JOB DESCRIPTION ADVERTISING TITLE: CLASSIFICATIONnvworkforceconnections.org/wp...03-21-17_BOARD-FULL-PACKET-Copy_… · Development of a CQI Plan and customer satisfaction feedback

JOB DESCRIPTION

ADVERTISING TITLE: Business Services Manager

CLASSIFICATION: Exempt

DIVISION: Human Services, North America

DEPARTMENT: Workforce

POSITION REPORTS TO: Operations Manager

DESIRED QUALIFICATIONS:

Education required: Bachelor’s degree from an accredited college or university

Skills/Experience required: Minimum two (2) years in a Supervisor or Management position

with a human services centered organization; experience required in building business

relationships, developing outreach efforts/materials for vulnerable populations and managing an

outreach effort; knowledge of the community to be served; ability to interact courteously and

effectively with a variety of people; excellent people management skills; excellent written and

oral communication skills; proven ability to work with community groups

POSITION SUMMARY: The Business Services Manager is responsible for leading the efforts of

and developing relationships with the business community and employers to increase program

awareness, find and develop job openings and employment training programs with employers, assist

with job placements, and help achieve project goals

JOB RESPONSIBILITIES:

• Leads and coordinates the building of business relationships with individual employers

while understanding local business needs

Board Agenda, March 21, 2017

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• Develops comprehensive communication plans and strategies

• Oversees the efforts of the job development team to include supervision, development

and training

• Evaluates business customer needs with the goal of improving services

• Develops strategies to ensure performance metrics are achieved

• Implements standardized tools and outreach/marketing materials for job development

staff

• Conducts public speaking and education of community agencies by performing group

presentations and activities with the goal of promoting the project

• Reviews, evaluates and makes recommendations of technologies and tools to improve the

delivery of services

• Performs other duties as assigned by leadership


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JOB DESCRIPTION

ADVERTISING TITLE: Operations Manager

CLASSIFICATION: Exempt



POSITION REPORTS TO: Project Director


Education required: Bachelor's Degree from an accredited college or university required

Skills/Experience required: Minimum five (5) years related work experience; ability to manage

complex operations, including multiple sites; strong customer service and management skills;

proven ability with operational analyses, processes and performance indicators; excellent

organizational, written and verbal communication skills; ability to perform comfortably in a fast-

paced, deadline-oriented work environment; ability to work as a team member as well as

independently

Skills/Experience preferred: Prior experience working in a one-stop environment in a

supervisory capacity. Prior experience with business process analysis, workflow design, CQI

principles, and training

POSITION SUMMARY: The Operations Manager oversees all aspects of daily operations for the

One-Stop Career Center (OSCC) system, including coverage for all centers, oversight of functional

partners, performance monitoring, training, and compliance with internal and external requirements.

The Operations Manager will lead the development of workfows and Standard Operating

Procedures that are consistent across the OSCC


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• Monitors all daily operations, organize workflow, and ensure sufficient staff coverage in

all locations

• Manages the hours of operation of the centers in coordination with Library Branch

Managers

• Addresses personnel issues with partner formal managers

• Provides functional supervision of all Center staff, including partners

• Monitors compliance with Federal and local regulations and policies

• Maintains standardized policies and procedures manual and workflows

• Reviews best practices for daily operations of the One-Stop Career Centers

• Provides reports to Workforce Connections as required

• Coordinates the deployment of system resources including, but not limited to, the Mobile

One-Stops

• Establishes and maintain effective relationships with clients and other external entities

• Oversees the development and implementation of innovative methodologies to improve

service levels and overall operational efficiency

• Monitors performance against key indicators

• Develops solutions to issues or complex problems

• Performs other duties as may be assigned


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JOB DESCRIPTION

ADVERTISING TITLE: Navigator

CLASSIFICATION: Non-Exempt



POSITION REPORTS TO: Operations Manager


Education required: High School Diploma or GED required

Education preferred: Bachelor's degree in Human Services or business-related field preferred

Skills/Experience required: Four (4) years of customer service, training, or workforce

experience required; proficient with Microsoft Office products; ability to communicate

effectively and professionally, verbally and in writing, to all segments of the population

Skills/Experience preferred: Experience working in a One-Stop environment, either as a case

manager, job developer or trainer.

POSITION SUMMARY: The Navigator provides coaching and assistance to all One-Stop

Career Center System partners to encourage integration of services and meaningful access to all

services for both job seekers and employers. They will assist in the resource rooms and affiliate

One-Stop Centers to ensure seamless referrals to partner services


• Assists with development of an integrated intake and assessment process and customer-

centric workflows


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• Locates in the Comprehensive One-Stop Location and travel to libraries and partner sites

to ensure that services are fully available to all businesses and job seekers, on a rotating

basis

• Oversees customer service delivery in the various locations and provides coaching on the

delivery of seamless services

• Supports all partner agencies to experience success with their services

• Coordinates the initial engagement of center clients by providing information on center

services, determines the level of need, and assists with navigating resources and guiding

customers to the appropriate services

• Works with staff in all career centers to coordinate an effective referral process and

provides meaningful access to all partner programs

• Works with community partners to identify ways to create and increase referrals to the

program

• Supports efforts to work with individual employers and/or groups of employers to

organize job fairs, mass interviews, on-site recruitment, or other recruitment efforts

• Local travel and ability to work outside of the office on a regular basis is required

• Performs other duties as assigned


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FORM 4: Signature Sheet


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Additional Acknowledgements and Assurances

MAXIMUS Human Services, Inc.:

• Attended the mandatory bidder’s conference on December 20, 2016

• Was notified on Tuesday, January 3 that our Statement of Qualifications had been reviewed

and approved

• Acknowledges Addendum #1 issued on January 19, 2017

• Will comply with all RFP requirements

• Assures that we will comply fully with the nondiscrimination and equal opportunity

provisions of the following laws:

o Section 188 of WIOA, which prohibits discrimination against all individuals in the United

States on the basis of race, color, religion, sex (including pregnancy, childbirth and related

medical conditions, transgender status, and gender identity), national origin (including

limited English proficiency), age, disability, political affiliation or belief, and against

beneficiaries on the basis of either citizenship/status as a lawfully admitted immigrant

authorized to work in the United States or participation in any WIOA Title I financially

assisted program or activity;

o Title VI of the Civil Rights act of 1964, as amended, which prohibits discrimination on the

basis of race, color and national origin;

o Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits discrimination

against qualified individuals with disabilities;

o The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the

basis of age;


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o Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination

on the basis of sex in educational programs; and

o The grant respondent also assures that, as a recipient of WIOA Title I financial assistance, it

will comply with 29 CFR part 38 and all other regulations implementing the laws listed

above. This assurance applies to the grant respondent’s operation of the WIOA Title I

financially assisted program or activity, and to all agreements the grant respondent makes to

carry out the WIOA Title I financially assisted program or activity. The grant respondent

understands that the United States has the right to seek judicial enforcement of this assurance.

o The assurance is considered incorporated by operation of law in the grant, cooperative

agreement, contract or other arrangement whereby Federal financial assistance under Title I

of WIOA is made available, 29 CFR Subpart B §38.25 (a)(2).

• Is submitting our response prior to the February 3 deadline in the format specified in the RFP

• Acknowledges that the sub-awardee will participate in negotiations and modify their

proposals based on the outcome of those negotiations MAXIMUS understands that

negotiation of all contract terms and conditions will take place at the same time.

• Understands that if subcontractors are used, all contractual responsibility rests solely with

MAXIMUS


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Sample Report


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One-Stop Operator Monthly Report

(Month) 2017

Submitted by:

SAMPLE


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http://nvworkforceconnections.org/

I. Overview of the Month

This section will describe the efficiency and effectiveness of program service delivery.

II. Program Development and Services

A. Here we will provide information on any modification in the program design, implementation plans, or staffing changes and indicate what affect they may have on program services.

B. Here we will outline any current and potential issues and problem areas, describe challenges during the month, how they were addressed and plans for resolution.

III. Progress toward Measures and Deliverables In this section we will review contract measures, highlighting each measure, the annual goal, and the monthly performance outcome. We will describe any best practices that led to an increase in performance. And, if the measure was not met, we will describe activities initiated to increase and meet performance in the future. Performance Measures:

75%

60%

0%10%20%30%40%50%60%70%80%90%

100%

Adult Employment After Exit

2nd Quarter

3rd Quarter

Goal

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

Median Earnings in Q2After Exit

Adults

Program Goal

SAMPLE SAMPLE


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Best Practices:

Performance Deficiencies by Program:

DEFICIENCY PROGRAM ACTIVITY

Deliverables:

DELIVERABLES ACTIVITY STATUS Implement a SharePoint site and establish access for all partners and Board staff; SharePoint site will serve as a repository for all SOPs, workflows, work schedules, organizational charts, reports and other artifacts related to shared OSCS process

Procure and engage a consultant to assist with incorporating new WIOA regulations and evidence-based best practices in the drafted workflow processes

Review all sites for ADA compliance and provide recommendations for improvement

Review existing marketing materials and make recommendations for new materials and strategies.

Development of a OSCC Communication Plan for partners, board staff, and other stakeholders

Development of customer-centric workflow processes to address meaningful access to services at all entry points within the SNWDA, priority of services, and referrals and client tracking within the OSCC and to non-co-located partner locations

Develop a regional Business Services/Employer Outreach Plan to guide all partner employer outreach efforts

Development of Standardized


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DELIVERABLES ACTIVITY STATUS Operating Procedures (SOPs) that address universal access for all customers, referrals and client tracking across the OSCC system and in affiliate sites Development of a CQI Plan and customer satisfaction feedback (job seeker and business) mechanisms and policies (surveys and mystery shoppers)

Develop marketing materials. Develop, plan, and implement training on new SOPs for all programs and partner agencies

IV. Responsibilities of Contract In this section, we will review contractual responsibilities and provide a brief summary of activities for the month. RESPONSIBILITIES ACTIVITIES Communication and Partnerships

• Partner Meetings Held • Memorandums of

Understanding

• Staff Training Activities (Program Partners)

• OSCC Affiliate Sites Implementation Status

• Mobile One-Stop Unit Utilization and Status

• OSCC Workshop Coordination, Scheduling & Development

• CQI Initiatives – Business • CQI Initiatives – Job Seeker • Employer Outreach

Initiatives

• Youth Services Integration • Community

Outreach/Marketing Efforts


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V. Budget Management

In this section, we will describe any unusual expenditures or expenditure patterns, including explanations of over-spending, under-spending and any budget amendments submitted during the month.

VI. Other Comments


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Page 1 of 28 One-Stop Operator RFP

REQUEST FOR PROPOSAL

One-Stop Operator for the Southern Nevada

Workforce Development Area

Workforce Innovation and Opportunity Act (WIOA)

WIOA Adult CFDA#: 17.258

WIOA Dislocated Worker CFDA#: 17.278 WIOA Youth CFDA#: 17.259

Published December 14, 2016 Submission Deadline

February 3, 2017 @ 2:00 PM Late submissions will not be accepted.

Workforce Connections is an Equal Opportunity Employer/Program.

Auxiliary aids and services are available upon request for individuals with disabilities. Nevada Relay 711 or (800) 326-6868

Workforce Connections’ hours of operation are Monday - Friday, 8:00 AM to 5:00 PM.


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TABLE OF CONTENTS

Calendar of Events .................................................................................................... 3 Section 1 RFP Introduction.........................................................................................4

Section 2 Proposal Review and Evaluation Process……………………………….11

Section 3 Overview … .............................................................................................15

Section 4 Fiscal Elements………………………………………………………….24

Section 5 Scoring Elements…..................................................................................26


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Request for Proposal Timeline

(*All dates are subject to change) (All times noted in this RFP are Pacific Time)

Request for Proposal (RFP) Release

December 14, 2016

Mandatory Bidders Conference

Workforce Connections 6330 W. Charleston Blvd., Suite 150 Las Vegas, NV 89146

December 20, 2016 @ 2:00 PM

Statement of Qualifications (SOQ) Due

December 28, 2016 by 5:00 PM

Notification(s) of SOQ Approval No later than January 3, 2017

Last day to submit RFP Questions January 27, 2017 by 5:00 PM

Proposals Due

February 3, 2017 by 2:00 PM

Public Proposal Opening

February 3, 2017 @ 2:30 PM

Evaluation of Proposals and Panel Interviews

February 6-17, 2017

Recommendation(s) Presented for Approval

March 28, 2017 – Board April 11, 2017 – Local Elected Officials

Negotiations

April 12-30, 2017

Target Contract Commencement

May 1, 2017


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SECTION 1 RFP INTRODUCTION

1.1 Solicitation

Workforce Connections (WC) is soliciting proposals to identify an organization to serve as the One-Stop Operator for the Southern Nevada Workforce Development Area (SNWDA). The One-Stop Operator will be responsible for the management of the Comprehensive One-Stop Center and One-Stop Centers located throughout the SNWDA. WC is seeking a highly professional organization to achieve our goal for a fully functional-integrated one-stop system (functionally integrated meaning a customer flow model that is based on the needs of the customer rather than organizing staff by funding streams or programs).

Geographic Area: Southern Nevada Workforce Development Area Target Start Date: May 1, 2017 End Date: June 30, 2018 Type of Sub-Award: Cost-Reimbursement Sub-Award Option to Extend (if applicable): Fourteen (14) month initial term with the option to

extend up to three (3) additional one-year terms. Estimated Total Funding Available for this RFP:

An amount not to exceed $1,000,000 in incremental funding for the first fourteen (14) month period.

Estimated Total Funding Available for this RFP over a four (4) year period:

An amount not to exceed $5,000,000 in incremental funding.

Estimated Number of Sub-Awards:

One (1) Sub-Awardee

WC is soliciting proposals from qualified organizations to direct federal Department of Labor (DOL) WIOA Title I funds to serve as the One-Stop Operator using evidence-based practices. Eligible respondents may include:

• For profit organizations; • Non-profit organizations; • Institutions of higher education; • An Employment Service State agency established under the Wagner-Peyser Act; • Faith-based organizations; • Community-based organizations; • Public agencies; and/or • An interested organization or entity which is capable of carrying out the duties of the One-

Stop Operator.


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If recommended for an award as the One-Stop Operator, current providers that provide career services will not be able to continue to provide career services within the One-Stop Delivery System. WC encourages the participation of respondents who are certified as small businesses, minority-owned firms, and women’s business enterprises. WC is committed to Equal Opportunity in its procurement process.

A consortium, joint venture, or collaboration of organizations with complementary skills and experience is permitted to respond to this RFP, however, the proposal must clearly demonstrate that all contractual responsibility rests solely with one legal entity serving as the fiscal agent. The fiscal agent must retain documentation, such as meeting minutes and preliminary budgets, regarding the consortium that documents the partnership(s). This documentation will be used to establish a partner relationship for procurement purposes. Organizations that have not previously been awarded a Workforce Investment Act (WIA) or WIOA sub-award but have managed other federal, state, or local funds to deliver a similar program design, population served, and have participated in a collaborative service delivery approach are encouraged to apply. This RFP contains the requirements that respondents must meet in order to submit a responsive proposal. A responsive proposal is one that complies with all format and content requirements and amendments of the RFP. This RFP provides information regarding eligibility and the format requirements in which proposals must be submitted. Successful respondents will serve as sub-awardees of WIOA funds administered by DOL, Nevada Department of Employment Training and Rehabilitation (DETR) and WC.

1.2 Mandatory Bidders Conference

Organizations that intend to submit proposals must attend a mandatory bidders conference in order for their proposals to be considered. The bidders conference will convene at the following date, time and location:

Date: December 20, 2016 Time: 2:00 PM Location: Workforce Connections

6330 W. Charleston Blvd., Suite 150 Las Vegas, NV 89146


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The RFP process will be explained during this conference. Questions and answers from the bidder’s conference will be posted on WC’s website, www.nvworkforceconnections.org. Please note although questions will be answered verbally as a courtesy, only the written response is considered binding.

1.3 RFP Questions

To ensure a fair and objective evaluation, questions related to the RFP that arise after the mandatory bidders conference must be submitted via e-mail.

