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2	WorkNet Pinellas Board of Directors Orientation Overview and History of Workforce Development WorkNet Pinellas Board Member Responsibilities & Opportunities Programs & Funding
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4	Overview & History of Workforce Development I. Overview and History of Workforce Development A. Federal Workforce Investment Act B. State of Florida and the Agency for Workforce Innovation C. Regional Workforce Board Authority D. Regional Workforce Board Committees E. One Stop Services F. Economic Development 1. E-Cubed: Education, Employment, and Economic Development 2. 2003-2008 Florida Strategic Plan For Economic Development
5	Federal Workforce Investment Act Mission: To increase the employment, retention, and earning of participants, and increase occupational skill attainment by participants, and, as a result improve the quality of the workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the Nation. Key Principals 1. Streamlining Service 2. Empowering Individuals 3. Universal Access 4. Increased Accountability 5. New Roles for Local Boards 6. State and Local Flexibility 7. Improved Youth Programs 8. E-Cubed: Education, Employment, and Economic Development 9. Business and Employer Focus
6	State of Florida, Workforce Innovation Act of 2000 In response to the change in the Federal Law, the State of Florida passed the Workforce Innovation Act of 2000, which created Workforce Florida, Inc. (WFI) The Agency for Workforce Innovation Mission Florida will develop the state business climate by designing and implementing strategies that help Floridians enter, remain in and advance in the workforce, becoming more highly skilled and successful, benefiting Florida businesses and the entire state. 51% Private Sector Business representation Developing a globally competitive workforce
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8	Regional Workforce Board Structure WFI encouraged local control by dividing the State into 24 geographically and economically significant Regional Workforce Boards (RWBs). Mission These new regions, of which Pinellas County is RWB fourteen (14), were tasked with providing oversight and guidance to local service providers and partners of the One-Stop System. To further ensure this success the state board divided their task and placed them under the guidance of three main committees. First Jobs/First Wages Better Jobs/Better Wages, and High Skills/ High Wages
9	Regional Workforce Board Members As required by the Federal Workforce Investment Act and/or the State of Florida’s Workforce Innovation Act Membership Business: The majority, fifty-one percent (51%) of the board, must be representatives of businesses in the local area. Additional Mandatory Board Members Include: Representatives of Local Educational Entities Representatives of Labor Organizations Community Based Organizations Individuals with Disabilities. Veterans Economic Development Organizations Mandatory One Stop Partners Current or former recipients of Welfare Transition Assistance or Workforce Services
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11	First Jobs / First Wages Committee Mission The mission of the First Jobs / First Wages Committee is to promote successful entry of individuals, including young people and adults working for the first time, into the workforce through education and workplace experience. To prepare youth for successful entry into the workforce and to achieve self-sufficiency. Membership Members of the Local Regional Workforce Board Representatives of Juvenile Justice Representatives of local Law Enforcement Representatives of local Public Housing Authority Parents of Eligible Youth Former Participants Representatives of Organizations with Youth Activity Experience Representatives of the Job Corp Program
12	Better Jobs / Better Wages Committee Mission The mission of the Better Jobs / Better Wages Committee is redirection, retention, reliance and return on investment. Membership This committee must consist of at least five members.
