Local Workforce Investment Plan

For the

Municipality of Anchorage/Matanuska Susitna Borough Workforce Investment Area of the

State of Alaska

Submitted by:

The Municipality of Anchorage/Matanuska-Susitna Local Workforce Investment Board Adopted by the Local Workforce Investment Board February 5, 2000 Adopted by the Alaska Human Resource Investment Council March 17, 2000

1 Table of Contents

OVERVIEW AND PLAN DESCRIPTION ...... 5

ACKNOWLEDGEMENTS...... 7

PLANNING GROUP DESCRIPTIONS...... 8

YOUTH COUNCIL MEMBERSHIP ...... 13

GOVERNANCE ...... 15

LOCAL WORKFORCE AREA DESCRIPTION ...... 15 GEOGRAPHY AND TRANSPORTATION ...... 15 POPULATION ...... 17 THE LOCAL WORKFORCE INVESTMENT BOARD ...... 17 BOARD MEMBERSHIP TABLES...... 19 RELATIONSHIPS...... 23 ORGANIZATION CHART AND FUNDING FLOW FOR WORKFORCE INVESTMENT ACT ...... 25

LOCAL MARKET ANALYSIS...... 27

SIGNIFICANT TRENDS IN THE WORKFORCE AREA ...... 27 WAGE AND SALARY EMPLOYMENT FORECAST ...... 34 EMPLOYMENT OPPORTUNITIES - ALASKA OCCUPATIONAL OUTLOOK TO 2006 ...... 34 ALASKA'S FASTEST GROWING OCCUPATIONS...... 35 ALASKA'S FASTEST DECLINING OCCUPATIONS...... 36 OCCUPATIONS WITH THE LARGEST JOB GROWTH ...... 37 NEW JOBS BY LEVEL OF REQUIRED EDUCATION...... 38 CUSTOMERS OF THE WORKFORCE INVESTMENT AREA - SIGNIFICANT DEMOGRAPHICS...... 38 % OF POPULATION UNDER 25-19 YEARS...... 40 % OF POPULATION 50 YEARS & OLDER ...... 41 LABOR FORCE PARTICIPATION BY AGE AND SEX...... 41 MATANUSKA-SUSITNA BOROUGH POPULATION ESTIMATES BY RACE AND ETHNICITY ...... 42 100 LARGEST EMPLOYERS...... 42 NUMBER OF EMPLOYEES PER BUSINESS...... 43 WHERE MATANUSKA-SUSITNA RESIDENTS WORK ...... 43 RETAIL TRADE PAYROLL ...... 44 OIL AND GAS EMPLOYMENT ...... 44

YOUTH PLAN...... 46

LOCAL WORKFORCE AREA VISION AND GOALS ...... 46 LOCAL VISION FOR ATTAINING GOALS: ...... 49 PROGRAM ELEMENTS ...... 50 PERFORMANCE INDICATORS...... 51 COORDINATION BETWEEN THE LOCAL AND STATE WORKFORCE BOARDS ...... 53 SELECTION OF YOUTH SERVICE PROVIDERS ...... 53 YOUTH PROGRAM BUDGET...... 55 ONE STOPS AND YOUTH...... 55 SERVICE GAPS AND ACTION AGENDA...... 55

ADULT AND DISLOCATED WORKER PROGRAMS...... 59

ADULT AND DISLOCATED WORKER SERVICES AVAILABLE IN THE WORKFORCE INVESTMENT AREA ...... 59

CORE A AND CORE B SERVICES ...... 60 INTENSIVE SERVICES...... 61 TRAINING SERVICES...... 61 DESCRIPTION OF THE INDIVIDUAL TRAINING ACCOUNT SYSTEM...... 62 SELECTION CRITERIA FOR VENDORS...... 64 COST LIMITATIONS AND SUPPORTIVE SERVICES FOR TRAINEES ...... 65 EXCEPTIONS TO THE USE OF ITA ...... 66 ELIGIBILITY FOR SERVICES ...... 67 LOCAL WORKFORCE AREA SELF-SUFFICIENCY DEFINED ...... 67 EMPLOYMENT AND TRAINING SERVICES FOR INCUMBENT WORKERS...... 68 PRIORITY OF SERVICE ...... 68 SERVICES TO DISLOCATED WORKERS...... 69 PERFORMANCE INDICATORS ...... 70 FEDERAL GUIDELINES ON USE OF PERFORMANCE MEASURES ...... 70 ADULT PERFORMANCE MEASURES AND HOW THEY ARE CALCULATED...... 72 ADULT PROGRAM BUDGET: ...... 74

LOCAL ONE-STOP SERVICE DELIVERY SYSTEM...... 78

ONE STOP OPERATOR ...... 78 REQUIRED PARTNERS FOR COMPREHENSIVE CENTERS IN THE WORKFORCE INVESTMENT AREA ...... 79 SERVICE MENU ...... 80 ADULT AND DISLOCATED WORKER SERVICES AVAILABLE IN THE WORKFORCE INVESTMENT AREA ...... 80 DESCRIPTION OF THE INDIVIDUAL TRAINING ACCOUNT SYSTEM:...... 84 SELECTION CRITERIA FOR VENDORS...... 85 EXCEPTIONS TO THE USE OF ITA ...... 87 ELIGIBILITY AND SELF-SUFFICIENCY ...... 88 SERVICES FOR INCUMBENT WORKERS ...... 89 PRIORITY OF SERVICE ...... 89 SERVICES TO DISLOCATED WORKERS...... 90 PERFORMANCE INDICATORS ...... 91 SERVICES TO EMPLOYERS ...... 94 ONE STOP SERVICES TO YOUTH...... 95 SERVICES TO PEOPLE WITH DISABILITIES AND ACCESSIBILITY ...... 96 SERVICES TO PEOPLE WITH LOW BASIC SKILLS ...... 96 SERVICES TO NON-ENGLISH SPEAKERS ...... 96 SERVICES TO SEASONAL WORKERS ...... 97 CUSTOMER DRIVEN SERVICE DELIVERY CHART...... 98

SERVICES TO NATIVE ALASKANS ...... 100

VISION AND STRATEGIC GOALS ...... 101

ASSURANCES AND BY-LAWS (INCLUDING CONFLICT OF INTEREST POLICY)...... 106

APPENDICES...... IN ORDER 29

ALASKA OCCUPATIONAL OUTLOOK TO 2006 - INDIVIDUAL JOB LISTINGS POPULATION OF ALASKA BY LABOR MARKET REGION, BOROUGH AND CENSUS AREA ALASKA POPULATION ESTIMATE BY RACE AND ETHNICITY PERCENT DISTRIBUTION OF ALASKA POPULATION BY RACE AND ETHNICITY ALASKA POPULATION BY AGE AND MALE/FEMALE TOTAL PERSONAL INCOME FOR ALASKA, 1997-1990 ESTIMATED PER CAPITA PERSONAL INCOME FOR ALASKA EMPLOYMENT AND EARNINGS BY CENSUS AREA, 1998

EMPLOYMENT AND EARNINGS FOR MUNICIPALITY OF ANCHORAGE EMPLOYMENT AND EARNINGS FOR MATANUSKA-SUSITNA BOROUGH ALASKA LABOR FORCE STATISTICS STATEWIDE MUNICIPALITY OF ANCHORAGE LABOR FORCE STATISTICS MATANUSKA-SUSITNA BOROUGH LABOR FORCE STATISTICS UNEMPLOYMENT INSURANCE CLAIMANT CHARACTERISTICS 1998 WORKFORCE DEVELOPMENT PROGRAM - LIST OF VENDORS OPERATOR MEMORANDUM OF UNDERSTANDING PUBLIC COMMENTS

Overview

Plan Development

This local workforce investment plan for the Municipality of Anchorage/Matanuska-Susitna Borough Workforce Investment Area represents the writing and editing of over sixty individuals representing private employers, training service providers, employed and unemployed workers and workforce development professionals. Representation on committees and councils came from public and private organizations, for profit and nonprofit associations and adult and youth clients. It is the culmination of an enormous effort by all of these representatives to develop a strategic plan for the design, implementation and continuous improvement of workforce programs and systems in the area. In addition, the plan draft was reviewed by the State Workforce Investment Board and the public at large. The plan itself is a compilation of many components comprising the diverse aspects of workforce development as a holistic system. At least one member of the Local Workforce Investment Board served on each of the committees or councils, and generally, board members numbered more than two on each committee. The process was as follows: • Critical components of the plan were identified. • Committees and Councils were formed around the critical elements of the plan and issued invitations to participate. • Based on federal and state planning guidance and instructions, plan elements were written in very rough draft and distributed to Committee and Council members for review. • Initial teleconferences were conducted to review each section draft. • Committee and Council members submitted written and/or oral comments and recommendations to modify the first draft. • A second draft, incorporating the comments and recommendations of members, was written and distributed to the Committees and Councils. • A second teleconference was conducted to review and revise the second draft. • Committee and Council members submitted written and oral comments and recommendations to modify the second draft. • The final draft, incorporating the comments and recommendations of Committee and Council members was written and distributed to the Committees and Councils. • A final teleconference was conducted to receive and consider final edits to the final draft. • Each Committee or Council’s final draft was completed and integrated with all other Committee and Council final drafts to constitute the first Local Workforce Investment Plan draft.

5 • The First Local Workforce Investment Board Plan draft was distributed to all members of the Local Workforce Investment Board for review and comment. • The Local Workforce Investment Board conducted a meeting to review the first plan draft. • Comments and suggestions on revision of the first plan draft (as accepted by the Local Workforce Investment Board) were incorporated into the second plan draft. • The Local Workforce Investment Board at its meeting on February 5, 2000 adopted the final Local Workforce Investment Plan (with amendments). • The Executive Board of the Local Workforce Investment Board reviewed the second plan draft and approved Board directed revisions. • On February 15, 2000, the Local Workforce Investment Board forwarded its Local Workforce Investment Plan to the State Workforce Investment Board for review and approval simultaneous with issuing the plan for public comment. • On March 17, 2000, the Alaska Human Resource Investment Council approved the plan by for submission to the US Department of Labor at its regular meeting in Juneau, Alaska. • The State Workforce Board, following the close of the public comment period and prior to submission of the plan to the regional and national Employment and Training Administration Offices, appended all public comments received on the local plan to the document.

Committees were formed specifically for the purpose of local plan development. Councils were formed for the dual purpose of developing the current strategic plan and performing in the role of on-going sub-committees to the Local Workforce Investment Board. The committees are not expected to reconvene during plan life unless major changes in the local area (i.e., demography, economy, unanticipated dislocations or changes in local boundaries) require reconsideration of components the committee developed. The four standing Councils will remain active and will meet no fewer than four times each year to continue the development of program and policy recommendations to the Local Workforce Investment Board on the Council’s area of expertise. The grids on the following pages describe those areas in the local plan contemplated and developed by each committee, and the generic make-up of each group: Workgroups formed around the components of the Local Workforce Investment Plan included the following: • Local Youth Council (14 members) • Local One-Stop Council (6 members-Combined with Customer Service) • Local Native Council (Designated by Cook Inlet Tribal Council, not fewer than 5) • Local Education Council (12 members, Combined with Adult Programs) • Local Labor Market Information Committee (4 members) • Local Customer Service Committee (6 members, Combined with One-Stop) • Local Governance Committee (6 members) • Local Adult Programs Committee (12 members, Combined with Education Council) • Executive Committee of the Board (3 members)

Acknowledgement

In addition to the contributions of the individual members listed in the Local Workforce Investment Board, their subcommittees and standing committees sections of the plan, staff of the Municipality of Anchorage Workforce Development Program Office played a critical role in plan development. Ruth DeCamp, Program Manager, was the principal writer and facilitated all planning and work sessions for the committees. The following staff members from the Workforce Development Office participated in committee work and the development of individual plan sections: Barry Marcov, Operations Supervisor Ann Vanbockel, Client Services Supervisor Rebecca deGuzman, Accountant Janet Lu, Accounting Assistant Sachiko Finnegan, Statistical Assistant Mary Swanson, Receptionist Nate Bratcher, Training Coordinator Tony Bustamante, Training Coordinator Jeff Bracken, Employment Coordinator RC Fisher, Employment Coordinator Arshella Smith, Employment Coordinator Denise Henderson, Employment Coordinator James Gaddy, Employment Coordinator Pam Holston, Employment Coordinator Duke Robb, Employment Coordinator Christine Sanderford, Employment Coordinator Shelly Rodgers, Employment Coordinator Dena Boughton, Employment Coordinator

Local Planning/Implementation of Workforce Investment Act Responsibilities – Accountability

Workgroup Name Areas of Accountability Designated Participation Governance Full board approval required, developed:

Local Workforce Investment Training Policy* * in partnership with chief Board Five Year Plan* elected official Program Budget* Operating Budget* + with Governor’s approval Bylaw Revision* Inter-Governmental Roles* # with the recommendation Performance Measures*+ of the one-stop committee Statewide Statistics*+ One Stop Operators*, # ^ with the recommendation Youth Service Providers^ of the Youth Council Employer Linkages Economic Development @ with the recommendation ANCET Coordination@ of the Native Council

Youth Council under WIA Workgroup Name Areas of Accountability Designated Participation Coordination of youth Youth Council Members Youth Programs activities in the local area (may designate sub- committees as working Youth Council groups on each issue) Recommending eligible youth service providers

Conducting oversight with respect to eligible providers of youth services and activities Establishing linkages with educational agencies

Establishing linkages with other youth service organizations

Local Plan Subcommittee WIA Local Plan Content Designated Committee Requirement Membership Labor Market Committee Identification of the Chris Miller, DOL/LMRI workforce investment needs JTPO Staff – Mike Shiffer

workforce investment needs MOA Planning – Sue Fison. of businesses, job seekers Planner MSB Administration – Bob and workers in the local Powlowski, Planner area Labor Market Committee Identification of current and WFD Program Staff projected employment opportunities and job skills necessary to obtain employment opportunities One Stop Council Description of one-stop Sami Oeser, PIC Customer Service delivery system to be Mary Shields, PIC Barbara Stallone, PIC Committee established for the area John Scott – DOL PIC Russ Cusack – DVR Bill Field – DPA David Alexander – Adult Ed/WtW Bill Nugent - Senior Employment Program/OPAG Ruth DeCamp – JTPA How the board will insure continuous improvement of WFD Program Staff eligible providers of services and ensure providers meet the employment needs of local employers and participants, including how the board will of insure continuous improvement A copy of the local memorandum of understanding between the

local board and each of the one stop partners concerning operation of the local One-Stop delivery system

Local Plan Subcommittee WIA Local Plan Content Designated Committee Requirement Membership Governance Committee A description of the local Executive Committee of WIB levels of performance Sami Oeser Howard Lowery negotiated with the Larry Hartig governor and the chief Molly Duren elected official(s) to be used Mike Shiffer, JTPO by the local board for

measuring performance of Lynn Taylor, Municipality of the fiscal agent, eligible Anchorage

providers and the local one- WFD Program Staff stop delivery system Education Council A description and 5 WIB members Adult Programs Committee assessment of the type and Jan Tatlow, Business Mary Shields, Business availability of adult and Rob Turner, DVR dislocated worker Royce Rock, Labor employment and training Art Collins, Business activities in the local area, including description of the Jennifer Dietz-Career Academy Janet Thompson, JTPO local ITA system and Sharon Wolfe, Welfare to Work procedures for ensuring that Glen Massay, University of exceptions to the use of Alaska ITA’s are justified Steven Berkshire, Alaska Pacific University

WFD Program Staff

Adult training clients (To be named)

A description and assessment of the type, availability and success of services for dislocated workers. This description must also describe coordinated state and local rapid response activities to respond to layoffs, plant closings and other events that precipitate substantial unemployment. A description and assessment of the type, availability and success of incumbent worker training activities and providers.

Local Plan Subcommittee WIA Local Plan Content Designated Committee Requirement Membership Education Council A description of how the See on previous page Adult Programs Committee local board will coordinate local activities with Statewide rapid response activities A description of the competitive process used to award local Title I grants and contracts Youth Council A description and PIC Members: assessment of the type, Harold Holten, Private/Labor Molly Merritt-Duren, Native availability and success of Jam Tatlow, Business programs for youth in the Bob Waters - Juvenile Justice local area and a plan for the Tony Lopez - Boys and Girls use of youth grants under Club WIA Michael Masters - Camp Challenge A description of the Curtis Hall - Operators assessment of the type and Apprenticeship Program Kathleen Castle - Anchorage availability of youth School District, School to activities in the local area, Careers including an identification Kristen Forrester - Mat-Su of successful providers of School District, Vocational such activities Education Bob Kniefel - Municipal Transportation Walt Hall - Job Corps Cynthia Hull - Child Care Connection/CCR and R John Hakala - USDOL/BAT Carolina Peredes - Youth Empowerment Project Youth (to be named by council

Local Plan Subcommittee WIA Local Plan Content Designated Committee Requirement Membership Executive Committee of the A description of process Sami Oeser - Private Board used by the Local Board to Larry Hartig - Private Howard Lowery - Economic provide opportunity for Development public comment, including comment by representatives WFD Program Staff of business and labor organizations and input into the development of the local plan, prior to the submission of the plan An identification of the local fiscal agent or entity responsible for the disbursal of grant funds Provide a conflict of interest policy for board members and examples of actions that are considered a conflict of interest Native Council Provide a statement To be designated by Cook Inlet regarding coordination and Tribal Council, membership not collaboration with local fewer than 5) Alaska Native employment and training organizations Youth Council – Seat Designations Category Representation WIB Members with Interest and Expertise Business Business Labor Native Organization Youth Service Agencies and Representatives Juvenile Justice Experienced in Youth Activities Youth Program/Community Agency Youth Program/Community Agency Higher Education K-12 Education Apprenticeship/Vocational School to Work Public Housing Authority HUD/CDBG Public Transportation People Mover Youth In School Out of School Job Corps Job Corps

Anchorage/Mat-Su Local Workforce Investment Board Youth Council Membership Category Designated Representation WIB Members with Interest and Expertise Labor – Harold Holten Tribal Organization – Molly Duren Youth Service Agencies and Representatives Juvenile Justice – Bob Waters, McLaughlin Experienced in Youth Activities Youth Program – Tony Lopez, Boys and Girls Club Youth Program – Mike Masters, Camp Challenge, Ft. Rich Mat-Su Public K-12 – Kris Forrester Apprenticeship - Curtis Hall, Laborer’s 302 John Hakala, BAT School to Work – Kathleen Castle, ASD Public Housing Authority Lynn Taylor, CDBG and HUD Public Transportation Bob Kniefel, People Mover Youth Anchorage Out of School Participant Mat-Su In-School Participant Job Corps Walt Hall, Director Alaska Job Corps Others Carolina Peredes - Youth Empowerment Cynthia Hull, Child Care Connection Parent of appropriate age youth - to be named by the council Appropriate age youth - to be named by the council Private Education Provider - to be named Business School Partnership - to be named

The charts show a broad and inclusive representation of workforce development constituencies existing in the Local Workforce Investment Area. In addition to meeting its goal of a comprehensive gathering of competent and relevant opinion, the Local Board also succeeded in filling any real or perceived gaps in its own composition through its Committee and Council structure. This diverse and dynamic community representation has resulted in an equally diverse and dynamic strategic plan for local workforce development over the next five years in the Municipality of Anchorage/Matanuska-Susitna Borough Workforce Investment Area. The local board is convinced that its standing councils (Youth, Native, Education and Adult Programs and One-Stop) provide the broad and on-going representation envisioned in the Workforce Investment Act. The federal regulation enumerating membership requires that all alternative entities “ensure an ongoing role for any [named] group in the local workforce development system" if the group is not directly represented on the board itself. The combined membership of the councils and the board fully satisfies the requirements of the Act. In fact, the membership of the councils and the board combined far exceeds the mandated membership of a fully constituted local board described in the Act.

GOVERNANCE

14 GOVERNANCE

Local Workforce Area Description

In 1983, the Municipality of Anchorage and the Matanuska-Susitna Borough formed a consortium for the purpose of administering federally funded job training programs within their jurisdictions. This resulted in designation of the Anchorage/Mat-Su Service Delivery Area. The Anchorage/Mat-Su Service Delivery Area was redesignated by the Governor of the State of Alaska as a Workforce Investment Area under the Workforce Investment Act. The workforce investment area contains 26,235 square miles, stretching east to the Chugach Mountains, south along Cook Inlet to Girdwood, and northwest along the Alaska Range to Talkeetna. The estimated population in 1998, (the most recent estimate at the time of the writing of this plan), was 313,308, or 50.41% of the state’s total population. By the Year 2003, when the strategic five-year plan is in its fifth year, the area population is estimated to be 353,770, or 51.04% of the state’s total population.

This map was prepared by the Alaska Department of Labor, Division of Research and Analysis and appears on the Department’s site on the State of Alaska official WEB page .

Geography and Transportation Alaska as a whole contains 586,412 square miles. It is one-fifth the size of the Lower 48 states, 488 times larger than Rhode Island, two and a half times larger than Texas, and larger than the next three largest states in the U.S. combined. Alaska’s population is 621,400 (July 1998). Nearly half of the state’s residents live in Anchorage. Alaska has .93 square miles for each person in the state. By comparison, New York has .003 square miles per person. Southcentral is the regional designation for the area containing the Municipality of Anchorage and the Matanuska-Susitna Borough. This is Alaska’s most easily accessible region and is home to more wage producing jobs than any other area of the state. More than half of Alaska's residents live in this employment hub and recreational paradise of glaciers,

15 fjords, roadside lakes, clamming beaches, and salmon streams. The area encompasses farmlands, fishing towns, national parklands, ski resorts, and several modern cities, the largest of which is Anchorage. The area is served by all the state’s major highways, the Alaska Railroad, and is within two hours of the Seward terminus of the Alaska Marine Highway (ferry) System. Anchorage is the home of an international class airport and is the hub of a busy transportation network linking large areas of the state. Alaska’s mountain ranges, glaciers, and vast wilderness create natural barriers to transportation. For most Alaskans, flying is a necessary part of life. Alaska has about six times as many pilots and 14 times as many aircraft per capita as the rest of the U.S. Lake Hood in Anchorage is the world’s largest and busiest seaplane base. In 1996, one of every 58 Alaskans was a registered pilot. For coastal residents, the Alaska Marine Highway is very important. This ferry system, which carries passengers and automobiles, connects 28 Alaska towns with each other, with British Columbia, and Bellingham, Washington. Access to the ferry system from the south central region is possible by train or automobile from the cities of Seward and Whittier, both within 100 miles of downtown Anchorage. The Alaska Railroad is a unique Alaskan travel alternative. Covering 470 miles, it joins Seward, Anchorage, Wasilla, Talkeetna, Fairbanks, and points in-between. Rural residents of the workforce investment area who live along its tracks can flag down the train to ride from their residence to a major station north or south. The Railroad has announced plans to develop a high-speed commuter system from the Matanuska-Susitna Borough’s urban area to Anchorage. The plan is not expected to be carried out until after this five year plan expires. In more remote areas of the workforce investment area, particularly in the northern reaches of the Matanuska-Susitna Borough and the community of Girdwood south of Anchorage, public transportation and other public services are scarce to non-existent. The commuting areas of the Matanuska-Susitna Borough and Girdwood (up to 60 miles from Anchorage north or south) are home to many personal vehicles whose owners drive them daily into Anchorage for wage producing jobs. In fact, most recent figures reveal that 27% or more of the Matanuska-Susitna Borough workforce commutes daily to Anchorage for work. However, in many rural parts of the workforce investment area, people do not own vehicles or have access to buses, taxis or motorized transportation. This severely limits their access to urban areas where most wage producing jobs exist. In remote and rural areas, “all terrain vehicles” are important where there are few roads and the terrain is difficult. This dearth of transportation has a great impact on the rural economy and workforce development in general. Those who live in the farthest reaches of the workforce investment area usually do not hold conventional jobs. In these areas, subsistence is a way of life, and cash earnings come from seasonal jobs. These jobs are sporadic, and generally income is used to supplement traditional hunting, fishing and food growing and gathering activities. Cash also is needed to purchase tools, fuel for heating and cooking, and items not easily homemade or available for barter. The often exceptionally high cost of fuel has become a negative factor in efforts to attract investment capital and job-producing industries to the area.