Written questions will be accepted via the email provided below through the following date and time:

Date: January 27, 2017 Time: 5:00 PM Email: [email protected]

Questions that are received after the deadline will not be answered. Written responses to questions received by WC will be posted on the website only. It is the respondent’s responsibility to check the website on a regular basis for updated information and written responses to all questions submitted. PLEASE NOTE: With the exception of the Mandatory Bidders Conference, oral questions will NOT be accepted. Only the responses on the website are considered clarifications to the instructions contained in this RFP. In the event that responses modify any of the terms, conditions, or provisions of this RFP, documentation will be given via a subsequent amendment to the RFP. No other sources of responses or clarification are considered valid.

1.4 Addenda to this RFP

At the discretion of WC, if it becomes necessary to revise any part of this RFP, an addendum will be posted on WC’s website, www.nvworkforceconnections.org.

Respondents are responsible for checking the website frequently to remain informed about the procurement process, receive addenda to the RFP, read responses to questions, and remain updated on other information that may affect this RFP.


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http://www.nvworkforceconnections.org/

mailto:[email protected]



Each respondent, upon receiving notification by WC via a published addendum, must insert the information indicated in the RFP package. Failure to acknowledge any addenda will result in disqualification and rejection of the proposal.

1.5 Ex-Parte Communication

It is the policy of WC to prohibit ex-parte communication with any Local Elected Official, Board Member, Programs Committee members, Budget & Finance Committee Members, WC staff, consultants or other persons serving as an evaluator during the procurement process. Respondents that directly contact board members or evaluators about this RFP risk elimination of their proposals from further consideration. Any communication by telephone, email, letter, face-to-face conversation, or other off-the-record contact is strictly prohibited. Any discovered ex-parte communication will be provided to WC’s Executive Director for review and appropriate action. Respondents who improperly influence the proposal review and evaluation process in any way will be subject to disqualification. NOTE: Under no circumstances may an individual who is an evaluator collaborate and/or communicate with any respondent. Evaluators will be asked to sign the “Conflict of Interest Certification for Request for Proposal” stating they have not communicated or collaborated with any respondent.

1.6 Right to Cancel

WC reserves the right to delay, amend, reissue, or cancel, all or any part of this RFP at any time without prior notice. WC also reserves the right to modify the RFP process and timeline as deemed necessary. This RFP does not commit WC to accept any proposal, nor is WC responsible for any costs incurred by the respondent in the preparation of responses to this RFP. WC reserves the right to reject any or all proposals, to accept or reject any or all items in the proposal, and to award the sub-award in whole or in part as is deemed to be in the best interest of WC. WC reserves the right to negotiate with any respondent after proposals are reviewed, if such action is deemed to be in the best interest of WC.


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1.7 Termination due to Non-Availability of Funds

When funds are not appropriated or otherwise made available by WC to support continuation of this RFP or any sub-award(s) therein, they shall be cancelled as of the effective date set forth in the termination notice. The sub-awardee shall be reimbursed for the reasonable value of any nonrecurring cost incurred but not yet recovered under this sub-award.

1.8 Protests

Any respondent who has a protest in connection with this request shall have the right to submit, in writing, their protest to WC. Untimely protests will not be considered. The written protest must be submitted to:

Ardell Galbreth, Executive Director Workforce Connections 6330 W. Charleston Blvd., Suite 150 Las Vegas, NV 89146

The protest must be in a format as outlined in WC’s Procurement Protest Standards Policy Admin-010-08. This policy is located at: www.nvworkforceconnections.org.

Failure by the respondent to request clarification of any inadequacy, omission, or conflict will not relieve the respondent of this responsibility. The signing of Form 4 – Proposal Affirmation, Certification, and Conflict of Interest will be considered as implicitly denoting that the respondent has a thorough comprehension of the full intent and scope of this RFP.

1.9 Statement of Qualifications

WC will require a Statement of Qualifications (SOQ) to establish an organization’s qualifications to bid for WIOA funds. The SOQ determines an organization’s legal, administrative, and fiscal capacity to meet local, state, and federal government requirements. All organizations that intend to submit a proposal must submit an SOQ by the deadline noted below. All respondents will be notified in writing regarding approval via the email address that the respondent submitted in the SOQ. One (1) electronic SOQ file in PDF format for each respondent must be submitted via email and is due no later than:

Due Date: December 28, 2016 Time: 5:00 PM Location: [email protected] Notification Date: No later than January 3, 2017


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If multiple SOQs are submitted from the same entity, only the last SOQ submission received prior to the deadline will be reviewed. Detailed information and the necessary forms will be available for download from WC’s website at www.nvworkforceconnections.org. Please email any questions regarding the SOQ template to: [email protected].

1.10 Submittal of Proposals

All proposals shall be time-stamped by WC upon receipt. Please provide one (1) electronic PDF copy submitted on a USB flash drive with the name of the organization clearly labeled on the USB flash drive. Each respondent’s USB flash drive will be inspected at the technical review to ensure a PDF file is found on the device submitted. Proposals will not be accepted via facsimile or email. Each respondent is required to submit their proposal in a format that is easy to read and understand. The respondent must avoid repetitious material. Each proposal should clearly demonstrate the respondent’s ability to effectively manage and act as a one-stop operator under WIOA. All proposals must delivered on or before:

Date: February 3, 2017 Time: 2:00 PM Location: Workforce Connections


All USB flash drives must be submitted in a sealed envelope and plainly marked, “Request for Proposal”, with the RFP title and the name and address of the respondent clearly marked on the outside in the upper left hand corner of the sealed envelope. USB flash drives must not be password protected.

If a respondent sends their proposal via U.S. Postal Service, United Parcel Service, Federal Express, or any other type of delivery service, the respondent is responsible for requesting proof of delivery date and time from their chosen carrier. Respondents who wish to amend a proposal previously submitted must re-submit the entire proposal prior to the deadline noted in this RFP. In the event that multiple proposals are submitted by the same entity, only the last RFP submission received prior to the deadline will be reviewed. Proposals received after the denoted closing date and time will not be considered.


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1.11 Proposal Preparation Costs

The entire cost for the preparation of a proposal, and any related costs shall be borne by the respondent.

1.12 Assurances

Each application for financial assistance under Title I of WIOA, as defined in Title 29 of the Code of Federal Regulations Part 38, must include the following assurances:

As a condition to the award of financial assistance from DOL under Title I of WIOA, the grant respondent assures that it will comply fully with the nondiscrimination and equal opportunity provisions of the following laws:

Section 188 of WIOA, which prohibits discrimination against all individuals in the

United States on the basis of race, color, religion, sex (including pregnancy, childbirth and related medical conditions, transgender status, and gender identity), national origin (including limited English proficiency), age, disability, political affiliation or belief, and against beneficiaries on the basis of either citizenship/status as a lawfully admitted immigrant authorized to work in the United States or participation in any WIOA Title I financially assisted program or activity;

Title VI of the Civil Rights act of 1964, as amended, which prohibits discrimination on the basis of race, color and national origin;

Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits discrimination against qualified individuals with disabilities;

The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age;

Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs; and

The grant respondent also assures that, as a recipient of WIOA Title I financial assistance, it will comply with 29 CFR part 38 and all other regulations implementing the laws listed above. This assurance applies to the grant respondent’s operation of the WIOA Title I financially assisted program or activity, and to all agreements the grant respondent makes to carry out the WIOA Title I financially assisted program or activity. The grant respondent understands that the United States has the right to seek judicial enforcement of this assurance.


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The assurance is considered incorporated by operation of law in the grant, cooperative agreement, contract or other arrangement whereby Federal financial assistance under Title I of WIOA is made available, 29 CFR Subpart B §38.25 (a)(2).

SECTION 2 PROPOSAL REVIEW AND EVALUATION PROCESS

2.1 Public Proposal Opening

All proposals submitted will remain sealed until the public proposal opening which will be held on:

Date: February 3, 2017 Time: 2:30 PM Location: Workforce Connections


2.2 Technical Review

All proposals submitted will first undergo a technical review using Attachment A – Technical Review Requirements. Organizations that submit proposals that do not pass the technical review will be notified no later than February 10, 2017. The proposal shall clearly demonstrate the respondent's ability to provide the requested services. A responsive proposal is one that complies with the format and content requirements of the RFP. The RFP provides information regarding the format in which proposals must be submitted, the requirements that must be met to be eligible for consideration, the respondents’ responsibilities, and the documents to be included.


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In order to simplify the review process and obtain the maximum degree of comparison the proposal must be organized as follows:

Technical Review Element (yes/no)

Mandatory Bidders Conference

Each respondent must have had representation at the mandatory bidders conference held on December 20, 2016.

Yes

Statement of Qualifications

Each respondent must submit an SOQ by 5 PM on December 28, 2016. The SOQ must be approved by WC in order to be eligible for an award for this RFP.

Yes

Proposals Due February 3, 2017 by 2:00 PM Yes Title Page Form 1 – RFP Title Page Yes Table of Contents

Form 2 – Table of Contents Yes

Executive Summary

One (1) page summary that must include an organizational overview related to workforce development and qualifications.

Yes

Scoring Elements

Leadership, Partnerships and Communication, Continuous Improvement, Innovation, and Fiscal. The total cannot exceed twenty-five (25) pages (excluding the executive summary, required attachments, and budget forms). Tables and graphs are not allowed in this section. Label each section and applicable subsection with the section number and title.

Yes

Budget Forms Form 3 – Budget Template Yes Resumes/Job Descriptions for Program Staff

Include resumes or job descriptions of all staff, funded in whole or in-part, for this project. (This does not count toward the twenty-five (25) page narrative limit.)

No

Signature Sheet Form 4 – Proposal Affirmation, Certification, and Conflict of Interest Yes


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Proposal Format Requirements:

Technical Review Element (yes/no)

Font 12 Point – Times New Roman Yes Pages Single-Sided Yes Margins One (1) Inch – This applies to ALL margins. Yes Spacing Double-Spaced (including bullets) Yes Footer The name of the organization submitting the proposal and

the page number on each page. Yes

Submission Format

One (1) electronic PDF copy on a USB flash-drive in a sealed envelope submitted correctly. USB flash-drive must not be password protected.

Yes

2.3 Selection Process

The proposal review and evaluation process will be conducted utilizing a fair and objective process that adheres to WC’s Procurement Policy and all other applicable state and federal regulations.

All proposals that pass the technical review will be evaluated by impartial evaluators and scored using a scoring rubric. Proposals receiving an overall rating of at least 70% of the total available points will be considered as qualified to receive an award. Proposals determined to be most advantageous to the Local Area per the discretion of the One-Stop Operator Selection Committee as well as overall costs and other factors may be considered in this assessment. Priority may be given to those proposals that offer the most promising approaches to meeting the needs identified in this RFP. The One-Stop Operator Selection Committee may select a proposal based on the initial information received; however, the committee reserves the right to request additional data, conduct panel interviews, and conduct site visits. WC staff will schedule the time and location for panel interviews and site visits, if applicable. The objectives of the panel interviews and site visits are to address areas of proposals that may need additional clarification and/or to ensure that the respondent has the requisite ability, capacity, etc. NOTE: Handouts, promotional materials, videos, overheads, etc., are not permitted at panel interviews.


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Respondents will also be evaluated on their demonstrated ability to coordinate services at the One-Stop Centers as indicated in this RFP as well as:

The successful submission, review and approval of a Statement of Qualifications (SOQ); The ability to meet the minimum eligibility requirements associated with the technical

review process. Ineligible proposers will be informed in writing; Their participation in a panel interview if deemed applicable. The results of the panel

interview will be considered when determining final funding recommendations; and Their participation in pre-award interviews, site inspections, and/or telephone conferences

if deemed appropriate. If the results of any review indicate, in the opinion of the One-Stop Operator Selection Committee, that the proposed sub-awardee may not be able to fulfill sub-award expectations, WC reserves the right not to enter into a sub-award agreement with the organization, regardless of the ranking and/or approval of the respondent’s proposal. Note: Any bids may be rejected if it is determined to be in the best interest of the Local Area.

2.4 Award Process Each respondent submitting a proposal will be notified in writing of the One-Stop Operator Selection Committee’s decision concerning their proposal. Formal notification to award sub-awards and the actual execution of a sub-award agreement are subject to the following conditions:

Approval by the WC Board; Ratification by the Local Elected Officials (LEOs); Receipt of WIOA funds from federal and state administering agencies; and Continued availability of WIOA funds.

WC will require the sub-awardee to participate in negotiations and modify their proposals based on the outcome of those negotiations. WC may decide not to fund part, or all, of a proposal even though it is found to be in the competitive range if in the opinion of WC the services proposed are not needed, the goals of the proposal do not align with goals of WC, or the costs are higher than WC finds reasonable in relation to the overall funds available. WC reserves the right to modify or alter the requirements and standards as set forth in this RFP based on program requirements mandated by state or federal agencies. In such instances, WC will not be held liable for provisions in the RFP package that become invalid.


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Additional funds received by WC may be used to expand existing sub-awards or to fund competitively rated proposals not initially funded under this RFP. These decisions shall be at the discretion of WC. Respondents are encouraged to utilize evidence-based, promising practices, best practices and/or research in developing the One-Stop Operator design. The activities and services described in the proposals can be provided through a lead agency or through partnerships.

SECTION 3 OVERVIEW 3.1 Workforce Innovation and Opportunity Act

On July 22, 2014, President Barack Obama signed WIOA into law. The passage of WIOA provides new authorizing legislation for programs that had been authorized under the Workforce Investment Act (WIA). WIOA is a landmark legislation designed to strengthen and improve our nation’s public workforce system and help put Americans back to work. The new legislative provisions are designed to help workers, including those with barriers to employment, access employment, education, job-driven training, support services, enhance program coordination, streamline service delivery, increase flexibility for governance, improve services to employers, align programs across common goals, and increase accountability and transparency. WIOA recognizes the value of the One-Stop Delivery System and provides the workforce system with important tools to enhance the quality of its One-Stop Centers. WIOA strengthens the ability of State, regions, and local areas to align investments in workforce, education, and economic development to regional in-demand jobs. It places greater emphasis on achieving results for jobseekers, workers, and businesses. It reinforces the partnerships and strategies necessary for One-Stop Centers to provide jobseekers and workers with the high-quality career services, education, training, and supportive services they need to obtain good jobs and stay employed. It helps businesses find skilled workers and access other supports, including education and training for their current workforce. The publicly funded workforce system envisioned by WIOA is quality-focused, employer-driven, customer-centered, and tailored to meet the needs of regional economies. It is designed to increase access to, and opportunities for, the employment, education, training, and support services that individuals need to succeed in the labor market, particularly those with barriers to employment. It aligns workforce development, education, and economic development programs with regional economic development strategies to meet the needs of local and regional employers, and provide a comprehensive, accessible, and high quality workforce development system. This is


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accomplished by providing all customers access to high-quality one-stop centers that connect them with the full range of services available in their communities, whether they are looking for jobs, building basic educational or occupational skills, earning a postsecondary certificate or degree, or obtaining guidance on how to make career choices, or are businesses and employers seeking skilled workers.

3.2 Vision

WC’s vision for the SNWDA is “Full Employment for All Southern Nevadans”. As the designated administrative entity and grant recipient for Federal workforce investment activities within the area, WC is capitalizing on the extraordinary opportunity to improve job and career options for southern Nevadans through a modernized, comprehensive, integrated, job-driven and streamlined local OSDS that links diverse talent to businesses and will fulfill WC’s mission of “Connecting

Employers to a Ready Workforce”. To achieve the mission, WC is transitioning the SNWDA’s delivery system from a system with a single comprehensive One-Stop Career Center to one which has many centers (of which at least one will be comprehensive) located conveniently in the communities they serve. The additional centers will aim to provide meaningful access to the core partners and create an environment where partner programs and entities that are jointly responsible for workforce and economic development, educational, and other social service programs collaborate to create a seamless customer-focused experience that integrates service delivery across all programs and enhances access to the program services. Through the One-Stop Centers, these partner programs and their service providers will ensure that businesses and jobseekers have access to information, programs, services and activities that lead to positive educational and employment outcomes. The Southern Nevada One-Stop Delivery System will be characterized by three critical hallmarks of excellence:

The needs of businesses and workers drive workforce solutions; One-Stop Career Centers provide excellent customer service to jobseekers and employers

and focus on continuous improvement; and The workforce system supports strong regional economies and plays an active role in the

community and workforce development.


