has
contracted with an independent consultant to facilitate the procurement
process. Three private sector Board
Members and the Board Chair have formed a Task Force to review and evaluate
proposals for One-Stop Operator as required by the Workforce Innovation and
Opportunity Act. Members of the Task
Force as well as the independent consultant have signed a declaration
indicating he or she has no conflict of interest in regard to the results of
the procurement. No Task Force Member
or the independent consultant may provide any information, materials, or hold
any discussions with the Administrative Entity, Fiscal Agent, or Service
Provider Staff or any other potentially interested party in regard to proposing
to be the One-Stop Operator. The
independent consultant will not do the scoring of the proposals, but rather
oversee the process steps for the Task Force to complete the evaluation. Minutes will be kept of all meetings and
provided to the administration at the end of the process for the official Board
file.
All core and required partners that provide services in the Waccamaw Workforce Development Area are part of the local
workforce system. Funding streams that
represent core and required partners include:
·
Carl Perkins Career and Technical Education Act
o
Services
to individuals who are eligible to receive career and technical education at
the secondary and post-secondary levels.
·
Community Services Block Grant
o
Services
low-income individuals to empower, educate, coordinate and assist with reducing
poverty and building self-sufficiency.
·
Job Corps
o
Services youth 16-24 who are low income to receive
free
education and training that helps young people learn a career, earn a high
school diploma or GED, and find and keep a good job.
·
Older Americans Act
o
Services
older adults through Senior Community Service Employment Program with
employment and training assistance.
·
Temporary Assistance for Needy Families
o
Services
individuals who have dependent children with cash assistance when available
resources do not fully address the family’s needs while preparing program
participants for independence through work.
·
Title I Adult
o
Services
target individuals who are 18 and older and who have been chronically
unemployed or underemployed, have barriers to getting and keeping a job, and
need assistance with job search and/or training.
·
Title I Dislocated Worker
o
Services
target individuals who have lost their jobs due closure or downsizing with no
fault of their own.
·
Title I Youth
o
Services
target older youth 18 years to 24 years of age who have barriers to getting and
keeping a job and are in need of educational and employment services.
·
Title II Adult Education and Literacy
o
Services
target individuals in need of basic education classes with low basic skills and
low educational attainment; English language acquisition for eligible learners
to achieve competence in reading, writing, speaking and comprehension of the
English language; and math skills needed to attain a high school credential and
transition to post-secondary education and employment. These services are awarded through a
competitive application process at the State level.
·
Title III Wagner Peyser
o
Services
target individuals who are in need of help with updating or developing a resume
and labor exchange assistance that connects them to employment.
·
Title IV Rehabilitation Act
o
Services target individuals with disabilities to assist in achieving
competitive integrated employment.
·
Trade Act
o
Services
individuals who are eligible workers who lose their jobs, or whose hours of
work and wages re reduced, as a result of increased imports or production
transfers abroad.
·
Unemployment Compensation
o
Services
individuals who are unemployed and eligible to receive unemployment
compensation.
·
Veterans Program
o
Services
individuals who are veterans with significant barriers to employment to receive
tailored employment and training services.
Funding
streams not available in the local area include:
·
Employment and Training Housing and Urban Development
·
Migrant and Seasonal Farmworker Program
·
National American Programs
·
Second Chance Act
·
YouthBuild
The Waccamaw Workforce Development
Area embraces the concepts outlined in South Carolina’s State Plan regarding
alignment and integration. Waccamaw Workforce Development Board will convene a group
comprised of all of the partners as well as economic development. The group is tasked with aligning and
integrating services to provide a comprehensive approach to serving business
customers and youth, jobseeker and worker clients. This plan will outline strategies discussed
by the partner-convening group in the areas of initial screening, workforce
system registration, resource room coverage, assessment, testing, referrals,
workshops, and co-enrollments.
The Waccamaw Workforce Development
Board will support service alignment through its convening of the Integrated
Business Services Team that coordinates business engagement activities across
funding streams. The Board uses a data
driven approach to decision-making such as ensuring that local policies require
training dollars be invested in those occupations that are part of the local
area’s declared in-demand industry sectors.
Strengthening the talent pipeline throughout the Waccamaw Workforce Development Area will be a focus
involving service designs that assist in increasing middle-skill and
middle-wage attainment possibilities.
This is done through a dynamic approach to creating the talent pipeline
using career pathway concepts to prepare individuals for placement into sectors
that are in-demand.
Waccamaw has a soft-skills
curriculum that includes 5 categories of soft skills for job seekers and youth:
1.
Life
Skills
2.
Work
Habits and Behaviors
3.
Work
Attitudes and Values
4.
Communication
and Interpersonal Skills
5.
Job
Search Skills
Core |
Intermediate |
Advanced |
Knowledge/Skill: A. LIFE SKILLS |
||
A.1. Adapting to Change |
A.2. Identifying Personal Circumstances |
A.3. Understanding Personal Accountability |
A.4. Understanding Social Media |
A.5. Demonstrating Dependability |
A.6. Managing Time |
A.7. Possessing Required Documents |
A.8. Setting Goals |
A.9. Using Problem Solving Techniques |
A.10.
Acquiring and Using Information |
A.11 Applying Reasoning |
A.12. Making
Decisions |
A.13. Managing
Resources |
A.14
Understanding Basic Financial Literacy Concepts |
|
Knowledge/Skill: B. WORK HABITS AND BEHAVIORS |
||
B.1. Demonstrating A Willingness To Learn |
B.2. Demonstrating Integrity |
B.3. Demonstrating Positive Self-Image |
B.4. Motivating Self and others |
B.5. Dealing With Negative Attitudes |
B.6. Exercising Leadership |
B.7. Managing Emotions At Work |
B.8. Knowing Negotiation Skills |
B.9. Understanding Social Media Regarding Work
Habits and Behaviors |
Knowledge/Skill: C. WORK ATTITUDES AND VALUES |
||
C.1. Assessing Learning Styles |
C.2. Demonstrating Ability to Take Initiative |
C.3. Understands the Value of Work and Takes
Pride in Their Work |
C.4. Understanding Disability Awareness |
C.5. Understanding Diversity |
|
Knowledge/Skill: D. COMMUNICATION AND INTERPERSONAL SKILLS |
||
D.1. Demonstrating High Self-Esteem |
D.2. Following Written or Verbal Instructions |
D.3.
Knowing Telephone Skills |
D.4. Understanding Listening Skills |
D.5. Understanding Non-Verbal Communication |
D.6. Using
Basic Verbal Communication |
D.7. Creating Elevator Speech |
D.8. Serving Customers |
D.9. Working
Effectively With Others |
D.10. Applying Creative Thinking |
D.11. Demonstrating Ability To Accept Constructive
Criticism |
D.12. Knowing
Presentation Skills |
D.13. Managing Conflict |
D.14. Working on Teams |
|
Knowledge/Skill: E. JOB SEARCH SKILLS |
||
E.1. Knowing Basic Computer Skills |
E.2. Using Networking for Job Search |
E.3. Exploring Career Options |
E.4. Understanding Interviewing |
E.5. Using a Resume |
E.6. Creating an Employment Proposal |
E.7. Doing A Behavior Based Interview |
E.8. Doing an Informational Interview |
E.9. Using Electronic Job Search |
3. A description of how the Local
Board works with the entities carrying out core programs to:
·
Expand
access to employment, training, education, and supportive services for eligible
individuals, including individuals with barriers to employment;
·
Facilitate
the development of career pathways and co-enrollment in core programs, as
appropriate; and
·
Improve
access to activities leading to a recognized post-secondary credential,
including an industry-recognized certificate or certification that is portable
and stackable.
The partner convening group has
agreed upon some fundamental concepts to achieve alignment and integration of
service delivery including:
·
Ensure that ALL jobseeker clients, regardless of where
they first access the workforce system, will be registered in SC Works database.
·
Create a common intake form that will be used until such
time a statewide electronic common intake is established.
·
Establish initial screening questions to help in
identifying potential partner engagement.
·
Establish partner lists of typical characteristics for
each program in regard to potential eligibility and suitability for enrollment
to assist with targeted referrals.
·
Create a referral process that kicks in based on the initial
screening findings and if the initial screening is done at the American Job
Center, basic and individualized services will be offered and provided.
·
Create a service map of available basic and
individualized career services, training, and supportive services.
·
Create a system orientation to be used at all access
points in the Waccamaw Workforce Development Area.
·
Initiate a primary case management system where an
individual maintains his or her case manager at the point of first enrollment
to provide a single point of contact regardless of the subsequent funding
streams he or she may be co-enrolled in.
Subsequent funding streams will serve as a program contact that
maintains appropriate recordkeeping to track progress and performance data.
·
Establish a tracking form that will be used until such
time a statewide electronic tracking is available via an integrated case
management system.