Population

In September 1999, the Alaska Department of Labor released provisional July 1, 1999 State population estimates by borough and census area and by place. Estimates for July 1 represent annual average resident population rather than the population on that date. These estimates provide a revised series that supercedes those previously published. Revisions of the series back to 1990 are made necessary by changes in the national and state estimates for 1990-98 made by the U.S. Bureau of the Census. The 1998 numbers presented here are consistent with the publication Alaska Population Overview: 1998 Estimates available in June 1999. Department of Labor population estimates for Alaska are for permanent residents and start with the 1990 census as a base. Seasonal populations are not included. Members of the Armed Forces in Alaska are included. The estimates are developed using Alaska Permanent Fund data and vital statistics information as the primary indicators of population change. The chart that follows shows the 1998 population estimates for the State as a whole and the workforce investment area in particular. The chart also projects population for the state and workforce investment area through the year 2018. This chart is provided to give a broad overview picture of the potential workforce investment area. More specific demographic information is provided in the appendix section of this document. Alaska and Anchorage/Mat-Su Workforce Investment Area Population Information

July 1 July 1 July 1 July 1 July 1 Projected Population (Middle Series) by Labor Market 1998 2003 2008 2013 2018 Region and Borough/Census Area, July 1, 1998-2018 Estimate Middle Middle Middle Middle ALASKA 621,400 656,150 693,018 733,852 776,488

Anchorage/Matanuska-Susitna Region 313,308 333,042 353,770 376,779 401,631 Municipality of Anchorage 258,782 269,567 279,707 289,528 298,875 Matanuska-Susitna Borough 54,526 63,475 74,063 87,251 102,756

The Local Workforce Investment Board Under Administrative Order Number 182, the Governor of the State of Alaska designated the Anchorage and Matanuska-Susitna Boroughs as a Workforce Investment Area. This action conformed to the requirements of Public Law l05-220, the Workforce Investment Act. The Anchorage/Mat-Su Private Industry Council considered options for the creation of a policy board to oversee this new Workforce Investment Area. The existing Private Industry Council has been the policy board for this same geographic service delivery area for many years. The options considered by the Private Industry Council included the creation of a new local workforce investment board or designation of the existing Private Industry Council as an “alternative entity” Local Workforce Investment Board. The Private Industry Council studied and considered its options over the course several months and through three public meetings. On November 1, 1999, Private Industry Council members voted unanimously to request certification of the existing Private Industry Council

17 as the new Local Workforce Investment Board for the Anchorage/Mat-Su Workforce Investment Area. The Anchorage/Mat-Su Private Industry Council qualifies for conversion and certification as a Local Workforce Investment Board under the alternative entity provision of PL 105- 220, Section 177(I) by: • its establishment to serve the service delivery area most corresponding to the local area • its existence on December 31, 1997 • its establishment pursuant to Section 102 of the Job Training Partnership Act, and • its substantial similarity to the local board described in PL 104-220, Section 117, subsection (a)(b), and (c) and paragraphs (1) and (2) of subsection (h), and • its conformance with the directives of the Governor of the State of Alaska for the establishment of Local Workforce Investment Boards.

The following tables describe the composition of the Private Industry Council/Local Workforce Investment Board. Table 1 compares the board composition to the requirements of both Section 102 of the Job Training Partnership Act and the Workforce Investment Act. Table 2 is a detailed listing of current members on the PIC/Local Board. These tables should be considered in concert with the membership of the standing councils described in the Plan Development section of this document. The board found itself substantially representative of the requirements of the Workforce Investment Act in its current configuration, but decided to create four standing advisory Councils to fill any perceived or real gaps in constituent representation. In addition, in the course of adopting this plan, the board made a commitment require diversity as a standard consideration in the appointment of new board or council members. It is the goal of this board to have its membership reflect the diversity of the population of the workforce area it represents.

Table 1 Individuals Appointed to the Anchorage/Mat-Su Local Workforce Investment Board LWIB Membership under WIA PIC Membership fulfilling WIA Section 102 of JTPA Requirement PIC Membership fulfilling JTPA 102 (minimum number for “alternative Requirement requirement entity” in parenthesis) Private business owners, CEO’s or owners Collins, Gallagher, Hartig, Holten, 51% Private Sector (minimum of 10) Collins, Gallagher, Hartig, Holten, with opportunities for employment in Lowery, Duren, Oeser, Rock, Shields, Lowery, Duren, Oeser, Rock, Shields, local community (51% - minimum of 8) Stallone, Tatlow, Trosper Stallone, Tatlow, Trosper Local Educational Entities (minimum of Duren, Tatlow 15% Organized Labor (minimum of 2.7) Holten, Rock, Trosper 4) Labor Organizations (minimum of 3) Holten, Rock, Trosper Educational Agencies Vacant Seat Community-based organizations including Collins, Lowery, Duren, Tatlow Vocational Rehabilitation Turner disabled and veterans (minimum of 2) Economic Development Agencies Lowery Public Assistance Eames (minimum of 1) Required One-stop partners: Economic Development Agency Lowery Title I programs (minimum of 1) Scott Public Employment Service Scott Employment Security (see Title I) Scott Adult Education and Literacy (see local Duren, Tatlow educational agencies) Vocational Rehabilitation (see CBO) Turner Welfare to Work (minimum of 1) Eames Senior Employment Program (see Title I) Post-Secondary/Carl Perkins (See local Duren educational agencies) TAA/NAFTA (see Title I) Scott Veterans Employment (see CBO) Scott Block Grant Employment HUD Employment Unemployment Insurance (see Title I) Scott Desired One-Stop Partners Work Programs/Food Stamps Eames National Community Service Act Alaska Native Employment and Training Duren Organizations (minimum of 2) Other “appropriate”

Table 2 - Detailed List of Private Industry Council Members Board Member Name, Title Name of Business or Agency Nomination Issues/Plans Membership Category and Address Art Collins Valley Hospital Adequate representation exists to

Business: Chief Information Officer (Large business) meet WIA criteria. Appointments (Constituting a majority of members P O Box 1687 will be made as seats become vacant appointed) Palmer, Alaska 99645 through resignation or expiration of terms. Three must represent Tom Gallagher BP Exploration Alaska, Inc. Assistant Director, External Affairs (Large Business) businesses with substantial P O Box 196612 employment opportunity ; Anchorage, Alaska 99519-6612

Larry Hartig Hartig-Rhodes Three must represent small Attorney (Small Business) 717 K Street business employing less than Anchorage, Alaska 99501 50 workers) Harold Holten Seafarer’s International Union Representative (Large Business) 721 Sesame Street, Suite 1C Anchorage, Alaska 99503

Howard Lowery Mat-Su Economic Development Retired Administrator Corp HC 31, Box 5205 (Small Business) Wasilla, Alaska 99654

Sami Oeser Matanuska-Telephone Association Human Resources Manager (Large Business) 1740 S. Chugach Street Palmer, Alaska 99645

Board Member Name, Title Name of Business or Agency Membership Issues/Plans Membership Category and Address Royce Rock Carpenters Local 1281 Business, Continued Business Manager (Small Business) 407 Denali, Suite 100 Anchorage, AK 99501

Mary Shields Northwest Technical Services General Manager (Small Business) P O Box 241921 Anchorage, Alaska 99524

Barbara Stallone FedEx Express Senior Personnel Representative (Large Business) 6050 Rockwell Drive Anchorage, Alaska 99502

Janice Tatlow Witherspoon Estates Owner (Small Business) P O Box 1621 Palmer, Alaska 99645

Steve Trosper Teamsters Local 959 Safety Director (Small Business) 520 E. 345h Avenue Anchorage, Alaska 99503 Molly Merrit-Duren Cook Inlet Tribal Council The WIB is developing a Alaska Native E and T Employment Training Coordinator memorandum of understanding with Organizations 670 W. Fireweed Lane the only federal Tribal Grantee, Cook Anchorage, Alaska 99503-2578 Inlet Tribal Council, and has created a (A minimum of 2) Native Council around Cook Inlet Tribal to represent all known tribes in the workforce area. .

Board Member Name, Title Name of Business or Agency Nomination Issues/Plans Membership Category and Address Organized Labor Harold Holten Seafarer’s International Union Organized labor appointments are Representative adequate for WIA. All current (At least three nominated by Central 721 Sesame Street, Suite 1C representatives were nominated Labor Councils) Anchorage, Alaska 99503 according to federal and state guidelines. Appointments will be Royce Rock Carpenter’s Local #1281 made though nominations by labor Business Manager councils as seats expire or are vacated 407 Denali, Suite 100 by resignation. Anchorage, AK 99501

Steve Trosper Teamster’s Local 959 Safety Director 520 E. 345h Avenue Anchorage, Alaska 99503

Education The University of Alaska and Alaska Pacific University are members of the (At least two from postsecondary Vacant Seat from Matanuska-Susitna Education Council, both local school education) Borough districts are members of the Youth Council (At least two from K-12 education)

Relationships

The relationship of constituencies of the Workforce Development System in Alaska is both complex and simple at the same time. Although Alaska is an enormous landmass, its population is relatively small. This small population base translates to a relatively small number of private and public employers and private and public vendors of services required by job seekers. Many employers operate statewide. Because of its small population base, the state is divided into only two workforce investment areas. The same employers may have operations in both workforce investment areas. The two workforce areas are the Municipality of Anchorage/Matanuska-Susitna Borough Workforce Investment Area and the Balance of State Workforce Investment Area. The Local Workforce Development Board for Anchorage/Mat-Su has designated the Municipality of Anchorage Workforce Development Program Office as grantee for WIA funds and overseer of grants and contracts for the Municipality of Anchorage and the Matanuska-Susitna Borough. This arrangement was made through a consortium agreement between the Chief Elected Officials of the two boroughs. The Workforce Development program is housed in the Municipal Department of Community Planning and Development that also contains Municipal Planning, Safe Cities, Community Development Block Grants and HUD Housing Programs. The majority of public programs in the state fall under one large State agency: the Department of Labor and Workforce Development. Other public programs fall under the Department of Education and Early Development, Department of Administration and Department of Health and Social Services. The State Workforce Investment Board (grand- fathered from the Alaska Human Resource Investment Council) is administered out of the Office of the Governor. The remaining public programs are housed in either federal or local government agencies. On the private sector side, the state boasts a full array of private vendors for training and employment services and a full spectrum of private employers in need of workers. The Department of Labor and Workforce Development, reorganized by the Alaska Legislature in its 1999 session, now contains all but a handful of state-level public agencies engaged in workforce development programs. It also is the administrative home of the Balance of State Workforce Investment Area and the Balance of State Workforce Development Program Office. It is this office that serves as grantee for WIA funds and overseer of grants and contracts for the balance of state workforce investment area. Housed within the Department of Labor and Workforce Development are the following WIA partner agencies: • Employment Security Division (Wagner-Peyser Programs) • Unemployment Insurance • State Employment and Training Program (STEP) • Vocational Rehabilitation Division • Trade Adjustment Act/NAFTA Office • Job Training Partnership Act Program Office • Veterans Employment Services Office

• Chief Elected Official/Balance of State Workforce Investment Area, and • One-Stop (Alaska Job Center Network) Implementation Grant Office • Division of Vocational Rehabilitation

The following public partners are housed within the Department of Education and Early Development: • The University of Alaska System, including Financial Aid and Child Care • Adult Basic Education • Alaska Vocational Technical Institute/Perkins Program

The Department of Administration is home to the Alaska Commission on Aging – Older Worker Employment Services

The Department of Health and Social Services contains the following programs: • Temporary Assistance for Needy Families – Work First Program • Welfare to Work • Food Stamp Work Programs

The US Department of Labor is home to the Alaska Job Corps and Bureau of Apprenticeship and Training (BAT).

The Municipality of Anchorage Division of Community Planning and Development contains the following programs: • Workforce Development Program Office • Housing and Urban Development Programs • Community Development Block Grant • Community Planning and Development Cook Inlet Tribal Council, Inc., as the only DOL designated Native American Grantee in the Anchorage/Mat-Su area, is responsible for services to: • Cook Inlet Tribal Council • Knik Tribal Council • Chickaloon Tribe • Eklutna Tribal Council

These are the public and non-profit “players” in Alaska’s Workforce Development System. Alaska’s job seekers, private employers, labor unions, private and non-profit educational/training institutions and tribal organizations within each workforce development area make up the remainder of the system. This entire system is integrated into the workforce development infrastructure through local workforce investment board membership, their councils and subcommittees and the one-stop centers from which services are delivered. How the Local Board coordinates with the Workforce Development System The organizational chart on the following page depicts the funding and process flow of the public side of the Workforce Investment system in Alaska:

Organization Chart and Funding Flow for Workforce Investment Act

US DOL WIA Funding Act

USDOL Region X

Governor of the State of Alaska

Alaska Human Resource State of Alaska Investment Council Dept of Labor and WFD Statewide WIB Job Training Partnership Office

Commissioner, Department of Mayor Labor and Workforce Development Municipalty of Anchorage for Balance of State Mayor Workforce Investment Area Matanuska-Susitna Borough

Balance of State Anchorage/Mat-Su Local Workforce Investment Board Local Workforce Investment Board

One Stop Operators One Stop Operators

WIB Clients WIB Clients

Approved Service Approved Service Providers Providers

Department of Labor Municipality of Anchorage Workforce Development Program Workforce Development Program

Contractors Subgrantees Contractors

LOCAL MARKET ANALYSIS

Local Market Analysis -

Significant Trends in the Workforce Area (Text based upon Alaska Economic Trends (edited and expanded for currency and accuracy) State of Alaska Department of Labor and Workforce Development, Research and Analysis Division, May, 1999)

Anchorage is the headquarters city to the oil industry and home to the largest state government workforce. Anchorage also is the employment magnet for the state with the most jobs and the lowest unemployment rate in the state. In addition to its natural, contiguous connection with the Matanuska-Susitna Borough, recent studies reveal that at least 27% of the Borough's adult workforce commutes to jobs outside he Borough, with the majority of those commuters making their way daily to Anchorage. Every Anchorage economic and workforce trend has a significant impact and effect on the Matanuska- Susitna Borough. Similarly, economic and workforce developments in the Borough always ripple to Anchorage.

Due to rock bottom oil prices early in 1999, "murky" was the best description of the forecast for the years 1999 and 2000. Oil layoffs, merger of the state's two largest oil companies, and state government's fiscal problems loomed large. But there was more to the workforce area's economy. Only last year, employment in Anchorage showed the most robust growth since 1990. This momentum and other developments should enable the workforce area economy to eke out some growth over the next two years.

There will be growth in services, transportation, the visitor industry and possibly a bit from retail. Construction, the federal government and a few other industries will help provide stability. The booming national economy is also providing the workforce area with a shot in the arm. A lot of money is finding its way into retail, health care, hotels and other local industries. Erasure of the federal budget deficit has freed up federal money for Alaska. The oil industry will lose substantial ground and the state government workforce is likely to shrink.

Mixed news in the oil patch

After coming off a stellar year, the oil industry quickly began to implode with the dawn of 1999. Low oil prices brought the industry some of its biggest losses. A growing list of promising oil projects quickly became a string of indefinite delays and cancellations. British Petroleum (BP) led off with the bad news by announcing a 620- person layoff, 410 of them in Anchorage. Approximately 220 of these lost jobs were actual BP employees and the rest were contract workers. Most of these contract workers were service industry employees, not employees of the oil industry. NANA services was the single largest group of contract workers that lost jobs.

Beyond BP's layoffs, many oil field service companies had either already cut workforces or planed to in 1999. A spate of consolidations among oil service companies is likely. The acquisition of ARCO-by BP/AMOCO was expected to cost the oil patch at least an

27 additional 400 jobs in the year 2000. As late as February 2000, the merger had not been consummated due to anti-trust investigations, reviews and ultimately, objections from the Federal Trade Commission. The uncertain future of both companies means unpredictable consequences for their individual and combined workforces. As headquarters city to both these companies, Anchorage was expected to feel the brunt of any job losses. Oil industry employment was forecast to decline nearly 15 percent in 1999 and another 17 percent in 2000, leaving Anchorage with its smallest oil industry workforce in 20 years. One positive is the expected development of the Alpine oil field. If it comes on line in 2000, it could slow the decline in North Slope production. Meanwhile, the start of 2000 found the price of North Slope crude is at near-record highs.

Construction should remain strong

Construction will maintain its role as one of the workforce area's most stable industries. 1998 was construction's best year in Anchorage and the Borough in over a decade. In 2000 employment levels should remain healthy, even if the construction mix changes. Hotel construction will wind down from its unprecedented growth spurt, but new hotels and visitor centers still are planned at Hatcher Pass and Talkeetna. Retail-related construction will take up some off that slack from the downturn in hotel development. Publicly funded construction will move to the forefront with the reconstruction of the Anchorage International Airport, the biggest highway construction season in years, and a new $40 million jail. Also on the workforce area's radar screen is the potential development of the Knik Arm Port on the Borough side of the Inlet. After many years of planning and study, it appears that this project finally may take off in 2000 and 2001.

The Knik Arm Regional plan not only proposes a deep-water port for the Borough side of Cook Inlet, it also includes an ambitious industrial development plan. Included in the plan are shipping terminals for coal, natural gas and other large commodities. The plan also anticipates spin-off development of a large industrial park, the terminal for a car ferry system to transport commuters from the Matanuska-Susitna Borough to Anchorage, adjacent residential development and even expanded tourism opportunities due to port availability on the Borough side of the Inlet. 6.1% Workforce Investment Area highway contractors will be major beneficiaries of the new highway appropriation bill passed last year by Congress. Federal dollars in Alaska will climb to $312 million in future years, a 47 percent increase. The biggest highway project will be the $59 million Whittier access tunnel, which opens to the public in May of 2000. Most of the work on the $20 million Minnesota/International Airport Road will be completed this year. There is a host of other smaller highway projects in Anchorage and the Matanuska-Susitna Borough, including a much-needed extension of the four-lane Glenn/Parks Highway commuter roadway into the City of Wasilla. Other large projects include the Sterling Highway upgrade. All of these projects will provide work for Anchorage's road contractors. New federal construction dollars are also flowing into projects for the Alaska Railroad and the Corps of Engineers. During the next two years, both organizations have plans for very busy construction seasons.

Over the past five years, growth in air transportation at Anchorage International Airport has represented one of the strengths in the city's economy. During the next three years, the reconstruction and expansion of the airport may represent Anchorage's single largest construction project. The total price tag for all related activity may run as high as $200 million. Demolition of Concourse C is complete, and major road construction will dominate this project in 1999.

By the year 2000, major building construction will begin. The private sector will also play a role at the airport. Williams-Mapco/Lynx is building a $10 million Cargo Port project this year. There is a good possibility of more private investment for warehouse/apron space in 2000. School construction should also pick up in 1999. Three new elementary schools and four major renovations in Anchorage are already funded. If voters approve the school district's $172 million bond issue, a new high school will be built and other major renovations take place in coming years. Except for the Columbia- Sussex, most new hotel construction will be completed by mid-year.

A spate of new retail-related construction activity will then move into place. This includes new Fred Meyer and Wal-Mart stores and a 20-store outlet mall in Eagle River, an Office Depot (possibly two) and possibly another Home Depot. A new Fred Meyer was completed in Wasilla late in 1999, and Wal-Mart has greatly expanded its presence in that city, with its new building to open in early 2000. These projects have been good news for area contractors.

In 1998, Anchorage and the Matanuska-Susitna Borough had their biggest year for home construction since 1985 and the fifth straight year of growth. Uncertainties created by the cyclical nature of oil prices are likely to put a crimp on the housing market in the coming years, but the migration of Anchorage residents to the Matanuska-Susitna Borough's lower cost land and housing could offset losses in Anchorage. There are positives, however; inventory is low and interest rates remain very attractive.

Air transportation should remain aloft

One of the star players in area economy in the 1990s has been air transportation, and this trend should continue through the year 2000. It is hard to overstate the importance of the airport to Anchorage's economy. Anchorage International Airport generates $890 of payroll per capita in the workforce area, the highest of any city in the nation. This is because the airport provides the major intra- and interstate links, and has become one of the nation's largest international cargo centers.

The biggest player in this market is Fed-Ex Express, whose employment crested the 1,000 mark in 1998 and continued to grow in 1999. The air cargo industry predicts strong growth in 2000 as the Asian economy recovers. Atlas Air, a major cargo carrier, will soon base more of its crew in Anchorage.

Growth in Anchorage slows annual percent employment growth

Healthy visitor seasons should also bode well for air transportation. However, the uncertainty of the oil patch and two back-to-back fish busts in Bristol Bay and travel restrictions in state government may continue to dampen segments of this market. A few regional carriers with operations in Anchorage and the Borough closed their doors or curtailed operations in recent months. Even with these potential negatives, air transportation employment should grow through 2000, albeit at a more moderate pace than last year. Long-term optimism for air transportation's potential is translating into current major public and private sector investments at the airport (see construction section).

Manufacturing and communications up

The opening of the new Alaska Seafood International plant could turn manufacturing into a real factor in the Anchorage economy. It will be the first company in Alaska to mass- produce value-added, ready-to-eat seafood products for national and international markets. It planned to gear up with a workforce of over 100 in 1999, and by the end of 2000 it could reach 450. The communications sector will continue transforming. Its biggest boost will come from the transfer of the Anchorage Telephone Utility to the private sector (see discussion under public sector). Given the rapid changes taking place in communications technology and an increasingly competitive environment, existing providers will continue to grow and new providers will enter the market, further boosting employment.

