for · kra achieves this by cross-training staff, partners, and volunteers so that they are capable...
TRANSCRIPT
For
One‐Stop Operator Request for Proposal 2017
SUBMITTED TO
NevadaWorks
SUBMITTED ON: 04/28/2017
BY:
__________________________________
John Hattery; Director, Strategic Partners
443‐875‐1550
A. Proposal Narrative
KRA Corporation is a Maryland-based certified Minority Business Enterprise founded in 1981. For 36 years, KRA has supported the mission of state and local workforce agencies through its guiding principles of Knowledge, Responsibility, and Achievement. Today, KRA is recognized as a national leader in workforce development for its program innovations, exceptional customer service, and trusted operational results. KRA’s vision is “To engage business, develop workers, and nurture stronger communities” and its mission is “To provide businesses with a trained and reliable workforce by preparing job seekers for today’s competitive workplace environment, and tomorrow’s global economy”. KRA’s documented history of successful workforce service delivery has prepared the organization to fulfill the One Stop Operator Role as envisioned by the Workforce Innovation and Opportunity Act (WIOA) and NevadaWorks. In the past 10 years, KRA has acquired unique workforce knowledge from operating approximately 200 contracts with a total value in excess of $120 million. Currently, KRA operates five (5) WIA Adult, Dislocated Worker and Youth Programs and six (6) TANF programs in California, Connecticut, Maryland, New Jersey, and the District of Columbia. Our program delivery is consistent with State and Federal laws and regulations because we invest time and resources to remain abreast of trends and requirements of the various systems we serve. Our institutional knowledge and consistent application of our Standard Operating Procedures combined with a frequent communication with WDB staff will ensure that we adhere to local policies and procedures. We will also continue to react and respond to guidance issued by the US Department of Labor in the form of Training Employment Notices (TENS) and Training and Employment Guidance Letters (TEGLs). Specifically, the guidance provided in the TEGL 16-16 dated 1/18/17 will influence our activities ensuring streamlined innovative strategies for one stop operations as it relates to the local strategic plan developed by NevadaWorks. KRA’s extensive experience with the Integrated Service Delivery (ISD) model is unmatched by its competitors. As the NevadaWorks One-Stop Operator, KRA will ensure the delivery of the following key elements to create a customer-friendly fully functional-integrated one-stop delivery system that integrates service delivery across all programs, enhances and maximizes access to center services, and results in better outcomes for customers, both job seekers and businesses.
Alignment, Collaboration and Integration of Center Partners
Advancing Use of Technology
Focus on Customer-Centered Design
Accountability and Responsible Management
KRA will use its expertise with implementing performance driven strategies, working collaboratively with key stakeholders in communities across the country and maximizing resources to meet customer needs as the One Stop Operator for NevadaWorks.
1. Coordinate the service delivery of required One-Stop partners and service
providers
KRA’s program design model is a customer-centered, integrated service delivery (ISD) model that provides job seekers and business customers with an efficient and seamless process for locating and accessing the full range of workforce and business services by creating an environment “where everyone matters.” KRA’s ISD model is identified by three key principles:
Standardization and Coordination of Service Delivery. KRA achieves this by cross-training staff, partners, and volunteers so that they are capable of assisting diverse customers with a variety of tasks. Partner staff located at the American Job Centers will be cross-trained on each other’s programs to ensure customer questions can be answered about the services available and to provide comprehensive guidance, assistance, and referrals.
Customer Service Excellence. KRA prides itself in exceptional internal and external customer service delivery. KRA’s promise to exceed the expectations of its customers, both internal and external, is communicated through its measurable standards of service. These standards of service empower staff to deliver customer experiences that are at the highest level of quality.
Meaningful Access to Services. KRA achieves this by creating a responsive network of core programs and community partnerships that increase access to and opportunities for employment, education and training, and support services, especially for individuals with the greatest barriers to employment. Strategies include offering alternative service hours, coordinating Mobile One-Stops, increasing the use of technology at the centers, and ensuring equal opportunity in every aspect of operations.
KRA’s approach to the OSO role is collaborative, communicative, and holistic. KRA works diligently to build relationships and support at all levels with partner organizations. From our experience as a One-Stop Operator, it is critical to ensure the following in order to align the diverse/divergent agendas of the One-Stop partners:
Establish clear lines of communication with all stakeholders, partners, and workforce providers;
Provide strategic guidance with the goal of creating a non-duplicative, collaborative, seamless system of services that will enhance access to services and improve long-term employment outcomes for individuals receiving assistance; and
Focus on the advantages of partnering in an integrated system.
KRA is experienced in developing, organizing, leading and managing multi-organization and program integrated staff teams including Wagner-Peyser, Temporary Assistance for Needy Families (TANF), Department of Vocational Rehabilitation, Veterans Services, and other partners and community-based organizations that provide additional resources and services to the workforce system. Working collaboratively with a wide range of partners, we are able to reduce redundancies in service delivery and make external services more accessible to our customers. As the NevadaWorks OSO, KRA will convene monthly WIOA Core Partner Meetings and quarterly meetings that include all required partners and stakeholders. These regularly scheduled meetings will help partners to develop and continually improve joint referral and customer flow processes. They will also help to address systemic barriers to joint service provision.