·
Core Program Partners will meet at least monthly to
review referral listings, enrollments, co-enrollments, and exits. These meetings will serve as informational
to help partners follow through on referrals, to provide opportunities for
pitching co-enrollment possibilities, discuss performance strategies, and to
coordinate exits.
·
Core Program Partners that have a “job” as a planned
outcome will be invited to participate on an integrated business service team
including Adults, Dislocated Workers, Youth, Wagner-Peyser,
Vocational Rehabilitation, and Temporary Assistance for Needy Families.
·
Core Program Partners plus educational institutions and
economic development representatives will assist in the creation and support of
sector partnerships for the identified existing and emerging industries and
occupations. The sector partnerships
will incorporate career pathways into its responsibilities in terms of creating
a flow of the career path options, analysis of the needs and expectations of
business customers, analysis of the existing skills and knowledge of the talent
pipeline, and work with education representatives to tap into existing training
or create new credentialing or certification options. The educational institutional
representatives will include Carl Perkins options in the equation to assist
with credits for eligible participants.
·
Core Program Partners will review and assist with
existing and emerging in-demand industries and occupations that the Waccamaw Workforce Development Area has identified regarding
business development and the building of a talent pipeline to meet business
needs and expectations.
The partner-convening group advises the Waccamaw Workforce Development Board on its recommendations
regarding alignment and integration to inform the development of new policies
and procedures to support the group’s coordination.
Alignment and integration begins with a “no wrong door”
approach that provides consistency regardless of the point of entry and
increases partner alignment. As noted in
this diagram, an individual may access the workforce system at a One-Stop or at
a Partner facility. This provides
enhanced access options for individuals throughout the rural area. The welcome, initial screening and referral
form, registration into the State system, a workforce system orientation and
basic career services may be provided at any access point.
|
|
Follow-up |
Exit |
Training Services |
Individualized
Career Services |
Program
Orientation |
Program
Screening |
Partner
Meetings |
Co-enrollments |
Coordinate
Exits |
Center Access |
|
|
||||||||
|
|
Welcome |
Initial
Screening & Referral Form |
Register in
SC database |
System
Orientation |
Basic Career Services |
|
|||
Partner
Access |
|
|
||||||||
|
|
|
Follow-up |
Exit |
Program
Services |
Program
Orientation |
Program
Screening |
As noted in the above dialogue and
on the diagram, partners hold meetings regular to discuss co-enrollments and to
coordinate exits.
Access to recognized
post-secondary credentials is an essential step in creating a meaningful career
pathways design. Waccamaw
Workforce Development Board has representation of post-secondary education on
the Board. Workforce staff partner with
area technical colleges to identify credentialing programs that provide the
stair steps for career pathways in the in-demand industry sectors. Individual Training Accounts are used to
access credentialing programs with post-secondary institutions.
4. A description of the strategies
and services that will be used in the local area to:
·
Facilitate
engagement of employers in workforce development programs, including small
employers and employers in in-demand industry sectors and occupations;
·
Support
a local workforce development system that meets the needs of businesses in the
local area;
·
Improve
coordination between workforce development programs and economic development;
and
·
Strengthen
linkages between the SC Works delivery system and unemployment insurance
programs.
The Waccamaw Workforce Development Board
recognizes business and industry as a primary customer to the workforce
system. Business needs and
expectations in our existing and emerging in-demand industries and occupations drive
the workforce services provided in the Waccamaw
Workforce Development Area. Employer
needs and expectations are established through the work of our sector
partnerships along with recommended career pathways flow for each industry and
occupation. Economic Development
partners in the Waccamaw Workforce Development Area
assist in the formation of the sector partnerships and gather information on
the needs and expectations of business and industry. Existing and emerging industries and
occupations representatives who are Waccamaw
Workforce Development Board Members will participate on the appropriate sector
partnerships along with union representatives and educational
institutions.
Successful workforce
systems utilize both job development and business development methods in
serving business and industry customers and assisting jobseekers in getting and
keeping a job. It is understood that job
development and business development are very different outreach and
recruitment approaches to working with business and industry.
Waccamaw Workforce Development Board sees job
development as an approach that requires specific funding sources to reach out
to small and family-owned businesses with a particular client in mind in an
effort to place the individual with known barriers, strengths, and weaknesses
in a work-based learning opportunity.
Job development will remain the responsibility and role of individual
partner programs because it requires obligating dollars to assist a specific
individual with a specific program activity by a specific service provider.
Business development, on the other hand, is about outreach and
recruitment of business customers to request applicants when openings
occur. Typically, business development
is medium size to large businesses. Waccamaw Workforce
Development Area through its core program partners, has an Integrated Business
Service Team to conduct business development.
Business development is the tool
that drives career pathways and sector strategies.
As members of the Integrated Business Service Team, participating core
program partners as well as economic development and educational institutions align
and integrate business development activities within the Waccamaw
Workforce Development Area for the purpose of:
·
Creating a single point of contact for businesses
·
Establishing a collaborative outreach and recruitment
structure
·
Coordinating workforce services and training options
·
Leveraging resources
·
Sharing performance outcomes
·
Creating and managing a talent pipeline in existing and
emerging in-demand industries and occupations
·
Establishing an inventory of existing training options,
particularly those that include a credential or certification in existing and
emerging in-demand industries and occupations
·
Identifying skill and knowledge gaps between what business
needs and expects and what training options are available
·
Working with Education to enhance or establish short-term
training options for portable or stackable credential/certification
opportunities
·
Working with Economic Development Representatives to ensure
a dynamic approach to meeting the ever-changing needs of business and industry
as the in-demand sector landscape grows or diminishes
The Waccamaw
Workforce Development Board recognizes that Unemployment Insurance claimants
are a reasonable and logical pool of workforce system participants that could
benefit from other partner services and activities. Unemployment Insurance will be included in
the system orientation. Unemployment
Insurance staff will be encouraged to have its claimants view the system
orientation and provide each recipient with information on how to access other partner
services. Coordination efforts will be
negotiated in the Memorandum of Understanding process.
Currently, the comprehensive One-Stop Center for the Waccamaw
Local Workforce Area is co-located with an Unemployment Insurance facility that allows
for timely integration of the system orientation in the upfront services and
provide opportunities for Unemployment Insurance claimants to be included in
initial screening, register in the SC Works database and to access basic career
services.
Individuals utilize computers in the One-Stop Center to register for UI
and receive access to telephones to contact SCDEW’s UI hotline. A strategy that SCDEW has engaged to improve
service delivery to individuals who are receiving Unemployment Insurance
benefits is to use the SC Works Online System (SCWOS) as a communication tool
to inform new UI registrants about Center hiring events, relevant job listings,
and job fairs planned in the region.
Staff can send personal emails to the email address used during the
customer’s registration in the system, send information about jobs that match
their personal profile, attach general announcements about helpful seminars,
and invitations for employer interviews.
5. A description of the strategies
and services for employers that may include the implementation of initiatives
such as Incumbent Worker Training (IWT) programs, On-the-Job Training (OJT)
programs, customized training programs, industry and sector strategies, career
pathways initiatives, utilization of effective business intermediaries, and
other business services and strategies designed to meet the needs of regional
employers and support the Local Board’s strategic vision and goals.
Business services and strategies
are a key ingredient to the Waccamaw Workforce
Development Area. Initiatives related
to helping business and industry get skilled workers will be a priority. Adult, Dislocated Worker, and Older Youth
Title I training funds will only be expended on industries and occupations
identified as in-demand during the life of this plan. Should a shift in forecasted growth
industries occur, the local plan will be modified to reflect the new
reality.
The Waccamaw
Workforce Development Board will research and work with economic development,
educational institutions, and labor unions to identify apprenticeship
opportunities. The Waccamaw
Workforce Development Board will request that a speaker from the State’s
Apprenticeship Unit present to the Board and partners at a Waccamaw
Workforce Development Board meeting to assist in identifying specific
strategies.
Economic Development partners
will be apprised of the availability of Incumbent Worker Training, On-the-Job
Training, and Customized Training that can assist eligible existing workers and
eligible new hires in building the necessary skills and knowledge to benefit
the employers and provide a career path for workers. The Integrated Business Services Team will
include these initiatives in their outreach and recruitment packages that will
be used for business development.
Sector Partnerships will play an
intricate role in identifying career paths and the skills and knowledge needed
to be proficient in the existing and emerging in-demand industries and
occupations.
Waccamaw
has been working with a regional team and has identified Health Care and Manufacturing
Sector Partnerships as the focus. These sector
partnerships will inform the Integrated Business Services Team regarding career
pathways and the skills and knowledge needed to establish the talent pipeline
for these two sectors.
Economic development will assist in identifying business
intermediaries throughout the three-county region. Business intermediaries will be apprised of
the work of the Integrated Business Services Team and will help identify
contacts for existing and emerging in-demand industries and occupations.