A new fiber-optics cable project in Seward will increase the focus of bandwidth for telecommunications, distance delivered learning and telecommuting. A link from the Aerospace center at the University of Alaska will increase communication capability for the whole state and increase access to satellite services. The new satellite launch site at Kodiak also will increase communication possibilities and have a positive effect on the workforce area.

Another solid visitor season predicted

The visitor industry remains a positive in the Anchorage and Borough economies, providing major benefits to the transportation, retail and service industries. Another good visitor season is on its way. The national economy remains remarkably healthy, and Alaska's largest source of visitors, older Americans, continues to grow. In addition, Anchorage and the Borough will be offering both new hotel capacity and new visitor attractions. Three new hotels will be open for business this visitor season in Anchorage. They are the Holiday Inn Express, the Marriott Residence Inn and the Hawthorne Inn.

By the end of this year, more than 1,000 rooms will have been added to Anchorage's 1997 inventory. The number of rooms in the Borough is unknown, but these will be added to the existing 261 bed and breakfast rooms already available there. Although more hotel rooms do not guarantee that more visitors will come, it signals that many believe that plenty of potential for growth still exists in this industry. Increased choices for visitors and a more competitive market during the peak season should bode well for growth. Anchorage's largest new hotel, the Columbia-Sussex, will be in full operation for

30 all of 2000. Two new major attractions will vie for visitors. The Native Cultural Center will employ approximately 120-140 workers between May and September. Prince William Sound will become more accessible by road from the Anchorage area in 2000 with the completion of the Whittier tunnel.

Services to create the largest number of jobs

The workforce area's labor force would be hard pressed to grow without help from services in 1999 and 2000. Given its eclectic nature and the broad economic trends that grip the economy, services will nearly always be the largest generator of jobs. The industry includes a diverse mix of activity from health care, hotels, engineering and management services, personnel services, computer services, law firms, social services and many others. Growth in tourism, the privatization of public services, the increasing use of out-sourcing and the contract workforce, growth in health care and the expansion of technology ensure its future growth.

Sometime during the next decade, services will surpass the public sector as the workforce area's largest employer. Services growth during the next two years will be moderated by changes in the oil patch. For example, the lion's share of BP's layoffs will be in the service sector, not the oil industry (see oil patch discussion). This means some personnel supply firms, technology companies, engineering and management firms are feeling the adverse effects from the troubled oil patch. Falling state revenues could also slow services' momentum. Cuts in state spending could translate into less money flowing to the nonprofit social services agencies. However, the positives should still outweigh the negatives.

Health care, the single largest player and biggest contributor to services' job growth, will continue to march forward. Some of this growth will come from privatization of the Alaska Native Medical Center. By the end of the year 2000 between 200-300 of these 1,200 now federal positions will move into the private health care sector. However, most of the growth in this sector will come from real growth in health care services. This is because of technology, an aging population, and the migration of health care professionals to Alaska to escape managed care. This expansion of health care services also has meant more Alaskans seeking health care can now find it locally, which in turn further increases demand. Both local hospitals will expand their facilities over the next two years and offer more services. A new center is proposed for the University of Alaska to provide training for health care workers.

Other health providers, such as Health South, are also planning expansions. Another boost to services is coming from the boom in hotel construction that began in 1997. Four new hotels in Anchorage and visitor center/hotel operations in the Borough opened their doors in 1999 and 2000 The three that opened in 1999 provide limited services, and employed a combined workforce of approximately 100-120. The full service, 370-room Marriott Columbia-Sussex will employ a workforce of approximately 250-300.

Because of the expansion of all service jobs in the workforce area, industries that traditionally relied on ready sources of manpower may see shortfalls. For example, the

31 fish processing industry traditionally has attracted workers to the bush and remote processing sites with its high, though seasonal, wages. Now that service industry jobs are available in the workforce area and are year-around positions (many with benefits), those fish processors may have difficulty filling their employee rosters. The same may be true for other seasonal employers. Shortages can be expected in summer tourism cycle jobs such as baggage handlers, food service workers and tour guides and drivers. 00-500 -800 Finance sector will remain stable

After four years of no change in the banking community, low interest rates, a strong housing market, and healthy balance sheets provided the finance industry with a moderate boost to employment in 1998. Over the next two years, employment in this industry will remain largely unchanged. Even if the housing market cools, continued healthy balance sheets and low interest rates should ensure stability. Northrim Bank recently bought out most of Bank of America's interests in Anchorage. Northrim is offering jobs to nearly all of Bank of America's employees. It believes this acquisition will translate into a net gain in employment because Bank of America had been shipping some of its work Outside, while Northrim plans to handle this work locally. The impact of the Wells Fargo takeover of National Bank of Alaska is unknown.

Safeway buyout of Carrs muddied the retail picture

After a year of moderate employment growth, 1999 employment remained close to 1998 levels. By 2000, when several new retailers begin to open their doors, there could be a small growth spurt. One reason for the lackluster performance was an expectation that the Safeway buyout of Carrs might cost some retail jobs. The Alaska Marketplace did take over several former Safeway stores that were divested as part of the buyout agreement with the State. No new large retailers planned to enter the market in 1999. Although it is assumed that all of the current Carrs and Safeway stores will remain open through the forecast period, staff levels at some stores are likely to fall. Alaska Marketplace may absorb some of those employees. A larger impact will be felt eventually when many of Carr's administrative functions now performed in Anchorage are shifted to Safeway's out- of-state offices.

One very dynamic segment of retail in 1998 was the restaurant trade. Half of the new retail jobs in Anchorage came from eating and drinking places. A new Benihana's opened in 1999 and there will be others. The outlook is influenced by the trend toward people eating out more and expected healthy visitor seasons. The year 2000 should shape up as a stronger year for retail trade. In 2000, a new Wal-Mart, Fred Meyer and a 20-store Eagle River Outlet Mall will open their doors, adding approximately 500-600 retail jobs. Other retailers could also appear.

State budget bad news for public sector

After years of downsizing, it appears federal employment will remain relatively stable across the forecast horizon. The 2000 Census conducted by the U.S. Census Bureau will boost federal government employment. Federal employment drifted down a bit in the forecast due to the transfer of the Alaska Native Medical Center to the Alaska Native Tribal Health Consortium, a nonprofit health organization, in January 2000. As turnover occurs, these federal employees will be replaced by private sector health workers in the service industry. Most people believe this transition will be a slow process.

State government is facing a tough period. With a potential billion-dollar deficit for the upcoming fiscal year and fluctuating oil prices forecast for the following year, the state's workforce is forecast to decline over the next two years. At the time of the forecast, it was uncertain what shape the solution to this fiscal problem would take. A sharp rise in the price of oil could soften the blow. Deep cuts were not assumed in this forecast. Instead, a combination of moderate cuts along with a continued hiring freeze will cause the state workforce to decline over the next two years. If cuts are more drastic, these losses could be considerably larger.

Local government's employment numbers were forecast to decline because the sale of the municipally owned Anchorage Telephone Utility (ATU) was expected to be finalized by May of 1999. The ATU workforce of 700 was to move to private sector communications, reducing local government employment by 350 in each forecast year. Moderate growth in school enrollments was predicted. However, state budget cuts, such as revenue sharing, could offset any of these possible gains. The huge impact of state revenue sharing cuts on local governments has not been fully analyzed. Efforts of local officials to keep these cuts minimal to non-existent are still in progress.

Summary: Economy will slow

Unlike last year, the economy will dish up a mixed story over the next two years. Greater uncertainty will be part of the economic environment, dependent in large part on fluctuating, unpredictable oil prices. The strong gains of last year will become much smaller gains. Employment increases in services, the visitor sector and air transportation should offset job losses in the oil patch and the public sector. Although growth is forecast to slow and layoffs will be a more common feature of the landscape, the job market will perform a bit better than expected given the circumstances. Unemployment rates could remain below average. The nation's booming labor market should continue to keep job seekers from looking North, staving off what could develop into a very competitive job market.

Wage and Salary Employment Forecast

Employment Opportunities - Alaska Occupational Outlook to 2006

The employment outlook for the Anchorage/Mat-Su Workforce Investment Area is tightly linked to the general employment Outlook for Alaska. With the advent of Individual Training Accounts and emphasis on customer choice, job seekers are free to select training and employment in either workforce investment area. Jobs and training will be selected based upon desirability and availability. Job seekers will migrate to locations where jobs exist. Job developers in both workforce areas will have to be mindful of the entire state labor market to assist job seekers in exercising the best possible choice in pursuit of their career goals.

Alaska employment was projected to increase 19.6% from 283,260 to 338,867 between 1996 and 2006. The forecast covers projected job openings in a variety of occupations across the state. Over 12,000 job openings were projected annually during this 10-year period. These projected openings are the combined result of employment growth and net separations from the occupations and do not include jobs resulting from employee turnover.

Forecast data are organized into nine occupational groupings by the Department of Labor’s Research and Analysis Section. A summary of anticipated annual statewide openings follows. Detailed lists and occupational forecasts for each grouping can be found in the appendices of this document:

Appendix A: Executives, Administrators, and Managers Including Management Support (e.g., financial managers, purchasers and buyers, funeral directors, accountants and auditors Appendix B: Professional Specialty Workers (e.g., engineers, surveyors, teachers, data base administrators, physical therapists, writers and editors)

Appendix C: Technicians, and Related Support Workers (e.g., computer programmers, dental hygienists, drafters, title searchers) Appendix D: Marketing and Sales Workers (e.g., cashiers, real estate brokers, travel agents) Appendix E: Administrative, Support Workers, Including Clerical (e.g., general office clerks, library assistants, teacher aides, and tellers) Appendix F: Service Workers (e.g., childcare workers, cooks, fire fighters, guides, and medical assistants) Appendix G: Agricultural, Forestry, Fishing and Related Workers (e.g., choke setters, landscaping laborers, veterinary assistants Appendix H: Precision Production, Craft, and Repair Workers (e.g., automotive mechanics, carpenters, locksmiths, and sheet metal workers) Appendix I: Operators, Fabricators, and Laborers (e.g., bus drivers, cannery workers, roofers' helpers, stevedores, welders and cutters)

Alaska Occupational Forecast Through 2006 (Alaska Department of Labor, Research and Analysis Division, 1999) Occupational Category 1996 Employment 2006 Employment Annual Openings Executives, etc. 29,941 37,018 1,343 Professional Specialty 40,948 51,306 1,837 Technicians, etc. 11,436 13,884 494 Marketing and Sales 31,170 38,006 1,577 Admin Support 52,438 58,773 1,726 Service Workers 45,956 57,371 2,540 Production, Craft, etc. 33,117 38,206 1,258 Operators, etc. 34,218 39,930 1,415 Total, All Occupations 283,260 338,867 12,383

Figure 1 - Alaska's Fastest Growing Occupations FAST-GROWING OCCUPATIONS WILL PROVIDE EXCELLENT EMPLOYMENT OPPORTUNITIES FOR ALASKANS. OF THE 10 FASTEST-GROWING OCCUPATIONS, FIVE ARE ASSOCIATED WITH HEALTH SERVICES AND THREE WITH COMPUTER TECHNOLOGY.

Alaska's Fastest Declining Occupations

Needed Skills

JOBS WILL CONTINUE TO BE AVAILABLE AT ALL LEVELS OF EDUCATIONAL ATTAINMENT. THE TREND, HOWEVER, FAVORS JOBS REQUIRING MORE EDUCATION OR TRAINING. ONE QUARTER OF THE "NEW" JOBS- THAT IS, JOBS THAT WILL BE CREATED DUE TO GROWTH IN THE ECONOMY-WILL REQUIRE A BACHELOR'S DEGREE OR ABOVE. ANOTHER QUARTER OF NEW JOBS WILL REQUIRE SPECIALIZED TRAINING RANGING FROM MEDIUM TERM (ONE TO 12 MONTHS) TO AN ASSOCIATE DEGREE OR POSTSECONDARY VOCATIONAL TRAINING. ABOUT 42 PERCENT OF THE NEW JOBS, USUALLY LOW PAYING, WILL REQUIRE LESS THAN ONE MONTH'S TRAINING AND EXPERIENCE.

Occupations with the Largest Job Growth

Figure 4. New Jobs by level of required education.

Customers of the Workforce Investment Area - Significant Demographics

General Information about Population Estimates and Projections

How are population numbers from the U.S. Census, population estimates and population projections different? The U.S. Census attempts to count all persons every 10 years. The last census was in 1990; the next will be in 2000. Basic information such as age, race, household status and gender is collected for all persons. In general, social and economic information is collected on a 16% sample of the population. Population estimates are produced in the years between the censuses and are based upon the census as a starting point. In general, population estimates use administrative records indicator data or a series of such indicators to estimate the change in population. Examples of administrative records data include: birth and death records, income tax returns, Permanent Fund applications, school enrollment statistics and drivers’ licenses. The best indicators should be consistent over time and cover the population in a consistent manner. Population Projections are usually produced in much the same manner as estimates, except that the indicators are modeled into the future based on historical trends...much as

38 the weather forecast is produced. The further into the future projections go, the more likely they will be in error because of slight unanticipated shifts in population trends such as military base or business openings and closings. Why Estimates Differ From Site to Site

The U.S. Census Bureau, the Alaska Department of Labor and some municipalities produce population estimates for Alaska. These different series may be very similar or they may differ. There are several reasons for the differences and the user should weigh all of the following factors in picking estimates. Definitions of Residency - The U.S. Census and the Alaska Department of Labor both estimate permanent full-time residents for Alaska. The number of persons temporarily in the state can vary by as much as 20% and some communities may be much more seasonal because of the tourism, fishing, timber and construction industries. If an individual’s usual place of residence is in another state but works or lives part of the year in Alaska, that person is not counted as an Alaska resident in these estimates. Some local communities may count such persons in their estimates. Different Geography - Different agencies making estimates may define a place with the same name in different ways. The most common form of census error is an error either defining a geographic boundary accurately or locating individuals relative to a map boundary. Sometimes boundary changes such as city annexations are not corrected before the deadline for producing an annual estimate. Different Timing of Indicators - Because of the timing in how administrative record indicators are collected, the indicators used in estimates may vary in terms of how current they are. Some U.S. Census Bureau estimates, for example, are made with indicators that are a couple of years old because of the time it takes for the information to reach the bureau from the collecting agencies. Estimates may obviously be made at different times of the year. Since population is constantly changing, estimates produced at different times of the year may differ. Different Estimate Methods - As indicated, most estimates are produced using administrative record indicators of population change. Different series of indicators used to produce estimates will give somewhat different information. Some estimates, however, are generated by sample survey techniques or may be based on estimating population using housing and households. Some estimates for small places are produced using complete count information. Different Purposes for Estimates - Most of the time, estimates are produced for planning purposes and the intent is to produce the most accurate estimates possible. Once in a while, estimates or projections will be produced or commissioned to promote a particular project or community. As a result the user should always consider the purpose of the estimates.

About These Estimates

These estimates provide a revised series that supercede those previously published. Revisions of the series back to 1990 are made necessary by changes in the national and state estimates for 1990-98 made by the U.S. Bureau of the Census. The 1998 numbers presented here are consistent with the publication Alaska Population Overview: 1998 Estimates available in June 1999. Department of Labor population estimates for Alaska are for permanent residents and start with the 1990 census as a base. Seasonal populations are not included. Members of the Armed Forces in Alaska are included. The estimates are developed using Alaska Permanent Fund data and vital statistics information as the primary indicators of population change.

A complete set of population, employment, demographic and other statistical data charts are included in this report in the appendices. The following charts represent a sample of those data.

% of Population Under 25-19 Years

% of Population 50 Years & Older % of

Labor Force Participation by Age & Sex

Matanuska-Susitna Borough Information

May 1999 labor force size ...... 30,257 May 1999 unemployment rate...... 8.0% Basic skill level of labor force:*87.8% high school diploma or higher 18.1% Bachelors Degree or higher

CDP: Census Designated Place *Alaska Native Statistical Area Source: Alaska Department of Labor

Table 2 Matanuska-Susitna Borough Population Estimates by Race and Ethnicity 1990, 1998 Change from April 1, 1990 July 1, 1998 1990-1998

White 37,114 50,556 13,442

Native American 1,952 3,045 1,093

African American 312 481 169

Asian & Pacific 305 444 139 Islander

Hispanic Origins 752 1,494 742

Total 39,683 54,526 14,843

Source: Alaska Department of Labor, Research and Analysis Section, Demographics Unit -

100 Largest Employers Anchorage is home to 70% of the state's 100 largest employers making it a magnet for job seekers.

Number of Employees per Business Source: Alaska Department of Labor 37% of the MSB work force commute. 27% travel to Anchorage while 9.8% work elsewhere.

Figure 12 Where Matanuska-Susitna Residents Work

Where Matanuska-Susitna Residents Work

Anchorage Elsewhere

MatSu North Slope

Retail Trade Payroll

Oil and Gas Employment

YOUTH PLAN

Youth Plan

Local Workforce Area Vision and Goals

Alaska’s primary strategic economic and workforce development goal for youth is to create and maintain a seamless continuum of opportunity, means, incentives and rewards for its youth to assist them in selecting, pursuing and obtaining a life-sustaining career. (See following descriptions.) At the State Workforce Investment Board (SWIB) level, this translates to: • Creating an opportunity-rich environment for local youth workforce development through on-going statewide economic development activities and the creation and maintenance of systems that enhance and encourage youth participation, • Assuring the means are available throughout the state so that all youth, wherever located, will have equal and easy access to those opportunities with a minimum of bureaucratic and systemic obstacles, • Designing and overseeing appropriate incentives to Local Workforce Investment Boards (LWIB’s) to enhance, expand and develop community resources and incentives for youth participants to encourage them to take advantage of those resources, and • Assuring that youth participants are rewarded for their efforts by enhancing their ability to obtain and retain employment in careers that will sustain them and their families throughout their lifetimes.

The success of the SWIB’s strategic economic and workforce development goal for youth is grounded in its collaborative partnership with the Local Workforce Investment Boards. Services will be delivered at the local level, where differing locale-specific resources and opportunities exist. The SWIB’s strategic economic and workforce development goals will be carried out at the LWIB level as follows:

Opportunity: The continuum for all successful workforce development begins in the family and the community. The local Workforce Investment Board (LWIB) will play a partnership and bridge role between the State and the community. Within communities, the LWIB will link the community’s many workforce development resources and its youth. In addition to accessing and developing partner relationships with the resources available to any member of the community, the LWIB’s focus for its youth programs will be on those community resources that specifically serve the youth population. Community youth resources interfacing with the LWIB will include, at a minimum: • Youth and their families, • Community based youth organizations, • Faith organizations, • Individual businesses and business associations,

• Organized labor organizations, • Public and private schools, • Locally accessible vocational and career training organizations, and • Tribal/ Alaskan Native organizations

Local Workforce Investment Boards will appoint representatives from these organizations to their Youth Council. The local Youth Council will be a standing committee of the local WIB and will be the WIB’s direct link to the community’s youth resources. The Youth Council also will work with community partners to develop and expand the capacity of the existing local resource base and to create new resources through community economic development activities.

Means:

“Means” translates to “the way.” In its role of assuring that the means for youth to access and take advantage of opportunities for workforce development, the LWIB will concentrate on clearing local, regional and statewide obstacles that keep youth from accessing available opportunities. The LWIB also will market opportunities to its youth population and assure that its systems, methods and institutions that provide youth workforce development opportunities are efficient, adequately promoted and universally supported. Steps leading to the achievement of this goal include: • Collaboration and coordination with the SWIB to review and, where necessary, retooling of state and federal workforce development processes and systems that detract from the local delivery of services to youth. • Development of local service delivery strategies to assure that youth workforce development opportunities and services are available at single location and at the neighborhood level through the existing job center one-stop system, and preferably through comprehensive or youth specific one-stop centers. • Elimination of redundant or duplicative procedures or requirements across departments, organizations or systems that obstruct or delay the youth’s progress through the workforce development system. • Interagency and inter-organization collaboration and cooperation through the LWIB, SWIB and Youth Council to assure that systems and processes are efficient and accountable and designed for optimum service to the youth customer.

Incentives: The SWIB will design and oversee incentives to the LWIB and youth participants to assure that workforce development resources are available and easily accessible in each community and that they are adequately utilized and supported. In collaboration with the SWIB’s Youth Council, the LWIB Youth Council will conduct an analysis of existing state and federal workforce development resources in the local

47 workforce investment area and will develop and implement a plan for equitable distribution of that resource. Such resources will include:

• Employment and unemployment Services • Labor Market Information • Public computers and technology • Supportive services (i.e., public assistance, childcare, transportation, children’s health insurance and medical services, housing, etc.) • Financial aid and assistance for education and training • Coordinated recreation, sport, and social opportunities for youth

The local incentive plan will include a marketing strategy for outreach to youth participants in communities throughout the workforce area through the method most appropriate to its communities. Outreach will be designed for local adaptation to reflect local circumstances. The local youth council will design and implement monetary, training, notoriety and other incentives for community based employers, organizations and partners to encourage their participation in the youth workforce development system.

The local board will rely on and partner with the state workforce development office to provide technical assistance for local staff, private employers, public and private community organizations, Local Youth Councils, tribal organizations and youth and their families to encourage and enhance their participation in the youth workforce development system.