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3.3 Statement of Need

Currently, the Southern Nevada One-Stop Delivery System consists of, but is not limited to the following:

One comprehensive One-Stop Career Center staffed primarily by Title I with physical representation from Titles II through IV providing services to adults, dislocated workers and youth;

Three Nevada JobConnect offices staffed primarily by Titles III and IV with representation from Title I;

One TANF office in the process of designation as an affiliate site with representation from Title I;

Title IV specialized sites; Other TANF non-affiliated sites; Two Mobile One-Stops; Three Title I home office sites which provide services to adult, dislocated workers and

youth; Multiple Title I home office sites providing services to special populations (i.e., Returning

Citizens, Foster Youth, Youth Pre-entry and Youth Dropout Recovery); Two Title I sites housed in rural libraries serving adults, dislocated workers and youth; and Two Title I sites serving adults, dislocated workers and youth in rural areas.

Consistent with the four-year local plan in coordination with the Local Elected Officials, WC has developed a comprehensive strategy for the Southern Nevada One-Stop Delivery System. The plan is designed to both improve services to employers and jobseekers and to consolidate the delivery of workforce development services within the Southern Nevada Workforce Development Area (SNWDA). This will be accomplished through the co-location of mandated partners and implementation of meaningful access at the One-Stop Career Centers located primarily in local libraries throughout the area.


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WC in coordination with the Local Elected Officials is seeking to establish a partnership with an organization which can demonstrate to have the full capacity and commitment to serve as a One-Stop Career Centers Operator for the SNWDA during a time of great transition. In addition to the Mobile One-Stops, the anticipated number of centers to be operated for PY17 through PY20 is detailed below:

One-Stop Career Centers PY17 6 - 12 PY18 6 - 18 PY19 6 - 24 PY20 6 - TBD

Additionally, WC anticipates the One-Stop Operator will coordinate and collaborate with the following, but not limited to, anticipated sites and/or WIOA Titles:

Nevada JobConnect offices; Affiliate sites; Title I home office sites; Specialized sites; and Non-affiliated sites.

WC’s goal is to procure a One-Stop Center Operator whose sole function and focus is to exclusively operate One-Stop Career Centers located throughout the Southern Nevada Workforce Development area. The selected One-Stop Operator will be responsible for the full operations of the Comprehensive One-Stop Career Center and additional One-Stop Career Centers located primarily within local libraries. The specific number of centers, locations and their affiliated sites will be determined by WC and is subject to change over the course of the contract agreement. The One-Stop Operator will operate the SNWDA centers consistent with WIOA Title I and its associated regulations and in a manner that is consistent with the WC’s vision and mission statement.

3.4 WC Roles and Responsibilities

To ensure a well-coordinated local workforce system and in accord with federal law, WC will take a lead role in the following efforts, while working with a variety of system partners:

Provide strategic guidance and direction to operationalize the State’s and WC’s vision and policies;

Monitor and inspect contractor’s performance to ensure compliance with the scope of work;


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Make determinations relative to satisfactory or unsatisfactory performance, including acceptance of all work performed and/or all projects produced under the term of the contract;

Recommend project changes to the contractor as a result of monitoring or as may be required by WC;

Review and approve contractor’s project staffing structure as may be required by WC; Review, coordinate changes or corrections, if any, and accept all reports (including any

final reports) required under the agreement; Workforce research and regional labor market analysis; Convening the local area workforce system stakeholders; Local area business engagement activities and system strategies; Coordination of the development of career pathways; Coordination of the sharing of technology for the One-Stop Delivery System; and Coordination with training providers for workforce development efforts and related

programming.

3.5 One-Stop Operator Responsibilities

The One-Stop Operator will be the central point of contact and the coordinator of the local delivery system, which simultaneously serves both sets of customers: the businesses and the jobseekers.

A. The Operator will be accountable to Workforce Connections for the standardization and coordination of a seamless service delivery by WIOA required one-stop partners and service providers at all one-stop centers in the Southern Nevada Workforce Development Area.

1. One-Stop Career Centers Meet the Needs of Businesses – The Operator is

responsible for leading and coordinating business services, utilizing center staff as appropriate. The Operator leads and coordinates the building of business relationships with individual employers, understands local business needs and communicates those needs to the center partners, for the eventual connecting of qualified WIOA participants to meaningful employment opportunities. Where business needs cannot be met by existing center candidates, the centers shall search for viable candidates utilizing a variety of tools, relationships and events designed to recruit potential job candidates. The centers shall also search for viable businesses that would match the current participant talent pool in the centers. The Operator will be responsible for supply/demand alignment in order for the centers to successfully meet the demands of both set of customers: businesses and jobseekers. The Operator shall ensure the success of the centers as measured by the


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WIOA performance measures including the new: “effectiveness in serving employers with the core programs”.

2. One-Stop Career Centers Meet the Needs of Jobseekers – Local area business intelligence is gathered by Industry Sector Councils, Advisory Panels and the Local Board’s business engagement initiatives. The Operator is responsible for taking the business intelligence gathered, and operationalizing it into seamless coordinated services at the centers that prepare center clients to meet the needs of businesses. The Operator leads and coordinates the standardization in the provision of employment and training services to jobseekers across all centers. These services shall equip the jobseekers to meet the employment needs of local business and include but are not limited to: addressing barriers to employment, one-on-one individualized assistance, comprehensive assessments, career planning, career coaching, training, job-placement, follow-up, etc. The Operator is responsible for leading and coordinating center partners in always striving to leverage any and all other available community resources.

3. One-Stop Career Center Flow – The Operator is responsible for planning, leading and coordinating the initial engagement of center clients by providing information on center services, determining level of need, assisting with navigating self-help resources, guiding customers to the appropriate services, coordinating an effective referral process and meaningful access to programs of all required partners.

B. Roles and responsibilities of the One-Stop Operator will include but are not limited to:

Managing daily operations in coordination with WIOA fiscal agent for lease, utilities (when applicable) and other activities to support the centers;

Managing WIOA required partner responsibilities defined in the MOU among partners;

Managing the hours of operation of the centers in coordination with Library Branch Managers;

Operationalizing WC’s and the State’s policies; Reporting to WC on operations, performance and continuous improvement

recommendations; Convening One-Stop Delivery System meetings, as needed; Addressing and resolving issues relating to One-Stop Delivery System challenges; Coordinating the development of a training and communication plan throughout

the One-Stop Delivery System;


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Promoting the services available throughout the One-Stop Delivery System, including the development of marketing and outreach materials, in conjunction with system partners;

Evaluating customer needs and satisfaction data to continually refine and improve service strategies, including implementing a customer feedback model;

Coordinating the deployment of system resources including, but not limited to, the Mobile One-Stops;

Representing the One-Stop Delivery System at community meetings to promote services and discuss partnership opportunities;

Establishing a methodology for measuring and ensuring services, especially workshops, are of the highest quality and are meeting the needs of the Southern Nevada Workforce Development Area;

Being knowledgeable of the mission and performance standards of all system partners and facilitating cross-training among all staff with direction and support from WC;

Leading other specialized offerings that enhance opportunities for staff of the One-Stop Career Centers to develop advanced skills in customer service, leadership, specialized workforce development skills, networking, presenting labor market information and other skills to be determined;

Ensuring meaningful access to all required programs in the centers; Ensuring the use of latest technologies to maximize quality of service; and Developing and implementing a standard operating procedure manual.

C. The Operator will be equipped by the MOU to be a functional leader/manager of all center partner staff. The Operator must work closely with the “formal” manager back at the home offices of the center partner staff. Certain functions of center partner staff must be handled by the “formal” manager at their home office. In this regard, the Operator’s role and responsibilities shall include, but not be limited to:

Creating daily work schedules, team assignments and work flow based upon operational needs of the centers;

Coordinating staff vacations/unscheduled absences with the “formal” manager to ensure continuity of services at the centers;

Ensuring staff are properly trained and provided technical assistance as needed; Providing constructive feedback to center partner staff regarding their day-to-day

duties in the centers; Facilitating effective communication among the “functional” leaders and center

partner staff; Providing input to the “formal” manager on the work performance of center partner

staff under their purview;


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Notifying the “formal” manager immediately of any center partner staff leave requests or unexcused absences, disciplinary needs, or changes in employee status;

Identifying and facilitating the timely resolution of staff complaints, problems, and other staffing issues in the centers;

Providing and/or contributing to reports of center activities across all partners as requested/required by WC or the State; and

Ensuring open communication with the “formal” manager of center partner staff in order to achieve efficient and effective center operations.

Operationally, WIOA funded agencies with staff in the one-stop centers shall appoint the agency “formal” manager as an advisor to the One-Stop Operator. This agency “formal” manager shall handle the HR/Administrative personnel bureaucracy without directing one-stop center staff on the daily operations. The operator shall be provided specific performance criteria to ensure effectiveness.

3.6 Responsibility Revisions

The roles and responsibilities of WC and the One-Stop Operator may be refined and changed as:

• Federal and State law or requirements are enacted and implemented covering the workforce development system;

• Regulations and procedures are developed or changed by DOL; • WC’s governing boards adopt local direction and procedures; and • WC develops, revises and coordinates mandatory strategic initiatives for the local

workforce development area.

3.7 Staffing Priorities Under general direction of WC, the primary priorities of the top-level leadership for the One-Stop Career Centers will include, but are not limited to, the following:

1. Providing highly responsible leadership by directing the activities and operations of the One-Stop Career Centers;

2. Managing partnerships among various employment and training services of multiple partners and programs in the One-Stop Career Centers; and

3. Overseeing continuous improvement of services throughout One-Stop Career Centers.


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Under general direction of top-level leadership, the primary priorities of the mid-level leadership for the One-Stop Career Centers will include, but are not limited to, the following:

1. Working closely with the library branch managers to oversee the day to day activities in the One-Stop Career Centers;

2. Coordinating business services activities with the service providers in the Centers; and 3. Providing functional supervision of Center staff.

Under general direction of upper-level leadership, the primary priorities of the line level operator staff for the One-Stop Career Centers will include, but are not limited to, the following:

1. Making the full scope of Center partner services available to businesses and jobseekers; 2. Overseeing high quality customer service being coordinated amongst the various Center

partners; and 3. Supporting all partner agencies to experience success with their services.

3.8 Desired Outcomes

The respondent must demonstrate in their narrative how their design will support the service providers in the centers to meet the following long-term mandatory DOL performance accountability standards known as Common Measures. See Attachment B – Department of Labor (DOL) Performance Measures for detailed information on the required outcomes set forth for WIOA. All required performance measures are subject to change at any time and WC may implement additional measures due to regulations or local need. In addition, WC expects the One-Stop Operator to produce, at a minimum, the following outcomes:

Ensure meaningful access in the comprehensive center to all required programs as defined by the law;

Ensure meaningful access to the core partners in the additional centers; Develop and implement a standard operating procedure manual; Ensure the effectiveness of the One-Stop Centers as defined by the regulations; Ensure the execution of Center MOUs; and Standardize service delivery and maintain quality standards across all Centers.


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SECTION 4 FISCAL ELEMENTS 4.1 Budget and Budget Narrative

Each respondent is required to submit one project budget using Form 3 – Budget Template.

Each budget template has one summary page and seven budget detail pages that require line item detail, for a total of eight pages. There are lines identified at the bottom of each budget detail page for a narrative, and each line item is required to have a concise narrative description justifying the charges. Each budget detail section should not exceed one page including the narrative. Any separate budget narratives submitted will not be reviewed.

There are detailed instructions contained in each budget template as Excel comments that are revealed by hovering with a mouse over the red triangles. The budget summary page is locked and auto-populates based on information entered on the budget detail pages. All charges are to be rounded to the nearest whole dollar.

On the budget summary page identify the name and contact information for the staff person who may be contacted for any questions regarding your budget submission.

4.2 Budget Period and Amount

The Total Project Expenses of this line-item budget must be less than or equal to the estimated total funding available for this RFP for the initial funding period:

Target Start Date: May 1, 2017 End Date: June 30, 2018 Initial Term: Fourteen (14) month initial term Estimated Total Funding Available for this RFP:

An amount not to exceed $1,000,000 in incremental funding for the first fourteen (14) month period.

4.3 Budget Requirements There are no specific budget requirements for this RFP.

4.4 Required Match In lieu of a percentage match requirement, WC will not reimburse for any rent, depreciation,

or building usage expenditures that are either direct or indirect in nature. Any expenditure projected for the project should be reported as matching resources.


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4.5 Administrative Expenditures The successful respondent to this RFP will be required to track and report expenditures by program

and administrative cost classifications per the WIOA definition found at 20 CFR 683.215. There will be a 10% administrative cap on total expenditures.

4.6 Allocated Direct Costs Respondents are required to describe their “Allocation Base” (e.g. Direct Hours Worked, Square

Footage Usage, etc.) on some budget detail pages. This allocation base describes the existing or anticipated methodology that will be used to prorate common or shared direct operating costs among projects. Examples of shared direct costs are infrastructure/operating costs (e.g., utilities and copier machines), as well as personnel (e.g., project manager) providing benefits to multiple funding sources. Computation columns are provided on the budget detail pages to aid in this calculation. Any costs that benefit the entire organization are considered to be indirect costs which are reported separately.

4.7 Indirect Costs Indirect costs are costs incurred by an organization that do not directly benefit any one program or

project, but indirectly support all aspects of the organization. For organizations awarded funds, any indirect costs billed must be supported by an indirect cost rate agreement with a federal cognizant agency, or the organization must negotiate an indirect rate with WC after the award of funds. Cost allocation plans are no longer allowable to substantiate the billing of indirect costs.

4.8 Profit Only commercial for-profit organizations may incorporate profit into their budget. Profit must be

contained in a single line item on the Other Overhead budget tab and may not exceed 10% of the Total Contractor Paid section of the budget.

4.9 Subcontracts All subcontracts must be procured according to WC procurement requirements and approved by

WC. An award of funds or approval of a budget does not exempt procurement requirements.


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4.10 Fiscal Requirements The funds awarded under this sub-award are federal WIOA funds. The sub-awardee of these funds

will be subject to the Federal provisions contained in 2 CFR 200 (Uniform Administrative Requirements, Cost Principles and Audit Requirements for Federal Awards), as well as State and local policies and procedures. WC’s fiscal policies are located at www.nvworkforceconnections.org.

4.11 Audit Requirements Organizations expending at least $750,000 in Federal funds during any fiscal year starting on or

after December 26, 2014 are subject to a Single-Act audit per the provisions contained in 2 CFR 200 Subpart F. Audit expenses may only be billed to WC sub-awards when the audit work is performed, or accrued, regardless of the period being audited. Single-act audits must be submitted to WC within 30 days of the audit report date, or by nine months after the end of the auditee’s fiscal year, whichever is sooner.

SECTION 5 SCORING ELEMENTS

All respondents must respond to the following questions and instructions. Questions must be answered in concrete language, using quantifiable measurements whenever possible, and be specific about the role of each collaborator. All narrative responses must be limited to a maximum of twenty-five (25) pages total (excluding required attachments).

5.1 Leadership (50 points possible)

Describe your experience with and/or philosophy regarding the following:

Operating in an environment with functional supervision (staff reporting to other agencies’ management in addition to their own agency’s management).

Maintaining staff morale at the centers and implementing changes as necessary. Describe how you will eliminate any potential silos that might prevent an effective and

integrated One-Stop Delivery System. Provide an assurance that your entity has the willingness and ability to operate in a

functionally integrated environment and work difficult partnership issues with all parties involved such any arise.

Provide an example of a time you were responsible for working through a difficult partnership issue at a One-Stop Center to reach an agreement and your role in that situation.

Aligning diverse/divergent agendas of the One-Stop partners.


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Coordinating the service delivery to diverse customers including employers, economically disadvantaged individuals with little or no work experience, individuals with disabilities, dislocated workers with experience, and youth.

Describe how you will support the service providers in the centers in achieving their service delivery goals including:

o Customer flow; o Cross-training and capacity building; o Information sharing; and o Promoting services in the centers.

Describe how you will ensure the service providers meet their expected WIOA performance measures.

Describe how you will coordinate Business Services activities which lead to placement of WIOA participants.

Based on the table in Section 3.3 Statement of Need, describe your plan to scale operations.

List the qualifications of the individual(s) suggested to serve as top-level leadership. If this individual(s) is not known, describe the required qualifications and core competencies to be included in the job posting.

Describe your plan to staff the One-Stop Career Center operations based on the various levels of priorities identified in Section 3.7 Staffing Priorities. (Please include resumes and/or job descriptions as attachments.)

