One-Stop Committee Charter

Transcription

1 Charter Charter Title: One-Stop Committee Charter Adopted (WIB): mm/dd/yyyy Adopted (Committee): mm/dd/yyyy One-Stop Committee Charter I. Purpose Pursuant to the State Employment & Training Commission (SETC) requirements, each Local Workforce Investment Board (WIB, or Board) is required to establish a One-Stop Committee (Committee). This Committee s primary role is to assist the full Board in its broad oversight of the One-Stop System through continuous evaluations and to develop policy recommendations that aim to improve the quality and effectiveness of services delivered though the One-Stop System including the One-Stop Career Center, monitoring performance and program enrollments, ensuring WIB Plans are being carried out as they relate to One-Stop System services, and mediating disagreements among the Partners. The One-Stop Committee also has a special role in the procurement and contract awarding process to ensure that funds are awarded consistent with the WIB plan. This Committee also works with the One-Stop Operator to identify the needs of local clients and businesses that currently utilize Workforce Investment Act (WIA) funded services, and develops strategies to increase participation and positive outcomes from individuals and businesses in the system. II. Roles and Responsibilities A. One-Stop Partner and One-Stop Operator MOU It is critical that the WIB clearly defines exactly what it expects the One-Stop Operator to do and to achieve. The Workforce Investment ACT of 1998 (WIA) and the SETC requires that, at minimum, this be accomplished through the execution of a Memorandum of Understanding (MOU) signed by the WIB, One- Stop Partners and the One-Stop Operator. The One-Stop Partners and One-Stop Operator MOU must outline the specific roles and contributions of each with respect to the One-Stop Career Centers. This document provides a clear set of expectations, including key outcome measures, which these entities have agreed to meet, and can be held accountable for achieving. The MOU should be written clearly with definitions of terms to avoid misunderstandings. It must be understood that it has the effect of a contract with operational, legal, and fiscal ramifications. Delivery of One-Stop services will be the focus of the MOU. The MOU should be the blueprint that establishes a viable framework from which the One-Stop partners provide services for job seekers and employers. It should also include minimum services for every client to be provided by all partners. Customer satisfaction for businesses, adult job seekers, and youth should be included as part of the overall performance management. Quality customer service is essential at a One-Stop facility. Local efforts to provide cross training in customer service should also be described in the MOU. Other MOUs may be developed for other community organizations providing services through the One- Stop Career Center. Bergen WIB One-Stop Committee Charter Draft v4 (as of 06/19/2014) Page 1 of 8

2 Periodic review of the One-Stop Partners and One-Stop Operator MOU should be conducted and the roles and responsibilities defined within to ensure that it continues to accurately reflect expectation and agreements that have been made. There should be a Management Team that meets regularly and there must be a commitment to working together to establish, guide and continually develop the One-Stop System. The WIB mediates disagreements among the One-Stop Partners, can recommend MOU amendments, and termination of One-Stop Operator/Partners when they fail to fulfill the agreement(s). Detailed information about the content of a WIB, One-Stop Operator, and One-Stop Partner agreement are in the SETC WIB Member Handbook (2007). B. Develop and Monitor Budgets Work with the Fiscal Agent, One-Stop Operator, and WIB staff to develop the annual budget based on priorities established by the WIB, including costs associated with staffing the WIB and how funds will be used for multiple funding sources under WIB jurisdiction: WIA, TANF, Supplemental Literacy, special federal and state grants, and any other funds that come under local workforce area s jurisdiction. The annual Master Budget creates the framework for the development of the annual workforce development contract between the State, the WIB and the Local Elected Officials (LEO), and must be developed with the support of the WIB Executive Director and the Local Chief Elected Officials (L CEO) fiscal agent. The Master Budget and any modifications to the annual workforce development contract must be approved by the WIB and signed off on by the WIB Chair for subsequent submission to the L CEO. The budgeting process must take into consideration the specific requirements of various funding streams, and provide a fully transparent identification of staffing, overhead and program costs, all in adherence to the local area contract assurances and certifications. The budget must include the costs of administration, operations, local WIB staff, and One-Stop staff fully or partially paid by grants in carrying out its responsibilities as defined in the State Unified Plan, SETC policies, WIB Member Handbook and local Annual Plan. Fiscal/Budget Development must be assigned to a WIB Committee. The committee responsible must submit quarterly performance and fiscal reports to the WIB and L CEO. Refusal of funds must be submitted in writing to the Commissioner of LWD and the SETC Chair, and jointly signed by the WIB Chair and L CEO. C. One-Stop Operator Management Plan The WIB can request that the One-Stop Operator provide a management plan for how he or she will monitor the contributions of One-Stop Partners and the provision of services through the One-Stop System, providing the WIB with ongoing reports, assuring that an adequate process is in place for ongoing evaluation and that the WIB will receive the information it needs on an ongoing basis. One-Stop Operator Management Plans outline how the One-Stop Operator will carry out the critical and day-to-day administrative tasks of running the One-Stop System. D. Reviewing and Approving Monitoring Protocols, Tools and Reports The WIB, through this Committee, can request that the monitor(s) submit written protocols and procedures that outline how the monitor will carry out monitoring and oversight activities. The WIB can also review and approve the tools used to conduct on-site monitoring as well as the templates for the reports that they will be receiving from the monitor to ensure that the WIB will ultimately receive the information it feels it needs to adequately assess the success of a given program. Bergen WIB One-Stop Committee Charter Draft v4 (as of 06/19/2014) Page 2 of 8

