9215 North Florida, Ste. 101, Tampa, FL 33612 In Person & ZOOM … · 1 day ago · - 1 - Next Board of Directors Meeting November 19, 2020 Collaborate. Innovate. Lead.12:30 careersourcetampabay.com

- 1 -

Next Board of Directors Meeting November 19, 2020

Collaborate. Innovate.

Lead. careersourcetampabay.com

Thursday, September 17, 2020 11:00 AM 9215 North Florida, Ste. 101, Tampa, FL 33612

In Person & ZOOM Conference

Board of Directors Agenda

11:00 am I. Welcome and Roll Call ..................................................................................... Ben Hom, Chair

II. Pledge of Allegiance ................................................................................................. Don Noble III. Public Comments IV. Guest Speakers

1. Employer and Job Seeker Testimonials 2. Dynamic Workforce Solutions

11:15 am V. Approval of Minutes 1. Approval of June 18, 2020 Executive Committee Meeting ......................................... Page 2 2. Approval of July 16, 2020 Board of Directors Meeting ................................................ Page 6

11:20 am VI. Consent Agenda ............................................................................................... Ben Hom, Chair **The Consent Agenda is intended to allow the WDB to spend its time on more complex items and initiatives. Consent agenda items groups routine business and reports into one agenda item which can be approved in one action, rather than filing motions on each item separately. Board members may ask that an item be removed from the Consent Agenda for individual consideration.

1. Audit and Tax Engagement Letter -FYE 6/30/2020………….... ............ Anna Munro, Page 12 2. 2019-2020 Budget Modification No. 5………….... .............................. Sheila. Doyle, Page 28 3. Approval of Training Programs – HCC………….... ............................. Juditte Dorcy, Page 31 4. Approval of Training Programs – HCC & USF ………….... ................. Juditte Dorcy, Page 32

11:30 am VII. Chair’s Report ............................................................................................... Ben Hom, Page 34 VIII. Board Counsel Report ................................................................................... Mary Helen Farris

IX. CEO Report .......................................................................................................... John Flanagan 11:45 am X. Action/Discussion Items

1. Related Party Work-Based Learning – Fuzzy’s Taco Shop…….... ....... Anna Munro, Page 36 2. Related Party Work-Based Learning – Enterprising Latinas ….... ........ Anna Munro, Page 53 3. Related Party Work Based Learning - C.S. West Associates PA ….... . Anna Munro, Page 69 4. Virtual Services RFP 20-0475 – Vendor Recommendation ................. Anna Munro, Page 84 5. 2020-2021 Budget Modification No. 1………….... ............................. Sheila Doyle, Page 203 6. PY 20-21 Youth Development Performance Goals………….... ....... Tom Aderhold, Page 207

12:15 pm XI. Information Items 1. Rapid Response Recovery Update……….... ................................. Don Shephard, Page 210 2. Performance Dashboard PY 20-21 ……….... ................................. Chad Kunerth, Page 211 3. WIOA Primary Indicators of Performance PY 19-20 Q4…….... ...... Chad Kunerth, Page 212 4. Negotiated Federal Performance Goals……….... ............................... Jody Toner, Page 217 5. Approved Related Party Contracts …….... ......................................... Anna Munro, Page 219 6. Career Source Tampa Bay Policies………….... .................................. Jody Toner, Page 221 7. Summer Job Connection Annual Report ……….... .............................. Jody Toner, Page 222 8. Expenditure Reports for the period ending June 30, 2020…….... ...... Sheila Doyle, Page 235 9. Expenditure Reports for the period ending July 31, 2020…….... ....... Sheila Doyle, Page 239 10. Public Relations and Marketing Update…….... .................................... Doug Tobin, Page 243

12:20 pm XII. Committee Reports 1. Finance Committee …………..…..………….....................................................Don Noble 2. Youth Development Committee………………………………….…………....Tom Aderhold 3. Workforce Performance Committee………..…………………………………...Rick Bennett

XIII. Future Business 12:30 pm XIV. Adjournment

2 | Board of Directors Meeting - September 17, 2020

CareerSource Tampa Bay Minutes of Executive Committee Meeting

Date: June 18, 2020 Location: ZOOM Meeting Call to Order Chair Sean Butler called the meeting to order at 11:01 a.m. There was a quorum present with the following Executive Committee members participating: Members in Attendance Via Zoom Sean Butler, Lindsey Kimball, Randall King, Commissioner Sandra Murman, Roy Sweatman and Sophia West. Not in Attendance Benjamin Hom. Staff Present John Flanagan, Juditte Dorcy, Sheila Doyle, Anna Munro, Doug Tobin, Christina Witt, Chad Kunerth, Fadhail Ibraheem, Jennifer Wilson and Tammy Stahlgren. Board Counsel Jennie Tarr. BOCC Liaison/Representative Kenneth Jones.

The items are listed in the order of discussion. ►Indicates Committee Action □ Indicates Action Needed

Public Comments There were none. ► Approval of Minutes April 16, 2020 Executive Committee Minutes April 30, 2020 Special Executive Committee Minutes May 14, 2020 Special Executive Committee Minutes June 2, 2020 Special Executive Committee Minutes

• A motion to approve the all the minutes listed above for Executive Committee Meetings.

o Motioned: Commissioner Murman o Seconded: Lindsey Kimball

• There was no discussion. The motion carried.

Chairman’s Report (Refer to Page 11 of the April 16, 2020 Executive Committee Agenda Packet for the entire Chair Report) Key Regional Workforce / Demographic Indicators • In April 2020, the unemployment rate in Hillsborough County was 12.0 percent, a 9.1% increase

from April 2019 rate of 2.9%.

Board of Directors Meeting - September 17, 2020 | 3

• The region's April 2020 unemployment rate was 1.3 percentage point lower than the State rate of

13.3 percent. The labor force was 684,108, down 54,097 (-7.3%) over the year. There were 82,354 unemployed residents in the region.

Chair summarized that it looks like more jobs are coming back despite the increase COVID cases. Board Counsel Report Jennie Tarr gave a brief update on projects she has been assisting with. She has also been assisting CSTB on Covid 19 issues and re-entry into the workforce issues. CSTB seems prepared to handle the employment issues as we move into the next phase with re-entry into the workforce. CEO Report Updates CSTB Reopening Plans: Phase 2 which began on June 15th, phasing in over a 3-week period. We are in the process of transitioning our teams back to the Brandon, North Florida, and the Career Prep centers. We are also making plans for the Plant City and Ruskin offices to open in July.

Virtual Services Update - we are working with our vendor Career Edge, to create and expand our virtual services offerings. We are also expanding it for the Cares Act Program.

We are reopening WIOA pre-screenings and enrollments. We will start to do those on both virtual and a live face to face basis, but we are going to continue to defer to virtual unless there is a need to be face to face.

June 10th We held a Town Hall meeting with the CareerSource Tampa Bay staff who joined to discuss: Our re-opening plan, and how to control that (50% capacity) traffic, and how we are going to keep all of our current traffic patterns the way they were. This to ensure that everybody maintains a safe physical distance to align with all the regulations, and that everybody feels safe coming back to work.

We had our Executive and Senior Leadership Retreats over the past week. We really emphasized the need for us to get aligned as a leadership team to accomplish our strategic priorities. Renee Dabbs led two really good sessions, and we started to drill down on some key operational strategic priorities.

Upcoming Conference

NAWB Conference was rescheduled for June 28th – July 2nd. This will be held on a virtual platform.

REACT Summary

REACT, which stands for Reemployment and Emergency Assistance Coordination Team, serves as Florida’s state-level rapid response unit for workers who have been laid off. One of the primary purposes of rapid response is to prevent or minimize the impacts of layoffs and dislocations on workers, businesses and communities. Our rapid response ensures immediate access to affected workers to help them quickly re-enter the workforce and plays an important role in providing customer-focused services to both dislocated workers and employers.

CareerSource Tampa Bay is responsible for carrying out and overseeing response activities when there is an announcement notification by a company of permanent closures either due to trade, mass layoff or those whose positions are affected by natural and or other disasters. Rapid response services are provided when employers submit layoff and business closing notices under the Worker Adjustment and Retraining Notification (WARN) Act.

Since 2019 CSTB has connected to over 70 employers for reemployment and emergency assistance services in Hillsborough County to assist in rapid response activities offered through our coordination team. Employers who have received these services which resulted in assisting over 5000 affected employees includes Masonite, AmeriHealth, Time Customer Service, Thompson Group, Paradise Inc., Icon Aircraft, Iron Bow and more. CSTB will be launching a marketing outreach plan through Business Services in a quest to get in front of the WARN notices and making more employers aware of the benefits to this service.


We would like to take this information and start to market the Cares program which recently just passed at the BOCC and our CSTB Board Meeting. ► Action Item #1: National Dislocated Worker Grant (NDWG) Policy (Refer to Page 14 of the June18, 2020 Executive Committee Agenda Packet)

• A motion to approve the CareerSource Tampa Bay’s National Dislocated Worker Grant (NDWG) Policy

o Motioned: Commissioner Sandra Murman o Seconded: Lindsey Kimball

• The motion carried.

► Action Item #2: CSTB Negotiated Local Levels of Performance Requirements Policy (Refer to Page 24 of the June 18, 2020 Executive Committee Agenda Packet)

• A motion to approve the CareerSource Tampa Bay’s Negotiated Local Levels Policy.

o Motioned: Commissioner Sandra Murman o Seconded: Roy Sweatman


► Action Item #3: Emergency Procurement and Contract: Educational Data Systems, Inc. (Refer to Page 32 of the June 18, 2020 Executive Committee Agenda Packet)

• A motion to approve the Emergency Procurement, and entering into contract negotiations

with Educational Data Systems, Inc. The agreement will come back to the Board for approval.

o Motioned: Commissioner Sandra Murman o Seconded: Sophia West


Information Items Information Item #1 - Performance Dashboard – Update given by Chad Kunerth (Refer to Page 39 of the June 18, 2020 Executive Committee Agenda Packet) Chad Kunerth gave highlights from the Dashboard: WIOA Caseload 2,172 Employer served is 1264 - 2% increase Employers Returning is 463 - 1% increase New Employers is 801 - 2% increase Individual served the total 36,804 that's a 6% increase Self-assisted is 8% increase at 23,639 Total number of employed is at 5,077 which is a 3% increase from May 11 Wages stayed about the same for WIOA and a small decrease in the DW and adult at 2% and 1% respectively. The positive outcome rate didn't change at all. Entered employment went up 4% but our non-positive outcome also went up 4% Information Item #2 - R15 DEO Quality Assurance Preliminary Report, Program Years 2019-2020 - Update given by Chad Kunerth (Refer to Page 40 of the June 18, 2020 Executive Committee Agenda Packet) DEO provided us with a preliminary report and allowed us 10 days to respond. We were able to provide additional support, and there were4-6 findings that were found in SNAP cases that should be removed. In approximately 30 days, they will send us a final report and we will need to create a Corrective Action Plan addressing all of the findings.


Most of the findings were already addressed at the staff meeting August 16, 2019. There were new questions added on the tool. We were not made aware of the update until October 23, 2019. Next year we should see significant improvement.

Recommend having meeting with Commissioner Murman, Ron Barton, Ken Jones, Lindsey Kimball, Chad Kunerth, and John Flanagan to discuss the report.

It was recommended to cover this report in more detail at the July 2020 meeting.

Information Item #3 - Summer Job Connections – Update given by Jennifer Wilson (Refer to Page 49 of the June 18, 2020 Executive Committee Agenda Packet) Summer Job Connection Program officially launch on June 15, 2020. We have enrolled 490 students into the program. We held our first SJC virtual orientation last week. We had 140 registered in WIOA and 335 in TANF. Results for the summit were excellent, we had a great survey scores, “Overall Satisfaction” was a 9.4 out of 10, and “Met Expectations” score was 9.0 out of 10. A question was asked, “would we consider an after-school job connection program?” It was explained that we are hoping to have a fall program around October/November. We will be reaching out to students and employers for interest and availability. Future Business Mr. Bach suggested that we recite the Pledge of Allegiance at the beginning of each meeting. It was the consensus of the committee that it was a good idea. Chair Butler asked Mr. Flanagan to let members know that this will start occurring, just to ensure we are being sensitive to everyone. Closing Statements John Flanagan thanked Sean Butler for his service to CSTB. Today is his last meeting as Board Chair. He wanted to say how incredibly appreciative he was for Sean’s leadership. Sean has committed an unbelievable amount of his time and energy to the Board, making sure we got on the right path. He has done a fantastic job getting this organization through a difficult situation. Committee Reports No update given.

Adjournment The meeting was adjourned at approximately 11.54 a.m. Minutes prepared by Tammy Stahlgren, Administrative Services Coordinator.


CareerSource Tampa Bay

Minutes of Meeting of the Board of Directors

Date: July 16, 2020 Location: Zoom Meeting Call to Order Chair Ben Hom called the meeting to order at 11:05 a.m. There was a quorum present with the following Board Members participating. Board Members in attendance via zoom conference Tom Aderhold, Ruthann Atchley, Michael Bach, Leerone Benjamin, Warren “Scott” Brooks, Stephanie Brown-Gilmore, Sean Butler, Conchita Canty-Jones, Andrea Cichon, Dr. Ginger Clark, Constance Daniels, Elizabeth Gutierrez, Nancy Brown representing Mireya Hernandez, Benjamin Hom, John Howell, Lindsey Kimball, Randall King, Karen Koundourakis, Ian Lieberman, Steve Morey, Commissioner Sandra Murman, Don Noble, Richard Padilla, Roy Sweatman, Thayne Swenson, and Sophia West. Board Members not in attendance Rick Bennett, Richard Cranker, and Paul Orvosh. Staff Present John Flanagan, Juditte Dorcy, Jody Toner, Sheila Doyle, Barry Martin, Anna Munro, Christina Witt, Dan Schneckenburger, Chad Kunerth, Michelle Schultz, Fadhail Ibraham, Jennifer Wilson, and Tammy Stahlgren. Board Counsel Jennie Tarr BOCC Liaison None Others Dan McGrew – Dynamic Workforce Solutions Yanina Rosario

The items are listed in the order of discussion. ► Indicates Board Action □ Indicates Action Needed

Welcome Chair Ben Hom welcomed the new members to the Board: Ruthann Atchley, Conchita Canty-Jones, Karen Koundourakis, Ian Liberman, Richard Padilla, and Thayne Swenson. Pledge of Allegiance Don Noble led the Pledge of Allegiance. Public Comments There were none. Awards and Presentation: The following Board members were recognized for their service and contributions over the past year: Michelle Calhoun, Robert Coopersmith, Jasiel Legon, Earl Rahn, Yanina Rosario, and Suzanne Skiratko. In addition, Sean Butler, former Board Chair was recognized for his outstanding professionalism and contributions as Board chair. ► Consent Agenda


1. Approval of May 21, 2020 Board of Director Minutes 2. Approval of May 28, 2020 Special Board of Director Minutes 3. National Dislocated Worker Grant (NDWG) Policy 4. Negotiated Local Levels Policy

• A motion to approve all items listed on the Consent Agenda as presented.

• Motioned: Commissioner Sandra Murman. • Seconded: Don Noble.

• The motion carried. There was no further discussion.

Chairs Report Key Regional Indicators • In May 2020, the unemployment rate in Hillsborough County had climbed to 12.6%.

• The region's May 2020 unemployment rate was 1.7 percentage point lower than the state rate of

14.3 percent. There were 89,635 unemployed residents in the region.

Upcoming Events: Job Fairs The Senator Janet Cruz Job Fair was scheduled for July 22, 2020 but was cancelled because of increased COVID Cases in Florida. We will keep you advised of the new event date when it becomes available. Upcoming Consortiums We have two industry consortiums planned so far in FY 2020-2021. The first one will focus on Information Technology, and will be a virtual consortium held on August 20, at 8:30 a.m. Our second consortium will focus on Veterans, and is scheduled for October 29th at 8:30 a.m. Board Counsel Report – Jennie Tarr Jennie reported that she has been working closely with new CSTB HR Director Barry Martin, particularly on some personnel matters having to do with COVID- 19, and Employees entering the workplace. With a heavy heart, she reported that she will be leaving her position with the county. She has thoroughly enjoyed working with Sean Butler, John Flanagan and the rest of the staff at CareerSource Tampa Bay. She is working with the team to find a replacement to ensure a smooth transition. CEO Report CSTB Reopening Plans: We are in Phase 2, and are taking every precaution to social distance and make sure everyone has the appropriate Personal Protection Equipment.

We now have access to a Virtual Recruitment software platform named Premier, purchased by CareerSource Florida.

In the area of Virtual Services, CareerEdge usage has expanded to serve up to 13,000 individuals. We are using it for WIOA Pre-screening and enrollments, as well as the Summer Job Connection and our other three programs.

R3 (Rapid Response Recovery) /CARES Act Update our contractor EDSI has taken 297 applications, 25% of what we need in order to achieve our goal of serving 2000 people. We are going to push harder on marketing and outreach to employers.

New HR Director – Barry Williams joined the CareerSource Team June 29, 2020.


Board Orientation for new members is scheduled for July 29, 2020 from 1-3pm via Zoom.

Meetings: • 7/10/2020 Met with Dr. Clark to discuss HCC-CARES. • 7/8/2020 Met with Marley Wilkes to discuss next steps and a formal agreement between the

City of Tampa and CareerSource Tampa Bay. • 7/16/2020 Met with Sean McCoy of PCG, regarding their TechQuest Apprenticeship

Program, and employer engagement. • 7/8/2020 Met with Karenne Levy of Macdonald Training Center regarding collaborating and

applying for R3. • 7/7/2020 Attended VetCor Building Dedication. • Works on some Board Governance7/1/2020 Press Conference with Commissioner Murman

– CSTB Rapid Response Recovery.

Past Conference(s): • NAWB Conference occurred virtually June 29th - July 2, 2020. Mr. Flanagan facilitated a

leadership academy for new board members and worked with Tom Kavanagh and Jobworks folks.

Action/Discussion Items Action Items #1-5 are Related Party Contracts. Per the new By-Laws, when an issue presents a conflict of interest to the Board or Committee member(s), said member shall verbally disclose the conflict of interest, abstain from voting, leave the room during discussion and vote on said issue, and submit a Voting Abstention form to the Administrative Services Coordinator. ► Action Item #1 Related Party Contract – Tampa Hillsborough EDC – Presented by Anna Munro Steve Morey verbally declared a conflict of interest and abstained from voting. He was then moved to a waiting room during discussion and vote.

• A Motion to approve related party contract, with The Tampa Bay Economic Development

Council, by a two-third (2/3rd) vote, when a quorum has been established and contingent upon DEO and CareerSource Florida approval of the related party agreement.

• Motioned: Commissioner Sandra Murman • Seconded: Michael Bach

• The motion carried. No further discussion.

Steve Morey re-entered the virtual Board Room after the vote and discussion. ► Action Item #2 Related Party Contract – Hillsborough Community College – Presented by Anna Munro Dr. Ginger Clark verbally declared a conflict of interest for Items #2&#3, and abstained from voting. She was then moved to a waiting room during discussion and vote.

• A Motion to approve related party contract, with Hillsborough Community College – Ybor

Campus, by a two-third (2/3rd) vote, when a quorum has been established and contingent upon DEO and CareerSource Florida approval of the related party agreement.

• Motioned: Commissioner Sandra Murman • Seconded: Tom Aderhold


► Action Item #3 Related Party Contract – Hillsborough Community College – Presented by Anna Munro


Dr. Ginger Clark verbally declared a conflict of interest and abstained from voting and remained in the waiting room during the discussion and vote.

• A Motion to approve the ITAs with Hillsborough Community College, by a two-third (2/3rd) vote, when a quorum has been established and contingent upon DEO and CareerSource Florida approval of the related party agreement.

• Motioned: Commissioner Sandra Murman • Seconded: Tom Aderhold


Dr. Ginger Clark re-entered the virtual Board Room after the vote and discussion.

► Action Item #4 Related Party Contract – University of South Florida – Presented by Anna Munro Dr. Ruthann Atchley verbally declared a conflict of interest and abstained from voting. She was then moved to a waiting room during discussion and vote.

• A Motion to approve the ITAs with University of South Florida, by a two-third (2/3rd) vote, when a

quorum has been established and contingent upon DEO and CareerSource Florida approval of the related party agreement.

• Motioned: Sean Butler • Seconded: Commissioner Sandra Murman


Dr. Ruthann Atchley re-entered the virtual Board Room after the vote and discussion. ► Action Item #5 Related Party Contract – Hillsborough County Schools – Presented by Anna Munro

• Dr. Warren “Scott” Brooks and Conchita Canty-Jones verbally declared a conflict of interest and abstained from voting. They were both moved to a waiting room during discussion and vote.

• A Motion to approve the ITAs with Hillsborough County Schools, by a two-third (2/3rd) vote, when a quorum has been established and contingent upon DEO and CareerSource Florida approval of the related party agreement.

• Motioned: Commissioner Sandra Murman • Seconded: Sean Butler


Dr. Warren “Scott” Brooks and Conchita Canty- Jones re-entered the virtual Board Room after the vote and discussion. ►Action Item #6 Outsource of Services

• A motion to approve outsourcing and formal procurement of (1) One Stop Operator and Career Services as a bundled service and (2) Adult and Dislocated Worker and Business Services as a bundled service. Selection committee be comprised of members of the Executive Committee and Workforce Performance Committee.

• Motioned: Tom Aderhold • Seconded: Commissioner Sandra Murman



Information Items – Due to time Constraints the Board Chair did not review each of the information items listed below. He asked the Board members if they had any questions about any of the information items. Information Item #1 PY 2020-2021 Committee Assignments Information Item # 2 Approval of Contract: Educational Data Systems, Inc. Information Item # 3 Strategic Plan Information Item # 4 PY 20-21: CSTB Program Monitoring Schedule Information Item # 5 Adjusted Income Level Wage Rates for 2020 Information Item # 6 Summer Job Connection Information Item # 7 R15 DEO Quality Assurance Report Program Years 2017-18 NS 2018-19 – Corrective Action Plan closeout Information Item # 8 One-Stop Location - Brandon Information Item # 8 Public Relations/Marketing Update Committee Reports

Finance Committee – Update Provided by Don Noble The Committee last met on April 30, 2020. Don Noble gave a brief introduction as the new Finance Committee Chair. Per the new By-Laws, the Finance Committee and Audit Committee have been combined. The committee will be expanding to nine members. New members were welcomed and briefly informed of the expectations for committee members. The first meeting of PY 20-21 is July 30, 2020 via Zoom. Adjournment The meeting was adjourned at approximately 12:36 p.m. Minutes prepared by Tammy Stahlgren, Administrative Services Coordinator.

Board of Directors Meeting - July 16, 2020 | 11 11 | Board of Directors Meeting - May 16, 2019

Consent Agenda Items

Background

**The Consent Agenda is intended to allow the WDB to spend its time on more complex items and initiatives. Consent agenda items groups routine business and reports into one agenda item which can be approved in one action, rather than filing motions on each item separately. Board members may ask that an item be removed from the Consent Agenda for individual consideration.

1. Audit and Tax Engagement Letter -FYE 6/30/2020 2. 2019-2020 Budget Modification No. 5 3. Approval of Training Programs – HCC 4. Approval of Training Programs – HCC & USF

Recommendation: The Executive Committee recommends approving all the items listed on the Consent Agenda as listed.

12 | Board of Directors Meeting - September 17, 2020 Board of Directors Meeting - May 16, 2019 | 12

Consent Agenda Item # 1 Audit and Tax Engagement Letter

for Fiscal Year Ending June 30, 2020 Background:

CareerSource Tampa Bay’s formal procurement of Audit and Tax Services resulted in the selection of James Moore & Co., P.L. as the CPA firm. The initial one-year contract for the fiscal year ending June 30, 2019 audit and tax return has been completed. At the discretion and approval of the Audit Committee and contingent upon satisfactory performance evaluation, the contract term can be extended for four (4) additional years.

Results: The attached audit and tax engagement letter describes the CPA’s terms and conditions for the year ended June 30, 2020. The form and content are consistent with the prior year, except for “Other DEO Audit Engagement Requirements” on page 6. Although these procedures existed and were performed in the prior year, it has been added to explicitly state those additional procedures required by DEO.

Recommendation:

The Executive Committee recommends approval to engage James Moore & Co., P.L. to provide audit and tax services for the fiscal year ending June 30, 2020.


July 21, 2020

Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay 4902 Eisenhower Boulevard, Suite 250 Tampa, FL 33634

You have requested that we audit the financial statements of Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay, which comprise the statement of financial position as of June 30, 2020, and the related statements of activities, functional expenses, and cash flows for the year then ended, and the related notes to the financial statements. In addition, we will audit the entity’s compliance over major federal award programs for the period ended June 30, 2020. We are pleased to confirm our acceptance and our understanding of this audit engagement by means of this letter. Our audit will be conducted with the objective of our expressing an opinion on the financial statements and an opinion on compliance regarding the entity’s major federal award programs.

Schedule of Expenditures of Federal Awards

We will subject the schedule of expenditures of federal awards to the auditing procedures applied in our audit of the financial statements and certain additional procedures, including comparing and reconciling the schedule to the underlying accounting and other records used to prepare the financial statements or to the financial statements themselves, and additional procedures in accordance with auditing standards generally accepted in the United States of America. We intend to provide an opinion on whether the schedule of expenditures of federal awards is presented fairly in all material respects in relation to the financial statements as a whole.

Data Collection Form

Prior to the completion of our engagement, we will complete the sections of the Data Collection Form that are our responsibility. The form will summarize our audit findings, amounts, and conclusions. It is management’s responsibility to submit a reporting package including financial statements, schedule of expenditure of federal awards, summary schedule of prior audit findings, and corrective action plan along with the Data Collection Form to the federal audit clearinghouse. The financial reporting package must be text searchable, unencrypted, and unlocked. Otherwise, the reporting package will not be accepted by the federal audit clearinghouse. We will assist you in the electronic submission and certification. You may request from us copies of our report for you to include with the reporting package submitted to pass-through entities.

The Data Collection Form is required to be submitted within the earlier of 30 days after receipt of our auditors’ reports or nine months after the end of the audit period, unless specifically waived by a federal cognizant or oversight agency for audits. Data Collection Forms submitted untimely are one of the factors in assessing programs at a higher risk.


Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay July 21, 2020 Page 2

Audit of the Financial Statements

We will conduct our audit in accordance with auditing standards generally accepted in the United States of America (U.S. GAAS), the standards applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller General of the United States of America and the audit requirements of Title 2 U.S. Code of Federal Regulations (CFR) Part 200, Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform Guidance). Those standards and the Uniform Guidance require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to error, fraudulent financial reporting, misappropriation of assets, or violations of laws, governmental regulations, grant agreements, or contractual agreements.

An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of significant accounting estimates made by management, as well as evaluating the overall presentation of the financial statements. If appropriate, our procedures will therefore include tests of documentary evidence that support the transactions recorded in the accounts, tests of the physical existence of inventories, and direct confirmation of cash, investments, and certain other assets and liabilities by correspondence with creditors and financial institutions. As part of our audit process, we will request written representations from your attorneys, and they may bill you for responding. At the conclusion of our audit, we will also request certain written representations from you about the financial statements and related matters.

Because of the inherent limitations of an audit, together with the inherent limitations of internal control, an unavoidable risk that some material misstatements or noncompliance (whether caused by errors, fraudulent financial reporting, misappropriation of assets, detected abuse or violations of laws or governmental regulations) may not be detected exists, even though the audit is properly planned and performed in accordance with U.S. GAAS and Government Auditing Standards of the Comptroller General of the United States of America. Please note that the determination of abuse is subjective and Government Auditing Standards does not require auditors to detect abuse.

In making our risk assessments, we consider internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. However, we will communicate to you in writing concerning any significant deficiencies or material weaknesses in internal control relevant to the audit of the financial statements that we have identified during the audit. Our responsibility as auditors is, of course, limited to the period covered by our audit and does not extend to any other periods.

We will issue a written report upon completion of our audit of Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay’s financial statements. Our report will be addressed to the board of directors of Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay. We cannot provide assurance that an unmodified opinion will be expressed. Circumstances may arise in which it is necessary for us to modify our opinion, add an emphasis-of-matter or other-matter paragraph(s), or withdraw from the engagement.

In accordance with the requirements of Government Auditing Standards, we will also issue a written report describing the scope of our testing over internal control over financial reporting and over compliance with laws, regulations, and provisions of grants and contracts, including the results of that testing. However, providing an opinion on internal control and compliance over financial reporting will not be an objective of the audit and, therefore, no such opinion will be expressed.



Audit of Major Program Compliance

Our audit of Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay’s major federal award program(s) compliance will be conducted in accordance with the requirements of the Single Audit Act, as amended and the Uniform Guidance and will include tests of accounting records, a determination of major programs in accordance with the Uniform Guidance and other procedures we consider necessary to enable us to express such an opinion on major federal award program compliance and to render the required reports. We cannot provide assurance that an unmodified opinion on compliance will be expressed. Circumstances may arise in which it is necessary for us to modify our opinion or withdraw from the engagement.

The Uniform Guidance requires that we also plan and perform the audit to obtain reasonable assurance about whether the entity has complied with applicable laws and regulations and the provisions of contracts and grant agreements applicable to major federal award programs. Our procedures will consist of determining major federal programs and performing the applicable procedures described in the U.S. Office of Management and Budget OMB Compliance Supplement for the types of compliance requirements that could have a direct and material effect on each of the entity’s major programs. The purpose of those procedures will be to express an opinion on the entity’s compliance with requirements applicable to each of its major programs in our report on compliance issued pursuant to the Uniform Guidance.

Also, as required by the Uniform Guidance, we will perform tests of controls to evaluate the effectiveness of the design and operation of controls that we consider relevant to preventing or detecting material noncompliance with compliance requirements applicable to each of the entity’s major federal award programs. However, our tests will be less in scope than would be necessary to render an opinion on these controls and, accordingly, no opinion will be expressed in our report.

We will issue a report on compliance that will include an opinion or disclaimer of opinion regarding the entity’s major federal award programs and a report on internal controls over compliance that will report any significant deficiencies and material weaknesses identified; however, such report will not express an opinion on internal control.

Management’s Responsibilities

Our audit will be conducted on the basis that management acknowledge and understand that they have responsibility:

1. For the preparation and fair presentation of the financial statements in accordance with accounting principles generally accepted in the United States of America;

2. For the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of financial statements that are free from material misstatement, whether due to error;

3. For identifying, in its accounts, all federal awards and state financial assistance received and expended during the period and the federal programs under which they were received, including federal awards and funding increments received prior to December 26, 2014 (if any), and those received in accordance with the Uniform Guidance (generally received after December 26, 2014);

4. For maintaining records that adequately identify the source and application of funds for federally funded activities;

5. For preparing the schedule of expenditures of federal awards (including notes and noncash assistance received) in accordance with the Uniform Guidance requirements;

6. For the design, implementation, and maintenance of internal control over federal awards; 7. For establishing and maintaining effective internal control over federal awards that provides

reasonable assurance that the nonfederal entity is managing federal awards in compliance with federal statutes, regulations, and the terms and conditions of the federal awards;



8. For identifying and ensuring that the entity complies with federal statutes, regulations, and the terms and conditions of federal award programs and implementing systems designed to achieve compliance with applicable federal statutes, regulations, and the terms and conditions of federal award programs;

9. For disclosing accurately, currently, and completely the financial results of each federal award in accordance with the requirements of the award;

10. For identifying and providing report copies of previous audits, attestation engagements, or other studies that directly relate to the objectives of the audit, including whether related recommendations have been implemented;

11. For taking prompt action when instances of noncompliance are identified; 12. For addressing the findings and recommendations of auditors, for establishing and maintaining a

process to track the status of such findings and recommendations and taking corrective action on reported audit findings from prior periods and preparing a summary schedule of prior audit findings;

13. For following up and taking corrective action on current year audit findings and preparing a corrective action plan for such findings;

14. For submitting the reporting package and data collection form to the appropriate parties; 15. For making the auditor aware of any significant contractor relationships where the contractor is

responsible for program compliance; 16. To provide us with:

a. Access to all information of which management is aware that is relevant to the preparation and fair presentation of the financial statements, and relevant to federal award programs and state financial assistance projects, such as records, documentation, and other matters;

b. Additional information that we may request from management for the purpose of the audit; and

c. Unrestricted access to persons within the entity from whom we determine it necessary to obtain audit evidence;

17. For adjusting the financial statements to correct material misstatements and confirming to us in the management representation letter that the effects of any uncorrected misstatements aggregated by us during the current engagement and pertaining to the current year or period(s) under audit are immaterial, both individually and in the aggregate, to the financial statements as a whole;

18. For acceptance of nonattest services, including identifying the proper party to oversee the nonattest work;

19. For maintaining adequate records, selecting and applying accounting principles, and safeguarding assets;

20. For informing us of any known or suspected fraud affecting the entity involving management, employees with significant role in internal control and others where fraud could have a material effect on compliance;

21. For the accuracy and completeness of all information provided; 22. For taking reasonable measures to safeguard protected personally identifiable and other sensitive

information; 23. For including the auditor’s report in any document containing financial statements that indicates

that such financial statements have been audited by the entity’s auditor.

With regard to the supplementary information referred to above, you acknowledge and understand your responsibility (a) for the preparation of the supplementary information in accordance with the applicable criteria, (b) to provide us with the appropriate written representations regarding supplementary information, (c) to include our report on the supplementary information in any document that contains the supplementary information and that indicates that we have reported on such supplementary information, and (d) to present the supplementary information with the audited financial statements, or if the supplementary information will not be presented with the audited financial statements, to make the audited financial statements readily available to the intended users of the supplementary information no later than the date of issuance by you of the supplementary information and our report thereon.



As part of our audit process, we will request from management, written confirmation concerning representations made to us in connection with the audit, including your understanding of your responsibilities as defined in this letter to us in your management representation letter.

We will prepare the trial balance for use during the audit. Our preparation of the trial balance will be limited to formatting information into a working trial balance based on management’s chart of accounts.

Reporting

We will issue a written report upon completion of our audit of Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay’s financial statements. Our report will be addressed to the board of directors of Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay. We cannot provide assurance that an unmodified opinion will be expressed. Circumstances may arise in which it is necessary for us to modify our opinion, add an emphasis-of-matter or other-matter paragraph(s), or withdraw from the engagement.

Engagement Administration, Fees, and Other

We understand that your employees will prepare all confirmations we request and will locate any documents or support for any other transactions we select for testing.

During the course of the engagement, we may observe opportunities for economy in, or improved controls over, your operations. We will bring such matters to the attention of the appropriate level of management, either orally or in writing.

You agree to inform us of facts that may affect the financial statements of which you may become aware during the period from the date of the auditor’s report to the date the financial statements are issued.

Mark Payne is the service leader for the audit services specified in this letter. His responsibilities include supervising the services performed as part of this engagement and signing or authorizing another qualified firm representative to sign the reports.

Our fees for these services, including expenses, will be $21,500 plus $1,500 for the 990 tax return. Our ability to provide services in accordance with our estimated fees depends on the quality, timeliness, and accuracy of Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay’s records, and, for example, the number of general ledger adjustments required as a result of our work. We will also need your personnel to be readily available during the engagement to respond in a timely manner to our requests. Lack of preparation, poor records, general ledger adjustments and/or untimely assistance will result in an increase of our fees.