6. A description of how the Local
Board will coordinate local workforce investment activities with regional
economic development activities that are carried out in the local area,
including how the Local Board will promote entrepreneurial skills training and
microenterprise services.
Economic development will
participate in the partner-convening group to discuss and formulate strategies
to serve business and industry effectively and play an important advisory role
in the development of the sector partnerships.
Economic development representatives will participate in collecting
information from business customers regarding the skills and knowledge they are
looking for to fill entry level and middle skill jobs in the in-demand
occupations. This will be done in the
form of an electronic survey to their business and industry contacts. This survey will be conducted after the
Sector Partnership for each in-demand industry and occupation has convened and
provided the career path flow that will inform the appropriate industries and
occupations to survey. Economic development
will be involved in the Sector Partnership meetings.
Waccamaw Workforce Development Board will request economic development provide a
training session to workforce system partners on what they do and how the
workforce system and economic development can work together.
Waccamaw Workforce Development Board will partner with economic development to
offer entrepreneurial information sessions.
SECTION IV:
Program Design and Evaluation
1. A description of the SC Works
delivery system in the local area, including:
·
How
the Local Board will ensure the continuous improvement of eligible providers of
services through the system and that the providers will meet the employment
needs of local employers, workers, and jobseekers;
The
programs provided through Title I of the Workforce Innovation and Opportunity
Act are tied to negotiated common performance measures. Continued success and funding are directly
related to meeting or exceeding the negotiated performance levels.
The
Waccamaw Workforce Development Board will establish a
balanced scorecard metrics that provides a format to analyze success ratios of
each eligible training provider in terms of participant engagement including
but not limited to:
·
Receipt of a credential or certification in an in-demand
industry and occupation
·
Receipt of a job
·
Receipt of a job in a training related in-demand industry
and occupation
·
Six Month Retention in a job
·
Six Month Retention in a training related in-demand industry
and occupation
·
Median wage at job entry comparable to the local negotiated
level
·
Entry into a more advanced course of study to achieve
progress towards a career path goal
Eligible
training providers will be trained on the negotiated common performance measure
requirements. Providers that do not meet
or exceed the requirements will be asked to create a continuous improvement
plan that will be approved and monitored by the Waccamaw
Workforce Development Board for progress.
Continued failure to meet negotiated requirements may result in
discontinuing the respective training option(s).
The Eligible Training Provider Committee will review
employer placements. Business customers
utilizing work-based learning opportunities that are intended to result in a
job will be monitored according to the same criteria as eligible training
providers. This will include on-the-job
training, customized training, and incumbent worker training
opportunities. An employer who has had
three (3) or more placements in a program year and has a track record of not
meeting the negotiated levels will not be able to participate for a period of
six (6) months at which time the situation will be evaluated and a decision
made by the Eligible Training Provider Committee.
In addition, to Eligible Training Providers, Waccamaw Workforce Development Board ensures continuous
improvement of eligible providers of basic career services, individualized
career services, training services, and follow-up services through ongoing
monitoring and evaluation. The Board
contracts for an independent monitoring review at least annually to get an
outside objective assessment of each provider.
The review includes talking with employer customers as well as job
seeker clients to find out what is working for them and what can be
improved. A detailed report is
submitted to the Board for review and to determine if any action is required or
follow-up on the part of a provider of service.
Waccamaw Local Workforce
Development Board will contract for an independent review annually to survey
partners to identify areas for improvement and promising practices.
·
How
the Local Board will facilitate access to services provided through the SC
Works delivery system, including in remote areas, through the use of technology
and other means;
Access
to services will be achieved through a variety of mechanisms starting with training
all Core Program Partners on registering individuals in the SC Works database,
providing workforce system initial screening questions, and offering the
system-wide orientation that is being developed. This “no wrong door” concept allows multiple
and varied access points.
Technology
is encouraged throughout the Workforce Innovation and Opportunity Act. Information will be provided on all Core
Program Partner websites on services that are available via the web. Information on how to access web resources
will be provided via the system orientation and through outreach and
recruitment materials.
·
How
entities within the SC Works delivery system, including center operations and
partners, will comply with the nondiscrimination provisions of WIOA, if
applicable, and applicable provisions of the Americans with Disabilities Act of
1990 regarding the physical and programmatic accessibility of facilities,
programs, and services, technology, and materials for individuals with
disabilities, including providing staff training and support for addressing the
needs of individual with disabilities; and
The Waccamaw
Workforce Development Board supports and requires compliance as follows:
·
Section 188 of the Workforce Innovation
and Opportunity Act prohibiting discrimination on the grounds of race, color,
religion, sex, national origin, age, disability, political affiliation or
belief.
·
Section 188 of the Workforce Innovation
and Opportunity Act requires reasonable accommodations be provided to qualified
individuals with disabilities in certain circumstances.
All workforce system partners will post
required notices to ensure all eligible individuals are aware of the system’s
obligations to operate programs in a non-discriminatory manner. Equal Employment Opportunity is the Law
notices will be posted in all partner facilities and will be reviewed with each
program participant and documented in each client file. Equal Employment Opportunity language will be
placed on all new and reprinted outreach and recruitment documents.
Monitoring will include a review of system
compliance regarding all of the above.
·
Identification
of roles and resource contributions of the SC Works partners.
The Resource
Sharing Agreement (RSA) is a plan to fund the costs of the services and the
operating costs of the system, including funding of infrastructure costs of Waccamaw SC Works Centers and funding of the shared
services and operating costs of the Waccamaw SC Works
system. The Partners agree to enter into
a Resource
Sharing Agreement to support the cost of shared services and jointly
occupied facilities. Such agreement shall meet the principle of proportionate
responsibility for support of services. Cost allocation among partners shall
meet Workforce Innovation and Opportunity Act regulations, Federal Uniform
Guidance, state rules, policies and guidelines.
Each partner will have a separate Resource Sharing Agreement detailing
shared cost which shall be incorporated into this Memorandum of Understanding. The Waccamaw SC
Works system is a work in progress and its costs and the Partners’ resource
contributions are based on projections only and may need to be adjusted from
time to time to most accurately reflect actual costs and contributions. Each
Resource Sharing Agreement will be negotiated and modified annually.
Fundamentally, partners have agreed to pay based on a partner’s total
full-time employees (FTEs). Each partner will provide their own materials
and program specific equipment.
Partners who will be “visiting” with regular office hours on a part-time
basis may provide resources in the form of in-kind contributions such as shared
staff for workshop trainers, resource room coverage, or front-desk
coverage.
Waccamaw SC Works in
Horry, Georgetown, and Kingstree Counties agree to contribute to the delivery
of the following services in the Waccamaw SC Works
system:
·
Greeting and
front end services;
·
Job vacancy
announcements and postings;
·
Referrals to
employment;
·
Employment
workshops;
·
Print
materials and maintain a sufficient supply of appropriate print materials, such
as brochures, flyers, and information packets detailing the services available;
·
Unemployment
Insurance, Veteran, and Trade Adjustment services;
·
Labor market
information;
·
Providing
access, support, and training on the SC Works Online (SCWOS) system;
·
Researching
labor market statistics and trends and publishing them via email, print, or
website as appropriate; and
·
Share and
participate in training opportunities for all SC Works staff in the Waccamaw region.
The costs identified as shared
costs are reflected in the budget document included in the Resource Sharing
Agreement. The costs are incurred by
partners in the provision of customer services through the One-Stop delivery
system.
Facility Costs. Facility costs are defined
as those actual costs related to the facility use, maintenance and operation of
the Waccamaw SC Works Centers. These costs include payment of utilities,
lease/rent, and security. Facility costs
shall be borne by those partners who deliver services through the Waccamaw SC Works Centers in the Waccamaw
Workforce Development Area. Such costs
shall be allocated on the basis of a partner’s total full-time employees
(FTEs), those staff working thirty (3) hours or more per week, assigned to and
working within Waccamaw SC Works Centers requiring a
regular working space that may consist of an office or desk or other dedicated
work space. For partners with funding
limitations, in-kind allocations are acceptable.
Waccamaw Regional Council of Governments,
or its designee, shall not enter into a lease agreement to move offices that
include DEW staff without consulting with the Administration, Support, and
Operations Division at the DEW prior to the execution of a lease agreement. Once DEW has agreed to the terms of a lease
agreement to move offices that include DEW staff and the lease has been
executed, an addendum to this Resource Sharing Agreement reflecting the move
and any related changes must be executed prior to the move. Routine costs incurred during the month of
the relocation will be pro-rated by both parties.
Maintenance Costs. Maintenance and Facility Operations costs
include the following unless otherwise noted:
landscaping, janitorial/cleaning maintenance, routine build maintenance
and repairs, including HVAC, and pest control.
Supplies,
Equipment, and IT-Related Costs.