5.2. Continuous Improvement (15 points possible)


Measuring customer satisfaction and implementing changes as necessary. Provide an example of a report that reflects operations, performance and continuous

improvement at a One-Stop Center. (Please include example report as an attachment.) Describe how performance of the One-Stop Operator should be measured.

5.3 Partnerships and Communications (15 points possible)


Fostering collaboration and partnerships within the One-Stop Delivery System and other community partners.

Ensuring that information is shared across a variety of center partners and programs. Describe how you will ensure communication and collaboration among the One-Stop

Career Centers, One-Stop Affiliate Sites and other system partners.


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5.4 Innovation (10 points possible) Describe your experience with and/or philosophy regarding the following:

Describe how meaningful access to all required programs was achieved within a comprehensive One-Stop Center;

Describe your process in developing a standard operating procedure manual for a One-Stop Center.

5.5 Fiscal (10 points possible)

Describe your organization’s experience with managing federal funds and the experience that fiscal staff employed by the organization have in administering federal funds.

Describe your organization’s familiarity with federal financial management standards. Discuss how the organization ensures compliance with those standards.

Describe how your organization has resolved any monitoring and audit findings or any other issues raised in the audit reports, management letters, and any related corrective action plans for each of the last two years.

The respondent must complete one budget using Form 3 – Budget Template and submit as part of the proposal. (The budget must be included in the attachments.)


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Page 1 of 1

ADDENDA

Addendum #2: February 1, 2017

RFPs Affected: One-Stop Operator

Information Only: Currently the One-Stop Operator RFP states the contract will be for

one year with an option to extend to four. For additional clarity: A new One-Stop

Operator RFP will be released at least every four years. Reference TEGL 15-16, page 3

(5) paragraph three.

Addendum #1: January 19, 2017

RFPs Affected: One-Stop Operator

Action Required: Bullet 11 under section 5.1 Leadership on Pg. 27 in the main body of

the RFP which reads, “Based on the table in Section 3.3 Statement of Need, describe your

plan to scale operations,” is amended to read, “Based on the table in Section 3.3 Statement of

Need, describe your plan to scale operations and describe your plan which delineates a

process for controlling center operational expenses that will comply with State Policy 1.4

(IV) (B) (1). The policy requires center partners’ share of one-stop center expenses to be

limited to 60% of their home offices as measured on a per seat basis. The full policy can be

found at the following link. http://nvdetr.org/workforce_innovation_pages/Policies/1.4.pdf “


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http://nvdetr.org/workforce_innovation_pages/Policies/1.4.pdf

Agenda item 9. DISCUSSION AND POSSIBLE ACTION:

Approve Programs Committee’s recommendation to award an

additional $100,000 to Goodwill of Southern Nevada to continue delivering much needed

services to adults and dislocated workers. The total contract award with amendment shall

not exceed $800,000. Upon ratification by the Local Elected Officials Consortium, the

budget period shall be July 1, 2016 through June 30, 2017.


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Agenda item 10. INFORMATION:

PY2016 Training Reports


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2/24/2017

workforce CONNECTIONSADW Snapshot

PYTD January 31, 2017

EnrollmentsProvider Goal Actual Training Placed Wage

PY16 Enrollment CohortOne-Stop Career Center - ResCare 700 380 220 140 12.62North OSAS - NPI (1) 233 206 98 33 13.10South OSAS - HELP 175 144 71 16 10.70East OSAS - Goodwill 100 72 43 16 11.31Re-entry - FIT 110 68 68 30 13.70Re-entry - Hope for Prisoners 80 34 28 6 10.04Rural - Lincoln 32 12 10 5 9.92Rural - Nye 100 71 41 31 9.33Rural - Laughlin / Boulder City - ResCare (1) 17 0 0 0 N/A Rural - Mesquite - Salvation Army (1) 27 1 1 0 N/A Other 1 0 0 N/A

PY16 Cohort Total 1,574 989 580 277 12.32

Prior CohortOne-Stop Career Center - ResCare 842 842 483 637 13.94North OSAS - NPI 526 526 213 314 14.03South OSAS - HELP 243 243 163 118 13.85East OSAS - Goodwill 310 310 158 183 12.66Re-entry - FIT 181 181 168 99 11.63Rural - Lincoln 27 27 17 18 13.27Rural - Nye 135 135 65 113 11.78Rural - Laughlin / Boulder City - ResCare 0 0 0 0 N/A Rural - Mesquite - Salvation Army 0 0 0 0 N/A Other 33 33 17 16 11.84

Prior Cohort Total 2,297 2,297 1,284 1,498 13.45

Total Served (Enrollments + Prior)One-Stop Career Center - ResCare 1,542 1,222 703 777 13.70North OSAS - NPI 759 732 311 347 13.95South OSAS - HELP 418 387 234 134 13.48East OSAS - Goodwill 410 382 201 199 12.55Re-entry - FIT 291 249 236 129 12.11Re-entry - Hope for Prisoners 80 34 28 6 10.04Rural - Lincoln 59 39 27 23 12.54Rural - Nye 235 206 106 144 11.25Rural - Laughlin / Boulder City - ResCare 17 0 0 0 N/A Rural - Mesquite - Salvation Army 27 1 1 0 N/A Other 33 34 17 16 11.84

One-Stop System Total 3,871 3,286 1,864 1,775 13.28

Notes: 1) Includes prorated goal for contracts which cross program years. 2) Prior Cohort goal is set to actual.

Page 1 of 1


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2/24/2017

workforce CONNECTIONSYouth Snapshot

PYTD January 31, 2017

Enrollments Work-Based OccupationalProvider Goal Actual Learning Skills Training Placement

PY16 Enrollment Cohort

North OSAS - NPI (1) 176 162 64 27 9South OSAS - SNRHA 130 66 16 7 7East OSAS - Goodwill 130 66 8 5 3OSCC - ResCare 43 6 0 0 0Drop-out Recovery - HELP 100 92 18 4 19Foster Youth - Olive Crest (1) 57 38 15 2 4Rural - Lincoln 32 30 22 0 8Rural - Nye 50 29 8 1 2Rural - ResCare (1) 12 4 2 0 0Rural - Mesquite - Salvation Army (1) 17 0 0 0 0Other 0 0 0 0 0

PY16 Cohort Total 747 493 153 46 52

Prior Cohort (2)

North OSAS - NPI 274 274 151 50 105South OSAS - SNRHA 161 161 69 29 63East OSAS - Goodwill 70 70 25 18 27OSCC - ResCare 1 1 0 0 1ISY and OSY - HELP 106 106 31 9 53Foster Youth - Olive Crest 48 48 25 1 8Rural - Lincoln 24 24 17 0 7Rural - Nye 47 47 31 3 23Rural - ResCare 18 18 8 2 10Rural - Mesquite - Salvation Army 0 0 0 0 0Other 4 4 0 0 2

PY15 Cohort Total 753 753 357 112 299

Total Served (Enrollments + Prior)

North OSAS - NPI (1) 450 436 215 77 114South OSAS - SNRHA 291 227 85 36 70East OSAS - Goodwill 200 136 33 23 30OSCC - ResCare 44 7 0 0 1Drop-out Recovery - HELP 206 198 49 13 72Foster Youth - Olive Crest 105 86 40 3 12Rural - Lincoln 56 54 39 0 15Rural - Nye 97 76 39 4 25Rural - ResCare 30 22 10 2 10Rural - Mesquite - Salvation Army 17 0 0 0 0Other 4 4 0 0 2

One-Stop System Total 1,500 1,246 510 158 351

Notes: 1) Includes prorated goal for contracts which cross program years. 2) Prior Cohort goal is set to actual.

Page 1 of 1


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Adult and Dislocated WorkersTrained by Industry SectorJuly 1, 2016 through January 31, 2017

Total Training Spend by Sector - $1,800,032

Top 5 Trainings by Dollars Spent

Number of Trainings by Sector - 791

Top 5 Trainings by Participant Count

Aerospace & Defense , 0 Agriculture, 1

Construction, 1 Health & Medical Services, 236

Information Technology, 86 Logistics & Operations, 161

Manufacturing, 9

Mining & Materials, 1

Natural Resources, 16

Tourism, Gaming & Ent., 210

Cross Sector, 70

$81,910

$89,416

$183,682

$187,282

$344,850

$0 $200,000 $400,000

Dental Assistants

Nursing Assistants

Heating, Air Conditioning, and Refrigeration Mechanics andInstallers

Cooks, Restaurant

Heavy and Tractor-Trailer Truck Drivers

Aerospace & Defense , $0

Agriculture, $1,500

Construction, $3,240

Health & Medical Services, $494,653

Information Technology, $200,110 Logistics & Operations, $486,159

Manufacturing, $20,880

Mining & Materials, $1,250

Natural Resources, $77,358

Tourism, Gaming & Ent., $341,935

Cross Sector, $172,946

45

46

54

108

112

0 20 40 60 80 100 120

Customer Service Representatives

Phlebotomists

Nursing Assistants

Heavy and Tractor-Trailer Truck Drivers

Cooks, Restaurant


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Review, discuss, accept and approve reports:

a. PY2016 WIOA Formula Budget July 1, 2016 through June 30,

2017

b. Budget vs. Actual Finance Report (Workforce Connections’

Operations) for the period July 1, 2016 through June 30, 2017

(Formula WIOA)

c. Awards and Expenditures Report – Monthly Update (Status of

Service Providers)

d. WIOA Expenditure Tracking Report – July 1, 2016 through

December 31, 2016


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a. PY2016 WIOA Formula Budget July 1, 2016 through June 30, 2017


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3/8/2017

WORKFORCE CONNECTIONSPY2016 WIOA Formula Budget

July 1, 2016 - June 30, 2017Approved

BudgetProposed

BudgetCommunity Resource

Revenue by Funding Stream PY2016 PY2016 $ Change Allocations TOTAL10% Admin 15% Program

PY2015 Adult 1,500,000 3,575,802 2,075,802 270,000 405,000 2,900,802 3,575,802 PY2015 Dislocated Worker 2,000,000 1,125,908 (874,092) 80,000 120,000 925,908 1,125,908 PY2015 Youth 3,300,000 3,498,341 198,341 330,000 495,000 2,673,341 3,498,341 PY2016 Adult 8,981,237 8,955,263 (25,974) 895,526 1,343,289 6,716,448 8,955,263 PY2016 Dislocated Worker 3,232,774 3,206,656 (26,118) 320,666 480,998 2,404,992 3,206,656 PY2016 Youth 5,987,530 5,987,530 - 598,753 898,130 4,490,647 5,987,530 Other Revenues (Program Income and Interest) 60,025 60,025 - 25 60,000 60,025

Total Revenue by Funding Stream 25,061,566$ 26,409,524$ 1,347,958$ 2,494,945$ 3,742,442$ 20,172,137$ 26,409,524$ 5.4% Subtotal Board Operations 6,237,387$

Notes:1. PY2016 Revenues include WIOA funding in the total amount of $18,149,449.2. Carry forward funds for PY2015 amount to $8,200,050.3. The Department of Labor allows local boards to expend up to 10% of their total allocation for administrative costs. WC also allocates 15% of the total allocation for program management and oversight.4. WIOA funds have a two year life at the local board level and an additional year at the state level.5. Calculation applies to PY2016 funds only

Approved Budget

Proposed Budget One-Stop One-Stop

Service Provider

Community Resource Allocations PY2016 PY2016 $ Change Centers System Contracts TOTALAdult Services 7,890,927 9,647,250 1,756,323 507,500 1,106,000 8,033,750 9,647,250 Dislocated Worker Services 3,954,581 3,360,900 (593,681) 217,500 474,000 2,669,400 3,360,900

- Youth Services 6,965,647 7,163,988 198,341 30,000 7,133,988 7,163,988 Subtotal Community Resource Allocations 18,811,155$ 20,172,137$ 1,360,982$ 725,000$ 1,610,000$ 17,837,137$ 20,172,137$

Approved Budget

Proposed Budget

Board Operations PY2016 PY2016 $ Change Admin Program Total Subtotal Operating Expenditures 6,250,411 6,237,387 (13,024) 1,664,847 4,572,540 6,237,387

Total Expenditures 25,061,566$ 26,409,524$ 1,664,847$ 4,572,540$ Fund Balance -$ -$ 830,098$ (830,098)$ -$

NOTE: PY2015 funding period is available July 1, 2015 through June 30, 2017 (after two years, funds revert to the State for one additional year) PY2016 funding period is available July 1, 2016 through June 30, 2018 (after two years, funds revert to the State for one additional year)

(Revised Budget - March 1, 2017)

Available for LWDB Operations

Community Resource Allocations


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Authorized ActualApproved

BudgetProposed

BudgetBoard Operations FTE FTE PY2016 PY2016 $ Change Admin Program Total

6500 Salaries 27.57 24.57 2,400,000 2,400,000 - 480,000 1,920,000 2,400,000 7000 Accounting and Auditing 250,000 250,000 - 250,000 - 250,000 7005 Legal Fees 70,000 70,000 - 70,000 - 70,000 7010 Legal Publication Advertising 18,000 18,000 - 4,500 13,500 18,000 7020 Licenses and Permits 3,000 3,000 - 750 2,250 3,000 7025 Dues and Subscriptions 15,000 15,000 - 3,750 11,250 15,000 7030 Postage and Delivery 6,000 6,000 - 1,500 4,500 6,000 7035 Printing and Reproduction 11,000 11,000 - 2,750 8,250 11,000 7040 Office Supplies 31,500 31,500 - 7,875 23,625 31,500 7045 Systems Communications 107,000 107,000 - 26,750 80,250 107,000 7050 Training, and Seminars - Staff 50,000 50,000 - 12,500 37,500 50,000 7055 Travel and Mileage - Staff 92,000 92,000 - 23,000 69,000 92,000 7060 Utilities 30,000 30,000 - 7,500 22,500 30,000 7065 Telephone 30,000 30,000 - 7,500 22,500 30,000 7070 Facilities Rent/Lease 197,500 197,500 - 49,375 148,125 197,500 7075 Facilities Repairs and Maintenance 145,000 145,000 - 36,250 108,750 145,000 7080 Admin Support Contracts 118,000 118,000 - 118,000 - 118,000

7085A Program Support Contracts 220,000 220,000 - - 220,000 220,000 7085B Program Support Contracts - IT/Web 195,000 195,000 - - 195,000 195,000

7090 Non-Board Meetings and Outreach 35,000 35,000 - 8,750 26,250 35,000 7095 Board Meetings and Travel 30,000 30,000 - - 30,000 30,000 7100 Insurance 50,000 50,000 - 12,500 37,500 50,000

7100-7120 Employee Fringe Benefits 816,000 816,000 - 204,000 612,000 816,000 7125 Employer Payroll Taxes 77,000 77,000 - 19,250 57,750 77,000

7130/7135 Payroll Services and Bank Fees 11,000 11,000 - 11,000 - 11,000 7200 Equipment - Operating Leases 57,500 57,500 - 14,375 43,125 57,500

7215/8500 Capital - Equipment and Furniture 100,000 100,000 - 25,000 75,000 100,000 8500 Capital - Tenant Improvements 20,000 20,000 - 5,000 15,000 20,000 CAP Cost Allocation to One-Stop (35,000) (35,000) - (8,750) (26,250) (35,000) 8900 Strategic Initiative - WIOA 199,911 186,887 (13,024) 46,722 140,165 186,887 8900 Strategic Initiative - 1st Qtr 2017 900,000 900,000 - 225,000 675,000 900,000

Subtotal Board Operations 6,250,411 6,237,387 (13,024) 1,664,847 4,572,540 6,237,387

WORKFORCE CONNECTIONSPY2016 WIOA Formula BudgetJuly 1, 2016 - June 30, 2017(Revised Budget - March 1, 2017)


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Workforce Connections Program Year 2016

WIOA Formula Budget Narrative Workforce Connections is responsible for providing management and oversight of the Workforce

Development Area’s employment and training programs and services. The Board’s staff provides direct support to the Workforce Development Area by carrying out the Board’s operations plans. Staff responsibilities include implementing Board policies and establishing techniques and methods to achieve the Board’s mission. Staff administers and oversees all internal administrative service provisions, including program administration, management analysis and administration support for the Workforce Development Board. Revenues: Workforce Innovation and Opportunity Act (WIOA) Program Year PY2016 allotted funds are in the amount of $18,149,449. Funding is allocated among the three funding streams: Adult - $8,955,263, Dislocated Worker - $3,206,656, Youth - $5,987,530. Funding for PY2016 increased by $352,286 (1.98%), compared to the PY2015 WIOA allocation which was $17,797,163. Other anticipated funding includes operating carry forward funds from PY2015 WIOA allocation of $8,200,050 and program income/interest at $60,025. Total budgeted revenues for PY2016 are $26,409,524. Expenditures – Community Resource Allocation: In December 2016, the Board approved additional $50,000 in Youth funds, for a total contract amount not to exceed $400,000, to Nye Communities Coalition to provide additional WIOA career and training services to youth. The Board also approved Youth funds in an amount not to exceed $650,000 to Nevada Partners, Inc., to provide youth pre-entry workforce development services and Adult funding not to exceed $400,000 to provide building trades pre-apprenticeship workforce development services. Additionally, the Board approved Youth funds in an amount not to exceed $200,000 to HELP of Southern Nevada to provide youth services to high school dropouts and Youth funds in an amount not to exceed $1,000,000 to ResCare Workforce Services to deliver WIOA career and training services to youth at the One-Stop Career Center. Finally, the Board approved Youth funds in an amount not to exceed $500,000 to Youth Advocate Program to deliver WIOA youth services with a work-based learning focus in Henderson and an amount not to exceed $500,000 to Olive Crest to deliver WIOA youth services to foster care youth. In February 2017, the Board approved additional $50,000 in Youth funds, for a total contract amount not to exceed $850,000, to Nevada Partners, Inc., to provide additional WIOA career and training services to youth.