At the conclusion of our audit engagement, we will communicate to those charged with governance the following significant findings from the audit:

Our view about the qualitative aspects of the entity’s significant accounting practices; Significant difficulties, if any, encountered during the audit; Uncorrected misstatements, other than those we believe are trivial, if any; Disagreements with management, if any; Other findings or issues, if any, arising from the audit that are, in our professional judgment,

significant and relevant to those charged with governance regarding their oversight of the financial reporting process;

Material, corrected misstatements that were brought to the attention of management as a result of our audit procedures;

Representations we requested from management; Management’s consultations with other accountants, if any; and Significant issues, if any, arising from the audit that were discussed, or the subject of

correspondence, with management.



In accordance with the requirements of Government Auditing Standards, we have attached a copy of our latest external peer review report of our firm for your consideration and files.

We will perform the following nonattest services: Preparation of IRS Form 990, and the Data Collection Form. With respect to any nonattest services we perform, Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay’s management is responsible for (a) making all management decisions and performing all management functions; (b) assigning competent individuals (Anna Munro, CPA and Sheila Doyle, CPA) to oversee the services; (c) evaluating the adequacy of the services performed; (d) evaluating and accepting responsibility for the results of the services performed; and (e) establishing and maintaining internal controls, including monitoring ongoing activities.

In accordance with the requirements of the Internal Revenue Service, we will prepare from your records and information you will provide, Internal Revenue Service Form-990—Return of Organizations Exempt from Tax and the required filings for Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay. Should these require an extension, we will notify you as soon as possible. We will not audit or express assurance on these returns and filings.

Other DEO Audit Engagement Requirements

As a part of our audit, in accordance with the Florida Department of Economic Opportunity, we will also complete the following:

We will test the entity’s reconciliation of the financial records to the Subrecipient Resource Application (SERA) maintained by DEO and include a note to the financial statements confirming whether or not such a reconciliation was performed by the board in a satisfactory manner.

If applicable, we will test the entity’s compliance under federal audit guidelines with federal cash management requirements and to report any material problems. We will also test the entity’s compliance under the State of Florida DEO guidelines for cash management.

We will provide a written management letter for any findings not included in the audit report. If a written management letter is not present, it will be stated so in the Schedule of Findings and Questioned Costs.

We will audit all funds overseen, managed, or administered by the entity. This includes funds that are provided to any auxiliary entity over which the entity’s leadership exercises any controlling influence, such as a foundation or an association.

We will state in the Report on Compliance and Internal Control over Compliance Applicable to Each Major Federal Awards Program that the audit was conducted in accordance with the special audit guidance provided by the DEO.

The audit documentation for this engagement is the property of James Moore & Co., P.L. and constitutes confidential information. However, we may be requested to make certain audit documentation available to a grantor or their designee, a state agency providing direct or indirect funding, or the U.S. Government Accountability Office pursuant to authority given to it by law or regulation, or to peer reviewers. If requested, access to such audit documentation will be provided under the supervision of James Moore & Co., P.L. personnel. We will notify you of any such request. Furthermore, upon request, we may provide copies of selected audit documentation to these agencies and regulators. The regulators and agencies may intend, or decide, to distribute the copies or information contained therein to others, including other governmental agencies.

This engagement letter includes the attached James Moore & Co., P.L. Standard Terms and Conditions as Attachment A which is incorporated and made a part of this engagement letter by reference.



We appreciate the opportunity to be of service to you and believe this letter accurately summarizes the significant terms of our engagement. If you have any questions, please let us know. If you agree with the terms of our engagement as described in this letter, please sign the enclosed copy and return it to us.

Respectfully,

JAMES MOORE & CO., P.L.

The services described in the foregoing letter are in accordance with our requirements. The terms described in the letter are acceptable to us and are hereby agreed to.

TAMPA BAY WORKFORCE ALLIANCE, INC. D/B/A CAREERSOURCE TAMPA BAY

By:

Date:




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Attachment A James Moore and Co., P.L.

Standard Terms and Conditions

The terms and conditions set forth below are incorporated into the engagement letter agreement pursuant to which James Moore & Co., P.L. (“JMCO”, the “Firm”) will provide services to Tampa Bay Workforce Alliance, Inc. d/b/a CareerSource Tampa Bay (“Client”).

1. Management’s Responsibilities – Management of Client is responsible for establishing and maintaining an effective internal control system. JMCO services may include advice and recommendations which management may or may not adopt. Client’s management shall be fully and solely responsible for applying independent business judgment with respect to the services and work product provided by JMCO, to make implementation decisions, if any, and to determine further courses of action with respect to any matters addressed in any advice, recommendations, services, reports, or other work product or deliveries to Client. Management is responsible for the safeguarding of assets, the proper recording of transactions in the books of accounts, the substantial accuracy of the financial records, and the full and accurate disclosure of all relevant facts affecting the engagement to JMCO. Client should retain all the documents, canceled checks, and other data that form the basis of income and deductions. If the engagement also includes tax services, these records may be necessary to prove the accuracy and completeness of tax returns to a taxing authority. Client has final responsibility for the tax return(s) and; therefore should review the return(s) carefully before signing and filing.

2. Responsible Person – Client designates the individual signing the engagement letter (“Representative”) as the individual to whom JMCO should look to provide information, communicate, and answer questions. Client understands that JMCO will rely on the Representative designated above and that decisions by the Representative may be beneficial to some and detrimental to others. JMCO is directed to rely on the Representative for all Client decisions including but not limited to tax treatments, allocation of income and expense items, tax elections and accounting treatments. All communication with the Representative is deemed to be communication with Client.

3. Advice in Writing – JMCO only provides advice for Client to rely upon in writing. Casual discussions of tax, accounting or other issues and informal communication are not advice upon which Client can rely. Client agrees that the only advice from JMCO upon which Client may rely is written advice received from JMCO on our letterhead or via e-mail.

4. Unencrypted E-Mail Use Authorized for Communication – In connection with this engagement, JMCO may communicate with Client or others via e-mail transmission. As e-mails can be intercepted and read, disclosed, or otherwise used or communicated by an unintended third party, or may not be delivered to each of the parties to whom they are directed and only to such parties, JMCO cannot guarantee or warrant that e-mails from JMCO will be properly delivered and read only by the addressee. Therefore, JMCO specifically disclaims and waives any liability or responsibility whatsoever for interception or unintentional disclosure or communication of e-mail transmissions or for the unauthorized use or failed delivery of e-mails transmitted by JMCO in connection with the performance of this engagement. In that regard, Client agrees that JMCO shall have no liability for any loss or damage to any person or entity resulting from the use of e-mail transmissions, including any consequential, incidental, direct, indirect, or special damages, such as loss of revenues or anticipated profits, or disclosure or communication of confidential or proprietary information. During the term of this engagement Client may elect by notification in writing to JMCO to suspend or terminate the use of e-mail.


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5. Cooperation – Client agrees to cooperate with JMCO in the performance of JMCO services for theClient, including providing JMCO with reasonable facilities and timely access to Client’s data,information and personnel. Client shall be responsible for the performance of Client’s employees andagents and for the accuracy and completeness of all data and information provided to JMCO forpurposes of this engagement. In the event that JMCO is unable to obtain required information on atimely basis JMCO may revise its estimate of fees, alter the services required and/or terminate theengagement.

6. Independent Contractor – Client and JMCO are both independent contractors and neither Client norJMCO are, or shall be considered to be, an agent, distributor or representative of the other. NeitherClient nor JMCO shall act or represent itself, directly or by implication, as an agent of the other or inany manner assume or create any obligation on behalf of, or in the name of, the other.

7. Payment of Invoices – JMCO will bill Client for professional services, expenses, and out-of-pocketcosts on a monthly basis. Payment is due within 30 days of the date on the billing statement. JMCOreserves the right to suspend work or terminate the engagement in the event that payment is notreceived within 30 days of the date on the billing statement. JMCO may also suspend work or terminatethe engagement if information furnished is not satisfactory for JMCO to perform work on a timelybasis. JMCO will notify Client if work is suspended or terminated. If JMCO elects to terminate theengagement for nonpayment or for any other reason provided for in this letter, the engagement will bedeemed to have been completed for purposes of payment being due from Client. Upon writtennotification of termination, even if JMCO has not released work product, Client will be obligated tocompensate JMCO for all time expended and to reimburse JMCO for all out-of-pocket costs throughthe date of termination. Suspension of work or termination of the engagement may result in misseddeadlines, penalties/interest along with other consequences and Client agrees that suspended work ortermination of the engagement shall not entitle Client to recover damages from JMCO. All fees,charges and other amounts payable to JMCO hereunder do not include any sales, use, value added orother applicable taxes, tariffs or duties, payment of which shall be the sole responsibility of Client,excluding any applicable taxes based on JMCO’s net income or taxes arising from the employment orindependent contractor relationship between JMCO and JMCO’s personnel. A late payment charge of1½% per month will be assessed on any balance that remains unpaid after deduction of currentpayments, credits, and allowances after 90 days from the date of billing. This is an Annual PercentageRate of 18%.

8. Confidential & Proprietary Information – Client and JMCO both acknowledge and agree that allinformation communicated by one party (the “Disclosing Party”) to the other (the “Receiving Party”)in connection with this engagement shall be received in confidence, shall be used only for purposes ofthis engagement, and no such confidential information shall be disclosed by the Receiving Party or itsagents or personnel without the prior written consent of the other party. Except to the extent otherwiserequired by applicable law or professional standards, the obligations under this section do not apply toinformation that: (a) is or becomes generally available to the public other than as a result of disclosureby the Receiving Party, (b) was known to the Receiving Party or had been previously possessed by theReceiving Party without restriction against disclosure at the time of receipt thereof by the ReceivingParty, (c) was independently developed by the Receiving Party without violation of this agreement or(d) Client and JMCO agree from time to time to disclose. Each party shall be deemed to have met itsnondisclosure obligations under this paragraph as long as it exercises the same level of care to protectthe other’s information, except to the extent that applicable law, regulations or professional standardsimpose a higher requirement. JMCO may retain, subject to the terms of this Paragraph, one copy ofClient’s confidential information required for compliance with applicable professional standards orinternal policies. If either Client or JMCO receives a subpoena or other validly issued administrativeor judicial demand requiring it to disclose the other party’s confidential information, such party shall(if permitted to do so) provide written notice to the other of such demand in order to permit it to seeka protective order. So long as the notifying party gives notice as provided herein, the notifying party


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shall be entitled to comply with such demands to the extent permitted by law, subject to any protective order or the like that may have been entered into in the matter. In the event that Client wishes to assert a privilege or Client fails to respond and JMCO asserts the privilege on Client’s behalf, Client agrees to pay for all expenses incurred by JMCO in defending the privilege, including, by way of illustration only, JMCO’s attorney’s fees, court costs, outside adviser’s costs, penalties and fines imposed as a result of Client asserting the privilege or Client’s direction to JMCO to assert the privilege. JMCO’s techniques, judgments, methodology, and practices relating to its engagement practices are agreed by Client and JMCO to constitute proprietary confidential business information in the nature of trade secrets, security measures, systems and procedures which are in the nature of competitive interests which would impair the competitive business of JMCO should the information be released.

9. Disclosures – Certain communications involving advice are privileged and not subject to disclosure.By disclosing the contents of those communications to anyone, or by turning over information aboutthose communications to the government, Client, Client’s employees or Client’s agents may bewaiving this privilege. To protect this right to privileged communication, please consult with JMCOor an attorney prior to disclosing any information about JMCO advice. Should Client determine that itis appropriate for JMCO to disclose any potentially privileged communication; Client agrees toprovide JMCO with written, advance authority to make that disclosure.

10. Force Majeure – Neither Client nor JMCO shall be liable for any delays resulting from circumstancesor causes beyond our reasonable control, including, without limitation, fire or other casualty, act ofGod, strike or labor dispute, war or other violence, or any law, order or requirement of any governmentagency or authority.

11. Indemnification – Client, its officers and directors hereby agrees to indemnify; agrees to pay for thedefense (with counsel of JMCO’s choosing) of JMCO, (including JMCO’s principals, employees andauthorized agents) and agrees to hold JMCO harmless from any and all suits, claims, actions,proceedings, liabilities, judgments, losses and costs whatsoever (including but not limited to attorneys’fees and litigation costs) arising in connection with any services performed or products provided byJMCO pursuant to, or under the cover of this engagement letter (Indemnity) as described in thisparagraph. This Indemnity relates only to circumstances in which there is a knowing misrepresentationby Client and/or its management relating to this engagement. The foregoing indemnity is intended toapply to the extent not contrary to applicable law. This provision shall survive the termination of thisengagement for a period of five years.

12. Document Retention and Ownership – The parties agree that JMCO will endeavor to retaindocuments and records in accordance with the Firm’s Record Retention and Destruction Policy. Clientagrees that after the specified period of retention expires (typically seven (7) years), documents andrecords may not be available. However, the related engagement records will not be destroyedregardless of the retention period, if JMCO has knowledge of potential or pending legal action and/orinvestigation by a regulatory agency, and it has been determined by the Firm that the records inquestion are relevant to said legal action and/or investigation. If it is determined that the records inquestion are relevant to the legal action and/or investigation, the Firm will impose a litigation hold onthe records thereby suspending the scheduled destruction of the records. As potential or pending legalaction or an investigation may not be public knowledge, we request that you inform us of any suchlegal action or investigation in a timely manner. Likewise, we request that you inform us when alllegal action or investigation has been concluded so that the Firm can release the litigation hold and therecords related to our engagement can be destroyed in accordance with our Record Retention andDestruction Policy. JMCO does not retain original client records or documents. Records prepared byus specifically for you as part of this engagement (for example, financial statements and other financialreports, tax returns, general ledgers, depreciation schedules, etc.) and other supporting recordsprepared by JMCO (for example, adjusting entries and related support, data combining schedules,calculations supporting amounts in tax returns and financial statements, letters, memos and electronic


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mail, etc.) will remain part of the engagement records. When any records are returned or provided to you, it is your responsibility to retain and protect them for possible future use, including potential examination by any government or regulatory agencies. JMCO owns and retains the rights to JMCO’s internal working papers; any information created by JMCO is not the property of Client. In the event that documents are requested by the Representative or any other individual considered by law or regulation to be our client we will furnish the documents readily available in the Client file (which shall not include any obligation on JMCO’s part to undertake a search of JMCO’s electronic document and email files) to the requesting party. The seven year period begins on the date of the auditor's report.

13. Hosting of Client Data – JMCO does not Host, is not the custodian of, and accepts no responsibilityfor Client financial and non-financial data. Client acknowledges that it has sole responsibility for thestorage and preservation of its financial and non-financial data.

14. Professional Standards – JMCO will perform this engagement in accordance with the professionalstandards applicable to the engagement including those standards promulgated by the AmericanInstitute of Certified Public Accountants. In the event that issues arise that present a conflict of interestand/or a potential for breach of professional standards it may become necessary to terminate or suspendservices of this engagement.

15. Use of Third Party Providers – In the normal course of business, JMCO uses the services of third-parties and individual contractors, which are not employees of JMCO. Those services are performedat various levels and in various aspects of JMCO’s engagements including bookkeeping, tax returnpreparation, consulting, audit and other attest services and clerical and data entry functions. It ispossible that during the course of the engagement JMCO may utilize such third-party and individualcontractor sources. Additionally, the engagement will, of necessity, require JMCO to handleconfidential information and JMCO expects third-party service providers and individual contractorsto maintain the confidentiality of such information. To be reasonably assured that unauthorized releaseof confidential client information does not occur, JMCO requires those individuals and third-partyservice providers to enter into a written agreement to maintain the confidentiality of suchinformation. Client acceptance of this arrangement acknowledges and accepts our handling ofconfidential Client information including access by third-party and individual service providers.

16. Limitation of Liability and Actions – Neither party may assert against the other party any claim inconnection with this engagement unless the asserting party has given the other party written notice ofthe claim within one (1) year after the asserting party first knew or should have known of the factsgiving rise to such claim. Notwithstanding anything to the contrary, JMCO’s maximum aggregateliability in this engagement (regardless of the nature of the any claim asserted, including contract,statute, any form of negligence, tort, strict liability or otherwise and whether asserted by Client, JMCOor others) shall be limited to twice the sum of the fees paid to JMCO during the term of thisengagement. In no event shall JMCO be liable for consequential, incidental, special or punitive loss,damage or expense (including, without limitation, lost profits, opportunity costs, etc.) even if JMCOhad been advised of their possible existence. This provision shall survive the termination of thisagreement.

17. Mediation – Prior to resorting to arbitration or litigation that may arise regarding the meaning,performance or enforcement of this engagement or any prior engagement the parties agree to attemptresolution of any dispute in mediation administered by and conducted under the rules of the AmericanArbitration Association (AAA) in mediation session(s) in Alachua County, Florida. Unless the partiesagree in writing to the contrary, the parties will engage in the mediation process in good faith once awritten request to mediate has been given by any party to the engagement. The results of any suchmediation shall be binding only upon agreement of each party to be bound. Each party may discloseany facts to the other party or to the mediator that it in good faith considers reasonably necessary toresolve the dispute. However, all such disclosures shall be deemed in furtherance of settlement efforts


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and shall not be admissible in any subsequent proceeding against the disclosing party. Except as agreed to in writing by both parties, the mediator shall keep confidential all information disclosed during mediation. The mediator shall not act as a witness for either party in any subsequent proceeding between the parties. The costs of any mediation proceeding shall be shared equally by the participating parties.

18. Binding Arbitration – All disputes not resolved by mediation (as described above) arising out of and/or related to the services and/or relationship with JMCO and Client will be resolved through binding arbitration. The parties agree that they are irrevocably voluntarily waiving the right to a trial by jury by entering into this voluntary binding arbitration agreement. The arbitration proceeding shall take place in Alachua County, Florida. The arbitration shall be governed by the provisions of the laws of Florida (except if there is no applicable state law providing for such arbitration, then the Federal Arbitration Act shall apply) and the substantive law of Florida shall be applied without reference to conflicts of law rules. In any arbitration instituted hereunder, the proceedings shall proceed in accordance with the then current Arbitration Rules for Professional Accounting and Related Disputes of the AAA, except that discovery shall be limited to identification of witnesses, exchange of expert reports, deposition of experts only, exchange of documents in the Client file and interrogatories and shall not include any exchange of e-mail or any requirement to produce or search for e-mail. Any Dispute regarding discovery, or the relevance or scope thereof, shall be determined by the Arbitration Panel (as defined below). For amounts in dispute less than One Million Dollars, the arbitration shall be conducted before a single arbitrator appointed as a neutral by the AAA. The single arbitrator shall be both a licensed attorney and a licensed certified public accountant at the time of appointment as the arbitrator. If the amount in dispute is One Million Dollars or more, the arbitration shall be conducted before a panel of three persons, all panel members must be members of the AAA’s panel of neutrals with one arbitrator selected by each party (party selection shall be completed within twenty days of receipt of the panel nominees from the AAA or, failing party selection the panel members shall be appointed by the AAA), and the third member of the panel will be selected by the AAA will be licensed as a certified public accountant at the time of appointment to the panel (the “Arbitration Panel”). The party-selected arbitrators shall be treated as neutrals. The Arbitration Panel shall have no authority to award non-monetary or equitable relief, but nothing herein shall be construed as a prohibition against a party from pursuing non-monetary or equitable relief in a state or federal court. The parties also waive the right to punitive damages and the arbitrators shall have no authority to award such damages or any other damages that are not strictly compensatory in nature. In rendering their award the Arbitration Panel shall issue a reasoned award. The Arbitration Panel is directed to award attorneys’ fees and costs along with the costs of the arbitration proceeding to the prevailing party as determined by the Arbitration Panel. The confidentiality provisions applicable to mediation shall also apply to arbitration. The award issued by the Arbitration Panel may be confirmed in a judgment by any federal or state court of competent jurisdiction. In no event shall a demand for arbitration be made after the date on which the initiation of the legal or equitable proceeding on the same dispute would be barred by the applicable statute of limitations or statute of repose or this agreement. For the purposes of applying the statute of limitations or repose or this agreement, receipt of a written demand for arbitration by the AAA shall be deemed the initiation of the legal or equitable proceeding based on such dispute.

19. Employees – Both Client and JMCO agree that they will not employ any employee of the other within one year of the employee’s last day of employment with the other, unless mutually agreed upon in writing. Employment of a former employee within one year of the employee leaving the other party may cause significant economic losses and/or breach of professional standards for JMCO and potential economic loss and/or potential conflicts of interest for Client. If this provision is breached, client will pay 3 months’ salary of the employee to JMCO.


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20. Posting and Distribution of Information – JMCO’s permission is required prior to distribution orposting of JMCO work product. If Client plans to distribute or post online any of JMCO’s workproduct, a copy of the document, reproduction master or proof will be submitted to JMCO not lessthan seven days prior to distribution or posting to provide JMCO sufficient time for our reading andapproval prior to distribution or posting. If, in our professional judgment, the circumstances require,we may withhold our written consent. Client agrees that prior to posting an electronic copy of any ofJMCO’s work product, including but not limited to financial statements and our report(s) thereon, thatClient will ensure that there are no differences in content between the electronic version posted andthe original signed version provided to management by JMCO. Client agrees to indemnify JMCO,defend using counsel of JMCO’s choosing and hold JMCO harmless from any and all claims that mayarise from any differences between electronic and original signed versions of JMCO’s work product.

21. Assignment – Neither party may assign any of its rights or obligations under the terms of thisengagement without the prior written consent to the other.

22. Additional Work – From time to time Client may request that JMCO undertake to complete additionalwork. In the event that such work is undertaken without a separate written engagement understandingthen the terms of this engagement letter shall govern the additional work.

23. Entire Agreement – This engagement letter constitutes the entire understanding between the partiesregarding the JMCO services and supersedes all prior understandings relating to JMCO services. Noamendment, modification, waiver or discharge of the terms of this engagement letter shall be validunless in writing and signed by authorized representatives of both parties. This understanding hasbeen entered into solely between Client and JMCO, and no third-party beneficiaries are created hereby.In the event any provision(s) of the terms of this document shall be invalidated or otherwise deemedunenforceable, such finding shall not cause the remainder of this document to become unenforceable.The proper venue for all actions involving the relationship between JMCO and Client are the tribunalsof principal jurisdiction in Alachua County, Florida. This engagement and the relationship betweenthe parties shall be construed and enforced in accordance with, and governed by Florida law withoutgiving effect to Florida’s choice of law principles. This document may be transmitted in electronicformat and shall not be denied legal effect solely because it was formed or transmitted, in whole or inpart, by electronic record; however, this document must then remain capable of being retained andaccurately reproduced, from time to time, by electronic record by the parties and all other persons orentities required by law. An electronically transmitted signature or acknowledgment will be deemedan acceptable original for purposes of binding the party providing such electronic signature.


Consent Agenda # 2

PY 2019-2020 Budget Modification No. 5 Information: Total budgeted revenue has increased from $24,186,634 to $24,245,970 for an overall increase of $59,336. This is due to the following: Workforce Innovation & Opportunity Act Programs: New award – WIOA COVID 19 - PPE - $30,000 Employment Services Programs: Increase in Veterans Programs - $6,836 Direct Grants and Special Projects: Increase in Reemployment & Eligibility Assessment (RESEA) - $22,500 Additionally, there was an increase in expenditures of $59,205. Recommendation The Executive Committee recommends approval of the adjustment to the revenue budget and resultant modification to the expenditure budget.


Program/Award Approved Budget Modification No. 5 Modified Budget

WIOA Adult 4,137,375 - 4,137,375 WIOA Youth 5,057,809 - 5,057,809 WIOA Dislocated Worker 4,346,995 - 4,346,995 WIOA Community Based Sector Strategies 25,000 - 25,000 WIOA Sector Strategies IT Training 70,000 - 70,000 WIOA Sector Strategies Career Ready 20,000 - 20,000 WIOA Apprenticeship 13,759 - 13,759 WIOA Hurricane Maria Outreach 3,978 - 3,978 WIOA Soft Skills 96,345 - 96,345 WIOA Supplemental 265,535 - 265,535 WIOA Performance Incentives 122,152 - 122,152 WIOA Emerging Initiatives - Foundational Skills 20,833 - 20,833 WIOA COVID 19 - PPE - 30,000 30,000

Subtotal WIOA 14,179,781 30,000 14,209,781

Wagner Peyser 1,557,071 - 1,557,071 Veterans Programs 226,141 6,836 232,977 SNAP 691,927 - 691,927 Unemployment Svcs. 61,881 - 61,881 Trade Adjustment Act 226,503 - 226,503 Military Family 98,434 - 98,434

Subtotal Employment Services 2,861,957 6,836 2,868,793

Welfare Transition Program 4,987,596 - 4,987,596

Subtotal WTP 4,987,596 - 4,987,596

Reemployment & Eligibility Assessment (RESEA) 577,417 22,500 599,917 NEG - Hurricane Maria Evacuees 176,797 - 176,797 USDOL Tech Hire 1,278,551 - 1,278,551 Tech Hire Evaluation 29,422 - 29,422 Tampa Housing 91,374 - 91,374 Citi Foundation 3,739 - 3,739

Subtotal Grants and Special Projects 2,157,300 22,500 2,179,800

Total Combined 24,186,634 59,336 24,245,970

CareerSource Tampa BayPY 2019-2020 Revenue Budget

Modification #5


Revenue:

Fiscal Year 2020 New Allocations 7,466,003 2,287,952 4,788,814 1,570,551 16,113,320 16,053,984 59,336 Carryforward from Prior Year Allocations 6,743,778 580,841 198,782 609,249 8,132,650 8,132,650 -

Total Revenue 14,209,781 2,868,793 4,987,596 2,179,800 24,245,970 24,186,634 59,336

Expenditures:

Program Services - Allocated Costs:

Business Services 1,264,020 - 160,980 - 1,425,000 1,425,000 - Case Management 3,182,652 500,582 1,427,202 504,551 5,614,987 5,591,487 23,500 Career Services 741,876 - 388,058 11,413 1,141,347 1,141,347 - One Stop Operating/Facilities Costs 315,339 1,266,627 265,838 97,196 1,945,000 1,915,000 30,000 Technology 117,083 311,813 97,431 73,673 600,000 600,000 - Community Outreach 114,439 142,783 55,211 27,567 340,000 340,000 - Program Staff Training & Professional Development 19,658 18,461 8,119 3,762 50,000 50,000 -

Subtotal - Program Services Allocated 5,755,067 2,240,266 2,402,839 718,162 11,116,334 11,062,834 53,500

Program Services - Direct Costs:

Participant & Work Based Learning 6,892,781 185,000 1,785,000 542,000 9,404,781 9,404,781 - Direct Grants & Special Projects - Salaries & Benefits - - - 274,881 274,881 274,881 - Subrecipient Contracts - - 250,000 370,000 620,000 620,000 - DEO Staff Travel - 35,000 - - 35,000 35,000 -

Subtotal - Program Services Direct 6,892,781 220,000 2,035,000 1,186,881 10,334,662 10,334,662 -

Total Program Service Costs: 12,647,848 2,460,266 4,437,839 1,905,043 21,450,996 21,397,496 53,500

Indirect Costs Indirect Costs 1,484,922 374,040 521,204 227,790 2,607,956 2,602,251 5,705

Total Indirect Costs 1,484,922 374,040 521,204 227,790 2,607,956 2,602,251 5,705

Total Expenditures 14,132,770 2,834,306 4,959,043 2,132,833 24,058,952 23,999,747 59,205

Unobligated Balance 77,011 34,487 28,553 46,967 187,018 186,887 131

Modification #5

CareerSource Tampa BayPlanning Budget - Modification #5

Fiscal Year 2020 (July 2019-June 2020)

Workforce Innovation &

Opportunity Act

Employment Services

Programs

Welfare Transition Programs

Direct Grants & Special Projects

Adjusted Budget FY 2019-2020

Prior Approved Budget FY 2019-2020


Consent Agenda Item # 3

Approval of Training Programs

CareerSource Tampa Bay accepts new training vendor applications and program addition applications during the 1st quarter of the program year (July-September). Current application threshold criteria per the Eligible Training Provider Policy are as follows:

• Limit new training providers/new training programs to a maximum of 12 enrollments until performance is established

• Limit training programs to those with a minimum entry level wage rate of $15.25 per hour* (based on annual regionally adjusted wage rate)

Does not meet the minimum entry level wage rate

Does not meet completion rate of 65%

Does not meet wage rate and completion rate

Hillsborough Community College HCC submitted Program Cost and Performance Data Worksheets for the following programs:

Courses/Certificate/Diploma Programs Program – Course # -

Type of Degree or Certificate

Books & Supplies

Tuition Fees Total Cost Duration

Of Training

Completion Rate

Average Wage At Placement

Automotive Collision Technology Technician $0 $7,859.21 Included

$7,859.21 18 months 64% $12.46/$13.41

entry wage** Diesel System Technician Included $11,931.96 Included

$11,931.96 18 months 80% $16.00/$16.05

entry wage** Firefighter

$1,940 $2,941.45 $190 $5,071.45 3-6

months N/A - New Program

$17.00/$17.65 entry wage**

Heavy Equipment Service Technician Included $12,921.62 Included

$12,921.16 18 months N/A - New

Program $16.00/$17.97 entry wage**

MCSA: BI Reporting Certification Included $1,990.00 Included

$1,990.00 6 weeks N/A - New

Program $23.75/$20.07 entry wage**

**Average wage rate for program was obtained from the Regional Targeted Occupation list for the 2020-21 PY.

Recommendation: The Executive Committee recommends approval for the above program additions for the aforementioned approved training vendors for LWDB 15.


Consent Agenda Item # 4

Approval of Training Programs

CareerSource Tampa Bay accepts new training vendor applications and program addition applications during the 1st quarter of the program year (July-September). Current application threshold criteria per the Eligible Training Provider Policy are as follows:

• Limit new training providers/new training programs to a maximum of 12 enrollments until performance is established

• Limit training programs to those with a minimum entry level wage rate of $15.25 per hour* (based on annual regionally adjusted wage rate)

Does not meet the minimum entry level wage rate

Does not meet completion rate of 70%

University of South Florida Office of Corporate Training & Professional Education USF submitted Program Cost and Performance Data Worksheets for the following programs:



Books & Supplies

Tuition Fees Total Cost

Duration Of

Training

Completion Rate


Certified Professional Ethical Hacker

Included $2,995.00 $0 $15,100 7 weeks N/A – New Program

Anticipated $42.00 /$26.23 entry wage**

Coding Bootcamp Included $4,995.00 $0 $15,100 10 weeks N/A – New

Program

Anticipated $22.00/ /$26.23

entry wage** Designated Project Manager

Included $799.00 $0 $15,100 4 weeks N/A – New Program


Microsoft 365 Certified: Modern Desktop Administrator Associate

Included $4,495.00 $0 $12,875 10 weeks N/A – New Program

Anticipated $30.00 / $26.86

entry wage**

Project Management Professional (PMP)® Certification Prep

Included $899.00 $0 $14,650 5 weeks 100% $36.00/$17.13 entry wage**

Microsoft Azure Administrator Associate Certification

Included $2,495.00 $0 $2,495.00 6 weeks N/A – New Program


entry wage** Microsoft Azure Developer Associate Certification Included $2,495.00 $0 $2,495.00 7 weeks N/A – New

Program


entry wage**


Microsoft Azure Fundamentals Certification Included $995.00 $0 $995.00 2 weeks N/A – New

Program


entry wage** Marketing in the Modern World Certificate Included $1,980.00 $0 $1,980.00 16 weeks N/A – New

Program


entry wage** **Average wage rate for program was obtained from the Regional Targeted Occupation list for the 2020-21 PY.

Hillsborough Community College HCC submitted Program Cost and Performance Data Worksheets for the following programs:



Books & Supplies

Tuition Fees Total Cost

Duration Of

Training

Completion Rate


Python Certification Prep Program Included $1,195.00 $0 $1,195.00 4 weeks N/A – New

Program


**Average wage rate for program was obtained from the Regional Targeted Occupation list for the 2020-21 PY.

Recommendation: Workforce Solution Committee recommends approval for the above program additions for the aforementioned approved training vendors for LWDB 15.


Chair’s Report

Key Regional Workforce / Demographic Indicators

• The unemployment rate in the CareerSource Tampa Bay region (Hillsborough County) was

10.3 percent in July 2020. This rate was 6.9 percent higher than the region's year ago rate of 3.4 percent.

• The region's July 2020 unemployment rate was 1.2 percent lower than the state rate of 11.5

percent. The labor force was 734,282, down 19,030 (-2.5) over the year. There were 75,613 unemployed residents in the region.

• In July 2020 nonagricultural employment in the Tampa-St. Petersburg-Clearwater MSA was 1,311,600, a decrease of 57,100 jobs (-4.2 percent) over the year.

• The industries experiencing jobs increases over the year were mining, logging, and

construction (+2,900 jobs) and government (+300 jobs). •

• The industries that lost over the year:

Leisure and Hospitality -29,500 jobs Professional and Business Services -10,300 jobs Trade, Transportation, and Utilities -8,500 jobs Other Services -4,300 jobs Education and Health Services -4,100 jobs Information -1,700 jobs Manufacturing -1,000 jobs Financial Activities -900 jobs

Key Initiatives/ Events

• CareerSource Tampa Bay held its first virtual job fair on September 1. Using our new Premier Virtual platform, we had 344 job seekers registered, and 16 employers participating. We also established booths for five CSTB entities to further promote our services, and recruit for our own open positions. This job fair was done in partnership with the Hillsborough County Public Library System, and the event was extensively promoted by CSTB marketing and the library. The format worked out great, and we are excited to have Premier Virtual in our Business Services Toolbox.

• CSTB and the Hillsborough County Public Library System (HCPLS) are hosting a virtual employability skills workshop on September 15 at 11:00 a.m. There will be four 20-minute seminars hosted by Julius Collie of CSTB, and two professionals from the


Chair’s Report

Recruiting Networking Group of Tampa Bay. This will be a duel format event using Premier Virtual and Zoom platforms.

• Planning and recruiting businesses are under way for Commissioner Sandy Murman’s Job Fair on October 8. This will be a much larger job fair, and incorporate a welcome video from the Commissioner, and added features on employability skills. This job fair will be held in partnership with the Hillsborough County Public Library System (HCPLS) and will be hosted on Premier Virtual.

• We are also working with BAMA (Bay Area Manufacturing Alliance) and MacDill AFB (transitioning veterans) to partner and host job fairs for these important groups in October.

• Starting this month, I will recommend appointments for 2 very important committees:

1) Strategic Planning Committee – we will be undertaking our strategic plan for CareerSource. This is long overdue, as CSTB hasn’t had a strategic plan, or any such guiding document, for many years.

2) Ad Hoc selection committee – RFP review committee – This ad hoc group will be responsible for reviewing and scoring response to the direct services RFP’s to be published next month, consisting of WIOA Adult/Dislocated Worker and Business Services, as well as One Stop Operator and Career Services.

• We will be holding our Vision 2021 Summit on August 26th, 2021, to better align with Workforce Development Month, designated by the US Department of Labor and the Federal Administration. The event will be hosted at the Tampa Marriot – Water Street. We look forward to another great event.

• We also plan to look at a new “state of the workforce” in Tampa Bay initiative. In light of COVID 19, we must be proactive in identifying new skills and talents needed by various industries, and translate those needs into actionable solutions that builds the talent pipeline, and sets us apart as a region from our competitors. We are currently building partnerships to set the event in motion, and plan to have the document for public view in March to April of 2021. More to come.