2. Make customer-friendly employment services available to all jobseekers. A key to KRA’s approach is ensuring that individuals with barriers have universal and meaningful access to customer-friendly services. These services are provided to job seekers and employers alike through innovative programming, use of technology, and having thorough knowledge of the regional economy it serves. KRA uses an integrated and expert welcome process for all customers entering the One-Stop Centers to ensure all customers receive the respect and dignity they deserve. A Welcome/Talent Engagement Team greets customers and provides orientation for new customers. Team members “triage” customers to ensure meaningful access to appropriate one-stop programs, self-help resources and to programs of all required partners in a timely manner. They assist customers with needs identification, completing the intake application, and initial assessments. Team members are generally trained on all of the workforce programs available in the One-Stop Center and are able to provide basic information to customers, assist with Wagner-Peyser registration, and provide referrals as necessary. The triage process ensures customer-friendly service delivery to all jobseekers, ensuring barriers to employment are identified and jobseekers are offered appropriate services. KRA also manages
operational aspects of customer flow such as coordinating work schedules and ensuring WIOA required coverage at all times. In addition, KRA ensures customer-friendly access by ensuring One-Stop compliance with Equal Employment Opportunity policies and procedures. For example, as WIOA emphasizes access and ADA compliance, KRA has adopted the Institute for Human Centered Design’s ADA Checklist for Existing Facilities (http://www.adachecklist.org/doc/fullchecklist/ada-checklist.pdf), as our guide for assessing accessibility. This comprehensive tool enables KRA to make an accurate assessment around Section 188 compliance. In addition to the basic requirements of ADA compliance, KRA incorporates the principles of universal access and customer-centered design. Some examples we have used throughout our One-Stop Operations include: Flexibility in space usage; the use of pictorial, written, verbal, and tactile modes to present information for customers with disabilities or English language learners; providing clear lines of sight to information for seated or standing users; providing necessary accommodations; and providing adequate space for the use of assistive devices or personal assistants. KRA also uses customer feedback to gather vital information for understanding customers and the regions served. KRA listens to the “voice of the customer” via multiple modes such as, interviews with lost and potential customers, customer comments posted on social media, and customer satisfaction surveys or feedback information. Customer satisfaction surveys are scaled 1-5 with 5 being the highest satisfaction and are measured at different points throughout the customer life cycle. KRA partners with Question Pro to conduct customer service survey’s both internally, to employees, and externally to job seeker customers, employer customers, and clients/funders to ensure that the company is always exceeding expectations. KRA’s relationships with partners and Center customers, along with information gathered from observation and customer satisfaction surveys will be the basis for discussions on how to improve service delivery and coordination. 3. Make customer-friendly employment services available to all employers.
KRA understands that business customers are the “foundation of workforce services” under the Workforce Innovation and Opportunity Act (WIOA). Based on area labor market information, KRA engages employers and industry representatives to support job seekers’ pursuit of career pathways that are linked to priority industries. KRA offers a full portfolio of business services that supports an employer-driven workforce development system by providing a well-trained, skilled, competitive local and regional workforce. Needs of businesses and workers drive workforce solutions,
so the approach to business services is comprehensive, analyzing the needs of local and regional employers and connecting business customers with resources across workforce development, education, and economic development to help them succeed. Through integrated and aligned business services, opportunities for better placement services and outcomes for all customers are available. An integrate and aligned approach also creates a unified voice for the One-Stop Centers in its communications with area employers.
Using a consultative approach, KRA trains staff to develop strong relationships with employers and prepares staff to create a Business Needs Analysis (BNA) to understand initial and evolving workforce needs. Services are rendered that promote profitability, productivity and peace of mind while addressing employment and growth needs. In partnership with the employer, KRA staff will identify the employer’s needs, share a summary of the comprehensive services available through the workforce system, identify the employer’s top priorities, and make the appropriate recommendations.
KRA business services extend beyond traditional job postings and recruitments by linking with Chambers of Commerce, Education, Economic Development, Labor, Community-Based Organizations and other key stakeholders to create a supply/demand alignment in order for the One-Stop Centers to successfully meet the demands of both set of customers. These robust partnerships strengthen business relationships by expanding employer outreach, diversifying services, access to a variety of community resources, and incorporate continuous quality improvement strategies for exceeding customer expectations.
In addition, consultants provide a comprehensive BNA to employers and present more detailed and tailored information regarding KRA's full array of services offered to all businesses. These services include, but are not limited to; business analysis; an assessment of talent requirements and workforce needs of the employer; recruitment services; expert handling and processing of job orders to expedite the hiring process; promotion of job openings to a large network of qualified candidates; pre-screened candidates to meet specific hiring needs; professional assistance with conducting on-site recruitments events; access to employer round tables, panels, job fairs, seminars, and community events; business incentives programs; training solutions (e.g. on-the job training, customized training, and incumbent worker training), and tax incentives that assist businesses to offset training cost incurred for hiring new employees or retraining current employees; labor market assistance; data regarding workforce statistics, market trends, demographic and economic information; support services; lay-off aversion and outplacement services for businesses that may be reducing staff
to provide assistance with developing transition plans for affected employees and guidance for businesses to utilize workforce resources; referrals to other business resources from our internal and external network.