13	High Skills/High Wages Committee Mission The mission of the High Skills / High Wages Committee is to align education and training programs with higher pay, higher demand jobs that advance careers, build a more skilled workforce and enhance the county’s efforts to attract, retain, and expand job-creating businesses. Membership Five (5) or more private-sector business representative appointed by the primary economic development organizations A representative of each primary economic development organization in the region The regional workforce board chair Community College President District School Board Superintendent Two (2) representatives of non-public post-secondary institutions who are authorized ITA providers
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15	One Stop Consortium Mission The mission of the One Stop Consortium is to provide universal and user-friendly access to the state’s workforce development programs, services and resources. Membership Three (3) or more of the federally mandated One Stop partners Five (5) private sector members
16	Required One-Stop Partners Adult, Dislocated Worker, and Youth Activities under WIA Employment Service Adult Education under WIA Postsecondary Voc Ed under Perkins Vocational Rehabilitation under WIA Welfare-to-Work Title V of Older Americans Act Trade Adjustment Assistance NAFTA-TAA Veterans Employment and Training Programs Community Services Block Grant HUD-Administered Employment and Training Programs Unemployment Insurance * Local Board and Local Elected Officials (LEOs) may approve participation of other programs
17	One Stop Services Available The One-Stop is to make accessible: Core Services (Universal Services) Intensive services (eligibility required) Training services (eligibility required) Discretionary activities One-Stop services such as customized screening and referral of participants and customized services to employers Supportive Services
18	One Stop - Core Services Universal access for customers to: Eligibility determination Outreach, intake, orientation Initial assessment Job Search and placement assistance Career counseling Employment statistics Performance and cost information on training providers Information on local area results on WIA performance measures Information on supportive services Information on filing UI claims Assistance in establishing eligibility for Welfare-to-Work and financial aid
19	One Stop Intensive Services For customers unable to obtain or retain employment through core services, Intensive Services may be provided directly through One-Stops or through contracts. Examples: Comprehensive assessments of skills and service needs Development of individual employment plan Group counseling Individual counseling and career planning Case management Short-term prevocational services
20	One-Stop Training Services Eligibility is determined by case managers who base individual decisions on federal and state guidelines, as well as suitability for training and retraining. Customer Choice Types of Training Available Occupational skills training On-the-job training Skills upgrading Entrepreneurial training Job readiness training Adult education and literacy activities Customized training for employers who commit to hiring
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22	Economic Development and Workforce Development E-cubed: Education, Employment, Economic Development Through a business-driven system, employers receive trained professionals and potential employees receive the education needed for them to obtain employment.
23	The Governor's Plan Partnering to Shape Florida's Future 2003-2008 Florida Strategic Plan for Economic Development Vision: Florida is a global leader in knowledge-based jobs, leading edge technology and competitive enterprises in traditional and new businesses in the 21st Century Goals: 1. Globally competitive businesses 2. Well paying jobs for Floridians 3. High quality of life throughout Florida
24	The Governor's Plan Partnering to Shape Florida's Future 2003-2008 Florida Strategic Plan for Economic Development Strategic Recommendations: 1. Make Florida a priority location for national and international business, trade and entrepreneurship 2. Expedite development of a well-educated, world-class workforce 3. Enhance the competitiveness of Florida's business climate 4. Create a worldwide pro-business image 5. Establish the infrastructure for globally competitive economy 6. Promote growth opportunities for Floridians, including urban core and rural communities.
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26	WorkNet Pinellas Board Member Responsibilities and Opportunities A. Responsibilities B. Opportunities C. Fiduciary Responsibilities D. Fiscal Responsibilities E. Government in the Sunshine Laws 1. Sunshine Laws 2. Public Records Act 3. Code of Ethics 4. Financial Disclosure
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28	Responsibilities – Statutory Roles Most responsibilities are in partnership with elected officials Select One-Stop Operator; enter into agreement with operator "May" enter into board/elected official agreement Conclude agreements necessary to designate the fiscal agent and administrative entity Complete assurances required for the charter process of Workforce Florida, Inc.
29	Responsibilities – Statutory Roles Shall designate all local service providers through competitive procurement process Shall establish High Skills/High Wages, Better Jobs/Better Wages, and First Jobs/First Wages (Youth Council) Committees. Provide ongoing oversight related to administrative costs, duplicated services, career counseling, economic development, equal access, compliance, accountability, and performance outcomes. Oversee the One-Stop Delivery System in the local area.