Supply costs are those related to individual staff in performing their
respective job duties and those related to the supply of items needed for
public access (i.e. resource room) and common/shared spaces (i.e. restrooms) in
each Center. For Program Year 2015, DEW
will purchase all Department of Employment Workforce staff supplies needed,
including business cards, through the appropriate DEW program manager (UI Hub
Manager or WED Regional manager). The
only shared supply costs will be t hose specifically related to public access
and common/shared spaces as purchased by the Operator. These costs should be reconciled and
invoiced to DEW quarterly and will be shared proportionately across all
programs located in the Center according to the quarterly staffing addendum.
Equipment
costs are those related to the use of rented equipment, such as Xerox machines,
etc. (including paper and ink for the machine) and will be shared proportionately
by the staff/partner using the equipment.
Beginning in PY 2015, DEW no longer shared the use of DEW leased copier
machines with partner staff or customers.
All DEW staff is required to use DEW equipment only. The Xerox machines have the capability for
file storage, email and fax, and are specifically configured to allow email
access within the Department of Employment Workforce network only. Partner staff will be responsible for
providing the necessary equipment for their staff as well as any necessary
customer equipment in public access space (i.e. resource rooms). DEW will share in the cost of public access
equipment only, as provided by the Operator, and used only Center customers. These costs should be reconciled and invoiced
to DEW quarterly and will be shared proportionately across all programs located
in the Center according to the quarterly staffing addendum.
Public
access equipment, not including personal computers, is currently two (2)
printers in the Conway Center.
Effective
12/31/14, DEW began supporting only DEW staff in all facilities. Computers and other technology, such as
phones, printers, and copiers are the responsibility of the Operator’s selected
IT provider for continued support.
Access
to Equipment. DEWIT staff shall
be granted access to all DEW equipment whether in DEW facility host buildings
or non-DEW facility host buildings. The
Operator agrees that DoIT staff will maintain access
to DEW equipment and be granted access to any other properties to verify
ownership through the state property system.
If equipment is found on the state property inventory list, the Operator
agrees to return the equipment for off-boarding, transfer, and return to ensure
proper handling as required by IRS regulations property ownership and
resolution of any depreciated value of the equipment.
Network
Closets. Network closets
contain storage racks that hold all network equipment related to network
connectivity in both DEW facility host and non-host facilities. DEW owned equipment must remain accessible
to DoIT network staff during normal operating hours
and may require after-hours access.
Existing
Internet circuits owned and maintained by DEW may be refitted to better
accommodate the total number of staff on any given network and DoIT will provision bandwidth at their own discretion.
Public
Access Computers. DEW agrees to
share in the cost of public access personal computers (i.e. necessary and
reasonable in-scope costs of resource rooms and shared computer labs) as
outlined in the Resource Sharing Agreement IT Guiding Principles. The IT costs will be shared proportionately
according to the quarterly staffing addendum.
Actual costs must be reconciled and invoiced to DEW quarterly in
accordance with the methodology described in the Resource Sharing Agreement IT
Guiding Principles.
As
part of reconciling IT costs, DEW will be provided a copy of all current IT
service provider contracts and any forthcoming modifications.
Actual
costs must be reconciled and invoiced to DEW quarterly with the completed
Quarter PC Count Signature Sheet included with this Resource Sharing
Agreement. DEW will be provided a copy
of all current IT service provider contracts and any forthcoming modifications.
Shared
Network Access. In the case that
DEW staff presence is minimal; DEW may request to provide service DEW staff
through a VPN tunnel. A VPN tunnel
allows for a “shared” Internet connection to be divided into separately managed
connections. This method maintains
administrative control of DEW connections and equipment without interfering
with the Operator’s own network management.
Any requests for access of this type will be negotiated between the
Operator’s IT service provider and the infrastructure and Information Security
Unit of DoIT.
Telephone
(VoIP and Analog).
DEW will provide and maintain telephone (either VoIP or analog) for DEW
staff in all locations where a DEW circuit is in place and active, and has
sufficient bandwidth for telephone support.
In offices where DEW presence is minimal, or where the Operator is
providing phone service, the Operator may bill DEW for the proportionate share
of monthly billing by the Operator’s telephone service provider. In cases where a telephone cannot be
provided or supported by either party, DEW may choose to provide or request
alternate communication methods as needed on a case-by-case basis.
Privacy
and Personally Identifiable Information (PII). The protection of private and PII data is of
the highest priority. DoIT staff is committed to complying with all federal and
state laws, regulations, and guidance regarding protection of PII, including
IRS Publication 1075. Any suspected
breach in data security should be reported to DEW Information Security staff
immediately at infosec@dew.sc.gov. In the event data security is suspected of
being comprised. DoIT
staff will take immediate corrective action, including but not limited to
suspending access to data and application resources.
All
areas of IT support, agreement and compliance in this document are bound by IRS
Publication 1075 requirements and regulations.
DoIT staff will take immediate corrective
action in the event that private information is discovered to be at risk or in
violation of IRS Publication 1075.
Partners agree to safeguard and protect confidential and personally
identifying information pursuit to Federal and State law and IRS Publication
1075. Partners with access to
unemployment information from DEW must maintain these records pursuant to S.C.
Code Ann 41-29-150 through -170 and 20 C.F.R. 603. These requirements survive the duration of
this agreement.
Front Desk Staff/Intake.
The front desk staff is responsible for the coordination of traffic flow
of customers seeking assistance from any Center partner. For Program Year 2016, DEW will continue to
employ an intake coordinator in the Comprehensive Centers who will lead this
functional area. The WRCOG reserves the
ability to be involved in the training process for the position as it requires
familiarity with DEW and all partner services in the Center.
Number of FT Employees |
38 |
34 |
4 |
|
SC Works - Conway (03) |
||||
200A Victory Lane /
Conway SC 29526 |
||||
Item Description |
Total |
DEW |
WRCOG |
Responsible Payor |
Cost Share % |
100% |
89% |
11% |
|
Facilities: |
||||
Rent |
0 |
0 |
0 |
|
Security |
21,216.00 |
18,983.00 |
2,233.00 |
WRCOG |
Utilities |
59,640.00 |
53,362.00 |
6,278.00 |
SCDEW |
Janitorial/Maintenance |
13,740.00 |
12,294.00 |
1,446.00 |
SCDEW |
Landscaping |
5,200.00 |
4,653.00 |
547.00 |
SCDEW |
General Repair |
12,000.00 |
10,737.00 |
1,263.00 |
SCDEW |
Pest Control |
2,000.00 |
1,789.00 |
211.00 |
SCDEW |
HVAC Maintenance |
0 |
0 |
0 |
|
Depreciation (Bldg Usage Fee) |
42,720.00 |
38,223.16 |
4,496.84 |
WRCOG |
Total Facilities |
156,516.00 |
140,041.16 |
16,474.84 |
|
Operating: |
||||
Telephone*** |
32,364.00 |
0 |
32,364.00 |
WRCOG |
PC Costs * |
40,440.00 |
36,183.00 |
4,257.00 |
WRCOG |
Equipment Maintenance/Rental |
4,000.00 |
3,579.00 |
421 |
SCDEW |
Common Area Supplies** |
2,280.00 |
2,040.00 |
240 |
WRCOG |
Postage & Shipping |
400.00 |
358.00 |
42.00 |
SCDEW |
Total Operating |
79,484.00 |
42,160.00 |
37,324 |
|
Grand Total Budget |
236,000.00 |
182,201.16 |
53,798.84 |
|
2. A description and assessment of
the type and availability of adult and dislocated worker employment and
training activities in the local area.
The Waccamaw
Workforce Development Board wants to make available as many options for
Individualized Career Services and Training as possible to allow a tailored
unique experience based on client needs.
This supports our customer-centric model. The
local workforce system will not prescribe to “a one size fits all”
mentality. The toolbox of
opportunities will be extensive providing front-line workers and integrated business
service team members a chance to individualize the workforce system experience
and create a meaningful plan of action.
The assessment of the type
and availability of these employment and training activities was conducted
through a service mapping exercise performed by the partner-convening
group. The services will not all be the
role of the title I Adult and Dislocated Worker provider. In some instances, the services are Basic
Career Services that one or more partner agencies may be assisting with. In other instances, such as Adult Education
and Literacy, a Core Program Partner will provide the service. Adults and Dislocated Workers may be
co-enrolled across partner programs to leverage resources and expand the menu
options.
Therefore, the Waccamaw Workforce Development Area will consider all Title
I service possibilities on the options menu:
Basic Career Services
•
Eligibility
determination
•
Outreach,
intake, and orientation
•
Initial
assessment of skill levels, aptitudes, abilities, and supportive service needs
•
Labor
exchange services
•
Referrals
and coordination of activities
•
Workforce
and labor market employment statistics information
•
Performance
information and program cost information on eligible providers of training
•
Local area
performance regarding accountability measures
•
Information
on availability of supportive services and referrals
•
Assistance
in establishing eligibility for financial aid assistance for training and
education programs
•
Information
and assistance regarding filing Unemployment Insurance claims.