If services are provided, the employer is entered into required systems and a Business Service Plan is prepared, inclusive of appropriate partners. As part of the workforce services provided to a business, a cost savings analysis is created to calculate the estimated economic value of services being provided. The value-added benefit component clearly articulates the cost savings designed to increase businesses overall profitability and productivity. The assigned Business Services Consultant monitors the plan of coordinated services to ensure employer priorities are met. The Business Services Consultants maintains contact with the employer to cultivate business relationships for repeat business and providing additional services. KRA’s (Business 2 Business) B2B model links One-Stop business services with organizations such as Economic Development, Labor, Community-Based Organizations and other stakeholders to offer viable business solutions for employers.
The KRA Business Services Consultants are dedicated to providing business services under WIOA to all employers in the region. KRA’s business services are designed to promote profitability, identify the skills employers need, ensure assistance is provided to acquire those skills, and connecting employers to a ready workforce. The consultants will work in collaboration with the Board and One-Stop partners to provide a broad range of employment, education, training, and retention services, such as: Industry sector strategies, customized assistance in developing an apprenticeship program, career pathways, skills upgrading, and skills development.
KRA will offer viable customized solutions to meet the needs of businesses by incorporating principles and practices of customer-centered design into our Business Services program. These practices include: Developing a Shared Language–Business Services Consultants find their way into
employer conversations by engaging in economic development and sector strategies, networking with industry representatives, and understanding the employers’ business priorities.
Using Business Principles to Drive Partnerships–KRA understands that businesses are interested in partnering with workforce intermediaries who understand market-driven principles.
Meeting Business Customers “Where they are”– Business Services Consultants are provided with fully equipped service tablets so that they are able to be mobile and meet business customers at their business locations.
Additionally, KRA provides ongoing staff development to Business Services Consultants to ensure they have a comprehensive understanding of labor market conditions, economic development activities, skill needs of the workforce and are fully connected to regional and local business partnership activities and sector strategies.
4. Provide a cost containment plan to control operational expenses and define program goals within budgetary constraints.
KRA has sophisticated financial and case management systems and robust Standard Operating Procedures (SOP’s) in place that clearly delineate corporate requirements for contract management, fiscal and accounting function, human resources, information technology, and overall operations.
A Fiscal Analyst is assigned to each program, whose responsibilities include, but are not limited to, assisting in the development of a budget with the Program staff, reviewing all items charged to the program (labor and direct costs) and monthly analysis of the financial performance of each program, which includes an actual vs. budget analysis. On a monthly basis, KRA reviews and analyzes the financial performance of each program. We maintain fiscal controls, accounting procedures, and financial reporting in accordance with Generally Accepted Accounting Principles (GAAP).
5. Organize and integrate services by function through coordinating staff communication, capacity building, and training efforts.
KRA has experience with oversight and supervision of functional teams for day-to-day operations within a One-Stop Center. KRA’s approach to functional supervision is:
A primary focus on the customer, not on the program or funding stream. Strong relationships and communication among each organization’s management,
functional team supervisors, and center staff. Willingness and support of all partner organizations in order to work creatively
across program/funding stream “silos”. Robust training and cross-training for all center staff, including partner staff and
volunteers.
Communication To ensure all staff participate in information sharing, KRA will facilitate regularly scheduled one-stop meetings for all staff at each location, email communications to all one-stop staff, and will coordinate the sharing of technology for
the One-Stop Delivery System, such as SharePoint, to host policies, center calendars, etc. that can be easily accessed by all partners. The Business Services team will also communicate local business needs to the center partners for the eventual connecting of qualified WIOA participants to meaningful employment opportunities.
Capacity Building KRA focuses on customer-centered design, aligning staff by function rather than by program/funding stream, creating a functionally integrated team. Customer access is improved as staff is able to provide multiple services to customers across programs based on their needs, and program requirements and funding streams are invisible to the customer. Integrated teams also promote communication and information sharing among workforce programs and staff.
Integral to the oversight and management of a fully-functional, integrated system, the One-Stop Operator must ensure all center staff are engaged and view themselves as “one team”. Consequently, creating a team environment is one of the key methods that KRA uses to keep staff morale high. Creating a team environment means that staff and partners receive the same information and training to support their team members and the system, that performance metrics (short-term and long-term) are clearly communicated, that staff voices are heard, and that team achievements are recognized.
Training KRA uses a Quality Service Model throughout the organization to ensure an exceptional customer experience. This service model is customer-centered and includes both internal and external customers. From the onset, new employees are made aware through onboarding and training that a great emphasis is placed on high quality execution of KRA’s quality standards. KRA will ensure that all staff, including partner staff and volunteers, are trained on the completion of the appropriate forms and the proper processing of those forms; are trained on the others programs sufficiently to deliver programs services to the common customer; and, have been cross trained on the others policies relative to the center’s operations. Focusing on the goal of functional alignment, team members are generally trained on all of the workforce programs available in the One-Stop Centers and are able to provide basic information to customers, assist with Wagner-Peyser registration, and provide referrals as necessary.