Rewards: Rewards in the world of workforce development are jobs and paychecks. The greatest reward the workforce development system can offer is to assure that its systems, processes and services lead to this end. The SWIB must rely upon its LWIB partners to assure that its systems and processes are as good in practice as in theory. The SWIB’s reward to participants will be each youth’s ability to identify, pursue and obtain employment in a life-sustaining career. SWIB’s reward to the community and its partners will be the full development of each community’s own human resources and through that action, the elevation of the community’s overall economic well being. The WIB will assure that Alaska’s youth and their communities are rewarded by a dedicated and focused effort to create an environment where success of the customer is the driving force in all systems and processes. The WIB can guarantee this by assuring the entire workforce development system is streamlined, seamless and part of a greater plan to improve and promote overall economic development. The WIB will reward Alaska’s youth workforce by creating collaborations and opportunity and assuring that workforce development efforts to encourage systemic approaches at the state level that can be adapted to local needs and carried out in any location, paving the way for local WIB success. The local youth council will use a point system for determining meritorious performance and will award incentives to exemplary programs that exceed performance standards. In particular, the youth council will look for promising practices and grant special incentive

48 awards to those organizations delivering them. Incentive awards will be targeted to replication of those programs through pilot or laboratory projects aimed at providing technical assistance and staff development to other youth service providers. Local vision for attaining goals:

The Local Workforce Investment Board always has used a combination of academic, occupational and life skills training to prepare its youth to make life choices and maximize individual choices in the changing job market. All of the state’s past youth education and job training programs in this workforce investment area have been delivered at a local level. The state has used its School-to-Work grants and its summer and year-around employment program funds under Title II of the Job Training Partnership Act to carry out these processes in the past in concert with its partners in the public and private school systems. The School-to-Work initiative was implemented in the schools and focused primarily on education as the dynamic link between citizenship in the community and the world of work. The JTPA summer program (Title II-B) concentrated on exposure and orientation of youngsters to the world of work, highlighting links to training and education as necessary ingredients in the recipe for a life-sustaining career. Only the year around JTPA program (Title II-C) focused on the connection of youth to training and education with the goal of lifelong employment and self-sufficiency. The new youth workforce development system will grow from the fertile ground created by these programs. The new youth system will not duplicate or replicate these programs but rather, it will be retooled to assure that the workforce development system for youth more closely emulates the workforce development system for adults. The new WIA prohibits the use of its funding for STW activities or programs, however, because the STW initiative was designed to become an integrated segment of public school curricula, those programs will live on and grow within the educational system of the state. The LWIB already partners with public and private educational organizations within its borders. This partnership will continue through the life of this strategic plan to assure a continuing link between the workforce development system and the school-to-work curriculum. Summer youth employment programs will no longer be truncated and limited by the academic year, but rather will become intensive summer workshops for school age youth between academic sessions. Very young students’ early exposure to the world of work will be enriched by their transition to the full-year youth employment and training model. While programs for the very young will continue to focus on career exploration, grade level or skill attainment, and basic life and job skills training, older youth will be directed toward making career choices through obtaining credentials, internships, apprenticeship, on the job training and better planned and executed vocational and career training during their secondary school careers. These better-focused programs will require an even stronger collaborative partnership among the LWIB’s, the public schools, post-secondary institutions and vocational and career training institutions. Out of school youth will be a high priority of the new youth workforce development system. Out of school youth will be case managed by approved contractors. Not less

49 than thirty percent of the total youth allocation will be expended on out of school youth. These clients will receive whatever basic or remedial education assistance they need to arrive at a state of job readiness and the threshold of career training from which they will move on to the general workforce development system within their communities. Critical to all of these approaches is the need for locally driven and directed systems of workforce development. The key concept of connecting academics to occupations will be the local board’s departure point for all youth programs and services. This local approach includes the use of neighborhood availability and access to opportunity and services. The local board will assure that all of the following program elements for youth are offered throughout the workforce area through qualified vendors and partner agencies. Program elements include: • Tutoring, study skills training and instruction leading to secondary school completion, including dropout prevention services • Alternative secondary school offerings • Summer employment opportunities directly linked to academic and occupational learning • Paid and unpaid work experiences, including internships and job shadowing • Occupational skill training, including registered apprenticeship or pre- apprenticeship • Leadership development opportunities • Supportive services • Adult mentoring for a duration of at least twelve months that may occur both during and after program participation • Follow-up services • Comprehensive guidance and counseling, including drug and alcohol abuse counseling as well as referrals to counseling, as appropriate to the needs of individual youth • Exposure to the one-stop service delivery system as a tool for job search and preparation • Work ethics

The youth council will favor programs that go beyond the required program elements listed above in the selection of service providers. Highly desirable elements for youth programs include:

• Service learning • Cultural awareness • Life skills including confidence building, healthy lifestyles, career planning, conflict resolution, and anger management, achievement and over-achievement • Employability skills (Work readiness) • Citizenship, as appropriate • Bi-lingual or English as a second language, as appropriate • Balancing of family and work • Career exploration

• Parenting and child care • Comprehensive assessment and career counseling • Adventure based learning and challenge courses • CPR and first aid

The local youth council will develop a comprehensive program for the delivery of these program elements to all youth in the workforce investment area. The council will concentrate its efforts in this regard to incorporating these elements into all service contracts where they are appropriate. The performance of vendors and contractors will be judged on each vendor’s delivery of these elements to youth they serve.

Performance Indicators.

The following is the report from the State of Alaska Job Training Partnership Office reflecting SDA performance during program year, 1997, the most recent year for which performance figures are available. Standards included in the report are those required under the Job Training Partnership Act.

MUNICIPALITY OF ANCHORAGE SDA National Expected Meets Actual Exceeds Depart Point Standard Standard Performance Std. Adult Follow-up Employment Rate 60.0% 55.8% 55.3% 72.5% Yes Adult Follow-up Weekly Earnings $289 $306 $302 $441 Yes Welfare Follow-up Employment Rate 52.0% 47.7% 48.6% 72.4% Yes Welfare Follow-up Weekly Earnings $255 $281 $278 $410 Yes Youth Entered Employment Rate 45.0% 55.0% 56.0% 81.1% Yes Youth Employability Enhancement Rate 40.0% 27.3% 30.3% 66.0% Yes Title III Employability Enhancement Rate 73.0% 71.0% 71.3% 90.7% Yes

All locally negotiated performance goals for youth are shown on the following pages. These tables reflect the level of performance negotiated between the local and state workforce development boards. Local performance standards were based upon recommendations of the local Youth Council and are the same standards proposed by the state in its youth plan.

Program Year 2000

Category or Standard Adjusted Level Lower Limit Youth 19 – 21 Entered Employment 50% 40% 6 month retention 60% 48% 6 months earnings change $2,200 $1,760 Credential attainment rate 22.5% 18% Youth 14 - 18 Skill Attainment 60% 48% Diploma or Equivalent Attained 21.7% 17.4% Placement and Retention 45% 36% Customer Satisfaction Employer 60% 48% Participant 65% 52%

Program Year 2001

Category or Standard Adjusted Level Lower Limit Youth 19 – 21 Entered Employment 50% 40% 6 month retention 60% 48% 6 months earnings change $2,200 $1,760 Credential attainment rate 22.5% 18% Youth 14 – 18 Skill Attainment 60% 48% Diploma or Equivalent Attained 21.7% 17.4% Placement and Retention 45% 36% Customer Satisfaction Employer 62% 49.6% Participant 62% 53.6%

Program Year 2002

Category or Standard Adjusted Level Lower Limit Youth 19 – 21 Entered Employment 53% 42.4% 6 month retention 60% 48% 6 months earnings change $2,420 $1,936 Credential attainment rate 25% 20% Youth 14 – 18 Skill Attainment 52% 52% Diploma or Equivalent Attained 22% 17.4% Placement and Retention 45% 36% Customer Satisfaction Employer 64% 51.2% Participant 69% 55.2%

In addition to these performance requirements, where employment is the desired outcome for the youth being served, the local council will evaluate service providers in terms of whether training or other interventions are related to the occupation or job the youth acquires. Where there is a direct and discernible link between the intervention and the career selected, quality points will be awarded to the provider.

Coordination Between the local and state Workforce Boards

The SWIB has developed the state WIA strategic plan with the LWIB’s. Though the SWIB is the policy body for workforce development in the state, service delivery occurs at the local level by the LWIB’s. Each portion of the youth workforce development plan has been reviewed by the LWIB’s to determine whether the theory expressed in the state’s vision and goals can be translated into action at the customer level. To that end, the LWIB’s will have an on-going role with the SWIB. Funding plans, service area designations, state level initiatives and any other issues pertaining to workforce development in the state will be developed through the collaboration of the SWIB and the LWIB’s. The SWIB has a history of working closely with the LWIB’s and the State JTPO. That relationship will continue under the WIA. Selection of Youth Service Providers The youth council recommended, and the local board approved the grandfathering of all existing youth service providers until September 30, 2000. All providers were required to apply for grandfathering, and the youth council committed to evaluating each

53 application based upon the demonstrated performance of each. New applicants were considered under the same criteria. Preference in selection will be given to providers who demonstrate the ability:

• to develop relationships between youth and caring adults • to involve family members • to build youth responsibility • to develop youth citizenship and leadership skills • to place high expectations on youth and staff • to provide appropriate services based on age and individual youth needs • to involve the business/employer community • to provide accommodations for special needs • to prepare youth for success in employment • to improve educational achievement • to provide high support for youth needs • to make the connection between work and learning • to provide comprehensive guidance and counseling • to show success in providing employment and training services • to meet local procurement standards

It is the consensus of the youth council that the model of youth training can be found in registered apprenticeship where the link between career and academics, adult mentorship, continuous evaluation and improvement and wage progression are integral elements of the system. In evaluating service providers, preference will be given to those programs that follow this model.

Special employment and educational enrichment or training programs that target services to youth who are or have been incarcerated and those who are unable to pass the high school qualifying examination also will be given preference for funding.

Providers will be required to maintain performance data for all youth served in their approved programs. They will submit quarterly and annual performance reports to the local board. Providers will evaluated by the youth council annually and the council will recommend certification and continuation of service providers to the local workforce investment board at least once in every twelve-month period. The local board will certify a list of approved providers on a set schedule during the plan life. The list of approved providers will be updated on a continuous basis, following certification by the local board. The approved list will be updated every three months, at a minimum. Benchmarks for measuring success will be based on the criteria listed in the performance indicator section of this document, and will occur within three months following the submission of the provider's annual performance report.

Budget

The budget for the first program year for all youth programs is expected to be approximately $1,020,118. When final allocations are known, the Youth Council will meet and to review and reconsider recommendations if there are substantial changes. 10% of this budget will be available for administration of the program. Not less than 30% will be expended on services to out-of-school youth. Of the amount remaining, not more than 30% may be allocated for summer program start-up and up to 10% may be reserved by the board to fund pilot, proto-type/model or incentive programs for youth. A copy of the expected budget for all workforce investment area programs is included at the end of the Adult and Dislocated Worker Section of this plan.

One Stops and Youth

Whenever possible, youth will be served through the existing one-stop job center network. In addition, it is anticipated that special youth-focus service delivery sites will be established in schools, malls, coffee shops, teen centers, transit centers, churches and local youth service organizations. Service delivery will be concentrated in those places where youth are known to congregate.

At existing job centers, special programs will be developed to orient youth to the adult program delivery system. This may be accomplished through targeted training in how to use the resource room, orientation to all services available in each one-stop and basic computer skill classes. Informational campaigns to inform and attract youth customers will be sponsored by the youth council and the local board. Whenever possible, youth peer leaders will be used to deliver services to other youth, particular in special youth service centers. The youth council hopes to promote the development of a comprehensive database of community services and connections for youth to all activities available in the community.

The youth council also hopes to sponsor a student-leader conference for youth one-stop peer trainers on an annual basis. This conference will introduce youth leaders to the one- stop delivery system, and will provide peer development and training for prospective service delivery workers. The youth council will take full advantage of technology for the delivery of services and information to youth. In addition to the community connection database, the council will actively pursue grants and private funding to increase the number of computers available to youth and their placement in locations where youth are known to congregate. The council also will promote quality programs that teach youth to use the computer for career, research and educational purposes. Service Gaps and Action Agenda

The youth council identified the following service gaps and filling those gaps will become the priority goals of the youth council and local board in the life of this plan.

• One door access to services for all youth does not exist at present. The council will inventory all existing services for youth, and from that inventory, will identify both program or accessibility gaps. From this inventory, the council will attempt to fill the gaps both known to exist in the present and emergent through the life of the plan. • There are large gaps in services available to youth age 13 to 16. The council will concentrate its efforts on coordination and collaboration with the public and private education systems as well as with youth service organizations to develop a full and appropriate service delivery strategy for its youngest customers. • There is insufficient networking and collaboration among the many and diverse organizations that provide the full range of services to youth. The council will concentrate its efforts on becoming the coordinating link for all service providers so those programs may be streamlined, coordinated and do not duplicate services inefficiently. • The voice of youth is often missing from attempts to evaluate the needs of youth. The council will attempt to gather intelligence on the specific needs of youth by conducting surveys and interviews with youth and will follow up its information gathering with action plans and goals. Individuals and organizations that deliver services to youth will also be asked to respond to surveys and participate in fact-finding interviews leading to the development of action planning and goal setting. • Computer-based learning and training models are insufficient for the needs of all youth in the workforce investment area. The council will attempt to facilitate access to computers for youth in all places where youth are known to congregate. The council also will review and evaluate computer-based learning and training programs and will attempt to install those systems on youth public-access computers. • The connection between academics and occupations is a priority for the youth council. The council will attempt to ensure that all services to youth have a true and active partnership between employers and educators. In particular, the council will look for the registered apprenticeship model when it evaluates applications for funding and certification of service providers. • The council will seek high-tech grants to assist it in meeting the technology goals it has set. • The council will sponsor informational advertising such as videos and public service announcements to attract youth to exemplary programs. • The council will sponsor the development of a community connection database for youth. • The council will review and evaluate existing youth programs and will reward exemplary local programs through grants, notoriety and program replication. • The council will promote and sponsor the Alaska Business-Education Compact and the active partnership of business owners and educators in the development of workforce readiness programs for youth. • The council will develop and recommend appropriate skill standards for youth related to Alaskan employment opportunities.

• The council will develop a WEB page and other methods of informing the public of its existence, goals and findings.

ADULT AND DISLOCATED WORKER PROGRAM

Adult and Dislocated Worker Programs

Adult and Dislocated Worker Training and Services Available in the Workforce Investment Area

A full array of employment and training services are available to prepare adult program and dislocated workers for employment. Services available to adult and dislocated workers will include core (divided into Core A and Core B) services and intensive services, (available through the one-stop job center network) and training services, available locally, intrastate and outside of the State of Alaska dependent upon appropriateness to the career choice and individual customer choice.

Core A services are those that are universally available to all persons who enter a one- stop job center. These services do not require registration by the customer nor are they limited by any eligibility criterion. Core A services are those that, generally, are completely "self-service" in nature and require minimal intervention or assistance from job center staff. Core "B" services require registration, but do not require eligibility review or assessment. These services are available to all persons who enter a one-stop job center, but they do require more than informational or simple assistance from job center staff. Core services may be either Core A or Core B depending upon the amount of assistance the job seeker requires from center staff and as determined by the staff member(s) providing those services.

Intensive services (see next page) require registration, eligibility assessment and determination and require more in-depth and extensive intervention by job center staff. Services may be either Core B or Intensive services depending upon the amount of assistance the job seeker requires from center staff and as determined by the staff member(s) delivering those services.

Training services require eligibility assessment and determination, registration and intensive intervention by job center staff and usually are delivered to the customer by contractors, or vendors. A complete list of eligible training service providers is included in this document in the appendices. These service providers are authorized to deliver training services to all eligible categories of adult customers: dislocated workers, incumbent workers and all other adult program clients of the workforce development system.

In addition to basic labor exchange services traditionally provided under the Wagner- Peyser program, general and program-specific core services area will be available to all adult customers of the local workforce investment area. Those core services available in all one-stop job centers and provided by center partners will include, at a minimum:

Core A and Core B Services:

• Determinations of whether the individuals are eligible to receive assistance under Title I B of the workforce investment act for the purpose of increasing employment, retention, and earnings, to increase occupational skill attainment, and to improve the quality of the workforce, reduce welfare dependency and enhance the productivity and competitiveness of the nation. • Outreach, intake (which may include worker profiling) and orientation to the information and other services available through the One-stop delivery system • Initial assessment of skill levels, aptitudes, abilities and supportive service needs • Job search and placement assistance, and where appropriate, career counseling • Provision of employment statistics information, including the provision of accurate information relating to local, regional and national labor market areas including • Job vacancy listings in the area • Information on job skills necessary to obtain the listed jobs • Information relating to local occupations in demand and the earnings and skill requirements for such occupations • Provision of program performance and cost information on • Eligible providers of training services • Eligible providers of youth activities • Providers of adult education • Providers of postsecondary vocational education activities and postsecondary vocational education activities available to school dropouts under the Carl Perkins Vocational and Applied Technology Education Act • Providers of vocational rehabilitation program activities • Provision of information on how the local area is performing on local performance measures and any additional performance information available with respect to the one-stop delivery system in the area • Provision of accurate information relating to the availability of supportive services, including at a minimum, child care and transportation available in the area and referral to such services, as appropriate • Provision of information regarding filing for unemployment compensation • Assistance in establishing eligibility for • Welfare to work activities • Programs of financial aid assistance for training and education that are not funded under the act • Follow-up services including counseling regarding the workplace for individuals who are placed in unsubsidized employment for not less than 12 months after the first day of the employment

Intensive Services Intensive services available to adult program, dislocated worker and incumbent worker customers of the local workforce investment area and available in one-stop job centers will include:

• Comprehensive and specialized assessments of the skill levels and service needs of adults and dislocated workers which may include • Diagnostic testing and use of other assessment tools • In depth interviewing and evaluation to identify employment barriers and appropriate employment goals • Development of an individual employment plan to identify employment goals, appropriate achievement objectives and appropriate combination of services for the participant to achieve the employment goals • Group counseling • Individual counseling and placement services • Case management for participants seeking training services • Short-term prevocational services including development of learning skills, communication skills, interviewing skills, punctuality, personal maintenance skills and professional conduct to prepare individuals for unsubsidized employment or training. • Travel assistance for out-of-area job search • Relocation assistance when a bonafide job offer is made out of the workforce investment area • Personal financial planning

Programs of training services available to registered, eligible adult clients of the workforce investment area may be obtained within the workforce investment area, within the State of Alaska but outside the workforce investment area or out of state. The customer's individual educational plan will determine appropriateness of training options leading to a self-sustaining career. The client will, in all but exceptional cases, select training deemed appropriate for career preparation from the State's list of eligible vendors.

Training Services Training services available to adult program, dislocated worker and incumbent worker customers of the workforce investment area are defined as:

One or more courses or classes that, upon successful completion, leads to • A certificate, an associate degree, or baccalaureate degree, or • A competency or skill recognized by employers (including registered apprenticeship), or • A training regimen that provides individuals with additional skills or competencies generally recognized by employers • On the job training • Customized training to obtain specific occupational skills

Although adult customers of the workforce investment area may select appropriate training from any provider on the state's eligible vendor list (including training sites outside the workforce investment area and/or outside the State of Alaska), the local workforce investment board may limit the amount of travel expenses to and from the training. If a comparable course is available within the state and/or workforce investment area, travel expenses may be limited to the amount it would cost the adult customer to travel to the nearest comparable training site.

Each request for travel expenses to training outside the workforce investment area will be evaluated individually. The employment counselor will make a recommendation to the program manager for additional travel expenses based upon:

• the needs of the customer, • potential impacts on the customer's success because of cultural, family or other personal factors, • potential cost savings in living expenses the customer may realize by attending training in a distant location, or, • any other customer-related issues that would influence the travel expense decision.

Board policy allows, at a minimum, payment of travel costs to and from a non-workforce area training site if those costs are less than or equal to the amount required for the adult customer to travel to the nearest comparable training site. Travel costs are considered a supportive service and are subject to cost limits described below. The amount of travel allowed for an individual customer will be based upon the recommendation of the employment counselor and requires the approval of the workforce development program manager. Any exceptions to travel cost limits will require a recommendation with justification from the employment counselor and must be approved by the program manager.

Description of the Individual Training Account System:

A client must receive various levels of service in a one-stop job center before he or she may be considered for training and the Individual Training Account. Each person who is eligible for training using Workforce Investment Act Title I funds will be issued an "ITA" or Individual Training Account voucher.

The client must receive at least one "core service" and at least one "intensive service" (see foregoing lists) before he or she may be considered eligible for training. When assessment indicates that training is appropriate, the employment counselor will provide the adult customer with a copy of the state's eligible vendor list of those providers who offer the approved training program and are approved to serve WIA clients. The customer also will receive vendor performance and cost information for each training provider on the list. The customer will select the vendor of his/her choice from the list and negotiate directly with the vendor of his or her choice. When the customer notifies the counselor of the cost of training, the counselor will issue a voucher in that amount to

62 the customer. The customer will deliver the voucher to the selected vendor. Vouchers will to be issued at the one-stop job center office where the customer is being served.

Selection Criteria for Vendors

The local board accepts the Adult Program and Education Council recommendation to provisionally grandfather all current vendors for a period not to exceed eighteen months. Current vendors will be asked to apply for grand-fathering, and specific aspects of their performance, financial management practices, program offerings, cost for services and overall operational ability will be examined before grand-fathering is approved. Any individual or institution that offers credits, degrees, certificates or other credentials within the State of Alaska must either be authorized by the Alaska Commission on Postsecondary Education or exempted from authorization under Alaska Statute 14.48. All vendors who hold current a current "Authorization to Operate a Postsecondary Educational Institution in Alaska" from the Alaska Commission on Postsecondary Education (ACPE) will be certified by reciprocity as training vendors by the Local Workforce Investment Board.

Vendors exempt from ACPE certification include those institutions offering only instruction at the preschool through grade 12 level, programs operated by the United States Government, programs that do not offer educational credentials of any type and either are solely recreational in nature or are provided solely to prepare individuals to take graduate exams. Additionally, institutions may qualify for exemption from ACPE certification requirements if they offer only short programs (no more than 80 hours in duration) those which do not offer educational credentials of any type and for which no fee is charged, and those offered by specified groups solely for their constituents (not available to the general public. These exemptions are not automatic and are awarded on an individual basis, following application to the Commission. .

New vendor applicants will be evaluated by the Adult Programs Committee and Education Council. If the vendor applicant requires certification by the Alaska Commission on Postsecondary Education, the vendor applicant must apply with ACPE and then to the local board for certification by reciprocity. If a vendor applicant is exempt from the requirements of the Alaska Commission on Postsecondary Education, the workgroup will evaluate the application. Workgroup recommendations to certify vendors will be forwarded to the Local Workforce Investment Board. The Local Workforce Investment Board will act upon the workgroup's recommendations and the local vendor list will be forwarded to the State Workforce Investment Board for publication on the statewide vendor list. If a training course is offered for the purpose of occupational licensing, the vendor will be required to demonstrate that the licensing or certifying body has determine their curriculum will provide the trainee with the knowledge, skill and ability required to qualify for the credential.

Vendor certification criteria for vendors exempt from the ACPE will be based upon standards applied by the commission to its vendors. These standards will be applicable to all new vendors at the time of their application for certification, and to all grand-fathered vendors at the time their provisional certification expires. The Adult Programs and Education Council will recommend the adoption of final certification criteria for ACPE exempt vendors to the local board. Those criteria will embrace, at a minimum, the following statutory and regulatory requirements applicable to ACPE:

• Standards relating to quality of education, ethics health and safety, fiscal responsibility and protection against substandard, transient, unethical, deceptive, or fraudulent institutions or practices. • False or misleading educational credentials • The use of academic terminology in institutional designations. • Misleading advertisements, solicitations, literature or representation. • Preservation of academic records. • Rights and remedies available to the public.