Individualized Career Services
•
Comprehensive and specialized assessments of the
skill levels and service needs of adults and dislocated workers.
•
Individual employment plan
•
Group and/or individual counseling and mentoring
•
Career planning (including case management)
•
Short-term pre-vocational services
•
Internships and work experiences
•
Workforce preparation activities
•
Financial literacy services
•
Out-of-area job search assistance and relocation
assistance
•
English language acquisition and integrated education
and training programs
Training Services
•
Occupational
Skills Training
•
On-the-Job
Training
•
Programs
that Combine Workplace Training with Related Instruction
•
Apprenticeship
Training
•
Training
Programs Operated by Private Sector
•
Skill
Upgrading and Retraining
•
Entrepreneurial
Training
•
Customized
Training
•
Incumbent
Worker Training
•
Adult
Education and Literacy Activities
•
Job
Readiness Training
Front-line staff will be
trained on each of the service options and the Waccamaw
Workforce Development Board will develop policies to support each service.
3. A description of how the Local
Board will coordinate workforce investment activities carried out in the local
area with statewide rapid response activities.
Rapid
Response is designed to shorten or eliminate time between employment
opportunities for an individual, reducing or eliminating the time an individual
would receive Unemployment Insurance benefits. A Rapid Response team, which is
comprised of State and Waccamaw Workforce Development
Area employees, offers its services to small organizations and large companies
alike. The Dislocation Service Unit employees disseminate essential information
to individuals, ranging from how to file for and what to expect from
Unemployment Insurance to local resources available for individuals seeking
reemployment.
In the
Waccamaw Workforce Development Area, Rapid Response
is a collaborative effort that involves locally defined partnerships with staff
from the State, the Waccamaw Dislocated Worker
Program, the State’s Business Services Team, Waccamaw
Workforce Development Area’s Integrated Business Services Team and Division of
Unemployment Insurance. Rapid Response teams work with both Worker Adjustment
and Retraining Notification (WARN) and non-WARN businesses and employees to
quickly maximize public and private resources that will minimize the
disruptions on companies, affected workers, and communities associated with job
loss. Generally, Rapid Response Teams provide customized services onsite at an
affected company, accommodate work schedules, and assist companies and workers
through the challenging transitions associated with job loss.
All Rapid Responses, irrespective of the size of the dislocation
event and whether it is a WARN or non-WARN situation, involve: (1) an initial
business consultation, which is employer-focused, and (2) an information
session, which is employee focused. The State works collaboratively with local
workforce system partners, the Division of Unemployment Insurance, and other
relevant stakeholders to ensure effective, customer-centric Rapid Response
provision.
4. A description and assessment of
the type and availability of youth workforce investment activities in the local
area, including activities for youth who are individuals with disabilities,
which must include an identification of successful models of such activities.
Youth activities were assessed by the Waccamaw
Workforce Board Youth Committee and it was determined that the focus on
out-of-school youth will strengthen service delivery in the local area.
The Workforce Innovation and Opportunity Act requires that a minimum of
75% of Waccamaw Workforce Development Area Title I
youth funds, minus administrative costs, must be spent on out-of-school
youth. The Waccamaw
Workforce Development Board has chosen to use the majority of its Title I funds
for out-of-school youth services ages 16 to 24 but reserves the right to use up
to 25% on in-school youth for special projects approved by the Board.
Also, the
Workforce Innovation and Opportunity Act requires a minimum of 20% of the Waccamaw Workforce Development Area Title I youth funds,
minus administrative costs, must be spent on work experiences.
·
Academic and
Occupational Education
·
Summer Jobs
·
Pre-Apprenticeship
Programs
·
On-the-Job
Training
·
Job
Shadowing and Internships
Program
expenditures on the work experience program element include wages as well as
staffing costs for the development and management of the work experiences.
Examples of the 20% priority spending on work
experiences:
§ Youth wages including Federal
Insurance Contributions Act (FICA) tax;
§ Staffing costs for time spent
identifying potential work experience opportunities.
§ Staffing costs for time spent
working with employers to develop the work experience.
§ Staffing costs for time spent
working with employers to ensure a successful work experience.
§ Staffing costs for time spent
evaluating the work experience.
§ Participant work experience
orientation sessions.
§ Classroom training.
§ Required academic education
component directly related to the workforce experience.
§ Orientation for employers.
Waccamaw’s Title I
Youth Program will include the fourteen (14) required program elements in our
menu of services:
1.
Tutoring, study skills training, instruction and evidence-based
dropout prevention and recovery strategies that lead to completion of the
requirements for a secondary school diploma or its recognized equivalent
(including a recognized certificate of attendance or similar document for individuals
with disabilities) or for a recognized postsecondary credential.
2.
Alternative
secondary school services, or dropout recovery services, as appropriate.
3.
Paid and unpaid work experiences that have as a component academic and
occupational education, which may include:
a.
Summer employment opportunities and other employment opportunities
available throughout the school year.
b.
Pre-apprenticeship programs.
c.
Internships and job shadowing; and,
d.
On-the-job training opportunities.
4.
Occupational skill training, which may include priority consideration
for training programs that lead to recognized postsecondary credentials that
are aligned with in-demand industry sectors or occupations in the local area.
5.
Education offered concurrently with and in the same context as workforce
preparation activities and training for a specific occupation or occupational
cluster.
a.
Adult education and literacy activities such as basic academic skills
training, critical thinking skills, or digital literacy skills;
b.
Workforce preparation activities such as self—management skills
grooming for employment, or following directions, and
c.
Workforce training such as occupational skills training, on-the-job
training, job readiness training, or customized training.
6.
Leadership development opportunities, which may include community
service and peer-centered activities encouraging responsibility and other
positive social and civic behaviors, as appropriate.
7.
Supportive services.
8.
Adult mentoring for the period of participation and a subsequent
period, for a total of not less than 12 months.
9.
Follow-up services for not less than 12 months after the completion of
participation, as appropriate.
10.
Comprehensive guidance and counseling, which may include drug and
alcohol abuse counseling and referral, as appropriate.
11.
Financial literacy education.
a.
Support the ability of participants to create budgets, initiate
checking and savings accounts at banks, and make informed financial decisions.
b.
supporting participants in learning how to effectively manage
spending, credit, and debt, including student loans, consumer credit and,
c.
Supporting a participant’s ability to understand, evaluate and compare
financial products and services.
12.
Entrepreneurial skills training
a.
Entrepreneurial skills training provides the basics of starting and
operating a small business. These
trainings should develop the skills associated with entrepreneurship and may
include but not limited to:
i.
Taking initiative, creatively seeking out and identifying business
opportunities, develop budgets and forecast resource needs, understand various
options for acquiring capital and the trade-offs associated with each option;
and,
ii.
Communicate effectively and market oneself and one’s ideas.
13.
Services that provide labor market and employment information about
in-demand industry sectors or occupations available in the local area, such as
career awareness, career counseling, and career exploration services.
14.
Activities that help youth prepare for and transition to postsecondary
education and training.
a.
Inform participants of legal responsibilities after turning 18, assess
participant strengths/abilities/interests, help participants prepare and submit
post-secondary education applications and financial aid, investigate and apply
for scholarships, and develop portfolio that demonstrates accomplishments and
competencies.
As with the Adult and Dislocated Worker Programs, all fourteen
(14) elements will not necessarily be provided by the Title I Youth service
provider. Youth may receive some
services through coordination with Core Partner Programs including Adult
Education and Literacy, Wagner-Peyser, Vocational
Rehabilitation, or other Required Partner Programs.
Serving youth with disabilities is an important part of the local
youth services strategy. South Carolina
Vocational Rehabilitation works hand-in-hand with Waccamaw
Workforce Development Board youth services to provide co-enrolment and funding
for work experience for eligible youth.
South Carolina Vocational Rehabilitation has a counselor assigned to
each public high school in the the State of South
Carolina, and in some cases the counselors are physically located at the
school. The counselors provide
pre-employment transition services to students including: job exploration counseling, work-based
learning experiences counseling on opportunities for enrollment in
comprehensive transition or post-secondary educational programs at institutions
of higher education, workplace readiness training to develop social skills and
independent living, and instruction in self-advocacy, which may include peer
mentoring. There are also programs for
students with visual impairment and/or legal blindness through South Carolina
Commission for the Blind.
South Carolina Vocational Rehabilitation staff in the Waccamaw Local Workforce Area train and work closely with
the WIOA Youth Title I programs to co-enroll and appropriate youth to leverage
resources and expand the menu of options for youth with disabilities. Training will be provided to all local
staff in co-enrollment strategies.
