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ORD 43029 - Agmt with HWS and National Able Network for the Adult and Dislocated Worker Services (July 1, 2022 to June 30, 2024)1 Heartland Workforce Solutions, Inc. (HWS) 5752 Ames Avenue Omaha, NE 68104 Contract Agreement For Workforce Innovation and Opportunity Act Title I Adult, Dislocated Worker And One Stop Operator Cost Reimbursement Contract # 01-2022 2 CONTRACT SIGNATURE PAGE CONTRACT # 01-2022 Contractor Name (SUB-RECIPIENT): National Able Network Contact Person: Bridget Altenburg Address: 5752 Ames Ave, Omaha, NE 68104 Phone Number: 312-994-4213/312-371-1845 Type of Organization: Nonprofit Period of the Contract: July 1, 2022 through June 30, 2023 Effective Date: Statement of Services to be provided: See attached Statement of Work Payments under this Contract for PY22 shall not exceed: Funding Title(s)/Sources: Title I Adult $ 1,145,500 Title I Dislocated Worker $ 653,570 One Stop $ 135,000 An addendum will be made to this Contract for PY23 payments based on allocations for PY24. Type of Contract: Cost Reimbursement with performance-based incentive Heartland Workforce Solutions, Inc. (Grantor) and National Able Network (Sub-recipient) enter into this Contract Agreement for the purpose of providing services for the benefit of Workforce Innovation and Opportunity Act (WIOA) eligible persons under Title I Adult, Dislocated Worker, and the One Stop Operator. This Contract Agreement is a cost reimbursement agreement in accordance with applicable federal and state law. The Sub-recipient shall operate as a sub-grant recipient of WIOA program and/or other funds allocated to the Greater Omaha Workforce Development Area (GOWDA), as defined in the Workforce Innovation and Opportunity Act of 2014, applicable federal and state laws and regulations and applicable grant documents. The covenants of the Sub-recipient include; to abide by and adhere to all provisions of this Contract Agreement for activities and services, including such provisions as may be incorporated herein or attached hereto, within the period of this Contract. The covenants of the Grantor include: the reimbursement of the Sub-recipient within the terms and conditions of this Contract for authorized expenses incurred or service rendered in the implementation of the functions delineated herein within the period of this Contract, subject to allowed costs under WIOA. This contract agreement, attachments and signature pages contain the entire agreement by both parties and supersedes any and all other agreements or understandings, oral or written, except in the case of a written amendment signed by both parties. If any language found in an attachment to this agreement conflicts with any language actually set out in the body of this agreement, the language actually set out in the body of this agreement shall control similarly, if any language found in any attachment besides the statement of work attachment conflicts with the statement of work attachment, the language of the statement of work attachment shall control. In signing, both parties acknowledge that they have received and read the foregoing and understand the terms and conditions which are contained herein. 4 National Able Network Officers of the Organization (List Names and Titles): Bridget Altenburg, CEO B.Date this Organization Began Operation: October 1966. C.The fiscal year for this organization ends on: June 30 D.State Tax Identification Number: E9984-5520-07 Federal Tax Identification Number: 23-7339397 7 INSTRUCTIONS FOR CERTIFICATION 1) By signing and submitting this proposal, the prospective Sub-recipient of Federal assistance funds is providing the certification as set out below. 2) The certification in this clause is a material representation of fact upon which reliance was placed when this transaction was entered. If it is later determined that the prospective Sub-recipient of Federal assistance funds knowingly rendered an erroneous certification, in addition to other remedies available to the Federal Government, the United States Department of Labor (USDOL) may pursue available remedies, including suspension and/or debarment. 3) The prospective Sub-recipient of Federal assistance funds shall provide immediate written notice to the person to whom this proposal is submitted if at any time the prospective Sub-recipient of Federal assistance funds learns that its certification was erroneous when submitted or has become erroneous by reason of changed circumstances. 4) The term "covered transaction”, “debarred”, “suspended”, “ineligible”, “lower tier covered transaction", "participant", "person", "primary covered transaction", "principal", "proposal", and "voluntarily excluded", as used in this clause, have the meanings set out in the Definitions and Coverage sections of rules implementing Executive Order 12549. You may contact the person to which this proposal is submitted for assistance in obtaining a copy of those regulations. 5)The prospective Sub-recipient of Federal assistance funds agrees by submitting this proposal that, should the proposed covered transaction be entered, it shall not knowingly enter any lower tier covered transaction with a person who is debarred, suspended, declared ineligible, or voluntarily excluded from participation in this covered transaction, unless authorized by the US DOL. 6) The prospective Sub-recipient of Federal assistance funds further agrees by submitting this proposal that it will include the clause titled "Certification Regarding Debarment, Suspension, Ineligibility and Voluntary Exclusion - Lower Tier Covered Transactions”, without modification, in all lower tier covered transactions and in all solicitations for lower tier covered transactions. 7) A participant in a covered transaction may rely upon a certification of a prospective participant in a lower tier covered transaction that it is not debarred, suspended, ineligible, or voluntarily excluded from the covered transaction, unless it knows that the certification is erroneous. A participant may decide the method and frequency by which it determines the eligibility of its principals. Each participant may, but is not required, to check the List of Parties Excluded from Procurement on Non- procurement Programs. 8) Nothing contained in the foregoing shall be construed to require establishment of a system of records in to render in good faith the certification required by this clause. The knowledge and information of a participant is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings. 9) Except for transactions authorized under paragraph 5 of these instructions, if a participant in a covered transaction knowingly enters a lower tier covered transaction with a person who is suspended, debarred, ineligible, or voluntary excluded from participation in this transaction, in addition to other remedies available to the Federal Government, the USDOL may pursue available remedies, including suspension and/or debarment. 9 Heartland Workforce Solutions, Inc. (HWS) Contract # 01-2022 CONTRACT AGREEMENT FOR WIOA TITLE I ADULT, DISLOCATED WORKER, AND ONE STOP OPERATOR THIS AGREEMENT is entered into between Heartland Workforce Solutions, Inc, hereinafter referred to as the GRANTOR or LWDB (Local Workforce Development Board), and National Able Network, herein after referred to as the SUB-RECIPIENT, this day, ________________. The Attachments as described in the Table of Contents of the proposal and in this Contract are hereby incorporated into this Contract and made a part thereof. In those instances where State law and regulations may conflict with Federal statutes, Federal statutes and regulations shall control (prevail). WITNESS Pursuant to the Workforce Innovation and Opportunity Act of 2014 (WIOA), the Mayor of the City of Omaha, Nebraska (Mayor), as the designated Chief Elected Official of the Greater Omaha Workforce Development Area, is the grant recipient for federal funds designated for Title I Services for Adult, Dislocated Workers, and One Stop Operation in the Greater Omaha Workforce Development Area (which includes Douglas, Sarpy, and Washington Counties); and, The Mayor, as the Chief Elected Official of the Greater Omaha Workforce Development Area and pursuant to Section 117 of the WIOA, has appointed the Heartland Workforce Solutions, Inc. Board to serve as the Local Workforce Development Board for the Greater Omaha Workforce Development Area effective April 1, 2011; and, The Heartland Workforce Solutions, Inc. Board is authorized by the Mayor to make application for, accept and authorize the expenditure (subject to ratification by the Mayor) of funds pursuant to the WIOA, which by this reference is incorporated herein as if fully rewritten, along with other appropriate funds; and, The SUB-RECIPIENT has applied for and received a sub-grant pursuant to WIOA from the United States Department of Labor as administered by the GRANTOR; and, The SUB-RECIPIENT is in the business of providing Title I One Stop Operation, adult, and dislocated worker, under WIOA: and, The GRANTOR and SUB-RECIPIENT have agreed to the services that SUB-RECIPIENT will furnish and the compensation that GRANTOR will pay SUB-RECIPIENT for the cost of said services; and, The SUB-RECIPIENT agrees to implement services as described in this Contract Agreement as a sub-grant recipient. It is agreed by and between the GRANTOR and the SUB-RECIPIENT, as follows: 10 I.Definitions CONTRACT - The term "contract" shall refer to a legally binding financial agreement between two or more parties. CONTRACT AGREEMENT - The term "Contract Agreement" or "Contract" shall refer to the entirety of this "Contract Agreement for Activities and Services" including the title page, table of contents, signature pages, certification pages, and the body of the contract itself and including any attachments and references. GRANTOR- Any reference to "GRANTOR" shall mean Heartland Workforce Solutions, Inc. SUB-RECIPIENT- Any reference to "SUB-RECIPIENT" shall mean National Able Network. LOCAL BOARD - Any reference to “LOCAL BOARD” shall mean the Heartland Workforce Solutions, Inc. Board. II.Period of Performance A.Period of Contract The period of performance of this Contract Agreement shall be from July 1, 2022-June 30, 2024. This Contract Agreement shall not bind nor purport to bind the GRANTOR for any contractual commitment in excess of this contract period. B.Option to Extend GRANTOR and SUB-RECIPIENT shall have the option to extend the Initial Term of this Contract for two (2) additional periods of one (1) year each to commence immediately upon the expiration of the Initial Term. In the event that this Contract Agreement is extended, all terms, conditions, and provisions of this Contract Agreement shall remain the same and apply during the extension period, except for any changes explicitly provided for in such extension document. III.Statement of Work A.Statement of Work The SUB-RECIPIENT shall provide and perform the services under this Contract Agreement described in the Statement of Work Attachment. This Contract Agreement is a cost- reimbursement agreement in accordance with applicable federal and state law. The SUB- RECIPIENT shall operate as a sub-grant recipient of Workforce Innovation and Opportunity Act (WIOA) Program and/or other funds allocated to the Greater Omaha Workforce Development Area, as defined in the Workforce Innovation and Opportunity Act of 2014, applicable federal and state laws and regulations and applicable grant documents. B.Deviation from Statement of Work May Result in Termination Services to be performed under this Contract are as outlined in the Statement of Work Attachment. Deviation from this approved Statement of Work during the Contract period must be approved in a signed writing by the GRANTOR. Deviation from the Statement of Work, unless approved by the GRANTOR, may result in termination of the Contract. Termination will follow the procedures under 'Termination" as outlined later in this Contract. 11 C.Changes in Statement of Work Attachment by Written Amendment Only Any changes in the Statement of Work Attachment to this Contract Agreement must be made by written amendment pursuant to this agreement. IV.Contract Amount, Budget, and Payments A.Contract Amount The amount of this Contract Agreement shall not exceed the cost as shown on the Contract Signature Page. B.Benefiting Title Any vouchers and/or payments that are made in regard to this Contract Agreement shall be charged against the line-item category described in the Budget and Budget Narrative Attachment that corresponds to such voucher or payment. C.Budgeted Expenditures Allowable expenditure types and amounts authorized under this Contract Agreement are delineated by the line items listed in the Budget and Budget Narrative Attachment and are defined by the WIOA, applicable federal laws and regulations and applicable grant documents. Under no circumstance shall an expenditure classified as a disallowable cost pursuant to applicable federal law be considered an allowable expenditure. D.Changes in Budget and Budget Narrative Attachment by Written Amendment Only. Any changes in the Budget and Budget Narrative Attachment to this Contract Agreement must be made by written amendment pursuant to this Contract Agreement unless such change does not constitute a variance of greater than 20 % of any line item and does not concern the wages, salaries, or fringe benefits of employees of the SUB-RECIPIENT or indirect cost rates. In the event that a change does not constitute a variance of greater than 20 % of any line item, does not concern the wages, salaries or fringe benefits of employees of the SUB-RECIPIENT or indirect cost rates and complies with all allowable cost principles and the WIOA and its implementing regulations, then said change may be effective upon the approval of the Executive Director of the GRANTOR. Indirect costs will be capped at no greater than 18% and itemized list provided, and such approval shall be in the sole discretion of the Executive Director. E.Payments Reimbursed Based on Actual Expenditures Funds shall be provided by the GRANTOR to the SUB-RECIPIENT in reimbursement of actual allowable expenditures incurred pursuant to fulfilling and in accordance with the conditions and provisions of this Contract Agreement and in accordance with the instructions of the GRANTOR. F.Repayment by SUB-RECIPIENT of Any Disallowed Costs It is agreed and understood by and between the parties that any funds expended, obligations incurred, or services rendered by SUB-RECIPIENT in violation of or contrary to the Workforce Innovation and Opportunity Act of 2014 (WIOA), other applicable federal laws, federal regulations, federal guidance, state laws, state regulations, applicable grant documents or the provisions of this Contract Agreement are disallowable and as a result GRANTOR shall not issue payment or reimbursement for any such costs. In the event that such disallowable costs are deemed to have been paid or reimbursed by GRANTOR, GRANTOR shall upon written notification to SUB-RECIPIENT request adjustment or repayment of such disallowed expenditures. SUB- RECIPIENT shall make such adjustment or repayment within thirty (30) days from receipt of said notification. Funds declared to be provided for ineligible participants or ineligible service to 12 participants shall be returned by the SUB-RECIPIENT to the GRANTOR within thirty (30) days of determination and request for payment. The GRANTOR may withhold any payments to the SUB- RECIPIENT for the purposes of set off until such time as any disallowed cost is repaid. SUB-RECIPIENT is not responsible for any disallowed costs that may be found due to the actions of the prior provider. G.Final Closeout Report SUB-RECIPIENT shall submit a Final Closeout Report no later than sixty (60) days after the end of this Contract Agreement's Period of Contract or the date of this Contract Agreement's termination, whichever is sooner. The Final Closeout Report shall report final expenditures for the purpose of closing out the Contract Agreement, return of unused funds to the GRANTOR, and include completed closeout documents supplied by the GRANTOR. The GRANTOR shall not be liable for any costs which have not been billed to the GRANTOR properly and timely reported in such Final Closeout Report. The GRANTOR will withhold reimbursement for the final monthly expenditure report until the Final Closeout Report is submitted and all outstanding services are performed to the satisfaction of the GRANTOR. H.Withholding of Reimbursement The GRANTOR reserves the right to withhold reimbursements under this Contract Agreement for failure to perform the services described in this Contract Agreement and/or for failure to meet any other requirements of this Contract Agreement. Payment will be withheld until such time as the SUB-RECIPIENT is in full compliance with all the terms of this Contract Agreement. I.Obligations in Excess of this Contract The SUB-RECIPIENT agrees that all obligations in excess of the maximum contract amount as contained on the "Contract Signature Page" attached to this Contract Agreement are the sole responsibility of the SUB-RECIPIENT. J.Administrative/Training Costs Donated by SUB-RECIPIENT The SUB-RECIPIENT agrees that all administrative/training costs beyond the approved budgeted amount associated with this Contract incurred by the SUB-RECIPIENT will be donated by the SUB- RECIPIENT or paid by the SUB-RECIPIENT using funds not related to this Contract Agreement or the WIOA. V.Financial Requirements Fiscal Controls and Fund Accounting The SUB-RECIPIENT shall establish a financial system which includes all fiscal controls and fund accounting procedures that are necessary to ensure the proper dispersal of and accounting for funds provided under this Contract Agreement. Such financial system shall comply with the standards in 2 CFR 200, depending on the SUB-RECIPIENT organization as to which Part applies. All costs shall be supported by properly executed payrolls, time records, invoices, travel logs, contracts or vouchers or other official documentation evidencing in proper detail the nature and propriety of the charges. All checks, payrolls, invoices, contracts, vouchers, orders, or other accounting documents pertaining in whole or in part to this Contract shall be clearly identified, readily accessible, and maintained in a neat and orderly manner. VI.Procurement and Inventory Control 13 A.Title to Personal Property Title to personal property purchased with WIOA funds provided under this Contract will remain the property of the GRANTOR, with ultimate title vested with the United States Department of Labor. The GRANTOR shall retain title and all rights to any and all personal property purchased with WIOA funds provided under this Contract. The purchase of any such property shall be reported on the monthly payment voucher. Upon termination of this Contract Agreement or at the end of the contract period, the SUB-RECIPIENT shall either return to the GRANTOR, within 30 (thirty) days, all property furnished to or purchased with WIOA funds by the SUB-RECIPIENT or request in writing approval from the GRANTOR to dispose of said property. B.Non-Expendable Personal Property Non-expendable personal property with a cost of $5000 or more purchased under this Contract must be tracked and inventoried. The SUB-RECIPIENT shall maintain a current inventory list of non- expendable personal property with a cost of $5000 (in the aggregate) or more purchased under this Contract. Items which are donated or are purchased using other funds (not associated with WIOA) are not subject to this inventory list requirement. C.Purchase or Lease of Office Equipment Purchase or lease of office equipment supplies, and other personal property must be approved by the GRANTOR. D.Care of GRANTOR Property The SUB-RECIPIENT shall be responsible for the proper care and custody of all of the GRANTOR's property in the SUB-RECIPIENT’s possession or otherwise furnished or made available to the SUB- RECIPIENT for its use in connection with the performance of this Contract Agreement, and the SUB-RECIPIENT will reimburse the GRANTOR for such property's loss or damage caused by the SUB-RECIPIENT, normal wear and tear excepted. VII.Reporting and Monitoring Provisions A.Monthly Project Activity Report The SUB-RECIPIENT shall submit a Monthly Project Activity Report to the GRANTOR on a schedule determined by the GRANTOR. Such report shall include a summary of project activities and progress made toward objectives. The report format shall be established by the GRANTOR. B.Closeout Report The SUB-RECIPIENT shall submit a Closeout Report/package no later than sixty (60) days after the end of any relevant fiscal or program year. Such a report shall address how and to what extent project goals and objectives were met and make recommendations for the future directions of such projects. In addition, the report shall report final expenditures for the purpose of closing out the relevant portion of the project, return unused funds to the GRANTOR, and include completed closeout documents supplied by the GRANTOR. The GRANTOR will withhold reimbursement for the final monthly expenditure report until the Closeout Report is submitted and all outstanding services are performed to the satisfaction of the GRANTOR. C.Self-Monitoring The SUB-RECIPIENT shall establish and conduct its own monitoring and control systems sufficient to ensure that no violation of the WIOA, other applicable federal laws, federal regulations and guidance, state laws, state regulations, applicable grant documents and the provisions of this 14 Contract Agreement occurs. Monitoring should include monthly review of enrollments to ensure compliance with the Local Plan and actual vs. planned expenditures. VIII.Audits and Inspections/Monitoring A.Independent Audit Requirements The SUB-RECIPIENT shall conduct an annual financial and compliance audit in accordance with the Single Audit Act of 1984, Public Law 98-502, and Uniform Guidance 2 CFR 200 as appropriate if total federal grants received during the fiscal year exceed $750,000. If total federal grants received during the fiscal year are less than $750,000, the SUB-RECIPIENT shall be exempt from compliance with the Single Audit Act of 1984 and other Federal audit requirements. In this case, the SUB-RECIPIENT will be governed by audit requirements prescribed by state or local law or regulation. Nothing above exempts the SUB-RECIPIENT from maintaining records of federal grants. The audits shall be completed within 180 days of the SUB-RECIPIENT’s fiscal year end. B.On-site Monitoring The GRANTOR, Nebraska Department of Labor, U.S. Department of Labor, the Government Accounting Office, and any of these agencies' designated representatives at any time during normal business hours, as often as deemed necessary, shall have the right to monitor or audit activities and review, copy, make excerpts or transcripts of any or all books, records, reports, correspondence, contracts, forms, invoices, materials, payrolls, records of personnel, files or other such documentation at any SUB-RECIPIENT site or site for which funds have been provided under this Contract Agreement. The monitoring function may be implemented through internal evaluation procedures, the examination of program data, special analysis, on-site checking, or any other procedure the GRANTOR or the above-mentioned agencies deem necessary and appropriate. Subject to the discretion of the GRANTOR, authorized employees of the GRANTOR shall have the right to be present at all of the SUB-RECIPIENT’s staff meetings, if any item to be discussed is an item of this Contract Agreement. 1.Right to Withhold Funding if Accounting Practices Do Not Meet Minimum Standards. The GRANTOR shall have the authority to examine the books and records used by the SUB-RECIPIENT in accounting for expenses incurred under this Contract. Should these books and records not meet the minimum standards of Generally Accepted Accounting Principles, the GRANTOR reserves the right to withhold all of its funding to the SUB-RECIPIENT until such time as they do meet these standards. 2. GRANTOR’s Authority to Dispatch Auditors of its Choosing to Any Site Where any Phase of the Project is being Conducted, Controlled or Advanced. The GRANTOR reserves the right to dispatch auditors of it choosing to any site where any phase of the program is being conducted, controlled, or advanced in any way, tangible, or intangible. 3.Notification to SUB-RECIPIENT of Questioned Costs and Opportunity to Respond. When an audit determines that the SUB-RECIPIENT has expended funds which are questioned under the criteria set forth herein, the SUB-RECIPIENT shall be notified and given the opportunity to justify questioned expenditures prior to the GRANTOR's final determination of the disallowed costs, in accordance with the procedures in the WIOA. IX.Program Standards A.Performance 15 The SUB-RECIPIENT agrees that performance satisfactory to the GRANTOR is essential to the existence of this Contract Agreement. Performance below relevant standards, as reflected by measurement against the program goals set forth in the Statement of Work Attachment may constitute non-compliance with the terms of this Contract Agreement. In the event the GRANTOR determines the SUB-RECIPIENT’s performance to be unsatisfactory, the GRANTOR may act in its own best interest including but not limited to: 1.Requiring Corrective Action 2.Withholding Payments pursuant to Section IV.H. "Withholding of Reimbursement" 3.Disallowing inappropriate claims, payments, or costs 4.Suspending or terminating this Contract Agreement. B.Participants Served The SUB-RECIPIENT may only serve eligible persons pursuant to the Contract Agreement as defined by WIOA, applicable grant documents and this Contract Agreement. The SUB-RECIPIENT shall create, collect, and maintain all records relating to its performance under this Contract Agreement, including all WIOA Title I service provision activities hereunder, that are required to be made or made relevant by WIOA, other applicable federal or state laws or regulations, grant documents guidance from the U.S. Department of Labor and/or which are necessary for determining the Greater Omaha Workforce Development Area's attainment of the local levels of performance negotiated with the Governor and the Chief Elected Official of the Greater Omaha Workforce Development Area. These local levels of performance are described in the Greater Omaha Workforce Development Area's Local Plan, and the SUB-RECIPIENT is required to meet or exceed these standards as the One-Stop Operator that also provides basic and individualized career services within the Greater Omaha Workforce Development Area. The SUB-RECIPIENT agrees to immediately inform the GRANTOR of any participants found to be ineligible by the SUB-RECIPIENT. The SUB-RECIPIENT agrees to comply with all requirements whether written or verbal regarding eligibility, verification, selection, assessment, training, employment, follow-up, or retention issued by the GRANTOR. The SUB-RECIPIENT agrees that clients will not be charged any fee for training or placement rendered under this Contract Agreement. X.Assurances and Certifications A.Compliance with WIOA The SUB-RECIPIENT assures that it will fully comply with the requirements of the Workforce Innovation and Opportunity Act (WIOA) and all regulations issued pursuant to the Act and all policies which by this reference are incorporated herein as if fully attached to this Contract. B.Compliance with Governor's Plan The SUB-RECIPIENT assures that it will abide by issuances and policies adopted by the Governor's Workforce Development Board regarding Employment and Training. A copy of the Plan is available upon request. C.Compliance with Clean Water Act The SUB-RECIPIENT assures that it will comply with all applicable standards, orders or requirements issued under Section 306 of the Clean Air Act (42 UY.S.C. 1857(h), Section 508 of the Clean Water Act 933 U.S.C. 1368), Executive Order 11738, and Environmental 16 Protection Agency regulations (40 CFR, Part 15). D.Compliance with State Energy Conservation Plan The SUB-RECIPIENT assures that it will comply with the State energy conservation plan per the Energy Policy and Conservation Act (P.L. 94-163). E.No Funds Used for Public Service Employment The SUB-RECIPIENT assures that no funds will be utilized for public service employment, which is defined as temporary, federally subsidized employment of WIOA participants in public or non- profit agencies, unless specifically allowed by federal law or regulation. F.No Funds Used for Religious Worship The SUB-RECIPIENT assures that funds provided under this Contract shall not be used for the employment of individuals on the construction, operation, or maintenance of any facility as is used for sectarian instruction or as a place for religious worship. G.No Funds Used to Deter Unions The SUB-RECIPIENT assures that funds provided under this Contract will not be used to assist, or deter union organizing, nor shall it impair or be inconsistent with existing collective bargaining agreements without written concurrence of the labor organization and employer concerned. H.No Funds Used for Political Activities The SUB-RECIPIENT assures that funds provided under this Contract will not be used for political activities. I.No Funds Used for Entertainment The SUB-RECIPIENT assures that, unless specifically authorized by applicable federal law, no funds provided under this Contract will be used for entertainment purposes, costs of amusement, social activities, alcohol, and incidental or related costs. J.No Funds Used for legal expenses, services, or insurance for debts against U.S. Government, State of Nebraska, or the GRANTOR. The SUB-RECIPIENT assures that no funds provided under this Contract will be used for legal expenses, services, or insurance for debts against the U.S. Government, State of Nebraska, or the GRANTOR. K.No Funds Used for Salaries and Expenses of Elected Officials The SUB-RECIPIENT assures that no funds will be used for salaries and expenses of elected officials. L.No Funds Used Regarding Interest on Borrowing Funds, Cost of Financing or Refinancing The SUB-RECIPIENT assures that no funds provided under this Contract shall be used to borrow funds, or on the cost of financing or refinancing. M.SUB-RECIPIENT Assures to Maintain a Safe Environment The SUB-RECIPIENT assures that it will maintain a safe and healthful environment for participants, either as to services provided in a facility under the control of the SUB-RECIPIENT, or pursuant to policies adopted by the SUB-RECIPIENT or the One Stop Operator, as appropriate. N.SUB-RECIPIENT Assures No Solicitations Relating to this Contract Agreement 17 The SUB-RECIPIENT certifies that it has not been retained, nor has it retained a person, to solicit or secure a contract, agreement or understanding securing business, for a commission, percentage, brokerage or contingent fee or other benefit, except for retention of bona fide employees or bona fide established commercial selling agencies maintained by the SUB-RECIPIENT. For breach of this provision, the GRANTOR shall, in addition to all other rights afforded it by law and this Contract Agreement, have the right to deduct from any payment by it to the SUB-RECIPIENT the full amount of such commission, percentage, brokerage or contingent fee or other benefit. 0.Maintenance and Confidentiality of Participant Records and Compliance with Applicable Open Records Laws The SUB-RECIPIENT assures that it will maintain complete and accurate files on all WIOA program participants and other persons for whom SUB-RECIPIENT provides services hereunder and shall maintain the confidentiality of those files in accordance with all applicable federal and state laws and regulations. The GRANTEE must comply with all applicable federal and state laws and regulations regarding the maintenance, disclosure, and availability for inspection of records, books, papers, and documents relating to this Contract Agreement. P.GRANTOR's Logo on Printed Brochures and/or Marketing Pieces The SUB-RECIPIENT assures that it will refer to the GRANTOR with regard to any training activity funded after the date of execution of this Contract. Any printed material or media coverage, stationery, brochures, news releases, public service announcements and/or marketing efforts shall reference the GRANTOR in the administration of the program and the Local Board logo shall be used on all printed material intended for public use. A camera-ready logo for use by the SUB- RECIPIENT shall be furnished by the GRANTOR. Q. SUB-RECIPIENT Will Not Purport to Speak for the GRANTOR At no time shall the SUB-RECIPIENT speak on behalf of the GRANTOR. R. SUB-RECIPIENT’s Qualifications The SUB-RECIPIENT assures that its personnel are qualified to perform pursuant to the terms of this Contract Agreement. If SUB-RECIPIENT’s personnel are determined later to be unqualified, this Contract Agreement may be terminated by the GRANTOR. S. Maintenance of Effort The SUB-RECIPIENT assures that: 1. No currently employed worker shall be displaced by any participant (including partial displacement such as a reduction in the hours of non-overtime work, wages, or employment benefits). 2.No program shall impair existing contracts for services or collective bargaining agreements, except that no program under this grant which would be inconsistent with the terms of a collective bargaining agreement shall be undertaken without the written concurrence of the labor organization and employer concerned. 3.No participant shall be employed or job opening filled when any other individual is on layoff from the same or any substantially equivalent job, or when the employer has terminated the employment of any regular employee or otherwise reduced its workforce with the intention of filling the vacancy so created by hiring a participant whose wages are subsidized under this grant. 4.No jobs shall be created in a promotional line that will infringe in any way upon the promotional opportunities of currently employed individuals. T.Compliance with Laws, Rules, and Regulations 18 The SUB-RECIPIENT must comply with all applicable laws, rules, regulations, grant documents, and policies. Such compliance includes complying with all applicable standards, orders, or requirements issued under section 306 of the Clean Air Act (42 U.S.C. 1857(h)), section 508 of the Clean Water Act (33 U.S.C. 1368), Executive Order 11738, and Environmental Protection Agency regulations (40 CFR part 15), as well as mandatory standards and policies relating to energy efficiency which are contained in the state energy conservation plan issued in compliance with the Energy Policy and Conservation Act (Pub. L. 94-163, 89 Stat. 871), if and when applicable. U.Certifications The SUB-RECIPIENT is required to complete and sign several certifications that are attached to this Contract Agreement. XI.Nondiscrimination and Compliance with EEO Laws The SUB-RECIPIENT shall not exclude any person from participating in, nor deny employment to any persons on the ground of race, color, national origin, age, sex, disability, religion, political affiliation or belief, participant status, against certain non-citizens, and sex-based stereotypes (including stereotypes about how persons of a particular sex are expected to look, speak, or act). The GRANTOR shall have the authority to require the SUB-RECIPIENT to take corrective action if the SUB-RECIPIENT violates the nondiscrimination and equal opportunity provisions. If the SUB- RECIPIENT fails to take the required action, the GRANTOR shall have the authority to impose such sanctions as are necessary to end the discrimination in accordance with the WIOA. The remedies provided in this Contract shall not be construed to affect any other legal remedy a person may have if that person is excluded from participating in, denied the benefits of, subjected to discrimination under, or denied employment in connection with any program or activity funded under the terms and provisions of this contract. The SUB-RECIPIENT shall comply with Executive Order 11246, entitled "Equal Employment Opportunity", as amended by Executive Order 11375, and as supplemented in Department of Labor regulations (41 CFR Part 60). XII.Assignment The SUB-RECIPIENT shall not assign or transfer this Contract Agreement or any part thereof without the written consent of the GRANTOR. In no case shall such consent relieve the SUB- RECIPIENT from any of its obligations under or change the terms of this Contract Agreement. The SUB-RECIPIENT agrees that the transfer or assignment of any part of this Contract Agreement, including Contract Agreement funds, either in whole or part, and/or interest therein, which shall be due or become due the SUB-RECIPIENT, without the written consent of the GRANTOR, shall be void and unenforceable. XIII.Record Retention A.Record Retention SUB-RECIPIENT shall retain all records, books, papers, and documents pertinent to all grants and agreements relating to this Contract Agreement, including financial, statistical, property, and participant records (including intake and placement information), and supporting documentation. SUB-RECIPIENT agrees to retain all such records, books, papers, and documents for a period of not 19 less than five (5) years after the expiration of this Contract Agreement. Such records, books, papers, and documents may be retained beyond five (5) years if any litigation, audit, finding of a questioned cost (either an independent, State or Federal audit) is begun or if a claim is instituted involving a grant or agreement to which such records, books, papers, and documents are relevant. In these instances, such records, books, papers, and documents must be retained for 1 year following the conclusion or final resolution of such litigation, audit, finding or claim or until the conclusion of the 5-year period following the expiration of this Contract Agreement described above, whichever is later. B.Grantor’s Right to Obtain Program Records If SUB-RECIPIENT ceases operation, the SUB-RECIPIENT further agrees to inform GRANTOR, upon expiration of this Contract or any date or time thereafter, of any circumstances which would impair SUB-RECIPIENT’S ability to comply with the record retention requirements described in subsection A. above. Under any such circumstance, which would certainly include the SUB- RECIPIENT substantially ceasing doing business, the SUB-RECIPIENT shall tender all articles described in subsection A. which are in its possession to the GRANTOR. XIV.Modification A.Modification by Written Amendment Only This Contract Agreement, including all of its attachments, shall be modified or altered only by a written amendment that is signed by all parties to this Contract Agreement. No alteration or variation of the terms and conditions of this Contract Agreement shall be valid unless made by such a written amendment and approved by the LWDB. Every such amendment shall specify the date on which its provisions shall become effective or shall be effective on the date that it is signed by all parties to this Contract Agreement. B.Modifications Due to Change in Legislation or Regulations Any alterations, additions, or deletions to the terms of this Contract Agreement which are required by federal laws, federal regulations, or State laws are automatically incorporated into this Contract Agreement without written amendments hereto and shall be effective on or from the effective date of or date specified by such law, regulation, or directive. XV.Corrective Action SUB-RECIPIENT’s failure to comply with any provision of this Contract Agreement, discovered through monitoring visits with the SUB-RECIPIENT by the GRANTOR or otherwise, may result in a request for a written Corrective Action Plan or termination of this Contract Agreement. The written Corrective Action Plan, prepared by the SUB-RECIPIENT, must be submitted to the GRANTOR within thirty (30) days of the date of request and state specifically what the SUB- RECIPIENT will do to rectify all relevant compliance issues. The Corrective Action Plan must include necessary documentation and other related information as requested by the GRANTOR. The SUB-RECIPIENT must ensure that the corrective action will prohibit the reoccurrence of the relevant failure(s) to comply. XVI.Termination A.Termination for Non-Compliance with WIOA and Other Laws 20 The GRANTOR may terminate this Contract Agreement immediately for non-compliance with any requirement of WIOA or the regulations promulgated under that Act or any other applicable federal or state laws, regulations or grant documents. In the event of such termination, the SUB- RECIPIENT will be paid to the date of termination for such work as has been properly performed hereunder, as determined by the GRANTOR. B.Termination for Non-Performance/Default If the SUB-RECIPIENT fails to perform under or comply with the provisions of this Contract Agreement or fails to make sufficient progress so as to endanger such performance, the GRANTOR may terminate this Contract Agreement, in whole or in part, upon thirty (30) days written notice to the SUB-RECIPIENT. In the event of such termination, the SUB-RECIPIENT will be paid to the date of termination for such work as has been properly performed hereunder, as determined by the GRANTOR. In the event that the GRANTOR determines that gross mismanagement has occurred on the part of the SUB-RECIPIENT or that WIOA or other funds under this Contract Agreement are likely or apparently endangered, the GRANTOR reserves the right to terminate this Contract Agreement immediately without notice. In the event of such termination, the SUB-RECIPIENT will be paid to the date of termination for such work as has been properly performed hereunder, as determined by the GRANTOR. C.Termination Due to Lack of Funding If funds anticipated for the continued fulfillment of this Contract Agreement are at any time not forthcoming to the GRANTOR, this Contract Agreement shall terminate. In the event of such termination, the SUB-RECIPIENT will be paid to the date of termination for such work as has been properly performed hereunder, as determined by the GRANTOR. D.Termination for Convenience Either party may terminate performance of work under this Contract Agreement in whole or in part whenever, for any reason or no reason at all, the terminating party shall determine that the termination is in its best interests. Any such termination for convenience shall in no way work to incur any liability for damages whatsoever. In the event that a party elects to terminate this Contract Agreement pursuant to this provision, it shall provide the other party written notice at least ninety (90) days prior to the termination date. The termination shall be effective as of the date specified in the notice. The SUB-RECIPIENT shall continue to perform any part of the work that was not terminated by such notice. In the event of such termination, the SUB-RECIPIENT will be paid to the date of termination for such work as has been properly performed hereunder, as determined by the GRANTOR. E.In the Event of Termination In the event of termination, the SUB-RECIPIENT shall, unless otherwise directed in writing by the GRANTOR, cancel outstanding commitments, agreements and subcontracts relating to its performance under this Contract Agreement. The SUB-RECIPIENT shall exercise all reasonable diligence to accomplish such cancellation. With respect to such cancelled commitments, agreements and subcontracts, the SUB-RECIPIENT agrees to: 1. Settle all outstanding liability and all claims arising out of such cancellation. 2. If requested by the GRANTOR, assign to the GRANTOR all of the rights, title, and interest of the SUB-RECIPIENT under the commitments, agreements and subcontracts so terminated. 3. In the event of termination of the relationship with the SUB-RECIPIENT, the GRANTOR shall retain all records related to the services provided pursuant to this Contract Agreement if the SUB- RECIPIENT is not able to. The GRANTOR's retention of records, in the event the GRANTEE is unable 21 to retain said records, shall not relieve SUB-RECIPIENT of liability for records content and completeness. 4. If requested by the GRANTOR, assign to the GRANTOR all of the rights, title, and interest of the SUB-RECIPIENT under any commitments, agreements and/or subcontracts which the GRANTOR has directed the SUB-RECIPIENT to not cancel pursuant to this section. XVII.Subcontracting The SUB-RECIPIENT shall not subcontract any of its responsibilities arising out of this Contract Agreement without prior written approval from GRANTOR authorizing said subcontracting. Such written approval shall in no way act to create any contractual relationship between the GRANTOR and any third party. All subcontractors must comply with all applicable federal and state laws and regulations, local policies and provisions of this Contract Agreement that relate to the performance of their contract with the SUB-RECIPIENT. In addition, it will be the responsibility of the SUB-RECIPIENT to provide assurance that all subcontractors who receive more than $750,000 are audited in accordance with the Single Audit Act. A copy of any independent audit of a subcontractor relating in any way to this Contract Agreement shall be forwarded to the Grantor within thirty (30) days of its issuance. XVIII.Certification Regarding Debarment and Suspension The SUB-RECIPIENT shall sign the Certification Regarding Debarment and Suspension form attached to the signature pages of this Contract Agreement. Failure or inability to sign shall result in termination of this Contract Agreement. The SUB-RECIPIENT shall further notify its subcontractors of the applicability of this paragraph to all of the SUB-RECIPIENT’s subcontractors. XIX.Certification Regarding Lobbying The SUB-RECIPIENT shall sign the Certification Regarding Lobbying form attached to the signature pages of this Contract Agreement to allow full execution of the Contract. Failure or inability to sign shall result in termination of this Contract Agreement. The SUB-RECIPIENT shall further notify its subcontractors of the applicability of this paragraph to all of the SUB-RECIPIENT’s subcontractors. XX.Davis Bacon Act Compliance The SUB-RECIPIENT shall comply with the Davis-Bacon Act, 29 CFR 1 and 3, and 29 CFR 5.1 - 5.32, which requires compliance for contracts entered into or funds expended in excess of $2,000 for the actual construction, alteration, and/or repair, including painting and decorating of projects, buildings, and works which are federally assisted under the WIOA. The SUB-RECIPIENT shall ensure that all laborers and mechanics which are engaged in the construction, alteration, or repair activity shall be paid wages at rates not less than those prevailing on similar construction in the locality as determined in accordance with the Davis-Bacon Act of March 3, 1931, and any revisions there to, pursuant to the WIOA. No part of this Contract shall be subcontracted to any person or firm ineligible for award of Federal funds by virtue of section 3(a) of the Davis-Bacon Act or 29 CFR 5.12(a)(1). A breach of 29 CFR 5.5 by the SUB-RECIPIENT or its subcontracting agency(s) may be grounds for termination of the contract, and for debarment of the SUB-RECIPIENT and any or all subcontracting agencies as provided in 22 29 CFR 5.12. All rulings and interpretations of the Davis-Bacon and related acts contained in 29 CFR 1, 3, and 5, are herein incorporated by reference in this Contract. XXI. Measure of Grantor’s Liability and Insurance The GRANTOR shall not hold harmless or indemnify the SUB-RECIPIENT for any liability whatsoever. The GRANTOR shall not be liable to or reimburse the SUB-RECIPIENT for expenditures made in violation of the WIOA or the regulations promulgated under that Act or any other applicable federal or state laws, regulations or grant documents. The GRANTOR shall not be liable to the SUB-RECIPIENT for costs incurred or performance rendered unless such costs or performance rendered are strictly in accordance with the terms of this Contract Agreement and amendments. The GRANTOR shall not be liable to the SUB-RECIPIENT for any costs or portion thereof incurred by the SUB-RECIPIENT which has been paid or is subject to payment to the SUB- RECIPIENT by any source other than the GRANTOR. The GRANTOR shall not be liable for any costs incurred or performance rendered by the SUB-RECIPIENT before commencement or after termination of this Contract Agreement. The GRANTOR shall not be liable for any costs which have not been billed to the GRANTOR within thirty (30) days following termination of this Contract Agreement. SUB-RECIPIENT shall, at its sole cost and expense, carry liability and errors and omissions insurance coverage in an amount necessary to cover its activities in any way connected to the performance of this Contract Agreement and as deemed necessary by the GRANTOR. All insurance provided for in this section shall be affected under valid and enforceable policies issued by insurers of recognized responsibility and licensed to do business in the State of Nebraska. The SUB-RECIPIENT shall list as additional insured on said policy or policies the GRANTOR as well as the City of Omaha, Nebraska. Upon the execution of this Contract Agreement, the SUB-RECIPIENT shall deliver to the GRANTOR documents evidencing the payment of premiums and certificates indicating that the coverage required by this paragraph has been met. Renewals of existing policies or replacement policies shall be delivered to the GRANTOR within 15 days prior to the expiration date of any policy maintained pursuant to this paragraph. XXII. Standards of Conduct The SUB-RECIPIENT shall agree that in administering the Contract Agreement it will comply with the following standards of conduct to maintain the integrity of the Contract Agreement and to avoid any conflict of interest in its administration. The SUB-RECIPIENT shall further notify its subcontractors of the applicability of this paragraph to all of the SUB-RECIPIENT’s subcontractors. A. Contract Administered in an Impartial Manner SUB-RECIPIENT and its subcontractors agree to maintain the integrity of this expenditure of public funds and to avoid any favoritism or questionable or improper conduct. This Contract Agreement or any subcontracts thereof will be administered in an impartial manner, free from personal, financial, or political gain. The executive staff and employees of the SUB-RECIPIENT and its subcontractors will avoid situations which give rise to a suggestion that any decision was influenced by prejudice, bias, special interest, or personal gain. B. Conflict of Interest Policy 23 The SUB-RECIPIENT assures no individual may be placed in a WIOA employment activity if a member of that person's immediate family is directly supervised by or directly supervises that individual. The SUB-RECIPIENT shall also not knowingly employ, during the period of this Contract Agreement or any extensions to it, any professional personnel who are also in the employ of the Greater Omaha Workforce Development Board. C.Conducting Business Involving Close Personal Friends and Associates The SUB-RECIPIENT assures that it will be particularly aware of the varying degrees of influence that can be exerted by personal friends and associates in administering this Contract and will exercise due diligence to avoid situations which may give rise to an assertion that favorable treatment is being granted to friends and associates. D.Use of Materials & Supplies The SUB-RECIPIENT agrees that all supplies, materials, equipment, or services purchased with funds provided under this Contract will be used solely for purposes allowed under this Contract Agreement. E.Copeland Anti-Kickback Clause The SUB-RECIPIENT agrees that it will comply with the Copeland "Anti-Kickback" Act (18 USC 874) as supplemented in Department of Labor regulations (29 CFR Part 3) and that no official, employee, or agent of the SUB-RECIPIENT shall solicit or accept gratuities, favors, or anything of monetary value from any actual or potential sub recipient or supplier. F.Immediate Reporting of Fraud and Abuse The SUB-RECIPIENT agrees to immediately contact the GRANTOR if SUB-RECIPIENT discovers or suspects a participant, instructor, administrator, or other individual is committing fraud or abuse as it relates to the service provided for in this Contract Agreement. G.Waiver Waiver of any breach of any provision of this Contract Agreement shall not be a waiver of any prior or subsequent breach. Any Waiver must be made in writing and signed by each party to this Contract Agreement and any forbearance or indulgence in any other form or manner by the GRANTOR shall not constitute a Waiver. XXIII.Miscellaneous Provisions A.MIS System The SUB-RECIPIENT agrees to utilize NEworks as the Management Information System (computer tracking system) as prescribed by the Heartland Workforce Solutions, Inc., which will include standard forms for the collection and reporting of participant information. B.Severability If any provision of this Contract Agreement or the application thereof to any person or circumstances is held invalid, the remainder of this Contract Agreement, including the application of such provision to other persons or circumstances, shall not be affected thereby. C.Use of Other Funds The SUB-RECIPIENT assures that funds provided under this grant shall only be used for activities which are in addition to those which would otherwise be available in the area in the absence of such funds. 24 D.No Duplication of Funds for the Same Services The SUB-RECIPIENT assures that funds provided under this grant shall not be used to duplicate facilities or services available in the area (with or without reimbursement) from Federal, State, or local sources unless the GRANTOR is shown and agrees that alternative services or facilities would be more effective or more likely to achieve performance goals. The SUB-RECIPIENT agrees to inform GRANTOR if the SUB-RECIPIENT applies for or receives funds which affect the cost or performance of work under this Contract Agreement and how the SUB-RECIPIENT plans to allocate duplicated funds. In this event, the GRANTOR reserves the right to renegotiate this Contract relative to the changed costs. The GRANTOR's review and acceptance of the proposal indicates that the GRANTOR concurs that the program's design and intent is an enhancement to the delivery of WIOA services and does not duplicate on-going activities. E.SUB-RECIPIENT Will Hold Harmless GRANTOR The SUB-RECIPIENT will hold the GRANTOR harmless from and reimburse the GRANTOR for any and all losses, claims, expenses, actions, causes of actions, costs, damages, and obligations, final or otherwise, sustained by the GRANTOR arising from any and all acts of the SUB-RECIPIENT, its agents, employees, associates, subcontractors, assignees, licensees, or invitees that are in any way connected to the performance of this Contract Agreement. F.Participant Complaint Procedures The SUB-RECIPIENT shall utilize the Greater Omaha Workforce Development Board’s complaint procedures in their local plan as required by the WIOA. G.Grievances between the Parties Any complaint, protest or dispute arising out of this Contract Agreement between the GRANTOR and SUB-RECIPIENT must be filed and processed pursuant to Heartland Workforce Solutions Complaint Grievance Procedure. The SUB-RECIPIENT agrees to use the administrative process and negotiation in attempting to resolve disputes arising from this Contract Agreement. Unless otherwise notified in writing by the GRANTOR, the SUB-RECIPIENT shall continue performance of this Contract Agreement during a dispute. Nothing in this paragraph shall imply that the SUB- RECIPIENT is prevented from appealing GRANTOR decisions pursuant to the applicable WIOA procedures. H.Miscellaneous Provisions All powers not explicitly vested in the SUB-RECIPIENT by the terms of this Contract remain with the GRANTOR. The GRANTOR will render technical assistance, as deemed appropriate by the GRANTOR to SUB- RECIPIENT in the area of program design, delivery, and management and in remedying deficiencies found during the monitoring process. The SUB-RECIPIENT may make specific request for technical assistance from the GRANTOR in writing. I.Royalty Free Use of Copyrights If the services in this Contract result in a book or other copyrightable material, the SUB-RECIPIENT is free to copyright the work, but the GRANTOR reserves the right to reproduce, publish or otherwise to use the work for legitimate purposes. XXIV.Program Income 25 SUB-RECIPIENT agrees that any income which is earned from WIOA funds as a result of this Contract, such as fees charged for participation in any SUB-RECIPIENT developed and GRANTOR approved program, will be reported and returned to the GRANTOR. XXV.Independent Contractor The SUB-RECIPIENT is an independent contractor and not an employee of the GRANTOR. Neither the SUB-RECIPIENT nor any agent, employee, subcontractor, or client of the SUB-RECIPIENT shall be considered an employee of the GRANTOR for any purpose whatsoever. The SUB-RECIPIENT agrees that it has or will secure at its own expense all personnel required in performing its duties and responsibilities under this Contract Agreement. The SUB-RECIPIENT agrees that the SUB- RECIPIENT is responsible for all wages, taxes, workers' compensation, social security payments, and unemployment compensation associated with its employees, as well as all other benefits that accrue to said employees. XXVI.Representation in Proposal The GRANTOR has relied on all representations in the SUB-RECIPIENT’S Proposal, which is an attachment to this Contract Agreement, in awarding this Contract Agreement. The SUB-RECIPIENT warrants the accuracy of all representations in said Proposal. The SUB-RECIPIENT also warrants that said Proposal complies with all provisions and requirements of the Request for Proposal that is likewise an attachment to this Contract Agreement. Misrepresentations in said Proposal shall justify the termination of this Contract Agreement for Non-Performance/Default. XXVII.Governing Law and Execution This Contract Agreement shall be governed by the laws of the State of Nebraska and shall be deemed executed at Omaha, Douglas County, Nebraska. XXVIII.Nebraska Attestation of Citizenship or Qualified Alien Status SUB-RECIPIENT understands and agrees that all applicants for public benefits as defined in Neb. Rev. Stat. §4-109 shall be required to complete the attached United States Citizenship Attestation form. If the applicant indicates on such attestation form that he or she is a qualified alien, he/she agrees to provide the US Citizenship and Immigration Services documentation required to verify his/her lawful presence in the United States using the Systematic Alien Verification for Entitlements (SAVE) Program. Pursuant to Neb.Rev.Stat. §§4-108 through 114, SUB-RECIPIENT is required, and hereby agrees, to use a federal immigration verification system to determine the work eligibility status of new employees physically performing services within the State of Nebraska. Federal immigration verification system means the electronic verification of the work authorization program of the Illegal Immigration Reform and Immigrant Responsibility Act of 1996, 8 U.S.C. 1324a, known as the E-Verify Program, or an equivalent federal program designated by the United States Department of Homeland Security or other federal agency authorized to verify the work eligibility status of a newly hired employee pursuant to the Immigration Reform and Control Act of 1986. 26 List of Attachments: Attachment A Statement of Work Attachment B One Stop Operator Agreement Attachment C Contract/Budget Modification Form Attachment D Revised Proposal Budget and Budget Narrative Attachment E National Able PY22 Performance Incentive Attachment F Request for Proposals One Stop and A/DLW Attachment G Grantee Proposals One Stop and A/DLW Attachment H US Citizenship Attestation Form 1 ATTACHMENT A STATEMENT OF WORK National Able Network, as the SUB-RECIPIENT, shall operate as the Workforce Innovation and Opportunity Act (WIOA) Title I Adult, Dislocated Worker Provider and the One Stop Operator for the Heartland Workforce Solutions (HWS) Greater Omaha Workforce Development Area (consisting of Douglas, Sarpy, and Washington Counties). The SUB-RECIPIENT shall act as the primary provider of services within the Greater Omaha Workforce Development Area's One-Stop Center(s) and other locations to include south Omaha where WIOA services are provided, coordinate additional service providers within the Greater Omaha Workforce Development Area's One-Stop Center(s), and coordinate activities throughout the Greater Omaha Workforce Development Area's One-Stop system. As part of these duties, the SUB-RECIPIENT shall be responsible for developing and/or maintaining the Greater Omaha Workforce Development Area's WIOA/One-Stop referral system in accordance with the Memorandum of Understanding between GRANTOR and the one-stop partners concerning the operation of the WIOA/One-stop delivery system in the Greater Omaha Workforce Development Area. The SUB-RECIPIENT shall participate in said referral system in accordance with the Memorandum of Understanding and shall also be a signatory to said Memorandum of Understanding and as such shall comply with said Memorandum of Understanding's provisions. The SUB-RECIPIENT, as the WIOA Adult, Dislocated Worker services provider and the One-Stop Operator for the Greater Omaha Workforce Development Area, shall operate the Greater Omaha Workforce Development Area's One-Stop Center(s) pursuant to WIOA section 134 and the Memorandum of Understanding described above. The SUB-RECIPIENT shall provide basic and individualized career services in accordance with subsection (b) and (d) of WIOA section 134, as well as provide access to training services as described in paragraphs (3) of subsection (d) of WIOA section 134, including serving as the point of access to individual training accounts for training services to participants in accordance with subsection (d) (4) (G) of WIOA section 134. The SUB-RECIPIENT shall provide access to programs and activities carried out by One-Stop partners and described in WIOA section 121(b) and access to the information described in section 15 of the Wagner-Peyser Act and all job search, placement, recruitment, and other labor exchange services authorized under the Wagner-Peyser Act (29 U.S.C. 49 et seq.). Additionally, the SUB-RECIPIENT shall, according to its own discretion, provide Supportive Services in accordance with WIOA Section 134 (d) (2), and may, with the approval of HWS provide other discretionary one-stop delivery activities pursuant to subsection 134. It is understood that no person served by the SUB-RECIPIENT shall be considered an employee of the GRANTOR for any purpose whatsoever. The SUB-RECIPIENT is responsible for developing and submitting a Budget and Budget Narrative which shall delineate, via the use of line item budgeting, the allowable expenditure types and amounts authorized under this Contract Agreement. This Budget and Budget Narrative Document shall become an attachment to this Contract Agreement upon its approval by the GRANTOR. It is understood that allowable expenditures are defined by the WIOA and other applicable federal laws and regulations. Under no circumstance shall an expenditure classified as a disallowable cost pursuant to applicable federal law be considered an allowable expenditure. As provided throughout this Contract Agreement, the SUB-RECIPIENT must comply with the Workforce Innovation and Opportunity Act of 2014 (WIOA), other applicable federal laws, federal regulations, federal guidance, state laws, state regulations, applicable grant documents and the provisions of this Contract Agreement regarding allowable costs, 2 including the allowable percentage (if any) of indirect and/or administrative costs. As described in this Contract Agreement, the SUB-RECIPIENT must, in addition to all other duties, obligations and responsibilities described in this Contract Agreement, repay to the GRANTOR any disallowed costs resulting from SUB-RECIPIENT’s failure to comply with the Workforce Innovation and Opportunity Act of 2014 (WIOA), other applicable federal laws, federal regulations, federal guidance, state laws, state regulations, applicable grant documents and the provisions of this Contract Agreement regarding the allowability of costs. The SUB-RECIPIENT will utilize NEworks as the Management Information System for WIOA Adult and Dislocated Worker programs. The SUB-RECIPIENT may only serve eligible individuals using WIOA funds as defined by the WIOA and is responsible for all WIOA Title I participant enrollments in the Greater Omaha Workforce Development Area. The SUB-RECIPIENT shall create, collect, and maintain all records relating to One-Stop operations and WIOA Title I service provision activities that are required to be made by applicable federal or state laws or regulations, made relevant by guidance from the U.S. and Nebraska Department of Labor, and/or which are necessary for determining the Greater Omaha Workforce Development Area's attainment of the local levels of performance negotiated with the Governor and the Chief Elected Official of the Greater Omaha Workforce Development Area. These local levels of performance are described in the Greater Omaha Workforce Development Area's Local Plan, and the SUB-RECIPIENT is required to meet or exceed these standards as documented in the State Issuance on Performance. Reimbursement for program costs will be made monthly providing that these performance standards are being met. Performance Standards will be reviewed on a quarterly basis. The SUB-RECIPIENT is to follow all policies set on the Federal, State, and Board levels regarding WIOA. These include but are not limited to: • Following the enrollment and program guidelines for, Adult, and DLW • Assist in development of the Local Plan and revisions as needed • Re-assess the One Stop service delivery system with partner programs and assist with establishing and meeting criteria for certification If the Performance Standards are being met or exceeded, the SUB-RECIPIENT will have the opportunity to earn incentive dollars. Attachment E is a chart showing the amount that can be earned when meeting or exceeding the standards detailed below: 1. Common Measures Performance Standards for each program area (Adult, Dislocated Worker). 2. WIOA Enrollments for each program area (Adult, Dislocated Worker). 