The workgroup and local workforce investment board will strive, through the vendor selection process, to:

• Protect the public from practices which are fraudulent, deceptive, inadequate or substandard • To assist organizations and institutions offering training to provide the highest quality programs

Vendor applicants who are exempt from the ACPE certification process will be required to include, at a minimum, the following information with their applications:

• Narrative description of the institution's history and mission, administration, faculty, programs of study, student policies, facilities and equipment, library and learning resources, financial situation, student fees and refund policy, and marketing plan. • Specimen copies of all student-related forms and publications, including catalog or other course descriptions, and any enrollment contracts. • Certificate of liability insurance • Financial statements • Appropriate bonding • Required municipal, state and federal assurances • If a training course is offered for the purpose of occupational licensing, the vendor will be required to demonstrate that the licensing or certifying body has determined their curriculum will provide the trainee with the knowledge, skill and ability required to qualify for the credential.

Complete final selection criteria for exempt vendors will be published by the local board and made available at each one-stop center in the workforce investment area.

Cost Limitations and Supportive Services for Trainees:

The local board allows a maximum dollar value of $5,500 for each adult customer's Individual Training Account. This amount is exclusive of transportation and necessary supportive services. In addition to training program costs, each trainee is eligible for up to $2,500 to be used for supportive services. Supportive services include items or

65 services the trainee needs to remain in training. Supportive services may include, but are not limited to:

• Transportation (including travel costs to a training site) • Food • Lodging or rental assistance • Child care • Clothing • Tools or work equipment • Utility costs • Medical care or supplies • Other necessary living costs required to maintain the customer during training.

The $2,500 cost limit for supportive services is expected to be a lifetime maximum for each training customer. This limit may be exceeded upon the recommendation of the employment counselor and approval of the program manager. As with the cost limit on individual training accounts, supportive service expenses are determined on an individual basis with consideration of the trainee's special circumstances and needs. Exceptions are allowed so long as they are fully justified by the course of study or extraordinary needs of the customer, are recommended by the trainee's counselor and are approved by the program manager.

Exceptions to the Use of ITA

The ITA must be used for the purchase of training services as a rule. Training may also be provided under contract for the following exceptions:

• there is insufficient training available in the area or • a community based organization in the area offers a special and effective program targeting special populations with multiple barriers to employment • On the job training (OJT) or customized industry -specific training for a class of employees needing skill upgrades or new skills to retain employment or accomplish wage progression.

Eligibility for services and Self-Sufficiency

State Definition of Low-Income Eligibility

The State established the following guidelines consistent with the proposed federal regulations when adult funds have been determined to be limited. Priority for intensive and training funds when limited will be given to recipients of public assistance and other low-income individuals. In Alaska low-income individuals include all individuals whose annual income is less than 200% of the poverty line and require assistance to achieve self-sufficiency.

Self-sufficiency is to be defined at the local workforce investment board level.

Local Workforce Area Self-Sufficiency Defined

At the local workforce investment area level, a worker is not self-sufficient if:

• Employed, but working in a job whose gross wage does not exceed by at least $50 dollars per month, a rate which is 200% of the federal poverty level for household size, adjusted for Alaska and the locality in which the individual lives, or, • Employed, but working in a job that will not sustain a rate of 200% of the federal poverty level plus $50 per month because the employer does not provide opportunities for regular pay adjustments consistent with increases in the local

cost of living (as determined by the State of Alaska, Department of Labor, Research and Analysis Section).

Employment and Training Services for Incumbent Workers

Incumbent workers are those who already are employed, but:

• Are underemployed, defined as being deadlocked in a job or occupation that: • Paid a wage that did not, over the previous twelve months, keep up with inflation or the cost of living, resulting in a loss of worker self-sufficiency • Provided no realistic opportunity for wage progression at any time in the previous 12 months, and/or • Did not fully utilize the knowledge, skill and ability of the worker as determined through comprehensive assessment by one of the mandated partner agencies. • Are expected to become dislocated within the next twelve months due to industry or individual employer business closures or economic downturns, • Are in jeopardy of individual job loss in a viable industry or occupation because of worker skill or knowledge deficiencies arising from changes in technological or industry standards.

Incumbent worker training includes post-employment on the job training to achieve or maintain self-sufficiency. The local board will apply all available grants from the governor's STEP reserve for the purpose of training incumbent workers for new skills, technology upgrades, certifications or industry standard requirements.

Incumbent worker services will be provided: • On a 60% of actual cost "fee for service" basis if they are requested and sponsored by the employer for industry-specific, customized training and make use of the services, equipment, or staff of the one stop • On a 60% match from the collective bargaining representative if requested and sponsored by a registered and recognized labor organization and make use of the services, equipment or staff of the one stop;; • At no cost to the worker if the employment coordinator verifies that his or her employer or a registered and recognized collective bargaining unit does not sponsor the worker.

Priority of Service

The following individuals are eligible for services from the local workforce investment area. Each individual found eligible for service will have equal priority for funding.

• Those who qualify under the low income guidelines listed above • Those who qualify under "welfare to work" eligibility rules • Those who are unemployed • Those who are underemployed or not "self-sufficient' • Dislocated workers

• Displaced homemakers

Services to Dislocated Workers

A dislocated worker is defined as an individual who: • Was laid off or terminated due to the closing or substantial layoff at of the employer's business • Was self-empoyed and lost income due to an economic downturn • Was laid off or terminated due to the worker's knowledge or skill deficiency because of changes in technology, business or industry standards • Does not qualify for or has exhausted unemployment insurance. A displaced homemaker qualifies as a dislocated worker when the homemaker was: • An individual who earned no income and whose occupation was caring for the home and/or children in the home, and • Entirely reliant on another member of the household for support, and • Became displaced due to the absence for any reason of the supporting person from the homemaker's household. For the purpose of program eligibility, a dislocation is considered to be effective when a worker or homemaker receives formal or public information that the dislocation is imminent. Dislocation may be in the form of: • A public announcement by the employer, a layoff or termination notice or letter to the worker, or • The death, incapacity, termination of the domestic relationship, divorce or absence of the supportive person from the displaced homemaker's household.

A full range of dislocated worker services will be made available through the one-stop system to all eligible individuals. If a dislocation is so large that it is unlikely employees can be served through the existing one stop system, transitional centers may be opened to deliver services. A virtual one-stop and transitional center may be jointly developed by the One Stop Council and the state so that on-line services also may be offered to all dislocated workers. Services to all dislocated workers will be equal, regardless of the size of the dislocation. The local workforce board recognizes a dislocation involving 50 or more employees as a major dislocation. In cases of major dislocation, a rapid response team will be formed. Team activities will be led by the One Stop Council and the state's dislocated worker unit. Federal rapid response activities will be initiated and coordinated by this rapid response team. These activities will include, at a minimum, immediate contacts with employer representatives and employees to provide information about available services.

Where appropriate, these services will be delivered at the employer's work site. When there is an organized labor organization representing employee interests, that organization also will be included as a member of the rapid response team. Local workforce investment board services for rapid response and dislocations of any size will be coordinated for the workforce area by the One Stop Council. When appropriate, the rapid response team will include representation from the Trade Adjustment Act Office.

Performance Indicators

The local workforce investment board adopts the following performance standards for the workforce investment area. These measures were recommended by the Education and Adult Programs Council adopted by the local board and negotiated with the state workforce investment board. These measures are the same ones adopted by the state and negotiated with the federal government.

Federal Guidelines on Use of Performance Measures:

♦ Funding streams will determine who is counted in performance measures. ♦ Individuals who are co-enrolled in multiple funding streams are counted in each applicable measure. ♦ All youth that receive WIA services are registered. ♦ Adults and dislocated workers who receive core, intensive and training services beyond information and self-help services must be registered. ♦ Registrations are required for the following core services: ♦ Staff-assisted job search and placement assistance, including career counseling ♦ Staff-assisted job referrals ♦ Job development ♦ Exit triggers counting outcomes except younger youth skill attainment measures ♦ All people who exit in the same quarter become part of an exit group ♦ Exiter means completion or inactivation date (hard exit) or 90 days with no WIA funded or partner services and not scheduled for future service except follow-up services ♦ All measures using UI wage records (Adult, dislocated worker and older youth entered employment, retention, earnings and credential measures and younger youth retention rate) are based on last three quarters PY99 and first quarter, PY00 ♦ Real-time measures (younger youth skill attainment, younger youth high school diploma or equivalent rate, and customer satisfaction) use time period beginning first quarter PY00. ♦ UI wage records are the primary data source for entered employment, retention, and employment portion of credential rate and employment portion of younger youth retention rate. ♦ If information cannot be found in UI Wage records, reporters may use supplemental data ♦ UI wage records are the only data source for earnings change and replacement measures.

Adult Performance Measures and How They Are Calculated

Customer Category Measure Qualifier, If Any Computation Formula Adult and Dislocated Entered Employment Of adults not employed # Who enter Workers Rate at time of registration employment in Quarter after exit divided by # who exit during the reporting period Adult and Dislocated Employment Retention N/A # employed in 1st Workers Rate Quarter after exit and in 3rd Quarter after exit divided by # who were employed in 1st Quarter after exit Adults Earnings Change in 6 Of those employed in Total post-program months 1st Quarter after exit earnings (earnings in Quarter 2 + Quarter 3 after exit) minus Pre- program earnings (earnings in Quarter 2 + Quarter 3 before registration) divided by # adults who exit during the quarter Dislocated Workers Earnings Replacement Of those employed in Total post-employment Rate (applies only to 1st Quarter after exit earnings (see above) those who were divided by pre- unemployed in the dislocation earnings (see quarter prior to above). If dislocation registration) date is after registration, use Quarters 3 + e prior to registration Adult and Dislocated Employment and Of adults and DW # who were employed in Worker Credential Rate enrolled in training 1st quarter after exit and received credential by end of 3rd quarter after exit divided by # who exit during the quarter All Participants and Customer Satisfaction Of those contacted # satisfied with services Employers divided by # responding Youth/Adult Age determination N/A Individual who is 18 at time of registration & received adult-funded services is counted in adult measures

Performance Measures Proposed By the State and Adopted by the Local Board:

Program Year 2000 ADULT Standard Actual Achievement Lower Limit Entered Employment 65% 0% 52% 6 month retention 55% 0% 44% 6 month earnings change $ 2,500.00 0% $2,000.00 Credential attainment Rate 20% 0% 16% Dislocated Workers Entered Employment 75% 0% 60% 6 retention 65% 0% 52% 6 months earnings change $1,200 0% $960 Credential attainment Rate 11% 0% 9% Customer Satisfaction Employer 80% 0%64% Participant 80% 0%64% Overall Achievement 0%

Program Year 2001

ADULT Standard Actual Achievement Lower Limit Entered Employment 66% 0% 53% 6 month retention 56% 0% 45% 6 month earnings change $ 2,700.00 0% $2,160.00 Credential attainment Rate 21% 0% 17% Dislocated Workers Entered Employment 76% 0% 61% 6 month retention 66% 0% 53% 6 month earnings change $1,250 0% $1,000 Credential attainment Rate 12% 0% 10% Customer Satisfaction Employer 81% 0%65% Participant 81% 0%65% Overall Achievement 0%

Program Year 2002

ADULT Standard Actual Achievement Lower Limit Entered Employment 67% 0% 54% 6 month retention 57% 0% 46% 6 month earnings change $ 2,900.00 0% $2,320.00 Credential attainment Rate 22% 0% 18% Dislocated Workers Entered Employment 77% 0% 62% 6 month retention 67% 0% 54% 6 month earnings change $1,300 0% $1,040 Credential attainment Rate 13% 0% 10% Customer Satisfaction Employer 82% 0%66% Participant 82% 0%66% Overall Achievement 0%

Adult Program Budget:

The grid on the following page shows expected federal/WIA program budgets for the coming year. In addition to federal funding, adult program services will be provided to eligible unemployed adults through the State Employment and Training Program (STEP). STEP funds are acquired as a statutory contribution from employers and employees through payroll deduction. These funds are sent to the Employment Security Division and comprise the unemployment insurance pool fund and the STEP fund. These funds traditionally have been allocated to and administered by the Service Delivery Areas and are used to supplement the federal contribution to employment and training services for the state's unemployed job seekers. The Local Board does not know the exact amount of funding that will be available for Program Year 2000, but expects an amount comparable to the funding it received in Program Years 1998 and 1999. An average based upon the two most recent program years would be approximately $1,256,659.

State Employment and Training Program Funding to the Local Workforce Investment Area for Prior Years:

Program Year 1998 $ 1,288,550 Program Year 1999 $ 1,224,768

The Local Workforce Investment Board has a stellar performance history in getting STEP clients back to work. The Local Board continues to believe that STEP employment and training funds are best spent at the local workforce investment area level and expects to continue its service to eligible unemployed job seekers with STEP funds. STEP funds are a vital component of the adult services funding package. With formula driven cutbacks in the allocation of WIA funds to the local area, the local program would be hard-pressed to meet the ever-growing demands of adult job seekers without the STEP allocation.

The training of incumbent workers is a new program priority under the Workforce Investment Act. In addition to its regular STEP allocation, the Local Board will request additional STEP funding from the state 10% reserve for services to incumbent workers. The amount of that request will depend upon the funding received by the state and the amount dedicated for that purpose. .

Proposed WIA Funding - PY00

ADULT Allocation MOA ASW State Admin. Statewide Proj. 30.40% 69.60% 5% 10%

At 85% Minimum $3,089,722 $798,384 $1,827,880 $154,486 $308,972 Hold Harmless % 31.723% 68.277% Hold Harmless $2,626,264 $980,142 $1,646,122

Final Allocations $3,421,000 $980,142 $1,646,122 $154,486 $308,972

YOUTH Allocation MOA ASW Admin. Statewide Proj. 29.64% 70.36% 5% 10%

At 85% Minimum $3,215,719 $810,168 $1,923,193 $160,786 $321,572 Hold Harmless % 37.321% 62.679% Hold Harmless $2,733,361 $1,020,118 $1,713,243

Final Allocations $3,215,719 $1,020,118 $1,713,243 $160786 $321,572

DISLOCATED WKRS. Allocation MOA ASW Admin. Statewide Proj. Rapid Resp. 30.33% 69.67% 5% 10% 25%

At 60% Minimum $6,719,943 $1,226,946 $2,805,020 $335,997 $671,994 $1,679,986

GRAND TOTALS $13,025,384 $3,227,206 $6,164,385 $6651,269 $1,302,538 $1,679,986

State allocations for funding year beginning July 1, 2000

ONE STOP CAREER CENTER SYSTEM

(ALASKA JOB CENTER NETWORK)

Local One-Stop Service Delivery System

Description of the One-Stop delivery system to be established for the area

The delivery system for and operation of one-stop services in the workforce investment area will be accomplished through a partnership consortium designated as the One Stop Council of the Local Workforce Investment Board and comprised of the following entities:

• Workforce Investment Act Grantee (the Municipality of Anchorage Workforce Development Program Office) • The Division of Public Assistance (State of Alaska, Department of Health and Social Services) • The Department of Labor (State of Alaska Department of Labor and Workforce Development) • The Division of Vocational Rehabilitation (State of Alaska, Department of Education and Early Development) • Adult Basic Education (Nine Star Enterprises) • Senior Employment Program (Older Persons Action Group)

One-stop job centers existing in the workforce investment area at the time of this plan's development are located at the following sites:

• Eighth and Cordova Streets in downtown Anchorage, Alaska • Fourth and Gambell Streets in downtown Anchorage, Alaska • Muldoon and Fifteenth Avenues in east Anchorage, Alaska • Thirty-third and Eagle Streets in midtown Anchorage, Alaska • Eagle River Job Center in Eagle River, Alaska • Wasilla Westside Center in Wasilla, Alaska.

A service matrix for comprehensive services in one-stops in the workforce area is included in the operator Memorandum of Understanding, an appendix to this document. In addition to these centers, all of which areexpected to become full-service, comprehensive one-stop centers by the mandatory implementation date of July 1, 2000, a number of satellite centers throughout the area were in the planning and development stages at the time of this writing. Those centers will be developed through the life of this plan and may or may not become comprehensive one-stop centers during this period.

One Stop Operator

It is agreed among the One Stop Council consortium membership and certified by the local workforce investment board that each one-stop job center in the workforce development area will be operated by one of the consortium members. In general, the operating partner will be the organization with the largest financial and other resource investment in the existing site. Where there is some difficulty discerning the partner with the largest resource investment in the site, the One Stop Council will recommend by consensus the preferred

78 operator and the WIB will designate the operating partner for the site after considering that recommendation.

The local workforce investment board will enter into a Memorandum of Understanding with the operator consortium to establish the standards of operation, certification, cost allocation and cost sharing and program requirements applicable to all job centers in the workforce investment area. Each operator will enter into an individual Memorandum of Understanding with each program at individual sites detailing specific terms of center operation. These agreements will provide specific requirements for individual partners for shared services, shared costs and resources, data collection and reporting, case management, cross-agency referrals and cross-training, as well as any matter pertinent and unique to the center itself.

The working draft of the operator Memorandum of Understanding is included as an appendix to this document. The MOU is being negotiated between the local board and the operator consortium. When that process is complete, the individual site memoranda of understanding between operators and the site partner consortium will be developed and negotiated. It is assumed that all of these memoranda of understanding will be complete before July 1, 2000, and may be available to submit with the plan for review by the US Department of Labor.

Required Partners for Comprehensive Centers in the Workforce Investment Area

• Programs authorized under Title I of WIA, serving • Adults • Dislocated workers • Youth • Job Corps • Native American programs • Veterans' workforce programs • Programs authorized under the Wagner-Peyser Act • Adult education and literacy activities authorized under title II of WIA • Vocational rehabilitation programs authorized under parts A and B of title I of the Rehabilitation Act • Welfare to work programs authorized under section 403(a)(5) of the Social Security Act • Senior community service employment activities authorized under Title V of the Older Americans Act of 1965 • Postsecondary vocational education activities under the Carl D. Perkins Vocational and Applied Technology Education Act • Trade Adjustment Assistance and NAFTA Transitional Adjustment Assistance activities • Activities authorized under chapter 41 of title 38, U.S.C. (local veterans representatives and disabled veterans outreach programs) • Employment and training activities carried out under the Community Services Block Grant

• Employment and training activities carried out by the Department of Housing and Urban Development • Programs authorized under state unemployment compensation laws • TANF programs authorized under part A of title IV of the Social Security Act

The following programs will be encouraged to participate in service delivery at workforce investment area one-stop sites:

• Employment and training programs authorized under section 6(d)(4) of the Food Stamp Act of 1977 • Programs authorized under the National and community Service Act of 1990 • Any other appropriate programs, including programs related to transportation and housing

Each workforce investment area must have at least one "comprehensive" one stop in operation on July 1, 2000. A comprehensive center must contain all required partners. Although there currently is no comprehensive center in the workforce investment area, the consortium and the local workforce investment board commit to the development of a training academy designed to facilitate certification for all centers in the workfore area. The goal of the local board is to designate all of its existing centers as comprehensive by the implementation deadline. This expectation relies upon the success of the line staff training academy. At the time of this writing, at least two of the existing centers contain most of the required programs and are in the process of bringing in the remaining required partners by collocation, facilitated virtual access or contracted service through an existing on-site partner.

Service Menu

Services will be available to all adult job seekers at each one-stop center. Program services will be limited by whether a program is a partner in satellite centers. In comprehensive centers, all of the described programs will be available, as applicable, from all partner agencies. Youth services also will be available at the centers, but may be limited depending upon the agencies represented at the site.

Adult and Dislocated Worker Training and Services Available in the Workforce Investment Area

Core A services are those that are universally available to all persons who enter a one-stop job center. These services do not require registration by the customer nor are they limited by any eligibility criterion. Core A services are those that, generally, are completely "self- service" in nature and require minimal intervention or assistance from job center staff. Core "B" services require registration, but do not require eligibility review or assessment. These services are available to all persons who enter a one-stop job center, but they do require more than informational or simple assistance from job center staff. Core services may be either Core A or Core B depending upon the amount of assistance the job seeker requires from center staff and as determined by the staff member(s) providing those services.

In addition to basic labor exchange services traditionally provided under the Wagner-Peyser program, general and program-specific core services area will be available to all adult customers of the local workforce investment area. Those core services available in all one- stop job centers and provided by center partners will include, at a minimum:

Core A and Core B Services:

Intensive services available to adult program, dislocated worker and incumbent worker customers of the local workforce investment area and available in one-stop job centers will include:

Programs of training services available to registered, eligible adult clients of the workforce investment area may be obtained within the workforce investment area, within the State of Alaska but outside the workforce investment area or out of state. The customer's individual educational plan will determine appropriateness of training options leading to a self- sustaining career. The client will, in all but exceptional cases, select training deemed appropriate for career preparation from the State's list of eligible vendors.

Training services available to adult program, dislocated worker and incumbent worker customers of the workforce investment area are defined as:

83 investment board may limit the amount of travel expenses to and from the training. If a comparable course is available within the state and/or workforce investment area, travel expenses may be limited to the amount it would cost the adult customer to travel to the nearest comparable training site.

Description of the Individual Training Account System:

Selection Criteria for Vendors

The workgroup and local workforce investment board will strive, through the vendor selection process, to:

• Protect the public from practices which are fraudulent, deceptive, inadequate or substandard • To assist organizations and institutions offering training to provide the highest quality programs

Vendor applicants who are exempt from the ACPE certification process will be required to include, at a minimum, the following information with their applications:

Complete final selection criteria for exempt vendors will be published by the local board and made available at each one-stop center in the workforce investment area.

Cost Limitations and Supportive Services for Trainees:

Exceptions to the Use of ITA

The ITA must be used for the purchase of training services as a rule. Training may also be provided under contract for the following exceptions:

Eligibility for services and Self-Sufficiency

State Definition of Low-Income Eligibility

The State established the following guidelines consistent with the proposed federal regulations when adult funds have been determined to be limited. Priority for intensive and training funds when limited will be given to recipients of public assistance and other low- income individuals. In Alaska low-income individuals include all individuals whose annual income is less than 200% of the poverty line and require assistance to achieve self- sufficiency.

Self-sufficiency is to be defined at the local workforce investment board level.

Local Workforce Area Self-Sufficiency Defined

At the local workforce investment area level, a worker is not self-sufficient if:

of living (as determined by the State of Alaska, Department of Labor, Research and Analysis Section).

Employment and Training Services for Incumbent Workers

Incumbent workers are those who already are employed, but:

Priority of Service

The following individuals are eligible for services from the local workforce investment area. Each individual found eligible for service will have equal priority for funding.

• Displaced homemakers

Services to Dislocated Workers

90 appropriate, these services will be delivered at the employer's work site. When there is an organized labor organization representing employee interests, that organization also will be included as a member of the rapid response team. Local workforce investment board services for rapid response and dislocations of any size will be coordinated for the workforce area by the One Stop Council. When appropriate, the rapid response team will include representation from the Trade Adjustment Act Office.