30	Responsibilities – Statutory Roles Develop a Budget Develop a workforce plan Negotiate WIA performance measures with state Develop linkages with economic development and other local employer linkages Promote participation of employers in the system Identify eligible training providers "May solicit grants and donations
31	Regional Workforce Board (RFB)/ Local Elected Official (LEO) Agreement Not mandatory; many combine it with required agreement among LEOs Identification of who will Act as chief LEO Process for appointing board members Liability for Workforce Investment Act (WIA) funds
32	Regional Workforce Board (RWB)/ Local Elected Official (LEO) Agreement Identification of fiscal agent Additional roles board will play in community planning, engagement and change How decisions will be made - when/how the board acts expeditiously How the agreement gets reviewed, modified
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34	Opportunities – Focus of Leading Edge Regional Workforce Boards Focus is on needs of community, not requirements of federal legislation Program management is treated as but one of multiple functions RFB centers work on economic development & community development
35	Opportunities – Providing Community Leadership Workforce information provider Issue manager Convener Seed Capitalist for Innovation Quality Assurance Agent Strategic Planner
36	Opportunities – Work on issues that urgently matter to: The Commissioners and Mayors Employers Community leaders - both neighborhood and city wide Regional Workforce Board Members
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38	Employer Focus Group Perceptions Large employers with good wages are not hiring Many students leaving school are not considered work-ready applicants; need to start work-awareness education earlier Opportunities exist in the medical field - even in the high unemployment areas Perception exists that there is a pool of unemployable people within each county (in some areas this is a sizable pool)
39	Employer Focus Group Perceptions E. Work Ethic/Reliability/Absenteeism Older established core of long-term employees give an area reputation of a strong work ethic. There are still problems in parts of the population Business has a role to play in education Curriculum and mentoring Role models One-Stop Centers Have good potential Need better marketing – awareness is low
40	Creating an Effective Board Recruiting Board Members Retaining Board Members Organizing for Effectiveness
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42	Fiduciary Responsibilities Three Main Fiduciary Duties: Duty of Care, Conflict of Interest, Compliance Duties are defined by: Articles of Incorporation Bylaws Statutory Law Case Law
43	Requirements for Proper Duty of Care Active participation Keeping informed Administration of the organization Protect corporate property
44	Conflict of Interest A conflict of interest may arise when the organization enters into a contract or other transactions with: One or more of its own board members Another organization in which one or more of its board members are active in both organizations and are directly or indirectly financially interested or benefited. Conflicts May Be Avoided By: Not contracting or doing transactions with other parties so interested Full disclosure
45	Protecting Organization Opportunity Fiduciary obligation not to divert an organization opportunity to the board member's direct or indirect gain. A board member may not engage in or benefit from a business opportunity that is available to and suitable for the organization unless: Conflicts of interest procedures are followed, and; The organization decides to not engage in the disclosed business opportunity A board member is obligated to assist the organization in obtaining adequate resources
46	Duty of Compliance Comply with Governing Documents Filing Requirements. Board members need to assure that filing requirements and filing deadlines are met. State and Federal Statutes: Board members need to be familiar enough with state and federal statutes pertaining to corporations and the corporate mission to assure that legal requirements are met and that corporate status with state and federal agencies is protected. Committees and Professional Help. Board members may rely upon committees, professionals (accountants, attorneys, etc.) and staff (if within their competency) for information.
47	Indemnification An organization may indemnify any person against liability who, while conducting organization business: Was a director, officer, etc. of the corporation Acted in good faith Acted in the best interests of the corporation Had no reason to believe the act was unlawful
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49	Fiscal Responsibility Staff Responsibility Budget Preparation Monitor Day-to-Day Expenditures as Compared to Budget Budget modifications Monthly Financial Statements
50	Fiscal Responsibility Finance Committee Responsibility Review and Approve Budget Review of Monthly Financial Statements Review and Approve Budget Transfers/Amendments Review and Approve New Funding Budgets
51	Fiscal Responsibility Auditor Responsibility Matters to be Communicated to Finance Committee Auditor’s responsibility under Generally Accepted Auditing Statement (GAAS) Significant accounting policies Management judgments and accounting estimates Audit adjustments
52	Fiscal Responsibility Auditor Responsibility Auditor’s judgments about the quality of the entity’s accounting principles Other information in documents containing audited financial statements Disagreements with management Consultation with other accountants Major issues discussed with management prior to retention Difficulties encountered in performing the audit
53	Fiscal Responsibility Board Responsibility Review and approve annual budget Review financial reports Review budget amendments/transfers Review new funding budgets Approve cancellation of contracts due to non-performance\
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55	Government in the Sunshine Laws Sunshine Law: pertains to public meetings. Statutes as follows: Florida Statutes, Section 286.011 Florida Constitution, Article 1, Section 24
56	Government in the Sunshine Laws Basic Requirements All public business will take place: Meetings of public “entities” must be open to the public; and, Reasonable notice of the meetings must be given; and, Minutes of the meetings must be taken and made available for public inspection.