3 Oversight and Monitoring of Programs The One-Stop Operator must regularly inform the WIB about how the system is addressing the standards and expectations that the WIB established in its Local Workforce Investment Plan. 1. Ensure that the ultimate selection of providers is based on the Local Plan and the standards established. This shall include, but not be limited to, the skill needs of local business and provider outcomes in regard to placement. 2. Identify new One-Stop and Contributing Partners. 3. Define common benchmarks, expectations, standards, policies and procedures (additional from State) for which all service providers can be measured. Establish additional performance measures that are meaningful to both job seekers and employers (delivery of services and the outcomes to be achieved). 4. Define One-Stop System reporting needed (reports or communications are required on a regular basis in order to assist the WIB in its oversight of the system) to the degree to which performance is being met. Make recommendations for when performance is not being met. 5. Engage the One-Stop Operator and Partners in the planning processes for how to meet the Committee defined standards, as well as how to implement elements of the WIB s Local Plan. 6. The WIB can request a One-Stop Business Plan or Service Plan for a specific program which outlines how the One-Stop Operator will develop the system as a whole or a portion of it to meet the new standards. This request can outline the specific issues that should be addressed. These plans can be reviewed by the WIB s One-Stop Committee and discussed to ensure that the One- Stop Operator clearly understands the WIB s expectations. 7. Review performance reports and enrollments, at least quarterly, with the One-Stop Operator to ensure performance measures and locally define standards are being achieved; make recommendations when they are not. 8. Assess local programs to ensure they are in line with labor market needs. 9. Ensure the development of current and future business skills are embedded into every facet of the design and delivery of WIA funded employment, training and education program through ongoing and serious dialogue between the public and private sectors. 10. Conduct risk assessments during the course of the year and at year end, to review the performance of all training providers that impacted a performance measure falling below 90% of meeting the performance goal. 11. Monitor all contracts for services to ensure services provided as per contract, performance requirements are met, and contracts are in accordance with federal, state and local laws and regulations. Staff must be hired/assigned for this monitoring role and must report directly to the WIB Executive Director. 12. Provide quarterly summary monitoring reports to the L CEO on system performance. Bergen WIB One-Stop Committee Charter Draft v4 (as of 06/19/2014) Page 3 of 8

4 13. Carry out responsibilities for the Eligible Training Provider List (ETPL) as directed by the SETC/NJDLWD (TBD). E. Development and Review of a Request for Proposals (RFP) The Request for Proposal (RFP) is the document that defines what services the One-Stop System is seeking. More specifically, the document should include the standards these services should meet including: Standards as to the elements of the service offered. For example, if we are seeking literacy services, we should require that the services include assessment and/or connectivity to the One-Stop Career Centers. Performance standards and outcomes to be achieved by the services offered and the consequences for when they are not. Standards for the quality of services provided. For example, that service must prepare customers to meet employer expectations for job readiness. The WIB should establish these standards with the input of the One-Stop Operator. This can be done in any of the Board Committees. The One-Stop Operator or WIB Staff, in turn, draft the actual document. Steps should be taken to ensure the document accurately reflects the standards established by the WIB prior to its release. The WIB, One-Stop Operator, and Fiscal Agent will then engage in a process for reviewing and selecting among the proposals. The process must be keyed to the plan, the standards established, and be void of any conflict of interest. The WIB must review the recommendations of the review team to ensure consistency with the Local Plan. This can be accomplished in several ways: The full WIB, through its bylaws can vest the One-Stop Committee with this decision making power, requiring only that the Committee report on the results of their decision and make available minutes of meetings where the decision was discussed and made. The WIB can vest the One-Stop Committee with this decision making power but require that the Board ratify the decision based on a written justification provided to the Board prior to the vote. The WIB can vest the One-Stop Committee with this decision making power but require that another committee, such as the Executive Committee or the Committee who established the standards for the RFP, ratify the decision based on a written justification. Ensure there is not a conflict of interest in the development, review, selection and/or ratification of contractors, and ensure that all federal, state and local regulations are followed. The WIB s Executive Director should be a part of any request for proposal development team or proposal review team. F. Fiscal Expenditure Oversight The WIB s fiscal oversight should focus on whether funds are being fully used and if these funds are being spent consistent with the local plan. The WIB relies heavily on the WIB Staff, One-Stop Operator, and Fiscal Agent to ensure that funds are used in an allowable manner. The WIB depends on the Grant Recipient or the Grant Recipient s Fiscal Agent for accurate information as to where and how rapidly funds are being spent. In addition, the WIB relies on the One-Stop Operator and Fiscal Agent s technical knowledge of procurement rules and rules for how funds can be used. Bergen WIB One-Stop Committee Charter Draft v4 (as of 06/19/2014) Page 4 of 8