6. Ensure that the partners will meet their individual program performance goals
KRA is a Continuous Quality Improvement (CQI) organization and has instituted the Malcolm Baldrige CQI Framework for Performance Excellence. CQI is a systems approach to improving performance and drives improvement in all our programs. The process operates on the “Plan, Do, Check, Act” cycle. The CQI model is proactive in the “Plan” and “Do” phases. The monitoring is conducted in the “Check” phase.
Corrective actions are completed in the “Act” phase and then the process starts over again. KRA is a data-driven organization where data is used to determine if services are providing the results desired in real-time, and data used to correct and rethink service delivery and interventions if the planned program design is not achieving the intended results. Our teams actively monitor outcomes and make adjustments as needed to promote the highest customer satisfaction rates possible, while improving performance and successful collaborations. Monthly reporting ensures programs remains on track. All staff members and partners are provided technical assistance training in the Common Measures performance and the WIOA performance indicators so that staff and partners are provided with the ability to convey service and outcome expectations to customers and accurately track performance. KRA encourages all staff and partners to think outside-the-box in proposing new service delivery strategies and models that lead to strong performance outcomes for jobseeker and employers. During regularly scheduled partner meetings for the One-Stop system, KRA will provide ongoing opportunity for new innovations to be introduced, and as appropriate and allowable. This also helps to create an on-going learning environment for all center staff.
KRA uses GSTARS™ database as its information storage and reporting system that is a 100% web-based subscription system that provides a standardized platform for collaborative program management and reporting across Employment and Training programs such as WIOA and TANF. The system provides an efficient and cost effective means for program management, standardized documentation, and reporting. GSTARS™ is an integrated system, so supports self-service client tracking, case management, business services management, and fiscal management for ITA funds tracking and reporting for managing employment and training programs. GSTARS can be leveraged to deliver regular progress reports for any KRA project and is an integral part of our Continuous Quality Improvement program.
With input from NevadaWorks, KRA will customize the GSTARS™ reporting platform to provide common measure performance information to the WDB. Each Core Partner will be trained on how to enter WIOA common measure data into a dedicated portion of the platform that only they can view and alter. This will be a simple “one click” process avoiding double data entry for partners. Common measure data will be uploaded by the 10th of each month. KRA’s Regional One Stop Coordinator will organize the data into a multi layered report that will show individual partner performance by center and across the District’s system. KRA will also produce a report that aggregates this data to show combined performance of all partners and report performance quarterly or as requested by NevadaWorks. The One Stop Director will review reports prior to submission to NevadaWorks.
C. Organizational Information 1. Disclose any potential conflict of interest
KRA Corporation is not aware of any potential conflict of interest if chosen to act as the One Stop Operator for NevadaWorks.
2. State the type of legal entity, date of incorporation and 501(c)(3), if applicable
KRA Corporation is a for-profit entity that was incorporated in 1981.
3. Provide a brief history of the entity
For 36 years, KRA Corporation has supported the vision and mission of state and local workforce agencies by working collaboratively and seamlessly to help job seekers access employment, education, training, and support services to succeed in the labor market, and to match employers with the skilled workers they need to compete in the global economy. Today, KRA is recognized as a national leader in workforce development for its innovative solutions, exceptional customer service, and trusted operational results. KRA provides a full portfolio of workforce services including:
One-Stop Center Operations and Management – KRA provides important resources for Adults/Dislocated Workers and Youth seeking education, employment, and training/retraining and for businesses seeking skilled labor consistent with the Workforce Innovation and Opportunity Act (WIOA) Title I and its associated regulations.
Adult/Dislocated Worker Services – Career services include outreach, job search and placement assistance, provision of labor market information, comprehensive assessment, development of employment plans, and counseling/planning; and training that links customers to job opportunities in their communities.
Youth Services – KRA’s youth programs place a priority on out of-school (OSY) youth, high school dropout recovery, and achievement of recognized postsecondary credentials.
Business Services – KRA has developed a comprehensive B2B Engagement Model that connects employers to the workforce system by building relationships using a consultative approach that accounts for regional hiring needs.
4. Describe how the organization will comply with the following fiscal requirements: The accounting system must be capable of complying with federal and state requirements stipulated in 20 CFR 683 of the WIOA regulations pertaining to uniform fiscal and administrative standards, utilization of federal funds, the operation of programs and the maintenance
of records, books, accounting, and other documents and must be capable of providing for the control of cash and other resources to ensure that obligation and expenditure of funds and the use of property will be in accordance with the terms of the contract.
As a current OSO, KRA has the operational and financial management systems, policies and procedures in place to ensure that all AJCC programs are data-driven and accountable to participants and the public. All systems, policies and procedures meet the requirements of the United States Department of Labor (DOL) regulations, applicable Office of Management and Budget (OMB) circulars, and all applicable State and local fiscal policies and procedures.