57	Public “Entities” Subject to the Sunshine Law F.S., Section 445.004(1): “The Legislature determines, however, that public policy dictates that Workforce Florida, Inc., operate in the most open and accessible manner consistent with its public purpose. To the is end, the Legislature specifically declares that Workforce Florida, Inc., its board, councils, and any advisory committees or similar group created by Workforce Florida, Inc. are subject to the provisions of chapter 119 [Public Records Law] and…chapter 286 [Sunshine Law]
58	Public “Entities” Subject to the Sunshine Law Specific Workforce Exemption: F.S. Section 445.007(12): “Any [WFI or RWB] meeting or portion of a meeting…at which personal identifying information contained in records related to temporary cash assistance…is exempt…if the information identifies a participant, a participant’s family, or a participant’s family or household member…”
59	Government in the Sunshine Laws What is A Meeting Two or more members Of the same public “entity” Discussing matters that are before the Board or foreseeably may be before the Board Applies to formal meetings (even in absence of a quorum) and informal encounters
60	Government in the Sunshine Laws Forms of “Meetings” Telephone calls (not just conference calls) Written correspondence to/between Board members: E-mails and other computer correspondence Delegating authority Communicating through a liaison Generally, for the all of the above: Reporting of facts/no response-not a meeting Response to report – yes, is a meeting Solicitation of ideas or responses-yes, is a meeting Discussions, deliberations, official business-yes, is a meeting
61	Government in the Sunshine Laws Subject Matter of “Meetings” Informal Discussions, “Organizational” Meetings, Workshops, Etc. Personnel Matters (unless specifically exempted) Selection and screening committees (if authority delegated) Interviewing Evaluations Disciplinary Proceedings Negotiations
62	Government in the Sunshine Laws Reasonable Notice No required type of notice, timing of notice or placing of notice mandated by Sunshine Law Type: Notice should contain time, place and subject matter of meeting. Timing: Should be sufficiently in advance of meeting to allow media and general public to attend meeting. Placing Notice: At least displayed outside place where meeting routinely held; more notice may be necessary under the circumstances.
63	Government in the Sunshine Laws Minutes Generally, a written summary of events occurring at the meeting. Minor exclusions not a Sunshine Law violation. Minutes must be open to public inspection within reasonable time. Need not record the whole meeting. If meeting recorded, transcription of recording can be minutes. If meeting recorded, recording becomes public record and subject to Public Records retention law.
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65	Public Records Act F/S/. Section 119(1): “It is the policy of this state that all state, county, and municipal records shall be open for personal inspection by any person.
66	Public Records Act What is a “Public Record” F.S., Section 119.011(1): …” all documents, papers, letters, maps, books, tapes, photographs, films, sound recordings, data processing software, or other material, regardless of physical form, characteristics, or means of transmission, made or received pursuant…by any agency. Florida Supreme Court: Any materials used to perpetuate, communicate or formalize knowledge. Unfinished records such as drafts, notes, preliminary revisions, etc. may be public records
67	Public Records Act What is an “Agency” In addition to all subdivisions of government, an agency may include: A “private” entity created pursuant to law. (WFI/RWB) Private entity providing services “in place of an agency.) Private entity delegated authority by an agency (to the extent of the authority). An “agency” cannot “hide” public records with a private entity.