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Administrative and Program Operating Expenditures – Board Staff: The Department of Labor allows local workforce development boards to expend up to 10% of their total formula funding allocation for administrative services. For programmatic operations and oversight, the board of directors has allocated 15% of the total budget allocation. Such operational and management oversight includes, but is not limited to: Providing technical assistance to contracted service providers Tracking and monitoring of participating clients and performance outcome Program oversight and monitoring of service provider contracts

6500 - Salaries: $2,400,000 – Allocated costs for administrative and program staff salaries. 7000 - Accounting and Auditing: $250,000 – Allocated costs for the A-133 audit as well as

extended accounting, financial consulting, and technical support. A-133 Audit $ 80,000 Auditing Services $ 25,000 Accounting Services $145,000 7005 Legal Fees: $70,000 – Allocated costs for legal services in areas such as Board and official

open meetings preparation including review of agendas, contract agreements, RFPs, and policies.

7010 Legal Publication Advertising: $18,000 – Allocated costs for legal publications including job postings, Request for Proposals notices, and controlled advertisements.

7020 Licenses and Permits: $3,000 – Allocated costs for software licenses and permits associated with new computers or purchased upgrades for current software.

7025 Dues and Subscriptions: $15,000 – Allocated costs for memberships in trade and technical associations that benefit Workforce Connections’ outreach and oversight initiatives. They offer valuable key contacts for workforce/economic development and technical information support.

7030 Postage and Delivery: $6,000 –Allocated costs for postage and mail delivery including such activities as routine postage, courier delivery service, and Federal Express delivery.

7035 Printing and Reproduction: $11,000 – Allocated costs for ancillary copying and printing

costs associated with Board administration and daily operations. 7040 Office Supplies: $31,500 – Allocated costs for various office supplies needed for daily

operations. 7045 Systems Communications: $107,000 – Allocated costs for support systems such as data

backup, internet services, and web hosting for e-mail support.


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7050 Training and Seminars (Staff): $50,000 – Allocated costs for local and out-of-town staff

training and seminars for both local and out-of-town locations for fiscal, program, and systems management.

7055 Travel and Mileage (Staff): $92,000 – Allocated costs for local mileage and out-of-town

staff travel for grant related matters, State and USDOL sponsored training and conferences. Mileage includes an array of programmatic and fiscal activities, local and rural areas site reviews and monitoring visits to ensure compliance with WIOA initiatives and work plans.

7060 Utilities: $30,000 – Allocated costs for electric and gas. 7065 Telephone: $30,000 – Allocated costs for all activities related to telephone services

including local and long distance phone charges and wireless communication. 7070 Rent (Offices): $197,500 – Allocated costs for Workforce Connections’ office space for

staff in support of the Board’s administrative and programmatic functions. 7075 Facilities Maintenance: $145,000 – Allocated costs for equipment or facility repairs and

maintenance and security guard services. 7080 Admin Support Contracts: $118,000 – Allocated costs for administrative support

agreements, HR consultant and temporary staffing with focus on administrative, fiscal, and personnel management.

7085A Program Support Contracts: $220,000 – Allocated costs for program support training

agreements. 7085B Program Support Contracts – IT and Web: $195,000 – Allocated costs for temporary

staffing to support program and data support activities. 7090 Non-Board Meetings and Outreach: $35,000 – Allocated costs for business and employer

outreach initiatives to attract businesses and establish partnerships for workforce development and employer services.

7095 Board Meetings and Travel: $30,000 – Allocated costs for facility and event related

charges tied to board and committee meetings and Board travel to grant activities. 7100 Insurance: $50,000 – Allocated costs for Board anticipated liability insurance costs for

workers’ compensation, general business liability, auto, and Board of Directors’ and officers’ errors and omissions liability.

7100-7120 Employee Fringe Benefits: $816,000 – Allocated costs for employee benefits including medical, dental, life insurance, and Public Employees Retirement System (PERS) contributions. A rate of 35% of the total salaries is used to calculate the fringe benefits.

7125 - Employer Payroll Taxes: $77,000 – Allocated costs for employer payroll taxes which are

calculated at 3% of total salaries.


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7130-7135 Bank/Payroll Services: $11,000 –Allocated costs for various banking services which include wire transfers, ACH payments, and payroll services.

Bank Fees $6,000 Payroll Services $5,000 7200 Equipment – Operating Leases: $57,500 – Allocated costs for existing leases on copiers

and postage meter equipment as well as any rental equipment needed in daily operations. 8500 Capital – Equipment and Furniture: $120,000 – Allocated costs for equipment and

furniture including computers, servers, and furniture for administrative and programmatic support staff.

CAP Cost Allocation to One-Stop: ($35,000) – Costs allocated to the One-Stop Center and

System based on operations staff time spent and charged to those activities. 8900 Strategic Initiatives: $1,086,887 – A decrease of $13,024 – These funds are available to be

allocated for future workforce initiatives approved by the Board. The decrease is a result of the Department of Labor’s rescission adjustment that was passed down through the State.


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BudgetProposed

BudgetOne-StopCenter FTE FTE PY2016 PY2016 $ Change Admin Program Total

6500 Salaries 0.90 0.90 54,000 54,000 - 1,620 52,380 54,000 7000 Accounting and Auditing 6,200 6,200 - 6,200 - 6,200 7005 Legal Fees - - 7010 Legal Publication Advertising - - 7020 Licenses and Permits - - - 7025 Dues and Subscriptions 1,000 1,000 - 1,000 1,000 7030 Postage and Delivery 6,000 6,000 - 6,000 6,000 7035 Printing and Reproduction 4,000 4,000 - 4,000 4,000 7040 Office Supplies 23,000 23,000 - 23,000 23,000 7045 Systems Communications 35,000 35,000 - 35,000 35,000 7050 Training, and Seminars - Staff - - - - - 7055 Travel and Mileage - Staff - - - - - 7060 Utilities 30,000 30,000 - 30,000 30,000 7065 Telephone 3,000 3,000 - 3,000 3,000 7070 Facility Rent/Lease 150,000 150,000 - 150,000 150,000 7075 Facilities Repairs and Maintenance 105,000 105,000 - 105,000 105,000 7080 Admin Support Contracts 6,000 6,000 - 6,000 - 6,000

7085A Program Support Contracts 10,000 10,000 - 10,000 10,000 7085B Program Support Contracts - IT/Web - -

7090 Non-Board Meetings and Outreach 2,000 2,000 - 2,000 2,000 7095 Board Meetings and Travel - - 7100 Insurance 15,000 15,000 - 15,000 15,000

7100-7120 Employee Fringe Benefits 19,000 19,000 - 19,000 19,000 7125 Employer Payroll Taxes 1,700 1,700 - 1,700 1,700

7130/7135 Payroll Services and Bank Fees 600 600 - 600 - 600 7200 Equipment - Operating Leases 47,500 47,500 - 47,500 47,500

7215/8500 Capital - Equipment and Furniture 8,000 8,000 - 8,000 8,000 GASB Depreciation 100,000 100,000 - 100,000 100,000

CAP Cost Allocation to One-Stop 25,000 25,000 - 25,000 25,000 8900 Strategic Initiative - WIOA 73,000 73,000 - 73,000 73,000

Subtotal One-Stop Center 725,000 725,000 - 14,420 710,580 725,000

WORKFORCE CONNECTIONSPY2016 WIOA Formula BudgetOne-Stop Center - Charleston(Revised Budget - March 1, 2017)


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Workforce Connections

Program Year 2016 WIOA One-Stop Center Budget Narrative-Adjustment Requests

6500 - Salaries: $54,000 – Allocated costs for administrative and program staff salaries. 7000 - Accounting and Auditing: $6,200 – Allocated costs for the A-133 audit as well as extended

accounting, financial consulting, and technical support. 7025 Dues and Subscriptions: $1,000 – Allocated costs for memberships in trade and technical

associations that benefit Workforce Connections’ outreach and oversight initiatives. They offer valuable key contacts for workforce/economic development and technical information support.

7030 Postage and Delivery: $6,000 – Allocated costs for postage and mail delivery including such activities as routine postage, courier delivery service, and Federal Express delivery.

7035 Printing and Reproduction: $4,000 – Allocated costs for monthly ancillary copying and

printing costs associated with Board administration and daily operations. 7040 Office Supplies: $23,000 – Allocated costs for program support training agreements and

security guard costs. 7045 Systems Communications: $35,000 – Allocated costs for support systems such as data

backup, internet services, and web hosting for e-mail support. 7060 Utilities: $30,000 – Allocated costs for electric and gas. 7065 Telephone: $3,000 – Allocated costs for all activities related to telephone services including

local and long distance phone charges and wireless communication. 7070 Rent (Offices): $150,000 – Allocated costs for Workforce Connections’ office space for

staff in support of the Board’s administrative and programmatic functions. 7075 Facilities Maintenance: $105,000 – Allocated costs for equipment, security and facility

repairs and maintenance. 7080 Admin Support Contracts: $6,000 – Allocated costs for administrative support



agreements. 7090 Non-Board Meetings and Outreach: $2,000 – Allocated costs for business and employer



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7100 Insurance: $15,000 – Allocated costs for Board anticipated liability insurance costs for workers’ compensation, general business liability, auto, and Board of Directors’ and officers’ errors and omissions liability.


7125 Employer Payroll Taxes: $1,700 – Allocated costs for employer payroll taxes which are

calculated at 3% of total salaries. 7130-7135 Bank/Payroll Services: $600 – Allocated costs for various banking services which

include wire transfers, ACH payments, and payroll services. 7200 Equipment – Operating Leases: $47,500 – Allocated costs for existing leases on copiers

and postage meter equipment as well as any rental equipment needed in daily operations. 8500 Capital – Equipment and Furniture: $8,000 – Allocated costs for equipment and furniture

including computers, servers, and furniture for administrative and programmatic support staff.

CAP Cost Allocation to One-Stop: $25,000 – Costs allocated to the One-Stop Center based on

operations staff time spent and charged to those activities. 8900 Strategic Initiatives: $73,000 – These funds are available to be allocated for future

workforce initiatives approved by the Board.


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BudgetProposed

BudgetOne-Stop System FTE FTE PY2016 PY2016 $ Change Admin Program Total

6500 Salaries 8.38 6.38 615,000 615,000 - 18,450 596,550 615,000 7000 Accounting and Auditing 18,000 18,000 - 18,000 - 18,000 7005 Legal Fees 30,000 30,000 - 30,000 - 30,000 7010 Legal Publication Advertising 1,000 1,000 - 1,000 1,000 7020 Licenses and Permits 20,000 20,000 - 20,000 20,000 7025 Dues and Subscriptions 3,500 3,500 - 3,500 3,500 7030 Postage and Delivery - - - - - 7035 Printing and Reproduction 4,000 4,000 - 4,000 4,000 7040 Office Supplies 10,000 10,000 - 10,000 10,000 7045 Systems Communications 20,000 20,000 - 20,000 20,000 7050 Training, and Seminars - Staff 10,000 10,000 - 10,000 10,000 7055 Travel and Mileage - Staff 20,000 20,000 - 20,000 20,000 7060 Utilities - - - - - 7065 Telephone 6,000 6,000 - 6,000 6,000 7070 Facility Rent/Lease - - - - - 7075 Facilities Repairs and Maintenance 20,000 20,000 - 20,000 20,000 7080 Admin Support Contracts 15,000 15,000 - 15,000 - 15,000

7085A Program Support Contracts 50,000 50,000 - 50,000 50,000 7085B Program Contracts - IT/Web 15,000 15,000 - 15,000 15,000 7085C Program Contracts - Workforce Dev. 100,000 100,000 - 100,000 100,000

7090 Non-Board Meetings and Outreach 58,000 58,000 - 58,000 58,000 7095 Board Meetings and Travel - - - - - 7100 Insurance 19,000 19,000 - 19,000 19,000

7100-7120 Employee Fringe Benefits 210,000 210,000 - 210,000 210,000 7125 Employer Payroll Taxes 22,000 22,000 - 22,000 22,000

7130-7135 Payroll Services and Bank Fees 1,500 1,500 - 1,500 - 1,500 7200 Equipment - Operating Leases - - - - - 7500 Participant Training - - - - -

7215/8500 Capital - Equipment and Furniture 97,000 97,000 - 97,000 97,000 8510 Capital - Tenant Improvements 15,000 15,000 - 15,000 15,000 CAP Cost Allocation to One-Stop 10,000 10,000 - 10,000 10,000 8900 Strategic Initiative - WIOA - - - - - 8900 Strategic Initiative - 1st Qtr 2016 220,000 220,000 - 220,000 220,000

Subtotal One-Stop System 1,610,000 1,610,000 - 82,950 1,527,050 1,610,000

WORKFORCE CONNECTIONSPY2016 WIOA Formula BudgetOne-Stop System(Revised Budget - March 1, 2017)


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Workforce Connections

Program Year 2016 WIOA One-Stop System Budget Narrative-Adjustment Requests

6500 - Salaries: $615,000 – Allocated costs for administrative and program staff salaries. 7000 - Accounting and Auditing: $18,000 – Allocated costs for the A-133 audit as well as

extended accounting, financial consulting, and technical support. 7005 Legal Fees: $30,000 – Allocated costs for legal services in areas such as board and official

open meetings preparation including review of agendas, contract agreements, RFPs, and policies.

7010 Legal Publication Advertising: $1,000 – Allocated costs for legal publications including job

postings, Request for Proposals notices, and controlled advertisements. 7020 Licenses and Permits: $20,000 – Allocated costs for software licenses and permits

associated with new computers or purchased upgrades for current software. 7025 Dues and Subscriptions: $3,500 – Allocated costs for memberships in trade and technical

associations that benefit Workforce Connections’ outreach and oversight initiatives. They offer valuable key contacts for workforce/economic development and technical information support.

7035 Printing and Reproduction: $4,000 – Allocated costs for monthly copier per copy charges and other ancillary copying and printing costs associated with Board administration and daily operations.

7040 Office Supplies: $10,000 – Allocated costs for program support training agreements and security guard costs.

7045 Systems Communications: $20,000 – Allocated costs for support systems such as data

backup, internet services, and web hosting for e-mail support. 7050 Training and Seminars (Staff): $10,000 – Allocated costs for local and out-of-town staff

training and seminars for both local and out-of-town locations for fiscal, program, and systems management.

7055 Travel and Mileage (Staff): $20,000 – Allocated costs for local mileage and out-of-town

staff travel for grant related matters, State and USDOL sponsored training and conferences. Mileage includes an array of programmatic and fiscal activities, local and rural areas site reviews and monitoring visits to ensure compliance with WIOA initiatives and work plans.

7065 Telephone: $6,000 – Allocated costs for all activities related to telephone services including

local and long distance phone charges and wireless communication. 7075 Facilities Maintenance: $20,000 – Allocated costs for equipment, security and facility

repairs and maintenance.