Action Item # 1 Related Party Work-Based Learning – Fuzzy’s Taco Shop

Background Local Workforce Development Boards (LWDBs) are required to comply with all requirements of Section 445.007, Florida Statutes, prior to contracting with a board member, with an organization represented by its own board member, or with any entity where a board member has any relationship with the contracting vendor. This section mandates all LWDBs, entering into a contract with an organization or individual represented on the Board, must meet the following requirements:

a) Approve the contract by a two-thirds (2/3rd) vote of the Board, when a quorum has been established;

b) Board members who could benefit financially from the transaction or who have any relationship with the contracting vendor must disclose any such conflicts prior to the board vote on the contract;

c) Board members who could benefit financially from the transaction or board members who have any relationship with the contracting vendor must abstain from voting on the contracts; and

d) Prior to entering into such contracts, contracts $25,000 or higher require Florida Department of Economic Opportunity (DEO) and CareerSource Florida approval. Contracts less than $25,000 do not require approval but notification.

Prior to entering into any Related Party Contract with any Related Party, the proposed Related Party Contract must be brought before the Board for consideration and approval. The Board shall ensure that: (i) the Board member or employee with the conflict removes himself or herself from the room prior to any discussions at any meeting, including subcommittee meetings, involving the contract; (ii) the Board member or employee with the conflict is not physically present during the voting; and (iii) the Board member with the conflict abstains from any vote regarding the Related Party Contract. Information CareerSource Tampa Bay offers several programs to assist in training and maintaining a highly skilled workforce. These programs include:

• On-the-Job Training (OJT). The OJT program provides a unique opportunity for employers to train their new employee to their standards and processes. Skills learned are directly relevant to the work the employee will perform. Employers who hire new full-time workers under OJT receive reimbursement of up to 75% of the candidate’s hourly wages, to compensate for the employer’s training costs, if the individual meets certain eligibility criteria.

• Paid Work Experience (PWE) is a CareerSource Tampa Bay program that works with local employers to place individuals who are just entering the workforce or others who are re-entering the job market. After placing them at the company, CareerSource Tampa Bay compensates the participant for a period of up to six-weeks, at a maximum of 24-hours per week.

Organization Name Board Member Program Amount not to exceed DEO Action Fuzzy’s Taco Shop Ian Lieberman OJT $30,000 Approval Fuzzy’s Taco Shop Ian Lieberman PWE $20,000 Notification


Recommendation Approval of PWE work-based learning with Fuzzy’s Taco Shop for an amount not to exceed $20,000 with notification to DEO and CareerSource Florida. Approval of OJT work-based learning with Fuzzy’s Taco Shop for an amount not to exceed $30,000 and contingent upon DEO and CareerSource Florida approval.


CareerSource • TAMPA BAY

ON THE JOB (OJT) TRAINING EMPLOYERAGREEMENT PROGRAM YEAR 20_120_

THIS AGREEMENT (this "Agreement") is entered into __ � __ (.the "Effective Date" which shall be completed by CareerSource Tampa Bay) between Tampa Bay Workforce Alliance, Inc. dba CareerSource Tampa Bay herein referred to as "CareerSource Tampa Bay" or "CSTB" and Arr {-\:o\d11'\�"S DBI). f'Vl-'1.V("' ({ho )nup (hereinafter referred to as the "Employer").

WHEREAS, CareerSource Tampa Bay is a 501 (c)(3) non-profit organization appointed and designated by the Hillsborough County Board of County Commissioners to act as the Hillsborough County Workforce Development Board under provisions of the "Workforce Innovation and Opportunity Act of 2014." CareerSource Tampa Bay has requested and received certification as the Local Workforce Development Board (LWDB) 15 by CareerSource Florida, the State of Florida Workforce Development.

WHEREAS, CareerSource Tampa Bay has established an On the Job Training ("OJT") program in order to promote reintegration into the workforce. OJT is provided under a contract with an employer in the public, private non-profit, or private sector. Through the OJT contract, occupational training is provided for the trainee in exchange for the reimbursement of up to 75 percent of the wage rate to compensate for the employer's training costs. Emphasis has been placed on occupations listed on the LWDB 15 Targeted Occupations List (TOL) for the CareerSource Tampa Bay OJT Program. [TOL list can be found at http://careersourcetampabay.com/pages/vendors ]

WHEREAS, Employer wishes to enter into this Agreement to participate in the OJT Program.

NOW, THEREFORE, in consideration of the mutual agreements, set forth herein, the parties agree as follows:

I. OJT Program.

A. From time to time during the Term of this Agreement, Employer and CareerSource Tampa Baymay enter into Individual OJT Training Forms in the form of that attached hereto as AttachmentI (each, an "OJT Training Form") for the hiring of individuals (each, a "Trainee" and collectively,"Trainees"), on the terms set forth in each OJT Training Form.

II. Employer Obligations.

A. Employer must not make or have made a hiring decision prior to participant becoming eligiblefor the OJT program through CareerSource Tampa Bay.

B. Employer agrees to provide employment and training to each Trainee pursuant to any signedOJT Training Form.

C. The Employer shall hire the Trainee on the Start Date (as set forth in each OJT Training Form)as a W2 employee and a member of the Employer's regular permanent work force. TheEmployer agrees not to hire or retain Trainee as an independent contractor who would

Version date 07.24.2020 OJT Agreement

Page I of 10

20 21











AJI Holdings LLC, dba Fuzzy's Taco Shop






Action Item # 2 Related Party Work-based Learning – Enterprising Latinas

Background Local Workforce Development Boards (LWDBs) are required to comply with all requirements of Section 445.007, Florida Statutes, prior to contracting with a board member, with an organization represented by its own board member, or with any entity where a board member has any relationship with the contracting vendor. This section mandates that all LWDBs entering a contract with an organization or individual represented on the Board, to meet the following requirements:




Prior to entering any contract with a related party, the proposed Related Party Contract must be brought before the Board for consideration and approval. The Board shall ensure that: (i) the Board member or employee with the conflict removes him/herself from the room prior to any discussions at any meeting, including subcommittee meetings, involving the contract; (ii) the Board member or employee with the conflict is not physically present during the voting; and (iii) the Board member with the conflict abstains from any vote regarding the Related Party Contract. Information Hillsborough County entered into an agreement with CareerSource Tampa Bay (CSTB) to provide short-term occupational skills training and work-based learning opportunities, utilizing CARES Act funds, to Hillsborough County residents who have been economically injured by the COVID-19 pandemic. The work-based learning opportunities may be in the form of an on-the-job training (OJT) or paid work experience (PWE). All employers who are interested in participating are required to complete the online R3 Employer Application that is located on the CareerSource Tampa Bay website.

Enterprising Latinas Inc., a Hillsborough County employer, wishes to participate in the work-based learning opportunities.

Organization Name Board Member Amount not to exceed Enterprising Latinas Inc. Elizabeth Gutierrez $65,280

Recommendation Approval of Enterprising Latinas Inc. to contract with CareerSource Tampa Bay under work-based learning for an amount not to exceed $65,280.


Page 1 of 11 R3 OJT Agreement

Version 2020.08.2020

ON THE JOB TRAINING (OJT) EMPLOYER AGREEMENT

RAPID RESPONSE RECOVERY (R3) PROGRAM BY AND BETWEEN

TAMPA BAY WORKFORCE ALLIANCE, INC DBA CAREERSOURCE TAMPA BAY

4902 EISENHOWER BLVD. SUITE 250, TAMPA FL 33634 AND

Employer: FEIN #: Email: Telephone #: Fax #: Address: CareerSource Tampa Bay Contact Name: Kathy Holmes Contact Telephone: (813) 397- 2069 Email: [email protected]

I. ON-THE-JOB TRAINING CareerSource Tampa Bay has established an On the Job Training program in order to promote reintegration into the workforce. OJT is provided under a contract with an employer in the public, private non-profit, or private sector. Through the OJT contract, occupational training is provided for the trainee in exchange for the reimbursement of one hundred (100%) percent of the wage rate of up to $25.00 per hour to compensate for the employer's training costs.

II. TERM OF AGREEMENT; TERMINATION A. This Agreement shall be effective upon execution, as set forth in section XXII of this

Agreement. The Agreement and training period shall not be less than thirty (30) days but not more than ninety (90) days as more fully described in section III. Employer is to complete all the training specified in Attachment I to the satisfaction of CareerSource Tampa Bay. The Agreement does not renew.

B. This Agreement may be terminated: 1. By either party upon no less than thirty (30) days written notice to the other party,

without cause. 2. By CareerSource Tampa Bay upon seven (7) days written notice to the

Employer, in the event funds to finance this Agreement become unavailable. 3. By CareerSource Tampa Bay upon seventy-two (72) hours written notice to the

Employer if the Employer breaches this Agreement. 4. By CareerSource Tampa Bay in accordance with sections IX and XVIII herein.



Version 2020.08.2020

III. OJT R3 TRAINING PROGRAM

A. From time to time during the Term of this Agreement, Employer and CareerSource Tampa Bay may identify eligible Trainees to participate in the OJT R3 Training Program as described in the R3 Individual Customized Training Summary (Attachment I).

B. The training period may be a minimum of 30 days or up to 90 days. Employers may select the training period that best suits their needs. The projected end date for all training periods shall be pay period ending December 30, 2020.

C. This program is offered by funding provided through the Coronavirus Aid, Relief, and Economic Security Act (CARES Act).

IV. EMPLOYER ELIGIBILITY A. Eligible positions must meet Florida minimum wage requirements B. Employee worksite location must be in Hillsborough County

V. EMPLOYER RESPONSIBILITIES UNDER THIS AGREEMENT

A. Employer agrees to provide a training to each Trainee pursuant to the R3 Individual Customized Training Summary. The Employer agrees to retain the Trainee as a permanent employee at the End Date (as set forth in the respective

R3 Individual Customized Training Summary), training period.

B. The Employer agrees to compensate each Trainee at the Florida minimum wage rate or higher, including periodic increases, as other persons employed by the Employer in the same or similar jobs, and to provide each Trainee with the same terms of employment, insurance coverage, working conditions, pay and fringe benefits, accorded to other employees presently in the Employer s workforce as follows:

1. Reimbursement of one hundred (100%) percent of the hourly rate of up to $25.00 per hour for each Trainee as set forth in the R3 Individual Customized Training Summary.

2. Reimbursements will be based on a minimum of 30 hours per week and a maximum of 40-hour work week and will only be paid based on actual hours worked.

3. Reimbursements shall not exceed 40 hours in a week and excludes any payment of holiday pay, paid time off, commission and tips.

C. The Employer acknowledges that in submitting a reimbursement request that they are certifying that the reimbursement is in accordance with the terms and conditions of this Agreement and that the documentation provided is true, accurate and complete.

D. The Employer shall inform the representative of CareerSource Tampa Bay set forth in section XVII below, or any other authorized representative that is designated to Employer by CareerSource Tampa Bay in writing from time to time (each, a



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of any continued absenteeism, sickness, or other problems that may arise regarding a Trainee for any reason within five (5) days of the occurrence of the events.

E. The Employer agrees to counsel a Trainee prior to termination. In addition, the Employer is to notify a CareerSource Representative, in writing, of the termination of a Trainee for any reason within five (5) calendar days of the occurrence of the events.

F. The Employer shall pay Trainee for overtime hours worked in accordance with federal, state and local laws. The Employer acknowledges that CareerSource Tampa Bay has no obligation to reimburse the Employer for any overtime or holiday pay.

G. The Employer agrees not to commence training prior to the Start Date for each Trainee and shall not continue training beyond the End Date for each Trainee.

H. The Employer agrees that no officer, employee, agent or representative of the Employer has charged or shall charge a Trainee a fee for the placement or referral of such Trainee in or to an OJT position funded under this Agreement.

I. The Employer represents that it is aware of the requirements of Compensation) of the Florida Statutes with respect to workers compensation insurance. The Employer agrees that it will comply with such provisions at all times during the Term. Without limiting the foregoing, the Employer agrees to comply with all federal, state and local laws and regulations, including all laws related to employment such as the Fair Labor Standards Act.

J. The Employer shall hear all grievances concerning the OJT program performance in s included in the R3

online. K. During the Term of this Agreement, the Employer shall, at its own expense, maintain

and carry insurance with financially sound and reputable insurers, in full force and effect

Employer is solely responsible for any licenses, permits or requirements necessary to employ the Trainees in its business.

L. The Employer may not assign or subcontract its training duties hereunder, or its rights or interest in this Agreement.

VI. CAREERSOURCE TAMPA BAY OBLIGATIONS

A. CareerSource Tampa Bay agrees to determine eligibility of the Trainee and occupation.

B. CareerSource Tampa Bay agrees to perform ongoing monitoring with Employer and Trainee.

VII. PAYMENT A. Reimbursement request shall be submitted utilizing the R3 On-line system, with

sufficient documentation within five (5) business days after the training period end date for which the Employer is seeking reimbursement. The final reimbursement shall be submitted no later than January 6, 2021. Failure to submit within the timeframes



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specified may result in non-payment. B. On the terms herein, CareerSource Tampa Bay shall reimburse 100% of the hourly rate

up to $25.00 per hour of each Trainee as set forth in R3 OJT Training Reimbursement Form, Attachment II, within fifteen business day after approval of such request by CareerSource Tampa Bay.

C. Reimbursements will be based on a minimum of 30 hours per week and a maximum of 40-hour work week and will only be paid based on actual hours worked. CareerSource Tampa Bay will not be responsible for reimbursements that exceed 40 hours in a week and excludes any payment of holiday pay, paid time off, commission and tips.

D. In the event that this Agreement terminates or expires, the Employer must submit all Reimbursement Forms and necessary documentation within five (5) business days of completion of the final payroll or the expiration or termination date or January 6, 2021, whichever is earlier, in order to receive Reimbursement. CareerSource Tampa Bay is not responsible for any Reimbursements for any Reimbursement Forms and documentation not received within such timeframe.

VIII. INDEPENDENT CONTRACTOR The Employer is an independent contractor of CareerSource Tampa Bay, and this Agreement shall not be construed to create any association, partnership, joint venture, employee, or agency relationship between the parties for any purpose. Without limiting the foregoing, the Employer will not be eligible to participate in any vacation, group medical or life insurance, disability, profit sharing or retirement benefits, or any other fringe benefits or benefit plans offered by CareerSource Tampa Bay to its employees, and CareerSource Tampa Bay will not be responsible for withholding or paying any income, payroll, Social Security, or other federal, state, or local taxes, making any insurance contributions, including for unemployment or disability, or obtaining workers compensafor, and shall indemnify CareerSource Tampa Bay and its affiliates, agents and representatives against all such taxes or contributions, including penalties and interest. Any persons employed

employees or contractors, and the Employer shall be fully responsible for them and indemnify CareerSource Tampa Bay and its affiliates, agents and representatives with regard to any claims, demands, actions, losses, damages, liabilities or expenses (including, but not limited to,

made by or on behalf of any such employee or contractor.

IX. PROVISIONS REGARDING ACCESS TO RECORDS The Employer will comply with public records law (Chapter 119 Florida Statutes) and agrees to:

i. Keep and maintain all records, supporting documents (including electronic storage media) pertaining to this Agreement for a period of six (6) years.

ii. Upon request from CareerSource Tampa Bay, provide CareerSource Tampa Bay with a copy of the requested records or allow the records to be inspected or copied within a reasonable time at a cost that does not exceed the cost provided in Chapter 119 Florida Statutes or as otherwise provided by law.



Version 2020.08.2020

iii. Ensure that public records that are exempt or confidential and exempt from public records disclosure requirements are not disclosed except as authorized by law for the duration of the Agreement term and following completion of the Agreement if the Employer does not transfer the records to CareerSource Tampa Bay.

iv. Upon completion of the Agreement, transfer at no cost to CareerSource Tampa Bay, all public records in possession of Employer or keep and maintain public records required by CareerSource Tampa Bay to perform the service. If the Employer transfers all public records to CareerSource Tampa Bay upon completion of the Agreement, the Employer shall destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements.

If the Employer keeps and maintains public records upon completion of the Contract, the Employer shall meet all applicable requirements for retaining public records. All records stored electronically must be provided to CareerSource Tampa Bay, upon request from CareerSource Tampa Bay, in a format that is compatible with the information technology systems of CareerSource Tampa Bay.

Failure of the Employer to comply with Chapter 119, Florida Statutes, and/or the provisions set forth above, where applicable, shall be grounds for immediate unilateral termination of this Agreement by CareerSource Tampa Bay.

X. COMPLIANCE WITH POLICIES AND LAWS A. The Employer acknowledges that CareerSource Tampa Bay intends to utilize the CARES

Act Funding to make cost reimbursement payments to the Employer for the services described herein, and further acknowledges that the CARES Act Funding may be utilized only for the uses authorized by the CARES Act. Accordingly, the Employer covenants that the services to be provided by the Employer pursuant to this Agreement will be limited to only those services for which the CARES Act Funding may be utilized under the CARES Act.

B. The place for any hearing, arbitration or otherwise, shall be Hillsborough County, Florida. This Agreement shall be interpreted under the laws of the State of Florida.

C. This Agreement and all related documents are governed by, and construed in accordance with, the laws of the State of Florida, without giving effect to the conflict of laws provisions thereof to the extent such principles or rules would require or permit the application of the laws of any jurisdiction other than those of the State of Florida. Any action or proceeding by either of the parties to enforce this Agreement shall be brought only in any state or federal court located in the State of Florida, County of Hillsborough. The parties hereby irrevocably submit to the exclusive jurisdiction of these courts and waive the defense of inconvenient forum to the maintenance of any action or proceeding in such venue.

XI. DISALLOWED AND QUESTIONED COSTS Employer shall be liable to CareerSource Tampa Bay for any disallowed or questioned costs that



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Contractor incurs as a result of Contractor expending funds in violation of this Agreement. Disallowed or questioned costs may be identified through monitoring, investigation, review or audit. Disallowed or questioned costs shall be refunded and promptly repaid to CareerSource Tampa Bay from non-federal sources if the costs cannot otherwise be resolved.

XII. NON-DISCRIMINATION AND EQUAL OPPORTUNITY ASSURANCES Employer assures that it will comply with the requirements of Exhibit A, all applicable federal, state and local laws, rules, regulations, ordinances and executive orders prohibiting and/or relating to equal opportunity and discrimination, as amended and supplemented. All the aforementioned exhibit, laws, rules, regulations, ordinances and executive orders are incorporated herein by reference.

XIII. DRUG FREE WORKPLACE The Employer shall administer, in good faith, a policy designed to ensure that the Employer worksite is free from the illegal use, possession, or distribution of drugs or alcohol.

XIV. CERTIFICATION REGARDING DEBARMENT, SUSPENSION AND OTHER MATTERS Employer certifies that it is not currently debarred, suspended, or excluded from or for participation in Federal assistance programs, proposed for debarment, declared ineligible, or voluntarily excluded from covered transactions by any federal department or agency within a three-year period preceding the effective date of the Agreement in accordance with 29 CFR Parts 45, 74, 95 and 98 and 45 CFR PART 74. No contract shall be awarded to parties listed on the GSA List of Parties Excluded from Federal Procurement or Non-Procurement Programs.

XV. MAINTENANCE AND REVIEW OF RECORDS The Employer shall maintain adequate records and accounts pertaining to such services, including under this Agreement for a period of six (6) years from the date of final payment of such funds to the Employer or the termination of this Agreement, whichever occurs later, or such longer period as required by law (Such six-

Employer agrees to cooperate with any review, monitoring, evaluation or audit by CareerSource Tampa Bay, EDSI, Hillsborough County, the Clerk of the Circuit Court and the Hillsborough County Internal Auditors and its authorized agents (collectively referred to in this

The Auditors shall have the right, and the Contractor, and its subcontractors, as applicable, will permit the Auditors to examine all such records, accounts and documentation and to make copies thereof, and excerpts or transcriptions therefrom, and to audit all contracts, invoices, materials, accounts and records relating to all matters covered by this Agreement, including but not limited to personnel and employment records during the Audit Period. All such records, accounts and documentation shall be made available to CareerSource Tampa Bay and the County and its authorized agents for audit, examination or copying purposes at any time during normal business hours and as often as CareerSource Tampa Bay and the

right to examine, copy and audit shall pertain likewise to any audits made by any other agency, whether local, state or federal. If an audit is begun by CareerSource Tampa Bay or the County or other agency, whether local, state or federal, during the Audit Period, but is not completed by the end of the Audit Period, the Audit Period shall be extended until audit findings are issued.



Version 2020.08.2020

This section shall survive the expiration or earlier termination of this Agreement.

XVI. MODIFICATION If either the Employer or CareerSource Tampa Bay wishes to modify, change, or amend this Agreement, other than as has been described elsewhere in this Agreement, the proposed changes shall be submitted to the other party in accordance with the Notice section under this Agreement. No modification, amendment, or alteration in the terms or conditions contained herein shall be effective unless contained in a written document prepared with the same or similar formality as this Agreement and executed by the Employer and CareerSource Tampa Bay.

XVII. NOTICE AND CONTACT

A. The designated representative for the Employer and CareerSource Tampa Bay will address all questions regarding this Agreement. If the designated representative for either party changes to someone other than the person named herein, including due to the termination of

written notification shall be given to the other party immediately and said notification attached to the originals of this Agreement.

B. The contact information of the required representative for the Employer for this Agreement is: Contact Name ______________________________________ Contact Title ______________________________________ Contact Phone # ______________________________________ Company Address ______________________________________

The representative for CareerSource Tampa Bay for this Agreement is: John Flanagan CEO CareerSource Tampa Bay 4902 Eisenhower Blvd, Ste. 250 Tampa, FL 33634

C. All notices under this Agreement shall be delivered by personal delivery, nationally recognized

overnight courier (with all fees prepaid), or certified or registered mail (in each case, return receipt requested, postage prepaid). Except as otherwise provided in this Agreement, a notice is effective only if (a) the receiving party has received the notice and (b) the party giving the notice has complied with the requirements of this Section.

XVIII. FISCAL NON-FUNDING CLAUSE This program is offered by funding provided through the Coronavirus Aid, Relief, and Economic Security Act (CARES Act). This Agreement is subject to funding availability. In the event funding to this Agreement is reduced, unavailable, or is subsequently determined not to be eligible to



Version 2020.08.2020

fund this Agreement, including, but not limited to, federal or state funds, CareerSource Tampa Bay shall notify the Employer of such occurrence, and CareerSource Tampa Bay may terminate this Agreement, without penalty or expense to CareerSource Tampa Bay, upon no less than twenty-four (24) hours written notice to the Employer.

XIX. INDEMNIFICATION To the extent not otherwise limited by applicable law, each party shall indemnify, hold harmless, and defend the other and its respective agents and employees (all of the foregoing shall hereinafter collectively be referred to as the "Indemnified Parties") from and against any and all liabilities, losses, claims, damages, demands, expenses or actions, either at law or in equity, including court costs and reasonable attorneys' fees on account of personal injury, property damage, loss of monies, or other loss, caused or incurred as a result of any negligent, wrongful, or intentional act or omission, fraud, defalcation, or breach of any provision or covenant of this Agreement or applicable law by itself, its agents, subcontractors, assigns, heirs, and/or employees during performance under this Agreement. The extent of this indemnification shall not be limited in any way as to the amount or types of damages or compensation or benefits payable by or for any of the Indemnified Parties on account of any insurance limits, workers' compensation acts, disability benefit acts, or other employee benefit acts. Nothing herein shall be construed to extend any party's liability beyond that provided for in Section 768.28, Florida Statutes, if applicable. These provisions shall survive the expiration or termination of this Agreement.

XX. NON-ASSIGNABILITY CLAUSE This Agreement or any right accruing hereunder shall not be assigned by Employer in whole or in part without the prior written consent of CareerSource Tampa Bay. Any assignment in violation hereof shall be invalid.

XXI. MISCELLANEOUS This Agreement with its attachments is the entire Agreement of the Parties relating to the subject matter hereof. Each Party hereto acknowledges that it has read this Agreement, understands it and agrees to be bound by its terms. The Parties agree that this Agreement, along with its attachments, is the complete agreement between the Parties on the subject matter and supersedes all verbal or written proposals, agreements, understandings, representations, conditions, warranties, covenants and other communications between the Parties relating to the same subject matter. Any modifications or amendments to the provisions herein must be in writing and signed by the Parties. This Agreement may be executed in counterparts, each of which shall be deemed an original but all of which taken together shall constitute one and the same instrument.


Page 9 of 11R3 OJT Agreement

Version 2020.08.2020

XXII. SIGNATURES

IN WITNESS WHEREOF, the parties have executed this Agreement on the last date set forth below, by their respective signatures:

Organization Name

Authorized Employer Signatory (Signature)

Authorized Employer Signatory (Print Name)

__________________________________Title Date

Tampa Bay Workforce Alliance, Inc. dbaCareerSource Tampa Bay

Authorized Signatory (Signature)

Authorized Signatory (Print Name)

__________________________________Title Date

Funding Source: This program is offered by funding provided through the Coronavirus Aid, Relief, and Economic Security Act (CARES Act)



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EXHIBIT A EEO APPLICABLE STATUTES, ORDERS AND REGULATIONS EQUAL EMPLOYMENT OPPORTUNITY (EEO) - HILLSBOROUGH COUNTY, FL ---- Hillsborough County Human Rights Ordinance, Hillsborough County Code of Ordinances and Laws, Part A, Chapter 30, Article II, as amended, prohibits illegal discrimination on the basis of actual or perceived race, color, sex, age, religion, national origin, disability, marital status, sexual orientation, or gender identity or expression, in employment, public accommodations, real estate transactions and practices, County contracting and procurement activities, and credit extension practices. ---- Hillsborough County Home Rule Charter, Article IX, Section 9.11, as amended, provides that no person shall be deprived of any right because of race, sex, age, national origin, religion, disability, or political affiliation. Printed in Hillsborough County Code of Ordinances and Laws, Part A. STATE ---- Florida Constitution, Preamble and Article 1, § 2 protect citizens from being deprived of inalienable rights because of race, religion, national origin, or physical disability. ---- Florida Statutes § 112.042, requires nondiscrimination in employment by counties and municipalities, on the basis of race, color, national origin, sex, handicap, or religion. ---- Florida Statutes § 112.043, prohibits age discrimination in employment. ---- Florida Statutes § 413.08, provides for rights of an individual with a disability and prohibits discrimination against persons with disabilities in employment and housing accommodations. ---- Florida Statutes § 448.07, prohibits wage rate discrimination on the basis of sex. ---- Florida Civil Rights Act of 1992, Florida Statutes §§760.01 760.11, as amended. ---- Florida Statutes §509.092, prohibits refusing access to public lodging on the basis of race, creed, color, sex, physical disability or national origin. ---- Florida Statutes §725.07, prohibits discrimination on the basis of sex, marital status or race in loaning money, granting credit or providing equal pay for equal services performed. ---- Florida Fair Housing Act, Florida Statutes §§760.20 760.37. ---- Florida Statutes §760.40, provides for the confidentiality of genetic testing. ---- Florida Statutes §760.50, prohibits discrimination on the basis of AIDS, AIDS-related complex, and HIV. ---- Florida Statutes §760.51, provides for remedies and civil penalties for violations of civil rights. ---- Florida Statutes §760.60, prohibits discriminatory practices of certain clubs. ---- Florida Statutes §760.80, provides for minority representation on boards, commissions, council, and committees. FEDERAL ---- Section 1 of the Fourteenth Amendment to the United States Constitution, U.S. Const. amend. XIV, § 1. ---- Title VI of the Civil Rights Act of 1964, 42 U.S.C. 2000d et seq. ---- Title VII of the Civil Rights Act of 1964, 42 U.S.C. 2000e et seq., as amended by the Equal Employment Opportunity Acts of 1972 and 1975, the Civil Rights Act of 1991, P. L. 102-166, 105 Stat. 1071, and the Lilly Ledbetter Fair Pay Act of 2009, P. L. 111-2, 123 Stat. 5. ---- Civil Rights Act of 1866 and the Enforcement Act of 1870, 14 Stat. 27 and 16 Stat. 140, 42 U.S.C. § 1981. ---- Title VIII of the Civil Rights Act of 1968, Fair Housing Act, P. L. 90-284, 82 Stat. 73, 42 U.S.C. 3601 et seq. ---- Civil Rights Restoration Act of 1987, P. L. 100-259, 102 Stat. 28. ---- Civil Rights Act of 1991, P. L. 102-166, 105 Stat. 1071. ---- Equal Opportunity Regulations, 41 CFR § 60-1.4, as amended. ---- Standards for a Merit System of Personnel Administration, 5 CFR § 900.601 et seq. ---- Executive Order 11246, Equal Employment Opportunity, and its implementing regulations, including 41 CFR § 60-2 (Revised Order 4).



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---- Rehabilitation Act of 1973, P. L. 93-112, 87 Stat. 355, as amended. ---- Interagency Agreement promulgated on March 23, 1973. ---- Executive Order 12250, Leadership and Coordination of Nondiscrimination Laws. ---- Age Discrimination in Employment Act of 1967, 29 U.S.C. § 621 et seq., P. L. 90-202, as amended. ---- Age Discrimination Act of 1975, 42 U.S.C. § 6101 et seq., P. L. 94-135, 89 Stat. 728, as amended. ---- Older Americans Amendments of 1975, 42 U.S.C. § 3001 et seq., P. L. 94-135, 89 Stat 713. ---- Americans with Disabilities Act of 1990, 42 U.S.C. § 12101 et seq., as amended by the ADA Amendments Act of 2008, P. L. 110-325, 122 Stat. 3553. ---- ---- Section 14001 of Consolidated Omnibus Budget Reconciliation Act of 1985, as amended. ---- State and Local Assistance Act of 1972, as amended. ---- Office of Management and Budget Circular A-102, Grants and Cooperative Agreements with State and Local Governments, as amended. ---- Nondiscrimination on the Basis of Sex in Education Programs or Activities Receiving Federal Financial Assistance, 40 C.F.R. §§ 5.100-5.605. ---- Executive Order 13673, Fair Pay and Safe Workplaces.

t of all applicable local, state, or federal statutes, orders, rules or regulations, as they may be amended from time-to-time, or added to (newly promulgated) from time-to-time, during the term of this Agreement.


Attachment I: R3 Individual Customized Training Summary

CareerSource Tampa Bay is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. All voice telephone numbers listed may be reached by persons using TTY/TDD equipment viathe Florida Relay Service at 711.A proud partner of the American Job Center network.

Page 1 of 2

R3 ProgramIndividual Customized Training Summary

Version 2020.08.20

Category: OJT PWE

1. Employer Name:

2. Trainee Name:

3. Last 4 SSN: 4. Hourly Wage: $

5. Training Period: Start Date: _____/ _____/ ______ End Date: ____/ ____/ ______The training period may be a minimum of 30 days or up to 90 days. The projected end date for all training periods with pay period ending December 30, 2020.

6. CSTB Cost $

7. Job/OccupationalTitle:8. Total Hours:

9. Job Description

Job Skills Needed/ Skills to Be Learned Includes but is not limited to:(attach additional pages, as needed)

1)

2)

3)

4)

5)

6)

7)

8)

TO TO B

E BE

COMPLETED

LETED

Job Skills Needed/ Skills to Be Learned

MPLET(attach additional pages, as needed) TED

MPLE

OMPCO

AT PLACEMENT T

ENT

CEM

PLAC

OF O

TRAINEEEE

End Date: ____/ ____/ ______End Date: ____/ ____/ ______IN

E

projected end dateprojected end date


Attachment I: R3 Individual Customized Training Summary

CareerSource Tampa Bay is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. All voice telephone numbers listed may be reached by persons using TTY/TDD equipment viathe Florida Relay Service at 711.A proud partner of the American Job Center network.

Page 2 of 2

R3 ProgramIndividual Customized Training Summary

Version 2020.08.20

Organization Name

Authorized Employer Signatory (Signature)

Authorized Employer Signatory (Print Name)

__________________________________Title Date

Tampa Bay Workforce Alliance, Inc. dbaCareerSource Tampa Bay

Authorized Signatory (Signature)

Authorized Signatory (Print Name)

__________________________________Title Date

Acknowledged and Approved

TO BE COMPLE

TED Signatory (Print Name)Signatory (Print Name)

____________________________________________________________________

AT AT PLA

CEMENT OF

OF TRAINEE


Attachment II: R3 OJT Training Reimbursement Form

CareerSource Tampa Bay is an equal opportunity employer/program. Auxiliary aids and servicesare available upon request to individuals with disabilities. All voice telephone numbers listed may be reached by persons using TTY/TDD equipment via the Florida Relay Service at 711.A proud partner of the American Job Center network.

Page 1 of 2

R3 OJT Training Reimbursement FormVersion 2020.08.20

Employer expense reimbursement is requested for providing training as outlined in theacknowledged and approved R3 Individual Customized Training Summary. In submitting this Reimbursement Form, the Employer certifies the reimbursement is in accordance with the terms and conditions of the Agreement, the supporting documentation is true, accurate, and complete and in

R3 Individual Customized TrainingSummary.

EMPLOYER INFORMATION

Company Name

Address

Contact Name

Contact Phone Number

TRAINEE INFORMATION

Job/Occupational Title

Trainee Name

Trainee Last 4 SSN Trainee Hourly Wage (Approved)

$

REIMBURSEMENT REQUEST

Completed by Employer

Payroll period Start Date / / End Date / /

Approved Wage Rate (A)

$

Number of Training Hours (B)

Per paystubs

Reimbursement Amount (A x B)

$

Completed by CSTB

Reimbursement Approved

$ Final amount approved by CSTB

In order to request reimbursement of funds, please provide all of the following documentation to your CSTB contact:

Payroll Documents shall include paystubs showing pay period dates, pay date, type of hours worked, rate of pay, deductions, etc.Timesheet Detail for only the FIRST and LAST week worked of the OJT Training Period (Timesheet detail for the entire training period is not needed).

TO TT

BE Payroll Documents shall include paystubs showing pay period dates, pay date, type of hours worked, rate of pay, deductions, etc.pay, deductions, etc.Timesheet Detail for only the FIRST and LAST week worked of the OJT Timesheet Detail for only the FIRST and LAST week worked of the OJT for the entire training period is not needed).for the entire training period is not needed).B

COMPLETED EDReimbursement Amount Reimbursement Amount $$EDEDED

TEDETE

Reimbursement Reimbursement PLEIn order to request reimbursement of funds, please provide all ofIn order to request reimbursement of funds, please provide all ofcontact:contact:

Payroll Documents shall include paystubs showing pay period dates, pay date, type of hours worked, rate of Payroll Documents shall include paystubs showing pay period dates, pay date, type of hours worked, rate of pay, deductions, etc.pay, deductions, etc.

OMP

FOR R OR R R

FOREIM

BURSEMENT T

EMENMENT

ENT

EMESEM

URS

EIMB

IMBUREIMBURSEMENT REQUEST

MBUCompleted by EmployerCompleted by EmployerEIM

B

RER

SUBMISSIONR3 Individual Customized TrainingR3 Individual Customized Training

ION

MISSIOSSIOSIOIOIO

MISS

BMI

SUBS

N


Attachment II: R3 OJT Training Reimbursement Form

CareerSource Tampa Bay is an equal opportunity employer/program. Auxiliary aids and servicesare available upon request to individuals with disabilities. All voice telephone numbers listed may be reached by persons using TTY/TDD equipment via the Florida Relay Service at 711.A proud partner of the American Job Center network.