KRA believes accountability starts with the development of a budget that details the staff working on a program and other direct costs. A Fiscal Analyst is assigned to each program, whose responsibilities include, but are not limited to, assisting in the development of a budget with the Program staff, reviewing all items charged to the program (labor and direct costs) and monthly analysis of the financial performance of each program, which includes an actual vs. budget analysis. On a monthly basis, KRA reviews and analyzes the financial performance of each program. KRA has consistently provided timely reports to administrative entities such as invoices (with the support required per program), close out packages, actual vs. budget analysis, cost-to-complete, etc., as stipulated in the contracts with our clients. We maintain fiscal controls, accounting procedures, and financial reporting in accordance with Generally Accepted Accounting Principles (GAAP).
5. Explain any previous experience as a One-Stop Operator or comparable services.
KRA has established and successful operational systems and provides a full portfolio of workforce services including One-Stop Center Operations and Management, Adult/Dislocated Worker Services, Youth Services, and Business Services. These services have developed in the last decade through KRA’s acquired unique workforce knowledge from operating over 100 WIA/WIOA Adult, Dislocated Worker, Youth and TANF contracts. This success is based on the following key components: Quality Service; Outstanding Employees; Effectively Serving Business; Integrated Service Design; Community Engagement; And, Exemplary Performance and Trusted Results. KRA’s experience, combined with our commitment to effectively serve all workforce system customers perfect positions us to deliver One Stop Operator Services in partnership with the DC Works: Workforce Investment Council, maintaining consistency with the Local Memorandum of Understanding.
KRA is an experienced workforce services provider that has effectively operated centers simultaneous with delivering services, creating an environment where
contracted providers, partners, and stakeholders effectively serve all AJC customers. Below are 3 unique examples of KRA partnerships that include responsibility for One Stop Operations as part of the contract to provide career services.
San Diego, California
KRA is the San Diego Workforce Partnership’s career services provider and one stop operator for the last 5 years, responsible for managing the Metro and Metro South Career Centers. Our task list includes reacting to partner’s changing space needs, managing the Resource Sharing Agreement (RSA), use of shared conference space, liaising with building maintenance, ensuring programmatic compliance and physical plant compliance. SDWP is in the process of expanding our role to capture costs and issuing invoices to subtenants, partners, and regular center users on their behalf.
As is the case with all AJCs, SDWP’s Metro Career Centers are used by a wide range of state agencies, private companies and community based organizations all with space needs. This list includes the Employment Development Department, Department of Rehabilitation Services, Deaf Community Services, Able Disabled’s Veteran Services, Jewish Family Services, Disabled Veterans Outreach Program, Veterans' Employment Representative the TANF service provider (delivered by a regular KRA competitor), Reality Changers, Cal Fresh, along with several local employers who use the space as part of their talent acquisition efforts.
Along with the duties mentioned above, KRA also manages the grievance process in concert with SDWP. If a customer has an issue that can’t be resolved directly with a partner, KRA’s uses our approved grievance process and commitment to exceptional customer service to bring about satisfactory resolution for all concerned.
Chicago, Illinois
One of the lessons KRA has learned with respect to One Stop Operations is that it must be flexible to meet the needs of the WDB, job seeker and employers. KRA began providing service for the Chicago Cook County Workforce Partnership (CCWP) at the Garfield Center in 2015. Despite the short tenure, the activities related to facility management illustrate KRA’s ability to address facility issues while delivering excellent career services leading to KRA’s Chicago experience’s inclusion in this document.
Most CCWP centers are located in state or city owned facilities as was the case when KRA won the contract for the west side’s Garfield Center. However, the Partnership had chosen to relocate the center, leasing new commercial space approximately a mile from the previous location. That process was completed in December of 2015 and KRA was charged with planning and executing the move. The task list included informing partners, customers, and stakeholders while readying the space and organizing the transfer of city owned property all within a very tight timeline. This
monumental task was completed by January 6th, on time and within the budget while maintaining performance that meets or exceeds statistical targets.
Once the move was complete, KRA local leadership worked closely with the CCWP and the building owners to ensure programmatic and physical plant compliance. For example, there were a few minor issues around signage and access preventing full Section 188 compliance. Working with the EEOC, issues were identified and KRA was responsible to manage mitigation, reaching full compliance in a timely fashion.
KRA works with partners who use the facility at least weekly to help them transition to the new site. Department of Human Services, Rehabilitation Services, representatives from Job Corps, the Department of Economic Security as well as the Chicago Housing Authority all have space needs that KRA has addressed in the new space.
Santa Barbara County, California
Santa Barbara County is another recent addition to the network of KRA One Stops. Our contract started there 1/1/17 but the nature of the politically charged transition and our ability to deliver effective career and coordination services bears mentioning in this document.
Prior to the 2015 procurement, the Santa Barbara Workforce Development Board and the AJCs under its purview were staffed by county employees attached to the Department of Social Services. When KRA was chosen to deliver services, it was the first time an outside firm was contracted to staff the AJCs. KRA’s Integrated Service Design combined with the ability to effectively engage partners and stakeholders were deciding factors in the selection.
As work began, KRA was cognizant of the significant organizational and personal change the contract represented for the county and former staff. Significant time and effort was spent building relationships with partner and stakeholder staff as well as WDB partners in the county. Attention to these dynamics and efforts to communicate clearly across the system smoothed the transition significantly, allowing KRA to take responsible leadership of the 2 centers seamlessly.