Performance Indicators

Federal Guidelines on Use of Performance Measures:

1. Funding streams will determine who is counted in performance measures. 2. Individuals who are co-enrolled in multiple funding streams are counted in each applicable measure. 3. All youth that receive WIA services are registered. 4. Adults and dislocated workers who receive core, intensive and training services beyond information and self-help services must be registered. 5. Registrations are required for the following core services: 6. Staff-assisted job search and placement assistance, including career counseling 7. Staff-assisted job referrals 8. Job development 9. Exit triggers counting outcomes except younger youth skill attainment measures 10. All people who exit in the same quarter become part of an exit group 11. Exiter means completion or inactivation date (hard exit) or 90 days with no WIA funded or partner services and not scheduled for future service except follow-up services 12. All measures using UI wage records (Adult, dislocated worker and older youth entered employment, retention, earnings and credential measures and younger youth retention rate) are based on last three quarters PY99 and first quarter, PY00 13. Real-time measures (younger youth skill attainment, younger youth high school diploma or equivalent rate, and customer satisfaction) use time period beginning first quarter PY00. 14. UI wage records are the primary data source for entered employment, retention, and employment portion of credential rate and employment portion of younger youth retention rate. 15. If information cannot be found in UI Wage records, reporters may use supplemental data 16. UI wage records are the only data source for earnings change and replacement measures.

Adult Performance Measures and How They Are Calculated

Performance Measures Proposed By the State and Adopted by the Local Board:

Program Year 2001

Program Year 2002

Services to Employers

Services to employers will include general and customized job-matching, applicant screening, and referral services by partner agencies at each one-stop. All employer job openings may be advertised free of charge and applicants will be able to self-refer to those openings unless an employer requests screening, job-matching or partner agency referrals based upon assessment of minimum qualifications. Services to employers also may include regularly scheduled and industry-specific seminars and workshops on such topics as: • Payroll taxes • Workers compensation • Equal employment and fair labor standards • General small business employment laws and best practices • Employment services for disabled and other special populations • Youth employment opportunities • Recruitment and selection • Substance abuse and drug testing • Performance appraisal • Writing position descriptions • Small business development programs and funding • Grantsmanship

• Registered apprenticeship • On the job training and other subsidized wage programs • Incorporation • Health insurance pooling • School to work and business-school partnerships • Collective bargaining issues • Services and opportunities available to employers, job-seekers and incumbent workers through the one-stop system and its partner agencies. These workshops and seminars may be offered at no cost to employers, through cost-sharing partnerships between employers and one-stop partner agencies, or on a simple, cost-based fee for attendance basis, depending upon available resources and the cost of the training. Specialized or customized occupational or industry-specific skill development workshops and classes will be developed on demand and offered to employers at the one-stop or the employee's work site on a share-cost basis through partner agencies or authorized vendors. Information about available current opportunities for small business development loans and grant programs will be made available at the center. Information about workshops and all services available in the center will be published in a newsletter and will be available to a mailing list developed by the One Stop Council. Newsletters will be available to the general public at all centers and on the local board's web page. One Stop Services to Youth Whenever possible, youth will be served through the existing one-stop job center network. In addition, it is anticipated that special youth-focus service delivery sites will be established in schools, malls, coffee shops, teen centers, transit centers, churches and local youth service organizations. Service delivery will be concentrated in those places where youth are known to congregate.

At existing job centers, special programs will be developed to orient youth to the adult program delivery system. This may be accomplished through targeted training in how to use the resource room, orientation to all services available in each one-stop and basic computer skill classes. Informational campaigns to inform and attract youth customers will be sponsored by the youth council and the local board. Whenever possible, youth peer leaders will be used to deliver services to other youth, particularly in special youth service centers. The youth council hopes to promote the development of a comprehensive database of community services and connections for youth to all activities available in the community.

The youth council will take full advantage of technology for the delivery of services and information to youth. In addition to the community connection database, the council will actively pursue grants and private funding to increase the number of computers available to youth and their placement in locations where youth are known to congregate. The council also will promote quality programs that teach youth to use the computer for career, research and educational purposes. Services to People with Disabilities and Accessibility

Every Job Center will meet the standards of the Americans with Disabilities Act. The One Stop Accessibility Assessment will be performed by the Division of Vocational Rehabilitation or another appropriate qualified ADA specialist for each Job Center. This assessment should address a plan of correction for any identified weakness areas. The Job Center will be accessible both physically and programmatically.

Persons with disabilities are individuals with a documented physical or mental impairment that is a barrier to their ability to gain, train for, or retain employment. Persons with disabilities are presumed to benefit from the services provided in a one-stop delivery system. All partners within the one-stop centers will provide employment-related services to applicants that are disabled. The Division of Vocational Rehabilitation will provide Vocational Rehabilitation Services to individuals that need comprehensive rehabilitation planning and service delivery to reduce their barriers to employment. Examples of Vocational Rehabilitation Services include but are not limited to: restorative services, work adjustment training, and counseling and guidance services.

Services to People with Low Basic Skills Persons with low basic skills will be discovered through the delivery of intensive services through comprehensive skill assessment. Those requiring additional assistance with reading or math skills will receive them through the adult basic education partner at the one-stop or through a training contract with an approved vendor.

Services to Non-English Speakers The increasing migration of legal aliens and resident immigrants from Pacific Rim and other non-English speaking countries to Alaska has increased the need for services to this population in area one-stops. In the Matanuska-Susitna Borough alone, the Hispanic population increased by 69.8% between 1990 and 1998. During the same period, the Asian/Pacific Islander population increased by 48.0 percent. These percentages translate to a total of 10,532 of the area's non-English speaking residents in need of instruction in English.

Non-English speaking clients face nearly insurmountable barriers to successful and rewarding employment. Their lack of facility with the English language often dooms many to employment in low-paying, low-skill jobs that where they cannot reach self-sufficiency. A significant number are not able to find employment of any kind. Their needs include English as a second language as well as civics and employability skills. These individuals also need classes in civics to qualify for citizenship.

Employability skills are those that are required to find and keep employment as well as those required to achieve wage progression. These skills may be taught in a classroom, but are most effective when taught at a work site. The one stop system will include English as a second language, civics and employability skills in the service menu for non-English speaking individuals. These offerings may be made in the one-stop or through approved vendors in classroom or work site settings.

Services to Seasonal Workers

Services will be offered to seasonal workers on the same basis as they are offered to other job seekers. Seasonal workers who are not self-sufficient will most probably require intensive career counseling and assistance to develop a career path and plan that may lead them to a self-sustaining occupation.

Customer Driven Local Workforce Development System Unemployed Underemployed Dislocated Worker Youth Welfare to Work Employers Job Seeker Incumbent Job Seeker Laid Off Job Seeker Job Seeker Job Seeker Seeking Workers

One Stop (4 partners) One Door Job Vocational Wagner- Center Rehabilitation Peyser Employment Financial Aid Job Corps Employment Services Services, UI, Resource Room TAA/Nafta Universal Intake-Tier I Service Vocational Testing (7 partners) Skill Testing Vocational Counseling Adult Basic Job Training Resume Assistance Education and Employability Workshops Program/ Employment Training Advising Perkins Services Training Vouchers Vocational Case Management Supportive Services Tribal Life-skills Training Grantee Temporary Interviewing & Job Search Cook Inlet HUD Employment Assistance Job Referral Older Worker Tribal CCDBG Employment for Needy Job Placement Families, Employment Welfare to Services Work Employer Satisfaction (Trained Worker on Job) Job Seeker Satisfaction (Family Wage Career Employment) 98

SERVICES TO NATIVE ALASKANS

Services To Native Alaskans

All services available to any other job seeker or employer also will be available to all Native Alaskans through the workforce area's one stop career system. In addition to their full eligibility for services described in this plan, Native Alaskans also qualify for services through federal tribal grantees.

In this workforce investment area, there is only one federal tribal grantee, Cook Inlet Tribal Council. The working relationship between the local workforce board and the tribal council is formalized and sound. The two organizations have shared a solid working relationship for years. With dual eligibility for tribal clients, the local board and the service delivery area staff always have considered special services available to Native citizens when developing the individual services strategy. The Tribal Council and the Service Delivery Area have had a collaborative relationship, but now that relationship has evolved into a more formal arrangement under the Workforce Investment Act.

Cook Inlet Tribal Council has agreed to serve as the core of the Local Workforce Investment Board's standing Native Council. This council, with no fewer than seven tribal-nominated members, will be a standing subcommittee of the local board for the life of this plan. All workforce issues will be considered by the council, and in particular, those expected to have major impacts on Native customers will be reviewed by the council. The council will make recommendations to the local board to address or resolve these issues.

In its acceptance of this key role with the local board, Cook Inlet Tribal Council also committed to involve the Knik Tribal Council, Eklutna and Chickaloon Tribes. These recognized tribes exist within the boundaries of the workforce investment area, but do not have federal tribal grantee status. The named tribes already participate in Cook Inlet's tribal council.

The local board and its Native Council will explore the options available for making exclusively tribal services available to Native clients in the one-stops. Though it is not anticipated that the Cook Inlet Tribal Council's one-stop service center will open its doors to non-native people, it will consider having information for non-natives and doing referrals to the one-stop system. Similarly, at the least, area one-stops will have information on hand about programs available for eligible clients from the federal tribal grantee.

100

VISION AND STRATEGIC GOALS

101

Vision – Year One (July 1, 2000 to June 30, 2001)

Adaptation

The year one goal is adaptation to a Workforce Development System in the Anchorage/Matanuska-Susitna Workforce Development Area. The essential first step in this process will be to institutionalize Workforce Investment Act policies, procedures, accountability standards and integrated service to customers through one-stop centers. The act of institutionalizing WIA theoretical constructs will signal the pro forma transition from a job training system to workforce development system. The second and on-going step (year one and subsequent years) will be the evolution of cultural change among business and job-seeking customers, workforce development professionals and service providers. Changes in system-wide culture will characterize de facto transition from a JTPA way of doing business to a WIA way of doing business. WIA’s cultural revolution will impact the local workforce investment area’s entire approach to service delivery, customers, programs, partners and even physical environments associated with the new system. Broad objectives and the local board’s benchmarks for measuring success in attaining them are: WIA policies, procedures, accountability standards and integrated service to customers: The writing and adoption of this local workforce investment plan will be the mechanism for measuring attainment of institutionalizing the policies, procedures, accountability standards and integrated customer service required under the Workforce Investment Act. The local board’s approach to this task, as described in this local plan, will set the tone and tenor of the entire workforce development system for the Anchorage/Mat-Su Workforce Investment Area. Benchmarks for success in the policy area of this endeavor will be measured by: • the successful writing of the state and local plans through the named committees and councils and adoption by the responsible Workforce Investment Board and Chief Elected Officials • consensus approval of the plan by residents of the workforce investment areas through the public comment period, and, • acceptance of the completed plans by the State Workforce Investment Board and subsequent submission to the United States Department of Labor • The successful completion of these steps will consummate the adoption and implementation of WIA at the policy level. It also will describe generally and broadly how WIA policy must be described and carried out locally (procedures and accountability standards) and in accordance with the desires and demands of the

102

system’s various constituencies (integrated service to customers and customer satisfaction).

In the area of procedure, there are three distinct levels prescribed for WIA implementing states. • The first is at the level of the state itself, and comes in the form of policy guidance, technical assistance and over-arching guidelines designed to comply with federal law and regulations. • The second procedural level is with the local boards, and these boards are required to describe exactly how they will put the policies into practice in accordance with federal law and regulations and within the constraints of the state plan. • The third level is where services are delivered consistent with federal law and regulations, state guidelines and local mandate. It is at this level where customers are served and their satisfaction with the overall system is measured.

In the area of accountability or performance outcomes, there again are distinct benchmarks for determining success. • Accountability or performance measures for each of the seventeen WIA performance standards are broad- banded at the federal level and reach the states in the form of a range of potential outcomes. • The state board negotiates a range of acceptable performance outcomes within the federal range for the state as a whole. • Once the state has negotiated the acceptable range of performance with its federal counterparts, it proceeds to negotiate acceptable performance levels with each of the local boards. • Finally, the local board describes minimum level of performance for each of its contractors and vendors. • It is the vision of the local board that during year one the local plan will be written and adopted and it will be consistent with state and federal guidelines. It will include specific procedural guidelines for the delivery of services and it will contain specific locally negotiated levels of performance for each of the seventeen required performance elements. Finally, the area will have at least one comprehensive, one-stop facility in place and certified by the local board.

Year one benchmarks of success:

• Workforce professionals adapt to the workforce investment act as the single standard of practice in their field • The local workforce investment area exceeds all seventeen local performance standards • A state-of the art management information system is in place and able to capture and report performance data in a manner prescribed by federal and state regulators • A one-stop delivery system is in place and at least one comprehensive one-stop center operates in the workforce investment area

103

• At least four core staff members from each existing job center attend the partner training academy and are cross-trained in partner services. • Vendor lists are used to serve the needs of all youth and adult program participants • The individual training account system is used for all participants except for exceptional cases

Vision - Year Two (July 1, 2001 to June 30, 2002):

Evaluation

The vision for year two is that it will be an evaluation year for the local workforce investment area. The local board will review policies adopted within the state and local plans during year one in the context of the first year experience. The board will review first year data to determine how the system and its subparts have performed. If the local board determines that policies (state or local plans) fall short of meeting the needs and/or desires of customers and/or performance standards in practical application, it will initiate a dialog and formal request to modify those plans during the second plan year. The local board envisions continuation of the overall cultural change to its system begun in year one. This will occur through the expansion of the local one-stop service delivery system, the expanded use of the approved vendor lists and individual training accounts for participant services and the continuous review of and response to customer feedback. Workforce development professionals within the system will receive regular and systematic technical assistance in the form of professional development and training to continue their personal growth and continuously improve their own understanding of system requirements and customer satisfaction with their individual efforts. Preformance Outcomes and Benchmarks for Year Two will be developed by the local board at the end of year one. Vision - Year Three (July 1, 2002 to June 30, 2003):

Experimentation

Year three will be an experimentation year for the local board. It will review its year two performance, consider national best practices information, continue to build the capacity of its system and subparts and introduce innovation and experimental approaches to achieve the higher levels of performance required under the Act and it its plan. The local board will initiate sufficient pilot programs to test the system’s continued growth and competence.

The local board will develop performance Outcomes and Benchmarks for Year Three at the end of year two.

104

Vision - Year Four (July 1, 2003 to June 30, 2004):

Acculturation

The local board expects full acculturation of its Workforce Development system in year four. The system should have exceeded performance expectations in year three. The one- stop system should be fully recognized as the service delivery mechanism

The local board will develop performance Outcomes and Benchmarks for Year Four at the end of year three

105

ASSURANCES

AND

BY-LAWS

INCLUDING CONFLICT OF INTEREST POLICY

106

Assurances

Local Workforce Investment Plan

July 1, 2000 - June 30, 2003 1. The Municipality of Anchorage, as grantee of the Local Workforce Investment Board for Workforce Investment Act funds, assures that it will establish, in accordance with section 184 of the Workforce Investment Act, fiscal control and fund accounting procedures that may be necessary to ensure the proper disbursement of, and accounting for, funds paid to the State through the allotments made under sections 127 and 132. (par 112(b)(11).) 2. The Municipality of Anchorage assures that it will comply with section 184(a)(6), which requires the Mayor to, every to years, certify to the Governor of the State of Alaska that: A. The Municipality has implemented the uniform administrative requirements referred to in section 184(a)(3); B. The Municipality has annually monitored grantees and contractors to ensure compliance with the uniform administrative requirements as required under section 184(a)(4); and C. The Municipality has taken appropriate action to secure compliance pursuant with section 184(a)(5) and 184(a)(6). 3. The Municipality assures that the adult and youth funds received under the Workforce Investment Act will be distributed equitably throughout the Workforce Investment Area and that no local areas will suffer significant shifts in funding from year to year during the period covered by this plan (par 112(b)(12)(B).) 4. The Municipality assures that veterans will be afforded employment and training activities authorized in section 134 of the Workforce Investment Act, to the extent practicable. (par 112(b)(17)(B).) 5. The Municipality assures that the Mayor shall, once every two years, request recertification of the Local Workforce Investment Board. (par 117(c)(7).) 6. The Municipality assures that it will comply with the confidentiality requirements of section 136(f)(3). 7. The Municipality assures that no funds received under the Workforce Investment Act will be used to assist, promote, or deter union organizing. (sec 181(b)(7).) 8. The Municipality assures that will comply with the nondiscrimination provisions of section 188, including an assurance hat a Methods of Administration has been developed and implemented. (par 188.) 9. The Municipality assures that it will collect and maintain data necessary to show compliance with the nondiscrimination provisions of section 188. (par 185).

1 10. The Municipality assures that it will comply with the grant procedures prescribed by the Governor of the State of Alaska and the Secretary of Labor (pursuant to the authority at section 189(c) of the Act) which are necessary to enter into grant agreements for the allocation and payment of funds under the Act. The procedures and agreements will be provided to the Municipality by the State Job Workforce Development Program Office and will specify the required terms and conditions and assurances and certifications, including, but not limited to, the following, as applicable: • General Administrative requirements: 29 CFR part 97 -- Uniform Administrative Requirements for State and Local Governments (as amended by the Act) 29 CFR part 96 - (as amended by OMB Circular A-133)--Single Audit Act OMB Circular A-87 -- Cost Principles (as amended by the Act) • Assurances and Certifications SF 424 B -- Assurances for Non-construction Programs 29 CFR part 31, 32 -- Nondiscrimination and Equal Opportunity Assurance (and regulation) CFR part 93 -- Certification Regarding Lobbying (and regulation) 29 CFR part 98 -- Drug free Workplace and Debarment and Suspension Certifications (and regulation) • Special Clauses/Provisions Other special assurances or provisions as may be required under Federal law or policy, including specific appropriations legislation, the Workforce Investment Act, or subsequent executive or Congressional mandates. 11. The Municipality certifies that it will comply with the State's Wagner-Peyser Act Plan that is included in the State's Unified Plan and has been certified by the State employment Security Administrator. 12. The Municipality certifies that veteran's services provided with Wagner-Peyser Act funds will be in compliance with the State's unified plan and with 38 U.S.C. Chapter 41 and 20 CFR part 1001. 13. The Municipality assures that it will comply with the state's certification that Wagner- Peyser Act-funded labor exchange activities will be provided by merit-based public employees. 14. The Municipality assures that it will comply with the state's certification that Workforce Investment Act section 167 grantees, advocacy groups as described in the Wagner-Peyser Act (e.g. veterans, migrant and seasonal farmworkers, people with disabilities, UI claimants), the state monitor advocate, agricultural organizations and employers were given the opportunity to comment on the Wagner-Peyser Act grant document for agricultural

2 services and local office affirmative action plans and that affirmative action plans have been included, as applicable, for designated offices. 15. The Municipality assures that it will comply with the annual Migrant and Seasonal Farmworker significant office requirements in accordance with 20 CFR part 653, as applicable now or in the future. 16. The Municipality has developed its plan in consultation with local elected officials, the business community, labor organizations, the state workforce board and other partners. 17. The Municipality assures that it will comply with section 504 of the Rehabilitation Act of 1973 (29 USC 794) and the American's with Disabilities Act of 1990 (42 USC 12101 et seq.). 18. The Municipality assures that funds will be spent in accordance with the Workforce Investment Act and the Wagner-Peyser Act legislation, regulations and written State of Alaska and US Department of Labor Guidance and other applicable and state laws.

______-signed______George Vakalis, Municipal Manager Date

Municipality of Anchorage

Anchorage/Mat-Su Consortium

Local Workforce Investment Board

Request for Certification

As the Chief Local Elected Officials for the purpose of the Workforce Investment Act of 1998, we are submitting this request for Local Workforce Investment Board Certification to the Alaska Human Resource Investment Council (State Workforce Investment Board). We understand that the State Board will review this application and, if determined complete, will recommend its approval to the Governor.

Our Workforce Investment Area comprises the following geographic area:

The Municipality of Anchorage and the Matanuska-Susitna Borough

We offer our assurance that the community leaders appointed as members of our area’s Workforce Investment Boards were selected in accordance with the following:

• Mindful of the Governor’s appointment considerations, we believe our membership will be capable of leading the Board’s work to perform broad-based needs assessment, strategic planning, and program outcome analysis for our area’s workforce development system as a whole. • Mindful of federal and state membership criteria, we believe our membership complies with instructions provided by the State Board on behalf of the Governor. • Mindful of federal law and State Board Instructions, we believe our nomination process meets both requirements.

We attach a chart that identifies current appointments to the Local Workforce Investment Board and State Workforce Investment Board Form Number 1.

Submitted to the Alaska Human Resource Investment Council/Alaska State Workforce Investment Board on behalf of the Anchorage/Mat-Su Workforce Development Area by:

______Rick Mystrom, Mayor Darcie Salmon, Mayor Municipality of Anchorage Matanuska-Susitna Borough

RESOLUTION Of the Anchorage/Mat-Su Private Industry Council

WHEREAS, the Anchorage/Mat-Su Private Industry Council was established to serve the Municipality of Anchorage and Matanuska-Susitna Borough Service Delivery Area, and,

WHEREAS, by Administrative Order 182, the Governor of the State of Alaska designated the Municipality of Anchorage and the Matanuska-Susitna as a Workforce Investment Area under his authority through Public Law 105-220, and,

WHEREAS, the Anchorage/Mat-Su Private Industry Council qualifies for conversion and certification as a Local Workforce Investment Board under the alternative entity provision of PL 105-220, Section 177(i) by:

(1) its establishment to serve the service delivery area most corresponding to the local area (2) its existence on December 31, 1997 (3) its establishment pursuant to Section 102 of the Job Training Partnership Act, and (4) its substantial similarity to the local board described in PL 104-220, Section 117, subsection (a)(b), and (c) and paragraphs (1) and (2) of subsection (h), and (5) its conformance with the directives of the Governor of the State of Alaska for the establishment of Local Workforce Investment Boards, and,

WHEREAS, the members of the Anchorage/Mat-Su Private Industry Council fully considered their options for the formation of a Local Workforce Investment Board for the Anchorage/Mat-Su Workforce Investment Area through months of study and during three public meetings, and

WHEREAS, the members of the Anchorage/Mat-Su Private Industry Council, meeting in quorum on November 1, 1999, voted unanimously to request that the Governor certify the existing Private Industry Council as the Local Workforce Investment Board.

THEREFORE, BE IT RESOLVED that the Anchorage/Mat-Su Private Industry Council requests certification by the Governor of the State of Alaska as the Local Workforce Investment Board for the Anchorage/Mat-Su Workforce Investment Area under the

5 alternative entity provisions of the Workforce Investment Act and the directives of the Governor of the State of Alaska.

Signed this ____12th____ day of November, 1999.