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7080 Admin Support Contracts: $15,000 – Allocated costs for administrative support



agreements. 7085B Program Support Contracts – IT and Web: $15,000 – Allocated costs for temporary

staffing to support program and data support activities. 7085C Program Support Contracts – Workforce Dev. Academy: $100,000 – Allocated costs for

temporary staffing to support program and data support activities. 7090 Non-Board Meetings and Outreach: $58,000 – Allocated costs for business and employer


7100 Insurance: $19,000 – Allocated costs for Board anticipated liability insurance costs for

workers’ compensation, general business liability, auto, and Board of Directors’ and officers’ errors and omissions liability.


7125 Employer Payroll Taxes: $22,000 – Allocated costs for employer payroll taxes which are

calculated at 3% of total salaries. 7130-7135 Bank/Payroll Services: $1,500 – Allocated costs for various banking services which

include wire transfers, ACH payments, and payroll services. 8500 Capital – Equipment and Furniture, Tenant Improvements: $112,000 – Allocated costs

for equipment and furniture including computers, servers, and furniture for administrative and programmatic support staff.

CAP Cost Allocation to One-Stop: $10,000 – Costs allocated to the One-Stop System based on

operations staff time spent and charged to those activities. 8900 Strategic Initiatives: $220,000 – These funds are available to be allocated for future

workforce initiatives approved by the Board.


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b. Budget vs. Actual Finance Report (Workforce Connections’ Operations) for the

period July 1, 2016 through June 30, 2017 (Formula WIOA)


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DECEMBER 2016For the Period : July 1, 2016 through June 30, 2017

% OF PROGRAM YEAR COMPLETED 50%50.0%Line ItemNumber Admin Program Total Admin Program Total Admin Program Total Admin Program Total

6500s/8047 Salaries 480,000 1,920,000 2,400,000 236,873 772,267 1,009,141 243,127 1,147,733 1,390,859 49.35% 40.22% 42.05%7000 Accounting and Auditing 250,000 0 250,000 57,575 0 57,575 192,425 0 192,425 23.03% 0.00% 23.03%7005 Legal Fees 70,000 0 70,000 7,279 0 7,279 62,721 0 62,721 10.40% 0.00% 10.40%7010 Legal Publication Advertising 4,500 13,500 18,000 0 505 505 4,500 12,995 17,495 0.00% 3.74% 2.80%7020 Licenses and Permits 750 2,250 3,000 57 715 771 693 1,535 2,229 7.57% 31.76% 25.72%7025 Dues and Subscriptions 3,750 11,250 15,000 1,029 2,831 3,860 2,721 8,419 11,140 27.43% 25.16% 25.73%7030 Postage & Delivery 1,500 4,500 6,000 233 746 980 1,267 3,754 5,020 15.56% 16.58% 16.33%7035 Printing and Reproduction 2,750 8,250 11,000 1,032 3,040 4,072 1,718 5,210 6,928 37.53% 36.85% 37.02%7040 Office Supplies 7,875 23,625 31,500 1,492 6,702 8,194 6,383 16,923 23,306 18.95% 28.37% 26.01%7045 System Communications 26,750 80,250 107,000 7,505 43,185 50,690 19,245 37,065 56,310 28.06% 53.81% 47.37%7050 Training and Seminars 12,500 37,500 50,000 261 12,651 12,912 12,239 24,849 37,088 2.09% 33.74% 25.82%7055 Travel and Mileage (Staff) 23,000 69,000 92,000 2,104 27,764 29,868 20,896 41,236 62,132 9.15% 40.24% 32.47%7060 Utilities 7,500 22,500 30,000 3,031 9,610 12,641 4,469 12,890 17,359 40.42% 42.71% 42.14%7065 Telephone 7,500 22,500 30,000 1,394 11,016 12,410 6,106 11,484 17,590 18.58% 48.96% 41.37%7070 Rent 49,375 148,125 197,500 22,771 72,192 94,964 26,604 75,933 102,536 46.12% 48.74% 48.08%7075 Facilities Maintenance 36,250 108,750 145,000 14,719 48,320 63,038 21,531 60,430 81,962 40.60% 44.43% 43.47%

7080/7085 Support Contracts 118,000 415,000 533,000 57,186 87,710 144,896 60,814 327,290 388,104 48.46% 21.14% 27.19%7090 Non-Board Meetings & Outreach 8,750 26,250 35,000 861 10,545 11,406 7,889 15,705 23,594 9.84% 40.17% 32.59%7095 Board Meetings and Travel 0 30,000 30,000 2,268 7,342 9,610 -2,268 22,658 20,390 0.00% 24.47% 32.03%7100 Insurance 12,500 37,500 50,000 4,038 18,193 22,231 8,462 19,307 27,769 32.31% 48.51% 44.46%7120 Employee Fringe Benefits 204,000 612,000 816,000 79,403 282,476 361,879 124,597 329,524 454,121 38.92% 46.16% 44.35%7125 Employer Payroll Taxes 19,250 57,750 77,000 3,042 10,301 13,344 16,208 47,449 63,656 15.80% 17.84% 17.33%

7130/7135 Payroll Services and Bank Fees 11,000 0 11,000 339 1,108 1,447 10,661 -1,108 9,553 3.08% 0.00% 13.16%7200 Equipment - Operating Leases 14,375 43,125 57,500 5,158 16,362 21,520 9,217 26,763 35,980 35.88% 37.94% 37.43%8048 Indirect Costs to One-Stop -8,750 -26,250 -35,000 0 0 0 -8,750 -26,250 -35,000 0.00% 0.00% 0.00%8500 Equipment and Furniture 30,000 90,000 120,000 2,977 12,545 15,522 27,023 77,455 104,478 9.92% 13.94% 12.93%8900 Strategic Initiative (Operations) 274,978 824,933 1,099,911 0 0 0 274,978 824,933 1,099,911 0.00% 0.00% 0.00%

Total 1,668,103 4,582,308 6,250,411 512,629 1,458,125 1,970,754 1,155,474 3,124,183 4,279,657 30.73% 31.82% 31.53%Legend

Correct NowWatchOK

% Expended from BudgetOperating Expenses

WORKFORCE CONNECTIONSPY 2016 WIOA Formula Expenses

Administrative and Program Operating BudgetBudget Actual Expenses Budget Authority Remaining


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c. Awards and Expenditures Report – Monthly Update (Status of Service Providers)


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Amounts for Providers reflect invoiced allowable expenditures through December 2016. Starred lines only reflect expenditures through November 2016.Providers highlighted in red are on high risk status.Providers highlighted in pink have an active pink paper.WIOA PY16 One-Stop Career Center

Provider Contract Dates Contract Award Adult Expenditures DW Expenditures Total Invoiced % Spent Remaining BalanceResCare Workforce Solutions - Operator Costs 7/1/16-6/30/17 295,698$ 86,616$ 41,734$ 128,350$ 43.41% 167,348$ ResCare Workforce Solutions - Economic Development & General Career & Training 7/1/16-6/30/17 1,622,702$ 531,733$ 236,033$ 767,765$ 47.31% 854,937$ Total 1,918,400$ 618,349$ 277,766$ 896,115$ 46.71% 1,022,285$ WIOA PY16 One-Stop Affiliate Sites

Provider Contract Dates Contract Award Adult Expenditures DW Expenditures Total Invoiced % Spent Remaining BalanceGoodwill of Souther Nevada - East 7/1/16-6/30/17 409,000$ 127,478$ 37,841$ 165,319$ 40.42% 243,681$ HELP of Southern Nevada - South 7/1/16-6/30/17 720,000$ 279,383$ 44,611$ 323,993$ 45.00% 396,007$ Nevada Partners, Inc - North 7/1/16-6/30/17 779,500$ 213,736$ 100,760$ 314,495$ 40.35% 465,005$ Total 1,908,500$ 620,597$ 183,212$ 803,808$ 42.12% 1,104,692$ WIOA PY15/16 Special Populations

Provider Contract Dates Contract Award Adult Expenditures DW Expenditures Total Invoiced % Spent Remaining BalanceFoundation for an Independent Tomorrow - Re-Entry 7/1/16-6/30/17 380,000$ 172,405$ 172,405$ 45.37% 207,595$ HOPE for Prisoners - Pre & Post Entry 7/1/16-6/30/17 380,000$ 68,531$ 68,531$ 18.03% 311,469$ Nevada Partners, Inc - Pre-Apprenticeship 10/1/15-12/31/16 400,000$ 327,383$ 71,973$ 399,356$ 99.84% 644$ Total 1,160,000$ 568,319$ 71,973$ 640,293$ 55.20% 519,707$ WIOA PY16 Rural

Provider Contract Dates Contract Award Adult Expenditures DW Expenditures Total Invoiced % Spent Remaining BalanceLincoln County - Rural 7/1/16-6/30/17 90,000$ 29,827$ 4,052$ 33,879$ 37.64% 56,121$ Nye Communities Coalition - Rural 7/1/16-6/30/17 344,125$ 84,052$ 27,396$ 111,447$ 32.39% 232,678$ ResCare Workforce Solutions - Laughlin/Boulder City 10/1/16-9/30/17 108,000$ -$ -$ -$ 0.00% 108,000$ The Salvation Army - Mesquite 10/1/16-9/30/17 108,000$ -$ -$ -$ 0.00% 108,000$ Total 650,125$ 113,879$ 31,448$ 145,326$ 22.35% 504,799$

Total PY15-PY16 Adult/DW 5,637,025$ 1,921,144$ 564,399$ 2,485,542$ 44.09% 3,151,483$ 77% 23%

Workforce ConnectionsAwards and Expenditures

Program Year 2015/2016 Adult/Dislocated Worker ProgramsDecember 31, 2016


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Providers highlighted in red are on high risk status.Providers highlighted in pink have an active pink paper.WIOA PY16 One-Stop Career Center

Provider Contract Dates Training Budget Adult Obligations DW Obligations Total Obligations % Spent Remaining BalanceResCare Operator Costs 7/1/16-6/30/17 -$ #DIV/0! -$ ResCare Economic Development 7/1/16-6/30/17 293,000$ 113,783$ 7,275$ 121,058$ 41.32% 171,942$ ResCare General Career and Training 7/1/16-6/30/17 788,600$ 300,252$ 90,490$ 390,743$ 49.55% 397,857$ Total 1,081,600$ 414,035$ 97,765$ 511,800$ 47.32% 569,800$ WIOA PY16 One-Stop Affiliate Sites

Provider Contract Dates Training Budget Adult Obligations DW Obligations Total Obligations % Spent Remaining BalanceGoodwill of Souther Nevada - East 7/1/16-6/30/17 291,000$ 164,948$ 41,650$ 206,598$ 71.00% 84,402$ HELP of Southern Nevada - South 7/1/16-6/30/17 480,000$ 235,154$ 55,336$ 290,490$ 60.52% 189,510$ Nevada Partners, Inc - North 7/1/16-6/30/17 420,500$ 315,274$ 57,584$ 372,858$ 88.67% 47,642$ Total 1,191,500$ 715,376$ 154,569$ 869,946$ 73.01% 321,554$ WIOA PY15/16 Special Populations

Provider Contract Dates Training Budget Adult Obligations DW Obligations Total Obligations % Spent Remaining BalanceFoundation for an Independent Tomorrow - Re-Entry 7/1/16-6/30/17 220,000$ 146,165$ 146,165$ 66.44% 73,835$ HOPE for Prisoners - Pre & Post Entry 7/1/16-6/30/17 220,000$ 61,219$ 61,219$ 27.83% 158,781$ Nevada Partners, Inc - Pre-Apprenticeship 10/1/15-12/31/16 -$ -$ -$ -$ #DIV/0! -$ Total 440,000$ 207,384$ -$ 207,384$ 47.13% 232,616$ WIOA PY16 Rural

Provider Contract Dates Training Budget Adult Obligations DW Obligations Total Obligations % Spent Remaining BalanceLincoln County - Rural 7/1/16-6/30/17 60,000$ 12,082$ 1,474$ 13,557$ 22.59% 46,443$ Nye Communities Coalition - Rural 7/1/16-6/30/17 230,875$ 86,224$ 43,366$ 129,590$ 56.13% 101,285$ ResCare Workforce Solutions - Laughlin/Boulder City 10/1/16-9/30/17 72,000$ -$ -$ -$ 0.00% 72,000$ The Salvation Army - Mesquite 10/1/16-9/30/17 72,000$ 1,650$ -$ 1,650$ 2.29% 70,350$ Total 434,875$ 99,956$ 44,840$ 144,797$ 33.30% 290,078$

Total PY15-PY16 Adult/DW 3,147,975$ 1,436,751$ 297,175$ 1,733,927$ 55.08% 1,414,048$ 83% 17%


Program Year 2015/2016 Adult/Dislocated Worker ProgramsFebruary 6, 2017


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Amounts for Providers reflect invoiced allowable expenditures through December 2016. Starred lines only reflect expenditures through November 2016.Providers highlighted in red are on high risk status.Providers highlighted in pink have an active pink paper.

WIOA PY16 Youth One Stop Affiliate SitesProvider Contract Dates Contract Award

Youth In-School Expenditures

Youth Out-Of-School Expenditures Total Invoiced % Spent Remaining Balance

Goodwill of Souther Nevada - East 7/1/16-6/30/17 652,000$ 16,289$ 130,333$ 146,622$ 22.49% 505,378$ Nevada Partners, Inc - North 7/1/16-6/30/17 777,500$ 10,546$ 412,104$ 422,650$ 54.36% 354,850$ So. NV Regional Housing Authority - East 7/1/16-6/30/17 712,100$ 6,007$ 335,420$ 341,427$ 47.95% 370,673$ Total 2,141,600$ 32,842$ 877,856$ 910,699$ 42.52% 1,230,901$

4% 96%WIOA PY15/16 Youth Rural

Provider Contract Dates Contract Award Youth In-School

Expenditures Youth Out-Of-School

Expenditures Total Invoiced % Spent Remaining BalanceLincoln County 7/1/16-6/30/17 189,250$ 47,642$ 82,520$ 130,163$ 68.78% 59,087$ Nye Communities Coalition 7/1/16-6/30/17 346,500$ 36,911$ 51,237$ 88,148$ 25.44% 258,352$ ResCare Workforce Solutions - Laughlin/Boulder City 10/1/16-9/30/17 168,266$ 909$ 1,659$ 2,568$ 1.53% 165,698$ St. Jude's Ranch for Children 7/1/15-12/31/16 250,600$ 107,189$ 112,212$ 219,402$ 87.55% 31,198$ The Salvation Army - Mesquite 10/1/16-9/30/17 152,400$ -$ -$ -$ 0.00% 152,400$ Total 1,107,016$ 192,651$ 247,629$ 440,280$ 39.77% 666,736$

44% 56%WIOA PY15/16 Special Populations

Provider Contract Dates Contract Award Youth In-School

Expenditures Youth Out-Of-School

Expenditures Total Invoiced % Spent Remaining BalanceHELP of So. Nevada - Dropout Recovery 7/1/16-6/30/17 469,250$ 23,639$ 229,511$ 253,150$ 53.95% 216,100$ Nevada Partners, Inc - Pre-Entry Youth 10/1/15-12/31/16 572,045$ 571,212$ 571,212$ 99.85% 833$ Olive Crest - Foster Youth 7/1/15-2/28/17 689,555$ 160,954$ 370,883$ 531,838$ 77.13% 157,717$ Total 1,730,850$ 184,593$ 1,171,606$ 1,356,199$ 78.35% 374,651$

14% 86%Total PY15-PY16 Youth 4,979,466$ 410,087$ 2,297,091$ 2,707,178$ 54.37% 2,272,288$

15% 85%


Program Year 2015/2016 Youth ProgramsDecember 31, 2016


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Providers highlighted in red are on high risk status.Providers highlighted in pink have an active pink paper.