68	Public Records Act What is “Open” to any person? Agency’s restrictions limited to: Reasonable Notice Reasonable Time Reasonable Conditions Under Supervision of Records Custodian Payment of Actual Costs Inspection Cost-When “extensive” assistance needed Copying Costs-Statutory fee Numerous specific exemptions to Public Records Act (“Privacy Act” information)
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70	Code of Ethics F.S., Chapter 112: “The public interest requires that the law protect against any conflict of interest and establish standards of the conduct of elected officials and government employees in situations where conflicts may exist.”
71	Code of Ethics Prohibited Conduct Solicitation of Acceptance of Gifts Unauthorized Compensation Misuse of Public Position Disclosure or Use of Certain Information Solicitation or Acceptance of Honoraria
72	Code of Ethics Employment and Business Doing Business With One’s Board Conflicting Employment or Contractual Relationships Anti-Nepotism Law Avoiding Even The “Appearance of Impropriety
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74	Code of Ethics Financial Disclosure Appointed officials (WFI and RWB) generally required to file Form 1-the less detailed financial form No dollar values required to be disclosed Mainly identifying major assets and sources of income above a certain threshold Required to report substantial gifts-above $100
75	Code of Ethics Financial Disclosure Form 1 filing within 30 days after appointment and annually thereafter by July 1 due date Forms available from County Supervisor of Elections for RWB appointees and from Secretary of State of WFI appointees More available on the Internet at: http://www.ethics.state.fl.us/
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77	Programs & Funding III. Programs & Funding A. Program Descriptions 1. Workforce Investment Act (WIA) a. Adult and Dislocated Worker Programs b. WIA Youth 2. Welfare Transition Program Summary 3. Wagner Pyser a. Veterans’ Workforce Program b. Food Stamp Employment & Training Program (FSET) c. Job Corps Program d. NAFTA / TAA Program e. Reemployment & Emergency Assistance Coordination Team (REACT) B. Overview of Funding C. Overview of Local Contracts 1. Administrative Entity 2. Service Providers
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79	Workforce Investment Act (WIA) Mission: To increase the employment, retention, and earning of participants, and increase occupational skill attainment by participants, and, as a result improve the quality of the workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the Nation. Workforce Investment Act of 1998 Comprehensive reform legislation that supercedes Job Training Partnership Act (JTPA) Amends Wagner-Peyser Act Refined in 2000 to become Workforce Investment Act of 2000.
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81	Adult & Dislocated Worker Programs Described as: Core Services Intensive Services Training Services Such services are available to individuals who meet the eligibility requirements for funding streams: If unemployed - who are determined to need such services to achieve employment If employed – who are determined to need such services to obtain or retain self-sufficient employment
82	Dislocated Worker Programs Dislocated Worker Defined as an individual who: Has been terminated or laid off, or has received notice of such Is eligible for or has exhausted unemployment compensation Is unlikely to return to a previous industry OR Has been terminated or laid off, or has received notice of such Is employed at a facility in which the employer has announced closure within 180 days OR Was self-employed but is now unemployed as a result of downturn in economic conditions OR Is a displaced homemaker (an individual who provides unpaid services to family in the home)
83	Dislocated Worker Programs PY 2003 – 2004 Core Performance Measures for Dislocated Workers Dislocated Worker Entered Employment Rate (72.0%) Dislocated Worker Entered Employment Wage Rate (110.0% of $10.95, which equals $12.05) Dislocated Worker Employment Retention Rate at Six Months (84.0%) Dislocated Worker Earnings Replacement Rate in Six Months (95.0%), and Dislocated Worker Employment and Credential Rate (43.0%)
84	Adult Worker Programs Low-Income Individual (Adult Worker) Defined as an individual who: Receives, or is a member of a family that receives, cash payments under income-based public assistance program Received an income, or is a member of a family that received a total family income lower than the poverty line Is a member of a household that receives food stamps Qualifies as a homeless individual Is a foster child on behalf of whom State or local government payments are made Is an individual with a disability whose own income meets the requirements of a program, but who is a member of family whose income does not meet such requirements Adult Program funds are also used to support the Employed Worker program at the local level.