3. Expenditure (Adult) 4. Customer Satisfaction (OSO) 5. Cross Training (OSO) 6. Event and AJC service promotion (OSO) 7. Employer Hiring Events (OSO) Performance measures and incentives will be updated annually. Calculations for the purpose of tracking performance-based incentives will be calculated for each of the 3 four quarters. (July-September 2022, October-December 2022 January-March 2023; and April-June 2023, with similar quarterly dates for subsequent contract years). If the GRANTEE disagrees with the results that lead to action taken by the GRANTOR, the SUB-RECIPIENT will have the right to appeal the decision by submitting in writing the reason for the appeal to the Heartland Workforce Solutions Board. To be effective in meeting these goals and doing their daily work, staff training is vital. Training for line staff on relevant topics as a minimum of once per quarter. SUBRECIPIENT may submit requests for training and/or technical assistance to the GRANTOR for clarification or training. To the extent that they are not inconsistent with the provisions of this Contract Agreement, including this Statement of Work Attachment, the Request for Proposal and Proposal documents associated with this sub-grant award further define the SUB-RECIPIENT’s duties under this Contract Agreement and are included as attachments. Monitoring of the programs and the One Stop occur on the local, state, and federal level. When corrective action is identified from a review or audit, corrections are to be submitted to HWS within 30 days of receipt of the report. Within 30 days of that response, corrections/updated documentation is to be sent to the appropriate HWS staff. If documentation is not received or extension requested and approved, any associated costs will be considered disallowed. As the One-Stop Operator in the Greater Omaha Workforce Development Area, SUB-RECIPIENT, at the direction of the GRANTOR, shall assist the GRANTOR in procuring additional third-party non-WIOA funding sources for the Greater Omaha Workforce Development Area. Likewise, SUB-RECIPIENT shall, at the direction of the GRANTOR, administer and/or provide services under non-WIOA funding sources received by the Greater Omaha Workforce Development Area pursuant to all laws, regulations and grant documents governing the use of such funds and in accordance with the directions of the GRANTOR. The GRANTOR, at the request of the SUB-RECIPIENT, shall assist the SUB-RECIPIENT in procuring additional third-party non-WIOA funding sources to support the operations of the One-Stop system in the Greater Omaha Workforce Development Area. All fund raising efforts related to the support and development of the One-Stop service delivery system shall be a coordinated, collaborative effort between Heartland Workforce Solutions, National Able Network or partners delivering services in the One-Stop. Communication is vital to the success of this collaboration. This includes but is not limited to, items such as requested reports, report analysis, and updates on the American Job Center, partner changes, and SUB-RECIPIENT staffing. The One-Stop Operator is responsible for ensuring that the functional teams (Business, Workshop, Safety and Partner Committees or task forces) meet on a regular basis for effective dialogue to ensure the development of goals, objectives, and outcomes. Coordination between the GRANTOR and SUB-RECIPIENT is essential regarding media interviews, publications, incident reports, building improvement, etc. 1 Attachment B Heartland Workforce Solutions Comprehensive American Job Center One Stop Operator Agreement The One Stop Operator (OSO) shall be responsible for the coordination of services throughout the Comprehensive American Job Center (AJC) as described in WIOA sec. 121(d). Per WIOA Final Rule §678.620(a), the OSO must, at a minimum: •coordinate the service delivery of required one-stop partners and service providers; •refrain from establishing practices that create disincentives to providing services to individuals with barriers to employment who may require longer-term services, such as intensive employment, training, and education services; •disclose any potential conflicts of interest arising from the relationships of the OSO with particular training service providers or other service providers, including but not limited to, career service providers; and •comply with Federal regulations, and procurement policies, relating to the calculation and use of profits. HWS may establish additional roles of the OSO, including, but not limited to the following: •coordinating service providers within the center and across the one-stop delivery system; •being the primary provider of services within the center; •providing some of the services within the center; and •coordinating service delivery in a multi-center area, which may include affiliated sites. Through the AJC, the OSO will act as a “functional leader”. As such, they will have the responsibility to organize and coordinate partner staff, to optimize and streamline service delivery efforts for the two customers: career seekers and businesses seeking talent. Formal leadership, supervision, and performance responsibilities will remain with each staff member’s employer of record. The OSO, in collaboration with PARTNERS will at a minimum be responsible for carrying out the following activities: •Facilitate integrated partnerships that seamlessly incorporate services for the common customers served by multiple program partners of the AJC. •Develop and implement operational policies that reflect an integrated system of performance, communication, and case management, and uses technology to achieve integration and expanded service offerings. •In coordination with state and local partners, facilitate the implementation of “common intake” and communication for referral with partner program services, increase co-enrollments across programs and eliminate duplication of services. •Organize and integrate AJC services by function (rather than by program), when permitted by a program’s authorizing statute and, as appropriate, through coordinating staff communication, capacity building, and training efforts. •Ensure alignment between those who perform similar tasks within the AJC by coordinating their service on relevant functional teams (e.g., skills development team or business services teams.) •Create a model of service integration that focuses on customer service by serving all customers seamlessly (including individuals with the highest barriers to employment, including those with disabilities) by providing a full range of services staffed by relevant functional teams, consistent with the purpose, scope, and requirements of each program. •Manage daily operations, including but not limited to: 2 o Managing and coordinating partner responsibilities, as defined in the MOU; o Managing hours of operation, including the ability to add weekend hours of operation; o Coordinating daily work schedules and work flow based upon operational needs; and o Coordinating staff absences with partner leadership staff to ensure service coverage by the center. o Maintaining a safe environment for AJC staff, partners, job seekers and employers by adhering to State and local health and safety measures and preparedness training for public receiving staff. •Facilitate integrated services at the AJC by ensuring: o AJC staff are trained and equipped in an ongoing learning environment with the skills and knowledge needed to provide superior service to job seekers, including those with disabilities, and businesses in an integrated, regionally focused framework of service delivery, consistent with the requirements of each of the partner programs. o AJC staff are cross-trained, as appropriate, to increase staff capacity, expertise, and efficiency. This allows staff from differing programs to understand other partner programs’ services, and share their own expertise related to the needs of specific populations so that all staff can better serve all customers. o AJC staff are routinely trained so they are keenly aware as to how their particular work function supports and contributes to the overall vision of the Local WDB, as well as within the AJC network. This enhances their ability to ensure that a direct linkage to partner programs is seamlessly integrated within the center. •Assist HWS in establishing and maintaining the AJC network structure. This includes, but is not limited to: o Ensuring that State requirements for center certification are met and maintained; o Ensuring that career services such the ones outlined in WIOA sec. 134(c)(2) are available and accessible; o Ensuring that HWS policies are implemented and adhered to; o Adhering to the provisions outlined in the contract; o Reinforcing strategic objectives of the HWS and o Ensuring staff are properly trained by their organization and provided technical assistance, as needed. o Ensure clear proactive communication (written, email, media) throughout Washington, Sarpy, and Douglas Counties about AJC services §to career seekers, especially to people who may experience barriers to employment. §to community referral partners; §to in demand industry businesses. •Oversee and coordinate partner program, and AJC network performance. This includes, but is not limited to: o Providing and/or contributing to reports of AJC activities; o Providing input to the partner programs on the opportunities for development of their staff; o Identifying and facilitating the timely resolution of complaints, problems, and other issues; o Collaborating with HWS on efforts designed to ensure program performance measures (ensuring confidentiality requirements of FERPA, 34 CFR 361.38 and 20 CFR part 603); o Ensuring open communication with the partners in order to facilitate efficient and effective center operations; and o Evaluating customer satisfaction data and propose service strategy changes based on findings to include the 2022 Wichita Customer Service Evaluation. 3 The OSO shall comply with the nondiscrimination and equal opportunity provisions of WIOA §188 and its implementing regulations. Entities within the one-stop delivery system, including the OSO and the one- stop partners, shall also comply with the applicable provisions of the Americans with Disabilities Act of 1990 regarding the physical an programmatic accessibility of facilities, programs, and services, technology, and materials for individuals with disabilities. FORM 1 FEIN #: For HWS Use Only Vendor Code#:Contract Period:July 1, 2022 - June 30, 2023 Proposed Budget:$0 One Stop Provider ($) Other Funding Share of Costs ($) Total One Stop Provider Budget $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0TOTAL Communications Materials and Supplies Staff Development & Travel Other (Please specify) Indirect Costs Personnel Applicant: Fringe Benefit Attachment C - Part 1 Budget Modification Form ONE STOP PROVIDER BUDGET SUMMARY 2022 PROGRAM Dues, Memberships & Publications Item of Expenditure FORM 2 Applicant: Contract Period:July 1, 2022 - June 30, 2023 Position/Title No. Months Monthly Rate ($) % of Time Spent on Program Total Program Cost $0 $0 $0 $0 Totals $0 Type of fringe Benefit Total Cost ($) Social Security $0 Medicare $0 State Unemployment Insurance $0 Workers Compensation $0 Other (Please List)$0 Other Please List)$0 Total Fringe Benefits $0 Total Personnel Costs $0 2022 PROGRAM ONE STOP PROVIDER PERSONNEL BUDGET (input description in highlighted cells) Brief Summary of Job Responsibilities (If not enough room include separate sheet) Please Show Calculations Below: = .0620 x Line 9 = .0145 x Line 9 Fringe Benefits and Total Personnel Cost FORM 3 Applicant:Contract Period:July 1, 2022 - June 30, 2023 Total Program Cost Communications $0 Materials and Supplies $0 $0 $0 Other (Please specify)$0 $0 (9)Total All Costs $0 Item of Expenditure 2022 PROGRAM ONE STOP PROVIDER NON-PERSONNEL BUDGET Staff Development & Travel Indirect Costs Dues, Memberships & Publications Line Item Description & Justification (Please show justification for Total Cost and WIOA Share, if not enough room include separate sheet.) FORM 1A Applicant:FEIN #: Vendor Code#: Contract Period: Program: Proposed Budget: CFDA#: Total Program Cost ($) Other Funding Share of Costs ($) WIOA Share of Cost Adult ($) WIOA Share of Cost DLW ($) Total Adult/DLW Budget WIOA % of Total Cost $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Sub-Grantee Authorization Signature of Organization Official Date Name (Type or print) Title (Type or print) Item of Expenditure Adult/DLW BUDGET SUMMARY WIOA 2022 PROGRAM Adult/DLW $0 17.258 Adult & 17.278 DLW Budget Summary for WIOA 2022 Make sure Budget Summary Form 1B is included with this Budget Summary Form 1A TOTAL Support Services Program Operating Costs Direct Training For HWS Use Only SAMPLE July 1, 2022 - June 30, 2023 Attachment C - Part 2 Budget Modification Form FORM 1B FEIN #: Vendor Code#: Contract Period:July 1, 2022 - June 30, 2023 Program:Proposed Budget: CFDA#: Total Program Cost ($) Other Funding Share of Costs ($) WIOA Share of Cost Adult ($) WIOA Share of Cost DLW ($) Total Adult/DLW Budget WIOA % of Total Cost $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Make sure Budget Summary Form 1A reflects the correct totals from this Budget Summary Form 1B before applying authorized signature. Fringe Benefit Tranisitional Jobs Support Services Incumbent Worker Training TOTAL Communications Materials and Supplies Equipment Other (Please specify) On-the Job Training (OJT) Item of Expenditure H. Budget Summary for WIOA 2022 Instructional Training Indirect Costs Personnel 17.258 Adult & 17.278 DLW Applicant:SAMPLE Adult/DLW BUDGET SUMMARY WIOA 2022 PROGRAM Adult/DLW 0 For HWS Use Only $0 FORM 2A Applicant:SAMPLE Contract Period:July 1, 2022 - June 30, 2023 Program:17.258 Adult & 17.278 DLW FEIN#: 0 Personnel Salary Budget Allocation for WIOA 2022 WIOA Share Position/Title No. Months Monthly Rate ($) % of Time Spent on Program Total Program Cost Adult($)DLW($) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 (9) Totals $0 $0 $0 F. Fringe Benefits and Total Personnel Cost WIOA Share Type of fringe Benefit Total Cost ($)Adult($)DLW($) (10) a. Social Security $0 $0 $0 b. Medicare $0 $0 $0 (11) State Unemployment Insurance $0 $0 $0 (12) Workers Compensation $0 $0 $0 (13) Other (Please List)$0 $0 $0 (14) Other Please List)$0 $0 $0 (15) Total Fringe Benefits (Add Lines 10-14)$0 $0 $0 (16) Total Personnel Costs (Line 9 plus Line 15)$0 $0 $0 (input description in highlighted cells) Brief Summary of Job Responsibilities (If not enough room include separate sheet) WIOA 2022 PROGRAM Adult/DLW PERSONNEL BUDGET Please Show Calculations Below: = .0620 x Line 9 = .0145 x Line 9 FORM 3A A. Applicant:SAMPLE C. Contract Period:July 1, 2022 - June 30, 2023 B. Program 17.258 Adult & 17.278 DLW D. FEIN#:0 E.. Non-Personnel Allocation for WIOA 2022 Total Program Cost Adult($)DLW($) Communications $0 $0 $0 Materials and Supplies $0 $0 $0 Equipment $0 $0 $0 Other (Please specify)$0 $0 $0 Indirect Costs $0 $0 $0 Other (Please specify) $0 $0 $0 On-the Job Training (OJT)$0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 Total Training Costs $0 $0 $0 (9)Total All Costs $0 $0 $0 Support Services Work Experience Wages Occupational Skills Training - includes Books materials and related Work Experience Taxes Item of Expenditure Incumbent Worker Training WIOA 2022 PROGRAM Adult/DLW NON-PERSONNEL BUDGET WIOA Share of Cost ($) Line Item Description & Justification FORM 1 National Able Network FEIN #:23-7339397 For HWS Use Only Vendor Code#:Contract Period:July 1, 2022 - June 30, 2023 Proposed Budget:$135,000 One Stop Provider ($) Other Funding Share of Costs ($) Total One Stop Provider Budget $85,379.00 $0.00 $85,379.00 $21,344.00 $0.00 $21,344.00 $1,200.00 $0.00 $1,200.00 $2,500.00 $0.00 $2,500.00 $1,800.00 $0.00 $1,800.00 $150.00 $0.00 $150.00 $2,033.78 $0.00 $2,033.78 $20,593.22 $0.00 $20,593.22 $135,000.00 $0.00 $135,000.00 Attachment D TOTAL Communications Materials and Supplies Staff Development & Travel Other (Please specify) ONE STOP PROVIDER BUDGET SUMMARY 2022 PROGRAM Dues, Memberships & Publications Item of Expenditure Indirect Costs Personnel Applicant: Fringe Benefit Applicant:National Able Network Contract Period:July 1, 2022 - June 30, 2023 Position/Title No. Months Monthly Rate ($) % of Time Spent on Program Total Program Cost One Stop Operator Manager 12 $4,443 100.00%$53,317 Sr. Program Director, Workforce Services 12 $7,754 5.00%$4,652 Workforce Services Coordinator 12 $2,835 15.00%$5,103 Business Service Representative 12 $6,463 5.00%$3,878 Communication Manager 12 $4,620 3.00%$1,663 IT Allocations 12 $5,008 9.00%$5,408 President 12 $13,731 3.00%$4,943 HR Allocations 12 $17,115 2.00%$4,108 Training Dept. Allocations 12 $9,613 2.00%$2,307 $0 Totals $85,379 Type of fringe Benefit Total Cost ($) Social Security $5,293 Medicare $1,238 State Unemployment Insurance $726 Workers Compensation $427 Other (Please List)Medical, Dental, & Life Insurance $10,245 Other Please List)401K Employer Match $3,415 Total Fringe Benefits $21,344 Total Personnel Costs $106,723 This position oversees overall program operations. HR allocation to recruit the direct program staff This position provides business solutions and talent engagement This position works with area businesses to uncover hiring needs, matches job seekers available positions and negotiates/executes OJT agreements. This positions helps program in outreach. IT allocations to support the program staff IT needs 2022 PROGRAM ONE STOP PROVIDER PERSONNEL BUDGET (input description in highlighted cells) Brief Summary of Job Responsibilities (If not enough room include separate sheet) This position oversees oversees the day to day management of the One Stop Operation This position oversees the operations of the project for both One Stop Operations and Adult/DLW programs. Please Show Calculations Below: = .0620 x Line 9 = .0145 x Line 9 =.0085 x Line 9 This position provides training to program staff and clients. Fringe Benefits and Total Personnel Cost =.0050 x Line 9 =.1200 x Line 9 =.0400 x Line 9 FORM 3 Applicant:National Able Network Contract Period:July 1, 2022 - June 30, 2023 Total Program Cost Communications $1,200 Materials and Supplies $2,500 $1,800 $150 Other (Please specify)$2,034 $20,593.22 (9) Total All Costs $28,127 2022 PROGRAM ONE STOP PROVIDER NON-PERSONNEL BUDGET Staff Development & Travel Indirect Costs Dues, Memberships & Publications Line Item Description & Justification (Please show justification for Total Cost and WIOA Share, if not enough room include separate sheet.) Telephone & Internet charges for the direct staff Pen, Pencils, printer paper, cartridges etc. Staff Training and Staff Travel Memberships and Dues Professional Fees $663.78; Payroll Processing $250; Postage $120; Equipment $300; Photocopier Rental $50; Audit Fees $250; Printing $250; Conference & Meeting $150. 18% approved indirect rate by DOL. Item of Expenditure FORM 1A Applicant:FEIN #: Vendor Code#: Contract Period: Program: Proposed Budget: CFDA#: Total Program Cost ($) Other Funding Share of Costs ($) WIOA Share of Cost Adult ($) WIOA Share of Cost DLW ($) Total Adult/DLW Budget WIOA % of Total Cost $899,535 $0 $572,750 $326,785 $899,535 100% $849,535 $0 $540,914 $308,621 $849,535 100% $50,000 $0 $31,836 $18,164 $50,000 100% $1,799,070 $0 $1,145,500 $653,570 $1,799,070 $1 Sub-Grantee Authorization Signature of Organization Official Date Name (Type or print) Title (Type or print) Make sure Budget Summary Form 1B is included with this Budget Summary Form 1A TOTAL Support Services Program Operating Costs Direct Training Item of Expenditure Adult/DLW BUDGET SUMMARY WIOA 2022 PROGRAM Adult/DLW $1,799,070 17.258 Adult & 17.278 DLW Budget Summary for WIOA 2022 For HWS Use Only National Able Network 23-7339397 July 1, 2022 - June 30, 2023 FORM 1B FEIN #: Vendor Code#: Contract Period:July 1, 2022 - June 30, 2023 Program:Proposed Budget: CFDA#: Total Program Cost ($) Other Funding Share of Costs ($) WIOA Share of Cost Adult ($) WIOA Share of Cost DLW ($) Total Adult/DLW Budget WIOA % of Total Cost $577,251 $0 $367,536 $209,715 $577,251 100% $138,541 $0 $88,208 $50,333 $138,541 100% $6,500 $0 $4,139 $2,361 $6,500 100% $3,800 $0 $2,420 $1,380 $3,800 100% $1,200 $0 $764 $436 $1,200 100% $35,026 $0 $22,315 $12,711 $35,026 100% $137,217 $0 $87,369 $49,849 $137,217 100% $703,005 $0 $447,616 $255,389 $703,005 100% $125,000 $0 $79,590 $45,410 $125,000 100% $21,530 $0 $13,709 $7,821 $21,530 100% $0 $0 $0 $0 $0 $50,000 $0 $31,836 $18,164 $50,000 100% $1,799,070 $0 $1,145,500 $653,570 $1,799,070 100% Make sure Budget Summary Form 1A reflects the correct totals from this Budget Summary Form 1B before applying authorized signature. Fringe Benefit Tranisitional Jobs Support Services Incumbent Worker Training TOTAL Communications Materials and Supplies Equipment Other (Please specify) On-the Job Training (OJT) Item of Expenditure H. Budget Summary for WIOA 2022 Instructional Training Indirect Costs Personnel 17.258 Adult & 17.278 DLW Applicant:National Able Network Adult/DLW BUDGET SUMMARY WIOA 2022 PROGRAM Adult/DLW 23-7339397 For HWS Use Only $1,799,070 FORM 2A Applicant:National Able Network Contract Period:July 1, 2022 - June 30, 2023 Program:17.258 Adult & 17.278 DLW FEIN#: 23-7339397 Personnel Salary Budget Allocation for WIOA 2022 WIOA Share Position/Title No. Months Monthly Rate ($) % of Time Spent on Program Total Program Cost Adult($)DLW($) Sr. Program Director 12 $7,606 95.00%$86,711 $55,209 $31,502 Adult/DLW Program Manager 12 $3,428 100.00%$41,140 $26,194 $14,946 Career Coach 12 $3,169 100.00%$38,026 $24,211 $13,815 Career Coach 12 $3,407 100.00%$40,881 $26,029 $14,852 Career Coach 12 $3,249 100.00%$38,982 $24,820 $14,162 Career Coach 12 $3,231 100.00%$38,770 $24,685 $14,085 Career Coach 12 $3,265 100.00%$39,175 $24,943 $14,232 Workforce Services Coordinator 12 $2,781 100.00%$33,372 $21,248 $12,124 Workforce Services Coordinator 12 $2,781 85.00%$28,366 $18,061 $10,305 Business Service Representative 12 $4,358 95.00%$49,687 $31,636 $18,051 QA/Eligibility Specialist 12 $4,232 100.00%$50,778 $32,330 $18,448 President 12 $13,469 6.00%$9,698 $6,175 $3,523 Accounting 12 $5,911 25.00%$17,733 $11,291 $6,442 HR Allocations 12 $17,629 6.00%$12,693 $8,082 $4,611 IT Allocations 12 $29,143 9.00%$31,474 $20,039 $11,435 Training Department Allocations 12 $9,429 4.00%$4,526 $2,882 $1,644 Marketing Allocation 12 $10,865 6.00%$7,823 $4,981 $2,842 Quality/Compliance 12 $10,300 6.00%$7,416 $4,722 $2,694 (9) Totals 12 $577,251 $367,536 $209,715 F. Fringe Benefits and Total Personnel Cost WIOA Share Type of fringe Benefit Total Cost ($)Adult($)DLW($) (10) a. Social Security $35,790 $22,787 $13,002 b. Medicare $8,370 $5,329 $3,041 (11) State Unemployment Insurance $4,907 $3,124 $1,783 (12) Workers Compensation $2,886 $1,838 $1,049 (13) Other (Please List)Medical, Dental, & Life Insurance $63,498 $40,429 $23,069 (14) Other Please List)401K Employer Match $23,090 $14,701 $8,389 (15) Total Fringe Benefits (Add Lines 10-14)$138,541 $88,208 $50,333 (16) Total Personnel Costs (Line 9 plus Line 15)$715,792 $455,744 $260,048 This position oversees overall program operations. This position oversees the day to day management of the program. This position provides case management This position provides case management This position provides case management This position provides case management This position Conducts outreach, intake and eligibility screening for all WIOA ADW customers prior to enrollment and career coach assignments. (input description in highlighted cells) Brief Summary of Job Responsibilities (If not enough room include separate sheet) WIOA 2022 PROGRAM Adult/DLW PERSONNEL BUDGET This position oversees the operations of the project for both One Stop Operations and Adult/DLW programs. This position provides case management This position works with area businesses to uncover hiring needs, matches job seekers available positions and negotiates/executes OJT agreements. This position provides business solutions and talent engagement This position provides business solutions and talent engagement This position provides program accounting/payroll HR allocation to recruit the direct program staff This position provides training to program staff and clients. This positions helps program in outreach. IT allocations to support the program staff IT needs This position provides program data support Please Show Calculations Below: = .0620 x Line 9 = .0145 x Line 9 =.0085 x Line 9 =.0050 x Line 9 =.1100 x Line 9 =.0400 x Line 9 FORM 3A A. Applicant:National Able Network C. Contract Period:July 1, 2022 - June 30, 2023 B. Program 17.258 Adult & 17.278 DLW D. FEIN#:23-7339397 E.. Non-Personnel Allocation for WIOA 2022 Total Program Cost Adult($)DLW($) Communications $6,500 $4,139 $2,361 Materials and Supplies $3,800 $2,420 $1,380 Equipment $1,200 $764 $436 Other (Please specify)$35,026 $22,315 $12,711 Indirect Costs $137,217 $87,369 $49,849 Other (Please specify) $703,005 $447,616 $255,389 On-the Job Training (OJT)$125,000 $79,590 $45,410 $20,000 $12,734 $7,266 $1,530 $974 $556 $0 $0 $0 $50,000 $31,836 $18,164 Total Training Costs $899,535 $572,750 $326,785 (9)Total All Costs $1,083,278 $689,756 $393,522 Support Services Work Experience Wages Occupational Skills Training - includes Books materials and related items Work Experience Taxes Item of Expenditure Telephone & Internet charges for the direct staff 18% approved indirect rate by DOL. Incumbent Worker Training WIOA 2022 PROGRAM Adult/DLW NON-PERSONNEL BUDGET Pen, Pencils, printer paper, cartridges etc. Software Licenses and accessories Postage $550; Direct Staff Travel $4,500; Photocopier Rental $350; Maintenance $250; Staff Training $1,600 Professional Services $21.376; Audit Fees $2,950 ;Printing and Promo $850; Payroll Processing Fees $1,850 ; Background $250; Conference & Meeting $350; Memberships $150. WIOA Share of Cost ($) Line Item Description & Justification (Please show justification for Total Cost and WIOA Share, if not enough room include separate sheet.) 1 Attachment E Performance Incentive for Adult, Dislocated Worker and One Stop Operation Performance Incentive The provider may earn performance incentive as authorized in 20 CFR § 683.500 & 20 CFR § 683.510. Available for performance incentive Adult $25,000 DW $25,000 OSO $10,000 Total $60,000 Adult Performance Incentive Quarterly Program Performance 33.3%. Quarterly performance incentive may be earned when meeting or exceeding 92% of a single score and meet or exceed 92% of the overall local area single program score as evidenced by the NDOL quarterly performance. This cannot be recovered in subsequent quarters. Enrollments - 33.3%. The provider may earn quarterly performance incentive when meeting or exceeding 62 new enrollments for Adult services. If a quarterly enrollment goal is missed, incentive can be earned if the accumulated quarterly enrollment number is met to earn incentive. For example: Q1 Goal=10. Actual performance=5. Incentive=$0 Q2 Goal=10. Actual accumulated performance=15 Results Q1+Q2 =20. Incentive eligible for both quarters for Q2 invoice. Spending - 33.3%. The provider may earn quarterly performance for quarterly spending goals of 50% direct spending on participants. Quarterly spending goals met receive incentive and cannot accumulate for previously missed quarterly goals. If a quarterly enrollment goal is missed, incentive can be earned if the accumulated quarterly enrollment number is met. Dislocated Worker Performance Incentive Quarterly Program Performance - 50%. Quarterly performance incentive may be earned when meeting or exceeding 92% of a single score and meet or exceed 92% of the overall local area single program score as evidenced by the NDOL quarterly performance. This cannot be recovered in subsequent quarters. 2 Enrollments – 50%. The provider may earn quarterly performance incentive when meeting or exceeding 10 new enrollments for Dislocated Worker services. If a quarterly enrollment goal is missed, incentive can be earned if the accumulated quarterly enrollment number is met to earn incentive. One Stop Operation Incentive One Stop Operation incentive is available quarterly and cannot be recovered in subsequent quarters. Career Seeker Customer Satisfaction – 20%. Quarterly incentive may be earned with a quarterly cumulated rating of 90% + for career seekers and must include the number of respondents. Business Customer Satisfaction - 20%. Quarterly incentive may be earned with a quarterly cumulated rating of 90% + for businesses that participated in career fairs or recruiting events and must include the number of respondents. Hiring events – 20%. Quarterly incentive may be earned when career fair or recruiting events with 70% of employers from in demand sector industries are attended by 50 career seekers using registration during the quarter. Cross-training – 20%. Quarterly incentive may be earned for providing monthly partner cross training on specific topics. Include number of partners attending. Txts for AJC event promotion -10%. Quarterly incentive may be earned for promoting job fairs, workshops, other AJC services 20 times during the quarter. Promote visibility of AJC services – 10%. Quarterly incentive may be earned for monthly outreach presentations, onsite tours/presentations, virtual presentations, or news media. Corrective Action If the provider is placed on a corrective action plan as a result of a provider’s service and performance during the quarter by either the HWS board or the Nebraska Department of Labor, corrective action completion is required prior to incentive payment. Invoice Process for Performance Incentive The provider will prepare performance incentive invoices and submit separately from monthly invoices and must include all back-up documentation at time of submission. A separate invoice with required documentation will be submitted for each agreement: •Adult •Dislocated Worker •One Stop Operator 3 Each invoice must include the signatures of the Project Director and/or the One Stop Operator AND the Regional Director. Within 30 days of receipt, pay will be initiated or a request for additional documentation for the invoices. Performance incentive funds will be measured and earned quarterly unless otherwise stated. Incentives will be paid after each quarter with based on evidence of meeting the performance requirement for each measurement. Change in funding amounts or measurements allocation will be approved by all parties through a written amendment. Incentives will. Be updated annually. See spreadsheets below for performance goal calculation for Adult, Dislocated Worker and One Stop Operation and invoice submission forms. Attachment E Perfomance Incentive Contract Deliverables Definitions: Demand Industries: business and finance, construction, food service/retail, health care, Info Tech, Manufacturing, Transportation and Logistics Cumulative measure: Total per fiscal year and total is combined with programs listed. Pay Points: If deliverable(s) not met in a quarter(s), National Able Network has the opportunity to receive full pay points/profit if deliverables are "made up" in subsequent quarters and/or by the end of the fiscal year Quarterly Deliverables Percentage One Stop Job Seeker Customer Satisfaction at 90%20% Support area businesses to identify and hire qualified workers by facilitating recruiting events for 50 job seekers 20% Provide ongoing professional development to partners by facilitating monthly cross-training 20% Businesses Customer Satisfaction at 90%20% 20 txt messages to promote events 10% Promote visibility of AJC services to the community once a month 10% 100% One Stop Key Performance Indicator Definition & Standard Weight Standard Met Receives 90% Career Seeker customer satisfaction at 90%. (Provide # of respondents.) 90% career seeker satisfaction per quarter as evidenced by survey results 20%90% + satisfaction per quarter Support area businesses to identify and hire qualified workers by facilitating job fairs/recruiting events for 50 job seekers per quarter. Hiring events with 70% of employers from in demand sector industries attended by 50 job seekers using registration. 20%50 per quarter Provide ongoing professional development to partners by facilitating cross- training (Provide # attendees.)1 Cross-training for partners per month. 20%3 per quarter Txt messages about HWS events, recruiting, workshops 20 txt messages per quarter to career seekers 10%20 per quarter Promote visibility or outreach about AJC services to the community (Provide organizations.) 1 AJC services presentation, tour, or news story per month. 10%3 presentations per quarter Businesses customer satisfaction at 90% (Provide # of respondents.) 90% customer satisfaction rate by businesses that participated career fairs or recruiting events per quarter. 20%90%+ satisfaction rate Incentive Amount 10,000 Quarterly Incentive 2,500.00 Deliverable Percentage Adult Number of New Enrollments for the program year 33.33% Expenditure Goals 33.33% Employment placement of enrolled participants ensuring job candidates are hired 2nd Qtr after exit 6.67% Employment placement of enrolled participants ensuring job candidates are hired 4th Qtr after exit 6.67% Employment placement of enrolled participants ensuring job candidates are hired 6.67% Credential attainment of enrolled participants to ensure job candidates can pursue career pathways 6.67% Measurable Skills Gain 6.67% 100.00% Dislocated Worker Number of New Enrollments for the program year 50.00% Employment placement of enrolled participants ensuring job candidates are hired 2nd Qtr after exit 10.00% Employment placement of enrolled participants ensuring job candidates are hired 4th Qtr after exit 10.00% Employment placement of enrolled participants ensuring job candidates are hired 10.00% Credential attainment of enrolled participants to ensure job candidates can pursue career pathways 10.00% Measurable Skills Gain 10.00% 100.00% Adult Key Performance Indicator Definition & Standard Standard Met Number of New Enrollments for the program year A review of the report for the current quarter drawn from NEworks. The number of participants newly enrolled into WIOA must occur during the time period of 07/01/2022 and 06/30/2023 GOAL 62 per Qtr. Incentive earned when meeting 100.0% of enrollment goal 62 Expenditure Goal Total training and training-related expenditures allocable to Adults Program divided by the total expenditures allocable to Adults Program equals direct aid expenditure rate. Direct Rate 50.0% Incentive earned when meeting Direct spemding rate of 50% or more 50 Employment placement of enrolled participants ensuring job candidates are hired 2nd Qtr after exit Employment rate 2nd quarter after exit is 78.5% per State performance report. Incentive earned when meeting 92.0% of state negotiated measure 70.65%+ Employment placement of enrolled participants ensuring job candidates are hired 4th Qtr after exit Employment rate 4th quarter after exit is 79.5% per State performance report. Incentive earned when meeting 92.0% of state negotiated measure 71.6%+ Employment placement of enrolled participants ensuring job candidates are hired $6,400 median earnings 2nd quarter after exit per State performance report Incentive earned when meeting 92.0% of state negotiated measure $5,760+ Credential attainment of enrolled participants to ensure job candidates can pursue career pathways 62% credential attainment within 4 quarters after exit per State performance report. Incentive earned when meeting 92.0% of state negotiated measure 55.8% + Measurable Skills Gain 42.0% measurable skills gain. Incentive earned when meeting 92.0% of state negotiated measure 37.8%+ Incentive Amount 25,000.00 Quarterly Incentive 6,250.00 KPI amount Enrollments & Spending Goals 2,083.33 KPI amount State Performance Measures 416.67 Dislocated Worker Key Performance Indicator Definition & Standard Standard Met Number of New Enrollments for the program year A review of the report for the current quarter drawn from NEworks. The number of participants newly enrolled into WIOA must occur during the time period of 07/01/2022 and 06/30/2023 GOAL 10 per Qtr. Incentive earned when meeting 100.0% of enrollment goal 10 Employment placement of enrolled participants ensuring job candidates are hired 2nd Qtr after exit Employment rate 2nd quarter after exit is 87.4% per State performance report. Incentive earned when meeting 92.0% of state negotiated measure 78.7%+ Employment placement of enrolled participants ensuring job candidates are hired 4th Qtr after exit Employment rate 4th quarter after exit is 86% per State performance report. Incentive earned when meeting 92.0% of state negotiated measure 77.4%+ Employment placement of enrolled participants ensuring job candidates are hired $8,400 median earnings 2nd quarter after exit per State performance report Incentive earned when meeting 92.0% of state negotiated measure $7,560+ Credential attainment of enrolled participants to ensure job candidates can pursue career pathways 70% credential attainment within 4 quarters after exit per State performance report. Incentive earned when meeting 92.0% of state negotiated measure 63.0%+% Measurable Skills Gain 42.8% measurable skills gain Incentive earned when meeting 92.0% of state negotiated measure 38.5%+ Incentive Amount 25,000.00 Quarterly Incentive 6,250.00 KPI amount Enrollments & Spending Goals 3,125.00 KPI amount State Performance Measures 625.00 July 2022 - June 2023 Adult Actual Results Actual Results Actual Results Actual Results Number of New Enrollments for the program year 0 2 Met 0 #VALUE!0 #VALUE!0 #VALUE! Spending Goal 0.0%2 Met 0.0%#VALUE!0.0%#VALUE!0.0%#VALUE! Employment placement of enrolled participants ensuring job candidates are hired 2nd Qtr after exit 0.0%2 Met 0.0%#VALUE!0.0%#VALUE!0.0%#VALUE! Employment placement of enrolled participants ensuring job candidates are hired 4th Qtr after exit 0.0%2 Met 0.0%#VALUE!0.0%#VALUE!0.0%#VALUE! Employment placement of enrolled participants ensuring job candidates are hired $0.00 2 Met $0.00 #VALUE!$0.00 #VALUE!$0.00 #VALUE! Credential attainment of enrolled participants to ensure job candidates can pursue career pathways 0.0%2 Met 0.0%#VALUE!0.0%#VALUE!0.0%#VALUE! Measurable Skills Gain 0.0%2 Met 0.0%#VALUE!0.0%#VALUE!0.0%#VALUE! DLW Actual Results Actual Results Actual Results Actual Results Number of New Enrollments for the program year 0 #VALUE!0 #VALUE!0 #VALUE!0 #VALUE! Employment placement of enrolled participants ensuring job candidates are hired 2nd Qtr after exit 0.0%#VALUE!0.0%#VALUE!0.0%#VALUE!0.0%#VALUE! Employment placement of enrolled participants ensuring job candidates are hired 4th Qtr after exit 0.0%#VALUE!0.0%#VALUE!0.0%#VALUE!0.0%#VALUE! Employment placement of enrolled participants ensuring job candidates are hired $0.00 #VALUE!$0.00 #VALUE!$0.00 #VALUE!$0.00 #VALUE! Credential attainment of enrolled participants to ensure job candidates can pursue career pathways 0.0%#VALUE!0.0%#VALUE!0.0%#VALUE!0.0%#VALUE! Measurable Skills Gain 0.0%#VALUE!0.0%#VALUE!0.0%#VALUE!0.0%#VALUE! One Stop Actual Results Actual Results Actual Results Actual Results Career Seeker customer satisfaction at 90%. (Provide # of respondents.) 0.0%#VALUE!#VALUE!#VALUE!#VALUE! Support area businesses to identify and hire qualified workers by facilitating job fairs/recruiting events for 50 job seekersper quarter.0 #VALUE!#VALUE!#VALUE!#VALUE! Provide ongoing professional development to partners by facilitating cross-training (Provide # attendees.)0 #VALUE!#VALUE!#VALUE!#VALUE! Businesses customer satisfaction at 90% (Provide # of respondents.) 0 #VALUE!#VALUE!#VALUE!#VALUE! Txt messages promoting events 0 #VALUE!#VALUE!#VALUE!#VALUE! Promote visibility or outreach about AJC services to the community (Provide organizations.)0 #VALUE!#VALUE!#VALUE!#VALUE! 0.0%#VALUE!#VALUE!#VALUE!#VALUE! 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter 2nd Quarter 3rd Quarter 4th Quarter National Able Performance Payout 1st Quarter Adult Incentive $Standard % Earned $ Earned Number of New Enrollments for the program year 2,083 Met 1.000 2,083.33 Expenditure Goal 2,083 Met 1.000 2,083.33 Employment placement of enrolled participants ensuring job candidates are hired 2nd Qtr after exit 417 Met 1.000 416.67 Employment placement of enrolled participants ensuring job candidates are hired 4th Qtr after exit 417 Met 1.000 416.67 Employment placement of enrolled participants ensuring job candidates are hired 417 Met 1.000 416.67 Credential attainment of enrolled participants to ensure job candidates can pursue career pathways 417 Met 1.000 416.67 Measurable Skills Gain 417 Met 1.000 416.67 6,250.00 DLW Incentive $Standard % Earned $ Earned Number of New Enrollments for the program year 3,125 #VALUE!#VALUE!#VALUE! Employment placement of enrolled participants ensuring job candidates are hired 2nd Qtr after exit 625 #VALUE!#VALUE!#VALUE! Employment placement of enrolled participants ensuring job candidates are hired 4th Qtr after exit 625 #VALUE!#VALUE!#VALUE! Employment placement of enrolled participants ensuring job candidates are hired 625 #VALUE!#VALUE!#VALUE! Credential attainment of enrolled participants to ensure job candidates can pursue career pathways 625 #VALUE!#VALUE!#VALUE! Measurable Skills Gain 625 #VALUE!#VALUE!#VALUE! #VALUE! One Stop Incentive $Standard % Earned $ Earned Career Seeker customer satisfaction at 90%. (Provide # of respondents.) 500 #VALUE!#VALUE!#VALUE! Support area businesses to identify and hire qualified workers by facilitating job fairs/recruiting events for 50 job seekersper quarter.500 #VALUE!#VALUE!#VALUE! Provide ongoing professional development to partners by facilitating cross-training (Provide # attendees.)500 #VALUE!#VALUE!#VALUE! Businesses customer satisfaction at 90% (Provide # of respondents.) 500 #VALUE!#VALUE!#VALUE! Txt messages promoting events 250 #VALUE!#VALUE!#VALUE! Promote visibility or outreach about AJC services to the community (Provide organizations.)250 #VALUE!#VALUE!#VALUE! #VALUE! Total Payout Total Payout Total Payout Thomas P. Miller and Associates Serving as Independent Procurement Entity For: Serving the Nebraska counties of: Douglas, Washington and Sarpy REQUEST FOR PROPOSAL FOR WORKFORCE INNOVATION & OPPORTUNITY ACT: American Job Center – One-Stop Operator Release Date: January 10, 2022 at 8am CST Proposals Due: February 18, 2022 at 12pm CST Funding Period: July 1, 2022 – June 30, 2024* *HWS will have the option to renew the contract for up to two (2) additional one-year periods contingent upon successful performance Attachment F 2 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Contents Section I: Program Description & Background ...................................................................................... 4 1.The Workforce Innovation and Opportunity Act .............................................................................. 4 2.Heartland Workforce Solutions ........................................................................................................ 4 3.Thomas P. Miller & Associates, LLC .................................................................................................. 4 4.Purpose and Components of RFP for One-Stop Operator ................................................................ 5 Coordinating Services ........................................................................................................................... 5 Performance ......................................................................................................................................... 8 Delivery of Services .............................................................................................................................. 8 Reporting .............................................................................................................................................. 9 5.Eligible Respondents ........................................................................................................................ 9 6.Contract Type ................................................................................................................................. 11 7.Project Timeline & Funding ............................................................................................................ 12 8.One-Stop Delivery System in Greater Omaha Local Workforce Development Area ...................... 12 9.Participant Data & Performance Outcomes ................................................................................... 13 AJC Traffic Count: FY 2019-2020 ........................................................................................................ 13 Section 2: Scope of Work .................................................................................................................... 14 Section 3: Submission & Evaluation .................................................................................................... 21 1.Bidders Questions .......................................................................................................................... 21 2.Narrative Sections/Scope of Works ................................................................................................ 21 3.Evaluation and Award .................................................................................................................... 22 4.Notice of Award .............................................................................................................................. 23 5.Appeals Process .............................................................................................................................. 23 6.Fiscal Review .................................................................................................................................. 23 7.Past Program Performance ............................................................................................................ 23 8.Contract Provisions ........................................................................................................................ 23 9.Accessibility and Equal Opportunity ............................................................................................... 27 10.Contract Award .......................................................................................................................... 27 Appendix ............................................................................................................................................ 28 Local Program Elements & Requirements .............................................................................................. 28 3 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Principles for the Greater Omaha Local Workforce Delivery System ................................................. 28 Required and Non-Required Partners ................................................................................................ 29 Attachment A: Cover Sheet .................................................................................................................... 31 Attachment B: Conflict of Interest Form ................................................................................................ 32 Attachment C: Budget ............................................................................................................................ 33 Attachment D: References ..................................................................................................................... 34 Attachment E: Assurances & Certification ............................................................................................. 35 Attachment F: Certification Regarding Debarment/Suspension ............................................................ 36 Attachment G: Certification Regarding Lobbying ................................................................................... 37 4 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Section I: Program Description & Background 1. The Workforce Innovation and Opportunity Act The Workforce Innovation and Opportunity Act (WIOA) is a federally funded program through the U.S. Department of Labor and the State of Nebraska Department of Labor. WIOA is a primary source of federal funds for workforce development activities throughout the nation, including one-stop operator services. WIOA was signed into law by President Barack Obama on July 22, 2014 and went into effect on July 1, 2015. It supersedes the Workforce Investment Act of 1998 (WIA) and amends the Adult Education and Family Literacy Act, the Wagner-Peyser Act, and the Rehabilitation Act of 1973. The federal regulations drafted by the U.S. Department of Labor have can be found in §678.300 - §678.900; §463.300 - §463.900; and §361.300 - §361.900. In passing WIOA, the first legislative reform of the public workforce system in more than 15 years, this bi- partisan piece of legislation reaffirms the roles of the Workforce Development Boards and the One-Stop career center system. The intent of WIOA is to strengthen the workforce system through innovation and alignment of services to promote individual and economic growth, meeting the business and industry needs in the area. One of the main purposes is to assist individuals with barriers to employment in increasing their access to employment, education, training, and support so they may succeed in the labor market and, as a result, improve the quality of the workforce. WIOA also requires the creation of a One- Stop System through which job seekers and businesses will access One-Stop Services. The Local Workforce Development Board, Heartland Solutions, Inc. (hereinafter referred to as HWS) contributes to the successful application of these activities to improve the quality of Nebraska’s workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the State and Nation. Therefore, each Proposer must be familiar with state and federal requirements of this program and the Greater Omaha Local Workforce Development Plan1 (hereinafter referred to as “the Local Plan”). 2. Heartland Workforce Solutions One of three Local Workforce Development Areas in the state of Nebraska, the Greater Omaha Local Workforce Development Area covers Washington, Douglas, and Sarpy counties. The Mayor of Omaha serves as the Chief Elected Official and has appointed HWS as the Local Workforce Development Board (WDB) for the area, as the HWS three-county focus is part of the Omaha Metropolitan Statistical Area. Incorporated as a 501(c)(3), HWS’s mission is to promote and develop a workforce system that is responsive to the needs of business and career seekers resulting in economic prosperity. HWS provides administrative services, monitoring, program oversight, fiscal agent functions, and does the contracting of WIOA service provision. 3. Thomas P. Miller & Associates, LLC Thomas P. Miller & Associates, LLC (TPMA) has been contracted by the HWS to lead the procurement process for selecting a One-Stop Operator. TPMA is a full-service consulting firm based in Indianapolis, Indiana with over 30 years of experience in workforce development activities. Through analysis, alignment, and action, TPMA applies our mission statement of empowering organizations and communities through strategic partnerships and informed solutions that create positive, sustainable 1 https://hws-ne.org/wp-content/uploads/2021/04/GREATER-OMAHA_LOCAL_PLAN_Updated-4.1.2021- Final.pdf 5 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP change to every project assigned. For more information of TPMA’s experience and expertise, please visit us at http://www.tpma-inc.com. As the contracted entity to lead this procurement process, TPMA serves as a “separate and independent outside entity to conduct the competition” for the One-Stop Operator.2 TPMA will review all submitted proposals and evaluate them on a scale coordinated and agreed upon by HWS, with guidance from the Nebraska Department of Labor. Based on its evaluation, TPMA will submit its selection, along with a description of the selection process and scoring justification, to HWS for approval. HWS will convene a sub-committee of the full board to review and approve a final service provider and begin contract negotiations. 4.Purpose and Components of RFP for One-Stop Operator HWS is issuing this Request for Proposal (RFP) for the purpose of selecting a qualified contractor as a One- Stop Operator who will, through partnerships, improve the quality of life for the citizens throughout the local area by establishing a one-stop delivery system described in WIOA Section 121(e). Strong proposals will focus the four components listed in this section: Coordinating Services, Performance, Reporting, and Delivery of Services. The One-Stop Operator will: ●Organize and coordinate partner staff, to optimize and streamline service delivery efforts. ●Coordinate operational policies that reflect an integrated system of performance, communication, and case management. ●Use state of the art technology to achieve integration and expanded service offerings. More information about HWS, Nebraska Department of Labor, and U.S. Department of Labor can be located on their respective websites: •Heartland Workforce Solutions, Inc.: https://hws-ne.org/ •Nebraska Department of Labor: https://www.dol.nebraska.gov/home/ •U.S. Department of Labor (WIOA): https://www.doleta.gov/wioa/ Coordinating Services The role of the One-Stop Operator is equivalent to a managing partner. In this role, the Operator will be responsible for ensuring a seamless delivery of services from all partners. Certain workforce services are integrated into the framework of the one-stop service delivery system and are provided through partner agencies under various funding sources. This workforce system is characterized by three critical hallmarks of excellence: •The needs of business and workers drive workforce solutions; 2 Cited in US Department of Labor, Employment and Training Administration, Training Employment and Guidance Letter (TEGL) WIOA No. 15-16, Competitive Selection of One-Stop Operators, released January 17, 2017. This TEGL provides significant background information on the selection process and roles and responsibilities of the One-Stop Operator within the WIOA system. Applicants are strongly encouraged to become familiar with the content of this document. 6 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP • One-Stop Center (or American Job 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 community and workforce development. Through the AJC, the One-Stop Operator (OSO) will act as a “functional leader”. The OSO is responsible for coordinating partner staff to optimize and streamline service delivery efforts in order to create a welcoming environment for all jobseekers who enter the public workforce system. Formal leadership, supervision, and performance responsibilities remain with each partner's employer of record. The OSO, in collaboration with each partner, will at a minimum be responsible for the following activities: ● Facilitate integrated partnerships that seamlessly incorporate services for the common customers served by multiple program partners of the AJC. ● Develop and implement operational policies that reflect an integrated system of performance, communication, and case management, and use technology to achieve integration and expanded service offerings. ● When available use a “common intake” and communication tool to; integrate partner program services, increase co-enrollments across programs and eliminate duplication of services. ● Organize and integrate AJC services by function (when permitted by a program’s authorizing statute), as appropriate, through staff communication, capacity building, and training efforts. Functional alignment includes AJC staff who perform similar tasks serve on relevant functional teams (e.g., skills development team or business services teams). ● Create a seamless model of service integration that focuses on serving all customers (including individuals with the highest barriers to employment, including those with disabilities). This will provide a full range of services staffed by relevant functional teams, consistent with the purpose, scope, and requirements of each program. ● Manage daily operations, including but not limited to: o Coordinating partner responsibilities, as defined in the partnership agreements or any formalized Memoranda of Understanding (MOUs). o Ensuring building security through the development and implementation of safety procedures. o Managing hours of operation, including the ability to add weekend and extended hours as needed. o Coordinating daily work schedules and workflow based upon operational needs. o Coordinating staff absences with partner leadership staff to ensure service coverage by the center. ● Facilitate integrated services at the AJC by ensuring: 7 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP o AJC staff are trained and equipped in an ongoing learning environment with the skills and knowledge needed to provide superior service to job seekers, including those with disabilities, and businesses in an integrated, regionally focused framework of service delivery, consistent with the requirements of each of the partner programs. o AJC staff are cross-trained, as appropriate, to increase staff capacity, expertise, and efficiency. This allows staff from differing programs to understand the services from other partner programs, and share their own expertise related to the needs of specific populations so that all staff can better serve all customers. o AJC staff are routinely trained on how their work function supports and contributes to the overall vision of the Greater Omaha WDB, as well as within the AJC network. This enhances their ability to ensure that a direct linkage to partner programs is seamlessly integrated within the center. ● Assist GOWDB in establishing and maintaining the AJC network structure. This includes, but is not limited to: o Ensuring that defined American Job Center certification requirements are met and maintained. o Ensuring that career services such the ones outlined in WIOA sec. 134(c)(2) are available and accessible. o Ensuring that GO policies are implemented and adhered too. o Adhering to the provisions outlined in the contract with GOWDB. o Reinforcing strategic objectives of the GO and taking steps to achieve the goals. o Ensuring staff are properly trained by their organization and providing technical assistance, as needed. ● Oversee and coordinate partner, program, and AJC network performance. This includes, but is not limited to: o Providing and/or contributing to reports of AJC activities. o Providing input to the partner programs on the opportunities for development of their own staff members. o Identifying and facilitating the timely resolution of complaints, problems, and other issues. o Collaborating with the GOWDB on efforts designed to ensure the meeting of program performance measures, including data sharing procedures to ensure effective data matching, timely data entry in the management systems, and coordinated data downloads (ensuring confidentiality requirements of FERPA, 34 CFR 361.38 and 20 CFR part 603). 8 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP o Ensuring open communication with the partners to facilitate efficient and effective center operations. o Evaluating customer satisfaction data and proposing service strategy changes to the GOWDB based on findings. The contracted service provider will not assist in the preparation and submission of Regional or Local plans; however, they may be asked for input on specific workforce system topics. They cannot manage or assist in future competitive processes for selecting or terminating the OSO, Adult & Dislocated Worker services providers, or Youth services providers. The OSO cannot negotiate local performance accountability measures or develop and submit budgets for activities of the GOWDB. The GOWDB is responsible for negotiating performance measures, strategic planning, budgets, and OSO oversight (including monitoring). In serving as a One-Stop Operator (OSO), the entity must refrain from establishing practices that create disincentives to provide services to individuals with barriers to employment; these participants may require long-term services such as intensive career services, training, and education services. Practices will not be developed that fail to provide access and opportunity for eligible participants to receive (and gain the benefit of) WIOA services (WIOA Section 121[d][4][B]). For example, the OSO must ensure that participation in training is not a requirement for WIOA enrollment. The One-Stop Operator will follow all WIOA policies developed by Heartland Workforce Solutions, Inc. and the State of Nebraska Department of Labor regarding administration of the WIOA Program. Performance The contracted One-Stop Operator will identify providers of training services, monitor system performance against established targeted performance measures, and ensure quality of services in the one-stop system. The One-Stop Operator should perform quality control activities that encourage continuous improvement of the local American Job Center including assistance in the creation of a system- wide Memorandum of Understanding that ensures compliance with WIOA. In coordination with One-Stop Partners, the OSO is expected to report on activities and performance and submit formal reports to HWS monthly. HWS will use a cost-reimbursement contract with a pay for performance piece that will include an incentive bonus for meeting key performance indicators (KPI) as outlined in this proposal OR local strategic plan. Delivery of Services The proposal should contain a statement that the OSO agrees to and will abide by carrying out all assigned duties as related to the delivery of services within the one-stop system (WIOA Section 134[c][2]2[C]), including any specialized funding opportunities. The One-Stop Operator will act as the central convener of the workforce partners to help develop training, create resources, and provide adequate communication channels to best serve all jobseekers. This will include regular communication with core WIOA partners monthly as well as the convening of four (4) quarterly meetings per year of mandated partners to support the Memorandum of Understanding (MOU) implementation. The One-Stop Operator will develop meeting agendas, conduct meeting activities, facilitate meeting conversation, and provide meeting notes. 9 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP The One-Stop Operator will assist the local board in coordinating local workforce development system activities with regional economic development activities that are carried out in the local area and how the local board will promote entrepreneurial skills training and microenterprise services. The One-Stop Operator, in collaboration with the local business development team, is involved in economic development activities in the region. Information about the community initiatives is shared at partner meetings. The One-Stop Operator schedules training, in partnership with GO Chamber of Commerce REACH, Metropolitan Community College START and Nebraska Enterprise Fund for entrepreneurial training. Reporting The OSO will be required to provide monthly reports to the HWS and Board staff to inform them of trends concerning the operation of the One-Stop System. Reports will inform HWS of strengths and weaknesses of service delivery within the Local Area, specifically as they pertain to the primary indicators of performance issued by the USDOL. These measures are in place to ensure HWS meets the negotiated targets established by the State of Nebraska Department of Labor. Criteria used to demonstrate performance includes, but is not limited to, post-secondary credential attainment achieved by participants, rate of employment after participant exits from a training program, and earnings after a participant exits from a training program. The OSO should submit a plan of how these targets will be met. The proposal which, in the opinion of the awarding body, best provides for operating a One-Stop delivery system serving the Greater Omaha local workforce development area will be invited to enter contract negotiations. Resulting contracts will be negotiated with respect to cost, scope, and content in a manner that achieves the establishment of this System in the best interest of the Local Area. The expected contract term under this solicitation will be from July 1, 2022 to June 30, 2024, provided measurable outcomes are successfully achieved and that sufficient funds for the contract term remain available. HWS will have the option to renew the contract for up to two (2) additional one-year periods contingent upon successful performance and with HWS approval as follows: • Optional Renewal One: July 1, 2024 to June 30, 2025 • Optional Renewal Two: July 1, 2025 to June 30, 2026 Note: The option to renew is not guaranteed and the initial award of the contract does not imply an exercise of the option to renew. 5. Eligible Respondents Please refer to the Nebraska Department of Labor State Policy on One-Stop Operator Competitive Selection for elaboration on eligibility3. This states that “the one-stop operator must be an entity (public, private, or nonprofit) or a consortium of entities that, at a minimum, includes three (3) or more of the required one-stop partners of demonstrated effectiveness, located in the local area,”. Per WIOA sec.121(d)(2), the types of entities that are eligible to become a One-Stop Operator include, but are not limited to: • An institution of higher education • An Employment Service State Agency established under Wagner-Peyser 3 https://dol.nebraska.gov/EmploymentAndTraining/LCRWP/WIOA/Policies 10 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP • A community-based, non-profit organization or workforce intermediary • A private-for-profit entity • A government agency (i.e., municipality) • Other interested organizations or entities capable of carrying out the duties of the One-Stop Operator, including local Chambers of Commerce, business organizations, or labor organizations • Local boards, if approved by the Chief Elected Official (CEO) and the Governor4 Exceptions: While nontraditional public secondary schools such as night schools, and area career and technical education schools are eligible, elementary and other secondary schools are not eligible to become a One- Stop Operator. No entity may compete for funds if (1) the entity has been debarred or suspended or otherwise determined to be ineligible to receive federal funds by an action of any governmental agency; (2) the entity’s previous contracts with the HWS have been terminated for cause; (3) the entity has not complied with an official order to repay disallowed costs incurred during its conduct of programs or services. For-profit5 entities that are subrecipients of a Federal award as a One-Stop Operator must adhere to the Uniform Guidance, including any requirements identified by the Department of Labor under 2 CFR part 2900. • The Department requires private for-profit entities that are One-Stop Operators to adhere to the requirements of 2 CFR § 200.323 concerning earning and negotiating a fair and reasonable profit. • The Uniform Guidance requires that profit is reasonable and fair and that the entity conducting the competition negotiate profit separately from costs. • Negotiation with for-profit entities entitled to earn profit must separate amounts intended to pay for costs from amounts intended to pay for profit. • Contract price equals costs plus profit. • Profit should be based on the contractors’ efforts and risks in achieving a performance result that typically aligns with the performance measures outlined in the local board’s local plan. • Conditions to consider in quantifying the opportunity to earn profit are referenced at 48 CFR 15.404-4. • Local boards are allowed to cap the maximum profit potential that could be earned per performance results within the approved budget. • The earning of profit should not be based on total budget, expending of the budget, and/or pass-through costs, such as tuition or fixed costs, that require minimal to no effort from the contractor nor directly achieve a performance goal.”6 Additional Requirements: The State and local boards shall ensure that in carrying out activities under this title, One-Stop Operators: 4 One-stop Operator Competitive Selection Policy, Nebraska Department of Labor (June 6, 2017), pp. 3-4. 5 TEGL 15-16 6 One-stop Operator Competitive Selection Policy, Nebraska Department of Labor (June 6, 2017), p. 5. 11 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP 1. Disclose any potential conflicts of interest arising from the relationships of the operators with training service providers or other service providers. An entity serving as One-Stop Operator may also serve a different role within the One-Stop system and perform some or all these functions when acting in its other role if it has established sufficient firewalls and conflict of interest policies and procedures. a. Pursuant to 20 CFR 679.430, any entity selected or otherwise designated to perform more than one of the functions within the local One-Stop system must develop a written agreement with the local workforce development board and the CLEO to clarify how the entity will carry out its responsibilities while demonstrating compliance with WIOA and corresponding regulations, relevant Office of Management and Budget circulars, the State's conflict of interest policy, and the HWS conflict of interest policy. 2. Do not establish practices that create disincentives to providing services to individuals with barriers to employment who may require longer-term services, such as intensive employment, training, and education services; and 3. Comply with Federal regulation, and procurement policies, relating to the calculation and use of profits. 