WIOA PY16 Youth One Stop Affiliate SitesProvider Contract Dates Training Budget

Youth In-School Obligations

Youth Out-Of-School Obligations Total Obligations % Spent Remaining Balance

Goodwill of Souther Nevada - East 7/1/16-6/30/17 308,000$ -$ 62,183$ 62,183$ 20.19% 245,817$ Nevada Partners, Inc - North 7/1/16-6/30/17 22,500$ -$ 19,210$ 19,210$ 85.38% 3,290$ So. NV Regional Housing Authority - East 7/1/16-6/30/17 87,900$ -$ 75,489$ 75,489$ 85.88% 12,411$ Total 418,400$ -$ 156,882$ 156,882$ 37.50% 261,518$

0% 100%WIOA PY15/16 Youth Rural

Provider Contract Dates Training Budget Youth In-School

Obligations Youth Out-Of-School

Obligations Total Obligations % Spent Remaining BalanceLincoln County 7/1/16-6/30/17 22,750$ 735$ 735$ 1,470$ 6.46% 21,280$ Nye Communities Coalition 7/1/16-6/30/17 3,500$ -$ 3,500$ 3,500$ 100.00% -$ ResCare Workforce Solutions - Laughlin/Boulder City 10/1/16-9/30/17 11,734$ -$ -$ -$ 0.00% 11,734$ St. Jude's Ranch for Children 7/1/15-12/31/16 24,400$ 1,439$ 4,036$ 5,475$ 22.44% 18,925$ The Salvation Army - Mesquite 10/1/16-9/30/17 27,600$ -$ -$ -$ 0.00% 27,600$ Total 89,984$ 2,174$ 8,271$ 10,445$ 11.61% 79,539$

21% 79%WIOA PY15/16 Special Populations

Provider Contract Dates Training Budget Youth In-School

Obligations Youth Out-Of-School

Obligations Total Obligations % Spent Remaining BalanceHELP of So. Nevada - Dropout Recovery 7/1/16-6/30/17 30,750$ -$ 10,828$ 10,828$ 35.21% 19,922$ Nevada Partners, Inc - Pre-Entry Youth 10/1/15-12/31/16 77,955$ 77,955$ 77,955$ 100.00% -$ Olive Crest - Foster Youth 7/1/15-2/28/17 10,445$ 1,480$ 1,767$ 3,247$ 31.09% 7,198$ Total 119,150$ 1,480$ 90,550$ 92,030$ 77.24% 27,120$

2% 98%Total PY15-PY16 Youth 627,534$ 3,654$ 255,703$ 259,357$ 41.33% 368,177$

1% 99%


Program Year 2015/2016 Youth ProgramsFebruary 6, 2017


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Amounts for Internal Programs reflect expenditures as of December 2016.Amounts for Providers reflect invoiced allowable expenditures through December 2016. Starred lines only reflect expenditures through November 2016.Direct Grants

Program WC FTE Contract Dates Contract Award Total Expended % Spent Remaining BalanceYouth Build PY13 - WC 7/15/13-11/14/16 973,464 966,187$ 99.25% 7,278 Youth Build PY13 - CCSD DRHS 10/1/13-9/30/15 126,536 126,536$ 100.00% - Youth Build PY15 - WC 10/1/15-1/31/19 1,000,000 361,244$ 36.12% 638,756 Youth Build PY15 - CCSD DRHS * 10/1/15-9/30/17 100,000 36,770$ 36.77% 63,230 AmeriCorps PY15 - WC 8/1/15-7/31/16 42,328 42,328$ 100.00% - AmeriCorps PY16 - WC 8/1/16-7/31/17 45,106 10,813$ 23.97% 34,293 AARP 0.10 7/1/14-1/31/18 220,000 143,144$ 65.07% 76,856 NSHE - DETR 2/9/16-6/30/16 65,270 65,270$ 100.00% - NSHE - Robert Wood 11/1/15-10/31/17 87,811 80,578$ 91.76% 7,233 Total 4.50 2,660,515 1,832,869 68.89% 827,646


December 31, 2016Program Year 2013/2014/2015 Direct Programs

0.40

4.00


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d. WIOA Expenditure Tracking Report – July 1, 2016 through December 31, 2016


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2/23/2017

workforce CONNECTIONSWIOA Expenditure Tracking

YTD PY16 - July 1, 2016 through December 31, 2016Spending Plan (July 1, 2016 through June 30, 2017)

PY16 Budget PY16 Funding to be Used 1Q PY17Budget Line Item ADW Youth Total ADW Youth Total

WC Operations 3,928,528 2,321,883 6,250,411 918,845 1,160,681 2,079,526

Community Resource AllocationsOne-Stop Center and System 2,305,000 30,000 2,335,000 1,183,645 0 1,183,645Service Provider Contracts 9,540,508 6,935,647 16,476,155 1,211,107 1,806,373 3,017,480Subtotal Community Resource Allocations 11,845,508 6,965,647 18,811,155 2,394,752 1,806,373 4,201,125

Total Budget 15,774,036 9,287,530 25,061,566 3,313,597 2,967,054 6,280,651

YTD Actuals Vs. ExpectedADW Youth

Approved Awards YTD Actual YTD Expected Inc / (Dec) YTD Actual YTD Expected Inc / (Dec)

WC Operations 1,381,706 1,438,704 (56,998) 589,047 647,409 (58,362)One-Stop Center and System 531,013 596,879 (65,866) 0 0 0Service Provider Contracts 4,095,409 4,225,081 (129,672) 2,216,905 2,208,170 8,735

Total Budget 6,008,128 6,260,663 (252,535) 2,805,952 2,855,579 (49,627)

200,000300,000400,000500,000600,000700,000

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Youth Service Provider Contracts Actual Vs. Expected

Youth Expected Youth Actual

300,000

500,000

700,000

900,000

1,100,000

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

ADW Service Provider Contracts Actual Vs. Expected

Adult Expected Adult Actual


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Business Engagement and Communications Reports

a. In-Demand Jobs Report

b. Pre-Screening and Referral Statistics

c. Business Engagement Intelligence

d. YTD Employer List

e. Workforce Connections’ Compact

f. Let Us Work for You Flyer

g. Workforce Development Campaign


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BusinessEngagementIn‐DemandJobsReport

TimePeriod: January1,2017–January31,2017NumberofJobs(YTD): 169MedianWage: $10.50WageRange: $9.00‐$23.00OJTs: 4

Employers

AceFireSystem(2) KeolisTransportation(1)

CQES(1) MVTransportation(1)

GMTCare(1) Steamatic(1)

GoodmanLifetimeWealthStrategies(1) TunglandCorporation(1)

HomewatchCareGivers(1) Unilever(1)

**Highlightednamesindicatenewemployers**

1

4

4

2

0 1 2 3 4 5 6 7

Business

Healthcare

Logistics

Transportation

Business Healthcare Logistics Transportation#ofhires 1 4 4 2

IndustryHiresJanuary2017


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BusinessEngagementIn‐DemandJobsReport

TimePeriod: February1,2017–February28,2017 NumberofJobs(YTD): 200 MedianWage: $10.50 WageRange: $9.00‐$24.00 OJTs:

Employers

Aacres(14) KlingLaw(1)AbleBuilding&Maintenance(1) MVTransportation(3)AceFireSystem(1) SimonProtection(1)G4SSecurity(5) SuperShuttle(5)**Highlightednamesindicatenewemployers**

2

19

2

8

0 2 4 6 8 10 12 14 16 18 20

Business

Healthcare

Logistics

Transportation

Business Healthcare Logistics Transportation#ofHires 2 19 2 8

IndustryHiresFebruary2017


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Report for February 2017

Contracted Partners

Jul‐16

Aug‐16

Sep‐16

Oct‐16

Nov‐16

Dec‐16

Jan‐17

Feb‐17

Total Goal % of Plan

Goodwill 0 3 0 5 0 0 0 1 9 96 9%

HELP of So. NV 0 0 1 4 1 0 0 0 6 96 6%

Nevada Partners 1 2 0 11 1 1 1 0 17 96 17%

ResCare 3 3 1 7 10 8 6 4 42 120 35%

SNRHA 0 5 1 4 0 0 1 0 11 96 11%

Other Partners

Jul‐16

Aug‐16 Sep‐16 Oct‐16 Nov‐16 Dec‐16

Jan‐17 Feb‐17 Total Job Connect 2 4 1 8 1 0 1 17

Vocational Rehabilitation 0 0 0 0 0 0 0 0

FIT 0 0 0 2 0 0 0 2

Hope for Prisoners 0 0 0 0 0 0 0 0

KenadieCobbinRichardsonDirector,BusinessEngagement&Communications


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Workforce Business Engagement Specialist team strives to make effective initial connections with employers through a variety of methods, depending on the local context and the targeted sectors. These include one‐on‐one contacts, partnering with employer associations, and holding focus groups/ panel meetings with local employers of the same or various industry sector. Whatever mode or personal style Business Engagement Specialists use; this networking is always customized to a targeted industry sector. This style has led to building 303 employer relationships from Program Year 2013‐2014 to current. In maintaining goals for effective employer engagement it is rooted in placing a priority on and demonstrating an ability to meet employer needs. The B.E.S.T. prides itself on workforce partnerships with funded partners to utilize and promote their programs and resources toward meeting employer needs in the most effective way which builds trust and cultivates productive relationships. We have fostered 303 employers

360 Industrial Services City of Henderson Police Department HomeCare by M&D, LLC411 Locals Clark County School District Homewatch CareGivers of Summerlin99 Ranch/Tawa Nevada Inc. Clean theWorld Ventures IBEW Plus Credit Union dba Plus Credit UnionA & E CDL Services LLC CLI Groups Inc. Icon Tech Poker Face LLCA List Family Services, LLC Climate Control Experts IES Residental, Inc.A Village Childcare/Preschool Continental Message Solution, Inc. IMI Inc.Aacres Contracted Driver Services Independent LifeAble Services Cox Communications InsureMonkeyABM Services/Flowers Baking Crescent Academy ITT Techinical UniversityAce Fire System, Inc. Crown Building Maintence DBA Able Services Jensen Enterprises Inc.Acelero Learning Clark County Head Start CTC Crushing JT3Adecco Staffing Services, Inc. D&Q Enterprises Inc. K2 Energy Solutions, Inc.Advantage Sales and Marketing David Saxe Productions Ken's Foods, Inc.Aerotek Staffing DCMT Keolis Transit Service, LLCAFLAC Decton Inc. Kling Law OfficesAggregate Industries Southwest Region Dedicated Caring Medical Transportation KMJ 2.0 LLC dba KMJ Web DesignAGR GROUP INC. Delta Global Services Knight TransportationAim Inspections Desert View Home Health Las Vegas Global Economic AllianceAir Systems, Inc. Design for Health Las Vegas Home Watchers Inc.Aliante Casino Diamond Resorts International Las Vegas Indian CenterAllegiant LLC Digiphoto Entertainment Imaging Las Vegas Metropolitan Police DepartmentAlliance Inspection Management Discovery Children's Museum Las Vegas Monorail CompanyAllied Barton Security Diversity Business Solutions Las Vegas PavingAllied Flooring Service Do It Best Corp. Las Vegas Valley Water DistrictAllied Innovations LLC Dollar General LAS WorldwideAll's Well Health Care Services Dreams Mattress & Furniture LBA Networking dba Las Vegas Med I.T.Allstate Insurance Dreams Mobile Wash & Detail Lee's Discount LiquorAl's Beef DTR Transportation LLC Legacy Financial Services of Las VegasAlternatives for Women DTT Investigations LennarAlterra Group, LLC. Dungarvin NV Les Olson CompanyAmerican Medical Response E & E Foods LLC Levi StraussAmeriprise Financial Easter Seals of Nevada Life Guard InternationalAnderson Dairy Inc. Electrical JATC of Southern Nevada Link TechnologiesAnderson Merchanisers Epic Personnel Partners LLC Lionel Sawyer & CollinsAnderson Securtiy Agency Erickson International LLC Load‐n‐GoApollo Retail Specialist Execu‐Link Corp Love's Home HealthcareAqua Delivery Specialists Exel Logistics Lucky Silver GamingArista Management Group Inc. Expert Global Solution Lutheran Social Services of NevadaAspen Commerical Services, Inc. Family Dollar M. Grape, LLCAsurion First Transit Marken Enterprises dba Steamatic of S. NVAvalon Private Duty Home Care Foundation for an Independent Tomorrow Martin Harris ConstructionB&D Fingerprinting Services, LLC Frias Management LLC Martinez Lawn ServiceBatteriesinaflash.com G4S Secure Solutions (USA), Inc. MassMutual Financial GroupBMC West Corp. dba Select Build Nevada GeoTek Limited Operations Mechanical Products NevadaBMM Testlabs Global Aviation Services Mesquite GamingBotanical Medical LLC GMT Care MGM ResortsBoward Factory Service Golden Corral Mochiko Las VegasBridge Counseling Associates Goodman Lifetime Wealth Strategies Momentum Advanced Motorsports, LLCBroward Factory Service Goodwill of So. NV Moving Forward CentersC3Connect Green Valley Grocer Muller ConstructionCaesers Entertainment Guess Inc. MV TransportationCanyon Ranch Spa Club Habitat for Humanity MVP Trans Inc.Capital One Hatcher Financial Group My Next Career Path Staffing. LLCCareMeridian Healthcare Partners National Security TechnologiesCashman Equipment Company Healthcare Preparatory Institute Nevada Apartment InsuranceCasino Recruiter LLC Heddy's Fabrics LLC Nevada Department of CorrectionsCBS Radio Helix Electric of Nevada, LLC Nevada HAND Inc.CCBOOTCAMP HELP of So. Nevada Nevada Health CentersCDS Drivers Hesselgesser Insurance Agency New VistaCES Hilton Grand Vacations NPL ConstructionChiam Restaurant Holiday Inn Club Vacations Ocean Spray Cranberries, Inc.Cintas Corporation Holiday Inn Express Las Vegas South Olin Chlor Alkali Products

BEST EMPLOYERS YTD


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One Spark Two, LLC dba College Nannies & Tutors Seven Hills Hospital The Services CompaniesOneClick Cleaners Sheet Metal Local 88 The Tungland CorporationOnlinecomponets.com LLC Shetakis Wholesalers The Whiting‐Turner Contracting CompanyOPCMIA Local 797 JATC Side by Side THI ConsultingPalms Hotel & Casino Simon Protection Group Titan Roofing, LLCParadise Home Care SNH, Inc. Tix4TonightParty City Solar City TLC CasinoPas De Deux Children's Couture Boutique & Spa Soleil Management Torrey Pines Rehabilitation Hospital LLCPBG LLC Southern Nevada Counseling Center, LLC Towbin DodgePeppermill Restaurant Southern Wine & Spirits of Nevada Trademark Restoration ServicesPete King Commercial Southwest Gas Corporation Tranpsortation Security Administration (TSA/DHS)Plasticard Locktech International SpitShine LLC TrueCore Motors & Car RentalsPrecision Opinion St. Jude's Ranch for Children Trump HotelsPrimex Plastics Corp. Starpoint Resorts TRx TalentPriority Staffing Stations Casions Tuesday MorningProfessional Case Management Sting Alarm Tungland CorporationProfessional Document Products Sun City Replacement Unilever Manufacturing (US)R.W. Garcia Co. Inc. Sun City Summerlin Community Associations, Inc. United AirlinesRadioactive productions Sun Commercial Real Estate, Inc. United Security Services In.Ray of Sunshine Adult Day Care Sunrise Children's Foundation University Medical Center of So. NVRDI Marketing Services Sunrun Solar UPSRed Wolf Resources, LLC Super Shuttle Las Vegas, LLC UPS Store GND Enterprises, Inc.Regional Transportation Commission of So. NV Sutherland Global Services Inc. US Army RecruitingReliable Automotive Repair LLC Switch US Bank Home MortgageRemedy Intelligent Staffiing Synthetic Turf Products, Inc US FoodsRenuOil of America, Inc. Tahiti Village Variety Early Learning CenterResCare Tawa Nevada Inc. Venetian/Palazzo Hotel & CasinoRetail Business Development Team Fishel Walker Landscape MaintenanceRichard, Wayne & Roberts Executive Recruiter Tek Systems Wells Fargo BankRobert Half Office Team Telus Westin Lake Las VegasRobert Half Technologies Temple Sinai Las Vegas Inc. Whittlesea Bell TransportationRonald McDonald House The Cosmopolitan of Las Vegas William‐Sonoma Inc.Scoobeez NV LLC The Culinary Academy of Las Vegas Winder FarmsSCR Builders The Fishel Group Wolf T.H., LLCSDFI‐TeleMedicine LLC The Lindi Corporation Women's Generation Health CareSears The MOVE Project Wyndham Vacation OwnershipSecuritas Security USA The Ngo Agency, LLC Zephyr Partners Solutions, LLCSee Us Now Staffing, Inc. The Profectus Group, LLC Zirtual Inc.