When
appropriate, youth will be co-enrolled in a Core Program Partner funding stream
to leverage resources and maximize service options to youth.
5. A description of how the
fourteen (14) youth program elements are integrated in program design.
The Waccamaw
Local Workforce Development Area makes all 14 program elements available to
youth participants, but not all services are funded with WIOA youth funds. Partner collaboration ensures a variety of
options for many of the elements. When
WIOA is not funding an element, an agreement is in place to offer the program
element elsewhere and ensure that the activity is closely connected and
coordinated with the WIOA youth program if enrolled youth are
participating. The locally provided
youth elements include:
Tutoring and Study Skills Training and
Instruction
For in-school youth, participants receive
services during school in the Career Coach’s classes and during the after
school program located in the high schools.
For out-of-school youth, participants receive services in the WIOA
computer lab or the Adult Education program.
This includes tutoring in core curricula courses by certified teachers
on an as needed basis, assistance with homework or other assignments, basic
skills upgrading including Steck-Vaughn 2014
computer-based GED program. Career
Coaches coordinate these youth services on an individual basis for each
participant.
Alternative Secondary School Services
Participants receive services at the
Alternative Secondary school assigned to the district in which they reside or
another approved agency that is K-12 funded.
Services must be approved by the school district and lead to a high
school diploma or GED. Career Coaches
coordinate services on an individual basis for each participant.
Paid and Unpaid Work Experiences
Work experience is coordinated by the Career
Coaches to assist youth participants in acquiring personal attributes,
knowledge and skills needed to obtain a job and advance in employment. The purpose is to provide the participant
with the opportunity for career exploration and skill development. Assessment results assist staff in placing
students at appropriate work experience sites.
Occupational Skills Training
Training services are coordinated by the
Career Coaches in conjunction with the participant based on expressed interest
and skill levels. Training is provided
as appropriate and available by technical colleges, vocational schools, Adult
Education Centers, and proprietary training centers. Training is aligned with locally focused
in-demand industry sectors.
Education Offered Concurrently with and
in the Same Context as Workforce Preparation Activities and Training for a
Specific Occupation or Occupational Cluster
Youth have access to a wide array of
workforce preparation training to assist in getting and keeping a job including
life skills and work readiness skills in five categories: life skills, work habits and behaviors, work
attitudes and values, communication and interpersonal skills, and job search
skills. The local area has over fifty
(50) of these life skills workshops that are taught either one-on-one during
case management or in a classroom setting.
Training utilizing Career Pathways, Career Ready 101, and other
available training to assist in advancement in chosen careers is provided. WorkKeys is
available to ensure participants have the skill levels required to maintain
employment in their chosen careers.
Beginning July 1, 2017, the Local Area will also provide Strength
Finders to assist youth.
Leadership Activities
Participants perform community service
projects that emphasize positive social behaviors, self-esteem building,
maintaining healthy lifestyles and encourage the importance of
responsibility. Seminars are also
provided to assist in self-esteem, positive self-image, and leadership
development.
Supportive Services
Support services are provided on an as
needed basis and validated on the Individual Service Strategy. A reference list is available to assist in
identifying supportive service resources in the local area. WIOA funds are used as a last resort.
Adult Mentoring
Local adult volunteers serve as mentors
to participants when the service is needed.
Mentors help participants develop good habits and a positive attitude
toward work and life in general.
Mentors assist with motivating participants and providing guidance and
input as needed. The Mentor becomes the
role model for participants. A minimum
of two hours per month is provided to each youth participating in the Mentoring
element.
Follow-up Services
Follow-up services are provided for twelve
(12) months after youth exit from the program.
Career Coaches have at least monthly contact to assist youth with
challenges and encouragement. Contact
may be face-to-face or through electronic means and are documented in the SCWOS
case notes section. The extent of
services for follow-up are based on individual needs of the youth participant.
Comprehensive Guidance and Counseling
Career counseling is done by Career
Coaches. Other more formal counseling
is done via referral on a case-by-case basis to specialized services such as
Drug Counseling or Abuse Counseling.
Financial Literacy Education
Waccamaw Local Workforce Development Area has
curriculum it uses to either train youth one-on-one or in a group setting how
to budget, how to write a check, and information on withholding from paychecks.
Entrepreneurial Skills Training
Local school districts and/or local
chambers of commerce offer entrepreneurial classes that youth participants may
participate in if it fits the Individual Service Strategy plan. The training includes speakers from business
and industry, information on how to start a business and operating and
maintaining a successful business. Youth
who are not sure if running a business is a good option are encouraged to
participate in Junior Achievement activities locally.
Services that Provide Labor Market and
Unemployment Information About In-Deand Industry
Sectors
Youth participants are encouraged to
visit the local SC Works Centers to attend workshops that related to career
exploration and to access labor market information and skills required for
specific jobs in the area.
Activities that Help Youth Prepare for
and Transition to Post-Secondary Education and Training
Local staff utilize Career Ready 101,
Career Pathways, and DOL’s My Skills My Future website and SCOIS to identify
career interests. In addition, a
workshop entitled Exploring Career
Options is provided by local staff.
College tours, assistance with college applications, and information on
apprenticeships and other avenues youth may pursue are provided.
As per the Workforce Innovation and
Opportunity Act, design framework services may be done by the grant
recipient/fiscal agent. Design
framework elements include intake, objective assessment, individual service
strategy, case management, and follow-up services. Waccamaw Regional
Council of Governments, the grant recipient and fiscal agent for the Title I
funds will do the design framework elements.
The Waccamaw
Workforce Development Area is rural in nature. The Waccamaw
Workforce Development Board determined that there is an insufficient number of
eligible providers of youth workforce investment activities in the Waccamaw Workforce Development Area, and thus has awarded
the remaining youth elements to the Waccamaw Regional
Council of Governments on a sole source basis as allowed in the Workforce
Innovation and Opportunity Act, Section 123(b).
6. A description of how the Local
Board will coordinate relevant secondary and post-secondary education programs
and activities with education and workforce investment activities to coordinate
strategies, enhance services, and avoid duplication of services.
The Waccamaw
Workforce Development Board has established a Youth Services Committee to
ensure that youth workforce activities are focused on the needs and
expectations specific to 16 to 24 year olds. The Youth Services Committee is
tasked to ensure youth services are coordinated between education and workforce
development activities, particularly in regard to postsecondary education. The engagement with secondary education
includes recruitment efforts targeting individuals who have dropped out of
school or who are graduating and need help with further education and training
activities.
Educational institutions
and economic development agencies are active in assisting with program design
concepts to ensure that the services provided by WIOA are aligned with other
post-secondary opportunities in the local area and that there is no duplication
of service. A service mapping session
is held annual to update the resource guide.
The service mapping session includes all required partners as well as
other community-based organizations and includes a discussion of services
available relevant to secondary and post-secondary education and workforce
investment activities.
7. A description of how the Local
Board will coordinate the WIOA Title I workforce investment activities with the
provision of transportation and other appropriate supportive services in the
local area.
The Waccamaw
Local Workforce Development Area depends on many local community-based
organizations to assist with support services. A resource guide is available to help identify
resources that may help a specific need of a participant. The Board has established a supportive
services policy that is included here that defines specific services provided:
Transportation barriers
continue to be an area of concern for low-income and individuals with barriers
to employment in all three (3) Waccamaw
Counties. Waccamaw
Workforce Development Board provides transportation supportive services on a
case-by-case basis if assistance is required to participate in an education or
training activity. The difficulty in
accessing transportation has been a driving force behind why it is necessary
for Waccamaw to have One-Stop Centers in each
County.
8. A description of plans,
assurances and strategies for maximizing coordination, improving service
delivery, and avoiding duplication of Wagner-Peyser
Act services and other services provided through the SC Works delivery system.
Wagner-Peyser is a Core Program Partner in the One-Stop delivery
system and their local manager has been actively involved in the partner
convening work done to prepare this plan, service map, identify areas of
collaboration, and build day-to-day operational procedures.
Wagner-Peyser will be co-located full-time in the comprehensive One-Stop
Center and share in the facility costs.
In addition, a representative will set office hours in one of our affiliate
One-Stop Centers with the intent to visit at least one day a week.
Along
with the other Core Program Partners, Wagner-Peyser
has agreed to the customer flow that provides for a “no wrong door” approach to
serving clients in Waccamaw. The design has all Core Program Partner
clients registering in the SC Works database and viewing a system orientation
as well as receiving any basic career services available at the location they
access. Wagner-Peyser
has also agreed to the referral process and initial screening to identify
potential services for all Center clients.
Wagner-Peyser, along with partner staff, will continue to provide
front-door coverage, resource room coverage, and basic career service workshops
open to all workforce system clients.
Wagner-Peyser will participate on the Local
Integrated Business Services Team to ensure employers are served according to a
customer-centric model and that partners are not duplicating efforts.