Page 2 of 2

R3 OJT Training Reimbursement FormVersion 2020.08.20

SIGNATURES

Signature below denotes the information submitted is accurate and complete:

Organization Name

______________________________________Authorized Employer Signatory (Signature)

______________________________________ Authorized Employer Signatory (Print Name)

______________________________________ __________/___________/__________Title Date

Tampa Bay Workforce Alliance, Inc. dba CareerSource Tampa Bay

__________________________________Authorized Signatory (Signature)

__________________________________Authorized Signatory (Print Name)

___________________________________ __________/___________/__________Title Date

TO TT

BE COMPLE

TED ____________________________________________________________________Authorized Signatory (Print Name)Authorized Signatory (Print Name)

______________________________________________________________________

FOR ____________________________________________________________________Authorized Signatory (Signature)

REIMBURSEMENT

__________/___________/____________________/___________/__________DateDate

SUBMISSION

SIOSIOSIOSION


Action Item # 3 Related Party Work-based Learning – C.S. West & Associates, PA

Background Local Workforce Development Boards (LWDBs) are required to comply with all requirements of Section 445.007, Florida Statutes, prior to contracting with a board member, with an organization represented by its own board member, or with any entity where a board member has any relationship with the contracting vendor. This section mandates that all LWDBs entering a contract with an organization or individual represented on the Board, to meet the following requirements:




Prior to entering any contract with a related party, the proposed Related Party Contract must be brought before the Board for consideration and approval. The Board shall ensure that: (i) the Board member or employee with the conflict removes him/herself from the room prior to any discussions at any meeting, including subcommittee meetings, involving the contract; (ii) the Board member or employee with the conflict is not physically present during the voting; and (iii) the Board member with the conflict abstains from any vote regarding the Related Party Contract. Information Hillsborough County entered into an agreement with CareerSource Tampa Bay (CSTB) to provide short-term occupational skills training and work-based learning opportunities, utilizing CARES Act funds, to Hillsborough County residents who have been economically injured by the COVID-19 pandemic. The work-based learning opportunities may be in the form of an on-the-job training (OJT) or paid work experience (PWE). All employers who are interested in participating are required to complete the online R3 Employer Application that is located on the CareerSource Tampa Bay website.

C.S. West & Associates, PA wishes to participate in the work-based learning opportunities.

Organization Name Board Member Amount not to exceed C.S. West & Associates, PA Sophia West $23,040

Recommendation Approval of C.S. West & Associates, PA to contract with CareerSource Tampa Bay under Paid Work Experience for an amount not to exceed $23,040.
















Action Item # 4

Virtual Services RFP 20-0475 - Vender Recommendation Background: CareerSource Tampa Bay’s Procurement Policy and Procedures requires purchases of more than $150,000 be formally procured. As the procurement of Virtual One Stop Services met the dollar threshold, CSTB obtained board approval for formal solicitation at the January 16, 2020 board meeting. The RFP for Virtual Services was issued on June 22, 2020 and promulgated via multiple avenues, ie, notice in the Tampa Times and email notification to interested bidders. In addition, public notice was also posted on CareerSource Tampa Bay Request for Proposal web page. The proposal deadline was on July 10, 2020 and the RFP opening occurred on July 10, 2020 at 1:00 pm. EDT. Two proposals were received from Career Team and Public Consulting Group (PCG). Proposals have been provided for informational purposes. A Selection Committee comprised of CareerSource Tampa Bay staff was established. Each member completed and signed a Conflict of Interest Form and scored a Respondent based on the Respondent’s proposal as well their oral presentation. Proposal Scoring: A Respondent’s proposal was scored in five (5) areas: Training, Case Management, Provider Services, Cost Reasonableness, and Respondent’s Experience. Each area was equally weighted with a maximum of 100 points. Oral Presentation Scoring: The Oral presentation included two (2) presentation topics: demonstration of the virtual services and a project customization. Demonstration of Virtual Services represented equaled forty (40) percent of the score and Project Customization accounted for ten (10)% for a maximum of 50 points for the Oral Presentation.

CRITERIA WEIGHT FACTOR

Training 20% Case Management 20% Provider Services 20% Cost Reasonableness 20% Respondent Experience 20%

CRITERIA WEIGHT FACTOR

Demonstration of Virtual Services 40% Project Customization 10%


Results:

Criteria Career Team

PCG Comments

Training 66.25 66.25 Comparable between vendors. Case Management

66.25 65.00 PCG has limited opportunities for case management. Customization is a critical component to Career Team’s case management.

Provider Services

62.50 58.75 Career Team has better staffing plan and dedicated programming staff for customizations.

Cost Reasonableness

60.00 61.25 Based upon each vendor’s proposal, PCG appeared to have the most cost-effective price.

Respondent Experience

64.50 58.75 Career Team has documented experience with LMS/CMS and has state level contract and local (FL) contract and considered "best practice".

Proposal -Cumulative Average Score

63.90 62.00 Career Team ranks higher in the overall scoring of Proposals

Demonstration of Virtual Services

30.50 16.50 Career Team was able to demonstrate services from conception to end point. CareerTeam’s content is internally developed. PCG presentation was fragmented and did not demonstrate the requested inception to end point for different populations. In addition, PCG’s product has a good portion of their content that is external, ie, linked to other websites (i.e. EMSI, Onet, state labor banks, etc.).

Project Customization

8.25 3.25 Career Team clearly communicated both willingness and costs for customization, which is set at a static price. The product is customizable to our liking with dedicated programming staff and known costs associated with customizing. PCG was not able to clearly answer questions related to costs of customization or explain the terms of costs or time frames for a special project.

Average Score – Oral Presentation

38.75 19.75 Career Team ranks higher in the scoring of Oral Presentations

Total Score 102.65 81.75

PCG total costs are unknown and could vary depending on the size and scope of a customization. CareerTeam’s cost are all inclusive. In addition, CareerTeam is able to provide the customization, as needed, for a special project.

RECOMMENDATION Staff recommend Career Team for the provider of Virtual services.


CSTB Virtual Services RFP No. 20-0475

Page 1

RFP No. 20-0475 Virtual Services

Career TEAM LLC [email protected]

Mailing & Location Address:

250 State Street C2 North Haven, CT 06473

Phone: 203.610.2744

Fax: 203.407.8801

Contact: Harrison Tonne [email protected]

July 8th, 2020



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B. TABLE OF CONTENTS A. COVER STATEMENT .................................................................................................. 1 B. TABLE OF CONTENTS ................................................................................................ 2 C. EXECUTIVE SUMMARY .............................................................................................. 3 D. STATE OF FLORIDA BUSINESS LICENSE INFORMATION .............................................. 5 E. PERSONNEL ............................................................................................................ 11 F. COMPLETED FORMS .............................................................................................. 13

Attachment I - Organization Information ....................................................... 13 Attachment II – Scope of Services – Description of Services ......................... 14

Training .................................................................................................... 14

Case Management ................................................................................... 20

Provider Services ...................................................................................... 24 Attachment III – Demonstration of Services .................................................. 27 Attachment IV – Qualifications and Requirements ........................................ 29 Attachment V – References ........................................................................... 30 Attachment VI – Budget Information ............................................................. 31



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C. EXECUTIVE SUMMARY 1. ORGANIZATION BACKGROUND AND HISTORY. Career TEAM, LLC, a Connecticut-based workforce development, education and technology company, “accelerates the human condition” and helps the nation address pressing social challenges such as closing the opportunity divide, minimizing student debt, combatting unemployment, and reducing poverty. A comprehensive menu of high-touch and high-tech services to support demand-driven strategies.

The company holds significant experience as a One Stop Career Center Provider and Operator and technology consultant for public workforce development boards and state agencies. The company manages complex delivery systems that serve diverse populations including WIOA Adults, Dislocated Workers, In-School and Out-of-School Youth; Re-Employment Services and Eligibility Assessment programs; Trade Assistance Act; Temporary Assistance for Needy Families; Supplemental Nutrition Assistance Program; Veterans; non-custodial parents; Persons with Disabilities; ex-offenders; and other priority populations that face disparities and stigma (e.g., homeless, individuals in recovery).

The founder and Chief Executive Officer of the company guides a team of high-performing and innovative industry leaders to execute strategic priorities. The company employs a current workforce of nearly 200 individuals, the majority of whom perform direct service delivery functions. A corporate office provides strategy, financial, administrative, human resources and technology support to public workforce and education divisions. The company holds 24 years of experience in meeting or exceeding expectations for contracts that blend and/or braid public funding sources, including a clean audit record (i.e., no material findings, no disallowed costs) and a history of no past or present litigation.



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2. YEARS OF EXPERIENCE. Since 1996, the company, in collaboration with our funding and service delivery partners, has trained and placed over 100,000 under-resourced job seekers in communities across the nation, and trained 10,000+ direct service personnel on best practices such as creating an exceptional customer experience, service integration, and operating demand-driven job placement services. The Career EDGE Platform currently serves over 350,000 job seekers, students, employers and workforce development professionals.

3. CLIENTS. The map shows the national footprint of the company’s direct service, education, and consulting and technology projects.



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C. STATE OF FLORIDA BUSINESS LICENSE INFORMATION



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Page 7



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E. PERSONNEL 1. KEY STAFF

The table shows key staff. Key staff are company employees.

Staff Member Experience / Training CSTB Project Roles & Responsibilities

Christopher J. Kuselias Chief Executive Officer

25 years of industry experience; author; media personality; subject matter expert

Contract negotiation, execution, and high-level support for implementation team.

Harrison Tonne Chief Innovation Officer

10+ years of industry experience; developer of Career EDGE technology platform

Project Director and primary liaison to CSTB project team; facilitate implementation, lead agile project team, and support ongoing innovation and help-desk.

Charles Botts III Director of Training and Communications

10+ years of industry experience; former director of American Job Centers; expert level trainer

Subject matter expert and lead trainer to support implementation roll-out, especially training of trainer (ToT) models.

Micaela Alpers President, Education Division

10+ years of industry experience in education, training, and leadership development; expert level trainer

Subject matter expert on Career EDGE platform integration and innovation; support implementation roll-out.

Jeff Nickell Lead Software Developer

15+ years as software product design engineer, developer, and technical support

Lead technical developer on project team; guide designers and developers to develop, test, and provide operational support.

Danielle Simone Chief Administrative Officer

10+ years of industry experience including co-developer of Career EDGE

Facilitate involvement of corporate team as necessary; subject matter expert who will support implementation roll-out.

Other employees (Section 2 Org Chart)

Varies by person; all hold experience working on Career EDGE project implementation teams

Full implementation support for agreed upon project deliverables (e.g., web portal, content, training)



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2. ORGANIZATIONAL CHART. The figure shows an illustrative project organizational chart. Section E1 describes key personnel for this project which will remain constant; all are full-time company employees. Each member below will be serving CSTB in some capacity. Row 2 personnel are the main points of contact for this project. All other personnel on rows 3-5 report up to rows 1 and 2. The Project Director (Harrison Tonne - Chief Innovation Officer) will assemble specific personnel for the project team (e.g., developers, graphic design, and video production) that matches up with the final work plan and schedule of deliverables.




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Attachment II – Scope of Services – Description of Services 1. Training

A. At least fifteen (15) training modules that should incorporate gamification principles and incentive to increase learner engagement and motivation

The EDGE content introduces retention-promoting skills such as self-discovery and a transformation of thought patterns and beliefs regarding achievement and success. Job seekers will embark on an explorative journey through Career EDGE modules on engaging topics such as Professional Branding, Preparing for the Interview, On the Job Success, as well as Goal Setting and Time Management.

Each lesson commences with a review of the learning objectives. Participants encounter an “At

a Glance” overview to help manage their work and expectations. Career EDGE offers interactive, dynamic activities to inspire excitement and engagement with content in a variety of ways: reading content, listening to audio, and watching videos. After interacting with the material, job seekers apply their knowledge by completing written exercises, participating in interactive simulators, and contributing to lively discussions. Finally, job seekers culminate each lesson with a variety of activities including quizzes, projects, presentations, and role-plays. As job seekers work their way through modules and tools, they are given points, awarded badges and can move into different “user levels”. This provides immediate feedback for the job seeker after they accomplish something. Customized badges can also be designed for CSTB specific goals, accomplishments, modules completed, etc. These badges can be automatically distributed or manually assigned to individuals by an administrator.

Participants can organize their activities around a specific high-growth, in-demand occupation

and/or career pathway. The company will support six high growth sectors identified by CSTB. These modules will contain video training on the industry sector, exercises and assignments based on the industry and additional resources related to the industry. This content will be blended in with existing Career EDGE content by their Instructional Design Team to create a structured curriculum and lesson plan. Staff will be provided with Instructional Resource Guides, classroom PowerPoints and activities for any in person, live trainings. Participants can access a variety of interactive tools built to facilitate labor market attachment such as: a) resume builder; b) mock job application; c) cover letter builder; d) interview simulation trainer; e) thank you letter builder; f) business plan builder; g) ePortfolio; h) list of professional references; and i) guide finding a mentor. Each tool includes video coaching.



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B. Job Searches Job seekers will have the ability to first learn how to conduct a job search in the Best Job Search Strategies module. After creating a resume and completing their Career EDGE ePortfolio, job seekers can then explore job openings on the Career EDGE Job Board. This Job Board includes jobs from Indeed and allows the user to utilize the Indeed searching features. Administrators and Employers have the ability to create their own job postings, internal to CSTB. Job postings



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can include the following data points, but are not limited to: Title, Description, Location, Job Type, Requirements, Method of Desired Contact by Employer (email, phone call or external link). C. Landing page customized to the CSTB region The Career EDGE Portal is a fully customizable system that will have a landing page or multiple landing pages for different audiences to visit in order to register and view the relevant forms, modules, tools and assessments according to their program. These landing pages will be designed to match the brand of CSTB. This includes logos, color schemes, photos and other graphics. D. An on-line course description with each course to include a course evaluation, post assessments and customer survey to provide user experience qualitative data pertaining to the workshop content and presentation Each Career EDGE module and course will contain a pre and post assessment to record the competency gained from the module content. Feedback and evaluations can also be provided after a module is completed in order to measure the user’s satisfaction. E. Community space, blog or forum Career EDGE contains a community portal that acts in the capacity of supplying up to date information in the form of a news feed, similar to LinkedIn’s homepage. This feed will contain the following pieces of information: Articles/Blog Posts, Job Postings, Employer Spotlights, Customer Success Stories. This community area also has the ability to let job seekers connect with each other. Job seekers have the ability to send direct messages to other job seekers as well as connect through Community Groups. The groups are created by the community or by administrators. Users can post discussions, engage in the group chat or connect with other members inside of the Community Groups. F. Ability to house training courses modules, multimedia content including videos and webinars that are created and customized by CSTB. Because Career EDGE is a fully customizable portal and acts as a Learning Management System, CSTB has the ability to add their own content in any format. Content can be blended into pre-existing modules in order for the customer to have a seamless experience throughout the site. G. Career exploration tools including job and personality assessments Participants also have the option to take two different assessments. Our Career Cluster assessment is a picture-based assessment where a user can choose what they like and dislike, thus leading to a report that shows them the industries that would be right for them. The user can then explore the industry to view more information about the career pathways, education



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needed, salary averages, job potential, etc. This information is updated regularly from O*net and BLS. Our next assessment is a Personality Type assessment based on the book Do What You Are. This quick assessment will help users self-identify their personality type, similar to the Myers-Briggs assessment. Personality Types include things like: Introvert, Extrovert, Sensor, Feeler, Judger, Perceiver, Intuitive, etc. After they identify their type, they will then be given advice for how to conduct a job search, what type of jobs to look for, and what their strengths and weaknesses are to be mindful of.



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H. Available content should include general job seeker as well as content specific to Youth, Adult, and Veterans Each type of user will have their own specific modules and tools that are applicable to their population or program assigned to. Upon login, users will be directed to resources that pertain to their program. For example, Youth will be directed to Assessments to determine what industries they should be exploring and Student Success modules. Adults would be directed to modules based on their resume, cover letter and job search strategies. Other special groups, such as Veterans would have modules specifically for them as well as Resume Building advice that pertains to transferable military skills. I. Online Orientations and integration of Zoom for virtual connection/online services for group presentations. Custom Video Content + Instructional Design

Career TEAM will create a custom video for a welcome message, overview of the program, and particular modules to be used in orientation. This content will be blended in with other Career EDGE content by their Instructional Design Team to create a structured curriculum and lesson plan. Staff will be provided with Instructional Resource Guides, classroom PowerPoints and activities for any in person, live trainings. Online Orientation

Participants will be able to login to their Learning Management System and take a series of lessons via videos, exercises and workbook. Orientation will have a Pre and Post Assessment that will measure the competencies gained by each individual going through the program (EDGE Overall Improvement Score). J. Internship, Paid Work Experience Module– online application for employers that captures key information, job description, creates required training plan for WIOA, establishes online time and attendance tracking modules which integrates into CSTB payroll system. Tracks measurable skills gained for program participants. Participants will be matched to an employer and assigned a start date. After the assignment occurs, timesheet becomes automatically available for the participant to fill out on a weekly or bi-weekly basis. The total amount of hours for the week and day will be calculated on the timesheet. This time can be manually entered by a participant when they are on their worksite, or their time can be automatically added if they are using the Career EDGE Portal for their work experience. At the end of the pay period, the participant will sign off on their timesheet and submit to their worksite supervisor. The worksite supervisor will then log in to their backend



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portal, review the hours and sign off if they are in agreement with the hours entered. The final approval is done by an administrator before the timesheet can be exported and sent to payroll for processing. On this timesheet, participants can fill out their evaluations as well as the supervisors. Career EDGE Timesheet data will then be converted to an exportable spreadsheet in a templated format that can be read by the payroll processing system. Select Staff Administrators will have the ability to assign participants to their program which will then trigger the amount. of wages owed based on predetermined, preloaded amounts.

K. Career Exploration Module – establish robust online career exploration module for WIOA Youth and Summer Job Connection programs. Career TEAM will create hard skill work experience modules specifically for the top high growth sectors in the Tampa Bay area. These high growth business sectors include:

• Transportation, Distribution and Logistics • Construction • Manufacturing • Education



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• Healthcare • Government • Hospitality • Financial • Business Services • Information Technology

These modules will contain video training on the occupation, exercises and assignments based on the industry and additional resources related to the industry. The content will be blended in with existing Career EDGE content by their Instructional Design Team to create a structured curriculum and lesson plan. Staff will be provided with Instructional Resource Guides, classroom PowerPoints and activities for any in person, live trainings.

L. Customizable reports that provides customer usage.

Staff will have administrative access to view each applicant, determine eligibility and accept participants into the program. They can also communicate with each applicant to request additional information and/or documentation. After participants are active in the system; the administrative dashboard allows your organization to monitor customer, staff, and employer progress, warehouse resumes and ePortfolios, distribute employer/customer evaluations and capture employment information. All data captured will be owned by the client. The administrative portal also allows different admins and partners to have access in order to refer participants to each other. Custom reports will be pre-programmed for admins to easily generate real time, anytime data. All digital forms will be printable from the admin site.

2. Case Management

A. Employer, Job Seeker, and Staff portals The platform contains features and functionality to support case management, documentation, and compliance processes in the most rigorous publicly funded programs (e.g., WIOA, TANF, SNAP). Staff will have: a) administrative access to view each applicant, determine eligibility and accept participants into the program; and b) capacity to communicate with each applicant to request additional information and/or documentation. After participants are active in the system; the administrative dashboard facilitates monitoring across all levels (e.g., customer, staff, and employers), warehouses resumes and ePortfolios, distributes employer/customer evaluations and captures employment information. All data captured will be owned by the CSTB. The administrative portal allows different levels of access by administrators (or partners) based on their role in project implementation. Custom reports will be pre-programmed for admins to easily generate real time, anytime data. All digital forms will be printable from the admin site.



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B. Special programs, populations including grant funds. Each program will contain its own set of data points that it will capture from the job seeker or input by an administrator. Each program will have its own storage documentation and can be separated into its own database in order to organize all users, data and files. C. Ability for approved Employers to review resumes and contact prospective participants Employers will have the ability to login to the Career EDGE Employer Portal to search, save, contact and hire participants. The features and functionality available in the Career EDGE solution were designed initially to support demand-driven workforce development strategies in One Stop Career Centers (i.e., American Job Centers), to enhance the tools available to individuals responsible for employer engagement, and to offer value added resources to the employer community (e.g., access to pre-qualified talent pools, reduced acquisition costs). The platform allows employers to create accounts or for CSTB to establish accounts in bulk by extracting employer data from existing data bases. The platform allows employers to post jobs, articles, and connect with participants in the program. Employers can use search functionality (e.g., keyword, location, experience) to find the best fit candidate for their internship, part time, or full-time position. Employers can view the participant’s ePortfolio and resume and can initiate a conversation by clicking a ‘Contact’ button that will alert the CSTB staff member about this employer expression of interest in a participant. An administrative database collects all employer activities for displays in data dashboards that show meaningful use data (e.g., # inquiries total, by candidate type, key words used in searches).



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D. Document management including creating custom forms; the ability to download/manage/track/upload forms

Job seekers who express interest in the CSTB Employment Programs will access the CSTB Career EDGE Portal and complete a series of customized intake and eligibility qualification forms. Data captured will include contact information, demographic information, education, work history, desired industry, future education and career plans, and geographic preferences for work experience participation. The Portal will include document upload capacity that aligns with program eligibility requirements such as ID, passport, or driver’s license. Portal access will include rigorous data security and privacy settings. E. Ability to track participant data including the following: Attendee name, participant ID, course completion, time spent in course, as well as assessment outcomes and answers. Throughout the Career EDGE Administrator Portal, master administrators can access all data, activity, assessments, quizzes, time spent and files from every user (job seeker, staff,



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employer). This data can be exported into reports or viewed with search capabilities and filters to easily adjust the view of user activities and data. F. Customizable reporting tools including dashboards The Career EDGE Administrative Portal will include a dashboard upon login that will show an overview of important activities that are relevant to the type of administrator who is logged in. For example, when a trainer logs in, they would see the amount of activities completed by their assigned job seekers with quiz scores. When a case manager logs in, they will see a user’s application and eligibility documents. Each type of administrative user will have access to their respective reports. Reports can contain all data fields input by users. Reports can also be customized in order to download templated, pre-designed reports easily. Most reports will be exportable as a CSV file but can also be downloaded as a PDF if desired. G. Ability to host virtual job fairs and capture results from employers and job seekers utilizing zoom functionality. The Career EDGE Portal will allow for workforce staff members (EDGE Champions) to set up their own virtual job fairs in order for Job Seekers to search, apply and interview for Employer job postings. Employer Functionality Career EDGE Employer accounts have the ability to access the Virtual Job Fair Portal ahead of the scheduled Job Fair dates in order to: a. Create an Employer Profile that includes a company description, contact information, website, social media and company contacts. b. Create Job Postings that include the job description, job details and other criteria. c. Add Interview Questions to each Job Posting with a recorded video. d. Add a live chat or video conferencing button in order for Job Seekers to meet with the Company Contact. During the Job Fair or after, Employers can view all of the applicants that have applied and interviewed for their postings. They can then contact the candidate, mark them as a favorite or move them into a status such as: Interested, Not Interested, Contacted, Hired.



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Job Seeker Functionality Job Seekers will be able to login to the Career EDGE and utilize the resume they have uploaded or built using the Career EDGE Resume Builder. Job Seekers have the ability to search through the Companies (Employers) and Job Postings. They can view the Company information and initiate a live chat or video conference call. They can view the Job Postings by the Employers and then Apply, which will send their resume to the Company Contact. Job Seekers can also answer the video Interview Questions recorded by the Employer with their own webcam. Job Seekers can then view the companies they have favorited and jobs they have applied for. Workforce Staff Functionality Staff can login in order to create a new job fair or copy an existing, saved job fair. A date range is set for the Job Fair to be live and available for Employers to create a profile, create their job postings and create interview questions for Job Seekers to answer. A date range is also set for the portal to be live for the Job Seekers to login to Career EDGE and start applying for positions. Staff will then be able to monitor activities taking place during the fair, including: most active job seekers, jobs and companies, how many people have applied for jobs, how many employers have interviewed and reviewed candidates, etc.

3. Provider Services

A. Staff training should be available and continuous In order to acclimate staff to the new platform we propose a series of two-hour long staff training sessions to be held across the organization. Initial trainings will begin with key



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leadership of CSTB. Subsequent trainings should include all customer-facing personnel that provide any kind of technology assistance, workshop facilitation, career guidance and their respective managers and would be held via Zoom meeting or customer’s platform of choice as needed to ensure every staff member, whether they be state, board or provider staff that connects with customers in any kind of training, instruction or guidance capacity gets trained on how to use the Career EDGE platform. Managers and facilitators will also get access to special 'train the trainer' webinar sessions so that as new staff enter the system they can be trained in real time. Additionally, quarterly webinars can be scheduled in order to provide training to new staff whether they have been trained locally or not. The quarterly webinars ensure that all staff are clear and current on Career EDGE functionality and implementation. Career TEAM will record and make the online training videos available to all attendees.

Career TEAM and CSTB will refine and update the training schedule throughout the project and make determinations about the number of training hours necessary for each topic. Career TEAM will provide training materials to administrators for review and approval before the release for CSTB review and approval. CSTB will review and approve the training curricula prior to delivery of training. Career TEAM will create and maintain a training environment with all training data available for the entire duration of the contract. B. Marketing materials, desk guides on how to use components within virtual platform. Career TEAM will provide customized, branded marketing materials for CSTB, including but not limited to: flyers, postcards, posters, video commercial, social media graphics and more. Career TEAM also will provide a desk guide that will describe how all features of Career EDGE work and how to access them from a participant view and administrator view. These guides will coincide with video training tutorials for participants and administrators. C. Support Service Level guarantees including uptime and availability/response/resolution expectations for system support

Uptime and Business Continuity. Career TEAM guarantees an uptime of 99.9%. Our Service level contracts (SLAs) ensure high availability, allowing users access to the system nearly all of the time. This uptime is achievable due to the identification and elimination of potential single points of failure, incorporating redundant systems and crossover, and real-time monitoring of failures as they occur.

Each module, function, and individual field can be disabled by the System Administrators or a Program Administrator (with authorization). These user groups will have the ability to lock or



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unlock any single area. This action will be logged for System Administrators for auditing and monitoring purposes. Lock/unlocks can also be scheduled so that they automatically take place at a set date and time.

Support Requests. Career TEAM also manages a comprehensive support system or 'help desk' to provide technical assistance and support as needed. Specifically, Career TEAM will: a) define and maintain Tier III help desk support escalation procedures; b) provide Tier III help desk expertise and involvement for incident resolution; c) periodically review the status of open incidents and related problems and the progress being made in addressing problems related to the Solution. Career TEAM will respond to all Tier III Support Requests with a resolution and time frame in a timely manner. Severity Level 1 (Urgent) Support Request response must be within one (1) clock hour. Severity Level 2 (High) Support Request response must be within two (2) clock hours. Severity Level 3 (Medium) Support Request response must be within four (4) work hours. Severity Level 4 (Low) Support Request response must be within eight (8) work hours. Career TEAM will resolve all Tier III Support Requests in a timely manner. Severity Level 1 (Urgent) must be resolved within four (4) clock hours after being reported, unless otherwise agreed to by the customer. Severity Level 2 (High) must be resolved within eight (8) clock hours after being reported, unless otherwise agreed to by the CSTB. Severity Level 3 (Medium) must be resolved within 40 work hours after being reported, unless otherwise agreed to by customer. Severity Level 4 (Low) must be resolved within 80 work hours after being reported, unless otherwise agreed to by customer administrators.

Upgrade Frequency. Career TEAM provides regular updates to universal content. Career TEAM will meet annually (or at an agreed upon schedule) with CSTB leaders to discuss system upgrades (e.g., new functionality, new features, new content) relevant to project implementation. D. Should include data integrations

An API can be developed for integration with your current database for authentication. The API will call on a consumer key and secret key to enter the CSTB database or system and perform user authentication functions. Based on that data, our system will then show the user a message of a successful authentication or failed authentication.



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If API is unavailable, Career EDGE has the ability to download all data points into a csv/flat file of the raw data. This data can be organized in a variety of ways and different templates can be established in the admin site in order to quickly and easily generate reports. Files can be transferred on a regularly, scheduled basis via SFTP. Data can also be input into Career EDGE in bulk via SFTP or providing of the csv file.

E. Security protocols in place to ensure personal identifiable data for participants is safe from theft and abuse Career TEAM complies industry standards to manage personally identifiable information (PII) and maintains internal controls and standards necessary to serve educational, workforce development and government clients requiring HIPAA and FERPA compliance, among others.

CSTB designated System Administrators and Career TEAM’s Master Administrator will manage user IDs and security permissions as well as create the following types of accounts: Job seeker, Faculty/Program Administrator and Employer. All logins, activities, clicks, data entered into fields, and documents uploaded are tracked and stored with user ID, data, time stamp, and IP address. These logins can be grouped by program, date, user group, or any other type of custom report required for program compliance reporting and/or program management and monitoring.

Career TEAM will articulate the security that will exist within the platform. For example, • Security scans will run automatically on a weekly basis by third party company Qualys

Website Security. • As opposed to simply scanning for malware that may have already infected the site, our

Web Application Firewall (WAF) provides around-the-clock, proactive protection to block malware from ever reaching the website.

• Career TEAM security measures protect against: Distributed Denial of Service (DDoS); Brute Force; Injection; Cross-site scripting; and Zero Day, among others.

• The website will have an Extended Validation (EV) SSL. Certificate complies with CB/Browser Forum guidelines and includes including: SHA-2 hash algorithm and 2048-bit encryption and Up to USD $1 million warranty. When a website visitor enters an SSL-protected area of your website, your SSL certificate automatically creates an encrypted connection with the visitor’s browser. Once the connection is complete, a padlock icon and HTTPS prefix appear in the visitor’s browser bar to show them they’re safe to share personal details. If you have a high-assurance EV Certificate, your visitor’s status bar will also turn green. All information passing to and from your website is now scrambled by 2048-bit encryption which is virtually unbreakable by hackers.

• Snapshots of all data are captured and available for the past 30 days



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• All website files, data, and documents are fully backed up to a separate remote server as well as a physical hard drive stored in North Haven, Connecticut in a locked room and locked drawer only accessible by the Chief Innovation Officer and the Chief Executive Officer (both members of the project team).

F. This tool will be accessible to the public online and will be mobile friendly All tools, content, assessments and features will be available to the public and can be accessed via computer, tablet, or mobile phone. G. Ongoing customization based on CSTB requests to enhance virtual services within the region. CSTB will have the ability to make changes to the Career EDGE platform on an as needed basis. These changes can be made to the live website immediately or larger changes can be made in a development environment for testing before launch.



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Attachment III – Demonstration of Services Partner Testimonials

• East Texas WIB: https://youtu.be/kpOgWzV1ZEI • Kalamazoo, MI (2019 Youth Program of the Year): https://youtu.be/CKNJxsdEJh4 • IntelliTec College: https://youtu.be/YJRN3BWALvk • Washington DC: https://youtu.be/xyz9Xe7y5x4 • Employer Testimonial: https://youtu.be/8N0Npcv8bg8 • Kentucky WIB: https://youtu.be/YILWvEjOQac

Career EDGE Walkthrough PowerPoint: https://careerteam.com/wp-content/uploads/2020/04/Career-EDGE-System-Capabilities.pdf

Career EDGE Demo Portal Access to view Modules & Tools: careeredgedemo.com

Username: [email protected] Password: careeredge




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Attachment V – References

The table below contains three success stories that also align with References below.

Location Use Case (high level)

Washington, DC

Career EDGE technology solutions support the re-imagination of the District’s Youth Programs including online enrollment, orientation, and access to career development resources – including an employer portal. The mobile friendly platform allows youth to engage anytime and anywhere, and positions staff members to engage in high value service delivery (i.e., reducing administrative, scheduling, and reporting burdens).

Kentucky

The Career EDGE platform serves as a foundational component of the One Stop Career Center delivery system (within South Central Kentucky and more recently statewide). The integration of Career EDGE increased access points for customers and enhanced digital content for all priority populations. The project serves youth and adult participants.

Kalamazoo, MI

Youth Opportunities Unlimited modernized its summer internship and youth employment programming by developing online application processes and other supports such as a digital timesheet system with fully automated and digital time sheets, reporting, and document/data storage.

In general, the company measures value creation in several ways. Examples include: a) Visibility and credibility: the Youth Opportunities Unlimited program (MyCity Kalamazoo, MI) was awarded the 2019 Program of the Year by the National Association of Workforce Development Professionals; b) customer experience and satisfaction: the Washington DC program participants rated the customer experience and satisfaction of 4.5 stars (of five) with thousands of comments about ease of access; c) Operational effectiveness: thousands of staff hours re-purposed to higher value activities as a result of streamlining enrollment, eligibility verification, orientation, and career development processes; d) Outcomes and impact: tens of thousands of youth completing online competencies relevant to career development, student success, and life skills and employers access resources to reduce talent acquisition costs (e.g., interns, work experience, jobs), increase supervision and mentoring of youth participants, and increase talent retention, access to upskilling resources, and gainful employment.



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The table contains three references for the success stories.

Reference 1 Reference 2 Reference 3

Robert Boone, EdD, MBA Executive Director South Central KY Workforce Board 803 Chestnut Street Bowling Green, KY 42101 Tel: 270-935-0518; E-mail: [email protected]

Thennie Freeman Director of Youth Programs 4058 Minnesota Ave, NE 2nd Floor Washington, DC 20019 Tel: 202-899-3691; E-mail: [email protected]

Paige Farrell Project Manager Youth Opportunities Unlimited 422 E South St A Kalamazoo, MI 49007 Tel: 269-775-1660; E-mail: [email protected]

Statewide implementation for up to 100,000 users with Career EDGE technology solutions that serves youth, adults, and employers

Re-design and implementation support for Mayor’s Summer Youth Employment and year around Programs (includes employers)

Re-design and implementation support for Youth Employment Programs (includes employers)

The figures below represent data from the Washington, DC project. Customer experience

rating, and shows that overall experience was rated at 4.5 stars out of 5 plus a word cloud from content analysis of 12,000 open-ended comments.

The technology enhancements in the Washington, DC project produced positive results: a) 90.5% of youth created online accounts after receiving an e-mail; b) Program administrators designed custom content that helped youth better prepare for their work experiences; c) Nearly 1 out of 5 MBSYEP participants completed supplemental activities – including toolkits. This occurred with no additional marketing; d) MBSYEP participants gave a 4.5 overall rating (out of 5) for their experience. Participants confirmed the value of remote accessibility; e) MBSYEP staff members saved significant hours and resources by foregoing in-person orientation sessions; and f) Online orientation provided flexibility to meet fluctuations in demand, processing high volumes of participants simultaneously (44,468 orientation modules completed during one week in May).