4. Respondents must comply with Section 504 of the Rehabilitation Act of 1973, the Federal Drug- Free Workplace Act of 1988, and the Americans with Disabilities Act to be eligible. HWS will afford full opportunity for minority and women-owned business enterprises to submit a show of interest in response to the invitation and will not discriminate against any firm or individual on the grounds or race, creed, color, sex, age, handicap status or national origin in the contract award. Any proposer with whom HWS executes a contract for the provision of the services described in this Request for Proposals shall be a sub-recipient pursuant to applicable federal laws and regulations and shall be required to comply with 2 CFR Part 200, as well as the Workforce Innovation and Opportunity Act and all other applicable federal and state laws and regulations. 6. Contract Type HWS will structure this contract under a cost-reimbursement basis, including performance-based provisions that will be considered based upon actual costs and performance delivery outcomes. A Cost Reimbursement Contract is one that establishes an estimate total of costs for the purpose of obligating funds and a ceiling that the contractor may not exceed (except at a contractor’s risk) unless the awarding party agrees to amend the contract and provide additional funds. HWS is responsible for ensuring that contracted costs are both necessary and reasonable. Provisions are made for limited movement of funding among line items. The contractor is required to maintain records sufficient to account for all expenditures. Costs and performance will be reported monthly. The expected performance delivery outcomes will be linked to activities detailed in the Scope of Work, and as determined and negotiated between the HWS and the contractor. According to the Nebraska Department of Labor, local boards may reserve and use not more than 10 percent of the total youth program funds allocated to the local area for pay-for-performance contract strategies7. A line-item budget shall be based on all legitimate costs to be incurred by the OSO in carrying out the services. The selected OSO will be reimbursed for allowable actual service delivery costs on a monthly 7 Youth Program, Change 1: https://dol.nebraska.gov/webdocs/getfile/fcdffa41-59b3-4734-9e21-611a11726876 12 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP basis after submittal and approval of payment vouchers to the fiscal agent as instructed in the contract. Incentive bonuses will be considered, reviewed, and paid on a quarterly basis based on what percent of negotiated key performance indicators (KPIs) are met. The sub-recipient will work closely with the fiscal agent, and the HWS on the payment process and schedule. Due to the nature of the HWS’s funding sources, potential changes in legislation and policies, and performance achieved, respondents are advised that any contract awarded under this RFP may be modified to incorporate such changes, adjustments in the delivery system, or any activities proposed. 7.Project Timeline & Funding The table below provides a timeline of activities for this procurement. In the event dates are changed, TPMA will provide notice through the procurement portal: https://www.tpma-inc.com/procurement-heartland-workforce-solutions/ Activity Date RFP Release January 10, 2022 Deadline for Bidder Questions January 21, 2022 Response to Bidder Questions Posted January 26, 2022 Proposal Deadline (email only) February 18, 2022 at 12:00 pm CST Public Opening (in person or virtual) February 18, 2022 at 12:30 pm CST Interviews (if necessary) Week of February 28th to March 4th, 2022 TPMA Recommendation to HWS team March 25, 2022 Notice of Intent to Award to Proposers May 2, 2022 Contractual Start Date July 1, 2022 The Public Opening of the RFP bids will be conducted on February 18, 2022 at 12:30pm CST virtually and in-person at the HWS Community Conference Room located at 5752 Ames Avenue, Omaha, NE 68104. Virtual attendees can use the following Zoom link and information: https://us02web.zoom.us/j/88927859865?pwd=UU5yM01kMlllTlpqdDZPeG9CRVNxdz09 Meeting ID: 889 2785 9865 Passcode: 187284 The anticipated funding amount for the twelve (12)-month budget for the One-Stop Operator contract is $135,000 to $140,000. The annual contract may be renewable up to two (2) times, each for an additional one-year period. 8.One-Stop Delivery System in Greater Omaha Local Workforce Development Area The Nebraska Department of Labor’s One-Stop Delivery System Assessment & One-Stop Certification Policy8 describes levels of certification for the Workforce Development Board’s One-Stop Career Centers: 8 https://dol.nebraska.gov/EmploymentAndTraining/LCRWP/WIOA/Policies 13 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP • “An affiliate site (affiliate one-stop center) is a site that makes available to job seekers and employers one or more of a one-stop partner’s programs, services, and activities.”9 • “A comprehensive one-stop center (comprehensive American Job Center or AJC) is a physical location where job seekers and employers can access the programs, services, and activities of all required one-stop partners.”10 • “Direct linkage means providing a direct connection at the comprehensive one-stop center to a required one-stop partner staff member who can provide program information or services to the customer, within a reasonable period of time and by phone or through real-time web-based communications.”11 Simply providing a phone number or a web address for services or information or pamphlets or materials is not direct linkage. • “A specialized center is a center connected to a comprehensive one-stop center and any appropriate affiliate site that meets the needs of dislocated workers, youth, employers, or key industry sectors or clusters.”12 HWS administers one Comprehensive American Job Center, with existing WIOA One-Stop Partners and service providers in place. Location information can be found below: • Location: 5752 Ames Avenue, Omaha, NE 68104 • Phone: 402-444-4700 • Email: admin@hws-ne.org HWS administers one outreach site. Location information can be found below: • Location: Metropolitan Community College – South Express • Address: 3002 S 24th St, Omaha, NE 68108 9. Participant Data & Performance Outcomes AJC Traffic Count: FY 2019-2021 ’19 – ‘20 Monthly Total ’20 – ‘21 Monthly Total 19-Jul 2858 20-Jul 3534 19-Aug 2803 20-Aug 2861 19-Sep 1791 20-Sep 2887 19-Oct 2748 20-Oct 2427 19-Nov 2133 20-Nov 2153 19-Dec 2878 20-Dec 1907 20-Jan 3118 21-Jan 1877 20-Feb 2780 21-Feb 2068 20-Mar 2585 21-Mar 2589 20-Apr 1593 21-Apr 2274 9 20 CFR § 678.310(a) 10 20 CFR § 678.305(a) 11 20 CFR § 678.305(d)(3)(i) – (ii) 12 20 CFR § 678.320 14 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP 20-May 2345 21-May 2029 20-Jun 3385 21-Jun 2169 Total 31017 Total 28775 HWS has established certain goals for the workforce programs in its service area. As the One-Stop Operator will be a major part of the workforce system, it is anticipated that the operator will be a major contributor in the achievement of long-term goals for the system. Below is a chart showing PY2020 Performance Goals negotiated with the Nebraska Department of Labor. Performance Measure Adult Dislocated Worker Youth Entered Employment Rate 2nd Qtr. After Exit 78% 86.4% 78% Entered Employment Rate 4th Qtr. After Exit 78.5% 85.9% 77% Median Earnings 2nd Qtr. After Exit $6,300 $8,250 $3,545 Credential Attainment Rate 61% 60% 54.8% Measurable Skills Gains 41% 45% 41.8% Section 2: Scope of Work Proposals should be developed and organized as outlined below. Interested bidders should respond to each section’s requirement in its entirety. For example: Experience, Qualifications, and Capacity 1) Describe your organization’s mission, goals, activities, accomplishments, and expertise. Identify the number of years that your organization has been in business under the present name, as well as related prior business names. a. [Insert organization’s response] 2) Explain how your organization’s vision, mission, and objectives align with this funding opportunity. a. [Insert organization’s response] Experience, Qualifications, and Capacity (10 points) 1. Describe your organization’s mission, goals, activities, accomplishments, and expertise. Identify the number of years that your organization has been in business under the present name, as well as related prior business names. 2. Explain how your organization’s vision, mission, and objectives align with this funding opportunity. 3. How does the proposed program of work align with the economic and workforce needs of the Greater Omaha Local Workforce Development Area? 4. Demonstrate your organization’s eligibility to participate as a WIOA One-Stop Operator, as described in Section I (5) Eligible Respondents. Please include your organization’s incorporation 15 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP status and where incorporated, along with that of any partners or subcontractors included in your proposal. 5.Describe the organization’s experience and success in delivering services in similar programs and/or to similar populations, including experience with the One-Stop service delivery model under WIOA or similar programs. a.Explain your understanding of the social and economic challenges facing the region and describe how your organization has provided or tailored services to address these challenges. b.Provide detailed information regarding your organization’s experience contracting with federally funded agencies for the same or similar services. c.Include current and past contracts that were in effect within the last five (5)years. Specify whether such contracts are currently in effect, were successfully completed, or were terminated prior to completion. 6.Describe your organization’s experience within the past three (3) years for the following: a.Project management b.Relationship management - in relation to mediation and negotiation, bringing disparate groups together, and facilitating agency interactions where the goals and objectives may be similar but do not directly align c.Continuous improvement or corrective action taken to improve processes, performance, and/or outcomes 7.Please describe experience providing services with an intentional focus on incorporating diversity, equity, and inclusion into programming. 8.If submitting a response as a consortium, explain your rationale for the model and how collaboration will be managed. Identify the lead consortium partner and describe the roles and responsibilities of each partner. Attach a detailed MOU between all consortium partners. 9.If subcontractors are included in the proposal, explain your rationale for their inclusion and describe the roles and responsibilities of each subcontractor. Attach a detailed MOU with each subcontractor included in the proposal. 10.Attach three (3) letters of reference that attest to your organization’s experience. Facilities Management (15 points) 1.The One-Stop Operator will be asked to take on an active role in managing operations at the comprehensive American Job Center location and at the outreach site in South Omaha. Describe your plan for facilities management. 2.Describe your experience managing a property with multiple tenants. a.What processes and procedures will you develop to ensure smooth building operations and appropriate use of communal spaces? b.How will you communicate these with the various employers of record? 3.How will you promote and coordinate full use of the comprehensive AJC and affiliate site among existing and potential future tenants? 4.Explain your approach to problem solving with common facilities needs including room reservations, computer and phone infrastructure, internet connectivity, security coordination, and more. 5.Describe how you will promote building security through the development and implementation of safety procedures. 16 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP 6. American Job Centers are expected to be both physically and programmatically accessible with regard to facilities, programs, services, technology, and materials for individuals with disabilities. Explain how you will work to stay compliant with these expectations. 7. Describe how you will identify and address facility needs and requirements, as well as how those will be communicated through the appropriate channels? 8. How will you ensure a customer-centered experience for jobseekers receiving services at the main site and outreach site? a. What is your plan for assessing the best flow of traffic design? b. Describe how a resource room will be designed/staffed so that it is customer focused. a. Provide an example of a customer flow chart that you have operated under in a one- stop environment and the principles behind the selected customer flow. 9. Explain your ability to provide an operations and safety manual within the first 90 days of the contract start. Staffing Plan (15 points) 1. Specify the annual percent FTE budgeted for each staff (specify title) necessary to the success of the operator function who will perform the work of the One-Stop Operator. Include a staffing chart of all positions in support of this contract (filled and unfilled). a. Attach a job description for each proposed staff position that has not yet been hired. 2. HWS requires the selected operator to either name an individual to act as the full-time One-Stop System Manager or describe the desired qualifications of a new hire. Describe how the One-Stop System Manager will function in a supervisory capacity at the Center. a. If the individual has already been identified, describe the relevant education and training, professional experience, skills, and other characteristics that qualify them to perform the proposed role and provide a resume. If the individual will be a new hire, list the qualifications, process for selection, and timetable you will use to identify and hire an appropriate person. Note: HWS reserves the right to participate in the selected One-Stop Operator entity’s performance appraisal of the One-Stop System Manager. 3. Provide a detailed explanation of the role each staff will play in executing the proposed program design. a. Include plans for how operations will be maintained when the One-Stop Operator System Manager is out of the office, whether for short or extended periods of time. 4. Describe the management and reporting structure that will govern the work of the proposed staff. 5. Describe how your organization will evaluate individual staff performance on executing the proposed program design for One-Stop Operator services. a. Describe your practices for staff performance review and improvement, including any specific evaluation criteria or tools that may be used. 6. Describe your organization’s professional development policies and practices. a. How will your organization develop proposed staff to ensure that they maintain current knowledge and skills required for the scope of work? b. What development activities and resources does your organization provide internally to staff? c. What external development activities and resources do you make available to staff? d. Describe how managers and supervisors support staff development. 17 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP 7. What are your planned hours of operation outside normal required business hours? Partnerships and Community Engagement (20 points) 1. Describe existing relationships that your organization has with area employers, community- based organizations, and other agencies and how those relationships will be leveraged to successfully deliver services to target populations. 2. Describe proposer’s experience with public relations at community meetings to promote services and responding to media inquiries on behalf of the public workforce system, as well as any written public correspondence such as press releases, published articles, marketing and program outreach and labor market information materials on behalf of the public workforce system. 3. Explain what communications strategies you plan to employ for ensuring that information about activities at the comprehensive American Job Center and affiliate site reach intended audiences. This might include, but is not limited to, social media marketing, newsletters, and text-based marketing. 4. There are many one-stop required partners, but there are also many workforce stakeholders who are not required one-stop partners but who are major players in workforce development in the Greater Omaha region. How will your organization identify ways to collaborate with all workforce stakeholders who strengthen the system and enhance the region’s ability to provide resources to job seekers and businesses? 5. Describe how you will promote and sustain business engagement in this role. 6. Describe community outreach strategies you would employ to build awareness of one-stop system services. 7. How will you ensure One-Stop Center representation at workforce development related community events? 8. The One-Stop Operator will be expected to coordinate with contracted Title I services providers, co-located partners, and other One-Stop System and community partners to curate a full calendar of jobseeker workshops and events, both virtual and in-person at the comprehensive and affiliate American Job Center sites. Describe how you plan to fulfill this responsibility. 9. How will you lead One-Stop partners with: a. Integrating a menu of services for job-seeking customers and employers b. Implementing agreements among partners such as Memorandum of Understanding (MOU) and resource sharing c. Maintaining communications with all One-Stop Partners and co-located staff 10. How will you encourage collaboration with One-Stop Partners and the workforce system outside of their agreed-upon activities outlined in MOUs? 11. How will you seek and implement access points to make WIOA career services accessible to residents in community centers, libraries, and with community-based organizations? One-Stop Operator Services Model (15 points) 1. Describe the population(s) to be served (target populations and eligibility). Discuss the proposed philosophy, approach and implementation plan for outreach and recruitment of diverse target groups. Be as specific as possible as to what populations in this geographic region are underserved. 18 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP 2. Address how the AJC will serve people with barriers, including but not limited to disabilities, Limited English Proficiency, and prioritized populations (i.e., recipients of public assistance, other low-income individuals, veterans, and individuals who are basic skills-deficient). Note: This should include how you will connect with key community partners who are experienced at successfully reaching and serving these individuals for mutually beneficial referrals. 3. Discuss how you would manage and improve assessment and referral processes. Note: Inbound and outbound customer referrals should be seamless and create a direct link between the comprehensive and affiliate American Job Center sites, One-Stop Partners, and other community organizations providing valuable supportive services. 4. Describe the strategies, methods, and specific activities your organization will undertake to successfully perform each of the following functions and responsibilities of the One-Stop Operator: a. Coordinate WIOA service delivery across required WIOA One-Stop Partners and service providers. b. Convene meetings to support implementation of the MOU among WIOA One-Stop Partners, including reconciliation procedures. c. Facilitate the development and implementation of service integration plans at One-Stop centers to share necessary data, reduce duplication of services, and leverage program resources to the mutual benefit of partner programs and their shared customers, resulting in efficient, effective, and seamless service delivery. d. Implement a comprehensive customer service strategy to ensure quality service to shared job seekers. e. Assist WIOA One-Stop Partners with community outreach and the promotion of program services. Describe how you will work to bring additional partners to the Partner Network. f. Identify ways in which technology may be used to enhance One-Stop operations, and work with One-Stop Partners throughout the community, such as libraries, to develop and implement technological strategies to improve service delivery, customer service, service integration, and reporting. g. Coordinate with HWS and WIOA One-Stop Partners to complete One-Stop center certification processes. h. Remain informed on Federal and State One-Stop Operator policies. i. Coordinate with One-Stop Partners to report on activities and performance and submit formal reports to the HWS monthly. j. Attend meetings of the HWS as scheduled. As instructed by HWS, report to the board on One-Stop performance, service integration efforts, and progress on implementation of the Memorandum of Understanding among One-Stop Partners. 6. Describe how you will help ensure an efficient use of the WIOA funds while maximizing services provided for jobseekers. 7. Describe the work your organization will undertake during the first 90 days of the contract period to learn current circumstances and effectively plan workstreams and timelines for the remaining contract period. 8. In the event during or at the end of the contract year, a new One-Stop Operator is selected, the existing provider must be willing to invest uncompensated time and effort to the transition 19 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP process in order for services to continue with no interruptions. This phase will take place for up to fifteen (15) days after the end date of the contract. Describe how your organization would deal with this investment in order to conduct an orderly transition to another provider to ensure that there is no disruption in services. Note: It is important for Bidders to understand that the infrastructure for delivery of services is in place and that no break in services to current participants can be experienced as a result of a transition. It is important for current Providers to understand that a transition plan may also be required for significant changes in processes. 9. If your organization is a current provider of program services under WIOA Title I-B or Title II at the HWS One-Stop Center, describe your proposed policies and procedures for ensuring neutral treatment of all One-Stop Partners and other relevant partners when performing the functions and responsibilities of the One-Stop Operator. 10. Describe your organization’s approach to diversity, equity, and inclusion (DEI). How will you approach the role of One-Stop Operator through a DEI lens? Data, Performance, & Outcomes (10 points) 1. Describe past success with tracking program performance and/or outcomes. Include a description of previous outcomes from other successful initiatives and describe experience with capturing and reporting performance information. 2. If the organization has previously delivered WIOA services (as One-Stop Operator, Title I Services Provider, or other WIOA program provider), or has overseen delivery of WIOA service contracts, please provide performance data for the most recent two program years available and most recent program monitoring report in an attachment. 3. The One-Stop Operator will be responsible for tracking services and outcomes in the state information management system (NEworks). What is your experience working with NEworks, or similar systems, for data management? 4. Provide a description of how progress toward operator requirements will be measured and reported. Include the tool(s) to be used to ensure continuous improvement of service quality. The contract to be issued for the approved One-Stop Operator will be performance-based. 5. Describe how and when customer satisfaction levels will be measured for customers. 6. The provider will be accountable for the integrity of the data presented and responsible for ensuring that staff is appropriately trained in the use of these systems. Explain how accountability and integrity of data will be assured and how staff will be appropriately trained in the use of these systems. 7. The One-Stop Operator will be responsible for developing, implementing, and overseeing processes to collect, manage and utilize information about the system. Describe how you will measure success for the One-Stop delivery system? How would you track the performance measures as described in Participant Data & Performance Outcomes section of this RFP? Fiscal Capabilities & Budget (15 points) 1. The Budget Narrative must be typed and placed in the proposal following the Budget Form (Attachment C). a. The Budget Narrative should detail all costs that are necessary to directly operate the proposed program. 20 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP b. Describe and list any unusual equipment that is essential to the program and indicate whether it belongs to the organization, the State, or will be purchased if the proposal is funded. If any additional equipment is to be purchased or leased, please indicate this in the proposal. Include a detailed justification of the intended purchase, and why its purchase is essential to the program’s operation. The Budget Narrative should fully describe the cost allocation methods used. c. The Narrative must describe how funds are allocated to minimize administrative costs and support direct services to participants. The narrative should also describe the indirect costs that are proposed, indicate what costs are included, and explain how these indirect program costs were determined. Any indirect costs budgeted must be supported by an indirect cost rate agreement with a Federal or State cognizant agency, a copy of which must be attached to the budget request. d. Describe past success with leveraging additional resources. Describe both leveraged resources whose purpose has been to ensure and maximize the delivery of services and leveraged resources whose purpose was to maximize the organization’s financial resources. Also, specify additional resources to be leveraged and any in-kind contributions the organization will provide to assist in the participant program’s success. e. Provide your latest audit report. 2. Identify any in-kind resources/support for the service delivery system beyond what is requested in the budget. Include each committed or proposed source of funding and the amount of that funding. 3. Describe your organization’s financial and administrative experience and capabilities managing and accounting for multiple federal, state, and local funding sources and conducting self- monitoring for performance and compliance. Bidders must be in accordance with Generally Accepted Accounting Principles (GAAP). 4. Describe experience your organization has in managing Federal funds and the experience of currently employed fiscal staff have in administering such programs. 5. Describe any experience your organization has with administering cost-reimbursement and/or performance-based contracts. a. How will you provide and fund the start-up costs of the program? b. How will you manage the upfront financial costs of the work experience activities (i.e., internships, etc.)? c. Describe how the Bidder’s organization will financially support the costs of doing business until an invoice can be submitted and paid by the HWS’ fiscal agent. d. Describe the measurable performance outcomes to which the organization will tie payment and the documentation that will be submitted to provide attainment of the outcome. 6. How will financial information be made available for monitoring and auditing purposes? a. Describe your organization’s contingency plans to repay the HWS in the event there are any disallowed costs because of an audit or monitoring review. 7. Describe your organization’s payment procedures, including frequency and methods, of direct participant costs. Include invoicing procedure and schedule. 8. Provide a description of how and with what frequency your agency will regularly communicate its financial integrity with HWS. 21 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Section 3: Submission & Evaluation 1.Bidders Questions All questions that interested parties may have can be directed to the third-party procurement agent, TPMA, at: procurement@tpma-inc.com. Questions must be submitted via email between January 10, 2022 8AM CST and January 21, 2022 5PM CST. Emails should have a subject line of: Heartland Workforce Solutions One-Stop Operator Questions. Responses to questions will be posted by January 26, 2022 5PM CST on the TPMA procurement portal website, https://www.tpma-inc.com/procurement-heartland- workforce-solutions/, along with other relevant information, including the RFP, attachments, procurement timeline, contact information, etc. An entity’s failure to submit a complete proposal or to respond in whole to RFP requirements will result in the proposal being deemed non-responsive and thus ineligible for funding. A proposal may also be deemed “non-responsive” if the submitted price is found to be excessive or inadequate as measured by criteria stated in the RFP, or the proposal is clearly not within the scope of the project described and required in the RFP. HWS reserves the right to cancel this procurement at any time, for any reason. 2.Proposal Instructions The proposal must be signed by an official authorized to represent and bind the bidding organization. The person signing the proposal should certify that: •He/she is the person in the bidder’s organization legally responsible for the decision as to the costs being offered in the proposal and that he/she has not participated in any illegal, noncompliant, etc. action(s), or •He/she has been duly authorized to act as an agent for the persons legally responsible for such decision, and certified that such persons have not participated, and will not participate in any illegal, non-compliant action(s), etc. The Scope of Work should be completed entirely, should nNarrative Sections/Scope of WorkNarrative Sections/Scope of Work ot exceed 15 pages, and be typed in 12-point font, single-spaced, 1” margins on all sides, page numbers, and table of contents. Once completed, interested parties must submit their proposal electronically to TPMA at procurement@tpma-inc.com. Emails must have a subject line of: Heartland Workforce Solutions One-Stop Operator Response. Please have your proposal organized in the following manner for each component: Attachment A: Cover Page Attachment B: Conflict of Interest Form Attachment C: Budget Form & Narrative Attachment D: References Attachment E: Assurances & Certification Attachment F: Certification Regarding Debarment/Suspension Attachment G: Certification Regarding Lobbying Two (2) Years of Audited Financial History Abstract/Executive Summary (1 page maximum) Narrative Sections/Scope of Work (20 pages maximum) 22 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Organizational Chart Staff Resumes Job Descriptions for Proposed Staff Positions Not Yet Hired (if applicable) Additional Attachments as necessary o If submitting as consortium, attach a detailed MOU among all consortium partners o If subcontractors are included in your proposal, attach a detailed MOU with each subcontractor included in your proposal Bids that fail to follow this order will risk losing points in their overall score. 3. Evaluation and Award Proposals will be evaluated by TPMA, as the third-party procurement agent, to ensure each submission meets all criteria outlined in this RFP. Submitted proposals must meet the following minimum procurement requirements: A. The proposal was submitted on or before the closing date and time. B. The proposing organization is not on a federal or state Debarment List. C. The proposing organization has been a legal business entity for a minimum of one year prior to the start of the contract. D. The proposing organization is fiscally solvent. E. The person signing the proposal as the submitting organization has the legal authority to do so. F. The proposing organization agrees to meet all federal, state, and local compliance requirements. G. The proposing organization has developed a reporting process for participant and fiscal activity. H. The proposing organization has a satisfactory performance record for previous WIOA-related contracts, if applicable. I. The proposing organization has accounting and auditing procedures adequate to control property, funds, and assets. J. The proposing organization has a satisfactory record of integrity, business ethics, and fiscal accountability (a copy of these policies is required). All proposals received in accordance with the time and content requirements identified in this request for proposals will be evaluated and scored based on the criteria outlined below. The maximum number of points for any proposal can receive is 100. All proposals will be evaluated based on cost-effectiveness in relation to high quality service delivery. Respondents are therefore encouraged to thoroughly describe and justify the proposed costs. An analysis will be conducted to ensure the proposed costs are necessary, fair, and reasonable to determine if the proposed costs are allowable and allocable. The procurement team will develop and use a scoring matrix that is agreed upon by HWS to evaluate each proposal. Each section of the scoring matrix is worth the following number of points: Section Points Experience, Qualifications, and Capacity 10 Facilities Management 15 Staffing Plan 15 Partnerships and Community Engagement 20 One-Stop Operator Services Model 15 23 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Data, Performance, & Outcomes 10 Fiscal Capabilities & Budget 15 TOTAL 100 All items that are mandatory (e.g., inclusion of attachments, financials, etc.) are considered pass/fail. If necessary, TPMA will conduct phone interviews to clarify any concerns or questions. 4.Notice of Award All respondents will be notified by email as to their award status. Unsuccessful respondents who wish to obtain information on the evaluation of their proposal should submit a written request to this effect to Michael Phillips, Manager of Finance, at mphillips@hws-ne.org. Unsuccessful respondents are encouraged to re-apply in subsequent funding cycles. 5.Appeals Process Any organization making application under this RFP has the right to file a grievance. A bidder may file a protest in writing, with the Heartland Workforce Solutions Executive Director, who will then have ten (10) working days in which to reach an informal resolution of the protest. The written appeal must be submitted to Michael Phillips, Manager of Finance, at mphillips@hws-ne.org. Should the protest not be resolved within ten (10) days, the bidder may submit in writing a protest to the Heartland Workforce Solutions Executive Committee. The Executive Committee will then have thirty (30) days to reach a decision. No further appeals will be allowed. This does not prohibit the bidder from seeking resolution through the Nebraska Department of Labor and/or U.S. Department of Labor (USDOL). 6.Fiscal Review TPMA, in coordination with HWS will also conduct a fiscal review of all qualified proposals. We will review proposal budgets, agency audits, and responses to questions related to fiscal operations. HWS reserves the right to review and request further information regarding the respondent’s financial situation, if not sufficiently outlined in the submitted audit(s). HWS reserves the right to assess the risk posed by any recent, current, or potential litigation, court action, investigation, audit, bankruptcy, receivership, financial insolvency, merger, acquisition, or other event that might affect an organization’s ability to operate the requested program. 7.Past Program Performance TPMA may review a respondent’s performance on any previous and/or existing grant agreement(s) as well as check references submitted from other grantors. Achievement of grant agreement outcomes, along with compliance with programmatic and fiscal guidelines and timelines may be evaluated. The review team may perform an in-depth evaluation of all responsive proposals based upon the criteria herein. Prior to its final funding decision, HWS may also: 1) meet with representatives of the responding entity to discuss the proposed program and budget; 2) identify and/or negotiate program or budget changes to the responding entity who must make as a condition of funding; and 3) identify other documentation the entity must provide as a condition of funding; 4) negotiate numbers of adult and dislocated workers to be served. 24 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP 8. Contract Provisions The following are examples of the contract provisions that will be included in the contract that will be developed because of this RFP. The exact text of the contract provisions may differ slightly from the examples shown. Contract Costs – All costs that are approved in a contract must be reasonable and necessary to carry out the planned functions. The costs must be allowable and allocable to the proper grants and costs categories. If the contractor is a public entity or non-profit entity, the contract will not include a provision for profit. Profit margins with individuals and for-profit organizations may be negotiated. Profit margins must be reasonable and cannot be based on a percentage of actual costs. The contract awarded under this RFP is subject to available funding. HWS does not guarantee any minimum or maximum amount of work and/or dollar value associated with this procurement. The specific method of payment for services to be rendered will be set forth in the negotiated contract and will be contingent upon demonstration that the negotiated performance deliverables have been successfully accomplished. Contract Renewal and Extension – The contract that results from this RFP may have a provision for extension. The terms and lengths of any extension will be established by the WDB and will be included in the contract provisions. All extensions must be documented in a modification to the contract. Each extension must be for not more than one year and a maximum of two extensions are permitted. The contract will initially be written for a period of 24 months. Prior to the end of that 24-month period, an evaluation will be made of the performance of the Contractor to determine whether a contract extension may be granted. The performance of the initial contract will be measured from July 1, 2022 through March 30, 2024 and then annually according to the Program Year basis. Based upon that evaluation, an extension may be granted contingent upon established contract performance. Early Termination – The contract that results from this RFP will have provisions for termination of the contract for failure to satisfactorily perform the tasks that are required. The contract that results from this RFP may also have provisions, which allow the contract parties to cancel the contract at any time by providing advanced notice to other contract parties. The contract will also provide for termination of the contract for lack of funds. Modifications – The contract will have a provision for modifying the contract. Modifications may be necessary to incorporate changes required by Federal or State laws and policies. Modifications may be necessary to increase funds to the Contractor if funds become available through other sources. Indemnification – The contract will include an indemnification clause which will state the Contractor shall indemnify and hold harmless the State of Nebraska, WIOA Administrative Entity/Fiscal Agency, Local Elected Officials, Heartland Workforce Solutions, Inc., its officers, agents and employees from liability of any nature and kind, including costs, expenses, and attorney fees, for or on account of any actions, claims, suits, and damages of any character whatsoever arising out of any negligent act or omission of the Contractor or any of its employees, agents, volunteers, subcontractors, or representatives. Dispute Resolution – The contract will have a provision for dispute resolution. This provision will require the Contractor to use administrative processes and negotiation in attempting to resolve disputes arising from this contract. The contract will require the contractor to continue to provide services while the dispute process is ongoing. 25 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Audit Rights – The contract will have a provision which will allow the Fiscal Agent, the State of Nebraska the U.S. Department of Labor, the United States Comptroller General, and any of their duly authorized representatives, or other with statutory audit rights to perform audits after reasonable advanced notice to the Contractor at any time during the contract period or within three (3) years from the date of the final payment of the contract. At any time during normal business hours and as often as the Fiscal Agent or any of the above parties may deem necessary, the Contractor shall make available to their duly authorized representatives for examination, all its records with respect to all matters covered by the contract. The Fiscal Agent, the State of Nebraska, the U.S. Department of Labor, the United States Comptroller General, any of their duly authorized representatives, shall have the authority to audit, examine, and make excerpts or transcripts from, any books, documents, papers, and records of the Contractor which are directly pertinent to the contract, including all contracts, invoices, materials, payrolls, personnel records, conditions of employment, and other data relating to all matters covered by the contract. Access to Records and Records Retention – The contract will have a provision relating to Records Retention. That provision will require the Contractor to maintain all records pertinent to the contract, including financial, statistical, property, participant records, and supporting documentation. These records shall be preserved and made available to the Fiscal Agent and its agents for a period of three (3) years after the date of the final closeout of the contract. However, in the event of an audit, records shall be kept by the Contractor until the audit is completely resolved, even if it requires a retention period longer than 3 years. If the Contractor is unable to retain the necessary records for the required period, the Contractor will transfer such records to the Fiscal Agent. Such records shall be transmitted to the Fiscal Agent for acceptance in an orderly fashion with documents properly labeled and filed, and in an acceptable condition for storage. Performance – The Contractor will be measured for performance of the contract. An evaluation will be conducted by the WDB to determine whether the contract measures have been met. The contract will be evaluated not less than on a semi-annual basis prior to the end of the contract period. This evaluation will determine whether the contract may be extended. Contract performance will be negotiated prior to the beginning of the contract and may include measures relating to the following areas: • Compliance with Board guidance and policies • Convene partners and make progress toward integration of services • Increase workforce recruiting/presentations and increasing number of employers engaged with the workforce development system • Improvement in customer service for both businesses and job seekers. Copyrights and Rights to Data – The contract will have a provision relating to Copyrights and Data. That provision requires Contractor to agree that the Fiscal Agent, State of Nebraska, and the U.S. Department of Labor shall have unlimited rights to any data first produced or delivered under the contract. De-obligations – The contract that results from this RFP will contain clauses regarding availability of funds. Those clauses will allow HWS to decrease or eliminate funding to the contractor if funding made available to HWS is not sufficient to allow for full payment of the contract. At the time the contract is written, the actual funding amounts provided to the workforce area may not be available. The contract 26 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP may be modified prior to or subsequent to the July 1st start date of each contracted period to reflect changes that are necessary due to actual funding amounts received. Insurance – There is not requirement that proof of insurance be submitted with the proposal, but evidence of insurance must be provided prior to beginning the performance of work under the contract. The Fiscal Agent requirements may include proof of the following as applicable: general liability coverage, insurance for motor vehicles used by employees of the contractor, workers’ compensation, and blanket bond coverage. The WDB will not be responsible for providing any type of insurance for the Contractor. EEO Requirements – The Contractor will be required to comply with certain EEO requirements. No person in the United States shall be, on the grounds of race, color, religion, sex, sexual orientation, national origin, age, handicap, political affiliation, belief, or marital status be excluded from participation in, be denied benefits of, be subject to discrimination under, or be denied employment in the administration or in the connection with any program or activity funded in whole or part with funds made available under the agreement. Duplicate Funding – The contract will have a provision requiring the Contractor to agree that any Contractor’s cost, which is already allocated to other sources, may not be included in the cost of the contract. The Contractor must inform the WDB if the Contractor applies for or receives funds, which affect the cost or performance of work under this contract, and how the Contractor plans to allocate duplicated funds. The WDB must have the right to renegotiate the contract relative to the changed costs. Compliance with Law – In rendering the performance hereunder, the Contractor shall comply with the requirements of the Workforce Innovation and Opportunity Act (WIOA), Public Law 113-128, with the regulations promulgated thereunder, and with the following: • Applicable Federal Laws and appropriate OMB Circulars • Laws of the State of Nebraska • WIOA policies as adopted by the HWS • Local Laws • WDB policies and procedures • U.S. Department of Labor statement 29 CFR 37.20 regarding the non-discrimination and Equal Opportunity provisions of the WIA 1998 as reauthorized in the event of a conflict between such laws and regulations and the terms of this agreement, precedence shall be given to the laws and regulations. Reporting – A monthly One-Stop Operator Narrative Report must accompany any requests for funds to demonstrate justification for payment of request. The items to be reported monthly may include: • Accomplishments toward current objectives • Challenges encountered or anticipated • Objectives for the next month The contract that results from this RFP may have additional requirements that the contractor make regular presentations to the WDB, Local Elected Officials, or similar groups. These reports may include 27 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP information on customers, identified customer needs, services being provided for customers, employer needs, reports on progress that have been made on meeting the real-time performance metrics, and similar types of information. The Contractor will also be required to provide the WDB any narrative, statistical, and financial reports related to the elements of the contract in a format and timeframe determined by the WDB. Corrective Action – This provision will describe notices to the Contractor, corrective action steps, corrective action plans, timeframes, and similar provisions. Patent Rights – This provision will state that if products are produced under this contract to which a patent is granted, the patent rights shall belong to the WIOA Fiscal Agent, the State of Nebraska, and to the U.S. Department of Labor. This provision shall not apply to products produced by the Contractor other than to this contract and which are used in the performance of the work required by this contract. Disallowed Costs – The contract will have provisions that require the contractor to repay any expenditure that is found to be unallowable. The contract will have provisions requiring the contractor to remedy any deficiencies found in audits or monitoring reports prior to incurring additional expenditures or receiving additional funds. Other Contract Provisions – The contract may have provisions, which are not described in this RFP. Those provisions may be necessary due to applicable laws or regulations, provisions added or changed to reflect negotiations made subsequent to the issuance of this RFP, requirements not known at the time of the issuance of this RFP, or for other reasons. 9. Accessibility and Equal Opportunity TPMA and HWS are committed to equal access for all customers to all services. All contractors must ensure equal opportunity to all individuals. No individual in the Greater Omaha Local Workforce Development Area shall be excluded from participation in, denied the benefits of, or subjected to discrimination under any Workforce Innovation and Opportunity Act funded program or activity because of race, color, religion, sex, national origin, age, disability, English proficiency, sexual orientation, political affiliation, or belief. All entities are expected to demonstrate full compliance with the Americans with Disabilities Act Amendments Act of 2008 (ADAAA) and all other equal opportunity laws. This includes ensuring contract staff receive accessibility training and may involve developing accessibility plans. All respondents must ensure all written materials and communications include the statement: “Reasonable accommodations and auxiliary equipment and services are available upon request.” 10. Contract Award The contract will be awarded based on the most responsive bidder whose offer is most advantageous to the HWS in terms of cost, functionality, past performance, and other factors specified in this RFP. The award may be negotiated at the discretion of the HWS or made based on the initial bid/offer received, without discussions or requests for best and final offers. 28 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Appendix Local Program Elements & Requirements Principles for the Greater Omaha Local Workforce Delivery System Coordinated: Strategies employed in delivering One-Stop Operator services are coordinated - with partners working collaboratively, sharing information, and aligning policies across programs to ensure efficiency and enhanced access. • Common intake procedures • Aligning terminology • Integrating technology • Targeted outreach • Enhancing access to available services • Improving data sharing and analysis • Sharing knowledge to facilitate referrals • Increasing co-enrollment of partner-program participants Proactive Strategies employed in delivering One-Stop Operator services are proactive - anticipating future problems, needs, and changes. • Coordinating policy development • Public sector partnerships Developing and implementing sector strategies • Promoting and targeting high wage, high skill, and high demand jobs • Developing career pathways • Aligning education, credentialing, and placement • Expanding work-based learning opportunities • Planning for the impacts of disruptive technology and innovation • Increasing school careers and workforce professionals' knowledge and exposure to the job opportunities in Nebraska Responsive & Adaptable Strategies employed in delivering One-Stop Operator services are responsive and adaptable - continuously improving to meet the changing needs of the local economy and workforce. • Coordinating funding streams • Assessing systems collaboratively to ensure continuous improvement • Coordinating with local and regional areas • Targeted distribution of available funding streams • Targeted acquisition of new funding streams and other resources • Working closely with each WIOA-designated region • Promoting career readiness • Continuous improvement of workforce development strategies • Continued development and dissemination of online resources 29 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Committed to Goals Identified in Greater Omaha Local Workforce Development Plan Strategies employed in delivering One-Stop Operator services will contribute to the same goals as those identified in the Greater Omaha Local Workforce Development Plan. 1. Greater Omaha will enhance coordination between workforce system partners and other key stakeholder at all stages of the workforce development spectrum to ensure jobseekers and businesses are provided highly coordinated and seamless services, reducing duplication of effort, better understanding the needs of employers and workers, and maximizing the resources available to the state's workforce partners. 2. Greater Omaha will increase workforce participation by expanding access, support and service to assessment, education, training, employment services and other forms of assistance that prepare Veterans, low-income individuals, English Language Learners, single parents, farmworkers, in-school and out-of-school youth, the unemployed and other disadvantaged populations for rewarding careers within the regional area. 3. Greater Omaha will enhance employer engagement between secondary and postsecondary education institutions and training programs to better meet employers' workforce needs through industry-driven strategies. These strategies will incorporate the proactive use of available workforce and industry data to help determine future industry needs, potential workforce disruptions, and to ensure the availability of a skilled workforce to drive growth within the state's high-wage, high-skill and high-demand industries and occupations. 4. Greater Omaha will promote self-sufficiency among disadvantaged populations by eliminating barriers to employment and providing coordinated services that lead to family sustaining employment One-Stop System Partners As the One-Stop Operator (OSO), the successful proposer will be responsible for the coordination of the activities and partners of the American Job Center / One-Stop System. The following are the partners involved in the administration of WIOA and the Local Workforce Development Board American Job Center: 1. Chief Elected Official (CEO) who oversees the local workforce development system and represents the local governing authority. 2. Heartland Workforce Solutions, the local Workforce Development Board (WDB) designated to work in partnership with the CEO and to establish policies for oversight of the workforce development system. 3. OSO is responsible for the coordination of the activities and partners at the American Job Center (AJC). Through the American Job Center, the OSO will act as a “functional leader”. As such they will have the responsibility to organize and coordinate partner staff, as well as to optimize and streamline service delivery efforts. The tables below describe the Required and Optional Partners of the American Job Center. 30 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP One-Stop Partners and Authorizing Legislation Local Area Program Associated Partner(s) Adult Education and Family Literacy Act Nebraska Department of Education Metropolitan Community College (MCC) Postsecondary & Technical Education Metropolitan Community College (MCC) Housing and Urban Development (HUD) Employment and Training Programs Omaha Housing Authority Community Services Block Grant Eastern Nebraska Community Action Partnership (ENCAP) Jobs for Veterans State Grants Nebraska Department of Labor Migrant and Seasonal Farmworker Programs Proteus, Inc. Native American Programs Ponca Tribe Programs authorized under Nebraska’s Unemployment Compensation Law Nebraska Department of Labor Senior Community Service Employment Program National Able Trade Adjustment Assistance Nebraska Department of Labor Wagner-Peyser Act Employment Service Nebraska Department of Labor Temporary Assistance for Needy Families (TANF) Nebraska Department of Health and Human Services Equus Workforce Solutions YouthBuild Goodwill Industries Job Corps Job Corps Small Business Administration Greater Omaha Chamber of Commerce Supplemental Nutrition Assistance Program Nebraska Department of Health and Human Services Providing Realistic On-ramps to Technology Occupations (PROTO) Metropolitan Community College (MCC) Career Readiness to Eliminate Disparities (CRED) Heartland Workforce Solutions, Inc. Vocational Rehabilitation Programs Nebraska Department of Education - Nebraska VR Nebraska Commission for Blind and Visually Impaired 31 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment A: Cover Sheet Please complete this mandatory cover sheet accordingly. Organization Name Address Phone Number Number of Years in Business FEIN # DUNS # Acknowledgement that Proposing Entity is up to date on taxes and not currently debarred or suspended. YES NO Acknowledgment that the HWS reserves the right to review and request further information regarding the respondent’s financial situation, if not sufficiently outlined in the submitted audit(s). YES NO Type of Organization (check all that apply) Higher Education Private Community-Based Org. Business Organization Government Agency Other (explain) Labor Organization Non-Profit Employment Service State Agency (Wagner-Peyser) Contact Person Contact Person’s Email Address Signatory Authority Signature Proposed Budget Amount for One-Stop Operator: _______________________________ One-Stop Operator Budget 32 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment B: Conflict of Interest Form By submitting a proposal, the authorized signatory authority of the bidding entity certifies to his/her knowledge and belief that there is no conflict of interest (real or apparent) inherent in the bid or in delivering the scope of work if the HWS awards a contract. A conflict of interest would arise if any individual involved in the preparation of this proposal and delivery of services has a financial or other interest or would be likely to gain financially or personally from the award of a contract. The same would hold true for any member of the individual’s family, partner, or an organization employing or about to employ any of the above as a direct result of the successful award of a contract under the RFP. HWS reserves the right to disqualify a bidding entity should a conflict of interest be discovered during the solicitation process. _____________________________________________________________________________________ Signatory Authority Name Title Signature Date Note: This form is a mandatory required document to be considered for either component. Bidders should only complete this form once per entry. 33 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment C: Budget Please complete the mandatory budget form and narrative explanation below for One-Stop Operator. Line Item Budget Amount (1-Year Contract Period) Personnel (Wages/Staff) $ Fringe Benefits $ Travel $ Equipment $ Supplies $ Communications (including Copying/Printing) $ Other $ Subtotal Program $ Administrative Indirect $ TOTAL BUDGET REQUEST $ Budget Narrative: Please provide a detailed explanation for each allowable budget line item to justify the cost. Examples of explanations include job titles, wage rate, hours worked/charged, types of benefits and rates, estimated mileage/visits to locations, office and other supplies, and agency program operation or program costs. No travel expenses may be claimed for commute to/from “official station.” Travel expenses may be claimed from the official station. Nebraska State Mileage Rate is $0.56 Attach the Budget Narrative indicating all operating expenses in the listed categories. Each budget category requires an additional line-item detail that addresses the method of calculation and justification for the expense. Therefore, the Respondent shall develop and include a line-item budget to meet the intent and requirements of the program, to ensure the successful implementation of the program, and to show that the program is cost-effective. The Respondent should prepare a realistic and prudent budget avoiding unnecessary or unusual expenditures that would detract from the accomplishment of the objectives and activities of the program. All funding of this RFP is contingent upon HWS and/or partner agreements having fund availability and may change based on increase/decrease in allocations, de-obligation of funds, new initiatives, and decisions of the HWS. Due to the nature of the HWS’s funding sources, potential changes in legislation and policies, and performance achieved, respondents are advised that any contract awarded under this RFP may be modified to incorporate such changes, adjustments in the delivery system, or any activities proposed. 34 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment D: References – Bidders are required to provide three letters of references who can verify their experience, along with a contact phone number or email. References should be for experience in the past 5 years. Reference #1 _____________________________________________________________________ Email: ___________________________________________________________________________ Reference #2 _____________________________________________________________________ Email: ___________________________________________________________________________ Reference #3 ______________________________________________________________________ Email: ____________________________________________________________________________ List the agency contact information for all current contracts or contracts for the past 3 years. Do not duplicate those listed as references. 35 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment E: Assurances & Certification The undersigned party acknowledges and assures that (Provider Name) _________________________ and all its employees responsible for providing the services for which it has applied will abide and comply fully with all state, federal, and local, laws, ordinances, rules, regulations and/or executive orders, including but not limited to provisions of the laws listed below: • Section 188 of the WIOA, which prohibits discrimination against all individuals in the United States on the basis of race, color, religion, sex, national origin, 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 bases of race, color and national origin in programs or activities that receive federal financial assistance; • Title VII of the Civil Rights Act of 1964, as amended, which prohibits employment discrimination on the bases 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 Americans with Disabilities Act, as amended, which prohibits discrimination on the basis of disability; • The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and • Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs. • Debarment and Suspension (Executive Orders 12549 and 12689) – A contract award (see 2 CFR § 180.220) must not be made to parties listed on the government-wide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549.52.20 • 29 CFR Part 38 and all other regulations implementing the laws listed above. This assurance applies to the operation of the WIOA Title I-financially assisted program or activity, and to all agreements the contractor makes to carry out the WIOA Title I- financially assisted program or activity. The undersigned understands that the United States has the right to seek judicial enforcement of this assurance. ___________________________________________________________________ Name of Applicant Organization ___________________________________________________________________ Signature of Certifying Official Date ___________________________________________________________________ Name and Title of Authorized Representative 36 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment F: Certification Regarding Debarment/Suspension The undersigned certifies, to the best of his or her knowledge and believe that: • No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. • If any funds other than Federal appropriated funds have been paid or will be paid to any person influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employer of a Member of Congress in connection with this Federal contract, grant loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. • The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants and contracts under grants, loan, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. ___________________________________________________________________ Name of Applicant Organization ___________________________________________________________________ Signature of Certifying Official Date ___________________________________________________________________ Name and Title of Authorized Representative 37 | Page Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment G: Certification Regarding Lobbying The undersigned certifies, to the best of his or her knowledge and believe that: • No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. • If any funds other than Federal appropriated funds have been paid or will be paid to any person influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employer of a Member of Congress in connection with this Federal contract, grant loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. • The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants and contracts under grants, loan, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. ___________________________________________________________________ Name of Applicant Organization ___________________________________________________________________ Signature of Certifying Official Date ___________________________________________________________________ Name and Title of Authorized Representative Thomas P. Miller and Associates Serving as Independent Procurement Entity For: Serving the Nebraska counties of: Douglas, Washington and Sarpy REQUEST FOR PROPOSAL FOR WORKFORCE INNOVATION & OPPORTUNITY ACT: American Job Center – Title I Adult and Dislocated Worker Service Provider Release Date: January 10, 2022 at 8am CST Proposals Due: February 18, 2022 at 12pm CST Funding Period: July 1, 2022 – June 30, 2024* *HWS will have the option to renew the contract for up to two (2) additional one-year periods contingent upon successful performance 2 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Contents Section I: Program Description & Background ...................................................................................... 3 1.The Workforce Innovation and Opportunity Act .............................................................................. 3 2.Heartland Workforce Solutions ........................................................................................................ 4 3.Thomas P. Miller & Associates, LLC .................................................................................................. 4 4.Purpose and Components of RFP for Title I Adult and Dislocated Worker Services ........................ 4 5.Eligible Respondents ........................................................................................................................ 5 6.Contract Type ................................................................................................................................... 6 7.Project Timeline & Funding .............................................................................................................. 7 8.American Job Center in Greater Omaha Local Workforce Development Area…..………………………….8 9.Participant Data & Performance Outcomes ..................................................................................... 8 AJC Traffic Count: FY 2019-2020 .......................................................................................................... 8 Section 2: Scope of Work ..................................................................................................................... 9 Section 3: Submission & Evaluation .................................................................................................... 15 1.Bidders Questions .......................................................................................................................... 15 2.Proposal Instructions ...................................................................................................................... 