85	Adult Worker Programs PY 2003 – 2004 Core Performance Measures for Adult Workers Adult Entered Employment Rate (67.5%) Adult Entered Employment Wage Rate (90.0% of $10.95, which equals $9.86) Earnings Change/Earnings Replacement in Six Months ($3,700) Adult Credential Rate (43.0%), and Adult Employed Worker Outcome (no standard established) Customer Satisfaction – WIA individuals measure with an expectation of (72.0%) Customer Satisfaction of Employers (69.0%)
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87	Youth Programs The First Jobs/First Wages Committee’s focus is to prepare youth as well as adults with basic entry-level skills and to obtain gainful employment. Younger Youth Ages 14-18 and Older Youth Ages 19-21 WIA Youth Program can serve 95% low-income youth 5% over income youth (exceptional window qualifier) 95% of youth that qualify for WIA youth services must fall in the lower living standard income level and poverty guidelines for 2003.
88	Youth Programs Low income youth must have a barrier to education or employment. Sample barriers include: Deficient in Basic Literacy Skills Pregnant or Parenting Individual School Dropout, Offender Homeless, Runaway Youth Foster Child Required Additional Assistance to education or employment
89	Youth Programs After successful entrance into program, and Individual Employment Plan (IEP) must be completed to set program goals to measure levels of achievement for state performance regulations. Program goals include: Basic skill attainment Job readiness skills Occupational skills The State’s basic skill level minimum requirement is set at 9^th grade.
90	Youth Programs WIA / Younger Youth Exits positive outcomes WIA Youth Skill Goal Attainment Retention Rate / Older Youth (9 months) Retention Rate / Younger Youth (9 months) Rate / Older Youth WIA Younger Youth Positive Outcome Rate % of Goals for Job Corps Female Arrivals % of Goals for Job Corps Total Arrivals Entered Employment Rate / Older Youth Earning Change / Earning Replacement / 6 months / Older Youth Credential Rate / Older Youth
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92	Welfare Transition Program
93	Welfare Transition Program
94	Welfare Transition Program
95	Welfare Transition Program
96	Welfare Transition Program
97	Welfare Transition Program
98	Welfare Transition Program PY 2003 – 2004 Florida State Performance Measures for TANF Welfare Entered Employment Welfare Transition Entered Employment Wage Rate Welfare Return Rate
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100	Wagner-Peyser Act of 1933 This nationwide public employment service is federally funded labor exchange developed to match up employers with qualified out of work applicants Linked with the unemployment compensation program, it helps applicants file for unemployment benefits
101	Wagner-Peyser
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103	Veterans’ Workforce Program Mission: To promote and maximize the employment of Florida’s veterans, especially veterans with barriers to employment, utilizing the complete menu of One-Stop Center resources. Agency for Workforce Innovation Veterans’ Program Involves the provision of priority workforce services to One-Stop veteran customers around the State Services offered include: job referrals, job development, referrals to training and supportive services, case management, labor market information, resume assistance and employability workshops
104	Veterans’ Workforce Program Veteran categories are defined as: Eligible Veteran Special Disabled Veteran Disabled Veteran Recently/Newly Separated Veteran Campaign Badge Veteran Other Eligible Eligible Veterans – those who served on active duty for a period of more than 180 days, or during a period of war, and who have been honorably discharged Special Disabled Veterans – those who are entitled to disability compensation; are rated at 30% or more (or are rated 10 or 20% in the case of a veteran who has a serious employment handicap); or those who have been discharged or released from active duty because of a service-connected disability
105	Veterans’ Workforce Program Veterans’ Program Categories Disabled Veterans – those who are entitled to disability compensation; or who have been discharged or released from active duty because of a service-connected disability Recently/Newly Separated Veterans – any veteran during the three-year period beginning on the date of such veterans’ discharge or release from active duty Campaign Badge Veteran – any veteran who served on active duty during a war or in a campaign or expedition for which a campaign badge has been authorized
106	Veterans’ Workforce Program Veterans’ Program Categories Other Eligible The spouse of any of the following individuals: Any veteran who died of a service connected disability Any member of the Armed Forces serving on active duty who, for a period of more than 90 days, is listed as: missing in action; captured in line of duty Any veteran who has a total disability resulting from a service- connected disability Any veteran who died while on a disability