DC MSYEP Participant Customer Experience Scores

Rating (out of 5) Area

4.5 Orientation Experience

4.4 Videos

4.3 Exercises

4.6 Ease of Use

4.5 Overall Experience

Content Analysis Word Cloud from DC MYSEP participant open-ended responses



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Attachment VI – Budget


July 10, 2020

Anna Munro4902 Eisenhower Blvd., Suite 250 Tampa, FL 33634

CareerSource Tampa BayVirtual Services

RFP #: 20-0475

ORIGINAL

www.publicconsultinggroup.com | (617) 426-2026 | 148 State Street, 10th Floor | Boston, Massachusetts 02109

Solutions that Matter


A. Cover Statement

www.publicconsultinggroup.com


July 10, 2020 CareerSource Tampa Bay Virtual Services RFP #20-0475

Public Consulting Group, Inc. 1

A. COVER STATEMENT Public Consulting Group, Inc. (PCG) respectfully submits our response to CareerSource Tampa Bay’s Request for Proposal (RFP) for Virtual Services, No. 20-0475. We look forward to your consideration of our experience to provide the requested technology applications, and support from PCG’s subject matter experts. PCG’s contact information for this proposal is outlined below: Respondent’s Name: Public Consulting Group Email Address: [email protected] Mailing and Location Address: 148 State St., 10th Floor.

Boston, MA. 02109-2589 Telephone Number: 617-426-2026 Facsimile Number: 617-426-4632 Contact Person: Deborah Joffe Contact Peron’s Telephone Number: 619-270-4060 Contact Person’s Email Address: [email protected]


B. Table of Contents





B. TABLE OF CONTENTS

A. COVER STATEMENT .......................................................................................... 1

B. TABLE OF CONTENTS ....................................................................................... 2

C. EXECUTIVE SUMMARY ...................................................................................... 1

D. LICENSE INFORMATION .................................................................................... 6

E. PERSONNEL ....................................................................................................... 8

F. COMPLETED FORMS ........................................................................................ 12 Attachment I – Organization Information ................................................................ 13

Attachment II – Scope of Services – Description of Services ................................. 15

Attachment III – Demonstration of Services............................................................ 33

Attachment IV – Qualifications and Requirements ................................................ 38

Attachment V – References .................................................................................... 40

Attachment VI – Budget Information ....................................................................... 46

APPENDIX A. RESUMES ....................................................................................... 50

APPENDIX B VERA COURSE LIBRARY ............................................................... 64


C. Executive Summary





C. EXECUTIVE SUMMARY At Public Consulting Group (PCG), we are passionate about delivering services that help people and communities to reach their full potential because we know that in the public sector, good results mean healthy, empowered, and successful individuals, families, and communities. This mission is paired with our vision: that all people have economic stability and opportunity. We strive to deliver meaningful services that help program participants reach their full potential through employment, skills training, and education. We accomplish our mission and vision by bringing evidentiary-based best business practices, delivering a multidisciplinary and holistic approach to solving problems, building lasting partnerships, and providing sustainable solutions.

PCG is a leading public sector solutions implementation and operations improvement firm that partners with health, education, and human services agencies to improve lives. Our almost exclusive dedication to the public sector over the last 34 years has helped us develop a deep understanding of the legal and regulatory requirements and fiscal constraints that often dictate a public agency’s ability to meet the needs of the populations it serves. We are honored to have helped thousands of public sector organizations maximize resources, make better management decisions using performance measurement techniques, improve business processes, achieve and maintain federal and state compliance, and, most importantly, improve client outcomes.

These are just a few of the services we provide:

• Strategic planning and implementation • Professional development and training services • Financial management • Policy development • Operations improvement • Rate setting • Revenue maximization • Systems development

Founded in 1986 and headquartered in Boston, Massachusetts, PCG has more than 2,500 professionals in more than 60 offices worldwide—all committed to delivering solutions that change lives for the better. The firm has experience in all 50 states, plus a growing international practice. PCG has three offices in Florida, in Gainesville, Plantation, and Tallahassee.

PCG is organized into five Practice Areas: Health Services, Human Services, Technology Consulting, Education, and Public Partnerships. Each Practice Area is managed by a Practice Area Director and organized into unique Centers of Excellent (COE). This engagement will be conducted by staff working in PCG’s Human Services Practice Area, in the Employment & Income Maintenance Services COE. This COE focuses




on public assistance and workforce development programs. See Figure 1 for a chart depicting PCG’s organizational structure.

PCG is a national leader in workforce development consulting. We use industry best practices to target workforce challenges and collaborate with regional and state workforce leadership to resolve them. The team assigned to this project has decades of experience in the national workforce system, and we understand the training needs of workforce agencies. Our team is well versed in soft skill and career readiness training. We are experts in strategic consulting, operations and virtualization of workforce systems with our Virtual Employment Readiness Assistant (VERA), which provides unique insight to expanding equitable and 24/7 access to jobseekers; we know how to run a workforce

FIGURE 1: PCG'S ORGANIZATIONAL STRUCTURE




system, and we know how to make a workforce system more effective for stakeholders using data and business process analysis.

Our experience consulting with, and working in, American Job Centers (AJC) qualifies us to work within the confines of a system bringing our expertise to successfully fulfill our contractual abilities.

• PCG successfully deployed its virtual services platform with the Bucks County, North Central Pennsylvania, and Philadelphia Works workforce boards prior to the declared COVID-19 pandemic allowing these boards the opportunity to migrate services though a portal accessible 24/7, while continuing to offer access to workshops. In Section F, Attachment V, PCG provides project qualifications that closely align to the work requested by CareerSource Tampa Bay based on the currently issued RFP.

• PCG holds a contract with the non-profit Florida Concrete Masonry Education Council, Inc. ($2.3 million in funding annually) to assist in the assessment of pre- and Registered Apprenticeship training efficacy, assisting in the scoping and digitization of construction technology curriculum in construction trades in Florida.

PCG holds a contract with Clark University in Worcester, MA, to act as workforce intermediary for a $12 million U.S. Department of Labor, Scaling Apprenticeships in Sector Based Strategies grant. This grant is designed to assess current apprenticeships in seven states, and provide a strategic plan, including recommendation of specific available career and technical education, for the expansion of apprenticeships in IT occupations. VERA is used to provide support to the LWDB partners for virtual career services including data collection and entrepreneurship training. PCG’s Human Services team has broad experience with training, curriculum development and eLearning, with particular focus on Human Centered Design (HCD). Specifically, PCG has developed the PCG Human Services Coaching Framework™ focused on providing individualized and person-centered services to jobseekers, and we have consultants trained in person-centered planning programming. PCG has held numerous contracts to provide direct support to job seekers, and that include the development of curriculum, innovative approaches and strategies to providing resources, tools and opportunities for workforce systems across the nation.

PCG works with several strategic partners to provide a robust line of products that enhance our technology line up of services. Two most relevant for Tampa Bay Virtual Services are, JobWorks, Inc. and Economic Modeling Solutions, Inc. (EMSI). Jobworks has built out the Virtual Job Fair platform that allows for a collaborative workspace with existing technologies, while maintaining the same feel, and ease of navigability. Emsi is a national leader in providing labor market information and has developed and deployed its Career Coach module. The module provides abbreviated and extensive career assessments that allow jobseekers to view potential career paths, associated wages, and




local job openings. Both partners have presented at national workforce conferences and are well respected in the field.

Company Requirements for Criminal Background Checks

PCG recognizes the importance of maintaining a safe, secure workplace with employees who are qualified, reliable, and nonviolent and who do not present a risk of serious harm to their coworkers or others. Please see PCG’s background process detailed below.

When a Background Check will be Conducted

Background checks will be conducted on all applicants prior to hire and on select candidates prior to internal transfers. Offers of employment or transfers to such applicants/candidates are contingent on the successful completion of a background investigation. In conducting background checks, Corporate Human Resources (PCG HR) may use third-party agencies to verify the accuracy of the information provided by the applicant during the selection process.

Standard Background Checks Conducted

Check of Criminal Records (Federal Record, County Felony and Misdemeanor Record, and National Criminal Search).

PCG HR will request that all candidates provide written authorization for the background check. PCG HR will conduct the check (using an external vendor) and review the results for a determination of the applicant’s/candidate’s suitability for the position. The applicant/candidate will be given an opportunity to review the criminal background check results; upon submitting one’s consent, the applicant/candidate may request a copy of the background check results from the vendor. Applicants/candidates will be informed by PCG HR as soon as their background check process is complete, and the resulting determination is final. PCG conducts the following checks:

• Federal Criminal Record • County Criminal Felony and Misdemeanor Record • National Criminal Search

Social Security Validation (or equivalent identification)

PCG HR will conduct a validation of all applicant’s social security number (SSN) to help establish the applicant’s identity. The verification is performed to ensure the SSN provided matches that on the Social Security Administration records.

Check of Employment History

PCG HR will request that all applicants provide information on prior employment and provide professional references from past employers. Applicants will be asked to provide their prior employer’s name, their managers/supervisors are those places of employment,




the telephone number of those managers/supervisors, the email addresses of those managers/supervisors and other relevant information. PCG HR will verify the applicant’s employment history and may verify any other employment-related information provided by an applicant that it determines is relevant to the position for which the individual is applying.


D. License Information





D. LICENSE INFORMATION PCG is currently in good standing and licensed to conduct business in Florida. Below is a screenshot from Sunbiz.org that includes our business license number. A copy of our Certificate of Good Standing is on the next page.

FIGURE 2: PCG SUNBIZ BUSINESS LICENSE


State of FloridaDepartment of State

I certify from the records of this office that PUBLIC CONSULTING GROUP,INC. is a Massachusetts corporation authorized to transact business in the Stateof Florida, qualified on June 11, 1993.

The document number of this corporation is F93000002783.

I further certify that said corporation has paid all fees due this office throughDecember 31, 2019, that its most recent annual report/uniform business reportwas filed on March 23, 2019, and that its status is active.

I further certify that said corporation has not filed a Certificate of Withdrawal.

Given under my hand and theGreat Seal of the State of Floridaat Tallahassee, the Capital, thisthe Twenty-fifth day of July, 2019

Tracking Number: 7456153803CU

To authenticate this certificate,visit the following site,enter this number, and thenfollow the instructions displayed.

https://services.sunbiz.org/Filings/CertificateOfStatus/CertificateAuthentication


E. Personnel





E. PERSONNEL PCG has an experienced and dynamic team for this engagement. Deborah Joffe will serve as the Engagement Manager and Michelle Zieziula will serve as the Project Manager. Three additional team members round out the team. Personnel biographies are below, and full resumes are included in Appendix A.

Deborah Joffe, Associate Manager, will serve as the Engagement Manager for this project. Ms. Joffe has 14 years of experience in human services and the workforce sector. She has expertise Temporary Assistance for Needy Families (TANF) employment services, professional development for public agencies, employment case

management, and coaching and training. At PCG, she has managed multiple training projects, including ones with the County of San Mateo, California and West Virginia. In these projects, she has developed and deployed training for new workers and “train-the-trainer” curriculums. Her training has emphasized adult learning theory and the transference of learning and measurement of trainee performance. Ms. Joffe has experience developing training for an online environment, as seen with her work to convert PCG’s Coaching for Success training into a virtual environment. Additionally, she manages PCG’s CalWORKs employment services operation in San Diego County, CA, where PCG provides employment and business services for more than 4500 families receiving public assistance. Ms. Joffe has a Bachelor of Arts from Brandeis University and a Master of Science, Public Affairs from the University of Massachusetts, Boston. She is a Prosci® Certified Organizational Change agent.

As Engagement Manager, Ms. Joffe will be responsible for confirming that all contractual obligations are met, overseeing all project teamwork, and reviewing final deliverables.

FIGURE 3: ENGAGEMENT TEAM




Michelle Zieziula, Senior Consultant, will serve as the Project Manager for this engagement. Ms. Zieziula has over 30 years of experience serving private, education, and public sectors through manufacturing, university, economic and workforce development forums. She has expertise in facilitating large group conversations, developing cross-functional and shared leadership teams, convening and working with sector-based initiatives, creating technology-based solutions for workforce systems, and designing data focused operational strategies. Her most recent accomplishment is the design, development and implementation of the Virtual Employment Readiness Assistant (VERA) for PCG, a platform for providing virtual access to program resources.

Ms. Zieziula has served on a variety of projects that include grant account reconciliation and the development of a consolidated resource for financial grant management requirements for the Commonwealth of Massachusetts Executive Office of Labor and Workforce Development. She has served as the project manager for the Workforce Development Board of Contra Costa County to assist their efforts to create the local workforce plan under WIOA. In the Commonwealth of Pennsylvania, she served as the Project Manager and Lead for Philadelphia Works, Inc. projects that focused on supporting the Philadelphia Workforce Investment Board’s transition to a WIOA compliant, fully integrated one-stop system. Ms. Zieziula has her Bachelor of Arts and Masters in Urban Planning, both from the State University of New York at Buffalo. She also has professional certifications in Supervisory Skills Training, Sectoral Initiatives, Effective Facilitation and Neuro Linguistic Programming (NLP for Business).

In her role as Project Manager, Ms. Zieziula will be responsible for managing the day to day activities and confirm deliverables meet CSTB expectations, working with the project team in software development and curriculum design, running status meetings with CSTB, and serving as the primary point of contact.

Sean McCoy, PhD, Senior Business Development Associate, will serve as one of the instructional designers, curriculum developers, and trainers. He has over five years of experience in the workforce sector, with specific expertise in innovation and best practices in workforce boards, facilitation, business development, and entrepreneurship and gig economy trainings. For the last four years, Dr. McCoy has worked as a Business Services Manager in the CareerSource North Central Florida

workforce team project. He was responsible for employer engagement, recruitment and retention across a two-county region. Sean has expanded the recruitment of small businesses into the local workforce system, and increased participation rates of employers in re-entry initiatives. In his current role as Senior Business Development




Associate, he manages contract deliverables in the Business Services contract, teaches the Portfolios of Income and Small Business Development workshops, and leads the entrepreneurial training program for CareerSource North Central Florida. Dr. McCoy has a Bachelor of Science in Exercise and Sport Science form Ursinus College, a Master in Science in Human Performance from Frostburg State University, and his PhD in Exercise Physiology from the University of Florida.

For this project, he will be responsible for developing curriculum, conducting trainings, and preparing deliverables.

Kierri Cox, Project Manager, will serve as one of the instructional designers, curriculum developers, and trainers. She has over five years of experience, with particular expertise in project management, framework development and implementations, measuring program impact and funding, market and system analysis, and competitive and organizational analysis. Ms. Cox serves as the project manager for the development and implementation of an eLearning virtual services platform for Clark

University’s Tech Quest Apprenticeship Program. She has also served as a project manager on projects to develop Services Navigators, a directory of WIOA partners and other public organizations. She has helped implement PCG’s VERA system for Workforce Solutions for North Central Pennsylvania and Bucks County Workforce Development Board. Ms. Cox has also helped create online training modules for e-Learning courses for the Administration for Children and Families, the Illinois Bureau of Disability Determination Services, and the Washington Department of Children, Youth, and Families. Ms. Cox has her Bachelor of Arts in Intelligence Studies from Mercyhurst College.

For this project, Ms. Cox will be responsible for developing curriculum, conducting trainings, and preparing deliverables.

Makaya McKnight, Business Systems Manager, will serve as an instructional designer, curriculum developer and trainer for this engagement. She has more than 10 years of experience in the workforce sector, with expertise in financial literacy and entrepreneurship training, workforce development, and financial monitoring and fiscal compliance. Ms. McKnight is a project member to develop and implement an eLearning virtual services platform for Clark University’s Tech Quest Apprenticeship Program. She also serves as the Chief Financial Officer for the Florida Concrete and Masonry Education Council, where she develops,

maintains, and manages all financial operations for the council. With the Rhode Island




Department of Labor and Training, she supported the financial system redesign of the Business Affairs unit. Ms. McKnight developed the curriculum for the Startup Quest Bootcamp and Opportunity Quest – Own Your Future entrepreneurial training programs for CareerSource North Central Florida. Ms. McKnight has a Bachelor of Arts and Master of Science in Business Management from the University of Florida. She is currently a Doctoral Candidate in Higher Education Administration at the University of Florida.

For this project, Ms. McKnight will be responsible for developing curriculum, conducting trainings, and preparing deliverables.


F. Completed Forms

Attachment I – Organization Information

Attachment II – Scope of Services – Description of Services

Attachment III – Demonstration of Services

Attachment IV – Qualifications and Requirements


Attachment VI – Budget Information





F. COMPLETED FORMS

On the following pages, please find information required on Attachments I through VI.

• Attachment I – Organization Information • Attachment II – Scope of Services – Description of Services • Attachment III – Demonstration of Services • Attachment IV – Qualifications and Requirements • Attachment V – References • Attachment VI – Budget Information


Attachment I – Organization Information




Attachment I – Organization Information Please see PCG’s completed Attachment I on the next page.



Attachment II – Scope of Services – Description of Services




Attachment II – Scope of Services – Description of Services As leaders in public sector consulting, PCG is enthusiastic about the opportunity to support CareerSource Tampa Bay (CSTB) in crafting and implementing PCG’s Virtual Employment Readiness Assistant (VERA) to meet Tampa’s need for Virtual Services. VERA increases communication with staff and allows career centers to expand customer reach by making job readiness courses and tools available anywhere 24/7. The incidence and persistence of COVID-19 has shifted the pendulum of access to services. This effort will support the creation of a stronger community presence across Tampa Bay, Florida, with virtual access to services and training. It engages customers in fun and interactive ways to pique interest, grow participation, and provide rewards for completing activities that advance their skills and knowledge. VERA provides for 24/7 accessibility at convenient times that accommodate work and personal schedules.

PCG understands that given our current socioeconomic crisis, it is imperative for local workforce areas to create innovative ways to communicate and deliver services to their customers. To address this need, PCG is offering VERA as a safe and virtual solution. Each VERA module has been designed around best practices and incorporates worthwhile, interactive, and fluid design that can be adapted to create custom-built packages.

The hub-and-spoke design allows you to purchase the services you need as you need them, developing a robust platform over time. Many modules offer multiple service delivery options, so VERA meets your systems’ needs while also allowing for scalability to ensure the platform is prepared to adapt to future needs. The image above is a visual representation of the full hub-and-spoke system. Each spoke is a module that can be added to your VERA hub at any time. For CSTB, PCG is proposing the hub/Landing Page, NETWORK, EXPLORE, LEARN, BUSINESS and WORK modules in response to the request for proposals. Our general VERA implementation timeline typically takes approximately nine to 12 months with full customization. An Emergency PCG VERA is also available with no customization and a one- to two-month launch timeline.

FIGURE 4: VERA MODULES




To meet and exceed CSTB’s needs, PCG’s approach will break the project down into multiple phases allowing for different aspects of the scope to be structured independently, while work happens concurrently. PCG will complete a Virtual Services offering in accordance with the three phases highlighted below.

Each phase, and the deliverables PCG proposes to submit, are described in detail below.

Phase 0: Project Kickoff and Ongoing Project Management

Before the project work begins, the PCG team will convene a kickoff meeting during which we will present CSTB with a preliminary work plan and project timeline for the engagement that will include a request for access to data, any previous research on your local area’s population you feel is important, example workshop reports, and key staff. A goal of the meeting will be to identify the crucial staff from CSTB and other stakeholders and to lay the groundwork for a successful engagement.

Additionally, PCG will collaborate with these individuals to agree upon important data elements, research, and reports, specific to the current population, existing or proposed workshops, scope of virtual proctoring, and review workflows or processes that may need to be integrated with VERA. Early project management activities will culminate in the completion of a project plan, including a work plan, timeline, communication plan, and risk management plan.

As the project proceeds, we will hold bi-weekly update meetings with stakeholders to keep you informed of our progress. We will also schedule separate meetings to gather stakeholder feedback as we continue to customize your VERA.

FIGURE 5: PROJECT PHASES




Phase 1: Training

The VERA tool meets all required elements of the Training scope requested by CSTB. We present the information in the order in which a jobseeker might experience the tool, but we cross reference the features of VERA with the items A through L included in the Scope of Services related to Training.

Landing Page and Orientation

As a part of providing a full, robust job readiness experience in a one stop virtual environment, PCG will provide a customized, branded VERA Landing Page for CSTB where customers can access Tampa Bay American Job Center services remotely. This will include:

• About Us, • Frequently Asked Questions, • Orientation video depicting the availability of your program services, • Links to partnering agencies, • Useful resources available to customers within your geographic region, and • Resource links designed to inform and attract customers to the many workforce

services available to them.

This page will include an opportunity for CSTB to build on-line communities and increase engagement with their customers. PCG will create an orientation video that can be on your landing page accessible to all site traffic or an interactive, trackable orientation that can be accessible to users through the LEARN module (described later) and the capability to integrate web conferencing for virtual connections/online services for group presentations.

This meets Requirement 1C and 1I of the Scope of Services.

Community Space

The NETWORK module facilitates interaction and better supports the needs of customers by providing a space where customers can ask questions, interact with peers, engage in critical discourse, and reflect. NETWORK community spaces include anti-spam tools, advanced security, and a customizable registration process. We build forum space to be respectful, constructive, and easy for you to moderate by including language filters, multi-tiered administrative permissions for moderators, and by requiring moderator approval of the first three posts a new user enters.

This meets Requirement 1E of the Scope of Services.




Career Exploration and Job Search

The EXPLORE module is a career exploration resource that includes a suite of assessment tools designed for career counseling, career planning, and exploration (through O*Net). It provides access to an Indeed.com Job Search widget and customizable links to support job seekers, as well as a direct link to EmployFlorida as the state system of record for job search. The EXPLORE module also includes a video library composed of valuable resources for job seekers from sources such as TED Talks, Crash Course, as well as other content identified or provided by the customer. EXPLORE gives you the ability to tailor your VERA to youth, adults, and veterans by linking powerful resources in one easy to find place.

In addition, PCG is working with Economic Modeling Systems, Inc. (Emsi), to integrate its Career Coach tool. Emsi’s Career Coach provides a guided career exploration tool that allows users to view a dashboard that displays the current labor market wages, current available job openings, and the typical job tasks. Integration with VERA will allow for jobseekers to take a personality assessment that identifies their strengths, potential career pathways, create profiles, create a resume, and browse live job openings. Integration will allow access to Emsi’s Career Coach Assessment, which allows for greater alignment of skills required by targeted occupations and create efficiency for case managers and self-service clients accessing Career Coach virtually. CSTB can screen and align youth and jobseekers into formula-funded and special programs, paid and unpaid summer and year-round programming and internships, pre-apprenticeships and work experience as identified through their career assessments.

This meets Requirement 1B, 1G, 1H and 1K of the Scope of Services.

Training Modules and Course Requirements

The LEARN module is a quintessential part of every VERA instance. LEARN provides customers with remote workshop opportunities designed to meet the specialized needs of jobseekers. Courses are developed by subject matter experts to teach and promote best practices in job readiness activities.

PCG has developed a library of 25 essential skills courses and workshops (of which 11 are ready for immediate deployment) that are designed to support the general job seeker as well as individuals who may find themselves eligible for WIOA Youth, Adult or Veteran programs. Each online course offers a course description, evaluations, and customer surveys. These courses are designed with pre- and post-assessments that aid in the measurement of content absorption. The content is designed to increase engagement and interactivity, and differentiated instruction ensures course content reaches all learners. All course content is Section 508 compliant to support the needs of individuals with disabilities. See Appendix B for a complete course catalogue.




PCG will begin by uploading our 11 initial workshops from the virtual library for your VERA. These workshops include interaction and gaming principles that are applied to encourage deeper engagement. PCG proposes to provide 4 new courses and will work with CSTB to define the purpose, target learners, and learning outcomes for each new course. These 4 new courses plus 11 courses from the existing library will fulfill the requirements of the 15 courses CSTB is requesting.

Sample screenshots for several components follow.

Figure 6 is a screenshot of our conflict resolution module. This module navigates users through strategies and scenarios to address conflict, manage, resolve and avoid conflict through a knowledge acquisition focused curriculum.

FIGURE 6: CONFLICT RESOLUTION ELEARNING COURSE




In Figure 7, we show an example of a gamified knowledge check that users will see during the conflict resolution module. This knowledge check helps to reinforce content acquisition.

Following the completion of the conflict resolution module, users participate in a knowledge check to document content absorption and provide a score that is transferred to the VERA reporting module. This is shown in Figure 8 below:

FIGURE 7: TEST GAMES

FIGURE 7: POST-ASSESSMENT

FIGURE 8: POST ASSESSMENT




VERA allows for an array of customized reporting features to document user engagement, progress and completion of assigned courses.

Once the curriculum for the new courses has been defined and agreed to, lesson plans and draft curriculum will be developed by PCG’s subject matter experts around industry best practices. PCG will create storyboards and visuals for each course, after which PCG will have audio created by professional voice actors. PCG’s instructional designers will create other content, such as animation and downloadable resources that go with the course. The courses will be designed using Adobe Captivate, Articulate Storyline, and other animation and multimedia software.

VERA uses recognitions and virtual “Rewards” content (badges, certificates, etc.) along with interactive gaming principles to encourage learner engagement. This content will be published first to a staging area for testing. PCG will perform iterative beta tests, both internally and with selected users from your organization. The purpose of the beta test is to test the courses to identify and correct any potential issues, keeping user experience and learner needs in mind.

FIGURE 9: VERA LMS REPORTING FEATURES




Courses are currently available in English; multi-lingual support is available for a small surcharge to have audio recorded in different languages.

This meets Requirement 1A,1D and 1H of the Scope of Services.

Learning Management System (LMS), Customized Reporting and Dashboards

The LEARN module provides access to the course curriculum library, the Learning Management System (LMS) and reporting interface through a secure single sign on (SSO). The LMS component provides insight into client interactions, including the amount of time spent in coursework for reporting and compliance purposes. Data collection is programmed to generate customized reports. Data to be collected at a minimum will include:

• Attendee name • Participant ID • Course completion • Time spent in course • Assessment outcomes and answers

The customizable reports allow CSTB to track the measurable skills gained by participants. PCG will create up to five customizable report templates for CSTB. Users of the LMS can also be placed into groups and subgroups that allow for easy assignment of these users to a specific user type (Jobseeker, Staff, Employer) and course with accompanying reports that pull data only for the chosen group or subgroup. Successful course completions are rewarded with a customized completion certificate that can be printed and shared with case managers or employers for documentation purposes. Finally, we will create a community space to encourage learners to interact, ask questions, and become peer experts.

A valuable feature of VERA is the ability to integrate CSTB owned or developed content into the LMS including video, SCORM 1.2, and AICC formats. The LMS can accommodate courses from PCG’s course Library as well as any customized courses created by CSTB in the above formats. In addition, PDFs and PowerPoint presentations can be uploaded to the LMS as resources for learners to download.

The LMS also integrates with virtual meeting software such as Adobe Connect, Go-to-meeting and Webex for virtual classrooms. PCG will use an application program interface (API), which is a set of routines, protocols, and tools for building software applications. An API specifies how software components should interact and will provide an opportunity to integrate Zoom functionality directly with the VERA platform for virtual meetings and group presentations.




All activities performed on the LMS will be captured to provide relevant data for accountability purposes. Once completed, PCG will provide remote training and a User’s Manual to teach staff how to use all the tools at their disposal.

This meets Requirement 1F, 1I and 1L of the Scope of Services.

Internship, Paid Work Experience

Through the WORK Module, VERA creates standard and customizable forms, workflows and permissions for managing documents. This will allow your employer partners to upload job descriptions and capture key information through online applications that can be standard or customized for employers. Your training plans can be created using our customizable forms and turned into standard fillable documents that can track current and future skill levels, goals and progress. Pre- and post-assessments can be loaded to record and manage skill levels.

The platform will allow for real time tracking of time and attendance, document tracking and sharing, and allowing organizations to deliver the highest levels of customer service and support compliance with state and federal regulations. The dashboard and integrated communication system provide for immediate feedback and assists users in project management. The WORK module will be built to specifications during the first term of this project and as such, will not be available for immediate use upon award date. The time and attendance piece that will track time sheets for participation in internships and work experience will be available in the initial term, but that feature is currently in development.

The WORK module is a valuable tool for managing and engaging employers, jobseekers and staff throughout the entire process of internship, work experience, pre-apprenticeship/apprenticeship. The result is a user friendly, compliant solution for documentation and tracking of participants that generates reports from real-time data. Reports through the WORK and LEARN modules can be customized to match required data entry elements in Employflorida.com, and CSTB’s payroll system. If the payroll system does not allow for integration, PCG will customize reports that can be downloaded as a csv file that can then be uploaded to your subsequent programs.

This meets Requirement 1J of the Scope of Services.




Phase 2: Case Management

The VERA tool meets all required elements of the Case Management scope requested by CSTB. We present the information in the order in which a jobseeker might experience the tool, but we cross reference the features of VERA with the items A through G included in the Scope of Services related to Case Management.

Custom Portals, Special Programs and Populations

With VERA, CSTB can expand reach and increase staff capacity, while providing tailored services to customers of all backgrounds and skill levels. At the same time, you preserve valuable resources while decreasing job seeker barriers to employment. A customizable feature of VERA is the establishment of Modules designed specifically for targeted groups (i.e. employers or special programs). Users will be directed to the appropriate portal by CSTB staff. The user management and permissions setting in VERA allow CSTB’s staff to stratify user groups based on a priority criteria.

One of the competitive advantages of VERA is the ability to push selected groups to a tailored landing page that is customized with useful tools and resources for that specific audience or program. CSTB access to specific modules will only be given to those who have registered and logged in (this access is customizable to CSTB’s preference). Eligible program participants and employers will have specific permissions to post resumes, review internship/pre-apprenticeship/apprenticeship opportunities, review and upload training plans, etc. Employers will have access to the module through an employer portal that has been customized to fit the needs of employers. All module users can be sorted, assigned, and tracked for subsequent reporting requirements. Specifically, special programs and grant funding can be accessed and tracked within our WORK module.

CSTB will be able to create customizable forms and workflows allowing for any program type to be created and tracked through our WORK module reports. PCG can also create “standard” forms and workflows based on often utilized programs that will allow for quicker replication, program initiation and staff efficiency

This meets Requirement 2A and 2B of the Scope of Services.

Document Management and Participant Data Tracking

The WORK module is a white label document management system that has customizable workflows and permissions. This document management system integrates workflows for individuals managing participants and documentation for State or Federal programs.

CSTB can determine a workflow for program participants to upload resumes and create profiles to include contact information. As an employer, they can create job descriptions and applications that are uploaded to the system for program participants to fill out and view, and employers to review program participants resumes and profiles.




The platform allows for real time performance tracking, document tracking and sharing, allowing organizations to deliver the highest levels of customer service and support compliance with State and Federal Regulations. The dashboard and integrated communication system provide for immediate feedback and assists users in project management. The end result is a user friendly, compliant solution for documentation and tracking of participants that generates reports from real-time data.

This meets Requirement 2C and 2D of the Scope of Services.

Employer/Business Services

The BUSINESS module provides your organization with a customized Business Services platform for employers. This module is a compilation of tools designed to support your team, from introducing and engaging new businesses to conducting virtual job fairs and providing information and best practices for businesses in need of preliminary human resource screening and other services.

The BUSINESS module capabilities include:

• Baseline support and tutorials – You can provide area employers with an easy-to-access online space designed to promote and connect businesses with your services. You can use this same space to support employers by providing guidance on Human Resources best practices.

• Training space – This provides support to workforce development systems through tutorials and information for small business owners and employees in the form of courses and document libraries.

• Virtual Job Fairs, meeting and training platform capabilities - VERA can provide a platform to facilitate one-on-one and group meetings, interviews and job fairs. The same feature can be used to arrange and schedule virtual trainings, lectures, and other learning opportunities. Employers can review resumes and meet and interview with prospective job seekers.

• Community space – Use VERA to develop an online community for small businesses and entrepreneurs to discuss and receive guidance on relevant topics.

• Simplified employer intake process - VERA’s simplified employer intake process stores data for Business Service teams to use including job orders. Drive business clients to your one-stop by providing an interactive, easy-to-use job board to conduct their talent search. The platform can be used to provide employers with information and data your Business Services staff normally provide face to face, but can now be made available, online. Finally, VERA’s screening capabilities allow employers to quickly and easily be connected to services and providers by




answering a short survey that will help to identify their needs and provide actionable next steps.

This meets Requirement 2A of the Scope of Services.

Customizable Reporting Tools

VERA offers several customizable reporting tools and dashboards in several ways:

• The LEARN module (LMS) comes with customizable reporting to track your learners’ progress through courses along with their absorption of the material. The LEARN reports include but are not limited to data on the user including name, ID, course completion, time spent in the course and pre and post assessment outcomes and answers.

• VERA has reporting features for the WORK module that track the usage of your customizable workflows.

• The BUSINESS module includes detailed reports for participant tracking and recruitment through JobWorks Virtual Job Fair.

Additionally, the VERA tool includes access to Google Analytics so that you can track your overall site usage.

This meets Requirement 2E and 2F of the Scope of Services.

Virtual Job Fairs

Part of the BUSINESS module VERA brings you the ability to hold Virtual Job Fairs in partnership with JobWorks Virtual Job Fair Module. As a solution to today’s virtual economy JobWorks Virtual Job Fair module provides you with an economical web-based solution that connects employers with job seekers. The Virtual Job Fair is a straightforward and customizable web-based platform that easily connects job seekers with employers. Attendees will intuitively navigate through the Virtual Job Fair, as its look and feel mimics that of an in-person event. Employers are offered multiple options to engage with attendees, including private one-on-one live video conversations, text chat, interactive webinars, and more. The platform is entirely web-based and requires no plug-ins, downloads, or separate apps – including the live video feature, which offers a zoom-like experience. The platform is also mobile compliant and accessible from smart phones and tablets.

Participants may register for the Virtual Job Fair in advance, which allows clients to monitor and cap their attendee list. Multiple employer representatives can manage each organization's booth, increasing the number of candidate's employers may engage, and




their booth branding is customized to their organization. Data and reports are available following each Virtual Job Fair and include visitor volume, visits per booth, interactions by video and text chat, and participant-level registration data. Employers also have access to this information during and after the event via the Employer Portal.

VERA’s customizable virtual job fair homepage (Figure 10) allows you to create a unique landing page that displays your region, industry sectors, and targeted hiring events. This helps you make an amazing first and lasting impression on your job seekers. The Virtual Job Fair includes nine Virtual Job Fairs with up to ten employers per Job Fair. Each employer is customized with company logo, uploaded videos, webinar capacity, link to company website, company jobs/career page. In addition, it will include training for employers on how to manage the employer side of the booth and how to interact with job seekers through the text and video functions.

FIGURE 10: VIRTUAL JOB FAIR – HOMEPAGE




The customizable virtual booths (Figure 11) allow employers to display their branding, mission, vision, and most importantly — available positions. The interactivity of the virtual booth allows for jobseekers to interact with an employer’s current openings, schedule a 1-on-1 video or text chat. Employers can also provide applicants with a virtual tour of the facility or watch a short video on the corporate culture and benefits.

This meets Requirement 2G of the Scope of Services.

FIGURE 11: VIRTUAL JOB FAIR – EMPLOYER PAGE




Phase 3: Provider Services

The VERA tool meets all required elements of the Provider Services scope requested by CSTB. We present the information in the order in which a jobseeker might experience the tool, but we cross reference the features of VERA with the items A through G included in the Scope of Services related to Provider Services.

Staff Training

To ensure quality implementation of CSTB’s VERA Platform and Modules PCG will conduct virtual training for Contractor and WDB staff to provide the necessary support for instructing learners on how to access the LMS including courses, course materials, and Forums. CSTB staff will also be trained on how to access and utilize the LMS reporting features, the forums, and the calendar. Training for utilizing the WORK module will also be provided to CSTB staff.