15 3.Evaluation and Award .................................................................................................................... 16 4.Notice of Award .............................................................................................................................. 16 5.Appeals Process .............................................................................................................................. 16 6.Fiscal Review .................................................................................................................................. 16 7.Past Program Performance ............................................................................................................ 17 8.Contract Provisions ........................................................................................................................ 17 9.Accessibility and Equal Opportunity ............................................................................................... 20 10.Contract Award .............................................................................................................................. 21 Appendix ............................................................................................................................................ 22 Attachment A: Cover Sheet .................................................................................................................... 22 Attachment B: Conflict of Interest Form ................................................................................................ 23 Attachment C: Budget ............................................................................................................................ 24 Attachment D: References ..................................................................................................................... 25 Attachment E: Assurances & Certification ............................................................................................. 26 Attachment F: Certification Regarding Debarment/Suspension ............................................................ 27 Attachment G: Certification Regarding Lobbying ................................................................................... 28 3 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Section I: Program Description & Background 1. The Workforce Innovation and Opportunity Act The Workforce Innovation and Opportunity Act (WIOA) is a federally funded program through the U.S. Department of Labor and the State of Nebraska Department of Labor. WIOA is a primary source of federal funds for workforce development activities throughout the nation, including Adult and Dislocated Worker services. WIOA was signed into law by President Barack Obama on July 22, 2014 and went into effect on July 1, 2015. It supersedes the Workforce Investment Act of 1998 (WIA) and amends the Adult Education and Family Literacy Act, the Wagner-Peyser Act, and the Rehabilitation Act of 1973. The federal regulations drafted by the U.S. Department of Labor have can be found in §678.300 - §678.900; §463.300 - §463.900; and §361.300 - §361.900. In passing WIOA, the first legislative reform of the public workforce system in more than 15 years, this bi- partisan piece of legislation reaffirms the roles of the Workforce Development Boards and the One-Stop career center system. The purpose of the WIOA Programs is to strengthen and improve our nation's public workforce system and help get Americans, including those with significant barriers to employment, into high-quality jobs and careers and help employers hire and retain skilled workers. The Local Workforce Development Board, Heartland Solutions, Inc. (hereinafter referred to as HWS), contributes to the successful application of these activities to improve the quality of Nebraska’s workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the State and Nation. Therefore, each Proposer must be familiar with state and federal requirements of this program and the Greater Omaha Local Workforce Development Plan1 (hereinafter referred to as “the Local Plan”). In general, the key principles of WIOA Title I are: • Universal access through the one stop system; • Alignment of services through partnerships; • Integrated service delivery; • Continuous process improvements; • Oversight by the local board HWS has established an Adult Eligibility Policy2 and a Dislocated Worker Eligibility Policy3 which can be found in the Local Plan. The policies contain the services that WIOA Title I requires that local areas provide at a minimum. As noted in the Nebraska Department of Labor policy on Adult and Dislocated Worker Programs, “WIOA authorizes career services for adults and dislocated workers. There are three types of career services: basic career services, individualized career services, and follow-up services. Career services may be provided directly by the One-Stop Operator or through contracts with service providers that are approved by the local board. Basic and individualized career services may be delivered by local adult and dislocated worker programs, as well as the WIOA Title III Wagner-Peyser Employment Service.” 1 https://hws-ne.org/wp-content/uploads/2021/04/GREATER-OMAHA_LOCAL_PLAN_Updated-4.1.2021-Final.pdf 2 Policy 4 – Adult Eligibility. Greater Omaha Workforce Development Area Workforce Innovation and Opportunity Act Regional and Local Plan, pp. 684-693 3 Policy 11 – Dislocated Worker Eligibility. Greater Omaha Workforce Development Area Workforce Innovation and Opportunity Act Regional and Local Plan, pp. 717-731 4 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP 2. Heartland Workforce Solutions One of three Local Workforce Development Areas in the State of Nebraska, the Greater Omaha Local Workforce Development Area covers Washington, Douglas, and Sarpy counties. The Mayor of Omaha serves as the Chief Elected Official and has appointed HWS as the Local Workforce Development Board (LWDB) for the area, as the HWS three-county focus is part of the Omaha Metropolitan Statistical Area. Incorporated as a 501(c)(3), HWS’s mission is to promote and develop a workforce system that is responsive to the needs of business and career seekers resulting in economic prosperity. HWS provides administrative services, monitoring, program oversight, fiscal agent functions, and manages contracting of WIOA service provision. 3. Thomas P. Miller & Associates, LLC Thomas P. Miller & Associates, LLC (TPMA) has been contracted by HWS to lead the procurement process for selecting an Adult and Dislocated Services Provider. TPMA is a full-service consulting firm based in Indianapolis, Indiana with over 30 years of experience in workforce development activities. Through analysis, alignment, and action, TPMA applies our mission statement of empowering organizations and communities through strategic partnerships and informed solutions that create positive, sustainable change to every project assigned. For more information of TPMA’s experience and expertise, please visit us at http://www.tpma-inc.com. As the contracted entity to lead this procurement process, TPMA serves as a “separate and independent outside entity to conduct the competition” for the Adult and Dislocated Worker Services Provider. TPMA will review all submitted proposals and evaluate them on a scale coordinated and agreed upon by HWS, with guidance from the Nebraska Department of Labor. Based on its evaluation, TPMA will submit its selection, along with a description of the selection process and scoring justification, to HWS for approval. HWS will convene a sub-committee of the full board to review and approve a final service provider and begin contract negotiations. 4. Purpose and Components of RFP for Title I Adult and Dislocated Worker Services HWS is issuing this Request for Proposal (RFP) for the purpose of selecting a qualified contractor to provide Adult and Dislocated Worker Services under the Workforce Innovation and Opportunity Act Title I (WIOA) in the Greater Omaha Local Workforce Development Area. A copy of the WIOA and regulations may be accessed via the U.S. Department of Labor website (https://www.doleta.gov/WIOA/). HWS, in coordination with the Chief Elected Official, is seeking to establish and build a partnership with an organization which can demonstrate that it can provide a positive and measurable impact on adults and dislocated workers and build a network of employment and training service providers in the Greater Omaha Local Workforce Development Area (Local Area) that will assist eligible adults and dislocated workers in securing in-demand occupations (high-demand, high-wage and high-skill occupations as defined per the H3 Workforce Training List4, either at the State or Regional level). Bidders are encouraged to propose WIOA-eligible workforce development activities that will increase employment retention and earnings of participants and increase occupational skill level attainment by participants. As a result, 4 Currently defined as an occupation that is supported on the State’s H3 list (h3.ne.gov/H3), is an apprenticeship, or meets the definition as a “green” occupation as noted on the State’s NElearn/H3 (h3.ne.gov/H3) posting. 5 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP successful application of these activities will improve the quality of Nebraska’s workforce, reduce welfare dependency, and enhance the productivity and competitiveness of the State and Nation. The Title I Adult and Dislocated Worker Career Service Provider will: • Provide basic, individualized and follow-up career services to AJC customers and arrange for the provision of training and necessary supportive services for eligible WIOA Adults and Dislocated Workers and other partner programs identified by HWS, such as the Re- Employment Services and Eligibility Assessments (RESEA) program. • Provide Business Services to assist the employer community with its workforce needs; and • Provide payment for training/support services directly to and/or on behalf of participants and employers including, but not limited to, Transitional Work Experience, On-the-Job Training, Incumbent Worker Training, Individual Training Accounts, Supportive Services, transportation assistance and specialized training grants for target populations identified by HWS The proposal which, in the opinion of the awarding body, best provides for establishing a workforce system of services for adults and dislocated workers in the Greater Omaha Workforce Development area will be invited to enter contract negotiations. Resulting contracts will be negotiated with respect to cost, scope, and content in a manner that achieves the establishment of this System in the best interest of the Local Area. Subcontracting is allowable. The expected contract term under this solicitation will be from July 1, 2022 to June 30, 2024, provided measurable outcomes are successfully achieved and that sufficient funds for the contract term remain available. HWS will have the option to renew the contract for up to two (2) additional one-year periods contingent upon successful performance and with HWS approval as follows: • Optional Renewal One: July 1, 2024 to June 30, 2025 • Optional Renewal Two: July 1, 2025 to June 30, 2026 Note: The option to renew is not guaranteed and the initial award of the contract does not imply an exercise of the option to renew. More information about HWS, Nebraska Department of Labor, and U.S. Department of Labor can be located on their respective websites: • Heartland Workforce Solutions, Inc.: https://hws-ne.org/ • Nebraska Department of Labor: https://www.dol.nebraska.gov/home/ • U.S. Department of Labor (WIOA): https://www.doleta.gov/wioa/ 5. Eligible Respondents An eligible bidder under this RFP may be any public or private entity; including but not limited to: a post- secondary educational institution, a community based organization, a non-profit agency, unit of government, faith-based organization or a private for-profit business. Successful bidders must demonstrate current or future service delivery capabilities to provide effective services to adults and dislocated workers that reside in Douglas, Washington and Sarpy counties. In addition, as the WIOA Adult and Dislocated Workers Program is a mandated partner in the One-Stop 6 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP system, the successful bidder will deliver WIOA Adult and Dislocated Worker services through a certified One-Stop Center. Any proposer with whom the Local Workforce Development Board (WDB) executes a contract for the provision of the services described in this Request for Proposals shall be a sub-recipient pursuant to applicable federal laws and regulations and shall be required to comply with 2 CFR Part 200, as well as the Workforce Innovation and Opportunity Act and all other applicable federal and state laws and regulations. Additional Requirements: The State and local boards shall ensure that in carrying out activities under this title, Adult and Dislocated Service Providers: 1.Disclose any potential conflicts of interest arising from the relationships of the operators with training service providers or other service providers. An entity serving as the Adult and Dislocated Worker Services Provider may also serve a different role within the One-Stop system and perform some or all of these functions when acting in its other role if it has established sufficient firewalls and conflict of interest policies and procedures. a.Pursuant to 20 CFR 679.430, any entity selected or otherwise designated to perform more than one of the functions within the local One-Stop system must develop a written agreement with the local workforce development board and the CLEO to clarify how the entity will carry out its responsibilities while demonstrating compliance with WIOA and corresponding regulations, relevant Office of Management and Budget circulars, the State's conflict of interest policy, and the HWS conflict of interest policy. 2.Do not establish practices that create disincentives to providing services to individuals with barriers to employment who may require longer-term services, such as intensive employment, training, and education services; and 3.Comply with Federal regulation, and procurement policies, relating to the calculation and use of profits. 4.Respondents must comply with Section 504 of the Rehabilitation Act of 1973, the Federal Drug- Free Workplace Act of 1988, and the Americans with Disabilities Act to be eligible. HWS will afford full opportunity for minority and women-owned business enterprises to submit a show of interest in response to the invitation and will not discriminate against any firm or individual on the grounds or race, creed, color, sex, age, handicap status or national origin in the contract award. 6.Contract Type HWS will structure this contract under a cost-reimbursement basis, including performance-based provisions that will be considered based upon actual costs and performance delivery outcomes. A Cost Reimbursement Contract is one that establishes an estimated total of costs for the purpose of obligating funds and a ceiling that the contractor may not exceed (except at a contractor’s risk) unless the awarding party agrees to amend the contract and provide additional funds. HWS is responsible for ensuring that contracted costs are both necessary and reasonable. Provisions are made for limited movement of funding among line items. The contractor is required to maintain records sufficient to account for all expenditures. Costs and performance will be reported monthly. No part of the work covered by this request is to be subcontracted. The expected performance delivery outcomes will be linked to activities detailed in the Scope of Work and as determined and negotiated between the HWS and the contractor. According to the Nebraska Department of Labor, local boards may reserve and use 7 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP not more than 10 percent of the total youth program funds allocated to the local area for pay-for- performance contract strategies5. A line-item budget shall be based on all legitimate costs to be incurred by the selected WIOA Adult and Dislocated Worker service provider in carrying out the services. The provider will be reimbursed for allowable actual service delivery costs on a monthly basis after submittal and approval of payment vouchers to the fiscal agent as instructed in the contract. Incentive bonuses will be considered, reviewed, and paid on a quarterly basis based on what percent of negotiated key performance indicators (KPIs) are met. The sub-recipient will work closely with the fiscal agent and the HWS on the payment process and schedule. Due to the nature of the HWS’s funding sources, potential changes in legislation and policies, and performance achieved, respondents are advised that any contract awarded under this RFP may be modified to incorporate such changes, adjustments in the delivery system, or any activities proposed. 7. Project Timeline & Funding The table below provides a timeline of activities for this procurement. In the event dates are changed, TPMA will provide notice through the procurement portal: https://www.tpma-inc.com/procurement-heartland-workforce-solutions/ Activity Date RFP Release January 10, 2022 Deadline for Bidder Questions January 21, 2022 Response to Bidder Questions Posted January 26, 2022 Proposal Deadline (email only) February 18, 2022 at 12:00 pm CST Public Opening (in person or virtual) February 18, 2022 at 12:30 pm CST Interviews (if necessary) Week of February 28th to March 4th, 2022 TPMA Recommendation to HWS team March 25, 2022 Notice of Intent to Award to Proposers May 2, 2022 Contractual Start Date July 1, 2022 The Public Opening of the RFP bids will be conducted on February 18, 2022 at 12:30pm CST virtually and in-person at the HWS Community Conference Room located at 5752 Ames Avenue, Omaha, NE 68104. Virtual attendees can use the following Zoom link and information: https://us02web.zoom.us/j/88927859865?pwd=UU5yM01kMlllTlpqdDZPeG9CRVNxdz09 Meeting ID: 889 2785 9865 Passcode: 187284 The anticipated funding amount for the twelve (12)-month budget for the Adult & Dislocated Worker Services contract is $1,390,000 for the Adult program and $550,000 for Dislocated Worker program. The annual contract may be renewable up to two (2) times, each for an additional one-year period. 5 Youth Program, Change 1: https://dol.nebraska.gov/webdocs/getfile/fcdffa41-59b3-4734-9e21-611a11726876 8 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP 8. American Job Center in Greater Omaha Local Workforce Development Area HWS administers one Comprehensive American Job Center, with existing WIOA One-Stop Partners and service providers in place. Location information can be found below: • Location: 5752 Ames Avenue, Omaha, NE 68104 • Phone: 402-444-4700 • Email: admin@hws-ne.org HWS administers one outreach site. Location information can be found below: • Location: Metropolitan Community College – South Express • Address: 3002 S 24th St, Omaha, NE 68108 The chart below includes service levels from July 1, 2019 – June 30, 2020 and July 1, 2020 – June 30, 2021. Respondents should propose staffing levels based on historical service levels. Program Year 2019 07/01/2019 – 06/30/2020 Adult Dislocated Worker Total Served Total Served in Washington, Douglas, and Sarpy Counties 330 42 372 Program Year 2020 07/01/2020 – 06/30/2021 Adult Dislocated Worker Total Served Total Served in Washington, Douglas, and Sarpy Counties 398 41 439 9. Participant Data & Performance Outcomes AJC Traffic Count: FY 2019-2020 ’19 – ‘20 Monthly Total ’20 – ‘21 Monthly Total 19-Jul 2,858 20-Jul 3,534 19-Aug 2,803 20-Aug 2,861 19-Sep 1,791 20-Sep 2,887 19-Oct 2,748 20-Oct 2,427 19-Nov 2,133 20-Nov 2,153 19-Dec 2,878 20-Dec 1,907 20-Jan 3,118 21-Jan 1,877 20-Feb 2,780 21-Feb 2,068 20-Mar 2,585 21-Mar 2,589 20-Apr 1,593 21-Apr 2,274 20-May 2,345 21-May 2,029 20-Jun 3,385 21-Jun 2,169 Total 31,017 Total 28,775 9 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP HWS is required to establish local performance measures to evaluate program effectiveness and achieve continuous improvement in the delivery of Workforce Innovation and Opportunity Act programs. HWS has established certain goals for the workforce programs in its service area. The Title I Adult and Dislocated Worker Services Provider will be a major contributor in the achievement of long-term goals for the system. Below is a chart showing PY2020 Performance Goals for Title I Adult, Dislocated Worker, and Youth services negotiated with the Nebraska Department of Labor. Performance Measure Adult Dislocated Worker Youth Entered Employment Rate 2nd Qtr. After Exit 78% 86.4% 78% Entered Employment Rate 4th Qtr. After Exit 78.5% 85.9% 77% Median Earnings 2nd Qtr. After Exit $6,300 $8,250 $3,545 Credential Attainment Rate 61% 60% 54.8% Measurable Skills Gains 41% 45% 41.8% Section 2: Scope of Work Proposals should be developed and organized as outlined below. Interested bidders should respond to each section’s requirement in its entirety. For example: Experience, Qualifications, & Capacity 1) Describe your organization’s mission, goals, activities, accomplishments, and expertise. Identify the number of years that your organization has been in business under the present name, as well as related prior business names. a. [Insert organization’s response] 2) Explain how your organization’s vision, mission, and objectives align with this funding opportunity. a. [Insert organization’s response] Experience, Qualifications, & Capacity (10 points) 1. Describe your organization’s mission, goals, activities, accomplishments, and expertise. Identify the number of years that your organization has been in business under the present name, as well as related prior business names. 2. Explain how your organization’s vision, mission, and objectives align with this funding opportunity. 3. How does the proposed program of work align with the economic and workforce needs of the Greater Omaha Local Workforce Development Area? 4. If subcontractors are included in the proposal, explain your rationale for their inclusion and describe the roles and responsibilities of each subcontractor. Attach a detailed MOU with each subcontractor included in the proposal. 5. Describe the organization’s experience and success in delivering services in similar programs and/or to similar populations, including previous experience with WIOA Title I services or similar programs. 10 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP a. Explain your understanding of the social and economic challenges facing the Greater Omaha Local Workforce Development Area and describe how your organization will provide tailored services to address these specific challenges. b. Provide detailed information regarding your organization’s experience contracting with federally funded agencies for the same or similar services. c. Include current and past contracts that were in effect within the last five (5) years. Specify whether such contracts are currently in effect, were successfully completed, or were terminated prior to completion. 6. Explain how your organization’s experience providing programming that is grounded and responsive in the communities you serve, with a focus on providing culturally competent services. 7. Describe your organization’s experience within the past three (3) years for the following: a. Project management b. Relationship management c. Continuous quality improvement 8. Attach three (3) letters of reference that attest to your organization’s experience Staffing Plan (20 points) 1. Describe the organization’s staffing plan and include an organizational chart. a. For positions already filled, attach a current resume of the staff person serving in such capacity. Attach a job description for each proposed staff position that has not yet been hired. b. Specify the annual percent FTE budgeted for each staff (specify title). Proposed salaries for frontline staff should be competitive to ensure quality hires and retention. c. Provide a detailed explanation of the role each staff will play in executing the proposed program design. 2. Describe the management and reporting structure that will govern the work of the proposed staff. 3. Describe how WIOA services will be staffed and Adult & Dislocated Worker customers will flow through various services, assistance with employment, and follow-up. 4. Provide an overview of how you will recruit qualified staff to perform the duties necessary to program success. Note: The successful proposer for WIOA One-Stop Operator must agree to interview all incumbent program operations staff (currently National Able Network) who apply for employment with the new provider. Incumbent staff will be granted consideration for experience in lieu of education requirements for any position for which they are otherwise qualified. In the event of a transition and a reduction of staff, the Board shall carefully oversee the process to ensure that there is no loss of service or reduction of quality. 5. Provide a plan of implementation, including onboarding of staff, coordination with current provider, adapting local policies, and building a relationship with HWS (administrative entity and fiscal agent). 6. What are specific strategies you have used in the past to increase staff retention? Describe how you will address and take steps to lower staff turnover if selected. 7. Describe how your organization will evaluate individual staff performance on executing the proposed program design for Title I Adult and Dislocated Worker services. 11 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP a. Describe your practices for staff performance review and improvement, including any specific evaluation criteria or tools that may be used. 8. HWS is seeking providers with highly professional staff. Describe your organization’s professional development policies and practices and your plan for ensuring managers and supervisors stay committed to staff development. a. How will your organization develop proposed staff to ensure that they maintain current knowledge and skills required for the scope of work, including policy or process changes at the federal, state, and local level? b. What development activities and resources does your organization provide internally to staff, including training and support for pursuit of relevant professional certifications? c. What external development activities and resources do you make available to staff? Partnerships and Community Engagement (15 points) 1. Describe existing relationships that the organization may have with area employers, community- based organizations, and agencies and how those relationships will benefit individuals in the program. a. Describe how you will increase community outreach to ensure that businesses, job seekers, and the public are aware of workforce services available. 2. Describe how you will build relationships with employers and employer organizations for job placement of customers, including referrals of candidates and post-placement follow-up. 3. Describe how you will work with community organizations, especially existing social services agencies, to provide wraparound services for customers with barriers. 4. Discuss how you would expand access to services throughout the region through partnerships with libraries, schools, et al., along with any experience in developing such partnerships. 5. Describe how you will work with required partners, and others co-located at the American Job Center, to include the following: a. Describe how you will handle ongoing communication needs with all AJC staff, as well as with agency leadership and HWS. b. Describe how you will approach organization of shared staff and negotiate cost sharing with the required partners. Include how you will ensure agreements are established with all partners to meet requirements for infrastructure and cost recovery. Data, Performance, & Outcomes (10 points) 1. Describe past success with tracking program performance and/or outcomes. Include a description of previous outcomes from other successful initiatives and describe experience with capturing and reporting performance information. 2. If the organization has previously delivered WIOA services, or has overseen delivery of WIOA service contracts, please provide performance data for the most recent two program years available and most recent program monitoring report in an attachment. 3. The contracted Adult and Dislocated Worker Services Provider will be responsible for tracking services and outcomes in the state information management system (NEworks). What is your experience working with NEworks, or similar systems, for data management? a. Describe how you will determine WIOA eligibility and enter eligibility and other customer information into the system. 12 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP b. Do you plan to supplement services with the use of other systems outside of what is publicly available from the State of Nebraska and HWS? 4. Describe your methods for ensuring clients achieve the following positive outcomes: a. Completion of programs/activities, attainment of basic skill competencies b. Credential attainment c. Placement in employment and education d. Retention 5. Describe your strategy to meet or exceed HWS’s performance goals identified in the Participant Data & Performance Outcomes section of this RFP. a. How will your organization manage measurement, achievement, and documentation of performance standards? b. Include specific monthly, quarterly, and annual performance targets related to State and Federal Performance Measures. i. List objectives under these areas with specific measurables and deliverables. ii. Provide a description of how progress toward performance requirements will be measured and reported. Note: The contract to be issued for the approved Adult & Dislocated Worker Services provider will be performance-based. 6. Describe your proposed case management strategy for providing consistent support, follow- through for service plans and referrals, and tracking for individual clients. a. Indicate your plan for ensuring performance outcomes are attained and the data are used to achieve continuous quality improvement. 7. The contracted service provider will be accountable for the integrity of the data presented and responsible for ensuring that staff is appropriately trained in the use of these systems. Explain how accountability and integrity of data will be assured, and how staff will be appropriately trained in the use of these systems. Program Service Delivery Model (30 points) 1. Describe the problems faced by your clients and identify your target population, explaining the challenges and barriers they will have to overcome to succeed. 2. Describe how you will market to and recruit adults and dislocated workers, including those from targeted, hard-to-serve populations which may require specialized marketing and outreach efforts. Please describe your program outreach and marketing efforts to the targeted population's, please include measurements and optimization results of those previous efforts. 3. How will you ensure high-quality customer service for all jobseekers interacting with staff? 4. Describe how you will assure that career services are available to all jobseekers and employers, including areas with high poverty and transportation barriers. 5. Describe how you will help ensure an efficient use of the WIOA funds while maximizing services for adults and dislocated workers. 6. Describe how you will provide orientation to WIOA services, and how orientation may be adapted to welcome individuals from target demographics. 7. How will you ensure that front-line staff will have sufficient time and support to provide the highest quality programmatic services to adults and dislocated workers? 13 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP 8. Describe your organization’s experience in providing WIOA and the menu of jobseeker services including, but not limited to assessment, training, determination of supportive service needs, assistance with employment, retention, and follow-up services. Include detail of customer flow. 9. Describe how you will help ensure an efficient use of the WIOA funds while maximizing services provided for adults and dislocated workers utilizing the Eligible Training Providers List (ETPL). 10. What is your understanding of high-wage, high-demand industries in the Greater Omaha Local Workforce Development Area? a. How will your organization provide career exploration of in-demand fields, including job- shadowing, paid/unpaid work experience, and apprenticeships? 11. Name and describe the workforce service area’s top five (5) targeted industries that you will focus on promoting when providing WIOA Adult and Dislocated Worker customers. a. How will you promote opportunities in these industries to enrolled WIOA Adult and Dislocated Worker participants? 12. As a result of the COVID-19 pandemic, virtual programming has become more common for individuals seeking basic career services and WIOA services. Describe how you will incorporate access to virtual services as a part of the overall program service delivery model. a. Note: This should include how virtual options for orientation, eligibility determination, workshops, case management, and more will be offered. 13. Describe how you will collect and evaluate customer needs and satisfaction for continual service delivery improvement, including exploring implementation of a real-time customer feedback model. 14. Describe the work your organization will undertake during the first 90 days of the contract period to learn current circumstances and effectively plan workstreams and timelines for the remaining contract period. Fiscal Capabilities & Budget (15 points) 1. The Budget Narrative must be typed and placed in the proposal following the Budget Form (Attachment C). a. The Budget Narrative should detail all costs that are necessary to directly operate the proposed program. b. Describe and list any unusual equipment that is essential to the program and indicate whether it belongs to the organization, the State, or will be purchased if the proposal is funded. If any additional equipment is to be purchased or leased, please indicate this in the proposal. Include a detailed justification of the intended purchase, and why its purchase is essential to the program’s operation. The Budget Narrative should fully describe the cost allocation methods used. c. The Narrative must describe how funds are allocated to minimize administrative costs and support direct services to participants. The narrative should also describe the indirect costs that are proposed, indicate what costs are included, and explain how these indirect program costs were determined. Any indirect costs budgeted must be supported by an indirect cost rate agreement with a Federal or State cognizant agency, a copy of which must be attached to the budget request. d. Describe past success with leveraging additional resources. Describe both leveraged resources whose purpose has been to ensure and maximize the delivery of services and leveraged resources whose purpose was to maximize the organization’s financial 14 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP resources. Also, specify additional resources to be leveraged and any in-kind contributions the organization will provide to assist in the participant program’s success. e.Provide your latest audit report. 2.The selected WIOA Adult and Dislocated Worker service provider will be expected to use a percentage of allocated funds towards career training activities. Please estimate what percentage of this total amount budgeted that you would expect to spend in different employment sectors (i.e. an estimated one-third of budgeted training dollars will be spent upskilling participants in the healthcare industry). 3.Identify any in-kind resources/support for the service delivery system beyond what is requested in the budget. Include each committed or proposed source of funding and the amount of that funding. 4.Describe your organization’s financial and administrative experience and capabilities managing and accounting for multiple federal, state, and local funding sources and conducting self- monitoring for performance and compliance. Bidders must be in accordance with Generally Accepted Accounting Principles (GAAP). 5.Describe experience that your organization has in managing Federal funds and the experience of currently employed fiscal staff in administering such programs. 6.Describe any experience your organization has with administering cost-reimbursement and/or performance-based contracts. a.How will you provide and fund the start-up costs of the program? b.How will you manage the upfront financial costs of the work experience activities (i.e., internships, etc.)? c.Describe how the Bidder’s organization will financially support the costs of doing business until an invoice can be submitted and paid by HWS’s fiscal agent. d.Describe the measurable performance outcomes to which the organization will tie payment and the documentation that will be submitted to provide attainment of the outcome. 7.How will financial information be made available for monitoring and auditing purposes? a.Describe your organization’s contingency plans to repay HWS in the event there are any disallowed costs because of an audit or monitoring review. 8.Describe your organization’s payment procedures, including frequency and methods, of direct participant costs. Include invoicing procedure and schedule. a.Provide a description of how and with what frequency your agency will regularly communicate its financial integrity with HWS. 15 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Section 3: Submission & Evaluation 1.Bidders Questions All questions that interested parties may have can be directed to the third-party procurement agent, TPMA, at: procurement@tpma-inc.com. Questions must be submitted via email between January 10, 2022 8AM CST and January 21, 2022 5PM CST. Emails should have a subject line that references: Heartland Workforce Solutions Adult and Dislocated Worker Questions. Responses to questions will be posted by January 26, 2022 5PM CST on the TPMA procurement portal website, https://www.tpma- inc.com/procurement-heartland-workforce-solutions/, along with other relevant information, including the RFP, attachments, procurement timeline, contact information, etc. An entity’s failure to submit a complete proposal or to respond in whole to RFP requirements will result in the proposal being deemed non-responsive and thus ineligible for funding. A proposal may also be deemed “non-responsive” if the submitted price is found to be excessive or inadequate as measured by criteria stated in the RFP, or the proposal is clearly not within the scope of the project described and required in the RFP. HWS reserves the right to cancel this procurement at any time, for any reason. 2.Proposal Instructions The proposal must be signed by an official authorized to represent and bind the bidding organization. The person signing the proposal should certify that: •He/she is the person in the bidder’s organization legally responsible for the decision as to the costs being offered in the proposal and that he/she has not participated in any illegal, noncompliant, etc. action(s), or •He/she has been duly authorized to act as an agent for the persons legally responsible for such decision, and certified that such persons have not participated, and will not participate in any illegal, non-compliant action(s), etc. The Scope of Work should be completed entirely, should not exceed 20 pages, and be typed in 12-point font, single-spaced, 1” margins on all sides, page numbers, and table of contents. Once completed, interested parties must submit their proposal electronically to TPMA at procurement@tpma-inc.com. The email must have a subject line of: Heartland Workforce Solutions Adult and Dislocated Worker Submission. Please have your proposal organized in the following manner for each component: Attachment A: Cover Page Attachment B: Conflict of Interest Form Attachment C: Budget Form & Narrative Attachment D: References Attachment E: Assurances & Certification Attachment F: Certification Regarding Debarment/Suspension Attachment G: Certification Regarding Lobbying Two (2) Years of Audited Financial History Abstract/Executive Summary (1 page maximum) Narrative Sections/Scope of Work (20 pages maximum) Organizational Chart Staff Resumes 16 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Job Descriptions for Proposed Staff Positions Not Yet Hired (if applicable) Additional Attachments as necessary o If subcontractors are included in your proposal, attach a detailed MOU with each subcontractor included in your proposal Bids that fail to follow this order will risk losing points in their overall score. 3.Evaluation and Award Proposals will be evaluated by TPMA, as the third-party procurement agent, to ensure each submission meets all criteria outlined in this RFP. The procurement team will develop and use a scoring matrix that is agreed upon by HWS to evaluate each proposal. Each section of the scoring matrix is worth the following number of points: Section Points Experience, Qualifications, and Capacity 10 Staffing Plan 20 Partnerships and Community Engagement 15 Data, Performance, & Outcomes 10 Program Service Delivery Model 30 Fiscal Capabilities & Budget 15 TOTAL 100 All items that are mandatory (e.g., inclusion of attachments, financials, etc.) are considered pass/fail. If necessary, TPMA will conduct phone interviews to clarify any concerns or questions. 4.Notice of Award All respondents will be notified by email as to their award status. Unsuccessful respondents who wish to obtain information on the evaluation of their proposal should submit a written request to this effect to Michael Phillips, Manager of Finance, at mphillips@hws-ne.org. Unsuccessful respondents are encouraged to re-apply in subsequent funding cycles. 5.Appeals Process Any organization making application under this RFP has the right to file a grievance. A bidder may file a protest in writing, with the Heartland Workforce Solutions Executive Director, who will then have ten (10) working days in which to reach an informal resolution of the protest. The written appeal must be submitted to Michael Phillips, Manager of Finance, at mphillips@hws-ne.org. Should the protest not be resolved within ten (10) days, the bidder may submit in writing a protest to the Heartland Workforce Solutions Executive Committee. The Executive Committee will then have thirty (30) days to reach a decision. No further appeals will be allowed. This does not prohibit the bidder from seeking resolution through the Nebraska Department of Labor (NDOL) and/or U.S. Department of Labor (USDOL). 6.Fiscal Review TPMA, in coordination with HWS, will also conduct a fiscal review of all qualified proposals. TPMA will review proposal budgets, agency audits, and responses to questions related to fiscal operations. HWS reserves the right to review and request further information regarding the respondent’s financial situation, if not sufficiently outlined in the submitted audit(s). HWS reserves the right to assess the risk posed by any recent, current, or potential litigation, court action, investigation, audit, bankruptcy, 17 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP receivership, financial insolvency, merger, acquisition, or other event that might affect an organization’s ability to operate the requested program. 7. Past Program Performance TPMA may review a respondent’s performance on any previous and/or existing grant agreement(s) as well as check references submitted from other grantors. Achievement of grant agreement outcomes, along with compliance with programmatic and fiscal guidelines and timelines may be evaluated. The review team may perform an in-depth evaluation of all responsive proposals based upon the criteria herein. Prior to its final funding decision, HWS may also: 1) meet with representatives of the responding entity to discuss the proposed program and budget; 2) identify and/or negotiate program or budget changes the responding entity must make as a condition of funding; and 3) identify other documentation the entity must provide as a condition of funding; 4) negotiate numbers of adult and dislocated workers to be served. 8. Contract Provisions The following are examples of the contract provisions that will be included in the contract that will be developed because of this RFP. The exact text of the contract provisions may differ slightly from the examples shown. Contract Costs – All costs that are approved in a contract must be reasonable and necessary to carry out the planned functions. The costs must be allowable and allocable to the proper grants and costs categories. If the contractor is a public entity or non-profit entity, the contract will not include a provision for profit. Profit margins with individuals and for-profit organizations may be negotiated. Profit margins must be reasonable and cannot be based on a percentage of actual costs. The contract awarded under this RFP is subject to available funding. The WDB does not guarantee any minimum or maximum amount of work and/or dollar value associated with this procurement. The specific method of payment for services to be rendered will be set forth in the negotiated contract and will be contingent upon demonstration that the negotiated performance deliverables have been successfully accomplished. Contract Renewal and Extension – The contract that results from this RFP may have a provision for extension. The terms and lengths of any extension will be established by the WDB and will be included in the contract provisions. All extensions must be documented in a modification to the contract. Each extension must be for not more than one year and a maximum of two extensions are permitted. The contract will initially be written for a period of 24 months. Prior to the end of that 24-month period, an evaluation will be made of the performance of the Contractor to determine whether a contract extension may be granted. The performance of the initial contract will be measured from July 1, 2022 through March 30, 2024 and then annually according to the Program Year basis. Based upon that evaluation, an extension may be granted contingent upon established contract performance. Early Termination – The contract that results from this RFP will have provisions for termination of the contract for failure to satisfactorily perform the tasks that are required. The contract that results from this RFP may also have provisions, which allow the contract parties to cancel the contract at any time by providing advanced notice to other contract parties. The contract will also provide for termination of the contract for lack of funds. 18 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Modifications – The contract will have a provision for modifying the contract. Modifications may be necessary to incorporate changes required by Federal or State laws and policies. Modifications may be necessary to increase funds to the Contractor if funds become available through other sources. Indemnification – The contract will include an indemnification clause which will state the Contractor shall indemnify and hold harmless the State of Nebraska, WIOA Administrative Entity/Fiscal Agency, Local Elected Officials, Heartland Workforce Solutions, Inc., its officers, agents and employees from liability of any nature and kind, including costs, expenses, and attorney fees, for or on account of any actions, claims, suits, and damages of any character whatsoever arising out of any negligent act or omission of the Contractor or any of its employees, agents, volunteers, subcontractors, or representatives. Dispute Resolution – The contract will have a provision for dispute resolution. This provision will require the Contractor to use administrative processes and negotiation in attempting to resolve disputes arising from this contract. The contract will require the contractor to continue to provide services while the dispute process is ongoing. Audit Rights – The contract will have a provision which will allow the Fiscal Agent, the State of Nebraska, the U.S. Department of Labor, the United States Comptroller General, and any of their duly authorized representatives, or other with statutory audit rights to perform audits after reasonable advanced notice to the Contractor at any time during the contract period or within three (3) years from the date of the final payment of the contract. At any time during normal business hours and as often as the Fiscal Agent or any of the above parties may deem necessary, the Contractor shall make available to their duly authorized representatives for examination, all its records with respect to all matters covered by the contract. The Fiscal Agent, the State of Nebraska, the U.S. Department of Labor, the United States Comptroller General, any of their duly authorized representatives, shall have the authority to audit, examine, and make excerpts or transcripts from, any books, documents, papers, and records of the Contractor which are directly pertinent to the contract, including all contracts, invoices, materials, payrolls, personnel records, conditions of employment, and other data relating to all matters covered by the contract. Access to Records and Records Retention – The contract will have a provision relating to Records Retention. That provision will require the Contractor to maintain all records pertinent to the contract, including financial, statistical, property, participant records, and supporting documentation. These records shall be preserved and made available to the Fiscal Agent and its agents for a period of three (3) years after the date of the final closeout of the contract. However, in the event of an audit, records shall be kept by the Contractor until the audit is completely resolved, even if it requires a retention period longer than 3 years. If the Contractor is unable to retain the necessary records for the required period, the Contractor will transfer such records to the Fiscal Agent. Such records shall be transmitted to the Fiscal Agent for acceptance in an orderly fashion with documents properly labeled and filed, and in an acceptable condition for storage. Performance – The Contractor will be measured for performance of the contract. An evaluation will be conducted by the WDB to determine whether the contract measures have been met. The contract will be evaluated not less than on a semi-annual basis prior to the end of the contract period. This evaluation will determine whether the contract may be extended. Contract performance will be negotiated prior to the beginning of the contract and may include measures relating to the following areas: 19 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP • Compliance with HWS guidance and policies • Convene partners and make progress toward integration of services • Increase workforce recruiting/presentations and increasing number of employers engaged with the workforce development system • Improvement in customer service for both businesses and job seekers. Copyrights and Rights to Data – The contract will have a provision relating to Copyrights and Data. That provision requires Contractor to agree that the Fiscal Agent, State of Nebraska, and the U.S. Department of Labor shall have unlimited rights to any data first produced or delivered under the contract. De-obligations – The contract that results from this RFP will contain clauses regarding availability of funds. Those clauses will allow the WDB to decrease or eliminate funding to the contractor if funding made available to the WDB is not sufficient to allow for full payment of the contract. At the time the contract is written, the actual funding amounts provided to the workforce area may not be available. The contract may be modified prior to or subsequent to the July 1st start date of each contracted period to reflect changes that are necessary due to actual funding amounts received. Insurance – There is not a requirement that proof of insurance be submitted with the proposal, but evidence of insurance must be provided prior to beginning the performance of work under the contract. The Fiscal Agent requirements may include proof of the following as applicable: general liability coverage, insurance for motor vehicles used by employees of the contractor, workers’ compensation, and blanket bond coverage. The WDB will not be responsible for providing any type of insurance for the Contractor. EEO Requirements – The Contractor will be required to comply with certain EEO requirements. No person in the United States shall be, on the grounds of race, color, religion, sex, sexual orientation, national origin, age, handicap, political affiliation, belief, or marital status be excluded from participation in, be denied benefits of, be subject to discrimination under, or be denied employment in the administration or in the connection with any program or activity funded in whole or part with funds made available under the agreement. Duplicate Funding – The contract will have a provision requiring the Contractor to agree that any Contractor’s cost, which is already allocated to other sources, may not be included in the cost of the contract. The Contractor must inform the WDB if the Contractor applies for or receives funds, which affect the cost or performance of work under this contract, and how the Contractor plans to allocate duplicated funds. The WDB must have the right to renegotiate the contract relative to the changed costs. Compliance with Law – In rendering the performance hereunder, the Contractor shall comply with the requirements of the Workforce Innovation and Opportunity Act (WIOA), Public Law 113-128, with the regulations promulgated thereunder, and with the following: • Applicable Federal Laws and appropriate OMB Circulars • Laws of the State of Nebraska • WIOA policies as adopted by the HWS • Local Laws • WDB policies and procedures • U.S. Department of Labor statement 29 CFR 37.20 regarding the non-discrimination and Equal Opportunity provisions of the WIA 1998 as reauthorized in the event of a conflict between such 20 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP laws and regulations and the terms of this agreement, precedence shall be given to the laws and regulations. Reporting – A monthly Adult and Dislocated Worker Narrative Report must accompany any requests for funds to demonstrate justification for payment of request. The items to be reported monthly may include: • Accomplishments toward current objectives • Challenges encountered or anticipated • Objectives for the next month The contract that results from this RFP may have additional requirements that the contractor make regular presentations to the WDB, Local Elected Officials, or similar groups. These reports may include information on customers, identified customer needs, services being provided for customers, employer needs, reports on progress that have been made on meeting the real-time performance metrics, and similar types of information. The Contractor will also be required to provide HWS any narrative, statistical, and financial reports related to the elements of the contract in a format and timeframe determined by HWS. Corrective Action – This provision will describe notices to the Contractor, corrective action steps, corrective action plans, timeframes, and similar provisions. Patent Rights – This provision will state that if products are produced under this contract to which a patent is granted, the patent rights shall belong to the WIOA Fiscal Agent, the State of Nebraska, and to the U.S. Department of Labor. This provision shall not apply to products produced by the Contractor other than to this contract and which are used in the performance of the work required by this contract. Disallowed Costs – The contract will have provisions that require the contractor to repay any expenditure that is found to be unallowable. The contract will have provisions requiring the contractor to remedy any deficiencies found in audits or monitoring reports prior to incurring additional expenditures or receiving additional funds. Other Contract Provisions – The contract may have provisions, which are not described in this RFP. Those provisions may be necessary due to applicable laws or regulations, provisions added or changed to reflect negotiations made subsequent to the issuance of this RFP, requirements not known at the time of the issuance of this RFP, or for other reasons. 9. Accessibility and Equal Opportunity TPMA and HWS are committed to equal access for all customers to all services. All contractors must ensure equal opportunity to all individuals. No individual in the Greater Omaha Local Workforce Development Area shall be excluded from participation in, denied the benefits of, or subjected to discrimination under any Workforce Innovation and Opportunity Act funded program or activity because of race, color, religion, sex, national origin, age, disability, English proficiency, sexual orientation, political affiliation, or belief. All entities are expected to demonstrate full compliance with the Americans with Disabilities Act Amendments Act of 2008 (ADAAA) and all other equal opportunity laws. This includes ensuring contract 21 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP staff receive accessibility training and may involve developing accessibility plans. All respondents must ensure all written materials and communications include the statement: “Reasonable accommodations and auxiliary equipment and services are available upon request.” 10. Contract Award The contract will be awarded based on the most responsive bidder whose offer is most advantageous to HWS in terms of cost, functionality, past performance, and other factors specified in this RFP. The award may be negotiated at the discretion of HWS or made based on the initial bid/offer received, without discussions or requests for best and final offers. 22 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Appendix Attachment A: Cover Sheet Please complete this mandatory cover sheet accordingly. Organization Name Address Phone Number Number of Years in Business FEIN # DUNS # Acknowledgement that Proposing Entity is up to date on taxes and not currently debarred or suspended. YES NO Acknowledgment that HWS reserves the right to review and request further information regarding the respondent’s financial situation, if not sufficiently outlined in the submitted audit(s). YES NO Type of Organization (check all that apply) Higher Education Private Community-Based Org. Business Organization Government Agency Other (explain) Labor Organization Non-Profit Employment Service State Agency (Wagner-Peyser) Contact Person Contact Person’s Email Address Signatory Authority Signature Proposed Budget Amount for Adult and Dislocated Worker Services: _______________________________ Adult and Dislocated Worker Services Budget 23 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment B: Conflict of Interest Form By submitting a proposal, the authorized signatory authority of the bidding entity certifies to his/her knowledge and belief that there is no conflict of interest (real or apparent) inherent in the bid or in delivering the scope of work if HWS awards a contract. A conflict of interest would arise if any individual involved in the preparation of this proposal and delivery of services has a financial or other interest or would be likely to gain financially or personally from the award of a contract. The same would hold true for any member of the individual’s family, partner, or an organization employing or about to employ any of the above as a direct result of the successful award of a contract under the RFP. HWS reserves the right to disqualify a bidding entity should a conflict of interest be discovered during the solicitation process. _____________________________________________________________________________________ Signatory Authority Name Title Signature Date Note: This form is a mandatory required document to be considered for either component. Bidders should only complete this form once per entry. 24 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment C: Budget Please complete the mandatory budget form and narrative explanation below for Adult and Dislocated Worker Services. Line Item Budget Amount (1-Year Contract Period) Personnel (Wages/Staff) $ Fringe Benefits $ Travel $ Equipment $ Supplies $ Communications (including Copying/Printing) $ Other $ Subtotal Program $ Administrative Indirect $ TOTAL BUDGET REQUEST $ Budget Narrative: Please provide a detailed explanation for each allowable budget line item to justify the cost. Examples of explanations include job titles, wage rate, hours worked/charged, types of benefits and rates, estimated mileage/visits to locations, office and other supplies, and agency program operation or program costs. No travel expenses may be claimed for commute to/from “official station.” Travel expenses may be claimed from the official station. Nebraska State Mileage Rate is $0.56. Attach the Budget Narrative indicating all operating expenses in the listed categories. Each budget category requires an additional line-item detail that addresses the method of calculation and justification for the expense. Therefore, the Respondent shall develop and include a line-item budget to meet the intent and requirements of the program, to ensure the successful implementation of the program, and to show that the program is cost-effective. The Respondent should prepare a realistic and prudent budget avoiding unnecessary or unusual expenditures that would detract from the accomplishment of the objectives and activities of the program. All funding of this RFP is contingent upon HWS and/or partner agreements having fund availability and may change based on increase/decrease in allocations, de-obligation of funds, new initiatives, and decisions of HWS. 25 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment D: References – Bidders are required to provide three letters of references who can verify their experience, along with a contact phone number or email. References should be for experience in the past 5 years. Reference #1 Name: ___________________________________________________________________ Organization and Email: ________________________________________________________________ Reference #2 Name: __________________________________________________________________ Organization and Email: ________________________________________________________________ Reference #3 Name: ___________________________________________________________________ Organization and Email: _________________________________________________________________ List the agency contact information for all current contracts or contracts for the past 3 years. Do not duplicate those listed as references. 26 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment E: Assurances & Certification The undersigned party acknowledges and assures that (Provider Name) _________________________ and all its employees responsible for providing the services for which it has applied will abide and comply fully with all state, federal, and local, laws, ordinances, rules, regulations and/or executive orders, including but not limited to provisions of the laws listed below: • Section 188 of the WIOA, which prohibits discrimination against all individuals in the United States on the basis of race, color, religion, sex, national origin, 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 bases of race, color and national origin in programs or activities that receive federal financial assistance; • Title VII of the Civil Rights Act of 1964, as amended, which prohibits employment discrimination on the bases 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 Americans with Disabilities Act, as amended, which prohibits discrimination on the basis of disability; • The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and • Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs. • Debarment and Suspension (Executive Orders 12549 and 12689) – A contract award (see 2 CFR § 180.220) must not be made to parties listed on the government-wide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549.52.20 • 29 CFR Part 38 and all other regulations implementing the laws listed above. This assurance applies to the operation of the WIOA Title I-financially assisted program or activity, and to all agreements the contractor makes to carry out the WIOA Title I- financially assisted program or activity. The undersigned understands that the United States has the right to seek judicial enforcement of this assurance. ___________________________________________________________________ Name of Applicant Organization ___________________________________________________________________ Signature of Certifying Official Date ___________________________________________________________________ Name and Title of Authorized Representative 27 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment F: Certification Regarding Debarment/Suspension The undersigned certifies, to the best of his or her knowledge and believe that: •No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. •If any funds other than Federal appropriated funds have been paid or will be paid to any person influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employer of a Member of Congress in connection with this Federal contract, grant loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. •The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants and contracts under grants, loan, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. ___________________________________________________________________ Name of Applicant Organization ___________________________________________________________________ Signature of Certifying Official Date ___________________________________________________________________ Name and Title of Authorized Representative 28 | Page Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment G: Certification Regarding Lobbying The undersigned certifies, to the best of his or her knowledge and believe that: •No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. •If any funds other than Federal appropriated funds have been paid or will be paid to any person influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employer of a Member of Congress in connection with this Federal contract, grant loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. •The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants and contracts under grants, loan, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. ___________________________________________________________________ Name of Applicant Organization ___________________________________________________________________ Signature of Certifying Official Date ___________________________________________________________________ Name and Title of Authorized Representative Submitted by: National Able Network, Inc. Bridget Altenburg, President & CEO 567 W. Lake Street, Suite 1150 Chicago, IL 60661 Phone: 312-994-4213 Email: baltenburg@nationalable.org Proposal to Heartland Workforce Solutions for Workforce Innovation and Opportunity Act American Job Center - Title I Adult and Dislocated Worker Service Provider Attachment G TABLE OF CONTENTS Attachment A: Cover Page Attachment B: Conflict of Interest Form Attachment C: Budget Form & Narrative Attachment D: References Attachment E: Assurances & Certification Attachment F: Certification Regarding Debarment/Suspension Attachment G: Certification Regarding Lobbying Two (2) Years of Audited Financial History Abstract/Executive Summary Narrative Sections/Scope of Work Organizational Chart Staff Resumes Job descriptions Letters of reference Customer Flowchart Performance Reports Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Appendix Attachment A: Cover Sheet Please complete this mandatory cover sheet accordingly. Organization Name National Able Network, Inc. Address 567 W. Lake Street, Suite 1150, Chicago, IL 60661 Phone Number 312-994-4200 Number of Years in Business 45 years (Est. 1977) FEIN # 23-7339397 DUNS # 01-086-8941 Acknowledgement that Proposing Entity is up to date on taxes and not currently debarred or suspended. YES NO Acknowledgment that HWS reserves the right to review and request further information regarding the respondent’s financial situation, if not sufficiently outlined in the submitted audit(s). YES NO Type of Organization (check all that apply) Higher Education Private Community-Based Org. Business Organization Government Agency Other (explain) Labor Organization  Non-Profit Employment Service State Agency (Wagner-Peyser) Contact Person Bridget Altenburg, President & CEO Contact Person’s Email Address baltenburg@nationalable.org Signatory Authority Signature Proposed Budget Amount for Adult and Dislocated Worker Services: _$1,940,000.00________________________ Adult and Dislocated Worker Services Budget Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment B: Conflict of Interest Form By submitting a proposal, the authorized signatory authority of the bidding entity certifies to his/her knowledge and belief that there is no conflict of interest (real or apparent) inherent in the bid or in delivering the scope of work if HWS awards a contract. A conflict of interest would arise if any individual involved in the preparation of this proposal and delivery of services has a financial or other interest or would be likely to gain financially or personally from the award of a contract. The same would hold true for any member of the individual’s family, partner, or an organization employing or about to employ any of the above as a direct result of the successful award of a contract under the RFP. HWS reserves the right to disqualify a bidding entity should a conflict of interest be discovered during the solicitation process. Bridget Altenburg, President & CEO February 15, 2022 _____________________________________________________________________________________ Signatory Authority Name Title Signature Date Note: This form is a mandatory required document to be considered for either component. Bidders should only complete this form once per entry. Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment C: Budget Please complete the mandatory budget form and narrative explanation below for Adult and Dislocated Worker Services. Line Item Budget Amount (1-Year Contract Period) Personnel (Wages/Staff) $617,847.02 Fringe Benefits $148,283.28 Travel $6,000.00 Equipment $9,000.00 Supplies $6,000.00 Communications (including Copying/Printing) $12,000.00 Other $992,903.60 Subtotal Program $1,792,033.90 Administrative Indirect $147,966.10 TOTAL BUDGET REQUEST $1,940,000.00 Budget Narrative: Please provide a detailed explanation for each allowable budget line item to justify the cost. Examples of explanations include job titles, wage rate, hours worked/charged, types of benefits and rates, estimated mileage/visits to locations, office and other supplies, and agency program operation or program costs. No travel expenses may be claimed for commute to/from “official station.” Travel expenses may be claimed from the official station. Nebraska State Mileage Rate is $0.56. Attach the Budget Narrative indicating all operating expenses in the listed categories. Each budget category requires an additional line-item detail that addresses the method of calculation and justification for the expense. Therefore, the Respondent shall develop and include a line-item budget to meet the intent and requirements of the program, to ensure the successful implementation of the program, and to show that the program is cost-effective. The Respondent should prepare a realistic and prudent budget avoiding unnecessary or unusual expenditures that would detract from the accomplishment of the objectives and activities of the program. All funding of this RFP is contingent upon HWS and/or partner agreements having fund availability and may change based on increase/decrease in allocations, de-obligation of funds, new initiatives, and decisions of HWS. Attachment C: Budget Narrative Budget Amount (1-Year Contract Period) Narratives Personnel (Wages/Staff) $617,847.02 Includes 4 career coaches, 2 workforce services coordinator, 1 program manager, 1 training specialist, 1 account manager, 90% sr. director, 1 eligibility specialist, 15% staff accountant, 5% trainers, 5% development coordinator, 5% HR department allocation, 5% payroll specialist, 8% director QA, 4% IT staff, 7% chief program officer. Fringe Benefits $148,283.28 Fringe benefits include FICA, medical and dental insurance, workman compensation insurance, unemployment insurance, 401K employer match. Travel $6,000.00 Program staff to attend the program meetings Equipment $9,000.00 Photocopier rentals Supplies $6,000.00 Pen, pencils, papers, cartridges. Communications (including Copying/Printing) $12,000.00 Internet and telecommunications Other $992,903.60 Postage, staff training, payroll processing, conference & meetings, audit, Direct client training$ 970,000, etc. Subtotal Program $1,792,033.90 Administrative Indirect $147,966.10 18% indirect rate approved by DOL. TOTAL BUDGET REQUEST $1,940,000.00 Line Item Please complete the mandatory budget form and narrative explanation below for Adult and Dislocated Worker Services. Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment D: References – Bidders are required to provide three letters of references who can verify their experience, along with a contact phone number or email. References should be for experience in the past 5 years. Reference #1 Name: _Megan Everett_____________________________________________________ Organization and Email: _Robert R. McCormick Foundation Email: meverett@mccormickfoundation.org Reference #2 Name: _Joni Wheeler_____________________________________________________ Organization and Email: _Blue Cross Blue Shield Email: Joni.Wheeler@nebraskablue.com________ Reference #3 Name: _Wendy Boliver____________________________________________________ Organization and Email: _Performance Food Services Email: wendy.boliver@pfgc.com______ ___ List the agency contact information for all current contracts or contracts for the past 3 years. Do not duplicate those listed as references. Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment E: Assurances & Certification The undersigned party acknowledges and assures that (Provider Name) National Able Network, Inc. and all its employees responsible for providing the services for which it has applied will abide and comply fully with all state, federal, and local, laws, ordinances, rules, regulations and/or executive orders, including but not limited to provisions of the laws listed below: •Section 188 of the WIOA, which prohibits discrimination against all individuals in the United States on the basis of race, color, religion, sex, national origin, 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 bases of race, color and national origin in programs or activities that receive federal financial assistance; •Title VII of the Civil Rights Act of 1964, as amended, which prohibits employment discrimination on the bases 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 Americans with Disabilities Act, as amended, which prohibits discrimination on the basis of disability; •The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and •Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs. •Debarment and Suspension (Executive Orders 12549 and 12689) – A contract award (see 2 CFR § 180.220) must not be made to parties listed on the government-wide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549.52.20 •29 CFR Part 38 and all other regulations implementing the laws listed above. This assurance applies to the operation of the WIOA Title I-financially assisted program or activity, and to all agreements the contractor makes to carry out the WIOA Title I- financially assisted program or activity. The undersigned understands that the United States has the right to seek judicial enforcement of this assurance. _National Able Network, Inc.___________________________________________ Name of Applicant Organization ____________________________________________February 15, 2022________ Signature of Certifying Official Date _Bridget Altenburg, President & CEO_____________________________________ Name and Title of Authorized Representative Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment F: Certification Regarding Debarment/Suspension The undersigned certifies, to the best of his or her knowledge and believe that: • No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. • If any funds other than Federal appropriated funds have been paid or will be paid to any person influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employer of a Member of Congress in connection with this Federal contract, grant loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. • The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants and contracts under grants, loan, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. _National Able Network, Inc.__________________________________________ Name of Applicant Organization _______________________________________________February 15, 2022____ Signature of Certifying Official Date _Bridget Altenburg, President & CEO____________________________________ Name and Title of Authorized Representative Heartland Workforce Solutions, Inc. Adult & Dislocated Worker Services RFP Attachment G: Certification Regarding Lobbying The undersigned certifies, to the best of his or her knowledge and believe that: •No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. •If any funds other than Federal appropriated funds have been paid or will be paid to any person influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employer of a Member of Congress in connection with this Federal contract, grant loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. •The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants and contracts under grants, loan, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. _National Able Network, Inc.__________________________________________ Name of Applicant Organization _______________________________________________February 15, 2022____ Signature of Certifying Official Date _Bridget Altenburg, President & CEO____________________________________ Name and Title of Authorized Representative CLAconnect.com WEALTH ADVISORY OUTSOURCING AUDIT, TAX, AND CONSULTING NATIONAL ABLE NETWORK, INC. AND SUBSIDIARY CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED JUNE 30, 2020 AND 2019 CLA is an independent member of Nexia International, a leading, global network of independent accounting and consulting firms. See nexia.com/member-firm-disclaimer for details. CliftonLarsonAllen LLP CLAconnect.com Executive Summary National Able Network, Inc. (Able) has been providing workforce development programming to job seekers and businesses since 1977 and currently serves as both the Workforce Innovation and Opportunity Act (WIOA) one stop operator and provider of adult and dislocated worker services for the Greater Omaha Local Workforce Development Area serving Washington, Douglas, and Sarpy counties. While the past two years have had challenges, Able has remained steadfast in its commitment to the thousands of customers served each year, adapting service delivery approaches, infusing innovative technology to create efficiencies and broaden the service footprint, and cultivating strong relationships among a network of partners who enhance the scope of resources available through the public workforce system. All of this work has been anchored by Able’s equity strategy which aims to address systemic injustices, as well as employment discrimination based on race, gender, gender identity, age, sexual orientation, and other circumstances from the first moment a job seeker reaches out to Able until long after they are placed into employment. In business engagement efforts, Able screens employers to build an understanding of diversity and inclusion and evaluates for fair hiring practices and job quality standards. Now more than ever, Able is focused on making sure our collective voices are heard. Able is a vocal and visible advocate for the public workforce system working both in Nebraska and with lawmakers in Washington, D.C. to bring much-needed resources into the communities we serve. Able collaborates with our colleagues both locally and throughout the broader workforce ecosystem to amplify the positive impact of the public workforce system among key state and federal legislators, sharing stories of success and articulating the need for continued investment in programs and resources that serve our communities in Douglas, Washington, and Sarpy counties. Able is pleased to submit this proposal to continue to serve as the one stop operator and adult and dislocated worker provider on behalf of the Board. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work - Table of Contents Section 2: Scope of Work .......................................................................................................................... 1 Experience, Qualifications, & Capacity .................................................................................................... 1 Staffing Plan ............................................................................................................................................... 3 Partnerships and Community Engagement ............................................................................................. 6 Data, Performance, & Outcomes .............................................................................................................. 9 Program Service Delivery Model ............................................................................................................ 12 Fiscal Capabilities & Budget ................................................................................................................... 17 National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 1 Section 2: Scope of Work Experience, Qualifications, & Capacity 1. Describe your organization’s mission, goals, activities, accomplishments, and expertise. Identify the number of years that your organization has been in business under the present name, as well as related prior business names. National Able Network, Inc. (Able) is a 501(c)(3) non-profit organization established in 1977 that specializes in providing innovative workforce development programming to job seekers and businesses. Through a mix of publicly-funded and privately-supported workforce programs, tens of thousands of individuals across the Midwest receive employment and supportive assistance from Able each year. Able has been providing Workforce Investment Act and Workforce Innovation and Opportunity Act (WIOA) services since the 1990s. With decades of experience running dozens of workforce programs, Able is widely regarded for its innovation, performance, and expertise in maximizing the benefits of WIOA for the customers it is intended to serve. 2. Explain how your organization’s vision, mission, and objectives align with this funding opportunity. Able’s mission is Preparing Today’s Communities to Meet Tomorrow’s Challenges. Our vision is to be the most nimble and effective workforce development organization advancing changes needed to address historic inequality in the workforce; to break down systemic barriers to employment and to help job seekers achieve their goals for family- and life-sustaining careers; to build thriving communities by connecting businesses to a pipeline of local talent in the communities in which they operate. Now more than ever, Able is focused on making sure our collective voices are heard. Able is a vocal and visible advocate for the public workforce system both locally and with lawmakers in Washington, D.C. Able collaborates with our colleagues throughout the workforce ecosystem to amplify the positive impact of the public workforce system among key state and federal legislators, sharing stories of success and articulating the need for policy changes and investment in programs that serve our communities. 3. How does the proposed program of work align with the economic and workforce needs of the Greater Omaha Local Workforce Development Area? As adult and dislocated worker provider and one stop operator, Able aligns business development, job seekers services, and curation of area partners with the overall needs, goals, and vision of the Workforce Board. Staff efforts are guided by the local area plan, which offers a roadmap to service provision based on current and future economic conditions. Able focuses on helping customers connect with opportunities in the Greater Omaha region’s growth industries, including: manufacturing, information technology, construction, healthcare, financial services, and transportation and logistics. As described herein, Able has served as a model provider, adapting to the COVID 19 pandemic with innovative service delivery models, crafting responsive business development strategies, fostering collaborative strategies in and among partners—both WIOA required and not, and by always putting the needs of job seekers first. Notably, Able has increased utilization of on-the-job training funding to levels never-before seen within the Greater Omaha area as a means to provide job seekers with on-ramps to high-growth sector employment, as well as create a sustainable pipeline of talent for area employers. 4. If subcontractors are included in the proposal, explain your rationale for their inclusion and describe the roles and responsibilities of each subcontractor. Attach a detailed MOU with each subcontractor included in the proposal. Able’s service delivery approach does not include subcontractors. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 2 5. Describe the organization’s experience and success in delivering services in similar programs and/or to similar populations, including previous experience with WIOA Title I services or similar programs. a. Explain your understanding of the social and economic challenges facing the Greater Omaha Local Workforce Development Area and describe how your organization will provide tailored services to address these specific challenges. b. Provide detailed information regarding your organization’s experience contracting with federally funded agencies for the same or similar services. c. Include current and past contracts that were in effect within the last five (5) years. Specify whether such contracts are currently in effect, were successfully completed, or were terminated prior to completion. In December 2021, Nebraska reported a record low 1.7% unemployment rate. The December rate was even lower in Nebraska’s largest cities, with the Omaha area reporting a 1.6% rate. If you ask employers, they will tell you that their primary struggle is a chronic worker shortage. When we look at the job seeker populations who seek to enter the job market, we see multi-barrier individuals in need of the collective resources available through the public workforce system . Able positions WIOA Title I services as a springboard for job seekers needing to build skills, address supportive service needs, and progress along a career pathway that offers family-sustaining wages. Able promotes a workforce system that is inclusive and equipped to help populations that commonly face barriers to employment, focusing on: Spanish-speaking job seekers, re-entry and/or ex-offender job seekers, and SNAP benefit recipients, to highlight a few. For Spanish-speakers, Able coordinates bilingual resources through the South Omaha outreach locations and also coordinates referrals with partners such as the Latino Center of the Midlands. To support refugees, Able has partnered with Lutheran Family services and Omaha Steaks for employment. To support returning citizens’ transition into civilian employment, Able coordinates referrals with RISE, Legal Aid Nebraska, and the Nebraska Department of Labor. As a SNAP Next Step Employment & Training provider, Able coordinates with DHHS to help recipients navigate a transition from the program. Able is an advocate and experienced provider of all federally-funded workforce development programs, including the Senior Community Service Employment Program (SCSEP), SNAP Employment & Training, Trade Adjustment Assistance, and WIOA. Able has a long history of meeting and exceeding performance measures in all programs, and is continually recognized for its service excellence and innovative approaches to implementation. As an example, as one of just 17 federal SCSEP grantees, Able contributed to the design and rollout of a new work-from-home policy for thousands of program participants across the US; the first in the program’s 60-year history. Notably, in 2020, Able became Illinois’ first-ever SNAP Intermediary, a role which helps convene workforce, training, and community partners across Illinois’ most-in-need communities. The program doubled in size during the first year of operation, and is on track to double again in the current program year. As the adult and dislocated worker provider and one stop operator since 2019, Able has consistently met or exceeded all WIOA performance metrics. Notably, Able has experienced additional success in the administration of WIOA, including: an uninterrupted transition to a virtual service delivery model at the onset of the pandemic, the infusion of strategic marketing initiatives that reaches thousands of job seekers each month, and business development initiatives that have advanced talent pipelines in high-demand industries. Within the past five years, Able has continually operated federal, state, and municipal contracts, none of which were terminated prior to completion, all of which have been renewed because of Able’s adaptation and innovations in service delivery. Contracts include:  SCSEP: Federal (since 2004) and State (IL-since 1982, IN-since 2006, NE-since 2016, IA-since 2016) National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 3  TAA: Illinois since 2006  CSBG: Chicago since 2009  WIOA: Illinois since 1996, Nebraska since 2019 6. Explain how your organization’s experience providing programming that is grounded and responsive in the communities you serve, with a focus on providing culturally competent services. Able guides its mission through the lens of equity and has a wealth of relevant experience in developing solutions that address barriers to access, including language barriers and assistive technology. Able will continue to ensure the AJC and South Omaha locations are sanctuaries for job seekers, employers, and partners which feels welcoming, inclusive, and inspiring. 7. Describe your organization’s experience within the past three (3) years for the following: a. Project management b. Relationship management c. Continuous quality improvement Able adheres to professional project management standards in the administration of WIOA adult & dislocated worker programming and in its role as the one-stop operator. Project management practices are anchored by clearly-defined goals, and project leadership staff map out individual tasks and contributors, timely implementation, and expected incremental progress. The project plan is revisited as goals are achieved and/or when adjustments are needed. As an example, Able began project planning for the pandemic on February 28, 2020. A cross-functional team identified tools to shift to virtual coaching, made job search training accessible online, invested in tools for online document signatures, created safety plans, and created a communication plan for staff, employers, and job seekers. As smooth as project management procedures are, so too, are Able’s relationships with HWS, partners, employers, and other stakeholders. Able maintains open lines of communication which encourages a continual feedback loop. As initiatives, challenges, or best practices emerge, Able works collaboratively to make adjustments to service provision, curates collaborative strategies, and makes adjustments to project plans as needed. Able’s project management and relationship management practices are prevalent in its Continuous Quality Improvement (CQI) practices which are based on Malcolm Baldrige National Quality Standards for excellence, and have been ingrained into the agency’s practices for nearly two decades. Able’s CQI practices inform program adjustments (when needed), and also extend into shared services across various programs and services within and outside of the public workforce system. These efforts help usher in cross-agency collaboration that address merging or chronic challenges. 8. Attach three (3) letters of reference that attest to your organization’s experience. Letters of reference are included as an attachment. Staffing Plan 1. Describe the organization’s staffing plan and include an organizational chart. a. For positions already filled, attach a current resume of the staff person serving in such capacity. Attach a job description for each proposed staff position that has not yet been hired. b. Specify the annual percent FTE budgeted for each staff (specify title). Proposed salaries for frontline staff should be competitive to ensure quality hires and retention. c. Provide a detailed explanation of the role each staff will play in executing the proposed program design. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 4 The staffing plan includes: 90% senior director, 1 program manager, 5 career coaches, 2 workforce services coordinators, 1 account manager, 1 quality and eligibility specialist, 15% staff accountant, 5% trainers, 5% development coordinator, 5% HR department allocation, 5% payroll specialist, 8% director QA, 4% IT staff, 7% chief program officer. Job descriptions, resumes, and an organizational chart are included as attachments. 2. Describe the management and reporting structure that will govern the work of the proposed staff. The staffing structure includes a Chief Program Officer providing direct oversight of program management staff: Senior Program Director, Career Coach (5 FTE), workforce services coordinator (2 FTE), program manager (1 FTE), account manager (1 FTE), eligibility specialist (1 FTE). Senior staff lead efforts to build the network, curate partnerships, and foster solutions that help reach those who are in need. The program is also supported by Able’s administrative departments including marketing, human resources, information technology, compliance, training, and finance. 3. Describe how WIOA services will be staffed and Adult & Dislocated Worker customers will flow through various services, assistance with employment, and follow-up. All WIOA customers begin individualized services with a comprehensive orientation session, which is offered both in person and will also be offered in a digital pre-recorded format to make enrollment easily accessible. After orientation, applicants are directed to a web-based landing page that outlines the enrollment process. The landing page includes enrollment and eligibility forms, resources to revisit the orientation session, FAQs, and more. Once completed, the documents are securely transmitted to the WIOA Eligibility Team for review within 2 business days. After review and determination of eligibility and priority of service, WIOA customers are assigned to a career coach, registered within the program and begin the process for career goal exploration. The career coach and customer develop an Individual Employment Plan (IEP) which outlines both short- and long-term career goals. The IEP is a critical, dynamic document which acts as an employment guidepost that is regularly referenced by customer and career coach alike throughout the job search process. IEP goals often include job readiness training such as resume and LinkedIn profile development and interviewing skills, job search strategies, and actionable steps to address any ongoing employment barriers the customer may possess. Based on the barriers identified throughout the IEP process, career coaches are able to tailor supportive services, career guidance, as well as referrals to partners organizations who assist customers with a myriad of challenges including housing, transportation, legal aid, remedial education, access to food, and more. The IEP may also include job training activities such as vocational training or experiential learning opportunities such as on-the-job training. When appropriate, the career coach guides the customer through selection of training from the Eligible Training Provider List (ETPL) and/or coordinates with the business services team to explore on-the-job training, apprenticeships, paid work experience, or other opportunities which help the customer build skills and experience along their career pathway. The business services team cultivates employment and paid training opportunities with employer partners in in-demand industries. Able’s dedicated business services team showcases the value proposition for businesses to work with the public workforce system including access to a pipeline of skilled workers, customized or on the job training opportunities, and more. Once a customer is placed into employment, the career coach will continue to offer support to the customer, helping address any supportive service needs along with planning for self-sufficiency including how to navigate and anticipate the potential “benefits cliff” many customers face when transitioning off public benefits such as SNAP assistance. Concurrently, the business services team works with the National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 5 employer post-placement to monitor customer progress, opportunities for career advancement, as well as any opportunities to “back-fill” any vacated roles. 4. Provide an overview of how you will recruit qualified staff to perform the duties necessary to program success. To recruit and retain qualified staff, Able offers competitive salaries and benefits, flexible work options, and ongoing professional development and career advancement opportunities. While the pandemic created staffing challenges across the US and the world, Able developed workarounds and innovative practices that helped customers continue to receive uninterrupted services. Able offers a competitive benefits package and other workplace perks such as professional development assistance, tuition assistance, workplace flexibility including work from home options, and more. Able leveraged the capacity and expertise of WIOA and non-WIOA staff from across the organization to support Omaha operations, including its marketing team, Contact Center staff, Illinois-based WIOA staff, as well as compliance, finance, and information technology staff. 5. Provide a plan of implementation, including onboarding of staff, coordination with current provider, adapting local policies, and building a relationship with HWS (administrative entity and fiscal agent). Able will continue to support existing staff with professional development and career advancement opportunities. All staff will work with program leadership and HWS to ensure that their goals and contributions are consistently aligned with the priorities, policies, and objectives of the local workforce area. In the event of staff turnover, Able will quickly fill positions with qualified staff and will offer support from other areas to ensure continuity of service for all customers. 6. What are specific strategies you have used in the past to increase staff retention? Describe how you will address and take steps to lower staff turnover if selected. Like most industries across the US, Able experienced staff turnover during the pandemic. Along with its robust salary and benefits package, Able implemented a number of new practices to help boost retention to address these challenges, including: more comprehensive onboarding at the onset of employment and professional development training, competitive paid-time-off, and a workplace flexibility policy that allows for work from home arrangements and flex time. Further, Able implemented a new compensation structure which includes stepped salary increases. 7. Describe how your organization will evaluate individual staff performance on executing the proposed program design for Title I Adult and Dislocated Worker services. a. Describe your practices for staff performance review and improvement, including any specific evaluation criteria or tools that may be used. Able evaluates team and individual staff performance through a comprehensive compliance process that is custom-designed for WIOA performance. From the onset of employment, staff have a clear understanding of their performance expectations as well as strategies to achieve them. Individual employees understand how their performance contributes to the program team’s overall goals. This demonstration of interconnectivity creates an environment where individual team members share best practices among their peers in support of team performance expectations. Individual and team performance is measured in real time and analyzed by program management weekly, monthly, quarterly, and annually. This consistent evaluative process ensures that if performance benchmarks are not achieved, detection of deviation is made early so that alternative strategies can be implemented to get the performance back on National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 6 track. Individual staff are reviewed annually as part of a formal merit process. Additionally, supervisors conduct annual goal setting and monthly check-ins with all staff. 8. HWS is seeking providers with highly professional staff. Describe your organization’s professional development policies and practices and your plan for ensuring managers and supervisors stay committed to staff development. a. How will your organization develop proposed staff to ensure that they maintain current knowledge and skills required for the scope of work, including policy or process changes at the federal, state, and local level? b. What development activities and resources does your organization provide internally to staff, including training and support for pursuit of relevant professional certifications? c. What external development activities and resources do you make available to staff? All staff receive comprehensive onboarding and ongoing professional development training to build an understanding of the requirements of WIOA, local policies, and implementation. Training occurs in a number of different modalities, including training conducted in coordination with HWS and WIOA partners as well as utilizing industry-sanctioned resources such as DOL and leading workforce development practitioners. Able’s career coaches are specially trained to provide individual counseling that helps the client navigate a myriad of personal and employment needs. To achieve this, Career Coaches receive specialized professional development training at least every other month about how to best connect clients to the resources needed to help them achieve success, how to work with different social styles, how to motivate clients, trauma informed care, as well as best practices in job search and labor market information. Career coaches work with each client through a formal case management process that is anchored by an individual two-pronged plan 1) Identifying personal needs that should be addressed by support services which may include one or more of the following: housing, proper nutrition, mental and physical health, family, and transportation among others, and 2) Establishing appropriate career and professional development by participating in assessments to detect aptitudes and short-term and long-term goals. Career coaches make referrals to partner resources available in the community to address each client’s personal needs and work to determine whether the client’s career goals can be achieved through participation in vocational, post- secondary, or on-the-job training. Able has also created specialized services to better support certain populations. For example, Able has specialized case management services for military veterans. The case management techniques for this population include traditional career exploration techniques, but also infuse military to civilian career translation and assessment tools. Able also utilizes comparable approaches in the administration of case management for other in-need populations, and offers all direct service staff ongoing professional development assistance to build skills sets that are responsive to the needs of other job seeker populations. Partnerships and Community Engagement 1. Describe existing relationships that the organization may have with area employers, community-based organizations, and agencies and how those relationships will benefit individuals in the program. a. Describe how you will increase community outreach to ensure that businesses, job seekers, and the public are aware of workforce services available. Able continually refines its resource development strategies so that they are responsive to the changing needs of job seekers and employers. This strategy includes building a robust partner referral network who National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 7 can help meet the emerging or persistent needs of job seekers who present barriers to employment. Able curates target lists of community resources, stakeholders, and employers, and methodically performs targeted outreach. As an example, the pandemic amplified food and housing insecurity among job seekers: In Able’s most recent survey, 43% of WIOA customers said that they were facing challenges with securing food for their household and 2 in 9 said that they were facing challenges with secure housing. To better address these needs, Able developed new and solidified existing relationships with social service providers such as DHHS/SNAP and MACCH Street Outreach. Able is currently focusing on building additional support in and around the South Omaha outreach site with success. Able makes more than 500 partner referrals annually. In addition, Able’s business services team curates existing and establishes new relationships with employers in growing industries each month using targeted outreach strategies that promote the benefits of the public workforce system. On average, Able serves 25 employers each month, which supports both team and individual goals for placement and training opportunities. As an example, with many employer partners facing labor shortages, Able developed a text messaging campaign where job seekers sign up to receive job leads via text message. This approach helps build upon the urgency that employers feel to fill open positions and helps job seekers quickly and easily connect with job opportunities. Able also approaches engagement of partners and employers using an integrated sector strategy which centralizes recruitment, training, and employment efforts. To that end, staff focuses on high growth and H3 sectors, develops target lists of job seekers, employers, and partners, and methodically builds an approach that helps create a pipeline of talent to meet the needs of the local economy. The sector strategy is enhanced by Able’s internal applicant tracking system, Bullhorn, which houses the resumes of job seekers along with employer openings, and streamlines the matching process. 2. Describe how you will build relationships with employers and employer organizations for job placement of customers, including referrals of candidates and post-placement follow-up. Able has a dedicated Business Services Team that supports employers seeking access to a talent pipeline of clients who are transitioning into employment. All members of the team practice targeted outreach to businesses in growth industries, while also assessing the active job seeker talent pool to ensure that employer outreach efforts align with the skills of the population. To support a demand-side approach, members of the team have various specializations, including growth sectors such as information technology, specific geographic areas, and priority of service populations such as veterans. Able’s approach to business services includes offering a menu of options including individualized job placement referrals, large-scale hiring events including virtual hiring events, customized sector-specific approaches, and work experience such as on-the-job training, paid work experience and apprenticeships, among others. To best create a talent pipeline that is responsive to business needs, Able continually evaluates its available talent pool and employer needs by utilizing an employer checklist which assists in uncovering employer needs that tend to extend beyond that of a singular job lead. Notably, in PY20, Able placed 42 job seekers into on-the-job training (OJT) opportunities with a 62% successful completion rate. 3. Describe how you will work with community organizations, especially existing social services agencies, to provide wraparound services for customers with barriers. As both the federal and state SCSEP grantee and as WIOA One-Stop Operator and adult & dislocated worker provider, Able has continued regular communications with WIOA partners via video conferencing, email, and phone throughout the pandemic, including emergency assistance. These conversations have been critical to ensuring staff have an understanding of which services are available to individuals in need, and staff has continued to refer clients in need of lifeline services that help address housing, financial, healthcare, and other basic needs using its previously-established referral processes. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 8 In addition to mandated partners, Able maintains a referral matrix for client supportive service access which outlines the partners, services offered, eligibility, and how to access services (i.e. walk-in, by appointment, etc.). A partial list of partners include: NDOL (offering veterans services, Trade Adjustment Assistance, Wagner Peyser, Apprenticeships), Ponca Tribe of Nebraska (offering career coaching, tuition assistance, training), DHHS (offering public benefit program assistance, emergency financial assistance), Heartland Workforce Solutions (offering CRED-Career Readiness to Eliminate Disparities Grant, National Career Readiness Certificate), Operation Hope (offering financial wellness, small business development, credit and money management, home ownership), Metropolitan Community College (offering GED courses, vocational training, ESL classes), Omaha Housing Authority Family Self Sufficiency (offering housing assistance for low-income individuals, employment resources, escrow account, credit counseling, money management tools), Job Corps (offering 16-24-year-olds career technical education, work-based learning, job search assistance, education support for GED/high school diploma), Proteus (offering health, educational, economic opportunities to immigrant, minority, and low income populations), Easter Seals (offering career resources, healthcare advisement, disability benefits connections), Nebraska Commission for the Blind and Visually Impaired (Offering vocational rehabilitation services), Goodwill (offering paid training, employment resources), Urban League (offering career resources, job fairs), Community Options and Individual Family Services (COIFS) (offering individual and family support, teen and adult employment services, therapy, Ticket-to-Work), MACCH Street Outreach (offering support to homeless individuals, shelter, food, benefits, substance abuse care, mental health support), Together, Inc. (offering housing and food assistance), AmericaWorks (offering job search support, Ticket-to-Work), and Eastern Nebraska Community Action Partnership (ENCAP) (offering case management support, career coaching, financial assistance for support services). 4. Discuss how you would expand access to services throughout the region through partnerships with libraries, schools, et al., along with any experience in developing such partnerships. Perhaps one of the greatest challenges of the pandemic has been navigating public health guidance with the need and desire to be physically present in our communities. Able fully supports HWS’ vision to build the footprint in and around the South Omaha outreach location, and is particularly qualified and eager to provide Spanish-language support for job seekers in need. In addition, Able will continue to leverage relationships with pillars of the community; schools, libraries, churches, and community-based organizations to expand the footprint of the public workforce system outside of the AJC. Able achieves this approach in part by disseminating printed outreach materials and connecting with representatives who can share key messages. Access has also been expanded through the development and use of digital resources including web- based WIOA orientation, web-based WIOA registration resources, signature JUMPSTART! job readiness training conducted in a live/remote hybrid approach to learning, and this spring, Able will introduce a new self-serve digital learning management system as well as digital literacy training which will help job seekers build Microsoft and other technology competencies. 5. Describe how you will work with required partners, and others co-located at the American Job Center, to include the following: a. Describe how you will handle ongoing communication needs with all AJC staff, as well as with agency leadership and HWS. b. Describe how you will approach organization of shared staff and negotiate cost sharing with the required partners. Include how you will ensure agreements are established with all partners to meet requirements for infrastructure and cost recovery. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 9 One of the key strategies Able utilizes to handle ongoing communication needs with HWS, agency leadership, and AJC partners is the ongoing CQI team convenings. When Able first began work as the one stop operator and adult and dislocated worker provider in Omaha, Able introduced its existing successful CQI partner engagement strategies that have been in practice in other areas of the Midwest. Since 2019, there has been significant progress is facilitating open lines of communication along with many other benefits. Notably, the CQI team also includes goals setting and cross-agency task forces all of which were critically important to the successful adaptations to service delivery at the onset of the pandemic in 2020.These meetings as well as individual partner meetings ensure that MOU negotiations are carried out. Data, Performance, & Outcomes 1. Describe past success with tracking program performance and/or outcomes. Include a description of previous outcomes from other successful initiatives and describe experience with capturing and reporting performance information. Accountability and integrity are woven into the culture of National Able Network and in everything we do to achieve our mission. Capturing and reporting performance data is fundamental to high-functioning WIOA teams; and utilizing data to guide performance improvements is a practice which helps ensure that performance measures are met and exceeded. All levels of staff are guided through goal-setting and goal achievement techniques, breaking down incremental performance benchmarks as a way to contribute to programmatic success. In addition to NEworks, Able utilizes a number of data tracking and performance management strategies. Able’s business services team utilizes an applicant tracking system called Bullhorn which serves as a labor exchange tool matching qualified job seekers to job openings with employer partners. Bullhorn allows for real-time reporting, with functionality that measure the number of job seekers, industries, occupational trends, and more. Able utilizes survey tools to capture data from all WIOA customers: to measure job seeker satisfaction, query partners about service integration and predict future business needs. Able also has robust marketing analytics practices which take data collection and translate it into strategic approaches to customer outreach and engagement. Able prepares monthly reports for the workforce board, and also documents programmatic best practices and highlights. This consistent, broad data collection and analysis helps amplify areas of success while allowing for early identification of challenges. Notably, all of these practices have guided Able into the successful administration of WIOA services in Greater Omaha; consistently meeting performance metrics while serving those who are most-in-need. 2. If the organization has previously delivered WIOA services, or has overseen delivery of WIOA service contracts, please provide performance data for the most recent two program years available and most recent program monitoring report in an attachment. As the administrator of adult & dislocated worker services and the one-stop operator in Greater Omaha, Able has consistently met or exceeded performance, has introduced innovative practices, and looks forward to continuing to build a collection of services and resources that best meet the needs of job seekers, businesses, and partners. Performance data and program monitoring reports are included as an attachment. 3. The contracted Adult and Dislocated Worker Services Provider will be responsible for tracking services and outcomes in the state information management system (NEworks). What is your experience working with NEworks, or similar systems, for data management? a. Describe how you will determine WIOA eligibility and enter eligibility and other customer information into the system. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 10 b. Do you plan to supplement services with the use of other systems outside of what is publicly available from the State of Nebraska and HWS? Able has a strong working knowledge of NEworks and tracks and documents all activities in the system, as required, as well as monthly fiscal reporting including direct aid and cost per customer, along with a narrative description. Notably, Able translated NEworks guidebooks into Spanish to make it more accessible to customers. As mentioned, Able uses other systems such as Bullhorn and Survey Monkey among others to capture, track, and analyze performance measures. Bullhorn is used to help with documenting business outreach. Also notable is The Work Number, which is used as a resource for retention and follow-up documentation for exited/exiting customers who obtained employment. 4. Describe your methods for ensuring clients achieve the following positive outcomes: a. Completion of programs/activities, attainment of basic skill competencies b. Credential attainment c. Placement in employment and education d. Retention Each customer receives personalized support that helps them achieve goals along their individual career pathway. Clients of any education, skill, and career level can receive assistance; from remedial training, ESL training, vocational training, experiential learning (i.e. on-the-job training, apprenticeship, etc.), and nationally-recognized job readiness training which helps job seekers develop a resume, job search plan, LinkedIn profile, and build interview skills. Clients who participate in vocational training do so through the ETPL, and make informed decisions centered around how the training will support their career goal and which credentials have real value in the labor market. Once placed, Able employs follow-up strategies to provide clients with job retention and advancement along a career path. These include additional one-on- one planning or counseling with a Career Coach to identify any further work-based training or education needed to continue advancing the client’s skills, to identify any emerging challenges the customer may need to overcome in order to retain employment, and to identify any further supportive services needed progression along their long-term career path. Career Coaches ensure that all clients who are placed in employment are contacted at least monthly during the follow-up period, with this direct contact being supplemented though targeted emails, invitations to events and trainings, and information such as career advancement opportunities. In addition, Able provides clients who have entered employment with information and career advancement resources, and invites them to become ambassadors for future WIOA clients by sharing their success story. 5. Describe your strategy to meet or exceed HWS’s performance goals identified in the Participant Data & Performance Outcomes section of this RFP. a. How will your organization manage measurement, achievement, and documentation of performance standards? b. Include specific monthly, quarterly, and annual performance targets related to State and Federal Performance Measures. i. List objectives under these areas with specific measurables and deliverables. ii. Provide a description of how progress toward performance requirements will be measured and reported. Able employs several critical strategies to ensure federal and state performance standards and local objectives are achieved and exceeded. The first is to establish and publish both functional area and individual goals that support the system’s larger objectives. Those goals must be measurable and actionable and reviewed regularly with management. A second strategy is a focus on initial and ongoing staff training that reinforces the appropriate implementation of policies and practices in each functional National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 11 area and job classification. Team communications that encourage both individual and functional area accountability help give context to discrete goals and provide the means to share ideas and problem solve together. Lastly, Able employs corrective action planning and performance improvement planning when needed. Able breaks down the five main WIOA success indicators into manageable performance measures which showcase programmatic impact and monthly progress towards the overall goals in high-impact areas including those mandated by WIOA. Based on the number of currently enrolled customers, caseload capacities, and customers in training, Able is able to accurately forecast how many new customers will need to be registered, sent to training, placed into jobs, and ultimately exited from the program in order to stay within the meet and exceed thresholds for all measures. Able understands that documentation of customer gains, employment and timely exits can have an impact on the overall performance of the program. To manage this, Able’s program team is given monthly, quarterly and yearly goals which roll down to all staff in the form of individualized goals and metrics that are tracked and measured weekly, monthly and annually. This method of managing to outcomes promotes realistic, achievable staff goals, and allows for quick identification of potentially challenging areas so corrections can be made without sacrificing performance. Below is a chart of both the WIOA measures as well as the method Able uses to track progress towards the WIOA success indicators along with other metrics which are important to the agency. WIOA MEASURE ABLE GOAL AREAS - MONTHLY MEASURES Employment Rate in 2ndQuarter Number of Placements, Number of Positive Exits, Number of Total Exits Employment Rate in 4thQuarter Number of Placements, Number of Positive Exits, Number of Total Exits Credential Attainment Rate Number of Credentials obtained Median Earnings Number of Placements Skills Gains Number of Credentials obtained, Number of OJT's 6. Describe your proposed case management strategy for providing consistent support, follow- through for service plans and referrals, and tracking for individual clients. a. Indicate your plan for ensuring performance outcomes are attained and the data are used to achieve continuous quality improvement. Able manages performance closely, including annual goals broken down into monthly, program and coach goals. These goals are monitored on a weekly and monthly basis so that teams can adapt as needed. The support of a dedicated marketing and business service team enables us to put resources where they are needed quickly in the event goals are not being met. An example of this is the resources we poured into Omaha to increase dislocated worker enrollments. This included coordinating with US DOL and HWS to change the look back period to engage more dislocated workers. Individualized career services are best anchored by the results of a comprehensive assessment process that helps to benchmark each client’s personal and professional starting point. Assessment tools include ProveIT, and CASAS testing for reading and math comprehension among other industry-specific tools as needed to meet employer demand. In addition to skill assessments, clients also work with Able career coaches to understand and utilize the Objective Assessment and career exploration options within NEWorks . Based on client barriers and preliminary employment or training goals, clients may access a series of additional assessments including O*NET, 16Personalities, and My Next Move, among others that help measure basic skills, work readiness, interests, and aptitudes. The Individual Employment Plan (IEP) is the centerpiece of individualized career services. Career coaches work with clients to author an IEP that charters the client’s steps toward their employment goals, National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 12 breaking down the path into small, achievable action items along a career pathway so that clients can see how each accomplishment brings them closer to their goals. The IEP outlines the client’s long-term goals, including those that are achieved during their enrollment in the program as well as after. The pandemic has amplified the need for comprehensive career planning as nearly 91% of center job seekers are doing so because their job has been eliminated because of the economic impact the pandemic has had on the job market, and they need to forge a new career pathway that offers long-term opportunities for economic mobility. The Career Coach and client revisit the IEP at least monthly, making real-time updates to record achievements or to make adjustments to emerging changes to the client’s circumstances or goals. Able helps clients explore career pathways by providing labor market information, information about growing industries and occupations and career exploration tools. Career Coaches help clients address basic or supportive assistance needs including transportation, childcare, and healthcare, among other needs, and identify partners or provide resources directly to help address barriers that would impede training or employment success. As customers achieve the goals, obtain employment, and exit WIOA, staff document individual success stories which are used in marketing and outreach strategies. Client success stories are also used to inform CQI strategies and elevate best practices. 7. The contracted service provider will be accountable for the integrity of the data presented and responsible for ensuring that staff is appropriately trained in the use of these systems. Explain how accountability and integrity of data will be assured, and how staff will be appropriately trained in the use of these systems. Able is well-versed in the policies, requirements, and regulations around WIOA participant information and privacy. Able has internally-developed policies and technology in place which comply with all file maintenance requirements, including file storage, print and digital file access limitations, and the protection of Personally Identifiable Information (PII). Able has policies on record for proper file maintenance schedules and for PII protection, and all staff are trained in adherence to these policies. Electronic access to data is controlled via individual login credentials. All program staff, including volunteers, are required to follow policy provisions, which cover privacy-protection steps for physical files, digital files, and even oral transmission of personal information. Staff participates in professional development training, including monthly training for NEworks, to ensure that all customer data entry, documentation, case noting, etc., is processed in a way that safeguards customers and the public workforce system. Program Service Delivery Model 1. Describe the problems faced by your clients and identify your target population, explaining the challenges and barriers they will have to overcome to succeed. Far too many Nebraskans have lost their jobs due to the pandemic, and far too many occupations and industries are not recovering in the near future or ever in some cases. In Able’s November 2020 survey, 91% of Omaha job seekers served through the AJC said that they sought assistance because they needed to pursue a completely new career path. Job seekers utilize the resources available through WIOA to pivot into new career pathways, and it is critically important that the AJC is full of career exploration tools that help individuals make informed decisions about their future, connect with resources that address barriers to employment, and receive support to changes careers or transition back into the workforce. 2. Describe how you will market to and recruit adults and dislocated workers, including those from targeted, hard-to-serve populations which may require specialized marketing and outreach efforts. Please describe your program outreach and marketing efforts to the National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 13 targeted population's, please include measurements and optimization results of those previous efforts. Able utilizes a suite of marketing channels and targeted outreach strategies to reach job seekers across Greater Omaha including direct email, social media, text messaging, explainer videos, local media outreach, print collateral, among others. Able’s marketing strategy also includes culturally-appropriate approaches to engagement, including Spanish-language materials and frontline staff who help navigate programs and services. Able has enjoyed working collaboratively with HWS and our workforce partners to develop and execute unique outreach strategies including Drive Thru Job Fairs, a Better Business Workshop series geared toward employers in collaboration with University of Nebraska, Nebraska Department of Labor, Metropolitan Community College, Southeast Community College, and Bellevue University . Through targeted marketing and outreach efforts, Able reaches about 500,000 in the Greater Omaha area annually. A sample of successful marketing and outreach initiatives over the past year include: 〉 Explainer videos targeted toward dislocated workers deployed on social media 11,000 impressions in 14 months) 〉 Weekly direct email campaigns for prospective adult & dislocated worker clients (1,200 email recipients reached weekly) 〉 Bi-weekly job lead text messaging campaign (Launched in winter 2020) 〉 Custom-built job seeker enrollment landing page (500 visits monthly) 〉 A bilingual Contact Center team offering career resources by phone (9,000 calls annually) 3. How will you ensure high-quality customer service for all jobseekers interacting with staff? All staff receive comprehensive customer service training and ongoing professional development to ensure that all customers receive support that is courteous, culturally-appropriate, mindful of trauma- informed care, and aligns with the mission and goals of Able and its partners. Able’s multilingual Contact Center team fields approximately 9,000 calls each year, and provides workforce resource navigation, partner referrals, comfort care and de-escalation when needed. To measure success, customers receive many opportunities to provide feedback, including weekly and annual customer satisfaction surveys, incremental evaluative and customer satisfaction surveys (offered after each workshop, webinar, or other event), and through open and ongoing communication with multiple levels of staff—front frontline to management. 4. Describe how you will assure that career services are available to all jobseekers and employers, including areas with high poverty and transportation barriers. When working with businesses and representing the public workforce system, Able focuses on criteria that create lasting solutions to economic growth objectives including high-growth industries and job quality. Job quality is defined primarily by living wages, employee benefits, career advancement opportunities, and hiring practices that support racial equity and inclusion. Able builds and cultivates relationships with employers whose values and demonstrated hiring practices support our job quality standards and mission. As part of our approach to employment transition, Able also works with job seekers to ensure that they are equipped to ask the right questions and make decisions about what will best support their individual and career goals. Able collects data about hiring and placements among employer partners using its CRM. In addition, Able conducts an annual equity and employment survey to solicit information directly from clients who have received services and have been placed. Data is regularly analyzed among leadership and frontline staff to measure progress toward goals and objectives and for corrective action plans. In the next program year, Able will continue to solidify partnerships across the region, focusing on National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 14 geographic areas such as South Omaha, populations with greater barriers to employment such as non- native English speakers, military veterans, SNAP recipients, formerly incarcerated or returning citizens, and those with limited or little education. Further, Able will focus on helping break cycles of unemployment and poverty by focusing on growth industries and occupations. 5. Describe how you will help ensure an efficient use of the WIOA funds while maximizing services for adults and dislocated workers. Able is an experienced provider who has a successful track record of managing federal grant funding for four decades. Since the 1990s, Able has administered WIOA (formerly WIA) funding, and builds from its experienced staff, led by its Chief Financial Officer, who was named “CFO of the Year” by Financial Executives International. Both programmatic and fiscal staff understand their stewardship role in assuring that all expenditures are allowable, and align with the overall goals of the customers it is intended to serve. Program staff help customers make informed decisions about their career plan, vetting resources including the provision of vocational training to ensure that the funding and time spent align with federal, state, and local policies. When needed, Able works collaboratively with HWS to coordinate technical assistance. 