5 1. Monitor fiscal expenditures against the adopted annual budget with a focus on whether funds are being fully used and if these funds are being spent consistent with the Local Plan. 2. Monitor information as to where and how rapidly funds are being spent and identify potential problems regarding full utilization of funds. 3. Review and discuss documents related to procurement and contract awarding process to ensure that funds are awarded consistent with the Local Plan. 4. Develop a Priority of Service Policy. When funds become limited, the WIB can require that certain groups or populations receive priority for the receipt of employment, training, and placement services. 5. Recommend grant and contract awards to the fiscal agent. G. Negotiation of Performance Standards Each year, the State negotiates performance standards with the US Department of Labor. Subsequent to that negotiation the State identifies target performance standards and levels for all programs under the direct oversight of the WIB. The WIB may work with LEO to negotiate local performance measurements with the State based on local needs and issues. H. Facilitating Continuous Quality Improvement WIBs are expected to do more than just determine if the One-Stop System is achieving the standards established for it. It is expected to also take steps that facilitate and lead efforts to continually improve the local system. Improvement strategies should be identified to address both areas of weakness as well as opportunities for improvement. These could include, among other strategies: Staff Training, Process Improvement Methodologies, Curriculum Development Revisions, Customer Satisfaction Analyses and Customer Tracking. Guidance can be provided for developing the One-Stop System into a cohesive collection of services that are characterized by high quality and good customer service including strong interagency collaboration resulting in a seamless delivery of services and the reduction of unnecessary program duplication. 1. Establish standards for the performance of the One Stop Career Center system. 2. Establish annual program enrollment projections. 3. Conduct an annual evaluation of its local One Stop Delivery System. The evaluation may be system wide or may focus on one or more programs and/or services delivered by the One Stop System. 4. Develop continuous quality improvement initiatives that will guide the One-Stop Partners in achieving the intended goals including the sharing of information and the development of a common management structure across agencies. 5. Establish Process Standards describing how services will be provided. These standards relate to the sequences of services, the frequency of services, the quality of interactions between staff and customers, paperwork involved, etc. with focus on outcomes rather than process (Outcome Standards describing what customers will know and be able to do as a result of participating in the function or service). Bergen WIB One-Stop Committee Charter Draft v4 (as of 06/19/2014) Page 5 of 8

6 6. Ensure the One-Stop Career Center (OSCC) is marketed to, accessible to and designed to meet the needs of all individuals including those that are not traditionally in the labor market such as persons with disabilities, youth and individuals with learning and language-based challenges (Universal Access). 7. Ensure that the OSCC services are offered through a facility that meets American Disabilities Act (ADA) compliance. 8. Ensure that there is adequate space to handle the volume of customers accessing services. 9. Set Standards that raise the bar for how services are delivered through One-Stop Career Centers looking at various services provided in the One-Stop Career Center such as orientations, job matching services, employer outreach, retention services, and others. 10. Process Mapping - a method by which the One-Stop Partners evaluate current processes in depth and identify ways to improve them. Process Mapping has three primary steps: a. Map the current practices for providing services this includes looking at the customer flow process as well as the various steps along the customer flow process are carried out. b. Identify if and where the current process does not meet expectations. c. If necessary, revise current processes. 11. Program Design - The creation of the One-Stop System and Career Centers requires the WIB to support the development of a system that brings together many programs and services. The WIB maintains specific responsibility for Workforce Investment Act adult and dislocated worker, youth, and literacy services, as well as WorkFirst New Jersey To-Work services to welfare recipients. WIBs must provide clear and specific expectations for programming. III. Membership A. Appointment In accordance with Article VIII, Section 8:3 of the Bylaws, Appointment to Committees and Councils is as follows: Each other committee or council shall consist of one or more persons, whether Members or not, as appointed by the officers (appointing power), by majority vote of all disinterested officers, and, if required by the Applicable Laws, ratified by the County Executive or some other person or governmental authority. The officers, by majority vote of all disinterested officers, may designate any person or persons appointed to a committee or council as the chairperson or chairpersons, as applicable, or the vice chairperson or vice chairpersons, as applicable, of such committee or council, provided that each chairperson of such committee or council must be a private sector representative. In the case of any committee or council other than the Youth Investment Council, the officers, by majority vote of all disinterested officers, may appoint one or more persons as alternates to any appointees to any committee or council. Only one such alternate may vote in the place of any absent or disqualified appointee at any meeting of such committee or council; provided that any person must be a Member to be an alternate to an appointee to the Executive Committee. B. Removal Bergen WIB One-Stop Committee Charter Draft v4 (as of 06/19/2014) Page 6 of 8