Sami Oeser, Chair, Anchorage/Mat-Su Private Industry Council

Request for Certification of Local Workforce Investment Board AHRIC Form Number 1

If a pre-existing “alternative entity” was chosen to function as the Local Workforce Investment Board, the Chief Local Elected Official is asked to attach to the Board Certification Application a written description of how the Chief Local Elected Official(s) plan(s) to work with the local Workforce Investment Boards to:

Ensure an ongoing role in the Board’s local area Strategic Plan and local WIA planning processes for One-Stop partner organizations as listed in WIA Section 121(b), community-based organizations, private vocational schools and other interested community groups.

The Private Industry Council/Local Workforce Investment Board will appoint a standing One-Stop committee for the purpose of developing the local strategic plan for all one-stop centers within the workforce investment area. The core of this group will be comprised of representatives of the mandatory one-stop partners and an appropriate mix of community based, private vocational, private business and other interested community groups. The One-Stop committee will be empowered to appoint as many functional sub-committees as it deems necessary to obtain sufficient and relevant representation and input from stakeholders in the one-stop service delivery system. This committee will be appointed as soon as board certification is received. The committee will remain active beyond the planning phase and into implementation of the local strategic plan. In addition to these efforts on the local level, the State has executed a Memorandum of Understanding among public partners to formalize the State’s overall commitment to cooperation and collaboration.

Provide appropriate attention and focus on area-wide workforce development planning for youth, including the coordination and oversight of Workforce Investment Act Title I-B youth activities.

The Private Industry Council always has had a youth committee and has begun the process of soliciting nominations for the Youth Council. Members of the existing youth committee and the Private Industry Council at large participated in the review of the state’s Youth Workforce Investment Act Plan. This plan was approved unanimously by the Private Industry Council at its November 1, 1999 meeting. The Youth Council will be appointed as soon as possible and will be a standing Committee of the Local Workforce Investment Board. This Committee will be constituted according to the guidelines promulgated by the Governor. The Youth Council will lead the development of the local strategic plan for delivery of workforce development services to all youth within the workforce investment area. Planning for the transitional year of the summer youth program will be an immediate priority for the Youth Council. The transformation of the Private Industry Council into the Local Workforce

Investment Board will provide sufficient expertise and continuity to assure that coordination and oversight of Workforce Investment Act Title I-B youth activities occur in an orderly fashion.

Ensure an on-going role of youth service provider agencies and others as listed in WIA Section 117(h)(2) in the Board’s local Strategic Plan and local WIA planning process.

Reiterating the intentions of the Private Industry Council/Local Workforce Investment Board, the Youth Council will be appointed as soon as possible following Local Workforce Investment Board certification and will be a standing Committee of the Local Workforce Investment Board. This Committee will be constituted according to the guidelines promulgated by the Governor. The Youth Council will lead the development of the local strategic plan for delivery of workforce development services to all youth within the workforce investment area.

BYLAWS

Anchorage/Mat-Su Consortium Private Industry Council

Article I. Name and Office

A. NAME: The name of the Council shall be the Anchorage/Mat-Su Private Industry Council, which may commonly be referred to as the "Anchorage/Mat-Su PIC". The Anchorage/Mat-Su PIC is a consortium service delivery area council representing the Municipality of Anchorage and the Matanuska/Susitna Borough of Alaska. The Anchorage/Mat-Su PIC will abide by all pertinent federal and state laws, and specifically those guidelines and regulations established under the Job Training Partnership Act, 97-300, as amended.

B. OFFICES: The principle office of the Anchorage/Mat- Su PIC is located at Career Development and Training, 3rd Floor, 825 "L" Street, Anchorage, Alaska, 99501.

Article II. Purpose and Power

A. PURPOSE: It is the goal of the Anchorage/Mat-Su PIC to maintain a strong, well-organized council of high- ranking individuals from business and other community agencies who represent a balance among important interests in the community; and to work in partnership with the chief local elected officials and interested organizations to develop a Job Training Plan/Substate Plan responsive to the needs of the community and the goals of the JTPA, including increased productivity of our nation's work force; and to provide meaningful oversight and guidance of all activities authorized under that plan.

B. PLANS: A Job Training Plan/Substate Plan shall be developed in accordance with Sec. 103 and 104 of the JTPA, in partnership with the Municipality of Anchorage and Mat-Su Borough for the Service Delivery Area, for approval by the PIC and the mayors. It shall be the responsibility of the PIC to provide policy guidance for, and exercise oversight with respect to activities under the Job Training Plan/Substate Plan.

C. PROGRAMS: The Anchorage/Mat-Su PIC has currently selected the Municipality of Anchorage to serve as its administrator, and grant recipient to implement a Job

Training Program in accordance with the Job Training Plan/Substate Plan. The PIC may select a different grant recipient at any time.

Anchorage/Mat-Su Consortium Private Industry Council Bylaws Page 2

D. REVIEW: The Anchorage/Mat-Su PIC will review the performance of the Municipality of Anchorage's programs to determine whether or not they meet the goals and objectives of the Job Training Plan/Substate Plan. If goals and objectives are not being met the PIC will provide guidance to improve performance.

E. COORDINATION: The members of Anchorage/Mat-Su PIC will enlist support from employers and employer groups, private sector agencies, educators, and governmental bodies for the programs being sponsored to advance the economic development and social well being of all Alaskans in our Service Delivery Area.

F. MODIFICATION: The purpose of the Anchorage/Mat- Su PIC may be modified as a result of changes to the statement of goals and objectives for job training and placement programs for the State from the Governor's Office, or for federal regulations or guidelines, or new knowledge of job training needs, through action of the Council.

Article III Membership

A. COMPOSITION: (1) The Anchorage/Mat-Su PIC is to be composed of representatives of the private sector, who shall constitute a majority of the membership of the Council and who shall be owners of business concerns, chief executives or chief operating officers of nongovernmental employers, or other private sector executives who have substantial management or policy responsibility; and (2) representatives of organized labor and community-based organizations, who shall each have at least one representative on the PIC, and constitute not less than 15 percent of the membership of the Council; and (3) representatives of each of the following:

(a) Educational agencies (which agencies shall be representative of all educational agencies in the service delivery area) (b) Vocational rehabilitation agencies

Anchorage/Mat-Su Consortium Private Industry Council Bylaws Page 3

B. NUMBER: The authorized number of members shall be eighteen (18) including the Chair. Unless otherwise provided in any future agreement between the Anchorage mayor and the Mat-Su mayor, the Anchorage mayor shall appoint two-thirds (2/3) (currently 12 seats) of the PIC seats and the Mat-Su mayor one-third (1/3) (currently 6 seats) of the PIC seats.

C. TERM: Members shall be appointed for fixed and staggered terms and may serve until their successors are appointed. A full term shall be for three years. A new member may be appointed to serve out an unexpired term of a person who has left the PIC. At the end of the member's term, the member will receive a letter notifying the member of the expiration. To be considered for reappointment, the member must respond expressing interest in reappointment.

D. APPOINTMENTS: All appointments shall be made in accordance with Sec. 102 of the JTPA. Prospective members shall submit a written nomination and resume to the Private Industry Council Executive Director who will notify the PIC Executive Committee, who will interview the prospective member within 15 days. The PIC Executive Committee will forward the written nomination, resume and its recommendation to the Mayor of the Anchorage Municipality or the Mat-Su Borough.

E. RESIGNATION: Any Council member may resign by giving written notice to the appointed authority.

F. VACANCY: Any vacancy in the membership of the Council shall be filled in accordance with the original appointment.

G. VOTING: Each Council member, except the Chair, shall be allowed one (1) vote. In the event of a tie vote, the Chair shall be allowed one (1) vote to break the tie.

H. ATTENDANCE: For the council to be viable and truly representational of a cross section of the community, all members must participate in each meeting in its entirety. It they do not, that segment of the community is not being properly represented.

Anchorage/Mat-Su Consortium Private Industry Council Bylaws Page 4

If a member is absent two (2) successive or three (3) times in 24 months, he/she will receive a letter from the Private Industry Council Executive Director requesting his/her resignation or a written statement of the reasons for absence and of the members' desire to remain on the council. A lack of response by the member within 14 days of the PIC Executive Director sending the request may result in automatic removal. The Private Industry Council Executive Director will present the information received from the member regarding his or her absences to the PIC at its next meeting and will inform the member of the PIC's decision.

I. REMOVAL: The Council may remove a member, for other than absenteeism, by two-thirds (2/3) majority vote of a quorum.

J. QUORUM: A quorum is defined as a simple majority of the total number of board seats.

K. REGULAR MEETINGS: The Council will hold regularly scheduled meetings as necessary, which shall not be less than six (6) times per calendar year, and each meeting will be announced at least fourteen (14) days in advance. All meetings of the Council shall be open and public. Meetings will follow protocol as set forth in Robert's Rules of Order.

L. SPECIAL MEETINGS: Special meetings of the council for any purpose may be called by the Chair. Each board member shall be given at least seven (7) days notice of such meeting.

M. RECORDS: Private Industry Council staff shall maintain minutes of all transactions and other documents that pertain to Council meetings.

N. VOTE RECORDS: Except where action is taken by unanimous vote of all Board members present and voting, the Yays and Nays upon the passage of all resolutions or motions, shall be entered upon the minutes of the Council.

Anchorage/Mat-Su Consortium Private Industry Council Bylaws Page 5

O. CONFLICT OF INTEREST: No PIC member shall engage in any activity, including participation in the selection, award or administration of a subgrant or contract supported by JTPA funds or any other federal or state funds for projects over which the PIC has responsibilities, if a conflict of interest, real or apparent, would be involved. Such a conflict will be presumed to arise if: (1) the PIC member, (2) any member of the PIC member's immediate family, (3) the PIC member's partner, or (4) an organization which employs or which is about to employ any of (a), (b), or (c) above, has a financial or other interest in the firm or organization selected for award.

PIC members shall not solicit nor accept gratuities, favors, or anything of significant monetary value (defined for purposes of this section as more than $25 in monetary value) from contractors, potential contractors or parties to the subagreements.

A PIC member shall not cast a vote nor participate in any decision-making capacity on the provision of services by such PIC member (or any organization which that PIC member directly represents) nor on any matter which would provide any direct financial benefit to that member. Violation of this section by a PIC member is grounds for removal pursuant to Sec. I, Art. III above.

Nothing in this section is intended to nor shall be deemed to limit in any way any actions or remedies permitted by state or local law for the conduct constituting a violation of this Sec. O ("Conflict of Interest") of these bylaws.

Article IV. Officers

A. CHAIR: (1) The Chair of the Council shall be selected from any Board member of the Council who is a representative of the private sector. (2) The Chair may call special meetings of the Council as the need arises. (3) The Chair shall serve as principle officer for the Council.

B. VICE-CHAIR: The Anchorage/Mat-Su Consortium PIC, shall have two (2) Vice-Chairs, one from the private sector and one from the public sector.

Anchorage/Mat-Su Consortium Private Industry Council Bylaws Page 6

Article V. Elections and Removal

A. ELECTION: The Chair and Vice-Chairs shall be elected by a majority of a quorum of the Council for a one (1) year term. The Chair and Vice-Chairs may be re-elected.

B. REMOVAL: The Chair and Vice-Chairs may be removed from office by a two-thirds (2/3) majority vote of a quorum of the Council at a regularly scheduled meeting, provided that thirty (30) days notice of the pending action has been provided to the Council.

Article VI. Staff

A. SUPPORT: The Municipality of Anchorage, Career Development and Training Division, shall provide staff support to the Council as needed.

B. DUTIES: Career Development and Training Division will provide professional, technical, and clerical assistance to the Council as well as to the Standing Committees.

Article VII. Committees

A. APPOINTMENT: The Chair of the Council may appoint Council members to committees and designate a chair of the Standing Committees and any temporary committees which may be necessary. Council members are expected to serve on at least one committee. Service on committees will be a prime consideration on reappointment.

B. MEMBERSHIP: Persons may be appointed to serve as members of the Council's sub-committees, even though they are not members of the Council, as Ad Hoc Members, for limited terms for special evaluation and review of the projects.

C. PARTICIPATION: Council members are required to participate in at least two (2) RFP Review Committees per year. Service on RFP's will be required for reappointment. A minimum of three Board members shall serve on each RFP Committee.

Anchorage/Mat-Su Consortium Private Industry Council Bylaws Page 7

D. EXECUTIVE COMMITTEE: The Council Executive Committee will consist of Chair and two (2) Vice-Chairs.

E. STANDING COMMITTEES: The standing committees shall include an Oversight Committee who shall work with staff to assure that information concerning the operations of programs is provided to the PIC timely and in a format that allows the PIC to provide meaningful oversight of program performance.

Article VIII. Official Representation

A. REPRESENTATION: Board members may speak for the Anchorage/Mat-Su PIC only when he/she represents positions officially adopted by the Council body.

Article IX. Amendments

A. AMENDMENTS OF BYLAWS: These bylaws may be amended or repealed by a two-thirds (2/3) vote of quorum, insofar as such amendments do not conflict with pertinent federal and state laws, guidelines, and regulations. Proposed changes will be mailed to members five (5) days prior to next scheduled meeting.

Amended 4/16/1993

AMENDMENT

to the

AGREEMENT

Between

THE ANCHORAGE/MATANUSKA-SUSITNA PRIVATE INDUSTRY COUNCIL

And

THE ANCHORAGE/MATANUSKA-SUSITNA CONSORTIUM

This amendment made and entered into this 16 day of April, 1993 by and between the Municipality of Anchorage, the Matanuska-Susitna Borough, comprising the Anchorage/Matanuska-Susitna Consortium, and the Private Industry Council.

Recitals:

1. The Job Training Reform Amendments of 1992, Public Law 102-367, September 7, 1992, established minimum requirements for representation on Private Industry Councils.

2. The membership of the Anchorage/Matanuska-Susitna Private Industry Council was expanded from fifteen to eighteen members to fulfill this requirement.

3. The Act requires that a majority of Council members must represent private sector businesses.

4. This Agreement establishes the number of private sector representatives the Mayor of the Municipality of Anchorage and the Mayor of the Matanuska-Susitna Borough shall respectively appoint.

Agreement:

Section 6 of the Agreement, Appointment of PIC Members, is hereby amended as follows:

Susitna Borough. Of the ten private sector positions on the PIC, seven shall be filled by representatives of the Municipality of Anchorage and three by representatives of the Matanuska-Susitna Borough.

PY92/93 PIC/LEO AGREEMENT AMENDMENT Page 2

The Private Industry Council having signed this Amendment on this day of , 1993, and the proper Consortium officials having, likewise, signed this Agreement, the parties hereto agree to be bound by the provisions herein set forth.

Anchorage/Matanuska-Susitna Consortium

Tom Fink, Mayor Date Municipality of Anchorage

Ernest W. Brannon, Mayor Date Matanuska-Susitna Borough

Private Industry Council

Lawrence L. Hartig, Chairman Date

AGREEMENT

Between

THE ANCHORAGE/MATANUSKA-SUSITNA PRIVATE INDUSTRY COUNCIL

And

THE ANCHORAGE/MATANUSKA-SUSITNA CONSORTIUM

This agreement made and entered into by and between the Municipality of Anchorage, the Matanuska-Susitna Borough, comprising the Anchorage/Matanuska-Susitna Consortium ("Consortium"), and the Private Industry Council ("PIC"); and

Recitals:

1. The Job Training Partnership Act ("JTPA" or "Act"), (29 U.S.C. 1501 et. seq., Public Law 97-300, 96 Stat. 1322), authorizes the expenditures of federal funds for job training programs in locally determined Service Delivery Areas ("SDA") and Substate Areas ("SSA").

2. The Consortium constitutes a jurisdiction, which has been designated as a SDA and SSA under the Act.

3. The Act requires the establishment of the Private Industry Council to provide policy guidance and oversight with respect to a Job Training Plan/Substate Plan for the local SDA.

4. The Act requires a partnership between the Private Industry Council and the elected officials of the Consortium.

5. The Act requires the Private Industry Council and the elected officials of the Consortium define the scope of their partnership by means of an Agreement,

Agreement:

This Agreement is entered into, pursuant to the Act, by and between the Consortium and the Private Industry Council.

1. Grant Recipient and Administrative Entity.

The Chief Elected Officials ("CEOs") and the Private Industry Council designate the Municipality of Anchorage as the JTPA grant recipient and jointly appoint the Municipality of Anchorage, Department of

Health and Human Services, Division of Social Services, Career Development and Training Section, as the administrative entity for all JTPA programs operated within the Consortium.

. Job Training Plan/Substate Plan.

Pursuant to the regulations of JTPA and in compliance with the requirements established by the Governor of the State of Alaska, the Municipality of Anchorage, Career Development and Training Section, shall develop the Job Training Plan/Substate Plan and submit it to the PIC and the Mayors of the Municipality of Anchorage and the Matanuska-Susitna Borough for their review within a time frame that will allow for their review and approval of the Plan in time for its submission to the Governor by the dates set out in the Act. Upon its approval and signature by the PIC Chairperson and the Mayors (or their designee), the Job Training Plan/Substate Plan shall be submitted to the Governor of the State of Alaska for approval.

3. Authorities and Responsibilities of the Private Industry Council.

A. The PIC shall establish goals and policies and provide guidance to the Consortium on matters pertaining to the provision of services under the Act.

B. The PIC shall review, make recommendations to, and approve the Job Training Plan/Substate Plan developed by the Consortium pursuant to the Act.

C. The PIC shall review responses to Requests for Proposals and recommend to the Municipal Assembly the vendor or vendors to receive awards. The review of proposals and award of contracts and grants shall be in accordance with JTPA, Municipal and any other applicable procurement and contracting requirements.

D. The PIC shall monitor and evaluate the training program operated by the Consortium. The PIC, or the Oversight Committee of the PIC, shall prepare an annual report evaluating the training program. The PIC's report shall be distributed by the PIC to its membership and the Consortium in a timely manner.

E. The PIC shall solicit the input and participation of the local business community in the provision of program services to eligible residents of the Consortium.

F. The PIC shall construct its own bylaws, and, as appropriate, and in accordance with the Job Training Plan/Substate Plan, develop and approve an annual budget for its internal activities.

G. The PIC shall interview applicants for the Program Manager position and make recommendation to the Director of the Social Services Division on appointment of the successful applicant.

4. Authorities and Responsibilities of the Municipality of Anchorage.

PY98/99 ANCHORAGE/MAT-SU AGREEMENT Page 2

A. The Municipality shall develop the Job Training Plan/Substate Plan, pursuant to the Act and policy guidance by the PIC.

B. The Municipality shall administer programs as described in the Job Training Plan/Substate Plan pursuant to the Act, the rules and regulations promulgated to carry out the purposes of the Act, and all other applicable federal, state and local laws, rules, and regulations. Administrative responsibilities and authorities shall include, but are not limited to:

(1) Selection, supervision, and hiring of staff.

(2) Receipt and disbursement of all funds related to program operations.

(3) Collection of program data necessary for management and evaluation and the preparation of required and desired reports.

(4) Monitoring and evaluating program operations pursuant to the Act, JTPO, and SDA policy issuances, submitting quarterly reports to the Mayors of the Municipality of Anchorage and the Matanuska-Susitna Borough within 45 days of the close of the quarter.

(5) Provide regular management reports to the PIC. The reports will provide program performance by Title, including enrollment levels, outcomes, program budget, obligations, expenditures to date, and project (contractor) performance. The PIC will also receive biannual status reports on the administrative budget. The PIC will be provided with additional information and administrative assistance it may reasonably need from time to time.

(6) Contracting with vendors and issuing grants for services described in the Job Training Plan/Substate Plan. All contracts and grants issued in a timely manner so as to assure the vendors can reasonably complete the services they are to provide within the term of the contract or grant. Assisting the PIC in the review of Requests for Proposals and the selection of vendors.

(7) Determination and verification of participant eligibility as described in the Act.

(8) Procurement and maintenance of fixed assets and expendable supplies necessary for program operation.

(9) Collection and disposition of program income generated by program activities pursuant to OMB Circular A102, 49 CFR 29-70.205, and all the other applicable federal, state, and municipal requirements.

PY98/99 ANCHORAGE/MAT-SU AGREEMENT Page 3

The Municipality shall procure audits of funds as required under the Act and shall resolve any questions arising from said audit. The Municipality shall cooperate fully with the PIC and with other federal or state agencies regarding all audits.

D. The Municipality shall manage a system to timely hear and resolve grievances brought by participants, vendors, staff, and other interested parties as required by the Act. The Municipality shall report to the PIC at the next regularly scheduled meeting and to the Matanuska-Susitna Borough Mayor by letter all grievances and their resolutions and/or current status.

E. The Municipality shall provide legal advice to the PIC on JTPA and other matters within the scope of this Agreement. The Municipality shall indemnify, hold harmless, and defend the PIC and its members, to the extent the conduct of the PIC and its members is within the scope of and in furtherance of their duties and responsibilities under this Agreement. This obligation of the Municipality survives the termination of this Agreement.

5. Authorities and Responsibilities Held Jointly by Both Partners.

A. As the Act directs that an equal partnership exists, any disputes between the partners in the Agreement shall be resolved by mutually satisfactory negotiation.

B. It is the joint authority and responsibility of both partners to ensure effective service delivery which provides the most beneficial mix of program options to the eligible residents of the Consortium. It is further the shared responsibility and authority of the partners to stimulate and promote the active, effective participation of all sectors of the community in the provision of job training services.

C. It is the joint responsibility of the parties to continue to work toward the integration and coordination of workforce development services in the community. This includes transition of the PIC into a Workforce Development Board with expanded responsibilities for coordinating local workforce development program planning and oversight of “one stop career centers” that will deliver employment and training services within the Service Delivery Area.

6. Appointment of PIC Members.

The Mayor of the Municipality of Anchorage shall appoint members representing the Municipality and its environs, and the Mayor of the Matanuska-Susitna borough shall appoint representatives of the Matanuska-Susitna Borough to the PIC. At least one-third of the PIC's membership shall be comprised of representatives of the Matanuska- Susitna Borough. Of the ten private sector positions on the PIC, seven shall be filled by representatives of the Municipality of Anchorage and three by representatives of the Matanuska-Susitna Borough.

PY98/99 ANCHORAGE/MAT-SU AGREEMENT Page 4

7. Term of Agreement.

This Agreement shall commence on the 1st day of July, 1998, and terminate the 30th day of June, 2000.

The Private Industry Council shall review this Agreement ninety days prior to the expiration date and advise the Mayor of the Municipality of Anchorage and the Mayor of the Matanuska-Susitna Borough that the Agreement is subject to amendment to renewal. If the PIC requests any changes, such changes shall be submitted in writing to both Mayors no later than forty-five days prior to the expiration date of the contract. The contract shall automatically be renewed for another one year period if neither Mayor requests amendment no later than thirty days before expiration.