PCG staff will provide a digital copy of a VERA Technical Manual to CSTB staff that includes train the trainer guidance for future CSTB staff cohorts onboarded after the initial trainings and to serve as a reference guide. These training sessions (2-3) are typically done virtually through a screen share, can accommodate up to 60 people and are approximately one hour long each. PCG will provide the training in person with smaller cohorts, if in person gatherings are advisable per public health guidance, if that is the desire of CSTB. Ongoing support is available through a video tour of VERA, VERA Manuals and can be made available on a pre-determined schedule of one live online training per quarter (if needed).

This meets Requirement 3A of the Scope of Services.

Marketing and Desk Guides

Upon launch of your VERA, the PCG team provides three months of Social Media Marketing support. We are in an age where more than 70 percent of consumers expect a brand to have a social media presence – but not just any social media presence. Consumers expect your brand to have a tailored, cohesive social media strategy. Key benefits of this support include:

• A consistent, attractive, up-to-date presence • Increased awareness of your brand • Stronger relationships with your current community • Community growth • Website traffic

We offer a virtual copy of a full-length VERA Manual for staff that can be modified for different audience types such as job seekers and employers. This covers an introduction




to VERA, an overview of the landing page, how to register and login, and a detailed description of each of the modules in your VERA and how to use them. We also offer a shorter Desk Guide that covers the basics to getting started, including a brief overview of the landing page and a how to register and login. Both Manuals are formatted to be easily printed and are under 5GB so that they may be sent as email attachments. An example version of the desk guide can be found in Attachment III.

This meets Requirement 3B of the Scope of Services.

Access and Support Services

VERA is a critical tool that attracts customers less likely to seek services in a physical location and provides for 24/7 accessibility. VERA is a web portal accessible through any device that connects to the internet including computers and laptops, tablets, and mobile devices. VERA is designed as an innovative solution that expands reach and automates communicative services through the use of artificial intelligence. This approach empowers customers, including Jobseekers, Employers and Staff, to access an online environment and receive a virtual experience that mirrors the services available in America’s Job Centers (AJCs). Each VERA module has been designed around best practices and incorporates worthwhile, interactive, and fluid design that can be adapted to any audience to create custom-built packages. Many modules offer multiple service delivery options, so VERA meets your systems’ needs and budget while also allowing for scalability to ensure the platform is prepared to adapt to future needs.

VERA uses Amazon Web Services (AWS) infrastructure to host its applications specifically configured for each client. VERA is deployed in a private subnet behind AWS Web Application Firewall and AWS Shield to protect against attacks. The VERA backup solution is configured to meet a 24-hour RTO and 1-hour RPO. VERA instances are backed up in AWS Availability Zones to ensure availability. All infrastructure is established as code in Terraforms templates to ensure provisioning of application environments is repeatable and achievable quickly. AWS provides all physical access control, assuring no unauthorized access to VERA infrastructure.

The application and client data are stored on the servers and network of AWS. All the communication between user browsers and VERA’s LMS application/s are sent over SSL/TLS connections. Secure Sockets Layer (SSL) and Transport Layer Security (TLS) technology (the successor technology to SSL) protect communications by using both server authentication and data encryption. This ensures that user data in transit is safe, secure, and available only to intended recipients. User data on our database is logically segregated by account-based access rules. User accounts have unique usernames and passwords that must be entered each time a user logs on. User application passwords have minimum complexity requirements. Client administrators can set the rules for the complexity of the passwords. Administrative and power user passwords are sent to client




or internal staff by encrypting them. AWS denotes a Monthly Uptime Percentage of at least 99.9%.

VERA has a contact support form for individual users to contact our support team by email. Email response time is within three hours of receiving. Issue response time is dependent on the root cause of the issue.

This meets Requirement 3C and 3F of the Scope of Services.

Security

Today we experience rapidly changing technical environments, in which significant volumes of information and data are being shifted to electronic formats. While the transmission, collection, and storage of this data in electronic formats enables many value-added processes, this shift has increased the focus and importance of creating appropriate protection and controls for that data. These protections are particularly necessary for data that is sensitive and/or protected. PCG will take necessary steps to assure appropriate protections and controls are developed and followed, apply appropriate standards such as outlined in NIST 800-53 rev. 4, ISO 27001, and comply with pertinent regulations (e.g. HIPAA, FERPA) governing the protection of sensitive/confidential data.

Confidential data in PCG’s custody is encrypted while it is at rest, including data stored on workstations and desktops, removable media, and backups. It is also encrypted when in motion over untrusted networks, including data traveling via Internet, Wi-Fi, or non-PCG managed/unprotected networks. PCG also employs encryption in its email system to ensure outbound emails containing confidential information are appropriately secured.

PCG uses Digital Guardian’s data loss protection (DLP) tool and a BlueCoat proxy to protect against data loss as data moves from PCG’s private network to its public network and thus moves outside of PCG’s direct control. This solution contains multiple policies for data identification, and it receives, monitors, and inspects all egress data to ensure secure communications and traffic.

This meets Requirement 3E of the Scope of Services.

Data Integration

The VERA platform is capable of integrating with other services through APIs and has the ability to include single sign on (SSO) as an option, where applicable. When there are no available APIs, we can customize our reporting to reflect the data that coincides with the product or service desired by the client so that it can be easily downloaded into a CSV file and uploaded to EmployFlorida, if allowable.




The design of the VERA platform allows for a wide range of integration and enhancement. The VERA hub system is structured to allow for the client to link or integrate existing CSTB developed workshops, webinars and classroom content. PCG will determine the priority of integrating CSTB’s other vendors during the kickoff meeting. If the integration is determined by CSTB to be cost prohibitive or technologically infeasible, PCG will create customized reporting to reflect the client determined datasets necessary for reporting and compliance

This meets Requirement 3D of the Scope of Services.

Ongoing Customization

After launch CSTB’ VERA has a Basic one-year licensing agreement that provides hosting, database, data storage, load balancer, ongoing customization to design and content. After the first year, PCG provides a 3-tiered licensing pricing model that reflects Economy, Basic and Premium levels dependent upon your specific needs and includes: hosting, database, data storage, load balancer, ongoing customization to design and content and customer service agents. Ongoing customization of your VERA will be included in your licensing agreement, the amount of customization included will depend on the tier you choose. Additional customization can be purchased outside of the licensing agreement. A new licensing agreement will need to be signed one year from launch.

This meets Requirement 3G of the Scope of Services.


Attachment III – Demonstration of Services




Attachment III – Demonstration of Services PCG is pleased to offer the following examples of our Virtual Service offerings.

VERA Virtual Tour

VERA VIRTUAL TOUR -Click to view the virtual tour of VERA’s landing page, NETWORK, EXPLORE, and LEARN modules.

FIGURE 12: VERA DEMONSTRATION HOME PAGE




PCG Virtual Staff Training

Figure 13 below is what trainees will see when they are taking a Virtual staff training. It is from the perspective of a staff person.

FIGURE 13: VIRTUAL STAFF TRAINING – STAFF PERSPECTIVE




VERA Data Sheet

Figure 14 is a screenshot of the VERA data sheet, which describes VERA in more detail. You can also access this electronically by clicking on this link: VERA Data Sheet

FIGURE 14: VERA DATA SHEET




VERA Video

You can access a video loop of VERA through this link: VERA Loop

FIGURE 15: HOME PAGE FOR VERA LOOP VIDEO




VERA Desk Guide

PCG offers a VERA desk guide to compliment the system and make it easy to use. An example of the desk guide can be accessed by clicking on this link: VERA Desk Guide Example

FIGURE 16: VERA DESK GUIDE COVER PAGE


Attachment IV – Qualifications and Requirements




Attachment IV – Qualifications and Requirements PCG’s responses to Attachment IV are on the following page.

We also offer the following explanations to Attachment IV, question 4:

PCG has no parent organization. Its US subsidiaries are:

• Staffing Solutions Organization, LLC • PCG Capital Partners, LLC • Public Partnerships, LLC • Public Partnerships – Colorado, Inc. • PCG-Indiana, Inc. • Eclipse Solutions, Inc. • University Instructors, Inc. • Florida Management Solutions, Inc. • Hornby Zeller Associates, Inc. • PCG CDN, Inc. • PCG UK Holdings LLC. • Edsmart, Inc. (Dormant)







Attachment V – References PCG’s three references are provided below. Details of relevant project work that PCG has completed, which will inform our work with CSTB, follow.

Florida Concrete Masonry Education Council, Inc.

Contact Name: Jim Painter, Executive Director

Project: Operations Services

Address: P.O. Box 12018, Gainesville, FL 32604

Phone Number: 352-494-8960

Email: [email protected]

North Central Workforce Development Board

Contact Name: Linda Franco, Workforce System Coordinator

Project: VERA

Address: 425 Old Kersey Road, Kersey, PA 15846

Phone Number: 814-245-1835 ext. 103


State of Michigan, Department of Education, Office of Great Start

Contact Name: Lisa Brewer Walraven, Director, Child Development and Care

Project: Interactive Training Modules, Child Development and Care Provider Billing

Address: 608 W Allegan St, Lansing, MI 48933

Phone Number: 517-241-9492


Relevant Qualifications and Experience

Our workforce team has extensive experience in the development and delivery of both in-person and virtual trainings focused on achieving increased critical competencies in the essential skills (e.g., soft skill development, digital literacy, and work readiness). To support the delivery of virtual training and resources, PCG created the VERA platform, which provides users with a customer-centric approach to services, incorporating eLearning, job placement services, and communication forums.

Career readiness curriculum and onboarding individuals to career pathways was constructed following the success of two United States Department of Labor awards: $5M Technical Skills Training grant, the Healthcare Biotechnology, Occupational and




Technology Training (HBOTT), and a Workforce Innovation Fund grant, the $12M Startup Quest®. The HBOTT grant, through an economic impact data report conducted by Washington Economics, Group, Inc. (WEG), was evaluated to have over an $8,000/year increase in income and returned a 10:1 net return on program investment, and an anticipated $146,000 income increase over a 20-year work horizon per participant. The best practices and lessons learned from this innovative on-the-job training program have been woven into the VERA trainings.

In the entrepreneurial training program Startup Quest®, also reviewed as part of the economic impact report by WEG, participants were anticipated to have an increase of $6,000/year in income and returned a 14:1 return on investment after discounting program costs and anticipated $115,000 increase in earnings over a 20-year work horizon. We harnessed this entrepreneurial skill building curriculum into VERA and focused on shifting the mindset to work readiness, creating opportunities for soft skill development, training and adoption of digital literacy while participating in the ideation and innovation required to initiate a business.

Startup Quest® was developed in partnership with the University of Florida and focused on the commercialization of University and Federal Lab technology. The initial implementation of the curriculum was to nine workforce boards in the State of Florida. It is recognized as one of the largest randomized control trials of entrepreneurship conducted, and the training program was evaluated by WEG with the following outcomes:

The derivative program Startup Quest Bootcamp is an e-learning in VERA focused on the development of the entrepreneurial mindset around essential skills development through the creation of a lifestyle business. The curriculum trains participants in foundational business skills and financial literacy. The belief is that a combination of understanding how a business operates, understanding the expectations of owners and management and understanding how a business makes money, are imperative to maintaining and succeeding in a career. Similarly, as the worker advances in knowledge, skills, and abilities, the entrepreneurial training positions them to “pitch” their employer for greater opportunity and wage increases while the financial literacy component reinforces the proper allocation and financial planning to provide safety and security.

FIGURE 17: STARTUP QUEST EVALUATION OUTCOMES




PCG developed web- and self-directed Federal and selected state (Texas, Nebraska, Wisconsin, Tennessee) TANF and SNAP training for career/case managers. A set of 72 TANF and SNAP training modules were written based on the 2008 Final Rule including assessment, development of IEPs, working with persons with disabilities, work participation requirements, individual work activity requirements, and other relevant factors. All content and curriculum was produced by PCG staff. A film production company and professional “on air” talent was subcontracted to provide audio and video recordings. Training was required by the TANF work participation provider to help case managers understand and navigate through the complexities of the Federal and state TANF regulations. It was anticipated that an increase in participation rate would be the result as well as an increase in accuracy of work participation assignment and a decrease in audit findings for incorrect assignments of work activities. State specific TANF rules were included that was customized to each state’s Work Participation Plan.

WIOA/Workforce Expertise

PCG has a variety of expertise in workforce development and implementation of WIOA programs. We have worked with states, regions, and local areas (including all partners) in the areas of industry-sector planning and training, capacity building, strategic planning, system redesigns, the development and implementation of WIOA readiness assessments and trainings, and metrics and quasi-metrics development. As a leader in workforce development, PCG provides data-driven services informed by our national expertise in WIOA.

Our team of experts are well-versed in requirements in WIOA for the development of Essential Skills curriculum and training for workforce system participants. Part of this experience is in the development of essential skills tools and resources for workforce regions where our team held Title I operations contracts. This experience led to the development of VERA and its accompanying modules that support the many facets of job readiness a job seeker will need to successfully obtain and retain employment in their career of choice. These tools provide virtual services 24-7 to customers. Courses, certification trainings, and job development activities create a network of in-person and virtual services that help engage customers and improve outcomes. With the challenges presented by the current economic and COVID-19 public health pandemic, it is important to offer alternative ways for customers to access the workforce system and its essential soft skills trainings.

Education and Training Expertise

PCG has educational experts who have developed essential skills curriculum and can provide effective in-person Train the Trainer services. These experts come from both educational and workforce backgrounds, creating a synergy that will benefit CSTB.




PCG has operated many and varied training projects throughout the nation in direct response to the needs of our government clients. Through this instructional design, we have a full understanding of how to structure training that results in positive outcomes for the trainee – and how to provide innovative and proven strategies for virtual access. This experience and deep knowledge will be utilized in the successful delivery of the essential skills curriculum development and provision scope of work.

Specific and relevant project experience is summarized in the chart below and then described in more detail on the following pages.

Client and Project Virtual Service Delivery and E-

learning

Education & Training

Workforce Solutions of North Central Pennsylvania - Virtual Services Portal X X

Philadelphia Works, Inc. (Philadelphia Workforce Development Board) - System Analysis and Enhancement Portfolio: Virtual Services Portal (VERA)

X

State of Missouri, Department of Social Services - Services and Referral Navigator

X

Florida Concrete Masonry Education Council, Inc. - Operations Services, Apprenticeship Training

X

Bucks County Pennsylvania Workforce Development Board - VERA for Employers X

San Diego Health and Human Services Agency - Virtual Services Portal (VERA) for Welfare to Work Program

X

State of Michigan, Department of Education Office of Great Start, Interactive Training Modules - Child Development and Care Provider Billing

X

Workforce Solutions of North Central Pennsylvania

PCG developed a virtual system for Workforce Solutions of North Central Pennsylvania between July 2017 and February 2018. The purpose of the Virtual Services Portal (VSP) was to increase communication with customers and provide job ready remote services. We developed eight custom gamified e-learning course offerings, a customized portal




landing page, video library, community space and reporting system. We implemented gamification techniques to test content absorption, as well as increase motivation by providing incentives such as certificates and badges. Additionally, we developed and implemented content that complemented the coursework, including Community Forum spaces for each course along with other relative discussions, and a Job Ready TV page to supply a video library and learning space.

Philadelphia Works, Inc

In 2016, PCG expanded and implemented our WIOA Virtual Case Management System (SARA) Philadelphia Works, Inc., which is the Philadelphia Workforce Development Board. This expansion brought onboard new contractors and centers after the WIOA and TANF staff and systems were integrated. The goal of integrating SARA was to increase communication with customers and automate communicative processes. We accomplished this goal by developing e-Learning offerings, virtual case management practices, certification trainings, and job development activities aimed at creating an interconnected network of in-person and virtual services across the region. Additional accomplishments for this project included developing a gaming hub to allow for virtual access to the system’s services, customized e-learning to support job search and upskilling needs, games to test content absorption, and a MyTube page to supply video trainings. We also created and employed certificates for successful customer completion of e-learning modules.

Missouri Department of Social Services

PCG has developed a Services Navigator, an online directory of WIOA partners and other public organizations in Missouri that provide support services to individuals. Through this project, we have converted service provider inventory from paper into a SQL database that can be accessed online. In the Services Navigator, searches can be performed by location, service type, and/or keywords. Results include information regarding provider’s location and contact information, interactive maps, multimedia content, other program qualification information, and a contact form. The user interface is currently in its beta stage as PCG develops interface customizations. The team has identified an administrative process to allow for database maintenance and update. A rough draft of the appropriate form is currently available as is a User Manual that provides step-by-step instructions for site maintenance.

Florida Concrete Masonry Education Council, Inc.

PCG provides the Florida Concrete Masonry Education Council, Inc. with a comprehensive suite of operational, administrative, and financial services for their Apprenticeship Training program. This includes board governance, policy and procedure development, developing and managing competitive procurements, contract negotiation, grant writing, compliance, and performance monitoring. For the Florida Masonry Apprentice Educational Foundation (MAEF), we provide training program support and evaluation. MAEF sponsors 140 schools and independent organizations, sponsoring




6,000 pre- and Registered Apprenticeships throughout the state. We worked with the Florida Department of Corrections on expanding its in-facility masonry training programs so that inmates could receive the same curriculum and hands-on experience as pre-apprentices. This program has been cited as a leading practice and was highlighted at the World of Concrete’s National meeting during the Masonry Contractors Association of America’s Executive Board meeting.

Bucks County Pennsylvania Workforce Development Board

PCG was contracted by the Bucks County Pennsylvania Workforce Development Board to develop, design, and implement an instance of VERA for Employers in the Bucks County region. It incorporated the Learn, Navigate, and Screen modules and was coupled with additional applications designed to meet the needs of employers and Business Services. This platform will be used to provide support and information to over 30,000 small businesses in the Bucks County region, as well as being used by the Business Services team to increase employer engagement and communication. Through VERA, employers will have access to Baseline HR support and tutorials, virtual meeting and training platforms, customer needs screen tools, a catalog of materials for both existing employers and start-ups/entrepreneurs, and access to online communities.

County of San Diego Health and Human Services Agency

PCG provides employment case management services for the CalWORKs program on behalf of the San Diego County Health and Human Services Agency. As part of that contract, we provide business services and jobseeker support. In 2018, PCG launched the VERA platform for staff and participants in the Welfare-to-Work program. We implemented modules that support participants to do a preliminary screening to be matched to appropriate services, career exploration assessments, and a Job Ready TV, which is a video library featuring TED talks and other worthwhile and educative content. One great feature to this platform is the Manage feature, which allows staff to conduct virtual meetings and interviews, and send and receive instant messages and email. Through this module, participants can also upload documents and images to share with their coaches.

State of Michigan Department of Education, Office of Great Start

During the Fall of 2014, PCG initiated a project for the Michigan Office of Great Start that included the development and design of three online training modules to empower and educate staff on childcare subsidy billing rules and requirements. During the contract PCG project management, directed research on best practices and methodologies and customized the training modules for various learning styles and literacy skills.


Attachment VI – Budget Information




Attachment VI – Budget Information PCG proposes to provide the Virtual Services requested by Career Source Tampa Bay on a deliverable-based, firm fixed price of $455,570. PCG assumes we would be asked to enter into a vendor contract with CSTB, should we be awarded this contract. We are prepared to start work on the scope of services on September 17, 2020.

The deliverable price is inclusive of:

• Approximately 2,000 hours of professional fees to design, develop and launch VERA for CSTB. These hours are charged using PCG’s standard market-based hourly rates inclusive of staff salaries, fringe, occupancy, indirect and overhead costs, and profit/management fee.

• Travel, including the cost of two trips for two staff traveling to and from Tampa Bay (if advisable based on prevailing COVID-related health and safety guidelines)

• Hosting and licensing fees for VERA software (based on 5,000 users of the LMS)

• Subcontractor costs for JobWorks Virtual Job Fair portion of the work

Because PCG is proposing a deliverable based cost, we have put our full cost on the Operating Expense line on the Budget Form, which can be found on the next page.

PCG proposes the following deliverable based prices based on the work outlined by CSTB:

Phase/Component Deliverable Price

Phase 0: Project Kickoff and Ongoing Project Management

Included in Phases 1, 2 and 3

Phase 1: Training - Curriculum Development $331,918.99

Phase 2: Case Management Services $104,139.25

Phase 3: Provider Services $19,731.76

Total Price for Virtual Services $455,570.00


Virtual ServicesRFP No. 20-0475

18

Budget Form

Cost Category Amount Budget Narrative

Salaries (total per Salaries and Fringe detail below)Fringe (total per Salaries and Fringe detail below)Operating Expense - DescribeOperating Expense - DescribeOperating Expense - DescribeIndirect, Overhead, Allocated CostsProfit and/or Management Fee

Total Cost

Salaries and Fringe Detail

Salaries

Position Title

# of Staff

FTE Annual Salary

Total Budget Narrative

Salaries Total

Fringe

Cost Category Total Budget NarrativeFICAUnemployment InsuranceWorkers CompOther - Describe

Fringe Total

$455,570.00 Includes professional fees to design, develop and launch VERA, travel, hosting and licensing fees, & subcontractor costs.

$455,570.00




Notes:

• The JobWorks Virtual Job Fair price includes: Nine Job Fairs for up to ten employer booths per Instance. The customization will include company logo, uploaded videos, webinar capacity, link to company website, company jobs/career page.

• Price includes: Five LMS customized reports.

• Price includes: One year of annual hosting & licensing of VERA and one year of LMS access for 5000 Users @4.50/user/year.

• Additional years of Licensing and LMS costs are available and reflect a three–tiered pricing model which includes: hosting, database, data storage, load balancer, site updates, and customer service agents (totals of each depending on the tier chosen).

• The Annual Licensing Contract will include all site and workshop updates as they are released and will commence at official VERA launch.

• Additional Workshops and Modules will be available for purchase as they are developed and released.

• Price does not include membership to Emsi Career Coach module.

• Price does not include subscription to any virtual meeting software.

PCG will request intellectual property language in the contract pursuant to the following narrative:

“Nothing contained in this proposal will directly or indirectly be construed to assign or grant any right, title, or interest in or to PCG’s intellectual property, including deliverables, services, content, materials, code, methodologies, concepts, processes, systems, techniques, trade or service marks, copyrights, patents, or other intellectual property (together, “PCG Intellectual Property”), whether developed prior to the Effective Date or developed as part of this Agreement. Except as expressly authorized by PCG in writing, CSTB shall not use, display, copy, distribute, modify, or sublicense any of PCG’s Intellectual Property. To the extent that deliverables or services submitted to CSTB under this Agreement contain PCG Intellectual Property, PCG hereby grants to CSTB a license to use such material, but only as they are incorporated into and form a part of the works developed for CSTB pursuant to this Agreement.”




PCG offers the following language to clarify the Force Majeure rights of CSTB and PCG.

“Neither party shall be liable to the other for any delay in, or failure of performance of, any covenant or promise contained in this contract, nor shall any delay or failure constitute default or give rise to any liability for damages if, and only to the extent that, such delay or failure is caused by ‘force majeure.’ As used in this contract, ‘force majeure’ means acts of God; acts of the public enemy; acts of the state and any governmental entity in its sovereign or contractual capacity; fires; floods; pandemics/epidemics; quarantine restrictions; strikes or other labor disputes; freight embargoes; or unusually severe weather.”


Appendix A: Resumes





APPENDIX A. RESUMES

RELEVANT PROJECT EXPERIENCE

County of San Mateo, California - Human Services Agency

Staff Development Curriculum Design and Training

Managed a project to developed new worker training for HSA's eligibility staff and TANF case management. Project include more than 16 weeks of training materials and a plan to increase support for staff development. Project also included development and delivery of a “Train-the-Trainer” curriculum delivered to existing training staff on the areas of curriculum development, adult learning theory, learning objectives, transference of learning and measurement of trainee performance. Provided subject matter expertise in reviewing of curriculum for New Worker Induction training to ensure curriculum development followed principles of adult learning.

State of West Virginia- Department of Health and Human Resources (as subcontractor to Optum, the prime contractor)

West Virginia Integrated Eligibility System Implementation

Managing a project to develop and deploy systems training for a new integrated eligibility system that will serve the Medicaid, public assistance, child welfare, and child support agencies in WV. Trainings are developed following all principles of adult learning and to confirm learners understand the new system, how it functions, and how to complete their daily functions. 3500+ state users will be trained, along with hundreds of community providers. Training is delivered through various modalities including in-person, webinar, and self-guided eLearning.

County of San Diego – Health and Human Services Agency

CalWORKs Welfare-to-Work/ Refugee Employment and Child Care Payment Services

Led contract transition efforts as the Project Manager for program providing CalWORKs welfare-to-work (WTW) employment services to nearly 5,000 clients, including 1,100 refugee clients, in the east and south regions of the County. Manage two regional offices, a budget of $10 million, and a staff of 130, including 35 subcontracted case managers. Program includes providing employment case management services, job skills training, and supportive services to enable uninterrupted participation in the program. Program includes

Deborah Joffe Associate Manager




child care case management, provider managemnet and child care payemnt services. Uses data-driven analysis to improve program efficiencies and promote better client outcomes. Works with county to ensure alignment with county’s Work First goals.

U.S. Department of Health and Human Services,

Administration for Children and Families, Office of Family Assistance

Online Coaching Training Curriculum Development

Project Manager overseeing work to develop online coaching training for TANF case managers. Collaborated with OFA to develop on-line interactive training components and a series of 30-60-minute training modules, that include quizzes, activities, and assessments to ensure basic retention, application and mastery of content. Ensure training met adult learning styles.

State of Minnesota, Ramsey County Workforce Services

MFIP/DWP Career Coaching Staff Development and Training

Managed a project to develop a series of Introductory and Intermediate Coaching trainings and support materials specifically designed for the Ramsey County Workforce Solutions service delivery system. Project delivered 63 hours of training to more than 200 managers, supervisors, and case managers from the County's Temporary Assistance for Needy Families (TANF) program. Created customized learning aids to reinforce coaching concepts post-training. Learning support materials include “Coaching Circle Lessons” used by MFIP/DWP in-house coaches; and two sets of monthly coaching tips, one for use by case managers when working with clients and the other for Supervisors” to strengthen their coaching skills when working with direct reports.

EDUCATION

University of Massachusetts, Boston

John W. McCormack Graduate School Of Policy Studies

Master of Science, Public Affairs, 2006

Brandeis University

Bachelor of Arts, 2001




RELEVANT PROJECT EXPERIENCE Commonwealth of Massachusetts - Executive Office of Labor and Workforce Development

Federal Grant Reconciliation

Served as WIOA and Workforce Finance Subject Matter Expert for the comprehensive review and improvement effort of the Commonwealth’s $235 million workforce development grant portfolio. Project activities included grant account reconciliation, development of a consolidated resource for financial grant management requirements (including 2 CFR 200 and WIOA legislation, business process redesign of all financial functions, and documentation of requirements and procurement support for a new grants management IT system.

State of California – The Workforce Development Board of Contra Costa County (WDBCCC)

Local Workforce Development Planning Services

Served as Project Manager and Lead for the WDBCCC Local Workforce Development Planning Project that included supporting the local workforce planning efforts to contribute to the creation of the local workforce plan under WIOA. Assisted in the development and drafting of a local plan. Provided an economic analysis brief addressing labor market and demographic trends including economic risk analysis, industry cluster analysis, labor force analysis, and workforce development system analysis. Facilitated focus group surveys with key WDBCCC Stakeholders and developed a stakeholder outreach summary. Facilitated a full-day board retreat to discuss development priorities for strategic planning, current committee structure and alignment to resources of core partners. Developed a Brief describing the methodology, contribution, and strategic goals from engaging AJCC Staff, WDBCCC Staff, Education, Community Based Organizations, and Business/Employer stakeholders. Developed a 4-year local plan in accordance with WIOA and state requirements.

State of Missouri - Department of Social Services, MO WIOA Statewide Service Design and Delivery Committee

Resource and Referral Services Navigator

Served as Project Manager and Lead to develop a Services Navigator as a directory of WIOA partners and other public organizations in Missouri that provide support services to individuals.

Michelle Zieziula Senior Consultant Public Consulting Group, Inc.




Basic Eligibility Screening Tool

Served as Project Manager and Lead in developing a screening tool for the Services Navigator to allow individuals and community-based organizations access to screen for a broad range of social programs provided by MO DSS partners through an online eligibility survey.

Commonwealth of Pennsylvania – PA CareerLink - Philadelphia Works, Inc., Philadelphia Workforce Investment Board

System Analysis and Enhancement

Served as Project Coordinator and Lead for the Philadelphia Works, Inc. System Analysis and Enhancement Project that included 4 separate projects designed as a complete, packaged approach to supporting the WDBs transition to a WIOA compliant, fully integrated one-stop system. Conducted a full assessment of the system to identify strengths, weaknesses, and gaps in design and performance; supported the research process of inventorying and mapping a network of assets in the Philadelphia workforce development system; provided primary strategic oversight and day to day management of the creation, piloting, and integration of a virtual One-Stop system; provided project support and facilitation in assessing training needs and providing contextualized training under the new NWD model.

Title I WIA Adult and Dislocated Services One-Stop Operations

Served as Regional Director and Project Lead for PCG’s operation of the Philadelphia CareerLink One-Stop and Employment Services system. Oversaw the compliant and effective direction and operations of all PA CareerLink sites on a day-to-day basis. Provided change management and implementation efforts to transition operations, staff, and facilities. Responsible for providing overall leadership, mentoring and guidance to all programmatic front line, supervisory and management staff on the delivery of services. Established strategic partnerships and alliances with key community partners, business, economic development, education and local and state policy makers to promote involvement in workforce development. Established performance and accountability expectations, with an emphasis in process improvement and quality assurance. Directed a $3.5 million contract and staff of 40 while serving over 143,000 individuals on an annual basis.




State of Illinois – Kane County Workforce Development Board

Local Workforce Development Planning and Project Management

Facilitated community engagement forums for the Local Workforce Plan for Kane, Kendall and DeKalb counties in Illinois whose primary focus is to connect employers to a skilled workforce and help individuals develop the skills needed to thrive in the workplace. Garnered input from key stakeholders such as education, business and industry, economic development and elected officials to support the development of a comprehensive Local Workforce Development Plan. Development of industry analysis, employer survey and sector strategies and creation of actionable workforce development goals.

State of Texas – Workforce Solutions Borderplex, Inc.

Workforce System Redesign/Reform Services

Analyzed the WFSB system through the collection of data about performance metrics and outcomes as well as data pertaining to the system’s day-to-day operations via stakeholder focus groups. Integrated research on optimal cost models and national best practices and developed a final report to WFSB staff and stakeholders that detailed a data-driven recommendations for improving the overall regional system design, expanding local business involvement and engagement, and methods for improving customer service efficiencies. Provided support to WFSB in planning for the Statement of Work that was incorporated into their Request for Proposal (RFP)

EDUCATION

State University of New York at Buffalo

Bachelor of Arts, Environmental Design

State University of New York at Buffalo

Masters, Urban Planning

Certificate of Specializations in Urban Design and Community & Economic Development Planning

PROFESSIONAL CERTIFICATIONS

Manufacturers Association of Northwest PA

Certified in Supervisory Skills Training




The Aspen Institute – Sector Skills Academy

Certified in the Sectoral Initiatives

Leadership Strategies

Certified in the Effective Facilitator

Getting to Clarity Certified in Neuro Linguistic Programming (NLP for Business)




RELEVANT PROJECT EXPERIENCE Commonwealth of Massachusetts – Clark University

Virtualization of Entrepreneurship Curriculum

Serving as the Employer Engagement Manager for the $12M US DOL TechQuest Scaling Apprenticeship Grant. Sean is a subject matter expert and facilitator delivering entrepreneurial training programs to reentry, SNAP/TANF and Youth populations. He is responsible for aligning curriculum with the nationally recognized entrepreneurship and small business certification and creating curriculum focused on moving participants into an entrepreneurial mindset.

State of Nevada—Workforce Connections

Business Services Facilitator

Over a two-year period, Sean served as a primary facilitator for Workforce Connections to convene state and local stakeholders to establish and accelerate collaboration with the local workforce board. The sessions were focused on employer and community engagement to deliver a robust talent pipeline to the region.

State of Florida—CareerSource North Central Florida

Business Services

Business Services Manager of CareerSource North Central Florida. During his tenure, he managed the employer engagement process for the dual county area, led the local workforce region re-entry program initiatives, and served on the grant writing team. The grant writing team has brought has recently brought in $32M in Federal Funding, along with $350,000 in extramural State funds. He has extensive experience in startup formation, commercialization of public research, and business strategy.

EDUCATION / CERTIFICATIONS

University of Florida

Ph.D. Exercise Physiology and Minor in Food Science

Frostburg State University

Master in Science, Human Performance

Sean C. McCoy, PhD Senior Business Development Associate Public Consulting Group, Inc.




Ursinus College

Bachelor of Science, Exercise and Sport Science. Minor in Coaching.

Florida Department of Economic Opportunity

Workforce Systems Tier One Certificate




RELEVANT PROJECT EXPERIENCE

Commonwealth of Massachusetts – Clark University

Virtual Employment Readiness Application (VERA)

Served as project manager for development and implementation of an eLearning virtual services platform for Clark University’s Tech Quest Apprenticeship program. Conducted baseline demographic analysis utilizing data from the US Census Bureau, Bureau of Economic Analysis, Bureau of Labor Statistics, and Federal Reserve Economic Data system in order to examine labor market trends impacting service delivery needs. Planned and developed interactive web-based trainings based on contracted training provider content, including gamification, custom animation, a video library, and marketing content using Articulate Storyline 360. Customized the online application to fit the Apprenticeship sector.

State of Texas – El Paso County Workforce Borderplex

Services Navigator

Served as Project Manager in the development of the El Paso County Services Navigator; a directory of WIOA partners and other public organizations in the state that provide support services to individuals. Designed and developed an initial site that housed sample information and was used as a model to demonstrate capabilities and inform future development. Navigator directory listings are comprised of organization name, service type, location, interactive map, provider biography, links, photos, and multimedia content, as well as a contact form and administrative process to update and maintain database. Provided technical support and consulting on the development of the final product of an interactive navigator that can perform searches based on location and keywords. Compiled, consolidated and organized provider information to be included in the directory, cleaned the raw data for over 700 service providers, identified by partners into a standardized spreadsheet which was then converted into a SQL database. Interfaced with customer and IT staff to communicate customer requests and programmer input. Designed customized branding and graphics.

State of Missouri - Department of Social Services, MO WIOA Statewide Service Design and Delivery Committee

Services Navigator

Served as Consulting Business Analyst in the development of the Missouri state-wide Services Navigator; a directory of WIOA partners and other public organizations in the state that provide support services to individuals. Compiled, consolidated and

Kierri Cox Project Manager I

Public Consulting Group, Inc.




organized provider information to be included in the directory, cleaned the raw data for over 1,400 service providers identified by partners into a standardized spreadsheet which was then converted into a SQL database.