107	Veterans’ Workforce Program U.S. Department of Labor Involvement AWI Veterans’ Program includes funding by the U.S. Department of Labor who assign Disabled Veterans’ Outreach Program (DVOP) Specialists and Local Veterans’ Employment Representatives (LVER) to One-Stop Career Centers to provide and facilitate veterans’ employment and training services. DVOP & LVER Staff – considered to be part of the One-Stop team and are utilized to promote all One-Stop services LVER’s primary responsibility is to oversee local One-Stop Veterans’ Programs, ensuring priority of services for veterans DVOP’s primary responsibility is to provide workforce services to veterans with barriers to employment
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109	FSET Program Goal: To strive to meet the needs of participants in gaining skills, training, work and experience that will increase. The State of Florida provides FSET services to able bodied adults (ages 18-49) without children Funded annually by the U.S. Department of Agriculture, Food & Nutrition Service through a grant provided to Department of Children & Families (DCF) DCF determines which food stamp recipients are required to work and refers such participants to the Regional Workforce Board (RWB) for program participation The RWB contracts with service providers to provide FSET services while AWI provides FSET guidance, training, program and financial reporting and monitoring
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111	Job Corps Program Mission: To help economically disadvantaged young adults become responsible, employable and productive citizens by providing them with opportunities to develop the vocational, educational and social skills needed to succeed. Nation’s largest and most comprehensive residential education & job training program for at-risk youth, ages 16 through 24 Established in 1964, the program has provided more than 1.7 million disadvantaged young people with integrated academic, vocational and social skills training needed to gain independence Training programs help to prepare young people for quality, long-term jobs or to further their education
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113	NAFTA/TAA Program North American Free Trade Agreement (NAFTA) Transitional Adjustment Assistance (TAA): covers workers who are laid off or who are forced to work part-time as a direct result of increased imports from Mexico and Canada or of a shift of U.S. production to those countries, or those who are threatened with job loss or reduced work hours for those reasons. Provides benefits associated with training, job search, relocation allowance and other reemployment services Offers rapid response in the event a company reports layoffs because of trade with Canada or Mexico Provides on-site presentations to employees about benefits offered by the program, as well as quick enrollment for eligible workers Offers assessments of laid of workers’ skills and abilities and review of their needs and interest for retraining or job placement
114	NAFTA/TAA Program
115	NAFTA/TAA Program Where are services available? The NAFTA/TAA program is nationwide. Workers or companies in Florida may obtain a petition to apply for NAFTA/TAA assistance from the One-Stop Centers. Petitions may be filed by: Groups of three or more workers Unions Company officials Community-based organizations How does a company file for services? The U.S. Department of Labor and the Governor of Florida are responsible for determining whether a worker layoff is related to NAFTA. After 10 days of receiving the petition, a finding is made as to whether the petition meets certain eligibility requirements. The U.S. Secretary of Labor makes the final determination of eligibility within 30 days of the preliminary finding.
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117	REACT Program Reemployment & Emergency Assistance Coordination Team (REACT): team of state and local community representatives who plan and coordinate assistance for Florida’s employers and workers affected by temporary and permanent business layoffs. Provides resources such as funds, technical assistance and expertise, labor market statistics and job relocation information Provides occupational and skills training information to eligible incumbent workers who are at risk of losing their jobs Facilitates immediate assistance for dislocated workers Monitors the health of Florida industry sectors Locally, REACT members are led by the Workforce Boards. At the State level, members serve as the Governor’s Rapid Response Dislocated Worker Unit.
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119	Overview of Funding
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121	Overview of Local Contracts