7 A member of the Committee may be removed from the Committee, either with or without cause, at any time, by the appointing power, and, if required by the Applicable Laws, ratified by the County Executive or some other person or governmental authority. C. Resignation A member of the Committee may resign at any time by giving written notice addressed to the appointing power with copies to the Committee Chairperson an Executive Director. Any such resignation shall take effect at the time specified therein or, if the time when it shall become effective shall not be specified therein, immediately upon receipt thereof by any such person, and the acceptance of the resignation will not be required to make it effective. It is the responsibility of the appointing power to fill the resulting vacancy. D. Composition The Committee shall be composed of members who are disinterested parties to establish and monitor standards of performance for the local One Stop Delivery System. Because of its oversight role, this Committee must be comprised of Board members who do not represent providers of One-Stop services such as private sector and labor organization members. One-Stop Partners cannot serve on this Committee. At least one member should have a background in finance. The Bergen WIB Chairperson and Executive Director shall be non-voting, ex-officio members of the Committee, unless s/he is so appointed as a member of the Committee. The State has no other formal membership structure for the One-Stop Committee. IV. Meetings The Committee will meet as often as may be deemed necessary or appropriate in its judgment, at least quarterly each year, and at such times and places as the Committee shall determine. Meetings may be held at any time, any place and in any manner permitted by Applicable Laws and the Bergen WIB Bylaws. The majority of the members of the Committee shall constitute a quorum. The Committee Chairperson, in collaboration with the WIB Staff, shall be responsible for establishing the agendas for meetings. To the extent practicable, the meeting agenda, draft minutes from the prior meeting and supporting materials shall be provided to Committee members prior to each meeting to allow time for review. In accordance with Article VIII, Section 8:4 of the Bergen WIB Bylaws, Meetings of Committees and Councils is as follows: Each committee or council shall keep regular minutes of its meetings and report the same to the Bergen WIB. The requirements, restrictions, limitations and other provisions in sections 7:1, 7:2, 7:4, 7:5, 7:6, 7:7 and 7:8 of these Bylaws (see Exhibit A ) applicable to meetings of Members shall apply to meetings of committees and councils with the following exceptions: 1. All powers and authority of the Chairperson or the Vice Chairperson under such sections to preside at meetings, to call special meetings, and, in the absence of the Secretary and any Assistant Secretary, to appoint any person to act as secretary of a meeting and keep the minutes thereof, shall be exercised, in respect of a committee or council, by the chairperson or vice chairperson of such committee or council. 2. Except to the extent required by the Open Public Meetings Act and the Applicable Laws, notices of meetings of a committee or a council need be given only to the appointees to such committee or council and not to all Members of the Bergen WIB. 3. Minutes of a meeting of a committee or a council shall be reviewed and approved at the next meeting of such committee or council and thereafter submitted to the Bergen WIB. V. Authority and Resources Bergen WIB One-Stop Committee Charter Draft v4 (as of 06/19/2014) Page 7 of 8

8 The Committee is a Committee of, reports to, and drafts recommendations to, the Board. Through this Charter, the Board delegates certain responsibilities to the Committee to assist the Board in the fulfillment of its responsibilities. Except as otherwise prohibited, the Committee may delegate responsibilities to a subcommittee of the Committee. The Committee shall be given the resources and assistance necessary to discharge its responsibilities including access to Board staff and documents. Such access shall be made in consultation with the Board Chairperson and Executive Director. The Committee may request any member, officer or staff of the Board to attend a Committee meeting or to meet with any outside advisers it deems necessary or appropriate. VI. Amendment This Charter and any provision contained herein may be amended or repealed by the Board. Bergen WIB One-Stop Committee Charter Draft v4 (as of 06/19/2014) Page 8 of 8