Basic Eligibility Screening Tool

Served as Consulting Business Analyst in the development of a screening tool for the Services Navigator to allow users to determine if they may meet the requirements for a broad range of health and human service programs through an online eligibility survey. This screening application gathers basic user information and compares that data against the program eligibility requirements of select providers to determine if they are potentially eligible for services. Informed the application programming by compiling the customer identified eligibility requirements from each partner, then formulated a logic map based on the parameters determined by the responses to each question. Upon completion of the survey, customers are matched to service providers and receive a printable list of programs and contact information for the services for which the customer is potentially eligible along with a set of next steps instructions.

Commonwealth of Pennsylvania – Workforce Solutions for North Central


Served on the project team for development and implementation of an eLearning virtual services platform for the six-county region. Conducted baseline demographic analysis utilizing data from the US Census Bureau, Bureau of Economic Analysis, Bureau of Labor Statistics, and Federal Reserve Economic Data system in order to examine labor market trends impacting service delivery needs. Planned and developed interactive web-based trainings based on contracted training provider content, including gamification, custom animation, a video library, and marketing content using Articulate Storyline 360.

Commonwealth of Pennsylvania – Bucks County Workforce Development Board


Served as project manager for development and implementation of an eLearning virtual services platform for the Bucks County region. Conducted baseline demographic analysis utilizing data from the US Census Bureau, Bureau of Economic Analysis, Bureau of Labor Statistics, and Federal Reserve Economic Data system in order to




examine labor market trends impacting service delivery needs. Planned and developed interactive web-based trainings based on contracted training provider content, including gamification, custom animation, a video library, and marketing content using Articulate Storyline 360. Managed the development of a directory of WIOA partners and other public organizations in the state that provide support services to individuals.

Administration for Children and Families

Online Core Training Module

Served as a training module developer, creating e-Learning courses in Articulate. The courses included the addition of audio recordings and the creation and addition of Vyond animated videos.

State of Illinois - Bureau of Disability Determination Services


Served as a training module developer, creating e-Learning courses in Adobe Captivate. The creation of the courses included the addition of audio recording and videos.

State of Washington - Department of Children, Youth and Families


Served as a training module developer, creating e-Learning courses in Adobe Captivate. The creation of the courses included the addition of audio recording and videos.

EDUCATION

Mercyhurst College

Bachelor of Arts in Intelligence Studies




RELEVANT PROJECT EXPERIENCE Commonwealth of Massachusetts - Clark University

Tech Quest Apprenticeship Grant

PCG serves as the contracted administrative entity for Clark University under the Tech Quest Apprenticeship program, funded by a $12 million Scaling Apprenticeship Through Sector-Based Strategies grant from the U.S. Department of Labor, Employment and Training Administration. Supporting the development of new Registered Apprenticeships, Industry Recognized Apprenticeship Programs (IRAPs), and pre-apprenticeships. Help manage financial tracking, reporting, and monitoring. All apprenticeship programs are Information Technology focused with business development and entrepreneurship training.

State of Florida – Florida Concrete and Masonry Education Council

Administrative Entity Services

PCG serves as the contract administrative entity for the Florida Concrete and Masonry Education Council. Serve as Chief Financial Officer for the council. Develop, maintain, and manage all financial operations for the council, with a minimum annual budget of $2.5 million. Develop and maintain financial policies and procedures, and best practices in alignment with federal, state, and local laws and regulations. Provide financial analyses as needed. Assist with annual audit, as well as all other financial compliance activities. Serve as chief financial liaison and provided financial reports to Board of Directors. Understand and mitigate key elements of the council’s risk profile. Construct and monitor reliable control systems. Ensure that record keeping meets the requirements of auditors and government agencies. Maintain relations with external auditors and implement best practices recommendations. Calculate financial and operating performance metrics. Manage the production of the annual budget and financial forecasting.

State of Rhode Island – Rhode Island Department of Labor and Training

Financial System Redesign

Developing upgrades to the structure, procedures, and tools of the Business Affairs unit to allow the unit to effectively and proactively manage the financial elements of the organization and its programs as they continue to grow. Design and implementation four new Business Affairs subunits: Data Processing/Invoicing Unit,

Makaya C. McKnight, M.S.M. Business Systems Manager Public Consulting Group, Inc.




Budgeting Unit, and Monitoring Unit. Played a key role in the creation of the three new subunits, developing Standard Operating Procedures (SOPs) based on best practices, designing new employee roles and responsibilities, designing workflow and reporting lines, implementing improvements for alignment with federal and state regulations, and assisting in the redesign of grantee agreement processes and procedures. Additionally, developed programmatic functions, planning tools, and standard processes to assist with new and ongoing fiscal management and compliance.

Cash Flow Analysis and Projections Tool Development

Comprehensive review of grants and appropriations funding, partnership awards and contracts, and expenditures. Collaborated on the development of two cash flow analysis tools, one for the Governor’s Workforce Board and one for the Real Jobs Rhode Island project. Creation of a combined dashboard for visual data analysis and scenario projections. Developed the User Manual for the three tools, which are accompanied by user training components.

Commonwealth of Massachusetts – Executive Office of Labor and Workforce Development

Federal Grant Review and Reconciliation Services

Contributed in the development of the Standard Operating Procedure (SOP) manual including policies and procedures for ensuring compliance under 2 CFR 200 and WIOA legislation, for the consolidated financial grants management resource and redesigned financial business processes.

CareerSource North Central Florida – Local Workforce Development Board

Business Systems Manager - Administrative Entity for Local Workforce Development Board

Developed the curriculum for the Startup Quest Bootcamp and Opportunity Quest – Own Your Future entrepreneurial training programs. Startup Quest Bootcamp is a variation of Startup Quest®, an entrepreneurial training program focused on commercialization of intellectual property. The Startup Quest® Bootcamp program provides entrepreneurial training for lifestyle businesses and targets a broader population. Opportunity Quest – Own Your Future is designed for individuals who are not as familiar with the workforce, e.g. youth or parenting adults, and focuses on shifting to an entrepreneurial mindset.




RELEVANT PROFESSIONAL EXPERIENCE

Institute for Workforce Innovation – Nonprofit Workforce and Education Service Provider - Gainesville, FL

Chief Operating Officer

Directed, administered and coordinated all operational activities of the organization in support of policies, goals and objectives, mission and budgets for multiple projects with an overall internal annual operating budget in excess of $5 million and staff of 40 full-time employees.

City College – Private for-profit higher education institution - Gainesville, FL

Adjunct Faculty

Designed and taught two undergraduate business courses: Business Principles and Principles of Management.

EDUCATION

University of Florida

Doctoral Candidate – Higher Education Administration – research focused in Entrepreneurship Education, Workforce Development, Community Engagement & Economic Development

University of Florida, Master of Science in Business Management

University of Florida, Bachelor of Arts in History

PROFESSIONAL CERTIFICATIONS AND ASSOCIATIONS

Leadership Gainesville

LG Class 39 – Leadership and community engagement certification

Ewing Marion Kauffman Foundation

Certified Training Facilitator Ice House Entrepreneurial Education program

Florida Department of Financial Services

Certified for Advanced Accounting for Contracts and Grants Management


Appendix B: VERA Course Library





APPENDIX B VERA COURSE LIBRARY

VERA Soft Skill Courses

1. The Do’s, Don’ts and Why’s of Resume Writing - Learn the Do's, Don'ts and Why's of resume writing and build an effective marketing tool! Topics include think like a boss (employer wants and needs), interactive resume challenge, writing about your work history/experience, career summary, contact information, education, volunteerism and other experience, skills and abilities, special considerations (for veterans, 55+, etc.), resume fortune teller (identifies the type of resume an individual should write).

2. Conflict Resolution - Learn to identify and diffuse interpersonal conflicts effectively in this course. Topics include recognizing conflicting needs, managing and resolving conflict, skills needed to resolve conflict, step-by-step process for resolving conflict, tips and tools for resolving conflict, ways to avoid future conflict.

3. Effective Communication - Reap the benefits of communicating clearly with others and avoid common conversation pitfalls. Topics include definition of effective communication, benefits of effective communication, preparing to communicate, written communication, nonverbal communication, common communication issues.

4. Going Social - Employers are using social media to find and recruit workers at an increased rate. Even those who don’t hire through social media will check candidates out online. In this course we discuss how to let employers know your ideally suited for your next role. Topics include how employers are using social media, establishing your social proof, making your social media employer ready, and creating an effective LinkedIn profile.

5. Job Seeking for Experienced Workers - Specialized content focusing on age 50+ job seekers designed to highlight the benefits of hiring an experienced worker. Topics include self-reflection, self-assessment, challenges, the timeless resume, networking and social proof, interview tips, and money matters.

6. Optimizing Your On-line Job Applications - Learn to think like a recruiter when completing an on-line application and receive great information on how to complete these forms. Topics include challenges and advantages of online applications, preparation, step-by-step interactive, do's and don'ts.

7. Succeeding in the Workplace - Takes you on a whirlwind tour of organization, time management, and other important soft skills. Topics include workplace




etiquette, nonverbal communication, workplace attire, professionalism, tips for success

8. The Art of the Interview - Ace your next interview with the help of this comprehensive and interactive course. Topics include interview formats, employer expectations, preparing for an interview, practice Q&A, tips and tricks.

9. Get Empowered - Learn to take initiative, make decisions, and engage in self-direction in the workplace. Topics include leadership, goal setting, self-determination, locus of control, personal SWOT analysis.

10. Skills Identification - Dig deep to identify your best and most marketable skills, including transferable skills. Topics include identifying personal skills, identifying job specific skills, identifying transferable skills, marketing your skills to employers, self-assessment pieces.

11. The Over 50 Workforce – Are you 50 or older? Learn how to present yourself with your best foot forward when applying for a new job! Topics include challenges facing the workforce and how to overcome these challenges.

VERA Entrepreneur and Business Development Skills Courses

1. Introduction to Entrepreneurship and Business Development Skills - An introduction to the Course through learning about a famous entrepreneur, comparing entrepreneurs and innovators and learning about how products and services are designed in response to a problem or customer pain point.

2. Entrepreneurial Mindset and Characteristics of an Entrepreneur – Learn about how entrepreneurs have used their skills to identify and solve social problems, the purpose of having a mission statement and vision for a business, and about non-profit and socially responsible business practices.

3. Idea Generation - Learn how the entrepreneurial mindset is used to create a new business idea, participate in creative thinking activities and understand the purpose of the business model canvas and business plan.

4. Market Research - Learn why market research is important to your business plan, how to conduct market research including collecting and analyzing data and how you can use your findings to develop your product.




5. Value Proposition - Understand how to differentiate between the benefits and features of your business, identify your value proposition and learn how to promote values in your business plan.

6. Customer Segments and Market Analysis - Learn how to determine the community of customers or businesses that you are aiming to sell your product or services to, what is important about your customers and how to perform the necessary research and analysis to determine if the customer has a willingness to buy your product/service.

7. Customer Channels and Marketing – Learn about customer touch points yielding effective communication, engaging customer experience and different ways to promote and sell your products or services.

8. Finance Basics - Learn how to create and use the following reports: Profit and Loss, Cash Flow Statement and Balance Sheet. This module will also cover the money needed for your initial investment and benefit analysis.

9. Proposal and Pricing – Learn how to calculate the important financial pieces for your business plan. You’ll also learn how to properly calculate and price your product or service to be competitive in your market.

10. Expenses – Learn how to calculate and track your business expenses. Operating expenses incurred by a business including general, common and acceptable business expenses.

11. Key Resources and Partnerships – Learn about key resources including human. financial, intellectual and physical. Learn about and understand different types of business partnerships so that you can decide if a partnership is the right decision for your business.

12. Milestones and Key Activities – This module will discuss milestones and key activities for your business's future for the next one to five years.

13. Corporate Culture and Team Building – A discussion on the blend of values, beliefs, taboos, symbols, rituals and myths all companies develop over time. Whether written as a mission statement, spoken or merely understood, corporate culture describes and governs the ways a company's owners and employees think, feel and act.

14. Portfolios of Income - This workshop series provides business formation, development, social capital building and network opportunities focused on success and progress for independent business owners and gig workers. Workshops are




focused on critical and foundational skills around financial literacy, sales, marketing, and business strategy.


Action Item # 5

PY 2020-2021 Budget Modification No. 1 Information: Total budgeted revenue has increased from $22,983,190 to $50,086,328 for an overall increase of $27,103,138. This is due to the following: Workforce Innovation & Opportunity Act Programs: Decrease in WIOA Adult of $559,172 Decrease in WIOA Youth of $545,953 Increase in WIOA Dislocated Worker of $621,938 Increase in WIOA Soft Skills of $2,014 Increase in WIOA Supplemental of $412,104 Increase in WIOA Performance Incentives of $213,766 Increase in WIOA Emerging Initiatives – Foundational Skills of $5,833 Employment Services: Increase in Wagner Peyser of $347,539 Increase in Veterans Programs of $26,250 Increase in SNAP of $837 Increase in Trade Adjustment Act of $55,225 Increase in Military of $434 Welfare Transition Program: Increase in Welfare Transition of $385,806 Direct Grants and Special Projects: Increase in Re-employment & Eligibility Assessment of $79,142 Increase in NEG – Hurricane Maria Evacuees of $8,142 Increase in USDOL Tech Hire of $128,616 Increase in Tampa Housing of $1,680


New award – Hillsborough County CARES (R3) for $25,000,000 New award – NDWG – COVID 19 for $843,937 New award – United Way Suncoast for $75,000 Additionally, there was an increase in expenditures of $27,101,967. Recommendation The Finance Committee is recommending approval of the adjustment to the revenue budget and resultant modification to the expenditure budget.


Program/Award Approved Budget Modification No. 1 Modified Budget

WIOA Adult 4,799,128 (559,172) 4,239,956 WIOA Youth 5,551,573 (545,953) 5,005,620 WIOA Dislocated Worker 3,835,778 621,938 4,457,716 WIOA Soft Skills 88,000 2,014 90,014 WIOA Supplemental 315,000 412,104 727,104 WIOA Performance Incentives - 213,766 213,766 WIOA Emerging Initiatives - Foundational Skills 15,000 5,833 20,833

Subtotal WIOA 14,604,479 150,530 14,755,009

Wagner Peyser 1,650,046 347,539 1,997,585 Veterans Programs 270,000 26,250 296,250 SNAP 585,000 837 585,837 Trade Adjustment Act 120,000 55,225 175,225 Military Family 98,000 434 98,434

Subtotal Employment Services 2,723,046 430,285 3,153,331

Welfare Transition Program 4,600,665 385,806 4,986,471

Subtotal WTP 4,600,665 385,806 4,986,471

Reemployment & Eligibility Assessment (RESEA) 450,000 79,142 529,142 NEG - Hurricane Maria Evacuees 35,000 8,142 43,142 USDOL Tech Hire 470,000 128,616 598,616 Tampa Housing 100,000 1,680 101,680 Hillsborough County - CARES (R3) - 25,000,000 25,000,000 NDWG - COVID 19 - 843,937 843,937 United Way Suncoast - 75,000 75,000

Subtotal Grants and Special Projects 1,055,000 26,136,517 27,191,517

Total Combined 22,983,190 27,103,138 50,086,328

CareerSource Tampa BayPY 2020-2021 Revenue Budget

Modification #1


Revenue:

Fiscal Year 2021 New Allocations 6,972,336 2,231,515 4,200,665 27,017,688 40,422,204 14,580,190 25,842,014 Carryforward from Prior Year Allocations 7,782,674 921,816 785,806 173,829 9,664,125 8,403,000 1,261,125

Total Revenue 14,755,010 3,153,331 4,986,471 27,191,517 50,086,329 22,983,190 27,103,139

Expenditures:

Program Services - Allocated Costs:

Business Services 1,263,367 - 236,633 - 1,500,000 1,500,000 - Case Management 3,529,803 537,890 1,625,094 537,716 6,230,503 6,042,051 188,452 Career Services 992,000 - 608,000 - 1,600,000 1,796,544 (196,544) One Stop Operating/Facilities Costs 6,217 1,606,455 50,031 287,297 1,950,000 1,915,000 35,000 Technology 115,207 435,950 11,550 162,293 725,000 600,000 125,000 Community Outreach 37,490 172,657 6,543 53,310 270,000 270,000 - Program Staff Training & Professional Development 18,980 19,423 7,693 3,904 50,000 50,000 -

Subtotal - Program Services Allocated 5,963,064 2,772,375 2,545,544 1,044,520 12,325,503 12,173,595 151,908

Program Services - Direct Costs:

Participant & Work Based Learning 7,976,000 145,000 1,910,000 23,285,000 33,316,000 7,704,057 25,611,943 Direct Grants & Special Projects - Salaries & Benefits - - - 978,439 978,439 195,512 782,927 Subrecipient Contracts - - 250,000 - 250,000 250,000 - DEO Staff Travel - 35,000 - - 35,000 35,000 -

Subtotal - Program Services Direct 7,976,000 180,000 2,160,000 24,263,439 34,579,439 8,184,569 26,394,870

Total Program Service Costs: 13,939,064 2,952,375 4,705,544 25,307,959 46,904,942 20,358,164 26,546,778

Indirect Costs Indirect Costs 737,750 172,995 249,323 1,859,576 3,019,644 2,464,455 555,189

Total Indirect Costs 737,750 172,995 249,323 1,859,576 3,019,644 2,464,455 555,189

Total Expenditures 14,676,814 3,125,370 4,954,867 27,167,535 49,924,586 22,822,619 27,101,967

Unobligated Balance 78,196 27,961 31,604 23,982 161,743 160,571 1,172

Modification #1

CareerSource Tampa BayPlanning Budget - Modification #1

Fiscal Year 2021 (July 2020-June 2021)

Workforce Innovation &

Opportunity Act

Employment Services

Programs

Welfare Transition Programs

Direct Grants & Special Projects

Adjusted Budget FY 2020-2021

Prior Approved Budget FY 2020-2021


Action Item # 6

DRAFT 2020 – 2021 Youth Development Committee Goals

GOAL 1: INCREASE YOUTH CAPACITY FOR ECONOMIC INDEPENDENCE THROUGH PROGRAMS THAT PROVIDE WORK-RELATED EDUCATION, WORK READINESS SKILLS AND OCCUPATIONAL SKILLS TRAINING OPPORTUNITIES. Objective 1: Maximize the use of technology and online services to meet job seeker needs.

• Identify virtual services platform to promote robust services to job seekers and employers. • Customize Employability Skills Workshops and virtual workshops for youth in multiple media

platforms. Objective 2: Increase the number of youth participants who earn a nationally recognized industry credentials including: GED, Penn Foster, Microsoft Office MOS, Hospitality, Bring You’re a Game, etc. Objective 3: Increase WIOA Out-of-School youth participation in Occupational Skills Training (OST).

• Enroll job seekers into training programs that lead to careers in targeted occupations with an emphasis on career laddering opportunities in the following industries CSTB targeted industries: − Healthcare/ Life Sciences − Manufacturing/ Logistics − Information Technology − Financial & Professional Services − Hospitality/ Retail/ Tourism − Trades/Construction/Transportation

Objective 4: Promote apprenticeship training and pre-apprenticeship programs to prepare youth for career opportunities. GOAL 2: INCREASE WORK-BASED LEARNING OPPORTUNITIES TO YOUTH IN HIGH GROWTH INDUSTRIES INCLUDING PAID WORK EXPERIENCE AND ON-THE-JOB TRAINING. Objective 1: Increase participation in the Paid Work Experience (PWE) and the On-the-Job Training (OJT) programs.


Objective 2: Collaborate with business and workforce education to promote the work-based training opportunity to youth in industry driven training programs aligned with CSTB’s targeted industry sector needs. GOAL 3: EXPAND OUTREACH EFFORTS TO MAXIMIZE COMMUNITY AWARENESS, YOUTH ENGAGEMENT AND ENROLLMENT.

Objective 1: Develop and promote CSTB WIOA Youth program services as a primary source for future talent pipeline through platforms, such as LinkedIn, Instagram, Facebook, and Twitter. Objective 2: Increase partnership capacity with key One Stop Partners, community-based, faith-based organizations and educational partners that have an emphasis on working with young adults.

GOAL 4: CONTINUE BUILDING ON THE ESTABLISHED SUCCESSES OF THE EXISTING SUMMER JOB CONNECTION (SJC) PROGRAM. Objective 1: Expand innovative SJC program design to offer engaging, meaningful services to young adults outside of the traditional Paid Work Experience (PWE) internship, Career Exploration, Entrepreneurial training, etc. Objective 2: Maximize the utilization of technology, through applications that are compatible with smartphones (apple, android) and tablets, including gamifications with badges and certifications. Objective 3: Continue to expand on the critical skills training workshops, online modules including financial literacy component. Objective 4: Establish mechanism to provide credentialing to youth enrolling into the SJC program to include: Bring You’re a Game, LinkedIn Learning, Microsoft, etc. Objective 5: Increase and diversify employer participation to offer a wide range of PWE worksite options covering all CSTB Targeted Industries. Objective 6: Identify opportunities to leverage appropriate non-workforce development funding and grants that align with the SJC scope. Long term goal to provide services to 10,000 youth in 10 years without workforce development funds. Objective 7: Showcase our successes with employer engagement, partnership development and youth through: Faces of SJC (print), virtual stories, video production, Infographic, Annual SJC Report and SJC Year End Awards Celebration. GOAL 5: EFFECTIVELY MANAGE KEY YOUTH WORKFORCE DEVELOPMENT PERFORMANCE. Objective 1: Manage workforce development performance through monitoring and analysis of critical performance reports.

• Monitor local key performance measures as defined by the CSTB Board of Directors through the Performance Dashboard Report.


• Routinely review and analyze the internal WIOA Youth Performance Watch Reports by

Departments. • Analyze federal level WIOA Youth Primary Indicators of Performance on a quarterly basis and

benchmark against other metro LWDB’s. • Analyze all WIOA Youth programmatic monitoring to include internal, contracted board, DEO

or external monitoring such as USDOL. Recommendation: The Youth Development Committee recommends approval of the PY-20-21 Youth Development Strategic Goals.


Information Item # 1

R3 - Rapid Recovery Response Update

CareerSource Tampa Bay to distribute $21.5 Million to Hillsborough County Job Seekers and Businesses ~Rapid Response Recovery program (R3) Kicked Off July 1, 2020~ TAMPA, FL – CareerSource Tampa Bay (CSTB) continues to ramp up services under the Rapid Response Recovery (R3) program that will help Hillsborough County job seekers impacted by Covid-19 with occupational skills training and find businesses skilled labor. The R3 program is funded through the Federal Cares Act with funding released by the Hillsborough Board of County Commissioners.

Job Seeker Highlights: Employer Highlights: • 1,751 Hillsborough job seekers applied. • 781 Applications in process. • 196 started or approved to start training at

cost of $800,000. Another 35 in process at estimated cost of $136,000.

• First Virtual Job Fair held on 9/2 with 183 job seekers in attendance or submitting a resume.

• Weekly Recruitment Events by Industry started week of 9/7.

• 174 Hillsborough Employers applied to the R3 Program

• 80 employers approved with 248 different job orders totally 1059 anticipated hires to date.

• 38 OJT and 41 PWE contracts approved or in approval process

• 23 OJT and PWE placements at cost of $130,000. Additional 63 in process at estimated cost of $382,000.



Performance Dashboard 9.8.2020

% Change from same period last year: • 31.67% increase in Individuals Served • 41.16% decrease in Individuals Employed • 165.64% increase in Employers Served • 326.80% increase in New Employers Served • 12.05% increase in Adult Median Wage • 18.21% decrease in DW Median Wage • 12.19% increase in Youth Median Wage



WIOA Primary Indicators of Performance: PY 19-20 Q4 April – June

LWDB 15

Measures PY2019-2020 1st Quarter Performance

PY 2019-2020 % of Performance Goal Met For Q1

PY2019-2020 4th Quarter

Performance

PY 2019-2020 % of

Performance Goal Met For

Q4

PY 2019-2020

Performance Goals

Adults: Employed 2nd Qtr After Exit 86.00 95.34 78.70 87.25 90.20

Median Wage 2nd Quarter After Exit $8,176 119.36 $9,100 132.85 $6,850

Employed 4th Qtr After Exit 90.10 107.90 83.40 99.88 83.50

Credential Attainment Rate 94.70 145.69 89.30 137.38 65.00

Dislocated Workers: Employed 2nd Qtr After Exit 86.60 102.85 72.70 86.34 84.20




Youth: Employed 2nd Qtr After Exit 80.50 106.62 77.30 102.38 75.50



Wagner Peyser: Employed 2nd Qtr After Exit 63.70 93.40 67.90 99.56 68.20



Not Met (less than 90% of negotiated)

Met (90-100% of negotiated)

Exceeded (greater than 100% of negotiated)


Statewide

Measures PY2019-2020 1st Quarter

Performance

PY 2019-2020 % of


Q1

PY2019-2020 4th Quarter

Performance

PY 2019-2020 % of


Q4

PY 2019-2020 Performance

Goals

Adults:

Employed 2nd Qtr After Exit 85.60 100.47 86.00 100.94 85.20




Dislocated Workers:





Youth:




Wagner Peyser:




Not Met (less than 90% of negotiated)

Met (90-100% of negotiated) Exceeded (greater than 100% of

negotiated)


Region Comparison

128.92106.06 109.63 122.74 110.35

90.78115.40

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

Adult Credential Attainment Rate % of Goal

122.1290.57

115.42

74.97

119.36104.04 108.90

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

Adult Median Wage 2nd QTR After Exit % of Goal

100.4779.93

107.40 105.29 95.3480.87

109.02

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

Adult Employed 2 QTR After Exit % of Goal

103.3784.58

109.01 99.13 107.9086.02

110.64

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

Adult Employed 4th QTR After Exit % of Goal

118.82 110.38 113.57132.87 133.14

101.7690.02

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

DW Credential Attainment Rate % of Goal


122.73102.88

156.92 168.30

121.87 109.85 116.45

0.00

50.00

100.00

150.00

200.00

STW 23 22 21 15 12 8

DW Median Wage 2nd QTR After Exit % of Goal

106.0292.14

110.00 121.63102.85 92.19 90.14

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

DW Employed 2nd QTR After Exit % of Goal

109.87 106.06 109.63122.74

110.3590.78

115.40

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

DW Employed 4th QTR After Exit % of Goal

113.38

76.82

123.31 131.17118.68

101.66 108.34

0.0020.0040.0060.0080.00

100.00120.00140.00

STW 23 22 21 15 12 8

Youth Credential Attainment % of Goal

106.6291.90

118.45105.11 106.62 104.86 109.40

0.0020.0040.0060.0080.00

100.00120.00140.00

STW 23 22 21 15 12 8

Youth Employed 2nd QTR After Exit % of Goal


Region 8- CareerSource North Florida

Region 12 CareerSource Central Florida

Region 22- CareerSource Broward

Region 23- CareerSource South Florida

118.55100.84

133.33114.88 119.36 115.76 119.94

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

Youth Employed 4th QTR After Exit % of Goal

108.06 101.87 108.72 104.5293.40

108.31 114.15

0.0020.0040.0060.0080.00

100.00120.00

STW 23 22 21 15 12 8

WP Employed 2nd QTR After Exit % of Goal

99.6987.61

102.27 103.01 96.17112.86 108.88

0.0020.0040.0060.0080.00

100.00120.00

STW 23 22 21 15 12 8

WP Employed 4th Quarter After Exit % of Goal

110.3395.83

116.16 118.45 119.75105.32

117.28

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

WP Median Wage 2nd QTR After Exit % of Goal


Region 8- CareerSource North Florida

Region 12 CareerSource Central Florida

Region 22- CareerSource Broward

Region 23- CareerSource South Florida

118.55100.84

133.33114.88 119.36 115.76 119.94

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

Youth Employed 4th QTR After Exit % of Goal

108.06 101.87 108.72 104.5293.40

108.31 114.15

0.0020.0040.0060.0080.00

100.00120.00

STW 23 22 21 15 12 8

WP Employed 2nd QTR After Exit % of Goal

99.6987.61

102.27 103.01 96.17112.86 108.88

0.0020.0040.0060.0080.00

100.00120.00

STW 23 22 21 15 12 8

WP Employed 4th Quarter After Exit % of Goal

110.3395.83

116.16 118.45 119.75105.32

117.28

0.00

50.00

100.00

150.00

STW 23 22 21 15 12 8

WP Median Wage 2nd QTR After Exit % of Goal

Information Item # 4 Negotiated Federal Performance Goals

Overview: Federal Performance for Workforce Investment and Opportunity Act (WIOA) and Wagner-Peyser (WP) Programs consists of eighteen performance metrics. Fourteen metrics have had established goals with four additional metrics receiving goals for PY2021. The four metrics that now have goals are Measurable Skills Gains for WIOA Adult, Dislocated Worker, and Youth and Median Wage 2nd Quarter After Exit for WIOA Youth. The U.S. Department of Labor (DOL) negotiates with all 50 states and each state has targets for each metric. USDOL negotiated performance levels for each state must be agreed upon by no later than June 30th. DEO establishes the Florida statewide goals with USDOL and then negotiates with each of the 24 LWDBs. The LWDB’s must finalize their negotiated local levels of performance no later than September 30th. Every two years CSTB is required to negotiate our local level of performance with DEO. Under WIOA, the statistical adjustment model, established by the Secretaries, will be used to ensure that the negotiated levels of performance are based on the actual economic conditions and characteristics of participants. DEO established baselines by utilizing data pulled from the prior two Program Years. For PY 20-21 and PY 21-22, CSTB opted to accept the suggested goals provided by DEO.

Measures

PY 2019-2020 % of

Performance Goal Met for Q3

PY 2019-2020 Performance Goals

STW PY 20-21 Performance Goals

STW PY 21-22 Performance Goals

PY 2019-2020

3rd Quarter Performance

Adults:

Employed 2nd Qtr After Exit 76.3 84.59 90.2 85.5% 85.5%


Median Wage 2nd Quarter After Exit $8,832 128.93 $6,850 $7,000 $7,000

Employed 4th Qtr After Exit 84.7 101.44 83.5 84.0% 84.5%

Credential Attainment Rate 88.9 136.77 65 68.0% 68.0%

Measurable Skill Gains 47.0% 49.0%

Dislocated Workers:




Credential Attainment Rate 91 133.43 68.2 70.0% 70.0%


Youth:


Median Wage 2nd Quarter After Exit $3,200 $3,200


Credential Attainment Rate 84.9 112.45 75.5 76.5% 76.5%


Wagner Peyser:



Employed 4th Qtr After Exit 63 96.63 65.2 64.2% 64.2%


Information Item # 5 Approved Related Party Contracts

When meetings of the Board, such as when time requirements do not permit consideration and action by the full Board without impacting delivery of program and services, the Executive Committee shall have the authority to exercise those powers of the Board in accordance with Article VII, Section 7.4B of the By-Laws..

CSTB By-Laws Article VII, section 7.4.B stipulates the following: “To the extent consistent with these bylaws, the Executive Committee shall have the authority to exercise those powers of the Board, which may be lawfully delegated, to manage the business and affairs of CSTB between meetings of the Board such as when time requirements do not permit consideration and action by the full Board without impacting delivery of programs or services.”

Under this authority, the Executive Committee has taken the following actions at the August 20, 2020 meeting:

• Approval of related party contract with Tampa Hillsborough EDC. On August 7, 2020, CareerSource Tampa Bay received notification that the Tampa Hillsborough EDC contract was approved by DEO. Subsequent to the Board of Directors approval of the MOU at the July 16, 2020 meeting, EDC proposed modifications to the MOU to provide clarification of CSTB’s responsibilities and relationship of parties. To effectively move forward, and to avoid further delay of service delivery, the Action Item was brought forth to the Executive Committee to exercise those powers of the Board.

The term of this MOU will be from July 1, 2020 through June 30, 2021.

Organization Name Board Member Amount not to exceed

The Tampa Bay Economic Development Council Stephen Morey $180,000


• Approval of related party Rapid Response Recovery (R3) PWE and OJT contracts with VetCor LLC and Fuzzy’s Taco Shop. The work-based learning opportunities are for a short-term period and delaying approval until the September 17, 2020 board meeting would impact the delivery of those services. Therefore, to effectively move forward in providing work-based learning opportunities to those Hillsborough County residents who have been economically injured by the COVID-19 pandemic, the Action item was brought forth to the Executive Committee to exercise those powers of the Board. The term of the R3 contracts will be thru December 30, 2020.

Organization Name Board Member Amount not to exceed

VetCor, LLC Donald Noble $250,000 AJI, LLC dba Fuzzy’s Taco Shop Ian Lieberman $75,000



Career Source Tampa Bay Policies

Background:

Throughout the Program Year and as necessary when USDOL published Training Employment Guidance Letters (TEGLs), CareerSource Florida (CSF) approves new Administrative and/or Strategic Policies or DEO publishes new Memorandums or Guidance, CareerSource Tampa Bay will review to determine necessary action for creation of new policy or policy revision. Outlined below are six new CSTB Board Policies that were voted on and approved at the recent Executive Committee meeting held on August 20, 2020. Staff recommended approval of these policies at the Executive Committee level due to time sensitivity involved in needing to get these policies approved, executed and staff training conducted. This information item is to advise the full Board of the actions taken at the Executive Committee regarding these policies:

1. CSTB Confidentiality of Records Policy 2. One-Stop Staff Credentialing and Skills Standards Policy 3. Reemployment Services & Eligibility Assessment Program Services 4. Veterans’ Initial Intake Process Policy 5. Welfare Transition Program Policy 6. CSTB Marketing & Public Relations Policy

Since the approval at the Executive Committee, policies were released to staff, online Policy Training was recorded through TEAMS channel and published for staff review. All CSTB Approved Board Policies can be found on our CareerSource Tampa Bay Website at: https://www.careersourcetampabay.com/?s=policy+and+procedures. For anyone interested in reviewing these newly approved policies or any of our existing CSTB Policies, please visit our website or feel free to contact our Chief Policy and Performance Officer with any questions.



Summer Job Connection Annual Report


SUMMER JOB CONNECTIONANNUALREPORT2020

CareerSource Tampa Bay2020 Summer Job Connection Program


CONTENTSVISION

ABOUT SJC

AT A GLANCE: FACTS AND FIGURES

ENROLLMENT

FUNDING

ESSENTIAL SKILLS TRAINING

ADDITIONAL STATISTICS 10


OUR VISION

Learning Today, Leading Tomorrow.

We are making connections that matter!

The CareerSource Tampa Bay Summer Youth Employment Program, branded Summer Job Connection (SJC) provides a unique opportunity for career exploration to youth in Hillsborough County. Summer youth employment programs instill the young adults of tomorrow with critical essential skills that all employers need. The SJC program orientated youth to the world of work, and exposed them to new experiences, ideas and potential career paths for the future through hands-on, real-world work experience through paid work experience positions in demand occupations or targeted industries. The program design was a vision created by CareerSource Tampa Bay (CSTB) that was met with the full support of the Board of Directors and the Hillsborough County Board of County Commissioners, as well. The inaugural program year was 2019.

Unemployment rates for youth in the age range of 16-24 years old usually run upwards of 13-14%. Our Summer Job Connection program prepares Hillsborough County youth to be work ready by exposing to opportunities in targeted occupations, established a future talent pipeline and assisted with reducing the skills gap shortage. With a focused emphasis on CSTB's core vision, Talent meets opportunity. Our SJC program is equipping the future talent pipeline for Hillsborough County employers.