8. Merger.

It is understood and agreed that the entire Agreement between the parties is contained herein and that this Agreement supersedes all prior oral agreements and negotiations between the parties relating to the subject matter hereof. All items referred to in this Agreement are incorporated or attached and are deemed to be part of this Agreement.

The Private Industry Council having signed this Agreement on this day of , 1998, and the proper Consortium officials having, likewise, signed this Agreement, the parties hereto agree to be bound by the provisions herein set forth.

Anchorage/Matanuska-Susitna Consortium

Rick Mystrom, Mayor Date Municipality of Anchorage

Darcie K. Salmon, Mayor Date Matanuska-Susitna Borough

Private Industry Council

Sami Oeser, Chair Date

Appendices

Operator Memorandum of Understanding Between

The Local Workforce Investment Board for The Anchorage/Mat-Su Local Workforce Investment Area And The One Stop Council Operator Consortium

I. Background: Under Administrative order 182, the Governor of the State of Alaska designated the Municipality of Anchorage and the Matanuska-Susitna Borough as a Local Workforce Investment Area. This action conformed to the requirements of Public Law 105-220, the Workforce Investment Act. The Anchorage/Mat-Su Private Industry Council (which had been the governing board for the Service Delivery Area containing precisely the same geographic area) opted to become the Local Workforce Investment Board for the designated area. This action was consistent with the alternative entity provision at Section 177(I) of Public law 105- 220.

By its own certification, the Private Industry Council met the requirements for alternative entity status by its establishment to serve the service delivery area most corresponding to the local area; its existence on December 31, 1997; its establishment pursuant to Section 102 of the Job Training Partnership Act, and; its substantial similarity to the local board described in PL 105-220, Section 117, subsection (a)(b), and (c) and paragraphs (1) and (2) of subsection (h); and, its conformance with the directives of the Governor of the State of Alaska for the establishment of Local Workforce Investment Boards.

II. Purpose: The purpose of this Memorandum of Understanding is to identify and coordinate a variety of workforce development resources to create a seamless, customer-friendly system that addresses the needs of employers and job seekers by offering a variety of education, job training, human service and other workforce development services to residents of the region. This Memorandum of Understanding establishes commitments, joint processes and procedures that enable partners to integrate core, intensive and training services according to negotiated Cost Allocation Plans that define services and financial commitments and are a part of this Memorandum by reference.

III. Parties to this Memorandum of Understanding: Parties to this memorandum of understanding include:

A. The Anchorage/Mat-Su Local Workforce Investment Board, the designated grant recipient and administrative entity for Workforce Investment Programs (adult, dislocated worker and youth programs) and One-Stop Career Centers.

B. The Anchorage/Mat-Su One Stop Council Operator Consortium, a consortium of mandated partner agencies to the One Stop Service Delivery system and more specifically described as:

1) The Municipality of Anchorage Division of Community Planning and Development through the Workforce Development Program Office; 2) The Alaska Department of Labor, Southcentral Regional Office 3) The Alaska Department of Labor, Division of Vocational Rehabilitation Regional Office 4) The Alaska Department of Health and Social Services, Division of Public Assistance Regional Office 5) The Older Persons Action Group, Grantee for Senior Employment Program 6) Nine Star Enterprises, Grantee for Adult Basic Education and Welfare to Work

IV. Goals: Jointly, the parties to this memorandum of Understanding agree to work together to:

A. Eliminate the unwarranted duplication of services, reduce administrative costs, and enhance the participation and performance of customers served through the system. B. Establish guidelines for creating and maintaining a cooperative working relationship, to facilitate joint planning and evaluation of services and to develop more efficient management of limited financial and human resources. C. Build a workforce development system that upgrades Alaska's workplace skills and enhances the economic development of the region.

V. General Provisions: Parties to this Memorandum of Understanding agree jointly to coordinate and perform the activities and services described herein within the scope of legislative requirements governing the parties' respective programs, services and agencies. All parties agree to:

A. Provide core services in the region's One-Stop Career Centers (also known as the Alaska Job Center Network), as appropriate and needed by the community served. Each agency will be responsible for providing those core services in which they specialize or for which they receive funding and to the extent determined by the program's authorizing statute. B. Participate on the One Stop Council and the Local Workforce Development Board and actively contribute to the quality of the local workforce development system. C. Participate in the development of One-Stop Career Center Cost Allocation Plans that describe how services will be provided and how the costs of the services and operating costs of the system will be funded, and to abide by those plans. D. Comply with One-Stop policies and procedures regarding customer confidentiality, data security and referrals between partners.

E. Participate in and provide training and cross-training, as deemed appropriate, to ensure that One-Stop staff are familiar with all programs contained within the One-Stop in order to integrate services, reduce duplication and improve overall service delivery. F. Participate in the development of an integrated case management, client tracking system and referral procedures between parties. G. Actively participate in joint case management activities. H. Assign staff, contribute furnishings, telecommunications equipment, and other material resources necessary for that staff to support the overall operations of the One-Stop Career Centers in the area. I. Maintain operational control and responsibility for staff assigned to the One-Stop Career Centers while ensuring that staff adheres to One-Stop policies and procedures as developed by the federal government, the State of Alaska, the Anchorage/Mat-Su Local Workforce Investment Board and the One-Stop Council. J. Contribute a fair share of funds proportionate to the use of services by individuals attributable to the partner's programs and/or in-kind services to the overall operations of the One-Stop Career Centers, including a relative portion of the reoccurring costs associated with the computer system used to track customers and services, as outlined in each One-Stop Career Center's Cost Allocation Plan. K. Participate in the development of a regional computer networked system, hosed at the Workforce Investment Board, for all One-Stop communications, case management and client tracking. Parties may maintain and use existing agency-specific internal systems independent of the One-Stop network, but must use the One-Stop network, once operational, for documenting services provided through the one-stop. L. Assist with the development of a coordinated employer services marketing package. M. Share data, information, and resources that will enhance services to customers and the One-Stop system. N. Develop and maintain additional participating partners germane to the communities served. O. Maintain flexible operating hours in the One-Stops to include Monday through Friday, 8 a.m. to 5 p.m., at a minimum, plus evening and weekend hours as appropriate for the communities served. P. Review and revise, annually the terms of this Memorandum of Understanding. Q. Assume liability for its actions and the actions of its agents and hold harmless, defend and indemnify all other parties to this Memorandum from any and all claims for damages, including costs and attorneys' fees resulting, in whole or part, from the Partner or its agents' activities under this Memorandum.

VI. Methods of Referral: Parties to this Memorandum of Understanding will work together to develop referral procedures that assure quality and convenient services for customers.

VII. Term of Memorandum of Understanding: This Memorandum of Understanding commences on the day it is signed by all parties and is on-going, unless terminated earlier upon ninety days written notice to all parties via certified U. S. Mail.

VIII. Dispute Resolution: The One-Stop Career Centers will function by consensus under the direction of the Operators and site partners in accordance with the policies of the Local Workforce Investment Board. When consensus cannot be reached and the functioning of one or more centers is impaired, those who are parties to the dispute will adhere to the following dispute resolution procedure:

A. All parties to the dispute will meet with the One-Stop site operator. If the One- Stop site operator is unable to resolve the dispute, the dispute will be referred to the One-Stop Council within ten working days of the meeting with the One-Stop Site Manager. B. If the One Stop Council is unable to resolve a dispute to the satisfaction of the parties to the dispute, the complaint shall be submitted in writing to the Local Workforce Investment Board within fifteen working days of the initial dispute. C. The Local Workforce Investment Board will evaluate the merit of the dispute, consult with the site operator and may attempt to resolve the dispute through mediation within thirty working days of its referral to the Board, which will review the dispute as a committee of the whole. D. If the Board as a committee of the whole is unable to resolve the dispute to the satisfaction of the parties, it will be referred to the Executive Committee of the Local Workforce Investment Board for final action. The Executive Committee will review the previous steps and may consult with any and/or all of the parties. The Executive Board will issue its final decision within thirty working days of receiving the referral from the Local Board meeting as a committee of the whole.

IX. Amendments and Modifications: This Memorandum of Understanding may be amended or modified with review and consent of all parties. Amendments and modifications must be issued in writing to all parties and sent by certified U. S. Mil. All parties must be given a minimum of 30 days to comment prior to the inclusion of any amendment or modification. Oral amendments or modifications shall have no effect. If any provision of this Memorandum of Understanding is held invalid, the remainder of the Memorandum shall not be affected.

X. Governance: The ultimate accountability and responsibility for the Anchorage/Mat- Su One-Stop Career Center System's organization and accomplishments rests with the Anchorage/Mat-Su Local Workforce Investment Board and the One Stop Operator Consortium. Pursuant to the Workforce Investment act (WIA) at Section 117(d)(4), the local Board in partnership with the Operator Consortium shall conduct oversight with respect to the One-Stop delivery system. The Board will promote and support the total integration of workforce development services of all system partners, promote customer choice and satisfaction for internal and external customers of the system, remove external barriers which impede progress and performance, approve annual and long-range performance standards and goals for the system, review and approve cost allocation plans and site memoranda of understanding for each One-Stop Career Center in the workforce area, establish an evaluation system for measuring customer satisfaction and performance, establish an electronic network for linking all One-Stop Career Centers, and communicate with the Community regarding the One-Stop system.

XI. Services Matrix for Comprehensive Centers in the Anchorage/Mat-Su Workforce Investment Area: The services matrix on the following pages describe core and other services to be offered in area One-Stop Career Centers. Core services are defined as those services which the mandatory partner provides to customers of its own programs and which will therefore be provided at all comprehensive centers in the area. Other services are those services which the mandatory partner provides to customers of its own programs and which can be accessed through all comprehensive centers in the area. The manner of access will be described in the site Memorandum of Understanding between the Operator partner and the consortium of all other partners in the individual center.

Wherever possible, the partners should attempt to provide services without duplication or overlap. Customers who qualify for more than one program, and who are eligible for the same type of service from more than one partner (i.e., intake and eligibility determination) should receive those services from a single source. Customers should not be required to complete more than one application or be required to undergo more than one eligibility review and determination at the One- Stop.

Services Matrix for Comprehensive Centers

Required Partner Program Core Services Provided Other Services Provided Workforce Investment Act (WIA) • Initial eligibility determination Intensive and training services as services to adults • Outreach, intake and defined in WIA orientation • Initial assessment of skills • Job search and placement assistance • Employment statistics information • Program performance and cost information • Information on local performance, supportive services and unemployment services • Assistance establishing eligibility for Welfare to Work and financial aid for education • 12 month follow-up for WIA registrants WIA services to dislocated Same as for adults Same as for adults workers WIA services to youth Same as for adults and dislocated Same as for adults and dislocated workers workers WIA Veterans Workforce • Eligibility determination Individual employment plan Programs • Outreach and intake, plus development and case orientation where resources management services for veterans allow • Initial assessment of supportive service needs • Job search and placement assistance (not counseling) • Employment statistics • Program performance information • Information on local performance, supportive services and UI

Required Partner Program Core Services Provided Other Services Provided Wagner-Peyser • Eligibility determination • Job orders from employers, • Outreach, intake and including file selection and orientation to, and on behalf referral services for these job of, employers orders • Initial assessment of • Ourtreach to employers with supportive services needs job openings to assist them in • Job search and placement filling these job openings assistance • Information on apprenticeship, • Employment statistics specialized assistance (i.e., • Program performance registration, job development, information job match, and job referrals.) • Information on local performance, supportive services and UI Adult Education and literacy The following core services may • Adult basic education be provided, subject to decisions • Secondary adult education made by local providers: • English as a second language • Outreach • Secondary vocational training • Intake and orientation • Counseling • Initial assessment of skill • Case management • Job search, placement and • Testing and assessment assistance • Employability skill training • Employment statistics information • Program performance and cost information • Information on local performance and supportive services Vocational Rehabilitation • Outreach, intake and Post-employment retention and orientation training and individual career and • Initial assessment of skills supportive services plans • Job search and placement assistance (only to those who meet the Order of Selection requirement) Senior Community Service • Outreach, intake and Individual development plans for Employment Program orientation seniors, plus other services • Initial assessment of skills determined locally • Job search and placement assistance

Required Partner Program Core Services Provided Other Services Provided Perkins Post-Secondary Regardless of how they choose to Intensive and training services as Vocational Education use Perkins III funds, all Perkins defined by WIA, and other Section 132 grantees must: services to be offered by the local • Provide information regarding university campus will be the performance and costs of determined by each local campus programs assisted under Perkins III, section 132 • The following additional core services may be offered depending on the local campus' use of Perkins funding

(To individuals prior to their enrollment in a vocational and technical education program, if, and to the extent that, a Perkins III section 132 grantee uses founds for this purpose, as part of a program for special populations, or a program that prepares individuals for nontraditional training and employment)

• Initial assessment of skill levels, aptitudes, abilities and supportive service needs • The provision of information related to the availability of supportive services Trade Adjustment Act and Same as WIA Veterans workforce Case management and training for NAFTA programs individuals enrolled in TAA/NAFTA training Veterans Employment Same as WIA Veterans workforce Individual employment and programs development and case management services for veterans

Required Partner Program Core Services Provided Other Services Provided Unemployment Insurance • Eligibility determination • Outreach, intake and orientation • Employment statistics information • Program performance information • Specific UI information Job Corps • Eligibility determination Supportive services information, • Outreach, intake and case management, counseling and orientation remedial education • Employment statistics information • Program performance information • Financial assistance Temporary Assistance for Needy • Eligibility determination • Work experience Families, Food Stamp • Outreach, intake • Skill assessment Employment, Welfare to Work • Employment statistics • Case management • Program performance • Training and job placement • Follow-up

Signatures: Parties to this Memorandum of Understanding agree to all terms and conditions contained herein by signature below of the designated representative of their respective agencies.

Both the Local Workforce Investment Board and the One Stop Council Operator Consortium hereby acknowledge their acceptance and understanding of their respective responsibilities related to the Workforce Investment Act and oversight of the One-Stop Career Center System.

______Sami Oeser, Chair David Alexander, Executive Officer Anchorage/Mat-Su Local Nine Star Enterprises Workforce Investment Board Adult Basic Education Grantee Date:______Date:______

______John Scott, Regional Manager Bill Field, Regional Administrator Alaska Department Of Labor Alaska Department of Health and Social Employment Security Division Division of Public Assistance Date:______Date:______

______Russ Cusak, Regional Manager Bill Nugent, Board Member Alaska Department of Labor Older Persons Action Group Division of Vocational Rehabilitation Senior Employment Program Grantee Date:______Date:______

______Lynn Taylor, Division Director Municipality of Anchorage Division of Community Planning and Development - WIA Grantee Date:______

Additional appendices

Included in the original draft document are the following appendices that may be accessed through the Internet. they are:

Alaska Occupational Outlook to 2006 - a list of all occupations expected to have openings between now and 2006: http://www.labor.state.ak.us/research/iodata/ak96_06.htm

From Alaska Population Overview - 1998 Estimates http://www.labor.state.ak.us/research (publications) Population of Alaska by Labor Market Region, Borough and Census Area, 1998-1990, Table 2.1 Alaska Population Estimate by Race and Ethnicity, 1998, 1990, tables 2.4 and 2.5 Alaska Population by Age and Male/Female, 1999, 1990, Table 2.6 Total Personal Income for Alaska, 1997-1990, Table 2.7 Estimated Per Capita Personal Income for Alaska, 1997-1990, Talbe 2.8 From Employment and Earnings Summary Report, AK Depatment of Labor, Research and Analysis Section http://www.labor.state.ak.us/research Employment and Earnings by Census Area, 1998 1998 Employment and Earnings for Anchorage, Municipality of 1998 Employment and Earninings for Matanuska-Susitna Borough Unemployment Insurance Claimant Characteristics, Alaska, 1998 From Alaska Unemployment Date, 1990 to Present, AK Department of Labor, Research and Analysis Section http://www.labor.state.ak.us/research/emp_ue/aklf.htm Alaska Labor Force Statistics: Statewide 1990 - present Labor Force Statistics for Matanuska-Susitna Borough: 1990-Present

Workforce Development Program

List of Vendors

NAME ADDRES S

A Head of Time 3801 Old Seward Hwy Suite 8 Anchorage, AK 99503

Abused Women's Aid In Crisis 100 W. 13th Avenue Anchorage, AK 99501

Academy of Myofascial Trigger Point Theraphy, INC. 1312 East Carson Street Pittsburgh, PA 152033

Adventures North Taxidermy School 651 South Gulkana Palmer, AK 99645

Alaska Children's Services 4600 Abbott Loop Anchorage, AK 99507

Anchorage School District 2650 E. Northern Lights Blvd. Community Based Voc-Ed Program Anchorage, AK 99508

ASD/Mclaughlin High School 2600 Providence Dr. Anchorage, AK 99508

Alaska Laborer's Training Trust 13500 Old Seward Hwy. Anchorage, AK 99515

Alaska Roofers Joint 825 E. 8th Avenue Suite 2 Anchorage, AK 99501

Alaska Vocational Technical Center PO Box 889 Seward, AK 99664

NAME ADDRES S

Ariels Hair Design School 3101 Penland Parkway Anchorage, AK 99508

Aurora North Emergency Services Academy 1200 Airport Heights Dr. Anchorage, AK 99508

AGC Safety Inc. 4041 B Street Anchorage, AK 99503

Career Academy 1415 East Tudor Road Anchorage, AK 99507-1033

Center for Employment Education 1049 Whitney Road Anchorage, AK 99501

Charter College 2221 E. Northern Lights Blvd. Anchorage, AK 99508

Chugiak Senior Center Nurses Aid Program PO Box 2368 Palmer, AK 99645

CompUSA 601 E. Dimond Blvd. Anchorage, AK 99515

Denali Telecommunications 5432 E. Northern Lights Blvd. Achorage, AK 99508

Environmental Management Inc. 206 Fireweed Suite 201 Anchorage, AK 99503

Flight Safety Alaska 1740 E. 5th Avenue Anchorage, AK 99501

NAME ADDRES S

Gatekey School of Mind-Body Integration 4041 B. St., Suite 300 Anchorage, AK 99503

Health Education Center PO Box 2368 Palmer, AK 99645

Jay's Creative Jewelry School 19250 SW Southview St. Aloha, OR 97007

Kaplan Education Centers, Inc. 50 First Street San Francisco, Ca 94105

Microage 508 West 2nd Avenue Anchorage, AK 99501

Midland College 3600 North Garfield Midland, TX 79705

Mila, Inc. 3330 Arctic Suite 201 Anchorage, AK 99503

Network Business Systems, Inc. 1577 C Street Anchorage, AK 99501

North American Technical College 1131 West Broadway Tempe, AZ 85282

Providence Health Care System PO Box 196604 Anchorage, AK 99519

Testing Institute of Alaska, Inc. 2114 Railroad Avenue Anchorage, AK 99501

NAME ADDRES S

Traill Boss Enterprises, Inc. 1020 Edwards Street Anchorage,AK 99504

Trophy Tan and Taxidermy, Inc. HC01 Box 6486 Palmer, AK 99645

Valley Academy of Nursing Assistants 268 East Nelson St. Wasilla, AK 99645

University of Alaska Anchorage 3211 Providence Dr. Anchorage, AK 99508

University of Alaska Mat-Su PO Box 2889 Palmer, AK 99645

Wayland Baptist University 5530 E. Northern Lights Blvd.

Anchorage, AK 99504

Wolfe Management Group,Inc. PO Box 890 Girdwood, AK 99587-0890

Public Comments

1 From Alaska AFL/CIO - Received March 19, 2000 Comments sent by Berit Ericksson:

The Alaska AFL-CIO would like to see clarification on the incumbent worker strategies using WIA Title I Dislocated worker funds. We feel using both the STEP and WIA Title I funds are very important in training leading to skills upgrading. The development of training partnerships such as the petroleum and health care consortia would benefit from such strategies. While WIA Section 122(a)(2)(C) is clear on the Federal level, there is no specific language on the relationship between the Anchorage/Mat-Su plan and the jointly administered Federally Registered Apprenticeship Programs. We assume that the One-Stop centers will be operating under the AJCN standards called for in the State Unified Plan. In the event of a layoff requiring a rapid Response or an expeditious response, we feel that if the workers are represented by a labor union, the union must also be contacted at the same time as the employer.

From Division of Vocational Rehabilitation, Received March 14, 2000

Comments by Gale Sinnott and Russ Cusack I've reviewed the plan and see that some of the suggested changes have been made, but a few have been left out. I know we went through this before, but the print is just too small. Please make an effort to convince them that persons with visual impairments will have a great deal of difficulty with this size font and that this will be reviewed by RSA and we do not send them anything less than 12 font. Page 8 - Your name is incorrectly spelled on the committee membership list Page 65 - DVR is listed as being under EED. Please have that changed to DOL Page 66 - Capitalize title in "bullet" for Vocational Rehab.

From Cook Inlet Tribal Council, Received February 8, 2000 Comments by Molly Merritt-Duren In Overview section , page 11, Native councils to read: To be designated by Cook Inlet Tribal Council, membership not fewer than 5. Remove language naming villages.

In Governance section, page 23, beginning with Independent Tribes, change language to read: Cook Inlet Tribal Council, Inc. as the only DOL designated Native American Grantee in the Anchorage/Mat-Su area, is responsible for services to: Cook Inlet Tribal Council Knik Tribal Council Chickaloon Village Traditional Council Eklutna Tribal Council

From State of Alaska, Job Training Partnership Office - Received March 20, 2000 Comments by Mike Shiffer Thank you for providing Alaska's Workforce Investment Office copies of our local Plan. Our staff has reviewed your plan and has provided comments for your consideration. Generally, we want to commend the board, you and your staff on completing your local plan. We know how much effort went into this plan and applaud your involvement of local community members. We want to alert you to one particular area of the plan that should be changed to comply with the workforce Investment Act and regulations. On page 57 and 58, the pan provides a definition of the dislocated worker and displaced homemaker. Section 101 (9) and 101 (10) of the WIA are enclosed to provide you with further guidance. In addition, we note that experiencing a disabling condition is not a defining characteristic of a dislocated worker and should be excluded from your definition. As you know, the US Department of Labor has only recently provided final guidance on establishment of performance standards. Recently, we were notified that USDOL has extended the period of negotiation for state performance standards to June 30, 2000. As a result, we may need to re-open negotiations for performance standards with local workforce investment boards depending upon the outcome of negotiations with USDOL. Finally, we are returning one copy of the local plan that has been marked up with our comments. The comments are intended to provide clarification or to encourage consideration of other perspectives. If you have any questions about the comments, please do not hesitate to contact Carol Hoblitzell's other staff or myself. Again, I want to express how pleased we are with your plan and believe it supports the vision and objectives outlined in the Alaska Human Resource Investment Council's Unified Plan for Alaska's Workforce System. Thank you for considering our comments and giving us an opportunity to provide input to the development of your local plan.