Each location is managed differently giving KRA varying levels of responsibility. However, in both locations KRA is charged with managing the common space including the well-used computer lab/resource room. As the North County site is county owned, our responsibility for managing the facilities are limited to coordination of space usage and access by the partners. At the South County site, the building is leased by the Department of Economic Development with whom we partner to deliver services and maintain the site.
6. Additional organizational information
Attachments:
d. Budget Narrative and Detail e. Signed Assurance Form Attachment f. Resume or Job Description Attachment
1. Provide resumes or job descriptions for those positions which will be filled upon notification of contract for all positions in Budget Narrative and Detail.
Agency Name: KRA Corporation
Contract Name/Funding Type: Nevadaworks-One Stop Operator
Budget Period (Dates): 7/1/17-6/30/18
Salaries and Wages Basis for Allocation% allocated
to ProgramTotal Program Cost
Director, One Stop Services Direct Payroll Hours 15% 13,905$
One‐Stop Manager Direct Charged 100% 56,650$
Administrative Assistant Direct Charged 100% 34,268$
Corporate Support (Acctg, Project Execution and Delivery) Direct Payroll Hours 20% 18,988$
Total Salaries and Wages 123,811$
Fringe Benefits Basis for Allocation% allocated
to ProgramTotal Program Cost
Director, One Stop Services Direct Payroll Hours 15% 2,356$
One‐Stop Manager Direct Charged 100% 11,108$
Administrative Assistant Direct Charged 100% 8,173$
Corporate Support (Acctg, Project Execution and Delivery) Direct Payroll Hours 20% 3,025$
Total Fringe Benefits 24,662$
TOTAL PERSONNEL COSTS AND FRINGE BENEFITS 148,473$
Basis for Allocation% allocated
to ProgramTotal Program Cost
Staff Consumable Supplies Direct Charged 100% 978$
Telephone (Cellular Phone) Service Direct Charged 100% 1,200$
Insurance (Program Insurance) Based on .043% of Overall Costs 100% 84$
Audit Based on .15% of Overall Costs 100% 293$
Profit Based on 5% Total Overall Costs 100% 9,286$
TOTAL OPERATING COSTS 11,840$
Travel‐Direct Cost Basis for Allocation% allocated
to ProgramTotal Program Cost
Training & Conference Registration Direct Charged 100% 940$
Out‐of‐State Travel Direct Charged 100% 13,653$
Local Travel Direct Charged 100% 3,210$
TOTAL TRAINING & TRAVEL 17,803$
Indirect Cost Basis for Allocation% allocated
to ProgramTotal Program Cost
Indirect Cost
Based on 10% of Total Overall
Costs (excluding profit) 100% 16,883$
Indirect Cost Rate 16,883$
TOTAL ONE‐STOP OPERATOR COSTS 195,000$
Indirect Cost
Nevadaworks One‐Stop Operator Budget
Personnel Costs
Operating Costs
Staff Travel
Nevadaworks Workforce Innovation and Opportunity Act (WIOA) One‐Stop Operator Request for Proposal Budget Narrative
April 24, 2017
1
This narrative explains KRA’s budget to provide services to the Nevadaworks to manage the day‐to‐day operations of the American Job Center of Nevada (Comprehensive One‐Stop Center). The budget period is from July 1, 2017 through June 30, 2018, to be funded at $195,000, with Workforce Innovation and Opportunity Act (WIOA) funds. Costs proposed under this project have been examined and determined to be in conformance with the applicable statutory regulations and guidelines for WIOA.
KRA will work together with Nevadaworks during the contract negotiation period to discuss possible modifications to ensure the budget is responsive to the needs of the region and the organization. The subsequent sections of this narrative discuss the budget for the Job Center Operator in detail.
A. Personnel Costs
1. Salaries and Wages: $123,811
KRA calculates staff costs based on the annualized salary for each staff member based on 2,080 hours per year multiplied by the expected Full‐Time Equivalent (FTE) for this contract. Also, a bilingual pay of $1.00 per hour is available for direct services staff who provide effective communication to non‐English speaking program participants and customers.
KRA has also incorporated into the staff costs an allowance for a performance pay pool equivalent to three (3) percent of staff compensation. These incentives will be funded quarterly, and payout will be based on a specific plan outlined by the Project Director, and subject to review and approval by KRA's Vice President and Chief Operating Officer.
Personnel costs are expected to be distributed amongst the center’s funding sources based on anticipated work plans for staff and management. The Total FTE is estimated at 2.35. This includes the support of the following positions:
On‐site Program Positions ‐ 3 Positions/2.15 FTEs: Regional One‐Stop Manager (1), Administrative Assistant (1), and a shared Director, One‐Stop Services (.15).
Corporate Program Support – 9 Positions/.20 FTEs: This includes KRA corporate staff that will directly support the program, provide system development, and monitor project delivery and contract execution.
2. Fringe Benefits: $24,662
KRA's proposed budget includes fringe benefit costs, which include statutory payroll taxes, worker’s compensation, health and welfare benefits, company 401(k) contributions and additional benefits such as, but not limited to: education assistance, recognition, and awards. New KRA employees accrue 10 days paid time off (PTO), receive 10 paid holidays, and are also eligible for bereavement and jury leave in accordance with company policy. Upon separation or termination KRA pays accrued PTO balances to the employee in accordance with company policy.