9. A description of how the Local
Board will coordinate the WIOA Title I workforce investment activities with
adult education and literacy activities under the WIOA Title II, including how
the Local Board will carry out the review of local applications submitted under
Title II consistent with WIOA requirements.
Adult Education and Literacy is a Core Program Partner and will be
actively participating in the partner convening groups held in the Waccamaw Workforce Development Area to prepare this plan
and service map, identify areas of collaboration, and build
day-to-day operational procedures.
The Workforce Innovation and Opportunity Act focuses on
targeted populations with more barriers than previous legislations. The Waccamaw
Workforce Development Area is expecting to “meet people where they are” and
help individuals gain the skills and knowledge they need to get and keep a job. The Sector Partnership approach provides a
blueprint for career pathways.
Individuals will enter the system with the partner that they will most
benefit from and begin a path toward self-sufficiency via career pathways. The career pathways model will create a
talent pipeline to fill employment in industries and occupations that are
forecasted to have growth and provide a self-sufficient wage over the next few
years. The Waccamaw
Workforce Development Board believes that many of the workforce system
individuals will start with Adult Basic Education or English as a Second
Language and build from there. The
partnership with Adult Basic Education and Literacy is essential.
Along with the other Core Program Partners, Adult Education
and Literacy in all three (3) counties will participate in the customer flow
that provides for a “no wrong door” approach to serving individuals in the Waccamaw Workforce Development Area. The design has all Core Program Partner
clients registering in the SC Works database and viewing a system orientation
as well as receiving any basic career services available at the location they
access. Adult Education and Literacy
has also agreed to the referral process and initial screening to identify
potential services for all One-Stop Center jobseekers.
Adult Education and Literacy has agreed to post-TABE test
the youth that enter the program and provide tutoring for students who are not
on level. They will purchase the tests
and give the test at a One-Stop Center or at their site, whichever is more
convenient for the youth. When needed,
they will provide the instruction to improve scores. Adult Education and Literacy will also
complete adult education paperwork and track the time the student is working
with them directly and on approved software.
After the hours of instruction are complete, the student will be post
tested readying the student to enter training.
The Adult Education and Literacy Providers expect a request
for proposal (RFP) package to be available in the fall/winter of 2017. Prior to its submission, the Waccamaw Workforce Development Board will be notified of
the review process. Eligible providers
(potential grantees) will submit a Letter of Intent.
A LWDB Proposal Review Training will be held via live
webinar where LWDB members will be provided with an overview of the proposals,
instructions on how to review proposals, and how to use the proposal review
rubric. LWDB members will have an opportunity to ask questions during the
webinar. A webinar playback option will be available. Any LWDB members with potential conflicts of
interest should recuse themselves from the review process.
Upon receipt of all grant applications, South Carolina
Department of Education-Office of Adult Education staff will screen all
applications to determine eligibility to apply for funds. All applications
deemed eligible will be sorted by their LWDA and packaged for hard-copy or
electronic transmittal to the Board Chair and LWDA Administrator. The package
also will include the rubric and review instructions. Board members will use the rubric to review
each proposal for alignment with their Local Plan.
Once the review process is complete, all forms and other
supporting documentation will be forwarded to the South Carolina Department of
Education-Office of Adult Education for consideration in the grant competition
process. South Carolina Department of
Education-Office of Adult Education staff will review LWDB comments and
feedback on Local Plan and one-stop alignment and consider the results of the
review.
SECTION V:
Operations and Compliance
1. Copies of executed cooperative
agreements which define how all local service providers, including additional
providers, will carry out the requirements for integration of and access to the
entire set of services available in the local SC Works system. This includes agreements between the Local
Board or other local entities with respect to efforts that will enhance the provision
of services to individuals with disabilities and to other individuals, such as
the cross-training of staff, technical assistance, the use and sharing of
information, cooperative efforts with employers, and other efforts at
cooperation, collaboration, and coordination.
MOU/RSA - Horry Georgetown Technical College
MOU/RSA - Migrant and
Seasonal Farm Worker Program
MOU/RSA - Native Americans
Program
2. A description of the entity
responsible for the disbursal of grant funds as determined by the chief elected
official(s).
The Chief Elected Officials
have designated Waccamaw Regional Council of
Governments as the entity responsible for the disbursal of grant funds.
3. A description of the
competitive process that will be used to award the subgrants
and contracts for WIOA Title I activities.
The Waccamaw
Workforce Development Board is not incorporated. Waccamaw Regional
Council of Governments was designated the Fiscal Agent and Grant Recipient by
the Chief Elected Officials. In its
capacity as Administrative Entity, Waccamaw Regional
Council of Government serves as the Waccamaw Workforce
Development Board support and assists the Board in fulfilling its duties. In cases where there is a need for a
firewall between responsibilities such as monitoring, evaluation, procurement,
plan development, and policy development, the Waccamaw
Workforce Development Board requests the Administrative Entity contract with an
independent consultant to provide assistance directly to Board Members
independent of Waccamaw Regional Council of
Governments.
An independent consultant will be
contracted with to assist the Waccamaw Workforce
Development Board in procuring the one-stop operator. Waccamaw Workforce
Development Board and the Waccamaw Local Area Chief
Elected Officials have selected and approved Waccamaw
Regional Council of Governments to serve as service provider for the Title I
Adult and Dislocated Workers. Training
services that require an Individual Training Account must be on the Eligible
Training Provider List. In the event,
the State of South Carolina requires a different process the local area will
comply.
The entity selected for one-stop
operator through competitive procurement will be checked on epls.gov for
suspension and/or debarment to minimize risk.
4. Local Boards will not be required
to include proposed performance goals for Program Years 2016 or 2017 in the
local plan. Further guidance will be
issued by the State regarding the negotiation of local levels of performance. Agreed upon performance goals must be
incorporated into the local plan after negotiations are finalized.
Waccamaw Workforce
Development Board will incorporate performance goals into this local plan after
negotiations are finalized.
5. A description of actions the
Local Board will take toward becoming or remaining a high-performing workforce
area, including:
·
The
effectiveness and continuous improvement criteria the Local Board will
implement to assess their one-stop centers;
·
A
description of the methodology used by the Local Board to allocate SC Works
center infrastructure funds; and
·
A
description of the roles and contributions of SC Works partners, including cost
allocation.
Waccamaw Workforce Development
Board is and will continue to be a high-performing Board. The Waccamaw
Workforce Development Board will analyze evidence-based
return on investment through a performance management dashboard to track
employment, retention, wages, and educational attainment.
An independent evaluation will be conducted annually to
review the local workforce delivery system and provide feedback on enhancement
possibilities and areas that may be of concern to the Waccamaw
Workforce Development Board. In
addition to a third party evaluation, mystery shopping of each One-Stop Center
to evaluate customer service will be done at least once annually.
Waccamaw Workforce
Development Board Members which includes Core Program Partners will receive at
least six (6) hours of training annually regarding the workforce system to keep
them apprised of changes, promising practices, sector partnership progress, and
local considerations.
Waccamaw will use
the One-Stop standards set by the State to further its quest for continuous
improvement and high performance. The
Local Workforce Director for the Board will convene Center partners through the
completion of the SC One-Stop Certification Self-Assessment Tool that is
divided into three sections: System
Standards for Employer Services, System Standards for Job Seeker Services, and
One-Stop Management Standards. The
Board Committee will review the findings and assist in overseeing a plan for
high-performance.
One-Stop Center
infrastructure and roles and contributions of SC Works partners are included in
the attached Memorandum of Understanding/Resource Sharing Agreement:
MOU/RSA - Horry Georgetown Technical College
MOU/RSA - Migrant and
Seasonal Farm Worker Program
MOU/RSA - Native Americans Program
One-Stop infrastructure
costs are allocated based on square footage and direct costs. In the event a partner cannot contribute with
cash, in order to pay their fair share, an in-kind contribution may be
established.
6. A description of how Adult and
Dislocated Worker training services will be provided through the use of
individual training accounts, including:
·
If
contracts for training services will be used;
·
How
the use of training service contracts will be coordinated with the use of
individual training accounts; and
·
How
the Local Board will ensure informed customer choice in the selection of
training programs regardless of how the training services are to be provided.
Training services for Waccamaw Workforce Development Area will be provided in
accordance with 134(c)(3)(G) of the Workforce Innovation and Opportunity
Act. Training services provided will
maximize customer choice in the selection of an eligible provider of such
services.
As required in the
Workforce Innovation and Opportunity Act, in the Waccamaw
Workforce Development Area, training services shall be directly linked to an
in-demand industry sector or occupation or related entry-level career path
course of study. Input from economic
development, employers, core program partners, and labor market information
resulted in the Waccamaw Workforce Development Board
selecting Health Care and Manufacturing as the forecasted new and emerging
industry sectors or occupations. In
addition, to support career pathways and meet clients where they are, the Waccamaw Workforce Development Board has approved Retail
and Hospitality as a career pathway “starter” industry sector or
occupation.