6. Describe how you will provide orientation to WIOA services, and how orientation may be adapted to welcome individuals from target demographics. Able currently offers orientation in both a live in-person format as well as a virtual format to enable people with mobility and digital access challenges to participate. As the pandemic forced AJC closures throughout the US, Able quickly adapted orientation, intake, and Career Coaching services using virtual platforms, providing Omaha-area job seekers with guided access to WIOA resources. These flexible formats are also leveraged for the South Omaha outreach site, giving job seekers the opportunity to quickly access resources with ease. 7. How will you ensure that front-line staff will have sufficient time and support to provide the highest quality programmatic services to adults and dislocated workers? At the onset of each program year, program management set team and individual goals that map to the successful achievement of performance metrics. The goals are broken down into small steps, and calendarized by week, month, quarter, and annual expectations. Staff document their achievements, daily in most cases, and program management can view performance in near-real time. If any deviations from goals are detected, management can view—at the individual career coach level—when targets are missed. Immediate action is taken if and when performance expectations are not met in the form of a corrective action plan which is implemented and revisited to ensure any ongoing challenges are rectified. To help staff manage their individual activities and achieve performance goals, Able offers a suite of professional development offerings. Staff participates in internal and leading workforce industry training opportunities including: Collecting & Using Data to Improve Your Programming, Documentation of Case Notes, Motivational Interviewing, Supporting Clients of All Reading Levels, and Trauma-Informed Care. 8. Describe your organization’s experience in providing WIOA and the menu of jobseeker services including, but not limited to assessment, training, determination of supportive service needs, assistance with employment, retention, and follow-up services. Include detail of customer flow. Individualized career services are best anchored by the results of a comprehensive skills assessment process that helps to benchmark each client’s personal and professional starting point. Assessment tools include ProveIT, and CASAS testing for reading and math comprehension, National Career Readiness Certificate, Bring Your “A” Game, among other tools as needed to meet employer demand. Able regularly National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 15 revisits its overall assessment processes and tools, using employer partners and AJC partners as sounding boards for adjustments to the types and scope of client assessment. A Career Coach begins with the information collected via the enrollment and assessment process to identify needed or recommended training and work readiness activities, supportive services, and recommended career pathways in the development of the Individual Employment Plan (IEP). The Career Coach engages the customer in a discussion, walking through local labor market information, sharing information on the availability of supportive and training services, and explaining the IEP’s existence as a living document and the overall goal. Career Coaches and job seekers complete the IEP collaboratively, demonstrating they are willing to listen, learn, and understand the customer’s goals and provide expertise and guidance. Participation in activities that support client progression along career pathways that offer growth and meet employer demand are thoroughly explored during IEP development with the client and career coach. This document details the client’s journey along their chosen career pathway outlining incremental steps along the path to goal completion. The IEP exists as living document; as each small step is achieved or new goals are infused, both the client and career coach adjust the IEP to reflect progress. IEPs outline the goals clients set during their enrollment in WIOA along with long-term goals around career advancement, some of which are achieved after their participation in the program has ended. A customer flowchart is included as an attachment. 9. Describe how you will help ensure an efficient use of the WIOA funds while maximizing services provided for adults and dislocated workers utilizing the Eligible Training Providers List (ETPL). As mentioned, all staff understand their role in vetting and stewarding grant resources for customer activities, especially vocational training. Each career coach has annual performance goals which assure that at least 50% of funds are spent on training, and that said training aligns with growth industries. Customers are aided in the training selection process utilizing the Eligible Training Providers List (ETPL). Customers interested in vocational training must explore multiple training providers before committing to a specific provider. When a customer is enrolled in training, staff keep in close contact with the customer, providing support and intervention (when needed) to ensure successful completion of training. Staff also identify opportunities to offer supportive services, including work clothes or resources such as tools or equipment to ensure training participation and post-training placement into employment. Career Coaches plan frequent and ongoing communications with vocational training providers at specific intervals to ensure customers are gaining the skills necessary to obtain industry-related employment, and on track towards credential attainment and successful training completion. 10. What is your understanding of high-wage, high-demand industries in the Greater Omaha Local Workforce Development Area? a. How will your organization provide career exploration of in-demand fields, including job-shadowing, paid/unpaid work experience, and apprenticeships? Able focuses on helping customers connect with opportunities in the Greater Omaha region’s growth industries, including: manufacturing, information technology, construction, healthcare, and transportation and logistics. Business services staff develop and curate relationships with employers in these industries, to ensure that the public workforce system is viewed as a pipeline for skilled workers. With historically-low unemployment rates, Able works to ensure that WIOA resources are being utilized in a way that helps meet higher-than-usual demand-side economic conditions, including utilizing state resources such as the H3 website and LMI (labor market information). As an example, Able worked collaboratively with Blue National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 16 Cross Blue Shield to launch Ignite Nebraska, which was designed to help individuals from underrepresented communities with opportunities to develop high-tech, high-paying, high-impact careers. While each job seeker’s journey is unique, most of those who made a new career transition did so with the help of career training through the eligible training provider network. Able ensures that all customers have access to the resources needed to explore training for growing industries and occupations, easily identify training providers that have positive outcomes and who are on the WIOA eligibility list, and can gain a clear understanding of the costs associated with each. All staff work to develop opportunities for clients to connect with short-term subsidized and unsubsidized work opportunities to help job seekers build skills and experience. Able develops internship opportunities, paid or unpaid work experience opportunities, on-the-job training, transitional jobs models, and other options to help clients build their skills and work experience in the local or regional job market. As mentioned, in PY20 Able placed 42 job seekers into on-the-job training (OJT) opportunities with a 62% successful completion rate. 11. Name and describe the workforce service area’s top five (5) targeted industries that you will focus on promoting when providing WIOA Adult and Dislocated Worker customers. a. How will you promote opportunities in these industries to enrolled WIOA Adult and Dislocated Worker participants? The Top 5 targeted industries are: manufacturing, information technology, construction, healthcare, and transportation and logistics. For customers with experience in these industries, Able works to develop targeted job search strategies. As mentioned, Able also aligns job development activities of the business services team with growth industries. For those who need to pursue vocational training to enter growth industries, Able offers resources to help make informed decisions using the H3 website and LMI, including the weekly Training Guidance Workshop. All customers who are interested in pursuing career pathways are invited to attend Able’s Training Guidance Workshop, which is designed to help solidify the intended goals of WIOA training, chiefly focusing on growing industries and the skills and training required to obtain and progress along career pathways. 12. As a result of the COVID-19 pandemic, virtual programming has become more common for individuals seeking basic career services and WIOA services. Describe how you will incorporate access to virtual services as a part of the overall program service delivery model. a. Note: This should include how virtual options for orientation, eligibility determination, workshops, case management, and more will be offered. Able currently offers a number of virtual options for job seekers seeking basic career services including: orientation, enrollment, job leads, job readiness training, and career coaching using virtual platforms including text messaging. In Spring 2022, Able will launch a virtual learning platform which will allow for 24/7 access to basic services including job readiness training on interview techniques, job search strategies, LinkedIn profile development, networking, orientation, and more. In addition, Able will also launch a virtual resume-builder tool that will allow job seekers to easily create a new resume and post it to Able’s internal job board which is curated by the Business Development team. 13. Describe how you will collect and evaluate customer needs and satisfaction for continual service delivery improvement, including exploring implementation of a real-time customer feedback model. Able embraces continuous quality improvement across its operations, with customer service excellence at the centerpiece. As part of this commitment, all customers receive information about how to share National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 17 feedback using a number of different methods including access to Able’s Customer Contact Center, which is staffed in large part by former program customers who offer unparalleled understanding and compassion and collect real-time feedback as well as our formal grievance process. Customer satisfaction surveys are disseminated at various touchpoints: comment boxes are placed in and around offices, feedback is solicited via surveys which are distributed via direct email and text messaging, and periodic focus groups. Able would support new systems to collect additional feedback. 14. Describe the work your organization will undertake during the first 90 days of the contract period to learn current circumstances and effectively plan workstreams and timelines for the remaining contract period. During this unprecedented period in history, Able has been steadfast in its commitment to serve all customers of the public workforce system: job seekers, employers, and partners. Able transitioned WIOA services to virtualized models without lapse as the pandemic forced closures to public buildings. As the current provider, Able has made significant progress, sharing its expertise, leveraging in-house resources such as its marketing, customer service, and finance and IT staff to the Greater Omaha workforce area, but our work is far from complete. Able and HWS have discussed future plans which would infuse additional grant funding and resources into the Greater Omaha workforce area, including applying collaboratively for federal grant funding and the expansion of the South Omaha location. We hope to continue to be a critical partner to HWS, community partners, employers, and most importantly, to job seekers. Additionally, Able has worked to procure additional financial and programmatic resources for the area in the form of SNAP Employment and Training funds, putting up agency dollars as a match to expand and broaden service delivery to in-need populations. Fiscal Capabilities & Budget 1. The Budget Narrative must be typed and placed in the proposal following the Budget Form (Attachment C). a. The Budget Narrative should detail all costs that are necessary to directly operate the proposed program. b. Describe and list any unusual equipment that is essential to the program and indicate whether it belongs to the organization, the State, or will be purchased if the proposal is funded. If any additional equipment is to be purchased or leased, please indicate this in the proposal. Include a detailed justification of the intended purchase, and why its purchase is essential to the program’s operation. The Budget Narrative should fully describe the cost allocation methods used. c. The Narrative must describe how funds are allocated to minimize administrative costs and support direct services to participants. The narrative should also describe the indirect costs that are proposed, indicate what costs are included, and explain how these indirect program costs were determined. Any indirect costs budgeted must be supported by an indirect cost rate agreement with a Federal or State cognizant agency, a copy of which must be attached to the budget request. d. Describe past success with leveraging additional resources. Describe both leveraged resources whose purpose has been to ensure and maximize the delivery of services and leveraged resources whose purpose was to maximize the organization’s financial resources. Also, specify additional resources to be leveraged and any in-kind contributions the organization will provide to assist in the participant program’s success. e. Provide your latest audit report. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 18 The Budget Form and Budget Narrative are included as attachments. Able’s audited financial statements are included as an attachment. 2. The selected WIOA Adult and Dislocated Worker service provider will be expected to use a percentage of allocated funds towards career training activities. Please estimate what percentage of this total amount budgeted that you would expect to spend in different employment sectors (i.e. an estimated one-third of budgeted training dollars will be spent upskilling participants in the healthcare industry). Able anticipates spending approximately 50% of funds on training. Of that, approximately 25% of the total training budget will be spent on employer on-the-job training (OJT). Able also estimates 33% will be spent on healthcare upskilling/training, 37% will be spent on transportation/logistics, 15% will be spent on manufacturing, and 15% will be spent on other growth sectors and occupations including finance, information technology, and business and professional services. 3. Identify any in-kind resources/support for the service delivery system beyond what is requested in the budget. Include each committed or proposed source of funding and the amount of that funding. Able will leverage additional grant funding available through the SCSEP and the SNAP Next Step program for eligible and potentially-eligible Nebraskans. In addition, Able is requesting federal support from the US Department of Labor to bring the Homeless Veterans Reintegration Program (HVRP) to the Greater Omaha workforce area. Both opportunities help most-in-need populations access the resources needed to address barriers to employment and self-sufficiency. As described in the staffing section, Able provides staff support in-kind; including executive staff, management staff, and program staff expertise, as well as compliance, marketing, human resources, information technology, and finance. 4. Describe your organization’s financial and administrative experience and capabilities managing and accounting for multiple federal, state, and local funding sources and conducting self-monitoring for performance and compliance. Bidders must be in accordance with Generally Accepted Accounting Principles (GAAP). Able’s accounting systems, policies, procedures, and an effective internal control structure ensure that Able complies with all federal and state statutes, regulations, policies and generally accepted accounting principles (GAAP). Finance staff members implement and monitor an effective control environment where employees understand their responsibilities, the limits to their authority, and are knowledgeable, mindful, and committed to assuring that the highest standards of business and ethical practices. These practices permeate throughout the activities surrounding the custody and use of financial resources. Each major program has assigned accounting staff that helps program managers develop budgets and forecasts and explains the monthly financial results to each program team. During the financial review, finance staff present monthly and year to date comparison to the program management and discuss variances over a certain threshold. Able’s executive management team meets on a weekly basis, discussing ongoing business including the discovery or recommendation of any fiscal control issues. Actions are taken immediately to address these issues and correct any weaknesses. Any forecast adjustments are discussed in the weekly meeting or monthly financial review. 5. Describe experience that your organization has in managing Federal funds and the experience of currently employed fiscal staff in administering such programs. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 19 National Able Network has received unmodified opinions on all audits for the past 20 years and is considered as a low risk auditee. There were no material weaknesses and internal control issues identified during Able’s fiscal and A-133 audits. Able has not had any disallowed costs. Able’s accounting team is led by Chief Financial Officer, Khalid Qazi, who was named “CFO of the Year” by Financial Executives International. Able's management makes appropriate changes to comply with the new rules and regulations related to the industry on a timely basis. Able also shares financial information with the Board of Directors on a quarterly basis, explaining financial activity, answering any questions, and receiving guidance from the Board. Able’s finance staff conducts regular training sessions for all employees companywide on corporate policies and procedures. A complete list of corporate policies is available upon request. 6. Describe any experience your organization has with administering cost-reimbursement and/or performance-based contracts. a. How will you provide and fund the start-up costs of the program? b. How will you manage the upfront financial costs of the work experience activities (i.e., internships, etc.)? c. Describe how the Bidder’s organization will financially support the costs of doing business until an invoice can be submitted and paid by HWS’s fiscal agent. d. Describe the measurable performance outcomes to which the organization will tie payment and the documentation that will be submitted to provide attainment of the outcome. Agency financial systems and programs comply with Office of Management Uniform Guidance, WIOA and TAA program and performance regulations, including state-specific policies and regulations, and other regulations specifically associated with federally-funded programs under its management. As an existing provider, Able does not anticipate start-up costs. Able has excellent cash flows and is well-positioned to support the cost-reimbursement contract. Able’s approach to managing grants is also anchored in a belief that we should strive to come as close to 100 percent utilization as possible as a means to achieve the most positive impact to the customers we are here to serve. To that end, Able’s finance team will work with the Board and fiscal agent to devise strategies that maximize contract impact by being planful about how funds are used. To manage this process effectively, Able closes the books “in full” each month, giving all stakeholders a real-time view into program expenditures. 7. How will financial information be made available for monitoring and auditing purposes? a. Describe your organization’s contingency plans to repay HWS in the event there are any disallowed costs because of an audit or monitoring review. Because Able is a workforce services operator and provider funded by direct federal grants (US Department of Labor [USDOL]), State grants (Illinois, Indiana, Iowa, Delaware, and Nebraska), and many municipal and private grants, the organization is typically audited no fewer than 15 times per year. Able’s finance and program teams are well-versed in the requirements of monitoring and auditing, and have done so successfully with the Board since the onset of the contract. While Able has never reported disallowed costs, Able has in place fiscal controls and exceptional cash flows, alternative sources of income, and a line of credit. All of these safeguards would be utilized in the unlikely event of disallowed costs. 8. Describe your organization’s payment procedures, including frequency and methods, of direct participant costs. Include invoicing procedure and schedule. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 20 a. Provide a description of how and with what frequency your agency will regularly communicate its financial integrity with HWS. Able has exceptional fiscal control and accounting procedures that govern internal, subgrantee, and subcontract expenditures. Further, Able’s financial management systems meet standards prescribed within 29 CFR Part 97, including: financial reporting, accounting records, internal control, budget control, allowable costs, source documentation, and cash management. These processes are described in detail in Able’s “Manual of Accounting Policies”, which guides direct staff and subgrantees through day-to-day operations. All expenditures are reviewed to assure they are both necessary and allowable by the grant(s). Cash and credit card disbursements require appropriate level approval prior to purchase, proof-of-purchase documentation (i.e. original itemized receipts), submittal of a duly authorized reimbursement form to finance staff, and compliance with time limitations on certain reimbursements (30 days from purchase). Disbursements may also be subject to other documentation requirements due to future policy updates and/or funding rule changes. For disbursements, Able complies with OMB Super Circular for determining costs of grants and contracts under management. Able has a number of controls in place to ensure that all costs are allowable. All disbursements are reviewed for allowability within 72 hours using a comprehensive review process that checks expenditures for potential liability and ensures they align with the overall budget. These practices are tracked through trial balance and journal ledgers to support the request. Able’s exceptional track record, finding-free audits for more than two decades and counting, recognized and expert staff, and fiscal control environment are all examples of longstanding financial integrity. Able welcomes regular and ongoing communication between the board and Able's leadership teams about fiscal practices. Bridget Altenburg President & CEO Khalid Qazi Vice President & CFO Matthew Weis Chief Program Officer (7% FTE) Kristen Cullotta VP, Marketing & Development Azra Poljak, Director, Compliance Alejandra Sinecio, Senior Program Director (90% FTE) National Able Network, Inc. Workforce Innovation and Opportunity Act (WIOA) Title I Services Adult & Dislocated Worker Heartland Workforce Solutions Accounting Support Staff (15% FTE) Mark Rassmussen CIO Information Technology Support Staff (8% FTE) Gail Berrier Vice President, Human Resources Human Resources Support Staff (5% FTE) OPEN Program Manager (1 FTE) Samsam Hassan, Training Specialist (1 FTE) Betty McKernan, Account Manager (1 FTE) John Walid, Workforce Services Coordinator (1 FTE) Quality Assurance & Compliance Team Support Staff (8% FTE) Marketing Support Staff (5% FTE) Maria Gomez Macias, Career Coach (1 FTE) Destiny Lovermy, Career Coach (1 FTE) Ethan Shaffer, Career Coach (1 FTE) Korinne Shively, Career Coach (1 FTE) Anthony Bonner, Quality & Eligibility Specialist (1 FTE) Bailey Stanley, Workforce Services Coordinator (1 FTE) HWS Staffing Plan National Able Network Leveraged CHART KEY ALEJANDRA T SINECIO 60744 Levi Rd ● Glenwood, IA 51534 ● 402-306-5396 ● alesinecio@yahoo.com Innovative and experienced professional with a background in collective impact collaboration. Strives in relationship building, project management and using critical thinking to drive high-quality work to expand access and excel communities. SUMMARY OF QUALIFICATIONS ●Project management and program development ●Collective impact and partner collaboration ●Organizational development ●Strategic planning ●Strong leadership, motivational and communication skills CORE COMPETENCIES ●Bilingual in Spanish/English ●High Level Coordination ●Systems Evaluation & Monitoring ●Judgment and Decision Making ●Active Listening ●Critical Thinking PROFESSIONAL EXPERIENCE SENIOR PROGRAM DIRECTOR August 2020 - Present NATIONAL ABLE NETWORK Omaha, NE ●Oversight of One Stop operations and WIOA Adult &DLW funding in Greater Omaha ●Supervise and provide leadership for a team of 14 staff members ●Ensure compliance with contractual and program requirements ●Evaluate the performance and impact of the organization ●Foster a positive, inclusive, and mission driven culture DIRECTOR OF WORKFORCE EDUCATION & INNOVATION March 2020 - July 2020 LATINO CENTER OF THE MIDLANDS Omaha, NE ●Oversight of program budget & grant funds ●Supervise and provide leadership for a team of 14 staff members ●Create & Implement a summer youth internship program ●Work with ABE staff on creating a curriculum that builds from one level to the next MANAGER OF WORKFORCE PERFORMANCE April 2016 - March 2020 HEARTLAND WORKFORCE SOLUTIONS Omaha, NE ●Oversight of publicly funded service provision and serve as contact for partner programs and key stakeholders; ●Leadership support for the Local Workforce Development Board ●Accountable for performance of the workforce delivery system and development of community relationships to improve collective impact collaboration and partnership ●Work with business services to support a model for career development, skills and credential attainment, and job placement ●Created a 4-year Regional Plan for the Greater Omaha area ●Manage multiple projects ●Create and negotiate MOU's with partners and provide oversight of the contracts. COMPLIANCE MANAGER October 2011 - August 2015 ONE WORLD COMMUNITY HEALTH CENTER Omaha, NE ●Manage organization Policies & Procedures and all third-party contracts. Education & training for all staff on state and federal rules and regulations governing federally qualified health centers. Collaboration with departments for optimum performance improvement. Created an organization Dashboard to identify goals and performance outcomes. ●Advise managers on organizational policy matters such as equal employment opportunity and sexual harassment and recommend needed changes. ●Plan and conduct new employee orientation to foster positive attitude toward organizational objectives. ●Serve as a link between management and employees by handling questions, interpreting and administering contracts and helping resolve work-related problems. ●Maintain records and compile statistical reports concerning personnel-related data such as hires, transfers, performance appraisals, and absenteeism rates. ●Analyze statistical data and reports to identify and determine causes of personnel problems and develop recommendations for improvement of organization's personnel policies and practices. HEALTHCARE MANAGER April 2005 - October 2011 UNMC PHYSICIANS Omaha, NE ●Supervise the activities of workers engaged in receiving,storing, testing, and shipping products or materials. ●Plan, develop, or implement warehouse safety and security programs and activities. ●Review invoices, work orders, consumption reports,or demand forecasts to estimate peak delivery periods and to issue work assignments. ●Prepare and manage departmental budgets. ●Prepare or direct preparation of correspondence, reports,and operations, maintenance, and safety manuals. EDUCATION BACHELOR OF SCIENCE - BUSINESS ADMINISTRATION May 2006 BELLEVUE UNIVERSITY Bellevue, NE CERTIFICATIONS AND SKILLS ●Fluent in Spanish ●National Career Readiness Certificate – Gold level ●Microsoft Office Suite COMMUNITY INVOLVEMENT ●South Omaha Community Care Council ●Hispanic Chamber of Commerce ●Greater Omaha CODE ●LeadDIVERSITY 2 nd Cohort NATIONAL ABLE NETWORK, INC. POSITION DESCRIPTION Program Manager Page 1 of 2 JOB TITLE: Program Manager Position Summary: The program manager is responsible for the program(s) to ensure that they are in line with the stated objectives and goals of the organization. Will provide quality control for the organization's programs through methods such as collecting data, analyzing trends and/or tracking the budgets; monitoring client recruitment levels, and stages in the program. The program manager will work with a variety of internal and external individuals ranging from volunteers to management, and must be capable of conveying information to people who are not always familiar with the program(s). Program manager must assess, maintain and adjust program as necessary to ensure it is producing the desired outcome. Determines through data analysis whether the program is achieving the desired results/goals as defined by leaders in the Agency. May be required to monitor costs associated with the program and all events and/or training to ensure alignment with Finance budget. May carry a caseload of clients and interface with local companies to identify employment leads and supporting employment retention services to clients. May supervise employees, volunteers, temporary or participant staff. . Job Content: • May oversee client progression through all steps of referral, enrollment, training, completion and employment advancement. • May conduct client intake, assessment, academic counseling, goal-setting, enter case notes, certification testing, and report on internal and external performance • May process enrollment and funding paperwork for new client and/or students • May manage client and/or student learning portal and additional/interface of curricula • Provide regular progress and attendance reports to clients’ career coach, workforce services coordinator or other support staff, as mandated by funding program • May serve as a liaison between client and provider in the resolution of technological or non-technological support issues • May facilitate or coordinate workshops and cohort kickoffs • Collaborates with training professionals to integrate best practices and industry trends into skills training curricula • Participate in promoting various training services department and programs and recruiting suitable candidates • Continually reviews and evaluates all phases of program: includes, but not limited to training, procedures, development and resources such as equipment or services and makes recommendations to management for program improvement • Works with appropriate staff to maintain and submit accurate, timely and complete data for internal and external reporting regarding clients’ progress through all phases of the program. Provides senior management with verifiable and timely data to make strategic decisions. • May assist with the preparation of proposals and grants including the collection of data to complete status/final reports for funders. Client/Colleague Interface – Internal/External: • Networks and collaborates with senior internal and external personnel in own area of expertise; frequent inter-organizational and outside contact, collaboration with individuals to provide workforce development/services and assistance to programs may include areas such as client/employer connections, youth, retail, veterans, IT and other workforce development related programs and services. • Interacts and develops rapport with a diversified population of business leaders, government agency personnel, funders, partners, staff and clients to build relationships and meet the needs of the clients. NATIONAL ABLE NETWORK, INC. POSITION DESCRIPTION Program Manager Page 2 of 2 • May represent the agency at industry conferences, training events, job fairs and other events and may interface with many levels in the industry. Knowledge or Expertise: • Demonstrated success developing and implementing program strategies and producing successful placement outcomes. • Advanced computer proficiency with Microsoft Office products (Word, Outlook, Excel, Access); knowledge of government systems strongly preferred. • Excellent written, verbal, and interpersonal communication skills. Must be able to interact and develop rapport with a diversified population of business leaders, government agency personnel, funders, partners, staff, and clients. • Service-oriented, flexible, self–starter with a solid work ethic who can manage multiple priorities simultaneously and work under pressure to meet deadlines. • High initiative, outstanding organizational skills, clear attention to detail and the ability to follow-through. • Must be able to travel to seminars/workshops and other National Able Network offices as necessary. • Communicates clearly and concisely, both verbally and in writing internally across organization and externally to clients/partners/funders and/or employers. • Excellent presentation skills • Previous workforce development experience is a plus. Minimum Qualifications: • Bachelor’s degree, or higher, in education/social work/human resources or related field preferred OR 6-8 years of relevant experience is required • Minimum (5) years of experience in program management or related field. Samsam Hassan Resettlement and Placement/Matching Grant Case Manager - Lutheran Family Services of Nebraska Omaha, NE 68131 samhassan65_oph@indeedemail.com (402) 515-4309 To obtain a position in the field of social work where my prior experience with Lutheran family services as a case manager and my familiarity with the position can help contribute to delivering an outstanding outcome. Work Experience Training Specialist/Career Coach National Able Network July 2019 to Present Resettlement and Placement/Matching Grant Case Manager Lutheran Family Services of Nebraska - May, Nebraska, US May 2015 to July 2019 • Resettled new refugees into different cities in Nebraska • Case managed clients cases for 90 days and post 90 days of arrival • Managed federal funds • Distributed Cash assistance to families were enrolled in the program • Submitted reports to our national offices • Tracked self-sufficiency of participants in the matching grant program • Documentation of events • Held Cultural Orientation classes for new refugees • Assisted with job placement/Job Upgrades • Held Job readiness classes for refugees • Assisted with Public benefits • Assisted with Housing issues • Assisted with obtaining documents such as Social security cards/EAD/Green Cards Sales and Solution Agent Mutual Of Omaha August 2013 to April 2014 sold life insurance products to current clients and prospects also assisted customer with inquires about their life insurances assisted with claims Lutheran Family service, May 2014 05/2015t: Employee Specialist Case Manager/Interpreter performed case management tasks such as assisting with applying for State benefits, setting up doctor appointments, maintained client files and case notes, documents each appointment. Volunteer Jobs Lutheran Family Services of Nebraska May 2012 to May 2013 • Assistant newly arrived or resettled refugees • Made appointments medical Appointments • Assistant with DHSS applications • Assistant with SSI applications • Took clients to DR. appointments • Helped Set up apartments • Read mail for clients • Interpreted (Somali) A Banker Bank of the West October 2010 to 2013 Telephone Banking Checking, savings, CDs, Ira's accounts Balance inquiries Statements Credit lines Debit card issues Address changes etc. Billing Agent West Corporation July 2007 to June 2010 Handled incoming calls Took payments Reviewed customer's bill Adjusted invoices error/ per adjustment request Updated account information Technical troubleshooting Answering general questions Selling features Selling equipment/ devices Handling billing/ adjustments Processed equipment upgrades Education Associate's Degree Bellevue University Bachelor's degree in political Science University of Nebraska at Omaha - Omaha, NE Skills Excel (Less than 1 year), Ms office (Less than 1 year), Outlook (Less than 1 year), Powerpoint (Less than 1 year), Word (Less than 1 year) Additional Information Computer Skills: MS Office (Word, Excel, Access, PowerPoint, Outlook) Information and Communication Personal Strengths Strong written and verbal communication skills. Ability to manage multiple projects while producing high quality work in a timely manner. Commitment to providing high quality customer service. BETTY MCKERNAN ♦ 402-639-9390 bmckernan@NationalAble.org www.linkedin.com/in/bettymckernan OBJECTIVE Seeking a position in marketing utilizing my skill set that features strong sales capabilities, attention to detail, customer service and retention. PROFESSIONAL SUMMARY I have the ability to deal with, influence, and communicate with other people. Dedicated to hard work, my background includes positions as Business Development Representative, Account Manager and Business Manager. I am a proven leader that values relationship building, trust and communication. I am passionate about customer service and how vital it is in customer retention. I am goal oriented with an ambitious passion to succeed. SKILLS • Leadership & management • Marketing & rapport building • Selling and sales • Problem-solving skills • Cold calling • High energy • Networking • Relationship building • Communications • Prospecting • Customer service focus • Cash handling • Sales training • Self-motivated CURRENT EMPLOYMENT Account Manager - National Able Network Omaha, NE May 11, 2020 to Current • Provide excellent customer service skills to Job Seekers • Develop relationships with Business to understand their needs for placing job seekers • Present our On the Job Training program to potential business partners 2 • Match job seekers up to the open positions with our business partner • Join in Business Partner meetings – help recruit businesses for our job fairs • Understanding job seekers skills and placing them accordingly • Prepare the necessary paperwork to our business partners • Follow up monthly gathering pay stubs for reimbursement to the employer • Case noting the job seekers accounts WORK HISTORy Business Development Manager Onin Staffing Inc. – Omaha, NE Jan 2019 to March 31,2020 • Maintained and expanded relationships with large and small companies • Gained insight to customer business models and understand how they operate • Ensured customer satisfaction • Established customer pricing and strategy • Recruited and placed teammates • Matching skill sets up to the position and requirements • My position was terminated due to the down turn in the market with the Corona virus Omaha Steaks Account Manager Oct 2018- Jan 2019 • Managing a strategy while building a business relationship with customers • Growing my own book of business • Ensuring a continued , positive and profitable relationship while ensuring customer retention Assistant Event Coordinator 09/2017 to 05/2018 Leukemia & Lymphoma Society – Omaha, NE • Planned large-scale events such as tradeshows, conferences, and meetings. 3 • Managed event logistics and operations, including support staff, vendor services and volunteers. Coordinated schedules and timelines for all events. • Coordinated florists, photographers, videographers, musicians, officiants and ceremony participants during rehearsals and pre-ceremony, ceremony and reception events. Owner/Marketing Manager 09/2012 to 02/2017 Stilettos Dry Cleaning Delivery Service • Responsible for growing and overseeing daily operations of the business including management of the route delivery service and daily functions. • Provided fresh new ideas on marketing a new company to the Omaha area. • Identified & resolved customer situations to maintain customer retention. • Established cold calling, networking, door knocking to grow the company, placing a trusted name and face while maintaining the highest level of concierge customer service. Business Development Consultant, 10/2010 to 09/2012 Cox Media – Omaha, NE • Prospected new accounts which included door knocking and cold calling. Excelled in quota driven environment placing in the top 25 for BDC's in my market for the first year of selling. • Built rapport and trust for new customers winning their advertising business while providing sales solutions that best suit their needs. Anthony Bonner 3901 N 41st St. Omaha, NE 68111 (402) 981-5566 aljbonner2000@gmail.com Experience November 22, 2021 – Present National Able Network QA & Eligibility Specialist – Omaha, Ne • Check and approve eligibility for WIOA funding • Send out referrals to clients referred to WIOA program • Conduct/lead WIOA orientation Twice a week • Share knowledge of programs that may help clients with assistance for school or earning a trade. • September 21, 2020 – November 21, 2021 National Able Network Services Coordinator – Omaha, Ne • Check in Customers • Clean & Sanitize work spaces • Assist customers with filing for unemployment • Share knowledge of programs that may help clients with assistance for school or earning a trade. • Be knowledgeable about rental assistance and homelessness programs June 2020 – Present Fidelity K-9 Kennel tech/Trainer – Omaha, NE • Clean Kennels as needed and break dogs three times a day • Assist in daily training on and offsite recording videos for pet owners to record animals progress • Give animal meds as needed during daily feeding schedule • February 2019 – April 2020 Town & Country Humane Society Animal Care Assistant - Papillion, NE • Feed and water animals according to instructions and feeding schedules • Contact Veterinarians to secure treatment for sick or injured animals • Examine and observe animals to determine if they have ticks or fleas • Clean, organize, maintain and disinfect animal quarters • Greet customers at the entrance and provide assistance with their needs March 2019 – April 2020 AutoZone Product Sales Manager - Omaha, NE • Operate cash registers and follow established cash handling duties, including but not limited to deposits, petty cash and lane accountability • Address customer concerns and resolve them with a goal of turning a complaint into a compliment • Process returns and effectively manage inventory • Maintain sales productivity, store appearance and merchandising standards • Utilize ZNET to help customers locate merchandise or find suitable alternatives • Assist store manager with supervising, training and developing store personnel • Delegate and ensure store merchandising tasks are completed in a timely manner • Assume responsibility for the store operation and commercial department in the Commercial Sales Manager and Store Manager’s absence February 2016 – May 2019 Central High School Foundation Assistant - Omaha, NE • Updated Alumni Information in Raiser’s Edge • Assisted in hosting events • Wrote and sent a thank you letter to partners • Sent birthday cards • Did bulk mailings December 2017 – March 2019 Walgreens Cashier - Omaha, NE • Restocked floor • Greeted incoming customers • Cleaned and sanitized the store • Trained new employees Volunteer Experience Red Cross • Handled blood and platelet donations Omaha Home for Boys Banister’s Leadership Academy • Tutored students in different subjects Education Summer 2015 – Spring 2019 Central High School Graduated with Diploma 2019 Omaha, NE The U.S. Army Junior Reserve Officer Training Corps (JROTC) awards The International Baccalaureate Middle Years Program (MYP) References: Shane Donovan • (402) 278-8430 • Shane.Donovan@hws-ne.org Theresa Thomas • (402) 934-2839 • Tethomas@nationalable.org I’m Destiny Lovermi 7114 S 18th ST Bellevue, NE 68147 Destinylovermi0@gmail.com Skills I am very hardworking and dedicated to go above and beyond everyday tasks. I work well with others but also strive as an individual. I am bilingual and love helping everyone in any way I possibly can. I am a multi-tasker and value quality over quantity by still meeting quotas. I have very great communication skills and enjoy being around others. Experience DECEMBER 2021-PRESENT National Able - Career Coach ● Assisting with low income clients to help send them back to school to further their future career. AUGUST - DECEMBER Young Williams Child Support - child support specialist ● My job as a caseworker for Douglas county child support is to enforce on the case when payments are not being made, this can include suspending licenses, garnishments for both employer and direct bank accounts, and also getting parties served. ● As 1 of 6 bilingual caseworkers in an office of over 100+ people I pride myself on being fortunate enough to be able to help our Spanish speaking clients to make sure they are getting the proper care and help they need. ● help manage cases and assist clients with being responsible about meeting their deadlines for payments and helping with making their child support experience as easy as possible. NOV 2019 - AUGUST 2020 Sally Beauty ● Worked with customers and assist in their needs ● Handled register and bank statements ● Helped assist Spanish speaking customers feel that they were valued and important with each visit they made. 2 Education MAY 2018 Omaha South High School I graduated from Omaha South High school and received my diploma back in May of 2018. I did go to the University of Omaha Nebraska for 2 semesters but decided to start working full time after a traumatic experience on campus that prevented me from going back to school. I would like to continue my education in the beauty industry and possibly go to esthetician school sometime soon. ETHAN SHAFFER Omaha, NE ♦ (402) 671-8680 ♦ shaffer97@gmail.com SKILLS • Interpersonal communication • Relationship-building • Project management • Event execution • Fundraising • Recruitment WORK HISTORY Career Coach Aug. 2021 – present National Able Network – Omaha, NE • Manage over 80 individuals with major career decisions with employment and school • Implement proven plans to ensure future success in desired career field • Assist clients by connecting them with financial and supportive services both inside and outside organization • Responsible for maintaining consistent contact and providing constructive encouragement College Coach Aug. 2020 – July 2021 College Possible – Omaha, NE • Supervise college journey for over 130 University of Nebraska-Omaha students, praised by leadership team for exceptional service • Facilitate successful discussions that leads to enrollment, course registration, and financial aid renewal for over 100 students • Connect individuals to numerous online and on-campus academic resources Academic Advisor Feb. 2019 – July 2020 NorthStar Foundation – Omaha, NE • Conducted academic advisement services for 60 junior high students on reoccurring basis to maintain educational progression • Engaged in activities to build team bonding and encourage good sportsmanship • Developed and fostered meaningful relationships through different programs EDUCATION Bachelor of Science: Business Administration University of Nebraska at Omaha – Omaha, NE Degree earned: Dec. 2019 Concentration in Marketing Graduated magna cum laude Minor in Black Studies Dean's List for four semesters LEADERSHIP & ENGAGEMENT AmeriCorps Recruitment Committee – College Possible Co-chair, responsible for leading productive meetings and successful projects Apr. 2021 – June 2021 Retention Subcommittee member, helped create highly-praised retention report Jan. 2021 – June 2021 Black Excellence (Black Student Union) – University of Nebraska at Omaha Secretary, coordinated several successful social events focused on recruitment Apr. 2019 – Dec. 2019 Treasurer and Fundraising Committee Chair, helped raise $600 in six months Nov. 2018 – Apr. 2019 NorthStar Foundation High School Tutor Feb. 2021 – present Black Votes Matter Institute of Community Engagement Volunteer Jan. 2019 – present JOHN WALID 2121 Douglas St, Omaha, NE Apt 702, 68102 402-619-3205 • walid_john@yahoo.com OBJECTIVE My goal is consistent career progression assuming roles with increased responsibility PROFESSIONAL SUMMARY Business professional with four years’ experience operating small businesses including providing marketing and customer service. Skills • Operate well under pressure and can handle challenging situations.  Fluent in English, Dari/Farsi, Pashto, and Urdu Customer Service  Greeted and served an average of 100 customers daily at my own business  Resolved client complaints by listening and addressing the concern PROFESSIONAL EXPERIENCE  Workforce Services Coordinator National Able Network| Omaha, NE |April 2021 - Present  Welcomed, directed and liaised an average of 100 clients per day to their respective needs, ensuring the center was properly and professionally represented and that cus- tomers were provided exemplary customer service.  Consistently promoted training events, job fairs, and resources offered by the center’s 30+ partner programs.  Maintained organization of the facility leading to more efficient work flow, this includes inventory maintenance, written guides for staff, and troubleshooting technology  Driver for Uber, Lyft and Roadie-Omaha, NE (May 2018-March 2020)  Carpentry Apprentice, Cleveland Construction-Omaha, NE (September 2015-June 2017)  Receiving Specialist, Salon Centric-La Vista, NE (September 2014-September 2015)  Owner, Real Fashion-Kabul, Afghanistan (January 2012-April 2014)  Interpreter/Translator, Mission Essential Personnel- Kabul, Afghanistan (July 2009- December 2011)  Shop Owner, Sheik Pashan Supply- Kabul, Afghanistan (February 2007-June 2009 EDUCATION Associate Degree in Management/ Social Work at Metropolitan Community College-Omaha, NE Anticipated Graduation-December 2021 MARIA O GOMEZ MACIAS 5213 S 22ND ST OMAHA, NE 68107 Phone: (402) 612-0813 Email: mariagomezmacias@yahoo.com Objective To obtain a position in which I can bring all my experience and bilingual abilities to enhance the service provided by said organization. Ability Summary Experience in interacting with customers to provide information in response to inquiries about products and services, and to handle and resolve complaints. Employment History Career Coach 5752 Ames Ave, Omaha, NE 01/2022 – Current National Able Network Talent Development Specialist 09/2018 Rescare 5752 Ames Ave, Omaha, NE Case manager duties include assessing, planning, implementing, monitoring and evaluating actions required to meet the client's educational and employability skills as needed. Talent Engagement Specialist 11/2016 - 09/2018 Rescare 5752 Ames Ave, Omaha, NE Assist in the career center with whatever clients need assistance with. Also help with unemployment resume building and career workshops Employment Specialist 05/2015 - 10/2016 Maximus Employment first 1941 So 42 St, Omaha, NE Maximus Employment First Omaha, Ne Employment Specialist 1 ½ Years Responsible for case management on average of 50-60 cases. Duties were maintain daily contact with clients, schedule appointments, update service plans, track participation, maintain monthly participation information , answer phones, and provide supportive services as needed by client to maintain in compliance. Lead Guest Services 01/2011 - 03/2015 Salvation Army Kroc Center Omaha, NE Interact with customers to provide information in response to inquiries about products and services and to handle and resolve complaints. clinic clerk 03/2008 - 07/2010 Douglas County Health Depart Omaha, NE Perform duties too varied and diverse to be classified in any specific office clerical occupation, requiring knowledge of office systems and procedures. Clerical duties may be assigned in accordance with the office procedures of individual establishments and may include a combination of answering telephones, bookkeeping, typing or word processing, stenography, office machine operation, and filing. internal. customer service rep. 07/2008 - 08/2008 Delasco Dermatologic Lab Supply co bluffs, IA Interact with customers to provide information in response to inquiries about products and services and to handle and resolve complaints. clerical 02/2007 - 03/2008 Tulare County Health Visalia, CA Perform duties too varied and diverse to be classified in any specific office clerical occupation, requiring knowledge of office systems and procedures. Clerical duties may be assigned in accordance with the office procedures of individual establishments and may include a combination of answering telephones, bookkeeping, typing or word processing, stenography, office machine operation, and filing. I am also bilingual (Spanish). INTERPRETOR 04/1998 - 12/1998 St Joseph/Creighton Omaha, NE Interpret oral or sign language, or translate written text from one language into another. PARA PROFESSIONAL 03/1997 - 05/1997 Ops Omaha, NE Determine and formulate policies and provide overall direction of companies or private and public sector organizations within guidelines set up by a board of directors or similar governing body. Plan, direct, or coordinate operational activities at the highest level of management with the help of subordinate executives and staff managers. Education and Training Completion Date Issuing Institution Location Degree Received Course of Study 06/1985 Lynwood High School Lynwood, CA High School Diploma Diploma Occupational Licenses & Certificates Honors & Activities Additional Information I am bilingual(Spanish). References Available on Request 7323 Grant Street, Apt. 2 Omaha, NE 68134 bailey.stanley16@gmail.com 402-830-577 Bailey Nicole Stanley Objective •To gain experience in customer service, learn new skills to gain knowledge for my chosen pro- fession, and to become more flexible in tasks that are approached to me. Skills & Abilities •Microsoft Office Applications: Power Point, Excel, Word •Certified in CPR, First Aid, & AED •Med Aid Certified Experience •Louisville Assisted Living Winter 2015 - Spring 2016 o Take care of resident needs (answer pages when needed), cooking and cleaning o Interact with residents multiple times throughout the day by involving them in various ac- tivities •Maurices Summer 2015 - Fall 2015 o Interact with customers to try and find clothing to fit their style o Run the cash register, and set up/organize displays •Main Street Cafe Fall 2015 - Winter 2015 o Frequent interaction with others throughout the day, using good customer service skills •Platte River State Park Pool Summer 2014, 2015, 2016 o Head lifeguard, watched out for patrons safety •Community Pharmacy Winter 2017 - Spring 2019 !EPHARM Team, reached out to customers about computer technology, data entry relat- ed work. •Region V Services Spring 2019 - Winter 2021 - Care provider for adults with special needs. - Complete daily programs, help establish new programs. - Help provide the best possible care and experiences to those who may not be able to do so themselves • National Able Network Winter 2021 - Present - Workforce Coordinator Education •Peru State College Major – Psychology, 6th Year •Louisville High School, 2016 Activities / Honors / Community Involvement •Louisville High School Honor Roll - all 4 years •Louisville High School Clubs: Skills USA (3 years), •Louisville High School Choir/Show Choir - all 4 years •Louisville High School Cheer - 3 years Varsity Letter •Louisville High School One Act Play - all 4 years •Louisville High School Speech Team - all 4 years •Louisville High School FCA (Fellowship of Christian Athletes) - 2 years •Peru State Choir - 2 years •Peru State Cheerleading - 3 years 124 South 24th Street  Omaha, NE 68102 (402) 536-3500  Fax (402) 827-3218  www.lfsneb.org February 8, 2022 Bridget Altenburg President & CEO National Able Network, Inc. 567 W. Lake Street, Suite 1150 Chicago, IL 60661 Dear Ms. Altenburg, Lutheran Family Services of Nebraska is pleased to share this letter of support for National Able Network’s proposal to continue to serve as the Workforce Innovation and Opportunity Act (WIOA) Adult and Dislocated Worker Programs. Far too many members of our communities across the Greater Omaha area lack effective resources needed to build their skills and prepare for new careers. Lutheran Family Services works collaboratively with National Able Network. The WIOA management and staff members provide excellent service and support for our clients and case managers seeking to enroll in the WIOA program. Our team members have found the staff and managers to respond in a timely manner and support our efforts to assist clients in pursuing their education and employment goals. We are committed to continuing to partner with National Able Network, supporting efforts that help strengthen the communities in which we work. Lutheran Family Services supports National Able Network’s proposal to the Board. Sincerely, Carol Tucker Business Services & Outreach Coordinator Refugee Economic Empowerment Program Lutheran Family Services of Nebraska 124 South 24th Street – Suite 100 Omaha, Ne 68102 Cell: 402.201.3958 Email: ctucker@lfsneb.org<mailto:ctucker@lfsneb.org> CONFIDENTIALITY NOTICE This email message, including any attachments is for the sole use by the intended recipient and may contain confidential and privileged information. Any unauthorized review, use, disclosure or distribution is prohibited. If you are not the intended recipient, please contact the sender by reply e-mail and destroy all copies of the original message. 10008 SAPP BROTHERS DRIVE OMAHA, NEBRASKA 68138 (402) 932-0000 February 7, 2022 Bridget Altenburg President & CEO National Able Network, Inc. 567 W. Lake Street, Suite 1150 Chicago, IL 60661 Dear Ms. Altenburg, JTL Truck Driver Training, Inc., d/b/a Roadmaster Drivers School is pleased to share this letter of support for National Able Network’s proposal to continue to serve as the Workforce Innovation and Opportunity Act (WIOA) Adult and Dislocated Worker Programs. Far too many members of our communities across the Greater Omaha area lack effective resources needed to build their skills and prepare for new careers. JTL Truck Driver Training, Inc., d/b/a Roadmaster Drivers School works collaboratively with National Able Network by providing quality Commercial Truck Driver Training to our mutual clients. We are committed to continuing to partner with National Able Network, supporting efforts that help strengthen the communities in which we work. JTL Truck Driver Training, Inc., d/b/a Roadmaster Drivers School supports National Able Network’s proposal to the Board. Sincerely, Catherine Merkey Industry Relations Manager JTL Truck Driver Training, Inc., d/b/a Roadmaster Drivers School (727) 342-6420 Ext. 5001247 cmerkey@roadmaster.com techtonic.com 1624 Market St Ste 226 PMB 94249 Denver, CO 80202-1559 Bridget Altenburg President & CEO National Able Network, Inc. 567 W. Lake Street, Suite 1150 Chicago, IL 60661 Dear Ms. Altenburg, Techtonic is pleased to share this letter of support for National Able Network’s proposal to continue to serve as the Workforce Innovation and Opportunity Act (WIOA) Adult and Dislocated Worker Programs. Far too many community members across the Greater Omaha area lack effective resources needed to build their skills and prepare for new careers. Techtonic works collaboratively with National Able Network to provide underserved and autodidact communities training opportunities in technology. We are committed to continuing to partner with National Able Network, supporting efforts that help strengthen the communities in which we work. Techtonic supports National Able Network’s proposal to the Board. Sincerely, Anna Page Client and Operations Success Manager Phone: 303-223-3468 Address: 1624 Market St., Denver, CO 80202 Email: anna.page@techtonic.com Walk‐In Business? Refer to business engagement process Appointment with onsite partner? Refer to appointment process General Program Inquiry Provide information based on provider matrix Job Seeker or UI Applicant/Recipient Questions: Yes Yes Yes Yes Last 4 of SSN First time in facility Registered with NEWorks Help with Registration Do they know how to access job search and data Show Resources to Customer Ask about Connection to Services Yes Yes No Yes Applying for UI Ability to print/copy/ scan/fax for free, Interview rooms Help with Registration UI Specific PhonesYes Equipment for visually/hearing impaired individuals Did we help you with what you needed today? No What else can we help you with? Yes Referral made in AnyWorks and copy provided to customer Did we help you with what you needed today? What else can we help you with?Veteran Status Special Barriers to Employment Form Yes Connection to Disabled Vet Outreach Program SpecialistYes No Receives Priority Service, Top of Waiting List (if exists) No National Able Network, Inc. Heartland Workforce Solutions Workforce Innovation and Opportunity Act (WIOA) Customer Flowchart PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.0%75.0%96.2%73.8%94.6% 2. Employment Rate (Q4)79.0%72.9%92.3%72.2%91.4% 3. Median Earnings 6,000.00$ 5,989.00$ 99.8%6,402.00$ 106.7% 4. Credential Rate 56.0%50.8%90.7%56.5%100.9% 5. Measurable Skill Gains Baseline 29.5%N/A 40.7%N/A Aggregate Score 94.7%98.4% PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.0%83.3%95.7%77.5%89.1% 2. Employment Rate (Q4)88.0%85.7%97.4%72.2%82.0% 3. Median Earnings 7,500.00$ 6,361.00$ 84.8%7,029.00$ 93.7% 4. Credential Rate 60.0%42.9%71.5%62.5%104.2% 5. Measurable Skill Gains Baseline 30.8%N/A 23.1%N/A Aggregate Score 87.4%92.3% PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)78.0%78.6%100.8%76.8%98.5% 2. Employment, Education or Training Placement Rate (Q4)77.0%70.7%91.8%73.7%95.7% 3. Median Earnings Baseline 3,272.00$ N/A 3,046.00$ N/A 4. Credential Rate 68.0%34.8%51.2%36.4%53.5% 5. Measurable Skill Gains Baseline 15.4%N/A 25.8%N/A Aggregate Score 81.3%82.6% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2019 Quarter 2 GREATER OMAHA Report Period Quarter End: 12/31/2019 Current Quarter 4 Quarters Date Printed: 2/6/2020 Source: ETA Form 9173 Page 2 of 4 PY19_Q2_WIOA_Performance / GO PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.0%73.8%94.6%75.3%96.5% 2. Employment Rate (Q4)79.0%79.3%100.4%75.8%95.9% 3. Median Earnings 6,000.00$ 6,209.00$ 103.5%6,063.00$ 101.1% 4. Credential Rate 56.0%59.0%105.4%51.3%91.6% 5. Measurable Skill Gains Baseline 36.5%N/A 60.7%N/A Aggregate Score 101.0%96.3% PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.0%83.3%95.7%86.2%99.1% 2. Employment Rate (Q4)88.0%100.0%113.6%85.0%96.6% 3. Median Earnings 7,500.00$ 7,121.00$ 94.9%7,680.00$ 102.4% 4. Credential Rate 60.0%33.3%55.5%47.1%78.5% 5. Measurable Skill Gains Baseline 10.0%N/A 43.3%N/A Aggregate Score 90.0%94.1% PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)78.0%83.3%106.8%83.2%106.7% 2. Employment, Education or Training Placement Rate (Q4)77.0%67.9%88.2%75.4%97.9% 3. Median Earnings Baseline 4,185.00$ N/A 3,354.00$ N/A 4. Credential Rate 68.0%27.3%40.1%37.5%55.1% 5. Measurable Skill Gains Baseline 15.8%N/A 29.3%N/A Aggregate Score 78.4%86.6% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2019 Quarter 4 GREATER OMAHA Report Period Quarter End: 06/30/2020 Current Quarter 4 Quarters Date Printed: 8/17/2020 Source: ETA Form 9173 Page 2 of 4 PY19_Q4_WIOA_Performance / GO PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%87.7%111.7%78.3%99.7% 2. Employment Rate (Q4)79.5%81.4%102.4%77.7%97.7% 3. Median Earnings $6,400 5,984.00$ 93.5%6,112.00$ 95.5% 4. Credential Rate 62.0%56.5%91.1%52.6%84.8% 5. Measurable Skill Gains 42.0%16.9%40.2%55.1%131.2% Aggregate Score 99.7%94.5% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%77.8%89.0%84.6%96.8% 2. Employment Rate (Q4)86.0%100.0%116.3%89.2%103.7% 3. Median Earnings $8,400 8,037.00$ 95.7%7,919.00$ 94.3% 4. Credential Rate 70.0%0.0%0.0%37.5%53.6% 5. Measurable Skill Gains 46.0%40.0%87.0%53.6%116.5% Aggregate Score 75.2%87.1% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%85.2%107.8%86.0%108.9% 2. Employment, Education or Training Placement Rate (Q4)78.0%86.7%111.2%76.3%97.8% 3. Median Earnings $3,550 2,912.00$ 82.0%3,458.00$ 97.4% 4. Credential Rate 55.8%33.3%59.7%42.0%75.3% 5. Measurable Skill Gains 42.8%10.6%24.8%37.9%88.6% Aggregate Score 90.2%94.8% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2020 Quarter 1 GREATER OMAHA Report Period Quarter End: 09/30/2020 Current Quarter 4 Quarters Date Printed: 11/23/2020 Source: ETA Form 9173 Page 2 of 4 PY20_Q1_WIOA_Performance / GO PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%63.2%80.5%77.0%98.1% 2. Employment Rate (Q4)79.5%60.7%76.4%74.4%93.6% 3. Median Earnings $6,400 5,965.00$ 93.2%6,226.00$ 97.3% 4. Credential Rate 62.0%63.4%102.3%56.5%91.1% 5. Measurable Skill Gains 42.0%26.8%63.8%50.5%120.2% Aggregate Score 88.1%95.0% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%100.0%114.4%85.7%98.1% 2. Employment Rate (Q4)86.0%66.7%77.6%86.2%100.2% 3. Median Earnings $8,400 10,000.00$ 119.0%7,919.00$ 94.3% 4. Credential Rate 70.0%40.0%57.1%35.7%51.0% 5. Measurable Skill Gains 46.0%25.0%54.3%48.3%105.0% Aggregate Score 92.0%85.9% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%66.7%84.4%84.4%106.8% 2. Employment, Education or Training Placement Rate (Q4)78.0%73.3%94.0%77.6%99.5% 3. Median Earnings $3,550 3,198.00$ 90.1%3,458.00$ 97.4% 4. Credential Rate 55.8%50.0%89.6%48.9%87.6% 5. Measurable Skill Gains 42.8%1.9%4.4%29.8%69.6% Aggregate Score 89.5%97.8% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2020 Quarter 2 GREATER OMAHA Report Period Quarter End: 12/31/2020 Current Quarter 4 Quarters Date Printed: 2/12/2021 Source: ETA Form 9173 Page 2 of 4 PY20_Q2_WIOA_Performance / GO PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%67.6%86.1%75.6%96.3% 2. Employment Rate (Q4)79.5%70.2%88.3%72.5%91.2% 3. Median Earnings $6,400 6,481.00$ 101.3%6,250.00$ 97.7% 4. Credential Rate 62.0%59.4%95.8%60.0%96.8% 5. Measurable Skill Gains 42.0%30.4%72.4%48.8%116.2% Aggregate Score 92.9%95.5% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%n/a n/a 81.3%93.0% 2. Employment Rate (Q4)86.0%66.7%77.6%80.8%94.0% 3. Median Earnings $8,400 n/a n/a 7,800.00$ 92.9% 4. Credential Rate 70.0%33.3%47.6%31.3%44.7% 5. Measurable Skill Gains 46.0%46.2%100.4%44.4%96.5% Aggregate Score 62.6%81.1% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%52.9%67.0%77.2%97.7% 2. Employment, Education or Training Placement Rate (Q4)78.0%77.8%99.7%76.0%97.4% 3. Median Earnings $3,550 1,647.00$ 46.4%3,184.00$ 89.7% 4. Credential Rate 55.8%9.1%16.3%32.6%58.4% 5. Measurable Skill Gains 42.8%1.8%4.2%21.1%49.3% Aggregate Score 57.4%85.8% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2020 Quarter 3 GREATER OMAHA Report Period Quarter End: 3/31/2021 Current Quarter 4 Quarters Date Printed: 5/17/2021 Source: ETA Form 9173 Page 2 of 4 PY20_Q3_WIOA_Performance / GO PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%76.5%97.5%75.3%95.9% 2. Employment Rate (Q4)79.5%68.4%86.0%68.5%86.2% 3. Median Earnings $6,400 9,790.00$ 153.0%6,491.00$ 101.4% 4. Credential Rate 62.0%70.8%114.2%62.5%100.8% 5. Measurable Skill Gains 42.0%40.5%96.4%54.1%128.8% Aggregate Score 112.7%96.1% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%100.0%114.4%86.7%99.2% 2. Employment Rate (Q4)86.0%100.0%116.3%76.2%88.6% 3. Median Earnings $8,400 13,164.00$ 156.7%8,786.00$ 104.6% 4. Credential Rate 70.0%100.0%142.9%35.7%51.0% 5. Measurable Skill Gains 46.0%25.0%54.3%57.7%125.4% Aggregate Score 132.6%85.8% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%76.9%97.3%72.7%92.0% 2. Employment, Education or Training Placement Rate (Q4)78.0%77.8%99.7%78.9%101.2% 3. Median Earnings $3,550 3,586.00$ 101.0%3,097.00$ 87.2% 4. Credential Rate 55.8%77.8%139.4%43.2%77.4% 5. Measurable Skill Gains 42.8%15.1%35.3%16.0%37.4% Aggregate Score 109.4%89.5% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2020 Quarter 4 GREATER OMAHA Report Period Quarter End: 6/30/2021 Current Quarter 4 Quarters Date Printed: 8/9/2021 Source: ETA Form 9173 Page 2 of 4 PY20_Q4_WIOA_Performance / GO PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%64.8%82.5%66.0%84.1% 2. Employment Rate (Q4)79.5%64.7%81.4%65.3%82.1% 3. Median Earnings $6,400 6,113.00$ 95.5%6,604.00$ 103.2% 4. Credential Rate 62.0%65.2%105.2%64.2%103.5% 5. Measurable Skill Gains 42.0%30.5%72.6%57.7%137.4% Aggregate Score 87.4%102.1% PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%50.0%57.2%66.7%76.3% 2. Employment Rate (Q4)86.0%n/a n/a 68.8%80.0% 3. Median Earnings $8,400 7,204.00$ 85.8%9,784.00$ 116.5% 4. Credential Rate 70.0%n/a n/a 41.7%59.6% 5. Measurable Skill Gains 46.0%47.1%102.4%78.3%170.2% Aggregate Score 81.8%100.5% PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%76.2%96.5%69.5%88.0% 2. Employment, Education or Training Placement Rate (Q4)78.0%58.8%75.4%73.9%94.7% 3. Median Earnings $3,550 2,451.00$ 69.0%3,074.00$ 86.6% 4. Credential Rate 55.8%70.0%125.4%50.0%89.6% 5. Measurable Skill Gains 42.8%50.0%116.8%44.2%103.3% Aggregate Score 96.6%92.4% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2021 Quarter 1 GREATER OMAHA Report Period Quarter End: 9/30/2021 Current Quarter 4 Quarters Date Printed: 11/3/2021 Source: ETA Form 9173 Page 2 of 4 PY21_Q1_WIOA_Performance / GO PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%71.9%91.6%67.6%86.1% 2. Employment Rate (Q4)79.5%70.6%88.8%68.5%86.2% 3. Median Earnings $6,400 7,456.00$ 116.5%6,760.00$ 105.6% 4. Credential Rate 62.0%77.8%125.5%65.9%106.3% 5. Measurable Skill Gains 42.0%34.0%81.0%61.2%145.7% Aggregate Score 100.7%106.0% PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%66.7%76.3%65.2%74.6% 2. Employment Rate (Q4)86.0%100.0%116.3%80.0%93.0% 3. Median Earnings $8,400 9,683.00$ 115.3%9,567.00$ 113.9% 4. Credential Rate 70.0%25.0%35.7%36.4%52.0% 5. Measurable Skill Gains 46.0%23.1%50.2%81.8%177.8% Aggregate Score 78.8%102.3% PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%81.5%103.2%73.6%93.2% 2. Employment, Education or Training Placement Rate (Q4)78.0%69.2%88.7%70.5%90.4% 3. Median Earnings $3,550 4,257.00$ 119.9%3,431.00$ 96.6% 4. Credential Rate 55.8%46.7%83.7%48.9%87.6% 5. Measurable Skill Gains 42.8%26.3%61.4%59.7%139.5% Aggregate Score 91.4%101.5% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2021 Quarter 2 GREATER OMAHA Report Period Quarter End: 12/31/2021 Current Quarter 4 Quarters Date Printed: 2/7/2022 Source: ETA Form 9173 Page 2 of 4 PY21_Q2_WIOA_Performance / GO Heartland Workforce Solutions, Inc.