B. Operating Costs – KRA understands that essential operating costs will be provided and paid for Nevadaworks. The following costs are being budgeted as these are additional costs that KRA will incur in order to provide the required services and necessary support to Nevadaworks and its customers.
1. Staff Consumable Supplies ‐ The budget is estimated at $978. This proposed budget accounts for an allocation of staff consumable supplies based on the monthly average $34.69 per FTE.
2. Telephone Service ‐ The Cellular Phone Service budget is proposed at $1,200 (1 unit at $100 per month).
Nevadaworks Workforce Innovation and Opportunity Act (WIOA) One‐Stop Operator Request for Proposal Budget Narrative
April 24, 2017
2
Cell/smart phone will be assigned to the Regional One‐Stop Manager. Cell/smart phone service ensures that the Manager can remain in contact while out of the office and/or travelling between locations, and in case of after‐hours urgent matters.
3. Insurance (Program Insurance) – The budgeted amount is $84. This reflects an allocation for fidelity bond insurance premium. This is calculated based on 0.043% of contract value.
4. Audit ‐ The budgeted amount of $293, is an allocated shared cost for conducting a company‐wide audit in accordance with 2 CFR 200 Subpart F. This is calculated based on 0.15% of contract value.
5. Other (Profit) ‐ Profit is proposed at 5% overall all other costs. KRA understands that these fees will be negotiated as a separate element of costs during the grant agreement negotiation period.
C. Staff Travel and Training
1. Training and Conference Registration ‐ The budget is estimated at $940. This amount accounts for the registration fees for training workshops and industry related conferences. This amount is budgeted based on an average cost of $400 per FTE.
2. Out of State Travel ‐ The budget is estimated at $13,653. This amount accounts for the associated travel expenses anticipated to be incurred by Manager and/or Director to attend conferences and training workshops, and for corporate program staff and the Director travel to the program site.
3. Local Travel – This budget is estimated at $3,210. The budget includes funds to reimburse local travel expenses for staff members to travel as necessary to other Nevadaworks centers and office locations. This amount is budgeted based on the reimbursable rate of $0.535 per mile.
D. Indirect Cost
1. The indirect cost rate is proposed at 10% over direct costs before profit. The amount includes indirect costs associated with general management, corporate human resources, and company‐wide information technology. The estimated budgeted amount is $16,883.
# Position Title State Type # % FTE FTE Bilingual (Y/N)
ProposedAnnual Comp per Position E. Perform Bilingual Pay
TotalE. Perform &
Bilingual Total Salary
Compensation Charged to
Project Total Benefits
Total Benefits
Charged to Project
Total Project Cost (Compensation &
Benefits)
1Director, One Stop Services NV Project
1 15.0% 0.15 N 90,000.00 2,700.00 0.00 2,700.00 92,700.00 13,905.00 15,709.35 2,356.40 16,261.40
2One-Stop Manager NV Project
1 100.0% 1.00 N 55,000.00 1,650.00 0.00 1,650.00 56,650.00 56,650.00 11,107.88 11,107.88 67,757.88
3Administrative Assistant NV Project
1 100.0% 1.00 Y 31,250.00 937.50 2,080.00 3,017.50 34,267.50 34,267.50 8,173.28 8,173.28 42,440.78
4Program Analyst/Accountant MD Corp
1 5.0% 0.05 N 65,000.00 1,950.00 0.00 $1,950.00 66,950.00 3,347.50 11,758.59 587.93 3,935.43
5 Human Resource Partner MD Corp 1 1.0% 0.01 N 54,000.00 1,620.00 0.00 $1,620.00 55,620.00 556.20 10,312.41 103.12 659.32
6 Corporate Program Manager CA Corp 1 1.0% 0.01 N 105,000.00 3,150.00 0.00 $3,150.00 108,150.00 1,081.50 17,187.99 171.88 1,253.38
7 Corporate Program Manager MD Corp 1 1.0% 0.01 N 99,500.00 2,985.00 0.00 $2,985.00 102,485.00 1,024.85 16,294.32 162.94 1,187.79
8 Corporate Quality Assurance Manager VA Corp 1 1.0% 0.01 N 72,500.00 2,175.00 0.00 $2,175.00 74,675.00 746.75 12,729.21 127.29 874.04
9 Director of Workforce Innovation CA Corp 1 5.0% 0.05 N 110,000.00 3,300.00 0.00 $3,300.00 113,300.00 5,665.00 17,851.52 892.58 6,557.58
10 Corporate Staff Dev. Coordinator CT Corp 1 3.0% 0.03 N 70,000.00 2,100.00 0.00 $2,100.00 72,100.00 2,163.00 12,839.94 385.20 2,548.20
11 Vice President & COO MD Corp 1 1.5% 0.02 N 185,000.00 5,550.00 0.00 $5,550.00 190,550.00 2,858.25 23,067.95 346.02 3,204.27
12 Budget and Contract Services Manager CA Corp 1 1.5% 0.02 N 100,000.00 3,000.00 0.00 $3,000.00 103,000.00 1,545.00 16,524.45 247.87 1,792.87
12 2.35 1,037,250.00 31,117.50 2,080.00 33,197.50 1,070,447.50 123,810.55 173,556.88 24,662.39 148,472.94
Nevadaworks Personnel Detail
R e s u m e : P a t r i c k B o x a l lV i c e P r e s i d e n t & C O O
KEY QUALIFICATIONS More than 25 years' experience in public policy research; program management;
and consulting for Federal, State, local government, and private-sector clients. Full authority to commit the corporate resources necessary to ensure high quality, on-
time, and on-budget performance of contracts. Expertise in a broad range of policy arenas, including employment and training,
healthcare quality and access, and housing and urban development.