Labor market data and local
economic conditions can change with little warning. As a result, the Waccamaw
Workforce Development Board may decide to approve training services for
occupations determined by the Board to be in sectors of the economy that have a
high potential for sustained demand or growth in the Waccamaw
Workforce Development Area. If this
occurs, the Waccamaw Workforce Development Board will
document the decision in Board meeting minutes along with the justification for
the decision.
Training services will be
done through the Individual Training Account process for educational
institution training services and through a contract process for other training
services including on-the-job training, customized training, incumbent worker
training, or transitional employment. Waccamaw Regional Council of Governments will not directly
provide training services.
Line item tracking will be
done for Individual Training Account funds versus Training Contract funds.
Customer choice can be achieved
through a comprehensive case management strategy that involves an assessment
and the development of an Individual Employment Plan that leads to training and
self-sufficiency. The Career
Counselor’s role is to help the customer make an informed choice after looking
at the State’s list, program and cost information, and taking into
considerations the dollar mount of the training and
the Board policy on expenditures.
7. A description of the process
used by the Local Board to provide a 30-day public comment period prior to
submission of the local plan, particularly for representatives of businesses,
labor organizations, and education.
The Workforce Innovation
and Opportunity Act in subsection (d) says:
Prior to the date on which
the local board submits a local plan under this section, the local board shall—
(1) make available copies of a proposed local plan to the public through
electronic and other means, such as public hearings and local news media;
(2) allow members of the public, including representatives of business,
representatives of labor organizations, and representatives of education to
submit to the local board comments on the proposed local plan, not later than
the end of the 30-day period beginning on the date on which the proposed local
plan is made available; and (3) include with the local plan submitted to the
Governor under this section any such comments that represent disagreement with
the plan.
The Waccamaw
Workforce Development Board has included Core Program and Required Partners in
the preparation of this plan through partner meetings and Workforce Board and
Committee meetings. In addition,
employers have been a voice in the conversation to ensure business and industry
needs and expectations are included.
A partner discussion
meeting to discuss unique features and benefits of each funding stream was
held. This partner-convening group met
to discuss similarities and differences across services. A draft plan was written by an independent
consultant working with the partners.
The draft plan review process will include forwarding an email notice to
a website link targeting Core Program and Required Partners, Waccamaw Workforce Development Board Members, Chief Elected
Officials, community stakeholders, and providers. In addition, a notice will be posted in
each of the One-Stop Centers to alert clients and customers. The notice will also be emailed to all three
county government offices requesting that it be posted on their county
websites. Finally, a notice will also be
placed one time in a news publication in The Sun News, the main newspaper
serving the three (3) counties.
Following the thirty-day
comment period, the partner-convening group will discuss comments and respond
with changing the plan or indicating reasons for not making a change.
8. A description of how SC Works
centers are implementing and transitioning to an integrated, technology-enabled
intake and case management information system for programs carried out under
WIOA and by SC Works partners.
The Core Program Partners
will register all applicants/participants in the SC Works database at each of
the One-Stop Center and/or partner agency access points. Title I Adult, Dislocated Worker, and Youth
Program providers will use the SC Works database as its intake and case
management system and tracking system for service engagement and performance
outcomes.
Due to the need to
coordinate assessments, co-enrollments, exits and case records, it is important
that the other Core Program Partners join Wagner-Peyser
and Title I Adult, Dislocated Worker and Youth Programs in using the SC Works
database as a coordinated database.
Until that is possible, the Waccamaw Workforce
Development Area will hold regular conversations to coordinate essential
service delivery components.
9.
A
description of how the Local Board ensures compliance with the Adult priority
of service requirements under WIOA Title I and State Instruction Number 15-17.
The Waccamaw
Workforce Development Board will spend adult funds according to our priority of
service policy that includes:
Priority of service status is established at the time of
eligibility determination and does not change during the period of
participation.
1st Priority |
Veterans and
eligible spouses who are also low-income, recipients of public assistance
and/or basic skills deficient |
2nd Priority |
Individuals
who are not veterans or eligible spouses, are recipients of public assistance, other low-income
individuals, or individuals who are basic skills deficient |
3rd Priority |
Veterans and
eligible spouses who did not meet "first priority" conditions |
4th Priority |
Individuals
who are residents of the Waccamaw Local Area and who
are not veterans and do not meet criteria to be considered a target
population |
The Local Board will comply
with state instruction and ensure that seventy percent (70%) of participants
enrolled since July 1, 2016 will be low income or basic skills deficient. Basic
skills deficiency and low income are defined in State Instruction Number 15-17.
10.
A
description of how the Local Board is serving special populations, including
those with barriers to employment, as required by WIOA.
South Carolina’s State Workforce Board’s
Priority Population Committee used Labor Market Information to narrow the
target for Priority populations to include:
·
Individuals
with disabilities
·
Veterans
·
Youth with
Barriers
·
Long-term
Unemployed
·
Ex-offenders
·
Homeless
An emphasis is placed on individuals with
barriers particularly individuals with disabilities, recipients of public
assistance, low-income, and those who are basic skills deficient. Core Program Partners will participate in a
“no wrong door” approach to access that includes registration into SC Works,
initial screening, system orientation, and referrals.
Vocational Rehabilitation and other Core
Program Partners will participate in listening sessions to share information
specific to their target populations and discuss appropriate co-enrollment
standards.
Regular monthly partner meetings will share information regarding shared
participants.
SCDEW provides services to Veterans and the
Long-term Unemployed in the local SCWorks Centers. Waccamaw has many community-based organizations that serve
homeless and offenders that are invited to participate in service mapping and
resource guide meetings.
11.
Copies
of current Local Board policies and definitions, including:
·
Supportive
Services policy;
·
On-the-Job
Training (OJT) reimbursement policy;
·
Incumbent
Worker Training (IWT) policy, when using local funds;
·
Youth
Incentives policy;
·
Local
training cap policy;
The Waccamaw Workforce Development Board has set the maximum
amount of an Individual Training Account at $4,000
per program year. Participants can apply to attend training that costs more
than the maximum training amount, but those participants must submit proof of
how the difference in cost will be paid.
An Individual Training Account that exceeds the $4,000 per program year
requires approval by the Workforce Development Board’s Executive Committee. The
lifetime maximum is $14,000 per participant.
As career
pathways and sector strategies are implemented this policy will be revised to
reflect any changes that are identified as necessary to increase the
opportunity to get and keep a job that pays a livable wage.
Waccamaw Workforce Development Area policies are linked below:
Memorandum regarding Supportive
Services for OJT and WE
·
Local
definition for youth who “require additional assistance”; and
Beginning March 15, 2017 the Waccamaw
Workforce Development Board defines “requires additional assistance to complete
an educational program or to secure or hold employment” as follows:
An out-of-school youth, including a youth
with a disability, AND…
· Has a poor work history, to include, little to no work history, or has been fired from a job within the past 6 months.
· Has dropped out of post-secondary education during the past 12 calendar months
· Currently has an incarcerated parent(s)/guardian or lack of support system
· Interested in college and is a first generation college student
· Employed part-time and has been unable to obtain full time employment with the past three months after employment search
Youth Requires Additional Assistance
The Waccamaw
Workforce Development Board plans to revisit the current policy for self-sufficiency
in the near future. We will utilize the Lower Standard Income Levels for SC
(State Instruction 15-14, Attachment B). Currently Waccamaw
defines Adult Self- Sufficiency as 225% of LLSIL.
A Dislocated Worker will be considered
underemployed if the individual is making 80% or less of his or her pre-layoff
income.
Definition of Self Sufficiency
12.
Copies
of current local workforce area documents, including:
·
Memorandum(s)
of Understanding and Resource Sharing
Agreements, including signature sheets;
MOU/RSA - Horry Georgetown Technical College
MOU/RSA - Migrant and
Seasonal Farm Worker Program
MOU/RSA - Native Americans
Program
*The MOU/RSA for
SCDEW and CSBG is still pending. All
documents have been submitted to the partners and WRCOG is now waiting on their
approval.
·
All
service provider grants, including statements of work and budgets;
Waccamaw Workforce Development Board does not have any service provider
grants.
·
Statements
of work for in-house operational staff (where applicable);
·
Current
or most recent Grant Application Request(s)/Request(s) for Proposals;
When the
Request for Proposal for the One Stop Operator is complete, the Waccamaw Workforce Development Board will forward them to
SC DEW.
·
Local
Workforce Development Board By-Laws;
·
Local
Workforce Development Board and Committee meeting schedules;
Waccamaw - WDB and Committee Meeting Dates 2016
·
Local
Workforce Development Board budgets; and
·
Local
monitoring schedule.
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