BEST EMPLOYERS YTD


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Workforce Connections’ Compact

The Southern Nevada Workforce Development Board’s mission is to connect employers to a ready workforce. The Compact defines the partnership and mutual commitments made between Southern Nevada employers and Workforce Connections. Currently, there are 57 employers who are members of the Workforce Connections’ Business Compact. These employers and Workforce Connections form this partnership and make these commitments to benefit Southern Nevada, its residents, its businesses, and its economy.

Compact Employers

411 Locals Healthcare Partners of Nevada Robert Half Technologies

Aliante Casino Holiday Inn Club Vacations Remedy Intelligent Staffing

Allegiant Airlines HomeCare by M&D, LLC Renu Oil of America

Allstate Insurance Homewatch CareGivers Side by Side

B&D Fingerprinting, LLC IES Residental, Inc. Simon Protection Group

BMC Jensen Enterprise Solar City

Caesars Palace Lee AC & Heating Services Southern Nevada Counseling Center

Canyon Ranch Spa Club Les Olson Company Southwest Gas

Decton Southwest Inc. Link Technologies Station Casinos

Dedicated Caring Medical Transportation Love's Home Health Care Sutherland Global Services, Inc.

Delta Global Solutions Mass Mutual Financial The Cosmpolitan of Las Vegas

Diamond Resorts My Next Career Path Staffing The Fishel Group

Digiphoto Palms Hotel & Casino Tix4Tonight

Exel Logistics Pas De Deux Children's Couture TLC Casino Entertainment

Expert Global Solutions Plasticard Locktech International Towbin Dodge

Family Dollar Poker Face LLC Trump Hotel

Frias Management LLC Primex Plastics Corporation US Foods

G4S Secure Solutions (USA), Inc. RDI Corporation William-Sonoma, Inc.

Goodwill of Southern Nevada Regional Transportation Commission Wyndham Resorts

**Highlighted names indicate new Compact members


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WORKFORCEDEVELOPMENTWEEKWHEN

Monday, January 23, 2017thruFriday, January 27, 2017

HERE IS YOUR TOOLKIT– LOCALIZE AS YOU WISH, AND…LET”S GET READY TO COMMUNICATE

#WKDEVWEEKWhen you tweet, use the hashtag!

WITH EMPHASIS ON SERVING:• Individuals with

Disabilities• Veterans and Military

Spouses• Ex-Offenders• Long Term Unemployed• Migrant Seasonal

Farmworkers• Native Americans• Low Income Americans• Any Person with Barriers

to Employment

HOSTED BYThe Workforce Development Council of the U.S. Conference of Mayors


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1

Target Population

These are guides provided – national statistics that we encourage you to hone to your specific region when the data and information is available. For each target population, you will see the messages, a sample tweet and sample Facebook or Website post.

Individuals with Disabilities

Individuals on Public Assistance

Individuals with Former Criminal Offenses

Veterans

Individuals with Disabilities

According to the U.S. Bureau of Labor Statistics, in 2015, 17.5 percent of persons with a disability were employed. In contrast, the employment-population ratio for those without a disability was 65 percent. The unemployment rate for persons with a disability fell to 10.7 percent in 2015, and the rate for those without a disability declined to 5.1 percent.

In 2015, 32 percent of workers with a disability were employed part time, compared with 18 percent for those with no disability.

Workers with a disability were more likely to be self-employed than those with no disability. Persons with a disability tend to be older than persons with no disability, reflecting the

increased incidence of disability with age. In 2015, 47 percent of persons with a disability were age 65 and over, compared with 15 percent of those with no disability. Women were somewhat more likely to have a disability than men, and Blacks and Whites continued to have a higher prevalence of disability than Hispanics and Asians in 2015.

Workers with a disability were less likely to have an advanced degree than those with no disability (27.1% to 77.9%).

Persons with a disability are more likely to be in service occupations (21.7% to 17.2%), as well as Production, Transportation, and Material Moving occupations (14.4% to 11.8%).

Source: Current Population Survey, a monthly survey of about 60,000 households that provides statistics on employment and unemployment in the United States. The collection of data on persons with a disability is sponsored by the Department of Labor’s Office of Disability Employment Policy.


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2

Disability - Suggested Tweets:

Did you know, only 17.5 percent of persons with a disability were employed (2015)? Get connected. (Your website or American Job Center location info) #wkdevweek Did you know, the unemployment rate for those with disabilities is more than 2X than those without? (Your website or American Job Center location info) #wkdevweek Did you know those with a disability tend to be older than the rest? Yet older workers need work too! Get connected. (Your website or American Job Center location info) #wkdevweek

Disability - Suggested Facebook / Website Post

Know someone who has a disability and could use help getting and keeping a job? The [Disability Resource Coordinator] at our [American Job Centers – regional names and locations] is your central point of contact and information for employers and employees with workplace needs. The Coordinator is an excellent resource for virtually any program that is designed to help successfully employ people with disabilities. Contact us at one of our [American Job Center /name of your job center] locations for more information. And help us celebrate Workforce Development Week Jan 23-27, 2017 #wkdevweek

Individuals on Public Assistance

GENERAL: In 2012, approximately 52.2 million people, or 21.3% of the population, participated in one or more major means-tested assistance programs, on average, each month. “Means-tested programs” are those where income, or financial need, is a qualifier. These programs include Medicaid, SNAP (food stamps), TANF (Temporary Assistance for Needy Families), SSI (Supplemental Security Income), public or subsidized housing, and WIC (Women, Infants, and Children).

EDUCATION: During an average month in 2012, 37.3% of people who did not graduate from high school received means-tested benefits, compared with 21.6% of high school graduates and 9.6% of individuals with 1 or more years of college.

LABOR FORCE: For people 18 years and older, 33.5% of the unemployed received means-tested benefits in an average month of 2012, compared with 25.3% of those not in the labor force, 17.6% of part-time workers, and 6.7% of full-time workers. About 4 out of 10 unemployed adults participated in means-tested programs for at least 1 month of 2012, in contrast with about 1 out of 10 full-time workers.


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POVERTY: Among those with family income-to-poverty ratios under 1.00, the average participation rate for at least one type of major means-tested benefit was 61.3% in 2012, compared with 13.1% for those with family income-to-poverty ratios of 1.00 and over.

AGE: Children under 18 years of age were more likely to receive means-tested benefits than those aged 18 to 64 and those 65 years and older. In an average month during 2012, 39.2% of children received some type of means-tested benefit, compared with 16.6% of people aged 18 to 64 and 12.6% of people 65 years and older.

RACE / ETHNICITY: In 2012, the average monthly participation rate for Blacks, 41.6%, was higher than that of Asians or Pacific Islanders (17.8%) and non-Hispanic Whites (13.2%). In 2012, the average monthly participation rate for Hispanics (36.4%) was higher than that of non-Hispanic Whites (13.2%).

Source: U.S. Census, Survey of Income and Program Participation

Report: https://www.census.gov/content/dam/Census/library/publications/2015/demo/p70-141.pdf

Public Assistance - Suggested Tweets:

Did you know, that over 50 million people are on some type of public assistance? Help them get good jobs. (Your website or American Job Center location info) #wkdevweek Did you know, that more than 1 in 5 people in the U.S. are on some type of public assistance? Help them get good jobs. (Your website or American Job Center location info) #wkdevweek Did you know 4 of 10 unemployed individuals rely on public assistance? Help them get good jobs. (Your website or American Job Center location info) #wkdevweek Public Assistance - Suggested Facebook / Website Post In 2012, approximately 52.2 million people, or 21.3% of the population, participated in one or more major means-tested assistance programs, on average, each month. “Means-tested programs” are those where income, or financial need, is a qualifier. These programs include Medicaid, SNAP (food stamps), TANF (Temporary Assistance for Needy Families), SSI (Supplemental Security Income), public or subsidized housing, and WIC (Women, Infants, and Children). Wouldn’t it be better if these individuals had a job with self-sustaining wages? Contact us at one of our [American Job Center /name of your job center] locations for more information. And help us celebrate Workforce Development Week Jan 23-27, 2017 #wkdevweek


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Veterans

The unemployment rate for veterans who served on active duty in the U.S. Armed Forces at any time since September 2001--a group referred to as Gulf War-era II veterans--declined by 1.4 percentage points over the year to 5.8 percent in 2015. The jobless rate for all veterans, at 4.6 percent, also declined from a year earlier.

About 33 percent of Gulf War-era II veterans reported having a service-connected disability in August 2015, compared with 20 percent of all veterans.

The unemployment rate for male veterans overall was lower than the rate for female veterans in 2015. The unemployment rate for male veterans declined to 4.5 percent. The rate for female veterans changed little at 5.4 percent.

Bureau of Labor Statistics http://www.bls.gov/news.release/vet.nr0.htm

Despite recent national efforts to hire veterans and educate employers, a new report released Tuesday says that vets have trouble finding and keeping jobs and that civilian employers struggle to understand them. Some of the training and indoctrination that serves troops well in war works against them in their job search, according to the report, produced by the University of Southern California and Volunteers of America. It calls for “civilian basic training” as troops transition out of the armed services.

Stars & Stripes http://www.stripes.com/news/veterans/report‐despite‐hiring‐efforts‐veterans‐face‐employment‐obstacles‐and‐

civilian‐disconnect‐1.345755

Veterans - Suggested Tweets:

Did you know, about 33% of Gulf War-era II veterans reported having a service-connected disability? Let’s get them jobs! (Your website or American Job Center location info) #wkdevweek Did you know that despite national efforts, vets have trouble finding and keeping jobs? We can help. (Your website or American Job Center location info) #wkdevweek Companies find disciplined employees among veteran workforce. Get in the game. (Your website or American Job Center location info) #wkdevweek Veterans - Suggested Facebook / Website Post Despite recent national efforts to hire veterans and educate employers, a new report released Tuesday says that vets have trouble finding and keeping jobs and that civilian employers struggle to understand them. Some of the training and indoctrination that serves troops well in war works against them in their job search, according to the report, produced by the University of Southern California and Volunteers of America. It calls for “civilian basic training” as troops transition out of the armed services.*

Let’s just do what is right and connect these disciplined workers with great jobs. Contact us at one of our [American Job Center /name of your job center] locations for more information. And help us celebrate Workforce Development Week Jan 23-27, 2017 #wkdevweek

* Stars & Stripes http://www.stripes.com/news/veterans/report‐despite‐hiring‐efforts‐veterans‐face‐employment‐obstacles‐and‐civilian‐disconnect‐1.345755


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Ex-Offenders

1) Over 10,000 ex-prisoners are released from America’s state and federal prisons every week and arrive on the doorsteps of our nation's communities. More than 650,000 ex-offenders are released from prison every year, and studies show that approximately two-thirds will likely be rearrested within three years of release. U.S. Department of Justice https://www.justice.gov/archive/fbci/progmenu_reentry.html

2) Adult correctional systems supervised an estimated 6,851,000 persons at yearend 2014, about 52,200 fewer offenders than at yearend 2013 but still a very high number of individuals. Bureau of Justice Statistics - Correctional Populations in the United States, 2014

3) In October 2013, the incarceration rate of the United States of America was the highest in the world, at 716 per 100,000 of the national population. While the United States represents about 4.4 percent of the world's population, it houses around 22 percent of the world's prisoners

Roy Walmsley (November 21, 2013). World Prison Population List (tenth edition). International Centre for Prison Studies.

Retrieved July 11, 2014.

4) REGIONALIZE - A number of educational and vocational training programs our being offered in our regions _________ list them…..

Sustainability for these programs and the wrap around supports that are needed to ensure their success will be critical.

Ex-Offenders - Suggested Tweets:

Did you know, Over 10,000 ex-prisoners are released from America’s prisons every week? Let’s get them jobs! (Your website or American Job Center location info) #wkdevweek The U S represents about 4.4 % of the world's population, yet it houses 22 % of the world's prisoners? They will need jobs. (Your website or American Job Center location info) #wkdevweek Those who are given a second chance may be your best employees. Tap into great talent. (Your website or American Job Center location info) #wkdevweek Ex-Offenders- Suggested Facebook / Website Post Over 10,000 ex-prisoners are released from America’s state and federal prisons every week and arrive on the doorsteps of our nation's communities. More than 650,000 ex-offenders are released from prison every year – they will need good jobs for a pathway toward a second chance to succeed – for life.

Let’s just do what is right and connect these disciplined workers with great jobs. Contact us at one of our [American Job Center /name of your job center] locations for more information. And help us celebrate Workforce Development Week Jan 23-27, 2017 #wkdevweek U.S. Department of Justice https://www.justice.gov/archive/fbci/progmenu_reentry.html


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Review, discuss, accept and approve Executive Director’s Report

a. Workforce Development Area – General Update

b. Rural Counties Employment and Training Services

c. Staff Development and Service Providers/Workforce

Development Partners Training

d. Highlighted Workforce Initiatives


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Executive Director’s Report March 21, 2017

A. Workforce Development Area General Update

Continuously building collaborative workforce development partnerships

Independent annual audit done—No findings, agency qualified as low-risk auditee

B. Rural Counties

Southern Nye County (Pahrump)

Nye Communities Coalition initiated a new partnership with Desert View Hospital with two

youth placed in internships

This partnership opens up many opportunities for the youth to attain a real idea of what it is

like to work in the profession they are interested in

The hospital plans on scheduling a week where the interns shadow each division of the

hospital such as surgery, radiology, nursing, and more.

Youth WERKS completed a 10 day life skills and workforce prep course in JAG class at

PVHS.

42 students attended all 10 trainings components

o The training consisted of: Dress for Success, Interview Skills, Reading Your

Paystub, College Exploration, Budgeting, Alternatives to College, Resume

Building, Professionalism, and more. The students experienced lecture and

hands-on projects throughout the course

o Youth WERKS plans to continue trainings in the JAG classroom by offering

more in-depth focus in each of the areas previously discussed.

Nye Communities Coalition held their monthly job fair in February 2017 with 19 local

employers and agencies participating

Sixty-five job seekers attended, 7 hires were confirmed from the event.

Northern Nye County/Esmeralda County (Tonopah)

Nye Communities Coalition met with Kinross gold mine officials in Round Mountain and

are building relationships that will hopefully develop into On-The-Job Training or Work

Experience opportunities for youth

Nye Communities Coalition deployed the Workforce Connections’ Mobile One-Stop and

attended the Career Fair in Beatty

Approximately 200 adults and high school students were in attendance

Lincoln County

Lincoln County staff conducted a STEM workshop on engineering lamp building

Outreach by Lincoln County staff with a church pastor in Alamo resulted in discussion of a

referral process for those individuals in need of employment and training services

Mesquite

The Salvation Army held their first orientation on January 26, 2017

The Salvation Army participated in a Job Fair, February 9, 2017 in partnership with

Mesquite Works.

Two career coaches from The Salvation Army taped PSAs on local channel 9, to inform the

Mesquite community about WIOA services available at the library in Mesquite

Recent business contacts include Mesquite Works and Exchange Club.


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Boulder City/Laughlin

ResCare has developed partnerships with several local employers to enable work-based

learning activities, including the Senior Center of Boulder City, and St. Jude’s Ranch.

ResCare has identified partners to assist with STEM-related workshops and activities:

Willow Beach National Fish Hatchery, Transmosis, New Horizons, and Steamatic.

ResCare partnered with “The Service Companies” for a hiring event in Laughlin.

C. Staff Development and Service Providers Training

Southern Nevada Regional Workforce Development Area training conference in planning

stage

Leading workforce development training experts from around the country will be on

hand to offer comprehensive employment and training to Workforce Connections’

staff and subrecipients

D. Highlighted Workforce Initiatives

Scheduled to present before Nevada Legislators on March 20, 2017—informing state

legislators of Workforce Connections’ mission and service delivery within Southern Nevada


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Board Member Comments


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Agenda item 15. SECOND PUBLIC COMMENT:

Members of the public may now comment on any matter or topic,

which is relevant to or within the authority or jurisdiction of the Board. You may comment

now even if you commented earlier, however, please do not simply repeat the same

comment you previously made. Please clearly state and spell your name and state your

address for the record. Each comment will be limited to three (3) minutes.


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Documents

JOB DESCRIPTION ADVERTISING TITLE: CLASSIFICATIONnvworkforceconnections.org/wp...03-21-17_BOARD-FULL-PACKET-Copy_… · Development of a CQI Plan and customer satisfaction feedback