│ 5752 Ames Avenue│ Omaha, NE 68104│ Phone 402-218-1166 www.hws-ne.org December 8, 2021 Bridget Altenburg President & CEO National Able Network 567 W. Lake Street, Suite 1150 Chicago, IL 60661 Greetings Bridget, Oversight of the NABLE Financial Systems for WIOA Youth Program has been completed. Areas of review and findings are contained in the attached report. Corrective action is required within the scope of this review. Please review the report carefully to ensure all areas are addressed in the Corrective Action Plan you create. The corrective action plan must be submitted no later than January 10, 2021. Actions implemented in previous plans may also apply here. If that is the case describe what is being done, support for its success and ongoing impact. We hope this review and report will be helpful to you and your team. Please do not hesitate to contact me if you have any questions. Sincerely, Sue DeMoss Quality and Performance Specialist cc: Brian Turner, GOWDB Chair Erin Porterfield, Executive Director, HWS Ronda Newman, Manager of Solutions Integration, HWS Khalid Qazi, Vice President & Financial Officer , NABLE Mary Ellen Aguilar, Senior Staff Accountant, NABLE Matt Weis, Chief Program Director, , NABLE Alejandra Siencio, Senior Program Director, NABLE National Able Network - December 2021 Financial Review Monitoring Plan Finding # OBSERVATION CORRECTIVE ACTION PLAN ASSIGNED STAFF TARGET DATE Comments/Follow- up Findings 1 Direct costs for participants did not contain sufficient documentation in either the records provided by the Finance Office or NEworks to support allowability of some direct expenditures. “Allowable cost” must be necessary and reasonable, consistent with policies and procedures, and be adequately documented. The Senior Program Director will review the policy with all staff and provide guidance on documenting necessary and reasonable in the file. The Program Manager will do a spot check review of 25% of the files for the months of January, February and March to ensure that the policies and documentation are being followed. Additionally, Program Manager and National Able’s internal compliance team will incorporate a more intensive review of supportive services justification as part of ongoing file audits. Alejandra Sinecio Katrina Brooks 01/14/2022 04/01/2022 2 OJT employer reimbursements examined contained some errors. HWS OJT Policy states that only hours worked and trained on the job shall be reimbursed. Vacations, holidays, sick leave, personal leave, union dues, jury duty, commissions, bonuses, and overtime compensation for work more than the maximum hours per week authorized by law will not be reimbursed. OJT invoice and Request for reimbursement forms were not found in participant records nor were training update reports as required by the form. In April of 2021, it was discovered by the Senior Program Director that overtime hours were being reimbursed. Business services staff (Account Manager) was under the impression that straight time worked was able to be counted over 40 hours per week so long as the reimbursement wasn't processed at the overtime rate. Additional training was done with the Account Manager on April 20, 2021 to ensure that they were not including overtime hours in future calculations. Since the date of the additional training, there have not been any reimbursements processed for overtime, vacation, holidays, sick time, or any other type of restricted time. Reimbursement requests from OJT employers are done via email. After another review of the policy, we recognize that the policy states that the employer will request reimbursement using the forms provided in the policy. Please note that the OJT policy on the HWS website appears to be missing some necessary attachments for training reports. Additional training will occur with the Account Manager to ensure that processes are being followed according to the HWS policy and that only approved reimbursement request forms are being utilized by both program staff and employers. Alejandra Sinecio 01/21/2022 This issue has been resolved. National Able Network - December 2021 Financial Review Monitoring Plan Finding # OBSERVATION CORRECTIVE ACTION PLAN ASSIGNED STAFF TARGET DATE Comments/Follow- up No tool for tracking OJT expenditures and balances was present. Both program and fiscal staff utilize a spreadsheet put in place since the start of the contract aa means of tracking ongoing OJT expenditures and balances. Senior Program Director works with Able’s finance department to ensure this document remains accurate and up to date. National Able requests to begin using the AIFT within NEworks and will require TA/training from HWS to begin utilizing this feature. Senior Director will coordinate with HWS to implement this within the coming weeks. Alejandra/HWS 03/01/2022 Attachment C: Budget Narrative Budget Amount (1‐Year Contract Period) Narrative Personnel (Wages/Staff) $617,847.02 Career Coach 41,194 100% charged to program Workforce Services Coordinator 43,775 100% charged to program Career Coach 42,230 100% charged to program Program Manager 66,950 100% charged to program Training Specialist 47,280 100% charged to program Account Manager 53,567 100% charged to program Career Coach 41,194 100% charged to program Career Coach 42,440 100% charged to program Sr. Director 86,767 90% charged to program Quality & Eligibility Specialist 44,569 100% charged to program Workforce Services Coordinator 36,153 100% charged to program Staff Accountant 10,043 15% charged to program Trainer 2,991 5% charged to program VP of HR 7,596 5% charged to program Trainer 2,679 5% charged to program Program Manager 3,152 5% charged to program Marketing Coordinator 964 5% charged to program IT Specialist 2,111 4% charged to program Training Manager 3,138 5% charged to program IT Specialist 2,678 4% charged to program Payroll Specialist 1,803 5% charged to program HR Manager 3,863 5% charged to program Communications Manager 2,946 5% charged to program Director QA 5,142 8% charged to program CIO 6,658 4% charged to program President 12,257 7% charged to program IT Manager 3,708 4% charged to program Fringe Benefits $148,283.28 Fringe benefits include FICA, medical and dental insurance, workman compensation insurance, unemployment insurance, 401K employer match. FICA $47,265.30 7.65% FICA Workman Compensation Insurance $6,178.47 1.00% Workman Compensation Insurance Unemployment Insurance $6,178.47 1.00% Unemployment Insurance Medical & Dental $61,784.70 10% Medical and Dental Insurance Life Insurance $2,162.46 .35% Life Insurance 401K Employer Contribution $24,713.88 4.00% 401K Employer matching contribution Travel $6,000.00 Program staff to attend the program meetings Supplies $6,000.00 Pen, pencils, papers, cartridges. Communications (including Copying/Printing) $12,000.00 Cell phones, managing and Internet services. Other $31,903.60 Postage, staff training, payroll processing, conference & meetings, and Single audit. Other ‐ Training $970,000.00 Direct Client Training, OJT, work experience, supportive services, etc. Subtotal Program $1,792,033.90 Administrative Indirect $147,966.10 18% indirect rate approved by DOL. TOTAL BUDGET REQUEST $1,940,000.00 Line Item Please complete the mandatory budget form and narrative explanation below for Adult and Dislocated Worker Services. Submitted by: National Able Network, Inc. Bridget Altenburg, President & CEO 567 W. Lake Street, Suite 1150 Chicago, IL 60661 Phone: 312-994-4213 Email: baltenburg@nationalable.org Proposal to Heartland Workforce Solutions for Workforce Innovation and Opportunity Act American Job Center - One Stop Operator TABLE OF CONTENTS Attachment A: Cover Page Attachment B: Conflict of Interest Form Attachment C: Budget Form & Narrative Attachment D: References Attachment E: Assurances & Certification Attachment F: Certification Regarding Debarment/Suspension Attachment G: Certification Regarding Lobbying Two (2) Years of Audited Financial History Abstract/Executive Summary Narrative Sections/Scope of Work Organizational Chart Staff Resumes Letters of reference Customer Flowchart Performance Reports Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment A: Cover Sheet Please complete this mandatory cover sheet accordingly. Organization Name National Able Network, Inc. Address 567 W. Lake Street, Suite 1150, Chicago, IL 60661 Phone Number 312-994-4200 Number of Years in Business 45 years (Est. 1977) FEIN # 23-7339397 DUNS # 01-086-8941 Acknowledgement that Proposing Entity is up to date on taxes and not currently debarred or suspended.  YES NO Acknowledgment that the HWS reserves the right to review and request further information regarding the respondent’s financial situation, if not sufficiently outlined in the submitted audit(s).  YES NO Type of Organization (check all that apply) Higher Education Private Community-Based Org. Business Organization Government Agency Other (explain) Labor Organization  Non-Profit Employment Service State Agency (Wagner-Peyser) Contact Person Bridget Altenburg, President & CEO Contact Person’s Email Address baltenburg@nationalable.org Signatory Authority Signature Proposed Budget Amount for One-Stop Operator: _$135,000.00_________________________ One-Stop Operator Budget Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment B: Conflict of Interest Form By submitting a proposal, the authorized signatory authority of the bidding entity certifies to his/her knowledge and belief that there is no conflict of interest (real or apparent) inherent in the bid or in delivering the scope of work if the HWS awards a contract. A conflict of interest would arise if any individual involved in the preparation of this proposal and delivery of services has a financial or other interest or would be likely to gain financially or personally from the award of a contract. The same would hold true for any member of the individual’s family, partner, or an organization employing or about to employ any of the above as a direct result of the successful award of a contract under the RFP. HWS reserves the right to disqualify a bidding entity should a conflict of interest be discovered during the solicitation process. Bridget Altenburg, President & CEO February 15, 2022 _____________________________________________________________________________________ Signatory Authority Name Title Signature Date Note: This form is a mandatory required document to be considered for either component. Bidders should only complete this form once per entry. Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment C: Budget Please complete the mandatory budget form and narrative explanation below for One-Stop Operator. Line Item Budget Amount (1-Year Contract Period) Personnel (Wages/Staff) $85,465.71 Fringe Benefits $20,511.06 Travel $1,800.00 Equipment $1,000.00 Supplies $930.00 Communications (including Copying/Printing) $1,200.00 Other $3,500.00 Subtotal Program $114,406.77 Administrative Indirect $20,593.23 TOTAL BUDGET REQUEST $135,000.00 Budget Narrative: Please provide a detailed explanation for each allowable budget line item to justify the cost. Examples of explanations include job titles, wage rate, hours worked/charged, types of benefits and rates, estimated mileage/visits to locations, office and other supplies, and agency program operation or program costs. No travel expenses may be claimed for commute to/from “official station.” Travel expenses may be claimed from the official station. Nebraska State Mileage Rate is $0.56 Attach the Budget Narrative indicating all operating expenses in the listed categories. Each budget category requires an additional line-item detail that addresses the method of calculation and justification for the expense. Therefore, the Respondent shall develop and include a line-item budget to meet the intent and requirements of the program, to ensure the successful implementation of the program, and to show that the program is cost-effective. The Respondent should prepare a realistic and prudent budget avoiding unnecessary or unusual expenditures that would detract from the accomplishment of the objectives and activities of the program. All funding of this RFP is contingent upon HWS and/or partner agreements having fund availability and may change based on increase/decrease in allocations, de-obligation of funds, new initiatives, and decisions of the HWS. Due to the nature of the HWS’s funding sources, potential changes in legislation and policies, and performance achieved, respondents are advised that any contract awarded under this RFP may be modified to incorporate such changes, adjustments in the delivery system, or any activities proposed. Attachment C: Budget Narratives Budget Amount (1‐Year Contract Period) Narratives Personnel (Wages/Staff) $ 85,465.71 Includes One stop manager 100%, Sr Director 10%, staff accountant 5%, CPO 4%, Director QA 5%, Payroll Specialist 2%, and IT allocation 1%. Fringe Benefits $ 20,511.06 Fringe benefits include FICA, medical and dental insurance, workman compensation insurance, unemployment insurance, 401K employer match. Travel $ 1,800.00 Program staff to attend the program meetings Equipment $ 1,000.00 Photocopier rentals Supplies $ 930.00 Pen, pencils, papers, cartridges. Communications (including Copying/Printing) $ 1,200.00 Internet and telecommunications Other $ 3,500.00 Postage, staff training, payroll processing, conference & meetings, audit, etc. Subtotal Program $ 114,406.77 Administrative Indirect $ 20,593.23 18% indirect rate approved by DOL. TOTAL BUDGET REQUEST $ 135,000.00 Please complete the mandatory budget form and narrative explanation below for Adult and Dislocated Worker Services. Line Item Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment D: References – Bidders are required to provide three letters of references who can verify their experience, along with a contact phone number or email. References should be for experience in the past 5 years. Reference #1 Name: _Megan Everett, Robert R. McCormick Foundation_________________________ Email: _Robert R. McCormick Foundation Email: meverett@mccormickfoundation.org Reference #2 _Carol Tucker, Lutheran Family Services________________________________________ Email: _ctucker@lfsneb.org_____________________________________________________________ Reference #3 _Alicia Elson, Quality Living Inc_______________________________________________ Email: _aelson@qliomaha.com__________________________________________________________ List the agency contact information for all current contracts or contracts for the past 3 years. Do not duplicate those listed as references. Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment E: Assurances & Certification The undersigned party acknowledges and assures that (Provider Name) National Able Network, Inc. and all its employees responsible for providing the services for which it has applied will abide and comply fully with all state, federal, and local, laws, ordinances, rules, regulations and/or executive orders, including but not limited to provisions of the laws listed below: • Section 188 of the WIOA, which prohibits discrimination against all individuals in the United States on the basis of race, color, religion, sex, national origin, 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 bases of race, color and national origin in programs or activities that receive federal financial assistance; • Title VII of the Civil Rights Act of 1964, as amended, which prohibits employment discrimination on the bases 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 Americans with Disabilities Act, as amended, which prohibits discrimination on the basis of disability; • The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and • Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs. • Debarment and Suspension (Executive Orders 12549 and 12689) – A contract award (see 2 CFR § 180.220) must not be made to parties listed on the government-wide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549.52.20 • 29 CFR Part 38 and all other regulations implementing the laws listed above. This assurance applies to the operation of the WIOA Title I-financially assisted program or activity, and to all agreements the contractor makes to carry out the WIOA Title I- financially assisted program or activity. The undersigned understands that the United States has the right to seek judicial enforcement of this assurance. _National Able Network, Inc.___________________________________________ Name of Applicant Organization ____________________________________________February 15, 2022________ Signature of Certifying Official Date _Bridget Altenburg, President & CEO_____________________________________ Name and Title of Authorized Representative Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment F: Certification Regarding Debarment/Suspension The undersigned certifies, to the best of his or her knowledge and believe that: • No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. • If any funds other than Federal appropriated funds have been paid or will be paid to any person influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employer of a Member of Congress in connection with this Federal contract, grant loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. • The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants and contracts under grants, loan, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. _National Able Network, Inc.__________________________________________ Name of Applicant Organization _______________________________________________February 15, 2022____ Signature of Certifying Official Date _Bridget Altenburg, President & CEO____________________________________ Name and Title of Authorized Representative Heartland Workforce Solutions, Inc. One-Stop Operator RFP Attachment G: Certification Regarding Lobbying The undersigned certifies, to the best of his or her knowledge and believe that: • No Federal appropriated funds have been paid or will be paid, by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of an agency, a Member of Congress, an officer or employee of Congress or an employee of a Member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. • If any funds other than Federal appropriated funds have been paid or will be paid to any person influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employer of a Member of Congress in connection with this Federal contract, grant loan, or cooperative agreement, the undersigned shall complete and submit Standard Form-LLL, “Disclosure Form to Report Lobbying”, in accordance with its instructions. • The undersigned shall require that the language of this certification be included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants and contracts under grants, loan, and cooperative agreements) and that all sub-recipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure. _National Able Network, Inc.__________________________________________ Name of Applicant Organization _______________________________________________February 15, 2022____ Signature of Certifying Official Date _Bridget Altenburg, President & CEO____________________________________ Name and Title of Authorized Representative CLAconnect.com WEALTH ADVISORY OUTSOURCING AUDIT, TAX, AND CONSULTING NATIONAL ABLE NETWORK, INC. AND SUBSIDIARY CONSOLIDATED FINANCIAL STATEMENTS YEARS ENDED JUNE 30, 2020 AND 2019 CLA is an independent member of Nexia International, a leading, global network of independent accounting and consulting firms. See nexia.com/member-firm-disclaimer for details. CliftonLarsonAllen LLP CLAconnect.com Executive Summary National Able Network, Inc. (Able) has been providing workforce development programming to job seekers and businesses since 1977 and currently serves as both the Workforce Innovation and Opportunity Act (WIOA) one stop operator and provider of adult and dislocated worker services for the Greater Omaha Local Workforce Development Area serving Washington, Douglas, and Sarpy counties. While the past two years have presented challenges, Able has remained steadfast in its commitment to thousands of customers served each year, adapting service delivery approaches, infusing innovative technology to create efficiencies and broaden the service footprint, and cultivating strong relationships among a network of partners who enhance the scope of resources available through the public workforce system. All of this work has been anchored by Able’s equity strategy which aims to address systemic injustices, as well as employment discrimination based on race, gender, gender identity, age, sexual orientation, and other circumstances from the first moment a job seeker reaches out to Able until long after they are placed into employment. In business engagement efforts, Able screens employers to build an understanding of diversity and inclusion and evaluates for fair hiring practices and job quality standards. Now more than ever, Able is focused on making sure our collective voices are heard. Able is a vocal and visible advocate for the public workforce system working both in Nebraska and with lawmakers in Washington, D.C. to bring much-needed resources into the communities we serve. Able collaborates with our colleagues both locally and throughout the broader workforce ecosystem to amplify the positive impact of the public workforce system among key state and federal legislators, sharing stories of success and articulating the need for continued investment in programs and resources that serve our communities in Douglas, Washington, and Sarpy counties. Able is pleased to submit this proposal to continue to serve as the one stop operator and adult and dislocated worker provider on behalf of the Board. National Able Network, Inc. Confidential and Proprietary Section2: Scope of Work - Table of Contents Section 2: Scope of Work ........................................................................................................................... 1 Experience, Qualifications, and Capacity .................................................................................................. 1 Facilities Management ................................................................................................................................ 4 Staffing Plan ................................................................................................................................................. 7 Partnerships and Community Engagement .............................................................................................. 8 One-Stop Operator Services Model ......................................................................................................... 13 Data, Performance, & Outcomes .............................................................................................................. 17 Fiscal Capabilities & Budget .................................................................................................................... 19 National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 1 Section 2: Scope of Work Experience, Qualifications, and Capacity 1. Describe your organization’s mission, goals, activities, accomplishments, and expertise. Identify the number of years that your organization has been in business under the present name, as well as related prior business names. National Able Network, Inc. (Able) is a 501(c)(3) non-profit organization established in 1977 that specializes in providing innovative workforce development programming to job seekers and businesses. Through a mix of publicly-funded and privately-supported workforce programs, tens of thousands of individuals across the Midwest receive employment and supportive assistance from Able each year. Able has been providing Workforce Investment Act and Workforce Innovation and Opportunity Act (WIOA) services since the 1990s. With decades of experience running dozens of workforce programs, Able is widely regarded for its innovation, performance, and expertise in maximizing the benefits of WIOA for the customers it is intended to serve. 2. Explain how your organization’s vision, mission, and objectives align with this funding opportunity. Able’s mission is Preparing Today’s Communities to Meet Tomorrow’s Challenges. Our vision is to be the most nimble and effective workforce development organization advancing changes needed to address historic inequality in the workforce; to break down systemic barriers to employment and to help job seekers achieve their goals for family- and life-sustaining careers; to build thriving communities by connecting businesses to a pipeline of local talent in the communities in which they operate. Now more than ever, Able is focused on making sure our collective voices are heard. Able is a vocal and visible advocate for the public workforce system both locally and with lawmakers in Washington, D.C. Able collaborates with our colleagues throughout the workforce ecosystem to amplify the positive impact of the public workforce system among key state and federal legislators, sharing stories of success and articulating the need for policy changes and investment in programs that serve our communities. 3. How does the proposed program of work align with the economic and workforce needs of the Greater Omaha Local Workforce Development Area? As adult and dislocated worker provider and one stop operator, Able aligns business development, job seekers services, and curation of area partners with the overall needs, goals, and vision of the Board. Staff efforts are guided by the local area plan, which offers a roadmap to service provision based on current and future economic conditions. Able focuses on helping customers connect with opportunities in the Greater Omaha region’s growth industries, including: manufacturing, information technology, construction, healthcare, financial services, and transportation and logistics. As described herein, Able has served as a model provider, adapting to the COVID 19 pandemic with innovative service delivery models, crafting responsive business development strategies, fostering collaborative strategies in and among partners— both WIOA required and not, and by always putting the needs of job seekers first. Notably, as the one stop operator, Able adapted to unprecedented public health needs as a result of the pandemic. As part of its COVID-19 response, Able implemented a number of safety measures, including signage (bilingual), customer flow processes (such as time and capacity limits for spaces within the AJC), facilities improvements such as sneeze guards and enhanced air filtering, among others. 4. Demonstrate your organization’s eligibility to participate as a WIOA One-Stop Operator, as described in Section I (5) Eligible Respondents. Please include your organization’s incorporation status and where incorporated, along with that of any partners or subcontractors included in your proposal. The critical role of the one stop operator is supported using a mix of custom-designed technology systems and a central management structure. This approach is used to successfully manage 6 of Able’s National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 2 existing offices, including Illinois’ largest and most comprehensive American Job Center (AJC). As the current one stop operator, Able utilizes a centralized management approach where responsibilities align with various functional roles, systems, and departments. As the one stop operator, Able has developed and curated collaborative initiatives with partners across the public workforce system in a seamless cross- agency service delivery approach. Able provides a number of best practice approaches to the role, including: a centralized Customer Contact Center with bilingual staff, room reservation system, AJC request process, partner calendar, continuous quality service (CQI) team with task forces to address specific needs, safety and ADA accessibility supports, among others. During the next contract period, Able hopes to continue these successful approaches and also infuse new initiatives including launching a redesigned ticketing system with HWS which would categorize requests and create a service flow in and among cross-agency staff. 5. Describe the organization’s experience and success in delivering services in similar programs and/or to similar populations, including experience with the One-Stop service delivery model under WIOA or similar programs. a. Explain your understanding of the social and economic challenges facing the Greater Omaha Local Workforce Development Area and describe how your organization will provide tailored services to address these specific challenges. In December 2021, Nebraska reported a record low 1.7% unemployment rate. The December rate was even lower in Nebraska’s largest cities, with the Omaha area reporting a 1.6% rate. If you ask employers, they will tell you that their primary struggle is a chronic worker shortage. When we look at the job seeker populations who seek to enter the job market, we see multi-barrier individuals in need of the collective resources available through the public workforce system that address employment and socio-economic challenges. Able positions WIOA Title I services as a springboard for job seekers in need to build skills, address supportive service needs, and progress along a career pathway that offers family-sustaining wages. Able promotes a workforce system that is inclusive and equipped to help populations that commonly face barriers to employment, focusing on: Spanish-speaking job seekers, re-entry and/or ex-offender job seekers, and SNAP benefit recipients, to highlight a few. For Spanish-speakers, Able coordinates bilingual resources through the South Omaha outreach locations and also coordinates referrals with partners such as the Latino Center of the Midlands. To support returning citizens’ transition into civilian employment, Able coordinates referrals with RISE, Legal Aid Nebraska, and the Nebraska Department of Labor. As a SNAP Next Step Employment & Training provider, Able coordinates with DHHS to help recipients navigate a transition from the program. b. Provide detailed information regarding your organization’s experience contracting with federally funded agencies for the same or similar services. Able is an advocate and experienced provider of all federally-funded workforce development programs, including the Senior Community Service Employment Program (SCSEP), SNAP Employment & Training, Trade Adjustment Assistance, and WIOA. Able has a long history of meeting and exceeding performance measures in all programs, and is continually recognized for its service excellence and innovative approaches to implementation. As an example, as one of just 17 federal SCSEP grantees, Able contributed to the design and rollout of a new work-from-home policy for thousands of program participants across the US; the first in the program’s 60-year history. Notably, in 2020, Able became Illinois’ first-ever SNAP Intermediary, a role which helps convene workforce, training, and community partners across Illinois’ most- in-need communities. The program doubled in size during the first year of operation, and is on track to double again in the current program year. As the adult and dislocated worker provider and one stop operator since 2019, Able has consistently met or exceeded all WIOA performance metrics. Notably, Able has experienced additional success in the National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 3 administration of WIOA, including: an uninterrupted transition to a virtual service delivery model at the onset of the pandemic, the infusion of strategic marketing initiatives that reaches thousands of job seekers each month, and business development initiatives that have advanced talent pipelines in high-demand industries. c. Include current and past contracts that were in effect within the last five (5) years. Specify whether such contracts are currently in effect, were successfully completed, or were terminated prior to completion. Within the past five years, Able has continually operated federal, state, and municipal contracts, none of which were terminated prior to completion, all of which have been renewed because of Able’s adaptation and innovations in service delivery. Contracts include:  SCSEP: Federal (since 2004) and State (IL-since 1982, IN-since 2006, NE-since 2016, IA-since 2016)  TAA: Illinois since 2006  CSBG: Chicago since 2009  WIOA: Illinois since 1996, Nebraska since 2019 6. Describe your organization’s experience within the past three (3) years for the following: a. Project management b. Relationship management - in relation to mediation and negotiation, bringing disparate groups together, and facilitating agency interactions where the goals and objectives may be similar but do not directly align c. Continuous improvement or corrective action taken to improve processes, performance, and/or outcomes "Our renewal is up this year too, and I can honestly say I hope we stay here. I really enjoy working here at this facility." While we aren’t prone to bragging, this endorsement we received from a partner is one of many like it, and it speaks to the incredible progress and continuity of partner engagement in and across the workforce area. As one stop operator, Able has guided the AJC partners using a best practice continuous quality improvement (CQI) process that was based on Malcolm Baldrige National Quality standards. This approach has been in practice for more than a decade in other AJC operations, and Able brings considerable expertise to programmatic and process excellence, which we intend to continue during the new contract period. The one stop operator is a guidepost, facilitating partner engagement, helping the cross-agency team set shared goals, establishing customer service standards, and helping resolve challenges. As an example, Able is particularly proud of the partner task forces created which have focused on serving specific populations in need, including the youth worker reentry task force which helps individuals address common barriers and transition back into the workforce. In addition, the refugee transition task force which included community partners and employers has helped respond to the emerging need to help approximately 2,000 Afghan refugees. 7. Please describe experience providing services with an intentional focus on incorporating diversity, equity, and inclusion into programming. Able will work with HWS to continue to ensure that the AJC and South Omaha locations are sanctuary for job seekers, employers, and partners that feels inclusive and inspiring. As mentioned, Able guides its mission through the lens of equity and has a wealth of relevant experience in developing solutions that address barriers to access, including language barriers and assistive technology. When working with businesses and representing the public workforce system, Able focuses on criteria that create lasting solutions to economic growth objectives including high-growth industries and job quality. Job quality is defined primarily by living wages, employee benefits, career advancement opportunities, and hiring practices that support racial equity and inclusion. Able builds and cultivates relationships with employers whose values and demonstrated hiring practices support our job quality standards and mission. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 4 As part of our approach to employment transition, Able also works with job seekers to ensure that they are equipped to ask the right questions and make decisions about what will best support their individuality and career goals. Able collects data about hiring and placements among employer partners using its CRM. In addition, Able conducts an annual equity and employment survey to solicit information directly from clients who have received services and have been placed. Data is regularly analyzed among leadership and frontline staff to measure progress toward goals and objectives and for corrective action plans. Able is not submitting this proposal as a consortium. Facilities Management 1. The One-Stop Operator will be asked to take on an active role in managing operations at the comprehensive American Job Center location and at the outreach site in South Omaha. Describe your plan for facilities management. Managing the operations of the AJC requires both dedicated and coordinated support across functional areas, including: -Staff Support: Staff charters and leads customer service delivery standards for all partners of the public workforce system. The one stop operator facilitates monthly CQI meetings, cross-agency goals, and performance standards. The one stop operator maintains a functional supervisory role. -Marketing & Outreach: The one stop operator helps ensure that AJC communications and outreach align with customer needs and goals. In collaboration with the one stop operator, Able’s marketing team developed (and continues to refine) marketing strategies across a suite of digital and non-digital channels, including: social media, direct email, video, website, print materials, text messaging, and more. At the time of submittal, Able is in the process of developing new marketing pieces with unified messaging that any partner of the AJC could use. In addition, Able has worked collaboratively with HWS and partners to ensure that frontline communications of Able’s Contact Center align with local resources. -Access Points: The one stop operator creates strategies which extend WIOA services outside of the physical location of the AJC, including coordination of service delivery and staff presence at the South Omaha location as well as new access points at shelters, food pantries, and faith-based organizations. The outreach strategy for South Omaha includes bilingual staff and marketing materials, additional coverage at the location with partners, and evening and weekend hours. 2. Describe your experience managing a property with multiple tenants. a. What processes and procedures will you develop to ensure smooth building operations and appropriate use of communal spaces? b. How will you communicate these with the various employers of record? Able manages several offices that have various partners who utilize space on a part-time or full-time basis. What we have learned over many decades of using shared spaces is that a common vision and an integrated service delivery approach is absolutely paramount to success. As one stop operator, Able has fostered excellent working relationships with partners at the AJC. This success is evident in many areas, and notably so in the success of cross-agency collaboration and referrals, shared initiatives such as monthly events, and consistent customer service standards. There are currently eleven (11) partners onsite at the AJC, with approximately 24 more who are currently working offsite due to individual agency pandemic protocols. Whether onsite or not, the one stop operator regularly convenes all partners for meetings (at least monthly), to host special events, job fairs, resource faits, and more. This hybrid remote/in-person continuation of cross-agency service delivery strategies is successful in large part because of the management structure and CQI charter which the one stop operator leads. Coordination of the communal spaces at the AJC is supported by Able’s room reservation system and other technology such as AV equipment. As one stop operator, Able encourages partners and employers to National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 5 make use of the communal spaces for events, meetings, and more. A new strategy for use of communal spaces will focus on promoting the AJC to businesses by offering information sessions, focus groups, and other benefits that support business services goals. 3. How will you promote and coordinate full use of the comprehensive AJC and affiliate site among existing and potential future tenants? The promotion of the benefits of utilizing the AJC is supported by the one stop operator and shared with existing and new partners through coordinated messaging and a network of community partners. As an example, partners such as RISE, Legal Aid, Together, Inc and Lutheran Family Services are utilizing space for workshops, staff training, client meetings, and more. Able shares the value proposition of the AJC, which includes connections with community stakeholders, area businesses, and the general public. Efforts are enhanced through strategic placement of promotional materials developed by HWS, Able and partners. Able also curates and distributes a partner calendar. In addition, the digital footprint, including websites and social media sites greatly enhances SEO efforts, better positioning the AJC in search engine results. 4. Explain your approach to problem solving with common facilities needs including room reservations, computer and phone infrastructure, internet connectivity, security coordination, and more. As one stop operator, Able approaches problem-solving using a mix of coordinated and strategic planning as well as technology systems that help create efficiencies in and among partners. The one stop operator has built rapport with partners and stakeholders, consistently facilitating an environment that is collaborative, inclusive, and goal-oriented. Able convenes partners in both facilitated and open discussion about goals, challenges, and opportunities. After each meeting, Able shares a meeting recap to ensure all partners have additional opportunities for feedback. As described, Able uses custom-designed technology resources which greatly enhance and streamline the services of high-performing, high-capacity workforce programs. Notably, Able implemented a room reservation system as well as an appointment system as part of its comprehensive COVID-19 response. Able also leverages its phone system, which is integral to the facilitation of thousands of inquiries each year. The phone system helps program and Contact Center staff easily manage phone traffic, and it also includes a dynamic reporting toolset which helps with monthly call analysis and service delivery adjustments, when needed. 5. Describe how you will promote building security through the development and implementation of safety procedures. Like all public spaces, it is critically important to have appropriate security measures in place to safeguard staff and customers. Since the pandemic began, AJCs across the US have experienced even greater security and safety needs. Able conducts an annual safety and security training for all partners and stakeholders. All who participate also receive a guidebook which includes topics such as active shooter protocols, de-escalation, evacuation, natural disaster, shelter-in-place, medical emergency planning, and more. Able continually revisits safety needs with partners, at least monthly but more often when needed, as it is a shared responsibility among all to safeguard the facility and its customers. Able has recently explored various safety and security measures including unarmed guards and a camera system. Able also has a great relationship with local law enforcement, and has consulted with them to plan for security procedures. 6. American Job Centers are expected to be both physically and programmatically accessible with regard to facilities, programs, services, technology, and materials for individuals with disabilities. Explain how you will work to stay compliant with these expectations. Able understands the accessibility requirements for AJCs, and is well-versed in helping job seekers access services and resources. Assistive technology currently available at the AJC includes high/low desks among other resources, and staff participates in training each quarter. Able conducts a thorough ADA National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 6 review at least annually, and the one stop operator also remains current on federal, state, and local policies and recommendations. If and when changes occur, the one stop operator develops recommendations and an action plan. 7. Describe how you will identify and address facility needs and requirements, as well as how those will be communicated through the appropriate channels? The one stop operator maintains a consistent presences at the AJC, South Omaha outreach site, and at other community locations. This practice is vital to remaining in touch with current needs of the community, partners, and of course, customers. All partners receive an orientation handbook, which is updated at least annually. The handbook explains processes for use of the AJC such as technology and/or AV setup for communal spaces. All partners receive customer service training and a customer flow which helps ensure consistency in and among partners representing the services of the AJC. The one stop operator also regularly communicates with peers from other workforce areas as a means to identify replicable practices and build new perspectives about how other areas tackle similar challenges. The one stop operator helps facilitate discussions about collaborative efforts such as events at monthly partner meetings or task force meetings. 8. How will you ensure a customer-centered experience for jobseekers receiving services at the main site and outreach site? a. What is your plan for assessing the best flow of traffic design? b. Describe how a resource room will be designed/staffed so that it is customer focused. a. Provide an example of a customer flow chart that you have operated under in a one-stop environment and the principles behind the selected customer flow. As one stop operator, Able has created exceptional customer experience processes which guide all staff and partners through universal standards for service excellence. Able attributes the success of the adoption of cross-agency customer service standards to its collaborative approach which included establishing a baseline of industry-sanctioned resources (such as Malcolm Baldrige standards) and also involved case studies and/or real-world examples of peer groups who have adopted similar standards and processes. Today, all partners model the standards of customer service set by all partners, offering a seamless experience for all AJC visitors. Able has also led the AJC partners through the implementation of technology and systems that help with customer flow in and among programs, services, and partners. Able has overseen the adoption of the kiosk system as well as universal tracking processes for all walk-in customers with great success. Today, customer flow is efficient, expedient, and has many ladders and lattices where the customer can experience seamless connections to valuable resources offered multiple partners. Each system is designed to collect basic contact information as well as information about their individual needs and compiled into lists which are then matched to appropriate points-of-contact among partners. Able also curates the lists for utilization in direct marketing campaigns such as direct email and text messaging. A flow chart is included as an attachment. 9. Explain your ability to provide an operations and safety manual within the first 90 days of the contract start. Able has developed an operations and safety manual with the input of HWS which was finalized in January 2022. Some highlights from the manual include: purpose of the one stop, safety measures, site map with safety exits, incident reporting with procedures, processes for inclement weather, customer service standards, partner structure, partner offerings, referral process, and more. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 7 Staffing Plan 1. Specify the annual percent FTE budgeted for each staff (specify title) necessary to the success of the operator function who will perform the work of the One-Stop Operator. Include a staffing chart of all positions in support of this contract (filled and unfilled). a. Attach a job description for each proposed staff position that has not yet been hired. The staffing plan includes: one stop operator 100%, senior director 10%, staff accountant 5%, Chief Program Officer 4%, Director QA 5%, Payroll Specialist 2%, and IT allocation 1%. Job descriptions, resumes, and an organizational chart are included as an attachment. 2. HWS requires the selected operator to either name an individual to act as the full-time One-Stop System Manager or describe the desired qualifications of a new hire. Describe how the One- Stop System Manager will function in a supervisory capacity at the Center. a. If the individual has already been identified, describe the relevant education and training, professional experience, skills, and other characteristics that qualify them to perform the proposed role and provide a resume. If the individual will be a new hire, list the qualifications, process for selection, and timetable you will use to identify and hire an appropriate person. Able’s current one stop operator, Savannah High, has served in the role for more than a year. Ms. High has done an exceptional job in infusing new approaches and new processes into the overall operations of the AJC. She has been instrumental in creating continuity in and among partners, hosting monthly convenings and formulating project-specific task forces to address critical needs such as safety and customer experience. Ms. High facilitates CQI among partners and reports findings, progress, and opportunities for innovation to the Board. The one stop operator serves as a functional supervisor for the entire AJC network, both within and outside of the walls of the comprehensive AJC. 3. Provide a detailed explanation of the role each staff will play in executing the proposed program design. a. Include plans for how operations will be maintained when the One-Stop Operator System Manager is out of the office, whether for short or extended periods of time. As both the adult and dislocated worker provider and one stop operator, Able ensures that staff have adequate coverage and are cross-trained to provide support in the event of absence or when need exceeds staff capacity. In addition to local staff, Able’s executive team and senior management teams offer additional support and leveraged resources, which greatly enhance the role of the one stop operator both when they are in the office or in the event of absences. Further, the technology infrastructure that is in place ensures that workload and workflow are documented in a way that various staff members can “pick up where the one stop operator left off”. As an example, in the event of an unplanned absence, the backup staff for the one stop operator would be able to view open projects using calendar tools, the facilities ticketing system, databases, and more. 4. Describe the management and reporting structure that will govern the work of the proposed staff. The staffing structure includes a Chief Program Officer providing direct oversight of program staff including the one stop operator (1 FTE) and senior director (10% FTE). 5. Describe how your organization will evaluate individual staff performance on executing the proposed program design for One-Stop Operator services. a. Describe your practices for staff performance review and improvement, including any specific evaluation criteria or tools that may be used. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 8 Employee performance is monitored at various frequencies throughout an employee’s tenure. Employees meet with their direct supervisor weekly to review individual performance, and program teams meet monthly and quarterly to review performance goals and progress. Incremental review of employee performance helps identify any deviations from performance goals, and allow for appropriate interventions such as professional development or training to help address issues early. When evaluating employee performance, especially for the role of the one stop operator, Able considers feedback from partners and the Board. Executive management and the one stop operator’s supervisor welcome feedback and are easily accessible to stakeholders. 6. Describe your organization’s professional development policies and practices. a. How will your organization develop proposed staff to ensure that they maintain current knowledge and skills required for the scope of work? b. What development activities and resources does your organization provide internally to staff? c. What external development activities and resources do you make available to staff? d. Describe how managers and supervisors support staff development. All staff receive comprehensive onboarding and ongoing professional development training to build an understanding of the requirements of WIOA, local policies, and implementation. Training occurs in a number of different modalities, including training conducted in coordination with HWS and WIOA partners as well as utilizing industry-sanctioned resources such as DOL and leading workforce development practitioners. The ways in which we present ourselves to the outside world begins with the ways in which we prepare ourselves as an organization, and includes diverse board, staff, and leadership. Able’s staff and board ensures Able’s equity work is prevalent in its comprehensive employee development resources, which includes daily anti-racist practices that are hosted on Able’s intranet. We have made progress, but our work is far from complete. We look forward to continuing to advocate for change, prosperity, and a better future. The one stop operator helps connect providers and partners with professional development resources that are responsive to the needs of the customers of the public workforce system. The one stop operator ensures that new or amended policies are disseminated and implemented across the workforce area. Able’s management team helps identify resources that help standardize skills or practices in and among partners, including equity and inclusion resources as well as customer service standards. 7. What are your planned hours of operation outside normal required business hours? Job search isn’t limited to a M-F 9 to 5 schedule, and we do not believe our service offerings should be either! Able works collaboratively with partners and employers to facilitate evening and weekend access. The South Omaha location in particular requires evening hours to accommodate student schedules, and coverage is coordinated by the one stop operator. Able has hosted a number of events outside of normal business hours including job and resources fairs and special events. Able expects to continue to coordinate with partners to offer services on evenings and weekends. Able will also coordinate with employers to accommodate after-work hours for individuals in need of assistance. Partnerships and Community Engagement 1. Describe existing relationships that your organization has with area employers, community- based organizations, and other agencies and how those relationships will be leveraged to successfully deliver services to target populations. The engagement of business partners, community partners, and other organizations who help enhance the scope and breadth of the public workforce system is supported by specialized staff and management. The activities of Able’s business services team are supported through a dynamic CRM (customer relationship management) system, which guides staff through business engagement frequency, various approaches, and offers predictive technology which help the business services and program service teams build a pipeline of skilled workers to meet employer demand. The business services team regularly National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 9 communicates with program staff and partners about business hiring needs in high-growth industries, building, growing, and refining those relationships using a sectoral approach. Able also hosts a weekly employer spotlight and career fairs are conducted bimonthly. Each month, approximately 25 businesses are served through and with the services of the AJC. An example of a successful business engagement strategy was the Better Business Workshop series, which was conducted over the course of about a year and covered a number of topics, including: Customized Training Solutions, Worker Training Grants, Worker Rights Compliance, Nebraska SourceLink Resources for Entrepreneurs and Businesses, among other topics. This series helped solidify existing relationship and also helped broaden businesses’ understanding of the breadth of services available through WIOA. As one stop operator, Able brings community partners together formally as a group at least monthly. Partners collaborate to plan and carry out a number of activities that support employment, resources access, and business services, including career and resource fairs, hiring events, job readiness efforts, and more. Able also conducts meetings with individual organizations or small groups, some of whom participate in various task forces that aim to address community needs. As one stop operator, Able continually evaluates available resources and existing partners, identifying opportunities to engage new partners to build a more holistic network to address customer needs. 2. Describe proposer’s experience with public relations at community meetings to promote services and responding to media inquiries on behalf of the public workforce system, as well as any written public correspondence such as press releases, published articles, marketing and program outreach and labor market information materials on behalf of the public workforce system. Able engages with the media using a number of techniques, including more traditional targeted media engagement via the issuance of press releases and media alerts. Able has an extensive media list which includes both local and national radio, newspaper, magazine, and local public access. Able also utilizes digital media outreach techniques, including engaging with journalists and publications via Twitter, and posting in local digital Patch publications. Both the Patch and Twitter strategies help bolster web presence, SEO goals, website traffic, and other objectives in the broader marketing and outreach strategy. 3. Explain what communications strategies you plan to employ for ensuring that information about activities at the comprehensive American Job Center and affiliate site reach intended audiences. This might include, but is not limited to, social media marketing, newsletters, and text-based marketing. Able leverages the expertise of its marketing team to develop, spearhead, and contribute to marketing, outreach and promotional opportunities that advance the mission and goals of the public workforce system. Able utilizes an editorial calendar that outlines marketing and outreach priorities, trends, and initiatives, along with daily, weekly, and monthly initiatives that contribute to a comprehensive and integrated marketing strategy. In 2021, Able aligned its monthly editorial calendar themes and outreach strategies with HWS, sharing a monthly update and forecast of promotional approaches each month. The marketing strategy is fully-anchored in promoting equity and inclusion in the public workforce system. Among the many priorities in equity and inclusion within the marketing and outreach efforts is Spanish- language materials (including bilingual signage throughout the AJC) and communications. Able’s marketing and frontline communications teams work to help customers navigate a myriad of WIOA and partner resources. As an example, Able’s marketing team translated NEworks guidebooks into Spanish. Able also collaborates with HWS and workforce partners to ensure that printed materials are widely available throughout the AJC. Able pitched HWS on the development of core marketing pieces that would best suit the breadth of services available through the AJC network , and looks forward to spearheading these integrated strategies and messages in the coming months. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 10 Able utilizes social media to engage target populations, building upon both organic reach and ad placement to reach target populations. Able integrates targeted copy, graphics, and videos to social media followers, aligning with national trends, workforce partners, and community resources. Able utilizes direct email to reach and engage registered and non-registered job seekers, informing them of events, services, partner offerings, job leads, and more. Able also utilizes direct email with both employers and partners, and piloted a periodical “Partner Press” e-newsletter with HWS with great success. Customer surveys for job seekers, partners and employers are also deployed utilizing direct email and digital survey tools. Able’s digital marketing suite also includes mass text messaging, which has been successfully utilized in a number of targeted outreach campaigns, including the dissemination of job leads and job openings shared by employer partners. 4. There are many one-stop required partners, but there are also many workforce stakeholders who are not required one-stop partners but who are major players in workforce development in the Greater Omaha region. How will your organization identify ways to collaborate with all workforce stakeholders who strengthen the system and enhance the region’s ability to provide resources to job seekers and businesses? In addition to the required partners, Able has developed relationships with dozens of organizations who play a critical role in helping advance economic prosperity across the workforce area. Able develops target lists of partners based on the perceived or anticipated gaps or needs in service. For example, the past year there has been an increase in the need for supportive assistance and employment opportunities for refugees. To help meet this need, Able convened partners, and providers such as Lutheran Services and Omaha Steaks to create a multi-agency program model that helped address wraparound and employment support for refugees. Partners include: Legal Aid of Nebraska, In Common, Francis House, Together, Inc., COIFS, Learning for ALL, Cross Training Center, AIM, Operation Hope, Project Reset. Able also anchors its approach to relationship development and curation through the identification of best practices from peers such as the Lincoln AJC and Council Bluffs Iowa teams. With these relationships, Able can better position Greater Omaha as part of the regional and national network. 5. Describe how you will promote and sustain business engagement in this role. Able embraces a demand-side approach, focusing on high-growth industries and creating pipelines of skilled workers to best meet employer demand. The business engagement strategy of the one stop operator is anchored by continuous evolution and by engaging businesses in a way that helps us build inside knowledge of the labor market and its future trajectory. To that end, the one stop operator creates opportunities for employers to share information about current and future employment needs in both small group settings and through open discussion forums. The one stop operator ensures that business development efforts are shared among partners as well. Able and partners consistently revisit the value proposition of the public workforce system with ease of access to job candidates, training and wage subsidies, tax opportunity credits, among them. The one stop operator curates relationships by creating open dialogue, regular touchpoints, and opportunities for employers to revisit (literally and figurately) the AJC. As an example, the one stop operator meets with the human resources team at Omaha Steaks at least monthly to discuss placed candidates as well as new opportunities for advancement and placement. Other “repeat customers” as a result of business development pursuits includes QLI Rehabilitation Center, which has utilized the AJC three times in the past year to host hiring initiatives for healthcare workers. Similarly, Lozier has also utilized the AJC three times in the past year, and meets with the one stop operator monthly to discuss hiring needs, wages, benefits, safety, retention, and job quality standards. Some highlights of employer engagement efforts include: serving approximately 25 employers each month, 190 employers attended hiring events between 2020-present, successful inaugural “Jobapalooza” National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 11 event host in June 2021 for 100+ job seekers and 25 employers and onsite hiring, successful rapid response event for dislocated workers at AGCO, and participation in EmployOMA Open House. 6. Describe community outreach strategies you would employ to build awareness of one-stop system services. The one stop operator community outreach strategy is designed to create widespread awareness of the AJC and services available through the public workforce system. The one stop operator works from a target list of community partners (both formalized and not yet formalized) which includes non-profit organizations, faith-based organizations, employers, and education and training partners. Some recent successes include collaborating with Union Pacific employees for a volunteer day which helped job seekers with resume review and interviewing skills and participating in refugee awareness day at University of Omaha. The one stop operator participates in various in-person events (approximately 1-2 per month) such as job fairs, community resources fairs, and other special events. The one stop operator also curates relationships among its network of community partners and disseminate outreach materials including printed flyers and emails. 7. How will you ensure One-Stop Center representation at workforce development related community events? As discussed, the one stop operator operates from a schedule of events with opportunities for AJC representation, with roughly 1-2 major events each month. The one stop operator aligns the public workforce system with the needs of community stakeholders including businesses, community partners, education and training providers, faith-based organizations, and trade organizations, among others. Some examples of recent participation in community events includes a non-traditional jobs event focused on youth and young adult workers. Another recent example was a blood drive with a healthcare-focused job fair. The one stop operator is also focused on curating new and existing relationships with stakeholders to ensure the widespread reach of the public workforce system. A recent example is the OSO represented the workforce system at the UNO Refugee Awareness Day and in collaboration with partners is finalizing a career fair tailored toward the needs of refugees. 