ABOUT SJC

Program GoalsIntroduce and prepare youth for the world of workWork Readiness/ Essential SkillsDevelopment of ResumeFinancial LiteracyExplore career interests and acquire good work habits and skillsOpportunity to earn incentives

Program StructureUp to 4 weeks of paid career exploration

Open to all eligible Hillsborough County resident 16-24 years old Program Dates: June 15 through July 10

Online application and eligibility requirements


AT A GLANCE: FACTS AND FIGURES

Reflecting On Our StructureAs the COVID-19 national pandemic hit, we felt that it was best to pivot our program to a virtual online Career Exploration model, this summer, instead of the traditional paid work experience internship model. Many factors went into this decision such as the health, safety and well- being of youth, and our staff and the overall social and economic impact. This decision came as so many businesses are starting to slowly reopen, and needed to focus on these strategies and the impact to their overall operations during this time. The Career Exploration program model, CXP consisted of a four week online curricula that provided young adults an opportunity to really explore potential career options, conduct research, participate in engaging activities, network and communicate with other youth with similar interests and connect with some local business leaders in Hillsborough County. The Youth Summit took place on 6/10/2020 and 6/11/2020, and the CXP program launched on 6/15/2020.

Applications

1,500

Participants Enrolled

over $1.2M

Returning Participants

14% Self- Identified Disability

10.2%

1st Time Participant

86%

96%of participants

are likely to recommend the program.

496

Funding

reported likely to participate again

95%

Key Program Dates:6/10/2020: Virtual Youth Summit6/11/2020: Virtual Youth Summit6/15/2020: CXP launched 7/10/2020: CXP ended


ENROLLMENT BREAKDOWNRace/ Ethnicity

68.7 %5.7 %

0.4 %

0.4 %

12.0 %

10.7 %

2.1 %

Black Asain American Indian/ Alaska Native�a�aiian/ Other �aci�c Islander White Other Did not identify

Age

80.6

3.4

3.4

2.6

16-17 (400 Youth) 18-19 (66 Youth) 20-21 (17 Youth)22-24 (13 Youth)

Male (185 Youth) Female (311 Youth)

37%63%

Gender


ENROLLMENT BREAKDOWNEducational Level

2.4%

68.5%

14.9%

1.8%

12.3%

Grade: 8-9

Grade: 10-11

Grade: 12

Grade: College

Grade: N/A

Geographic Area

Tampa: 372 (75%)Brandon: 72 (15%)Southshore: 36 (7%)Plant City: 16 (3%)


SJC Funding & OutcomesFinancial Highlights

Funding Streams

TANF64.2%

WIOA ISY28.4%

WIOA OSY7.2%

91%

of participants were very

satisfied/ satisfied with

the Financial Literacy

trainin��

$428,561Participants had to opportunity to earn $50.00 for

participating in the Youth Summit. In addition, Youth were

given the opportunity to earn an additional $200.00 in

incentives per week based on full completion in the CXP

modules of Summer Job Connection. If the youth completed

all 4 weeks and their final project, then they would have been

eligible for an additional $200.00. That means youth who

completed the entire program had the opportunity to earn

$1,050.00 this summer.

IN EARNED INCENTIVES IN 2020

Piloted re-loadable debit cards

Partnered with Regions Bank to provide a customized financial literacy virtual workshop

Issued 461 cardsMade 2,459 transactions: initial and reload

79%

completion rate at

the end of week 4.


95%of participants

found the online assignments &

activities meaningful.

Week 1: Self- Evaluation including learning

style, personality assessment and motivational

topics

Week 2: Career Exploration, Virtual College

Tours, Reality Check/ Financial Literacy

Week 3: Communication, Networking, Social

Media Presence and Elevator Pitch

Week 4: Culmination Project

Lunch & Learn Sessions

Career Exploration topics:

The Lunch & Learn sessions were accomplished through Zoom meetings; averaging an hour in length. We felt that it was critical for young adults to hear from our local Hillsborough County leaders as to what they are looking for, what it takes to work at their business and how they achieved success. A business leaders passion can ignite and motivate a young adult in such a powerful way. Youth feedback received in post program survey requested additional Zoom Lunch & Learn sessions.

91%of participants

rated overall satisfaction of

Lunch & Learn sessions.

Participating Employer, Business and Community Leaders included:

Caspers Company McDonald'sGlobal Solutions EnterprisePublixFade In FullLicencia para DivertirseHammond Psychology & Associates, P.A.International Paper

Parwani Law, P.A.Minimise USASynapseFlorida House of Representative, Susan L. ValdezRegions BankSuncoast Credit Union

Essential Skills Training


Additional Statistics & Quote

38%of participants

received Free/ Reduced Lunch.

"I can’t think of anything to improve other than having interns explain how skills one already has will help them in

the work place."-SJC 2020 Youth Participant

65%

of participants identified

as English Language

Learners

of participants identified as receiving

Supplemental Nutrition Assistance Program

42%

"There is no doubt, these are unprecedented times. Employers are worried about maintaining their business, production, and customer base. Employees are worried about their jobs and families. Our youth are emerging into a very different workforce. Last year CareerSource Tampa Bay commenced Summer Job Connect. As an employer it gave me the opportunity to promote my industry as a career option to the emerging workforce/students. CareerSource Tampa Bay provided the composition for “On The Job Training” which provided me a healthy workforce without cost thus yielding an measurable increase in company profits. Combined with the fact I gained firsthand experience and dibs on the emerging workforce – I say it was a GREAT success. This year social distancing eliminated the same possibilities as last year. However, once again CareerSource Tampa Bay soared to the occasion and instead of “On The Job Training” they used technology to bring employers and students together. I was honored to have been selected to experience a virtual classroom presentation. I was amazed how active the students were in the session, the questions they asked, and the respect they showed. Mike and Jenifer did a fantastic job orchestrating the virtual classroom presentation and keeping order while allowing the students to express themselves. I hope the students got as much out of the class as I did. Strange, I no longer think of them as the unemployment office. I think of CareerSource Tampa Bay as my business partner. CareerSource Tampa Bay is the perfect example of a successful Private Public Partnership (P3)" - Larry Pasetti, COO of Minimise USA


Youth InterviewsTerry Jones is a second year SJC program participant that has recently been accepted to Hillsborough Community College for Graphic Design. Terry explained that he expected and appreciated the SJC program being more rigorous as this enabled him to challenge himself this year and improve on his soft skills covered throughout CXP, such as time management. One of the biggest lessons Terry learned this program year was when Mark Gibson, SJC Skills Instructor, played a video talking about Kobe Bryant and how he achieved fame. The video has allowed him to build up his confidence as he steps out of his comfort zone and allow people to get a better understanding of him rather than assume. Terry goes on to discuss his favorite Lunch & Learn meeting was with Kenny Mention from Fade In Full Barber Shop. It touched Terry as Kenny told his story of growing to become the barber he is today and made Terry think about his current career path. From that moment, Terry has been searching for the perfect career and backup plan.

"Hannah Psiaki enjoyed SJC due to its flexibility and adaptability of the program. Also, she learned important interview tips and writing a proper job application. Her favorite presentation was with Voncara Daly due to her personal attempts to get hired at Publix. COVID-19 impacted Hannah by interfering with her senior year. Due to the pandemic, her prom and other senior events were cancelled. "Don't take every school day for granted," she stated.


SAVE THE DATEJANUARY 4, 2021

Stay Connected and Follow Us:

SUMMER JOB CONNECTION

ONLINE APPLICATION LAUNCHES

Text 'INFO' to (813) 412-8647

https://www.facebook.com/Summer-Job-Connections-104991384546107

https://www.youtube.com/playlist?list=PLfrTLAiPPxqvRAddpMD1EH4eNtLKCZ9uC

https://www.instagram.com/summerjobconnection/?hl=en

https://twitter.com/SummerJobCSTB

For more information, please visit: CareerSourceTB.com/summer-job

IGNITE. INNOVATE. INSPIRE.

One Summer Can Change Your Future...


INFORMATION ITEM # 8

Expenditure Reports for the period ending June 30, 2020


CareerSource Tampa BayGrant Award to Actual Expenditures

FY 2019-2020For Period Ending 6/30/2020

Program DescriptionAward Begin

DateAward End

DateAward

AmountFY 19-20Budget

FY 19-20 Expenditures

YTD

FY 19-20 Remaining

Budget

FY 19-20 Expenditure

Rate

Overall Expenditure

Rate Expected

Overall Expenditure Rate Actual

Workforce Innovation Opportunity ActWIOA - Adult PY2018 7/1/18 6/30/20 2,755,573 1,308,804 1,308,804 (0) 100% 100% 100%WIOA - Adult PY2019 7/1/19 6/30/21 2,621,848 2,828,571 810,342 2,018,229 29% 50% 31%WIOA - Dislocated Worker PY2018 7/1/18 6/30/20 2,975,639 2,418,120 2,418,120 (0) 100% 100% 100%WIOA - Dislocated Worker PY2019 7/1/19 6/30/21 2,975,147 1,928,876 153,448 1,775,428 8% 50% 5%WIOA - Youth PY2018 4/1/18 6/30/20 3,014,051 2,787,772 2,787,772 (0) 100% 100% 100%WIOA - Youth PY2019 4/1/19 6/30/21 2,837,546 2,270,037 - 2,270,037 0% 56% 0%WIOA - Supplemental 7/1/19 12/31/20 265,535 265,535 210,820 54,715 79% 66% 79%WIOA - Sector Strategies - Career READY 7/1/19 12/31/19 20,000 20,000 20,000 - 100% 100% 100%WIOA - Sector Strategies - IT Training 7/1/19 12/31/19 70,000 70,000 64,597 5,403 92% 100% 92%WIOA - Community Based Sec Str 7/1/19 12/31/19 25,000 25,000 6,532 18,468 26% 100% 26%WIOA - Apprenticeship FLA 5/1/18 4/30/20 40,000 13,759 7,944 5,815 58% 96% 85%WIOA - Soft Skills 2/1/19 6/30/21 100,000 96,345 6,375 89,970 7% 59% 10%WIOA - Performance Incentives 7/1/19 12/31/20 122,152 122,152 - 122,152 0% 66% 0%WIOA - Emerging Initiatives - Foundational Skills 12/1/19 6/30/21 20,833 20,833 - 20,833 0% 37% 0%WIOA - Covid 19 - PPE 4/1/20 12/31/20 30,000 30,000 30,000 - 100% 33% 100%WIOA - Hurricane Maria Outreach 1/1/18 9/30/19 71,507 3,978 3,978 0 100% 100% 100%Total Workforce Innovation Opportunity Act 14,209,781 7,828,732 6,381,049 55%

Employment ServicesWagner Peyser PY2018 7/1/18 9/30/19 1,402,798 239,021 239,021 0 100% 100% 100%Wagner Peyser PY2019 7/1/19 9/30/20 1,418,050 1,318,050 816,129 501,922 62% 80% 58%DVOP PY2018 10/1/18 12/31/19 214,081 85,840 85,840 (0) 100% 100% 100%DVOP PY2019 10/1/19 9/30/20 135,458 90,726 90,726 - 100% 75% 67%LVER PY 2018 10/1/18 12/31/19 62,213 24,641 24,641 (0) 100% 100% 100%LVER PY 2019 10/1/19 9/30/20 60,887 31,770 31,770 - 100% 75% 52%Supplemental Nutrition Assistance Program PY2018 10/1/18 9/30/19 791,531 241,927 241,927 (0) 100% 100% 100%Supplemental Nutrition Assistance Program PY2019 10/1/19 9/30/20 600,000 450,000 409,299 40,701 91% 75% 68%Reemployment Assistance Program PY2018 10/1/18 11/30/19 71,167 31,880 24,030 7,850 75% 100% 89%Reemployment Assistance Program PY2019 10/1/19 9/30/20 40,000 30,000 - 30,000 0% 0% 0%TAA Administration PY2017 7/1/17 9/30/19 31,695 22,292 598 21,694 3% 100% 32%TAA Training PY2018 7/1/18 9/30/19 119,512 99,667 6,129 93,538 6% 100% 22%TAA Training PY2019 10/1/19 9/30/20 60,000 60,000 18,952 41,048 32% 75% 32%TAA Case Management PY2018 7/1/18 9/30/19 22,480 4,544 4,001 543 88% 100% 98%TAA Case Management/Admin PY2019 10/1/19 9/30/20 40,000 40,000 14,504 25,496 36% 75% 36%Military Family 7/1/19 6/30/20 98,434 98,434 98,434 - 100% 100% 100%Total Employment Services 2,868,793 2,106,001 762,792 73%

Welfare TransitionWelfare Transition Program PY2018 Oct-June 10/1/18 7/31/19 3,672,466 455,590 455,590 (0) 100% 100% 100%Welfare Transition Program PY2019 July-Sept 7/1/19 11/30/19 893,134 893,134 893,134 - 100% 100% 100%Welfare Transition Program PY2019 Oct-June 10/1/19 8/31/20 3,638,872 3,638,872 2,786,604 852,269 77% 81% 77%Total Welfare Transition 4,987,596 4,135,328 852,268 83%

Direct Grants & Special ProjectsRESEA Transition PY2019 1/1/19 7/31/20 632,669 499,917 470,249 29,668 94% 95% 95%RESEA Transition PY2020 4/1/20 6/30/21 300,000 100,000 - 100,000 0% 0% 0%NEG - Hurricane Maria Evacuees 10/1/17 9/30/20 200,000 176,796 134,423 42,373 76% 92% 79%USDOL Tech Hire 7/1/16 6/30/21 3,796,320 1,278,551 699,456 579,095 55% 80% 85%Tech Hire Evaluation 3/20/18 6/30/20 75,000 29,422 29,422 (0) 100% 100% 100%Tampa Housing 5/15/17 3/31/21 148,275 91,374 19,546 71,828 21% 81% 31%Citi Foundation 9/18/17 8/31/19 250,000 3,739 3,739 (0) 100% 100% 100%Total Direct Grants & Special Projects 2,179,800 1,356,835 822,965 62%

Totals 24,245,970$ 15,426,895 8,819,074 64%

BudgetActual Exp to

dateRemaining

Budget% spent to

date % Target9,404,781$ 2,475,373$ 6,929,408$ 26.32% 100.00%

# of customers

served 1,745 Avg Cost

per 1,418.55$

Note: # served - Includes ITA's, OJT's, PWE's, IWT's Supportive Services, apprenticeships, training certifications

Training Budget vs. Actual


Funding Sources

Current Year Budgeted Revenues:Carryforward Funds from FY 2019 6,743,778 580,841 198,782 609,249 8,132,650 FY 2020 Award 8,873,061 2,605,452 4,788,814 1,870,551 18,137,878 Total Funds available 15,616,839 3,186,293 4,987,596 2,479,800 26,270,528 Interfund transfer - - - - - Less: Planned Carryforward for FY 2021 (1,407,058) (317,500) - (300,000) (2,024,558) Total Available Funds Budgeted 14,209,781 2,868,793 4,987,596 2,179,800 24,245,970

Expenditures to Date:

Pooled Costs:Case Management 2,715,332 491,222 1,695,017 421,803 5,323,374 Business Services 830,943 - 417,915 - 1,248,858 Career Services 628,320 - 368,083 8,623 1,005,025 Indirect Costs 1,096,018 220,185 485,823 86,700 1,888,726 One Stop Operating 209,906 893,548 274,333 60,710 1,438,498 Technology 81,895 365,952 98,839 6,925 553,610 Community Outreach 18,909 76,673 21,780 1,595 118,957 Staff Training & Development - 13,735 - - 13,735

Total Pooled Costs: 5,581,322 2,061,315 3,361,789 586,356 11,590,783

Direct Costs:Service Provider Contracts - - - 284,563 284,563 Participant & Worked Based Learning Costs 2,135,938 25,081 773,539 188,775 3,123,333 Program Staff Direct - - - 221,458 221,458 DEO (Jointly managed staff) travel - 16,329 - - 16,329 Other Operating Costs 111,472 3,275 - 75,683 190,430

Total Direct Costs: 2,247,410 44,685 773,539 770,478 3,836,113

Total Expenditures to Date 7,828,732 2,106,001 4,135,328 1,356,835 15,426,895

Unexpended Balance 6,381,049 762,792 852,268 822,965 8,819,075

% of Budget Expended 55% 73% 83% 62% 64%

Total Direct Grants and Special Proj Total AllTotal WIOA

CareerSource Tampa BayExpenditure Report

For Period Ending June 30,2020

Total WTPTotal Emp Services


Total Pooled Cost Budgets 5,614,987 1,425,000 1,141,347 2,607,956 1,945,000 600,000 340,000 50,000 13,724,290

Expenditures: Salaries & Benefits 5,049,234 1,163,218 975,663 1,492,207 65,150 - - 13,735 8,759,208 Accounting/Audit Fees - - - 21,314 - - - - 21,314 Legal Fees - - - 30,619 - - - - 30,619 Bank Fees - - - 4,864 - - - - 4,864 Payroll Processing Fees - - - 45,328 - - - - 45,328 Professional Fees 75,304 25,086 26,275 84,313 46 - - - 211,023 Contract Labor - - - - 1,200 - 613 - 1,813 Contract IT Svcs - - - 38,560 - 371,697 - - 410,257 Office Rent / Lease 122,690 9,588 - 73,411 949,869 - - - 1,155,558 Utilities - - - - 19,215 - - - 19,215 Repairs & Maintenance 191 10 - 152 35,522 500 - - 36,376 Security 961 71 - 646 70,409 - - - 72,087 Janitorial Services 73 - - - 11,369 - - - 11,442 Pest Control - - - - 1,006 - - - 1,006 Equipment Rental 7,623 588 - 4,591 50,544 - - - 63,346 Copy machine usage / maintenance 8,164 620 - 5,084 30,602 - - - 44,470 Office Supplies 2,688 190 - 2,118 18,311 - 575 - 23,882 Operating Supplies 82 50 200 2,993 1,970 13 3,038 - 8,346 Computer Software License / Maint 3,788 27,667 - 5,422 1,805 48,220 240 - 87,142 Equipment <5000 2,207 - - 1,388 18,384 132,830 1,794 - 156,604 Postage / Shipping 562 30 - 709 4,990 - - - 6,291 Document Shredding 565 36 - 371 3,476 - - - 4,447 Insurance Com Property 1,288 81 - 1,072 19,978 - - - 22,419 Insurance General Liability 2,410 152 - 6,529 51,465 - - - 60,555 Insurance D&O - - - 17,518 - - - - 17,518 Telecommunication 15,645 4,535 425 14,799 83,088 - - - 118,493 Outreach / Marketing - 543 - - - - 98,523 - 99,066 Travel - Mileage 3,512 4,566 2,302 1,461 99 - - - 11,939 Travel - Out of town 17,212 6,789 - 15,464 - - 1,838 - 41,303 Meetings & Conferences 8,651 4,565 19 13,565 - - 3,364 - 30,164 License/Dues/Other Fees 523 473 140 4,231 - 350 8,972 - 14,690 Other Expenses - - - - - - - - -

Total Expenditures to Date 5,323,374 1,248,858 1,005,025 1,888,726 1,438,498 553,610 118,957 13,735 11,590,783

Unexpended Balance 291,613 176,142 136,322 719,230 506,502 46,390 221,043 36,265 2,133,507

% of Budget Expended 95% 88% 88% 72% 74% 92% 35% 27% 84%

Salaries & Benefits as a % of total 95% 93% 97% 79% 0% 0% 0% 0%Operating costs as a % of total 5% 7% 2% 21% 100% 100% 100% 100%


For Period Ending June 30,2020

Indirect Costs Total

Pooled Cost Expenditure Detail

Case Management

Business Services

One Stop Operating Technology

Community Outreach

Staff Training & DevCareer Services


INFORMATION ITEM # 9

Expenditure Reports for the period ending July 31, 2020


CareerSource Tampa BayGrant Award to Actual Expenditures

FY 2020-2021For Period Ending 7/31/2020

Program DescriptionAward Begin

DateAward End

DateAward

AmountFY 20-21Budget

FY 20-21 Expenditures

YTD

FY 20-21 Remaining

Budget

FY 20-21 Expenditure

Rate

Overall Expenditure

Rate Expected

Overall Expenditure Rate Actual

Workforce Innovation Opportunity ActWIOA - Adult PY2019 7/1/19 6/30/21 2,621,848 1,750,908 216,467 1,534,441 12% 54% 41%WIOA - Adult PY2020 7/1/20 6/30/22 2,841,496 2,489,050 - 2,489,050 0% 4% 0%WIOA - Dislocated Worker PY2019 7/1/19 6/30/21 2,985,701 2,906,506 111,840 2,794,666 4% 54% 6%WIOA - Dislocated Worker PY2020 7/1/20 6/30/22 2,930,299 1,551,209 - 1,551,209 0% 4% 0%WIOA - Youth PY2019 4/1/19 6/30/21 2,837,546 2,837,546 282,473 2,555,073 10% 59% 10%WIOA - Youth PY2020 4/1/20 6/30/22 3,097,249 2,168,074 - 2,168,074 0% 15% 0%WIOA - Supplemental PY20 7/1/19 12/31/20 265,535 54,713 - 54,713 0% 72% 79%WIOA - Supplemental PY21 7/1/20 6/30/21 672,391 672,391 - 672,391 0% 8% 0%WIOA - Soft Skills 2/1/19 6/30/21 100,000 90,014 2,436 87,578 3% 62% 12%WIOA - Performance Incentives 7/1/19 12/31/20 122,152 122,152 - 122,152 0% 72% 0%WIOA - Performance Incentives 1/1/20 5/31/21 91,614 91,614 - 91,614 0% 41% 0%WIOA - Emerging Initiatives - Foundational Skills 12/1/19 6/30/21 20,833 20,833 - 20,833 0% 42% 0%Total Workforce Innovation Opportunity Act 14,755,010 613,216 14,141,794 4%

Employment ServicesWagner Peyser PY2019 7/1/19 9/30/20 1,418,050 625,754 63,278 562,476 10% 87% 60%Wagner Peyser PY2020 7/1/20 9/30/21 1,471,831 1,371,831 - 1,371,831 0% 7% 0%DVOP PY2019 10/1/19 12/31/20 156,274 63,303 12,770 50,533 20% 67% 68%DVOP PY2020 10/1/20 9/30/21 140,000 140,000 - 140,000 0% 0% 0%LVER PY 2019 10/1/19 12/31/20 66,974 32,947 4,458 28,489 14% 67% 57%LVER PY 2020 10/1/20 9/30/21 60,000 60,000 - 60,000 0% 0% 0%Supplemental Nutrition Assistance Program PY2019 10/1/19 9/30/20 559,427 135,837 48,768 87,069 36% 83% 84%Supplemental Nutrition Assistance Program PY2020 10/1/20 9/30/21 600,000 450,000 - 450,000 0% 0% 0%TAA Training PY2019 10/1/19 9/30/20 100,000 81,048 3,580 77,468 4% 83% 23%TAA Training PY2020 10/1/20 9/30/21 56,250 56,250 - 56,250 0% 0% 0%TAA Case Management/Admin PY2019 10/1/19 9/30/20 33,736 19,177 1,702 17,475 9% 83% 48%TAA Case Management/Admin PY2020 10/1/20 9/30/21 18,750 18,750 - 18,750 0% 0% 0%Military Family 7/1/20 6/30/21 98,434 98,434 8,511 89,923 9% 8% 9%Total Employment Services 3,153,331 143,067 3,010,264 5%

Welfare TransitionWelfare Transition Program PY2020 Oct-June 10/1/19 8/31/20 3,638,872 785,805 507,451 278,354 65% 91% 92%Welfare Transition Program PY2021 July-Sept 7/1/20 9/30/20 1,050,166 1,050,166 - 1,050,166 0% 33% 0%Welfare Transition Program PY2021 Oct-June 10/1/20 6/30/21 3,150,500 3,150,500 - 3,150,500 0% 0% 0%Total Welfare Transition 4,986,471 507,451 4,479,020 10%

Direct Grants & Special ProjectsRESEA Transition PY2019 1/1/19 7/31/20 632,669 29,007 29,007 (0) 100% 100% 100%RESEA Transition PY2020 1/1/20 9/30/21 625,169 500,135 1,755 498,380 0% 33% 0%NEG - Hurricane Maria Evacuees 10/1/17 9/30/20 200,000 43,141 14,945 28,196 35% 94% 86%NEG - COVID 19 4/13/20 3/31/22 843,937 843,937 - 843,937 0% 15% 0%USDOL Tech Hire 7/1/16 6/30/21 3,796,320 598,617 20,864 577,753 3% 82% 85%Hillsborough County - CARES Act (R3) 6/3/20 12/30/20 25,000,000 25,000,000 44,662 24,955,338 0% 28% 0%Tampa Housing 5/15/17 3/31/21 148,275 101,681 100 101,581 0% 83% 31%United Way Suncoast 7/1/20 6/30/21 75,000 75,000 - 75,000 0% 8% 0%Total Direct Grants & Special Projects 27,191,517 111,333 27,080,184 0%

Totals 50,086,329$ 1,375,067 48,711,262 3%


Funding Sources

Current Year Budgeted Revenues:Carryforward Funds from FY 2020 7,782,675 921,816 785,806 173,828 9,664,125 FY 2021 Award 9,633,049 2,560,265 4,200,665 27,142,722 43,536,701 Total Funds available 17,415,724 3,482,081 4,986,471 27,316,550 53,200,826 Interfund transfer - - - - - Less: Planned Carryforward for FY 2022 (2,660,714) (328,750) - (125,033) (3,114,497) Total Available Funds Budgeted 14,755,010 3,153,331 4,986,471 27,191,517 50,086,329

Expenditures to Date:

Pooled Costs:Case Management 214,289 32,524 169,981 33,951 450,745 Business Services 48,285 - 40,117 - 88,402 Career Services 40,339 - 38,655 722 79,715 Indirect Costs 71,048 16,625 58,794 11,013 157,479 One Stop Operating 17,167 60,538 28,435 17 106,156 Technology 8,825 28,993 14,976 750 53,544 Community Outreach 252 808 420 21 1,500 Staff Training & Development - - - - -

Total Pooled Costs: 400,205 139,487 351,377 46,473 937,542

Direct Costs:Service Provider Contracts - - - - - Participant & Worked Based Learning Costs 213,011 3,580 156,075 4,950 377,616 Program Staff Direct - - - 56,169 56,169 DEO (Jointly managed staff) travel - - - - - Other Operating Costs - - - 3,740 3,740

Total Direct Costs: 213,011 3,580 156,075 64,859 437,525

Total Expenditures to Date 613,216 143,067 507,451 111,333 1,375,067

Unexpended Balance 14,141,794 3,010,264 4,479,020 27,080,184 48,711,262

% of Budget Expended 4% 5% 10% 0.4% 3%

CareerSource Tampa BayExpenditure Report

For Period Ending July 31,2020

Total Direct Grants and Special Proj Total AllTotal WIOA Total WTP

Total Emp Services


Total Pooled Cost Budgets 6,230,503 1,500,000 1,600,000 3,019,644 1,950,000 725,000 270,000 50,000 15,345,147

Expenditures: Salaries & Benefits 440,049 87,409 79,142 140,048 7,730 - - - 754,379 Accounting/Audit Fees - - - - - - - - - Legal Fees - - - - - - - - - Bank Fees - - - 432 - - - - 432 Payroll Processing Fees - - - 3,335 - - - - 3,335 Professional Fees 938 375 563 - - - - - 1,876 Contract Labor - - - - - - - - - Contract IT Svcs - - - 3,965 - 28,948 - - 32,913 Office Rent / Lease 8,775 548 - 8,762 85,694 - - - 103,781 Utilities - - - - 1,352 - - - 1,352 Repairs & Maintenance - - - - 664 - - - 664 Security 73 5 - 72 2,264 - - - 2,414 Janitorial Services - - - - - - - - - Pest Control - - - - - - - - - Equipment Rental 205 13 - 204 1,189 - - - 1,610 Copy machine usage / maintenance 133 8 - 133 735 - - - 1,010 Office Supplies - - - - - - - - - Operating Supplies - - - - 563 - - - 563 Computer Software License / Maint - - - 0 - - - - 0 Equipment <5000 - - - - - - - - - Equipment >5000 - - - - - 24,596 - - 24,596 Postage / Shipping - - - - - - - - - Document Shredding - - - - - - - - - Insurance Com Property - - - - - - - - - Insurance General Liability - - - - - - - - - Insurance D&O - - - - - - - - - Telecommunication 519 32 - 518 5,965 - - - 7,034 Outreach / Marketing - - - - - - 1,500 - 1,500 Travel - Mileage - - - - - - - - - Travel - Out of town - - - - - - - - - Meetings & Conferences - - - - - - - - - License/Dues/Other Fees 52 10 10 10 - - - - 83 Other Expenses - - - - - - - - -

Total Expenditures to Date 450,745 88,402 79,715 157,480 106,156 53,544 1,500 - 937,542

Unexpended Balance 5,779,758 1,411,598 1,520,285 2,862,164 1,843,844 671,456 268,500 50,000 14,407,605

% of Budget Expended 7% 6% 5% 5% 5% 7% 1% 0% 6%

Salaries & Benefits as a % of total 98% 99% 99% 89% 0% 0% 0% 0%Operating costs as a % of total 2% 1% 1% 11% 100% 100% 100% 100%


For Period Ending July 31,2020

Indirect Costs Total

Pooled Cost Expenditure Detail

Case Management

Business Services

One Stop Operating Technology

Community Outreach

Staff Training & DevCareer Services


U:\ADMINISTRATION\MARKETING\BOARD INFORMATION\CSTB\MARKETING REPORTS


Public Relations/Marketing Update (Updated September 9, 2020)

PUBLIC RELATIONS CAMPAIGNS: Public Relations published a CSTB Newsletter and released the document prior to Labor Day Weekend. The newsletter was distributed via email where 4,786 emails were opened. It is also available on the CSTB website. Some of the major Public Relations efforts in July/August 2020 included the launch of the R3 Rapid Response Recovery program and support of their Virtual Job Fair on September 2, 2020. We also supported Business Services as they teamed up with Hillsborough County Libraries to hold a Virtual Job Fair on September 1, 2020. Other Public Relations efforts included the following. In July:

• CSTB Launches Virtual Assistant SMS Text System • CSTB's Young Talent of Tampa Bay Offers Scholarship Assistance • CSTB Hosts Two Webinars for Hillsborough County Employers • CSTB Closes Two Hillsborough Locations (due to COVID testing) • CSTB opens dedicated Call Center to assist in distributing $21.5 million to Hillsborough County Job

Seekers and Businesses • Podcast promoting CARES Act Rapid Response Recovery program (we currently have 11 episodes)

https://www.careersourcetampabay.com/news/careersource-tampa-bay-podcasts/

In August: • CSTB Launches New Job Prep Tool • Hillsborough Libraries and CSTB to Hold Employability Skills Workshop • United Way Suncoast Awards Grant to CareerSource Tampa Bay • $21.5 million in R3 funding available to more businesses and agencies • CARES Virtual Training Fair • CareerSource-Tampa-Bay-Press-Release-IT Consortium • Podcast promoting Services Available during COVID-19

• Upcoming releases: • Sandra Murman Job Fair • CSTB New Board Members for PY 2020-21 • Ticket to Work program • Leadership Training Grant • Incumbent worker training



Public Relations is releasing information in both English and Spanish. This was made possible with the addition of Carla Ortiz hired as a second Marketing Specialist. She joins the Marketing/PR team after transferring from the Youth program. Marketing is also updating photos of all Board members on the website. PUBLIC RELATIONS/MARKETING DASHBOARD OVERVIEW: In looking at the first quarter dashboard figures, the Marketing / Public Relations team saw positive outcomes in 17 areas of the dashboards tracking. We only saw negative outcomes in two areas, but we still have 20 days left in the quarter to make up in those areas (website users and website sessions.) The pages per session we did not have data in which to compare the prior quarter. WEBSITE: We saw a significant increase in website views in the first quarter of PY 20-21. The number increased by 56,909 page-views when compared to the previous year. This in part can be explained by the high unemployment rate and job seekers looking for CSTB services. CSTB website viewers are down by 12,483 when compared to the same quarter last year, however we still have 20 days left in the quarter. SOCIAL MEDIA: CSTB’s social media pages continued to see healthy increases when compared to a year ago. We continue to see heavy growth in our social media impressions, up 41.5% from the same quarter a year ago, nearly 10,000 clicks on our posts, and our followers increased to 8,034 and we still have 20 days left in the quarter. EARNED MEDIA: The Public Relations end-of-year numbers also saw a significant positive increase in earned media or free publicity. We saw positive increases in all categories. The reach of all the press efforts resulted in 1.8 million. We went from six positive stories published in Q1 FY 2019-20 to 87 stories in the Q1 PY 20-21. We also went from a positive earned media dollar figure (equivalent to amount of positive advertising) of $180,954 in the first quarter, up from $11,810 in FY 2019-20. MARKETING CAMPAIGNS UPDATE: Ongoing Campaigns:

a. Marketing continues to support the Rapid Response Recovery R3 Hillsborough BOCC’s COVID-19 Job Training and Placement Relief Program. Marketing Budget: $30,000. Marketing was asked by the vendor in early August to stop the lead generation marketing campaign to allow the vendor to catch up with the marketing leads. Marketing plans to resume spending the remaining $11,000 of the marketing budget on promoting R3 Job Fairs. Campaign Goals: Need 2100 people to sign up for the Tuition Funding, paid work experience and on the job training programs. The business community will also need to be recruited for the program. In addition to paid marketing effort we are also doing a heavy email marketing effort using leads generated via MIS.

b. TechHire. Marketing has generated 204 leads for individuals interested in Healthcare and IT with a budget of $9,562. We are using social media marketing for this campaign.

c. CareerSource Florida (Youth and WIOA Lead Generation Campaign). We will be using state COOP funds ($53,000) to develop a campaign for these programs. Marketing will be working with the statewide vendor for this effort.

Upcoming Campaigns:

a. Marketing worked closely with the CFO in August to determine a marketing budget for the rest of PY 20-21. Marketing will be getting quotes from vendors to promote CareerSource Tampa Bay. We anticipate having $200,000 to promote CSTB General Branding Campaign which will run from the fall until the ends of the program year.

b. Youth Campaign: Has requested a marketing lead generation campaign.



DEFINITIONS: WEBSITE Page Views is the total number of pages viewed. Repeated views of a single page are counted. Unique Page Views is the number of sessions during which the specified page was viewed at least once. A unique page view is counted for each page URL + page Title combination. Bounce Rate: A bounce is a single-page session on your site. In Analytics, a bounce is calculated specifically as a session that triggers only a single request to the Analytics server, such as when a user opens a single page on your site and then exits without triggering any other requests to the Analytics server during that session. Bounce rate is single-page sessions divided by all sessions, or the percentage of all sessions on your site in which users viewed only a single page and triggered only a single request to the Analytics server. Earned Media: Amount of free publicity typically generated from press releases. Engagement: Social media engagement measures the public shares, likes and comments for an online business' social media efforts. Engagement has historically been a common metric for evaluating social media performance but doesn't necessarily translate to sales. Follower: A follow represents a user who chooses to see all of another user's posts in their content feed. ... Twitter, Instagram and Facebook all have a form of news feed that delivers content to their user. Clicks and Click-Through Rate. The amount of users who clicked through a link to your social media page or website/services compared to the amount of people who viewed the content it was a part of. ... Why it's important: The amount of times a user sees your content will affect how they feel towards it.



Below are collateral materials from the CARES ACT Campaign that ran in July August 2020

Marketing Collateral to support the Tech Hire program

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