8. The One-Stop Operator will be expected to coordinate with contracted Title I services providers, co-located partners, and other One-Stop System and community partners to curate a full calendar of jobseeker workshops and events, both virtual and in-person at the comprehensive and affiliate American Job Center sites. Describe how you plan to fulfill this responsibility. As one stop operator, Able maintains a full calendar of events across multiple marketing channels including the Internet, social media sites, through email blasts, and in downloadable and/or printable formats. Event promotions are aided by the use of integrated marketing efforts, multiple placements, and a cross-agency strategy. Able uses a website calendar to promote events, and creates custom-designed cobranded graphics. The website calendar features easy, one-click sign up, and reminders to help promote attendance and boost conversion rates. Weekly orientation and JUMPSTART! Job readiness training are featured on the calendar. Able also uses social media calendar tools that have a “Cohost” option where, when implemented, greatly increases reach and impressions to target audiences. Able maintains lists of active partner, job seeker, and business customers, and continually builds those lists through targeted outreach. Each target list receives regular communications via direct email and text messaging about upcoming events, including easy one-click registration links. The one stop operator maintains a calendar of events which is distributed in print and/or digital formats after monthly partner meetings. The calendar is hyperlinked in the follow-up emails which are sent to all partners (not necessarily limited to those who were able to attend the meeting). 9. How will you lead One-Stop partners with: a. Integrating a menu of services for job-seeking customers and employers National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 12 b. Implementing agreements among partners such as Memorandum of Understanding (MOU) and resource sharing c. Maintaining communications with all One-Stop Partners and co-located staff The success of the one stop operator can be measured by the success of convening stakeholders in a way that promotes cross-agency collaboration and adoption of shared goals. To that end, the one stop operator builds trust and rapport among all partners, creates forums for discussion, and encourages idea- and resource-sharing. A menu of shared services is much more than list-generation; it’s a roadmap that helps staff at all levels speak to the services offered by their own organization, but also others. Able has proposed a new marketing approach that would incorporate shared messaging in a “menu of services” format, but would also allow for customization by partners. The new approach will help with cross-agency adoption of key messages, but also be flexible enough to be customized for the target customer (job seeker, business, partner, etc.). The one stop operator also leads the partner group through monthly cross- training which focuses on a number of responsive or ongoing topics such as exceptional customer service. The one stop operator consistently evaluates resource sharing commitments and outputs, reviewing shared goals against those in the MOU. The one stop operator reports out to the Board and to partners, sharing comprehensive updates at least monthly. In the event that an organization is not fulfilling their responsibilities as outlined in the MOU or other agreements, the one stop operator offers guidance to better align the actual outputs with goals. The success of resource sharing efforts is advanced by focusing on the needs of customers. As an example, if there is a partner who provides free or discounted work clothing, the one stop operator would ensure that all partners are knowledgeable about the service, and facilitates connections in and among partners to ensure customers can quickly and seamlessly access this critical resource. 10. How will you encourage collaboration with One-Stop Partners and the workforce system outside of their agreed-upon activities outlined in MOUs? The one stop operator convenes all workforce partners and stakeholders, formulates common goals, and supports initiatives that best serve the needs and interests of the community. The one stop operator has been instrumental in bringing novel approaches to common challenges into the public workforce mix. Many of these successful initiatives have supported Able’s demand-side approach, which focuses on building a workforce that is responsive to the needs of growing businesses, occupations, and industries. The one stop partner curates a target list of area businesses, community partners, and educational partners and develops shared solutions and initiatives that serve ongoing and emerging needs. As an example, Legal Aid of Nebraska's Set Aside Clinic was held at HWS in November 2021. The event brought together 50 attendees and pro bono legal staff. Of the event, one job seeker who was attending Metropolitan Community College pursuing a degree in drug and alcohol counseling said: “I was doing a great job [at the interview]. Then the momentum shifted as she(HR) brought up my criminal history BUT when I presented her with my set aside paperwork, she started crying saying she was proud of me and gave me the job on the spot. I was trying so hard not to get emotional in the interview but now I am letting it all out… this is a life-changing moment for me. No more felony hindering my career choices.” 11. How will you seek and implement access points to make WIOA career services accessible to residents in community centers, libraries, and with community-based organizations? Able works to ensure that access to WIOA resources are available throughout the 3-county region. By leveraging its network of partners, Able creates an ecosystem where individuals can receive service at various access points. The strategy includes both in-person outreach events and digital resources. At the onset of the pandemic, Able transitioned its application and orientation materials to digital formats. While in- person services have recently continued at the AJC, Able is using these digital advancements as a springboard for new opportunities to broaden the reach of WIOA services. Able is currently restructuring and revising materials. Once complete, Able will meet with community partners to roll out the new format National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 13 and registration and orientation options in a way that would allow staff at community partner organizations to make more immediate connections to workforce services including training and a soon-to-be-launched resume development tool. One-Stop Operator Services Model 1. Describe the population(s) to be served (target populations and eligibility). Discuss the proposed philosophy, approach and implementation plan for outreach and recruitment of diverse target groups. Be as specific as possible as to what populations in this geographic region are underserved. The one stop operator is a guidepost; leading providers and partners into the achievement of goals related to the engagement of target populations across Douglas, Sarpy, and Washington Counties. Able utilizes a portfolio of marketing channels and strategies to connect with diverse populations which includes: social media, website, text messaging, direct email, signage (bilingual English and Spanish), video, phone, events, and print materials, among others. Each channel is further refined to connect with diverse populations in ways that best serve their unique communication styles. As an example, Able offers bilingual (English and Spanish) career resources, including Spanish-language materials such as a custom-developed guidebook to navigate NEworks and promotional materials such as brochures and flyers. Further, members of Able’s frontline and management staff are fluent in Spanish and offer a wide breadth of assistance. Able’s in-house Customer Contact Center is staffed with both English and Spanish-speaking representatives who offer support for program information, community resources, literature, and make direct connections to appropriate program staff and partner program staff. In addition, Able also focuses efforts on outreach to dislocated workers, low-income adults, and military veterans. Able utilizes a number of strategies to engage with dislocated workers. One example is through the development and dissemination of explainer videos. Explainer videos are brief text- and graphic-heavy digital videos which focus on target messages that speak to the unique needs of recently-separated workers. The explainer videos are used across various marketing channels including social media and website. When explainer videos are deployed on social media sites, Able uses trending hashtags and boosts posts with targeted advertising. Able also reaches dislocated workers by utilizing state WARN reports. WARN reports detail separations, date of separation, and number of employees impacted. Able’s staff can then develop Rapid Response events and initiatives to help connect with workers upon separation. Able connects with low-income adults through partnerships, including through Able’s administration of the SNAP Next Step Employment & Training Program. Through the administration of the SNAP Next Step, Able works collaboratively with DHHS to connect SNAP recipients to employment and training resources, including WIOA. The need for service for this population is urgent: 1 in 12 Nebraskans are receiving SNAP benefits, and of these, 72% of participants are in families with children. Veterans are also a target population for service provision through WIOA. Able works collaboratively with a number of VSOs, including VA, 22Heartbeats, Moving Veterans Forward, and Lutheran Family Services among others. 2. Address how the AJC will serve people with barriers, including but not limited to disabilities, Limited English Proficiency, and prioritized populations (i.e., recipients of public assistance, other low-income individuals, veterans, and individuals who are basic skills-deficient). Able currently serves job seekers with barriers and priority populations using a number of specialized resources and collaboration with partners. Able’s initial intake and assessment processes help determine each client’s specific needs. Those needs are mapped to available resources, and with a network of trusted and collaborative partners already in place, Able can make a “warm hand off” for the client and develop a shared service strategy when possible. A partial list of partners who collaborate and/or co-enroll populations into programs includes: Veterans: 22Heartbeats, Moving Veterans Forward, VA, Lutheran National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 14 Family Services; Disabilities: Nebraska VR, Nebraska Commission for the Blind and Visibly Impaired, Outlook Nebraska, Inclusive Communities; English Language Learners: Learning for ALL, Metropolitan Community College, Creighton EOC; Basic Skills Deficient: Goodwill Employment Solutions, Family Housing Advisory Services, Metropolitan Community College; Low Income Barriers: MACCH Street Outreach, Lutheran Family Services, Heartland Family Service, Community Alliance, Heart Ministry. 3. Discuss how you would manage and improve assessment and referral processes. As one stop operator, Able has implemented a process for initial screening and assessment of customers who visit the AJC. The process helps customers efficiently and quickly connect with services and programs within and among partners. All customers are greeted by staff using customer service standards. Customers are assisted through VOS or other means to help direct them to appropriate next steps. With the tracking mechanism in place, Able can assess the success of referrals from both the customer and referral agency’s status. The referral tracking process has an individual follow-up component as well as dedicated staff to manage it. The one stop operator includes detailed referral tracking information on the monthly report. One benchmark of success was documented in the recent Wichita State University Secret Shopper report, which found that secret shoppers had wait time of no longer than 10 minutes, with most under 5 minutes. The report also stated that the secret shoppers felt that the Navigators were friendly and helpful. 4. Describe the strategies, methods, and specific activities your organization will undertake to successfully perform each of the following functions and responsibilities of the One-Stop Operator: a. Coordinate WIOA service delivery across required WIOA One-Stop Partners and service providers. b. Convene meetings to support implementation of the MOU among WIOA One-Stop Partners, including reconciliation procedures. c. Facilitate the development and implementation of service integration plans at One-Stop centers to share necessary data, reduce duplication of services, and leverage program resources to the mutual benefit of partner programs and their shared customers, resulting in efficient, effective, and seamless service delivery. d. Implement a comprehensive customer service strategy to ensure quality service to shared job seekers. e. Assist WIOA One-Stop Partners with community outreach and the promotion of program services. Describe how you will work to bring additional partners to the Partner Network. f. Identify ways in which technology may be used to enhance One-Stop operations, and work with One-Stop Partners throughout the community, such as libraries, to develop and implement technological strategies to improve service delivery, customer service, service integration, and reporting. g. Coordinate with HWS and WIOA One-Stop Partners to complete One-Stop center certification processes. h. Remain informed on Federal and State One-Stop Operator policies. i. Coordinate with One-Stop Partners to report on activities and performance and submit formal reports to the HWS monthly. j. Attend meetings of the HWS as scheduled. As instructed by HWS, report to the board on One- Stop performance, service integration efforts, and progress on implementation of the Memorandum of Understanding among One-Stop Partners. WIOA service delivery is coordinated among WIOA partners and providers effectively through the one stop operator’s efforts and by continually promoting open and ongoing discussions. The one stop operator is committed to ensuing partners are communicating with one another, troubleshooting challenges and National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 15 service adjustments, and promoting an ongoing learning environment. The partner matrix is a tool that is used by all partners, and includes program descriptions and referral processes. Monthly meetings help reinforce learning and are also an opportunity to introduce new partners, new processes, or develop new strategies to address emerging needs. As one stop operator, Able supports the implementation of MOU responsibilities and provides functional oversight of operations within and among MOU partners. The primary focus centers on building a foundation of trust and rapport with partners, and continuing to grow and expand those relationships to ensure that MOU responsibilities are met and that these coordinated efforts foster impact throughout the AJC and beyond. As discussed, the success of the one stop operator role centers upon the ability to convene partners in a way that promotes collaboration and aligns shared values and resources to benefit the communities we are all in place to serve. The one stop operator promotes service integration strategies among partners. As mentioned, the one stop operator convenes partners in meetings and formulates special task forces with the overarching goal of fostering open dialogue and service innovation. With tools such as the partner matrix, Able continually revises and expands partner services with an eye toward promoting leveraged resources, eliminating redundancies, and filling service gaps, as needed. One recent example of the successful outcome in this space was the infusion of additional non-WIOA youth and young adult services offered by DESI. Upon contract award, one of the first major initiatives Able undertook was to implement customer service standards, and Able kicked off the initiative with comprehensive training for all staff to help establish baseline performance expectations. Able has continued to reinforce and refine customer service standards, offering cross-agency training (onboarding and continuing education) and publishing training resources, by distributing customer satisfaction surveys and analyzing results at least monthly, and by including customer service as a standing topic at monthly partner meetings. Some of the topical customer service resources include: de-escalation techniques, body language, trauma-informed care, and more. The Greater Omaha partner community is a very strong network, with demonstrated collaboration, especially with the one stop operator. The role of the one stop operator is one of a convener with regular communications, both in-person and digitally, to the partner listserv. As an example, Able reached out to the partner network to help convene partners for a shared set aside clinic. By the next day, there were nearly 90 applicants, most all referred from community partners overnight. During the new contract period, Able will continue to grow the partner network, prioritizing special populations and geographic areas where AJC services are needed. Beginning at the onset of the contract and continuing today, Able leveraged and implemented a number of custom-tailored technology systems that help support the vision and goals of the one stop operator. Able implemented a room reservation system for the AJC which helps AJC stakeholders seamlessly manage 50- 70 reservations each month. The one stop operator also implemented a facilities request system, which is already streamlining requests and helping route them to appropriate resources. Able guides partners and businesses to the HWS website to complete various questionnaires. To manage online events, Able utilizes calendar and event management tools, both of which help with customer through-flow, helps boost attendance through with event reminders, and helps appropriately collect and route attendee contact information. During the pandemic, Able transitioned to virtual service delivery for job seeker services including a hybrid pre-recorded/proctored orientation, as well as a custom-designed virtual enrollment process. While the AJC is open today, the virtual tools have remained in place and have been particularly helpful for individuals with transportation barriers, effectively broadening the AJC footprint outside of the physical locations. Last, Able’s in-house Customer Contact Center has remained steadfast throughout the contract period, fielding and routing thousands of phone calls from job seeker, business, and community- based customers each year. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 16 In 2019, Able successfully coordinated the one stop operator process for the One-Stop Center certification process alongside HWS. Able also drafted an operations manual. Able has the “playbook” on certification, having completed several since WIOA was authorized and is well-positioned to support recertification or new certification. As a WIOA one stop operator and provider across multiple workforce areas, Able’s leadership and management teams have significant expertise about federal, state, and local policies. Staff participate in ongoing professional development opportunities with Workforce GPS and state and local agencies to identify and implement best practices across the Greater Omaha workforce area. Able also has a significant federal advocacy strategy which aims to create a more equitable public workforce system. Able has met with legislators and US DOL leadership to champion workforce strategies that address barriers within the public workforce system. Able currently gathers both quantitative and qualitative data around the activities and goals of the AJC, partners, and programs and reports to HWS each month. Able expects to continue these practices in the new contract period. Able regularly attends meetings and reports to the Board about a range of performance measures and initiatives, including one stop performance, service integration results, partner initiatives (both those outlined in the MOU or otherwise), and other special events and initiatives. Since the onset of the current contract, Able has listened to feedback from the board and stakeholders and has made adjustments to the reporting to best present information in a way that is meaningful for meetings. 6. Describe how you will help ensure an efficient use of the WIOA funds while maximizing services provided for jobseekers. Able implements solutions that help maximize the impact of WIOA for job seeker customers using strategies that help offset, augment, or enhance service provision. Able guides the team into a service provision approach that seeks opportunities for co-enrollment in other programs or services. The partner matrix outlines services and resources available, along with a guidebook about how to begin conversations, recognize opportunities for co-enrollment, and identify leveraged resources that meet customer needs. Co- enrollment strategies create a number of fiscal and programmatic benefits and helps solidify collaboration among organizations in the partner network. Able also seeks expansion opportunities, including a newly- awarded grant for the SNAP Next Step Employment and Training Program, which helps identify WIOA- eligible customers and also helps SNAP-eligible customers connect with lifeline resources. Able has also discussed collaborating with HWS to submit federal grant applications that would bring additional resources into the workforce area. 7. Describe the work your organization will undertake during the first 90 days of the contract period to learn current circumstances and effectively plan workstreams and timelines for the remaining contract period. Able is the existing provider and intends to continue to execute on the foundation of systems enhancement and refinement we have curated since contract award. 8. In the event during or at the end of the contract year, a new One-Stop Operator is selected, the existing provider must be willing to invest uncompensated time and effort to the transition process in order for services to continue with no interruptions. This phase will take place for up to fifteen (15) days after the end date of the contract. Describe how your organization would deal with this investment in order to conduct an orderly transition to another provider to ensure that there is no disruption in services. We are committed to the community and in the event that a new provider is selected, we will work with the new provider to ensure a smooth transition. 9. If your organization is a current provider of program services under WIOA Title I-B or Title II at the HWS One-Stop Center, describe your proposed policies and procedures for ensuring National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 17 neutral treatment of all One-Stop Partners and other relevant partners when performing the functions and responsibilities of the One-Stop Operator. Able leads with the needs of customers first in the identification process for service and in how customers are guided upon their first visit to the AJC. All frontline staff receive training and continued education about WIOA as well as partner programs and services. The one stop operator maintains a partner matrix which serves as a guide and quick reference for all partners. Staff is trained to make referrals based on each customer’s individual circumstances, helping the individual seamlessly navigate through programs and services offered by one or more organizations in an integrated service delivery approach. 10. Describe your organization’s approach to diversity, equity, and inclusion (DEI). How will you approach the role of One-Stop Operator through a DEI lens? Able employs strategies that help break down systemic injustices and support equity in the workplace by working in communities that need us most and working with employer partners who share our values. Able’s mission, vision and values are all guided through the lens of equity. Our work as a provider of workforce services across the Midwest aims to support social justice and build economic opportunities for workers of color. Through targeted advocacy efforts, Able is vocal about its expectations of all partners and employers and we have a zero-tolerance policy for any practices that discriminate against workers of color and other protected groups. The results of Able’s most recent survey highlights racial disparities among workers, the impact the COVID-19 pandemic has had on low-income communities, and showcases some of the successes that clients experienced despite extreme economic and social conditions over the past year. As one stop operator, Able takes on a leadership role guiding all staff and partners through culturally- conscious service delivery standards with an aim toward moving the needle on inequities we experience in the public workforce system. The annual equity survey is a vital tool in helping us measure success and progress. But the real testament to the success of equity lies in our ability to practice and model behaviors each day. The ways in which we present ourselves to the outside world begins with the ways in which we prepare ourselves as an organization, and includes diverse board, staff, and leadership. Able’s staff and board ensures Able’s equity work is prevalent in its comprehensive employee development resources, which includes daily anti-racist practices that are hosted on Able’s intranet. We have made progress, but our work is far from complete. We look forward to continuing to advocate for change, prosperity, and a better future. Data, Performance, & Outcomes 1. Describe past success with tracking program performance and/or outcomes. Include a description of previous outcomes from other successful initiatives and describe experience with capturing and reporting performance information. The one stop operator prepares a comprehensive report each month which draws upon unique custom- designed data collection systems that measure: partner engagement, business services, job seeker foot traffic through the center, Contact Center calls, kiosk traffic, and periodic reports that measure events, survey results, marketing campaigns, and more. The report covers the previous completed month and also includes quarterly comparisons to benchmark month-over-month changes and improvements. Some highlights from the December 2021 report include:  Increase in customer usage of the resource center (up 9% from November 2021) (NOTE: This is significant because Able has a number of marketing strategies in place to drive foot traffic and enrollment.)  3% increase in event attendance among customers  94% of resource room users said that the technology (computer, printer, phones, etc.) met their needs (NOTE: The remaining 6% of survey respondents did not use technology.)  1,058 calls answered by Contact Center in January 2022  Customer Service Standard instituted and partner staff training held on December 3 National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 18  AJC Safety training held on December 1 and December 2.  Center utilized for Emergency Preparedness Training held by Nebraska Medicine – 16 attendees (8 AJC staff attended) 2. If the organization has previously delivered WIOA services (as One-Stop Operator, Title I Services Provider, or other WIOA program provider), or has overseen delivery of WIOA service contracts, please provide performance data for the most recent two program years available and most recent program monitoring report in an attachment. Able completes reports on time. Performance reports are included as an attachment. 3. The One-Stop Operator will be responsible for tracking services and outcomes in the state information management system (NEworks). What is your experience working with NEworks, or similar systems, for data management? Able has a strong working knowledge of NEworks and tracks and documents all activities in the system, as required, as well as monthly fiscal reporting including direct aid and cost per customer, along with a narrative description. Notably, Able translated NEworks guidebooks into Spanish to make it more accessible to customers. As mentioned, Able uses other systems such as Bullhorn and Survey Monkey among others to capture, track, and analyze performance measures. Bullhorn is used to help with documenting business outreach. Also notable is The Work Number, which is used as a resource for retention and follow-up documentation for exited/exiting customers. Bullhorn is used to help with documenting business outreach. 4. Provide a description of how progress toward operator requirements will be measured and reported. Include the tool(s) to be used to ensure continuous improvement of service quality. The contract to be issued for the approved One-Stop Operator will be performance-based. The one stop operator requirements, goals, and progress are outlined and tracked using a comprehensive plan developed specially for the role. Able’s management and executive management staff monitor progress weekly, and document achievements and adjustments to the strategy to best meet the needs of the region. The plan was created based on HWS feedback, assessment of needs, and is adjusted when needed to accommodate the needs of partners and customers. Progress is documented and shared with HWS at least monthly. 5. Describe how and when customer satisfaction levels will be measured for customers. Customer satisfaction is measured in ongoing intervals throughout each program year as a means to measure both incremental and longitudinal outcomes. Able distributes an annual equity survey which helps measure client satisfaction, program participation and access against Able’s goals of programmatic and equitable improvements in the public workforce system. Service-based customer satisfaction surveys are distributed to resource center customers and shared with the board monthly. Post-event surveys are sent to employers and clients. Partners also receive periodic and annual surveys which help measure overall as well as incremental goals. In addition to formal surveys, Able also periodically conducts focus groups or group facilitation with clients, partners, or employers to gauge satisfaction, troubleshoot, or brainstorm. 6. The provider will be accountable for the integrity of the data presented and responsible for ensuring that staff is appropriately trained in the use of these systems. Explain how accountability and integrity of data will be assured and how staff will be appropriately trained in the use of these systems. All staff receive comprehensive training about how to collect, manage, and safeguard data using best practice approaches and tools sanctioned by the board and US DOL. Staff builds an understanding of the important role data collection and reporting plays in the overall administration of the program. Able offers a number of professional development opportunities throughout the year to ensure that staff continues to reinforce skills and adapt to changes in requirements and/or policy. Each month, staff receives a “refresher” about data integrity, and all staff refer to the PII policy when needed. National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 19 7. The One-Stop Operator will be responsible for developing, implementing, and overseeing processes to collect, manage and utilize information about the system. Describe how you will measure success for the One-Stop delivery system? How would you track the performance measures as described in Participant Data & Performance Outcomes section of this RFP? The one stop operator plays a critical role in developing and defining performance metrics, then leading a cross-agency collaborative into goal achievement. Able measures and tracks success through the lens of the customer, guiding service delivery strategies in a way that best fosters quantitative and qualitative outcomes. To best guide goal development and performance benchmarks, the one stop operator assesses performance based on critical success factors, then designs and deploys tracking tools that help monitor and report outcomes. The one stop operator collects feedback from, employers, customers, and other stakeholders. The one stop operator reports data to the board and Able’s executive management teams. Future development will elevate these data collection practices, and the next phase of data collection will include a custom-designed dashboard as well as data visualization and data analytics approaches. Able is also planning for an employer portal to better manage customer flow, referrals, file sharing, project management practices, a resource library, and more. Fiscal Capabilities & Budget Budget Narrative, Budget Form, Financial Attachments The Budget, Budget Narrative, and Audited Financial Statements are included as attachments. Leveraged Resources and In-Kind Able will leverage additional grant funding available through the SCSEP and the SNAP Next Step program for eligible and potentially-eligible Nebraskans. In addition, Able is requesting federal support from the US Department of Labor to bring the Homeless Veterans Reintegration Program (HVRP) to the Greater Omaha workforce area. Both opportunities help most-in-need populations access the resources needed to address barriers to employment and self-sufficiency. Financial And Administrative Experience Able’s accounting systems, policies, procedures, and an effective internal control structure ensure that Able complies with all federal and state statutes, regulations, policies and generally accepted accounting principles (GAAP). Finance staff members implement and monitor an effective control environment where employees understand their responsibilities, the limits to their authority, and are knowledgeable, mindful, and committed to assuring that the highest standards of business and ethical practices. These practices permeate throughout the activities surrounding the custody and use of financial resources. Each major program has assigned accounting staff that helps program managers develop budgets and forecasts and explains the monthly financial results to each program team. During the financial review, finance staff present monthly and year to date comparison to the program management and discuss variances over a certain threshold. Able’s executive management team meets on a weekly basis, discussing ongoing business including the discovery or recommendation of any fiscal control issues. Actions are taken immediately to address these issues and correct any weaknesses. Any forecast adjustments are discussed in the weekly meeting or monthly financial review. Agency and Staff Experience in Managing Federal Funds National Able Network has received unmodified opinions on all audits for the past 20 years and is considered as a low risk auditee. There were no material weaknesses and internal control issues identified during Able’s fiscal and A-133 audits. Able has not had any disallowed costs. Able’s accounting team is led by Chief Financial Officer, Khalid Qazi, who was named “CFO of the Year” by Financial Executives International. Able's management makes appropriate changes to comply with the new rules and regulations related to the industry on a timely basis. Able also shares financial information with the Board of Directors on a quarterly basis, explaining financial activity, answering any questions, and National Able Network, Inc. Confidential and Proprietary Section 2: Scope of Work/Narrative 20 receiving guidance from the Board. Able’s finance staff conducts regular training sessions for all employees companywide on corporate policies and procedures. A complete list of corporate policies is available upon request. Experience with Administering Cost-Reimbursement and/or Performance-Based Contracts Agency financial systems and programs comply with Office of Management Uniform Guidance, WIOA and TAA program and performance regulations, including state-specific policies and regulations, and other regulations specifically associated with federally-funded programs under its management. As an existing provider, Able does not anticipate start-up costs. Able has excellent cash flows and is well-positioned to support the cost-reimbursement contract. Able’s approach to managing grants is also anchored in a belief that we should strive to come as close to 100 percent utilization as possible as a means to achieve the most positive impact to the customers we are here to serve. To that end, Able’s finance team will work with the Board and fiscal agent to devise strategies that maximize contract impact by being planful about how funds are used. To manage this process effectively, Able closes the books “in full” each month, giving all stakeholders a real-time view into program expenditures. Financial Information for Monitoring & Auditing Purposes Because Able is a workforce services operator and provider funded by direct federal grants (US Department of Labor [USDOL]), State grants (Illinois, Indiana, Iowa, Delaware, and Nebraska), and many municipal and private grants, the organization is typically audited no fewer than 15 times per year. Able’s finance and program teams are well-versed in the requirements of monitoring and auditing, and have done so successfully with the Board since the onset of the contract. While Able has never reported disallowed costs, Able has in place fiscal controls and exceptional cash flows, alternative sources of income, and a line of credit. All of these safeguards would be utilized in the unlikely event of disallowed costs. Able has exceptional fiscal control and accounting procedures that govern internal, subgrantee, and subcontract expenditures. Further, Able’s financial management systems meet standards prescribed within 29 CFR Part 97, including: financial reporting, accounting records, internal control, budget control, allowable costs, source documentation, and cash management. These processes are described in detail in Able’s “Manual of Accounting Policies”, which guides direct staff and subgrantees through day-to-day operations. All expenditures are reviewed to assure they are both necessary and allowable by the grant(s). Cash and credit card disbursements require appropriate level approval prior to purchase, proof-of-purchase documentation (i.e. original itemized receipts), submittal of a duly authorized reimbursement form to finance staff, and compliance with time limitations on certain reimbursements (30 days from purchase). Disbursements may also be subject to other documentation requirements due to future policy updates and/or funding rule changes. For disbursements, Able complies with OMB Super Circular for determining costs of grants and contracts under management. Able has a number of controls in place to ensure that all costs are allowable. All disbursements are reviewed for allowability within 72 hours using a comprehensive review process that checks expenditures for potential liability and ensures they align with the overall budget. These practices are tracked through trial balance and journal ledgers to support the request. Able’s exceptional track record, finding-free audits for more than two decades and counting, recognized and expert staff, and fiscal control environment are all examples of longstanding financial integrity. Able welcomes regular and ongoing communication between the board and Able's leadership teams about fiscal practices. Bridget Altenburg President & CEO Khalid Qazi Vice President & CFO Matthew Weis Chief Program Officer (4% FTE) Kristen Cullotta VP, Marketing & Development Azra Poljak, Director, Compliance Alejandra Sinecio, WIOA Senior Program Director (10% FTE) National Able Network, Inc. Workforce Innovation and Opportunity Act (WIOA) Title I Services One Stop Operator Heartland Workforce Solutions Accounting Support Staff (7% FTE) Mark Rassmussen CIO Information Technology Support Staff (3% FTE) Gail Berrier Vice President, Human Resources Human Resources Support Staff (10% FTE) Savannah High, WIOA One Stop Operator (1 FTE) Quality Assurance & Compliance Team Support Staff (5% FTE) HWS Staffing Plan National Able Network Leveraged CHART KEY ALEJANDRA T SINECIO 60744 Levi Rd ● Glenwood, IA 51534 ● 402-306-5396 ● alesinecio@yahoo.com Innovative and experienced professional with a background in collective impact collaboration. Strives in relationship building, project management and using critical thinking to drive high-quality work to expand access and excel communities. SUMMARY OF QUALIFICATIONS ●Project management and program development ●Collective impact and partner collaboration ●Organizational development ●Strategic planning ●Strong leadership, motivational and communication skills CORE COMPETENCIES ●Bilingual in Spanish/English ●High Level Coordination ●Systems Evaluation & Monitoring ●Judgment and Decision Making ●Active Listening ●Critical Thinking PROFESSIONAL EXPERIENCE SENIOR PROGRAM DIRECTOR August 2020 - Present NATIONAL ABLE NETWORK Omaha, NE ●Oversight of One Stop operations and WIOA Adult &DLW funding in Greater Omaha ●Supervise and provide leadership for a team of 14 staff members ●Ensure compliance with contractual and program requirements ●Evaluate the performance and impact of the organization ●Foster a positive, inclusive, and mission driven culture DIRECTOR OF WORKFORCE EDUCATION & INNOVATION March 2020 - July 2020 LATINO CENTER OF THE MIDLANDS Omaha, NE ●Oversight of program budget & grant funds ●Supervise and provide leadership for a team of 14 staff members ●Create & Implement a summer youth internship program ●Work with ABE staff on creating a curriculum that builds from one level to the next MANAGER OF WORKFORCE PERFORMANCE April 2016 - March 2020 HEARTLAND WORKFORCE SOLUTIONS Omaha, NE ●Oversight of publicly funded service provision and serve as contact for partner programs and key stakeholders; ●Leadership support for the Local Workforce Development Board ●Accountable for performance of the workforce delivery system and development of community relationships to improve collective impact collaboration and partnership ●Work with business services to support a model for career development, skills and credential attainment, and job placement ●Created a 4-year Regional Plan for the Greater Omaha area ●Manage multiple projects ●Create and negotiate MOU's with partners and provide oversight of the contracts. COMPLIANCE MANAGER October 2011 - August 2015 ONE WORLD COMMUNITY HEALTH CENTER Omaha, NE ●Manage organization Policies & Procedures and all third-party contracts. Education & training for all staff on state and federal rules and regulations governing federally qualified health centers. Collaboration with departments for optimum performance improvement. Created an organization Dashboard to identify goals and performance outcomes. ●Advise managers on organizational policy matters such as equal employment opportunity and sexual harassment and recommend needed changes. ●Plan and conduct new employee orientation to foster positive attitude toward organizational objectives. ●Serve as a link between management and employees by handling questions, interpreting and administering contracts and helping resolve work-related problems. ●Maintain records and compile statistical reports concerning personnel-related data such as hires, transfers, performance appraisals, and absenteeism rates. ●Analyze statistical data and reports to identify and determine causes of personnel problems and develop recommendations for improvement of organization's personnel policies and practices. HEALTHCARE MANAGER April 2005 - October 2011 UNMC PHYSICIANS Omaha, NE ●Supervise the activities of workers engaged in receiving,storing, testing, and shipping products or materials. ●Plan, develop, or implement warehouse safety and security programs and activities. ●Review invoices, work orders, consumption reports,or demand forecasts to estimate peak delivery periods and to issue work assignments. ●Prepare and manage departmental budgets. ●Prepare or direct preparation of correspondence, reports,and operations, maintenance, and safety manuals. EDUCATION BACHELOR OF SCIENCE - BUSINESS ADMINISTRATION May 2006 BELLEVUE UNIVERSITY Bellevue, NE CERTIFICATIONS AND SKILLS ●Fluent in Spanish ●National Career Readiness Certificate – Gold level ●Microsoft Office Suite COMMUNITY INVOLVEMENT ●South Omaha Community Care Council ●Hispanic Chamber of Commerce ●Greater Omaha CODE ●LeadDIVERSITY 2 nd Cohort Savannah High savan2014@gmail.com | (308) 991-7358 | Omaha, NE Summary Hard working leader with a passion for increasing organizational efficiency. Specializes in training and motivating staff, ensuring that they perform tasks as to their best ability. Highly dependable and delivers best efforts while adapting to changing environments and handling challenging situations. Experienced in maintaining schedules, organizational training, and inventory. Confident in abilities to maintain detailed records and monitor productivity consistently. Experience National Able Network One-Stop Operator Workforce Services Coordinator June 2021 - Present | Omaha, NE Aug 2020 - June 2021 ●Oversee facility operations, visitor flow, maintenance, technology,and ensure proper functions of staffing and regulating ●Supervise the work of customer service employees to ensure adherence to quality standards, deadlines, and proper procedures, correcting errors or problems, in addition to offering guidance in handling difficult or complex problems or in resolving escalated complaints or disputes ●Implement outreach and engagement with other community agencies and stakeholders of the area workforce including job seekers and employers, ensuring overall missions are met. ●Supervise the center ’s public-facing operations, where staff serve an average of 70 clients per day for various needs, all while ensuring the center was properly and professionally represented and that customers were provided exemplary customer service to meet their workforce needs. ●Consistently promote training events, job fairs, and resources offered by the center ’s 30+ partner programs. Alley Rose Supervisor Aug 2015 - Jan 2020 | Kearney, NE ●Set-up, organized, maintained, and closed the restaurant ensuring areas are stocked and clean. ●Developed loyal clientele by providing high-end customer service, served an average of 150 customers daily. ●Demonstrated leadership and teamwork regularly while ensuring 15 employees’ performance aligned with the Alley Rose mission and code of conduct. ●Kept track of 1,000 bottle inventory, assisted in ordering stock, handled transactions, completed nightly bookkeeping, and provided monthly cost analysis. ●Organized, promoted, and executed monthly wine tastings from April through November of 2019. The S.A.F.E Center Communications Intern Jan 2018 - May 2018 | Kearney, NE ●Assisted development of a communications strategy and grant writing. ●Updated website regularly and created media content including social media and news releases. ●Developed media for fundraising and events. ●Released two promotional videos for the growth of the organization and its entities. Education Skills Bachelor of Art and Science Multimedia and Sociology University of Nebraska at Kearney Bookkeeping Certificate Central Community College Oral and written communication Exceptional customer service Data spreadsheets Google Suite Microsoft Office Asana Project Management Software Bloomerang Donor Management Software 209 S. 19 th Street, Ste. 200 • Omaha, Nebraska 68102 • LegalAidOfNebraska.org Phone 402.348.1069 • Toll Free 888.991.9921 • Fax 402.348.1068 OMAHA  BANCROFT  LINCOLN  NORFOLK  GRAND ISLAND  NORTH PLATTE  SCOTTSBLUFF  LEXINGTON February 8, 2022 Bridget Altenburg President & CEO National Able Network, Inc. 567 W. Lake Street, Suite 1150 Chicago, IL 60661 Dear Ms. Altenburg, Legal Aid of Nebraska is pleased to share this letter of support for National Able Network’s proposal to continue to serve as the Workforce Innovation and Opportunity Act (WIOA) One Stop Operator. Far too many members of our communities across the Greater Omaha area lack effective resources needed to build their skills and prepare for new careers. Legal Aid of Nebraska is proud of our collaborative partnership with National Able Network. They often refer clients for civil legal services in addition to letting us use their location for pro bono legal clinics. The last clinic we held was our Set Aside Clinic. This clinic allows low -income community members to set aside certain criminal convictions, which often provides more employment and housing opportunities. We are committed to continuing to partner with National Able Network, supporting efforts that help strengthen the communities in which we work. Legal Aid of Nebraska wholeheartedly supports National Able Network's proposal to the Board. Sincerely, Megan Moslander Chief of Development & External Relations mmoslander@legalaidofnebraska.org 124 South 24th Street  Omaha, NE 68102 (402) 536-3500  Fax (402) 827-3218  www.lfsneb.org February 8, 2022 Bridget Altenburg President & CEO National Able Network, Inc. 567 W. Lake Street, Suite 1150 Chicago, IL 60661 Dear Ms. Altenburg, Lutheran Family Services of Nebraska is pleased to share this letter of support for National Able Network’s proposal to continue to serve as the One Stop Operators. The staff there has been a ready support for clients who need assistance with job search, resume writing, interview skills and have gone the extra mile to create a welcoming American Job Center for newcomer populations rebuilding their lives. The One Stop Operator facilitated 6 weekly employer information sessions to convene resettlement staff, employers seeking to hire newcomers and representatives from the Afghan community. These zoom calls resulted in expanded employment opportunities for newcomers and provided a partnership framework for strategies to support employers as they seek to diversify their workforce to include non-Spanish speaking English language learners. The new partnerships that emerged from this collaboration are on-going and providing multiple options for clients to enter jobs with growth opportunity and steppingstones in their career pathway. Lutheran Family Services works collaboratively with National Able Network. The team from National Able provides excellent customer service to our clients as well as helping them learn how to navigate the workplace culture in our area. Language support is provided for clients who need that assistance. The resource room staff graciously meet challenges of language and cultural barriers with respect and sincere compassionate service provision. A Case Manager tour of the AJC is set for later this month. Collaborative LFS/OSO projects include taking leadership to host a Welcoming Job Fair in March, active participation in the Omaha Refugee Task Force Employment Committee and providing support to employers wanting to hire newcomers. Our team members have found the staff and managers quick to respond in a timely manner and support our efforts to assist clients in pursuing their education and employment goals. On a personal level, and I believe I speak for everyone on our team, we depend greatly on the professionals at the AJC especially during this extremely busy time with the influx of Afghan Humanitarian Parolees, and we could not have better partners! Sincerely, Carol Tucker Business Services & Outreach Coordinator Refugee Economic Empowerment Program Lutheran Family Services of Nebraska 124 South 24th Street – Suite 100 Omaha, Ne 68102 Cell: 402.201.3958 Email: ctucker@lfsneb.org<mailto:ctucker@lfsneb.org> Walk‐In Business? Refer to business engagement process Appointment with onsite partner? Refer to appointment process General Program Inquiry Provide information based on provider matrix Job Seeker or UI Applicant/Recipient Questions: Yes Yes Yes Yes Last 4 of SSN First time in facility Registered with NEWorks Help with Registration Do they know how to access job search and data Show Resources to Customer Ask about Connection to Services Yes Yes No Yes Applying for UI Ability to print/copy/ scan/fax for free, Interview rooms Help with Registration UI Specific PhonesYes Equipment for visually/hearing impaired individuals Did we help you with what you needed today? No What else can we help you with? Yes Referral made in AnyWorks and copy provided to customer Did we help you with what you needed today? What else can we help you with?Veteran Status Special Barriers to Employment Form Yes Connection to Disabled Vet Outreach Program SpecialistYes No Receives Priority Service, Top of Waiting List (if exists) No National Able Network, Inc. Heartland Workforce Solutions Workforce Innovation and Opportunity Act (WIOA) Customer Flowchart PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.0%75.0%96.2%73.8%94.6% 2. Employment Rate (Q4)79.0%72.9%92.3%72.2%91.4% 3. Median Earnings 6,000.00$ 5,989.00$ 99.8%6,402.00$ 106.7% 4. Credential Rate 56.0%50.8%90.7%56.5%100.9% 5. Measurable Skill Gains Baseline 29.5%N/A 40.7%N/A Aggregate Score 94.7%98.4% PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.0%83.3%95.7%77.5%89.1% 2. Employment Rate (Q4)88.0%85.7%97.4%72.2%82.0% 3. Median Earnings 7,500.00$ 6,361.00$ 84.8%7,029.00$ 93.7% 4. Credential Rate 60.0%42.9%71.5%62.5%104.2% 5. Measurable Skill Gains Baseline 30.8%N/A 23.1%N/A Aggregate Score 87.4%92.3% PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)78.0%78.6%100.8%76.8%98.5% 2. Employment, Education or Training Placement Rate (Q4)77.0%70.7%91.8%73.7%95.7% 3. Median Earnings Baseline 3,272.00$ N/A 3,046.00$ N/A 4. Credential Rate 68.0%34.8%51.2%36.4%53.5% 5. Measurable Skill Gains Baseline 15.4%N/A 25.8%N/A Aggregate Score 81.3%82.6% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2019 Quarter 2 GREATER OMAHA Report Period Quarter End: 12/31/2019 Current Quarter 4 Quarters Date Printed: 2/6/2020 Source: ETA Form 9173 Page 2 of 4 PY19_Q2_WIOA_Performance / GO PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.0%73.8%94.6%75.3%96.5% 2. Employment Rate (Q4)79.0%79.3%100.4%75.8%95.9% 3. Median Earnings 6,000.00$ 6,209.00$ 103.5%6,063.00$ 101.1% 4. Credential Rate 56.0%59.0%105.4%51.3%91.6% 5. Measurable Skill Gains Baseline 36.5%N/A 60.7%N/A Aggregate Score 101.0%96.3% PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.0%83.3%95.7%86.2%99.1% 2. Employment Rate (Q4)88.0%100.0%113.6%85.0%96.6% 3. Median Earnings 7,500.00$ 7,121.00$ 94.9%7,680.00$ 102.4% 4. Credential Rate 60.0%33.3%55.5%47.1%78.5% 5. Measurable Skill Gains Baseline 10.0%N/A 43.3%N/A Aggregate Score 90.0%94.1% PY 2019 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)78.0%83.3%106.8%83.2%106.7% 2. Employment, Education or Training Placement Rate (Q4)77.0%67.9%88.2%75.4%97.9% 3. Median Earnings Baseline 4,185.00$ N/A 3,354.00$ N/A 4. Credential Rate 68.0%27.3%40.1%37.5%55.1% 5. Measurable Skill Gains Baseline 15.8%N/A 29.3%N/A Aggregate Score 78.4%86.6% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2019 Quarter 4 GREATER OMAHA Report Period Quarter End: 06/30/2020 Current Quarter 4 Quarters Date Printed: 8/17/2020 Source: ETA Form 9173 Page 2 of 4 PY19_Q4_WIOA_Performance / GO PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%87.7%111.7%78.3%99.7% 2. Employment Rate (Q4)79.5%81.4%102.4%77.7%97.7% 3. Median Earnings $6,400 5,984.00$ 93.5%6,112.00$ 95.5% 4. Credential Rate 62.0%56.5%91.1%52.6%84.8% 5. Measurable Skill Gains 42.0%16.9%40.2%55.1%131.2% Aggregate Score 99.7%94.5% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%77.8%89.0%84.6%96.8% 2. Employment Rate (Q4)86.0%100.0%116.3%89.2%103.7% 3. Median Earnings $8,400 8,037.00$ 95.7%7,919.00$ 94.3% 4. Credential Rate 70.0%0.0%0.0%37.5%53.6% 5. Measurable Skill Gains 46.0%40.0%87.0%53.6%116.5% Aggregate Score 75.2%87.1% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%85.2%107.8%86.0%108.9% 2. Employment, Education or Training Placement Rate (Q4)78.0%86.7%111.2%76.3%97.8% 3. Median Earnings $3,550 2,912.00$ 82.0%3,458.00$ 97.4% 4. Credential Rate 55.8%33.3%59.7%42.0%75.3% 5. Measurable Skill Gains 42.8%10.6%24.8%37.9%88.6% Aggregate Score 90.2%94.8% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2020 Quarter 1 GREATER OMAHA Report Period Quarter End: 09/30/2020 Current Quarter 4 Quarters Date Printed: 11/23/2020 Source: ETA Form 9173 Page 2 of 4 PY20_Q1_WIOA_Performance / GO PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%63.2%80.5%77.0%98.1% 2. Employment Rate (Q4)79.5%60.7%76.4%74.4%93.6% 3. Median Earnings $6,400 5,965.00$ 93.2%6,226.00$ 97.3% 4. Credential Rate 62.0%63.4%102.3%56.5%91.1% 5. Measurable Skill Gains 42.0%26.8%63.8%50.5%120.2% Aggregate Score 88.1%95.0% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%100.0%114.4%85.7%98.1% 2. Employment Rate (Q4)86.0%66.7%77.6%86.2%100.2% 3. Median Earnings $8,400 10,000.00$ 119.0%7,919.00$ 94.3% 4. Credential Rate 70.0%40.0%57.1%35.7%51.0% 5. Measurable Skill Gains 46.0%25.0%54.3%48.3%105.0% Aggregate Score 92.0%85.9% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%66.7%84.4%84.4%106.8% 2. Employment, Education or Training Placement Rate (Q4)78.0%73.3%94.0%77.6%99.5% 3. Median Earnings $3,550 3,198.00$ 90.1%3,458.00$ 97.4% 4. Credential Rate 55.8%50.0%89.6%48.9%87.6% 5. Measurable Skill Gains 42.8%1.9%4.4%29.8%69.6% Aggregate Score 89.5%97.8% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2020 Quarter 2 GREATER OMAHA Report Period Quarter End: 12/31/2020 Current Quarter 4 Quarters Date Printed: 2/12/2021 Source: ETA Form 9173 Page 2 of 4 PY20_Q2_WIOA_Performance / GO PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%67.6%86.1%75.6%96.3% 2. Employment Rate (Q4)79.5%70.2%88.3%72.5%91.2% 3. Median Earnings $6,400 6,481.00$ 101.3%6,250.00$ 97.7% 4. Credential Rate 62.0%59.4%95.8%60.0%96.8% 5. Measurable Skill Gains 42.0%30.4%72.4%48.8%116.2% Aggregate Score 92.9%95.5% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%n/a n/a 81.3%93.0% 2. Employment Rate (Q4)86.0%66.7%77.6%80.8%94.0% 3. Median Earnings $8,400 n/a n/a 7,800.00$ 92.9% 4. Credential Rate 70.0%33.3%47.6%31.3%44.7% 5. Measurable Skill Gains 46.0%46.2%100.4%44.4%96.5% Aggregate Score 62.6%81.1% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%52.9%67.0%77.2%97.7% 2. Employment, Education or Training Placement Rate (Q4)78.0%77.8%99.7%76.0%97.4% 3. Median Earnings $3,550 1,647.00$ 46.4%3,184.00$ 89.7% 4. Credential Rate 55.8%9.1%16.3%32.6%58.4% 5. Measurable Skill Gains 42.8%1.8%4.2%21.1%49.3% Aggregate Score 57.4%85.8% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2020 Quarter 3 GREATER OMAHA Report Period Quarter End: 3/31/2021 Current Quarter 4 Quarters Date Printed: 5/17/2021 Source: ETA Form 9173 Page 2 of 4 PY20_Q3_WIOA_Performance / GO PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%76.5%97.5%75.3%95.9% 2. Employment Rate (Q4)79.5%68.4%86.0%68.5%86.2% 3. Median Earnings $6,400 9,790.00$ 153.0%6,491.00$ 101.4% 4. Credential Rate 62.0%70.8%114.2%62.5%100.8% 5. Measurable Skill Gains 42.0%40.5%96.4%54.1%128.8% Aggregate Score 112.7%96.1% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%100.0%114.4%86.7%99.2% 2. Employment Rate (Q4)86.0%100.0%116.3%76.2%88.6% 3. Median Earnings $8,400 13,164.00$ 156.7%8,786.00$ 104.6% 4. Credential Rate 70.0%100.0%142.9%35.7%51.0% 5. Measurable Skill Gains 46.0%25.0%54.3%57.7%125.4% Aggregate Score 132.6%85.8% PY 2020 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%76.9%97.3%72.7%92.0% 2. Employment, Education or Training Placement Rate (Q4)78.0%77.8%99.7%78.9%101.2% 3. Median Earnings $3,550 3,586.00$ 101.0%3,097.00$ 87.2% 4. Credential Rate 55.8%77.8%139.4%43.2%77.4% 5. Measurable Skill Gains 42.8%15.1%35.3%16.0%37.4% Aggregate Score 109.4%89.5% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2020 Quarter 4 GREATER OMAHA Report Period Quarter End: 6/30/2021 Current Quarter 4 Quarters Date Printed: 8/9/2021 Source: ETA Form 9173 Page 2 of 4 PY20_Q4_WIOA_Performance / GO PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%64.8%82.5%66.0%84.1% 2. Employment Rate (Q4)79.5%64.7%81.4%65.3%82.1% 3. Median Earnings $6,400 6,113.00$ 95.5%6,604.00$ 103.2% 4. Credential Rate 62.0%65.2%105.2%64.2%103.5% 5. Measurable Skill Gains 42.0%30.5%72.6%57.7%137.4% Aggregate Score 87.4%102.1% PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%50.0%57.2%66.7%76.3% 2. Employment Rate (Q4)86.0%n/a n/a 68.8%80.0% 3. Median Earnings $8,400 7,204.00$ 85.8%9,784.00$ 116.5% 4. Credential Rate 70.0%n/a n/a 41.7%59.6% 5. Measurable Skill Gains 46.0%47.1%102.4%78.3%170.2% Aggregate Score 81.8%100.5% PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%76.2%96.5%69.5%88.0% 2. Employment, Education or Training Placement Rate (Q4)78.0%58.8%75.4%73.9%94.7% 3. Median Earnings $3,550 2,451.00$ 69.0%3,074.00$ 86.6% 4. Credential Rate 55.8%70.0%125.4%50.0%89.6% 5. Measurable Skill Gains 42.8%50.0%116.8%44.2%103.3% Aggregate Score 96.6%92.4% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2021 Quarter 1 GREATER OMAHA Report Period Quarter End: 9/30/2021 Current Quarter 4 Quarters Date Printed: 11/3/2021 Source: ETA Form 9173 Page 2 of 4 PY21_Q1_WIOA_Performance / GO PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)78.5%71.9%91.6%67.6%86.1% 2. Employment Rate (Q4)79.5%70.6%88.8%68.5%86.2% 3. Median Earnings $6,400 7,456.00$ 116.5%6,760.00$ 105.6% 4. Credential Rate 62.0%77.8%125.5%65.9%106.3% 5. Measurable Skill Gains 42.0%34.0%81.0%61.2%145.7% Aggregate Score 100.7%106.0% PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment Rate (Q2)87.4%66.7%76.3%65.2%74.6% 2. Employment Rate (Q4)86.0%100.0%116.3%80.0%93.0% 3. Median Earnings $8,400 9,683.00$ 115.3%9,567.00$ 113.9% 4. Credential Rate 70.0%25.0%35.7%36.4%52.0% 5. Measurable Skill Gains 46.0%23.1%50.2%81.8%177.8% Aggregate Score 78.8%102.3% PY 2021 Actual % of Actual % of Goal Performance Goal Performance Goal 1. Employment, Education or Training Placement Rate (Q2)79.0%81.5%103.2%73.6%93.2% 2. Employment, Education or Training Placement Rate (Q4)78.0%69.2%88.7%70.5%90.4% 3. Median Earnings $3,550 4,257.00$ 119.9%3,431.00$ 96.6% 4. Credential Rate 55.8%46.7%83.7%48.9%87.6% 5. Measurable Skill Gains 42.8%26.3%61.4%59.7%139.5% Aggregate Score 91.4%101.5% Adult Program Dislocated Worker Program Youth Program WIOA Title 1B Program Performance Program Year 2021 Quarter 2 GREATER OMAHA Report Period Quarter End: 12/31/2021 Current Quarter 4 Quarters Date Printed: 2/7/2022 Source: ETA Form 9173 Page 2 of 4 PY21_Q2_WIOA_Performance / GO Heartland Workforce Solutions, Inc.│ 5752 Ames Avenue│ Omaha, NE 68104│ Phone 402-218-1166 www.hws-ne.org December 8, 2021 Bridget Altenburg President & CEO National Able Network 567 W. Lake Street, Suite 1150 Chicago, IL 60661 Greetings Bridget, Oversight of the NABLE Financial Systems for WIOA Youth Program has been completed. Areas of review and findings are contained in the attached report. Corrective action is required within the scope of this review. Please review the report carefully to ensure all areas are addressed in the Corrective Action Plan you create. The corrective action plan must be submitted no later than January 10, 2021. Actions implemented in previous plans may also apply here. If that is the case describe what is being done, support for its success and ongoing impact. We hope this review and report will be helpful to you and your team. Please do not hesitate to contact me if you have any questions. Sincerely, Sue DeMoss Quality and Performance Specialist cc: Brian Turner, GOWDB Chair Erin Porterfield, Executive Director, HWS Ronda Newman, Manager of Solutions Integration, HWS Khalid Qazi, Vice President & Financial Officer , NABLE Mary Ellen Aguilar, Senior Staff Accountant, NABLE Matt Weis, Chief Program Director, , NABLE Alejandra Siencio, Senior Program Director, NABLE National Able Network - December 2021 Financial Review Monitoring Plan Finding # OBSERVATION CORRECTIVE ACTION PLAN ASSIGNED STAFF TARGET DATE Comments/Follow- up Findings 1 Direct costs for participants did not contain sufficient documentation in either the records provided by the Finance Office or NEworks to support allowability of some direct expenditures. “Allowable cost” must be necessary and reasonable, consistent with policies and procedures, and be adequately documented. The Senior Program Director will review the policy with all staff and provide guidance on documenting necessary and reasonable in the file. The Program Manager will do a spot check review of 25% of the files for the months of January, February and March to ensure that the policies and documentation are being followed. Additionally, Program Manager and National Able’s internal compliance team will incorporate a more intensive review of supportive services justification as part of ongoing file audits. Alejandra Sinecio Katrina Brooks 01/14/2022 04/01/2022 2 OJT employer reimbursements examined contained some errors. HWS OJT Policy states that only hours worked and trained on the job shall be reimbursed. Vacations, holidays, sick leave, personal leave, union dues, jury duty, commissions, bonuses, and overtime compensation for work more than the maximum hours per week authorized by law will not be reimbursed. OJT invoice and Request for reimbursement forms were not found in participant records nor were training update reports as required by the form. In April of 2021, it was discovered by the Senior Program Director that overtime hours were being reimbursed. Business services staff (Account Manager) was under the impression that straight time worked was able to be counted over 40 hours per week so long as the reimbursement wasn't processed at the overtime rate. Additional training was done with the Account Manager on April 20, 2021 to ensure that they were not including overtime hours in future calculations. Since the date of the additional training, there have not been any reimbursements processed for overtime, vacation, holidays, sick time, or any other type of restricted time. Reimbursement requests from OJT employers are done via email. After another review of the policy, we recognize that the policy states that the employer will request reimbursement using the forms provided in the policy. Please note that the OJT policy on the HWS website appears to be missing some necessary attachments for training reports. Additional training will occur with the Account Manager to ensure that processes are being followed according to the HWS policy and that only approved reimbursement request forms are being utilized by both program staff and employers. Alejandra Sinecio 01/21/2022 This issue has been resolved. National Able Network - December 2021 Financial Review Monitoring Plan Finding # OBSERVATION CORRECTIVE ACTION PLAN ASSIGNED STAFF TARGET DATE Comments/Follow- up No tool for tracking OJT expenditures and balances was present. Both program and fiscal staff utilize a spreadsheet put in place since the start of the contract aa means of tracking ongoing OJT expenditures and balances. Senior Program Director works with Able’s finance department to ensure this document remains accurate and up to date. National Able requests to begin using the AIFT within NEworks and will require TA/training from HWS to begin utilizing this feature. Senior Director will coordinate with HWS to implement this within the coming weeks. Alejandra/HWS 03/01/2022 Revised 7/2012 United States Citizenship Attestation Form For the purpose of complying with Neb. Rev. Stat. §§ 4-108 through 4-114, I attest as follows: I am a citizen of the United States. — OR — I am a qualified alien under the federal Immigration and Nationality Act. In addition to this Form, I have included a current and legible copy of the front and back of one or more of the available USCIS forms, (listed below), required for verification. I-327 (Reentry Permit) I-551 (Permanent Resident Card) I-571 (Refugee Travel Document) I-766 (Employment Authorization Card) Certificate of Citizenship Naturalization Certificate Machine Readable Immigrant Visa (with Temporary I-551 Language) Temporary I-551 Stamp (on passport or I-94) I-94 (Arrival/Departure Record) Unexpired Foreign Passport (must include an I-94) I-20 (Certificate of Eligibility for Nonimmigrant (F-1) Student Status DS2019 (Certificate of Eligibility for Exchange Visitor (J-1) Status I hereby attest that my response and the information provided on this form and any related application for public benefits are true, complete, and accurate and I understand that this information may be used to verify my lawful presence in the United States. Print Name ____________________________________________________________ (First, Middle, Last) Signature _____________________________________________________________ Individual NMLS ID # _______________________ Date ______________________