EXPERIENCE
KRA Corporation, Fulton, MD Vice President & Chief Operating Officer (2004 - Present) Vice President (2002 - 2003) - Senior Research Analyst (1996 - 2001) Currently, responsible for all aspects of corporate operations, including contracts with Federal, state, and local government agencies/commercial clients, in the areas of workforce development and public health. Supervises key executives, with responsibility for company-wide strategic planning, business development, and profit-and-loss. Previously, directed Management Consulting and Information Operations Division projects, providing professional services to public- and private-sector clients across a broad range of social policy arenas. Guided day-to-day contract operations; maintained client relations; and managed a multidisciplinary team of records management, IT, library science, health care, research, and technical assistance professionals. Designed/implemented research surveys, analyzed qualitative and quantitative, and presented results in reports, as well as oral presentations.
Urban Institute, Center for Public Finance and Housing, Washington, DC Research Associate (1990 -1996) Designed and implemented policy-oriented studies for HUD and other public- and private-sector clients. Also provided technical assistance on capital planning directly to municipalities.
EDUCATION
University of Toronto, MA, Geography University of Delaware, BA, Geography Chambre de Commerce et d'Industrie de Paris, Certificate, Economics
Resume: Fe l i c i a F lournoyDi rec tor o f Work force Innovat ion
KEY QUALIFICATIONS More than 15 years of experience in the design, implementation, and quality assurance of
economic/workforce development programs and systems. Demonstrated expertise in building effective and efficient cross-functional
teams that achieve desired quantitative and qualitative outcomes. Knowledge, skills, and abilities in strategic and operational planning; organizational
capacity building and performance; leadership development and coaching; research analytics and benchmarking; organizational dashboards; project management; and continuous quality improvement.
Recipient of Award for Performance Excellence from the California Council on Excellence; the California WIB's High Performance Board Designation, and the California State Association of Counties’ Merit Award for Program Innovation.
EXPERIENCE KRA Corporation, Fulton, MD Director, Workforce Innovation (2014 - Present) Directs organizational development initiatives; participates in corporate-wide strategic planning and programming; oversees continuous quality improvement; and provides leadership related to WIOA implementation, ensuring that program service-delivery strategies are aligned with the new legislation. Conducts analysis of Federal/state policies and regulations, determining organizational impact and providing guidance to Program Managers (PM) on strategies for effective implementation. Oversees PMs to ensure achievement of contract-performance goals and compliance, and program-based policies and SOPs to ensure operational excellence.
Riverside County Economic Development Agency, Riverside, CA Executive Director, WIB (2008-2014); Deputy Director, Workforce Development Division (2006-2008); Program Manager, Youth Services (2000-2006); Assistant Program Manager, Welfare-to-Work/Youth Services (1999-2000); Business Education Coordinator (1998-1999) Progressively responsible positions led to executive oversight, directing the economic/workforce development system for the 4th largest CA county and leading a team of 22 managers/118 staff , operating 6 Youth Opportunity Centers, 4 AJCs, 2 satellite locations, and a mobile One-Stop.
EDUCATION
California State University Northridge, BS, Organizational Systems Management
R e s u m e : T i m o t h y W r i g h t
C o r p o r a t e Q u a l i t y A s s u r a n c eM a n a g e r
KEY QUALIFICATIONS More than 15 years' civilian and military experience in budget management; data analysis
and assessment; logistics; project management; quality assurance, and staff support, training and development
Excellent analytical, organizational, problem solving, and communications skills Customer-focused, detail oriented, and self-motivated team player
EXPERIENCE
KRA Corporation, Fulton, MD Corporate Quality Assurance Manager (2011 - Present); QA Specialist (2007-2011) Manages performance and quality-control systems for all KRA contracts and subcontracts, identifying and defining contract-requirement and benchmark-provisions for programs and services. Develops, implements, and monitors Center Operating Procedures for all KRA program-site operations; develops tracking, reporting, and monitoring procedures for WIA, TANF, and other Workforce Development programs/systems. Analyzes documents, reports, and programmatic benchmark-performance measures, performing statistical analysis on a variety of Workforce Development parameters. Identifies and interprets corporate and client---Federal, Regional, State, and local---contract/program requirements, ensuring compliance and conducting training seminars for program staff in effective case management, monitoring, and reporting.
US Navy Reserves, Coastal Riverine Group, Little Creek, VA, Integrated Training Team Evaluator (2003-Present)
Circuit City Stores, Inc. (CA/HI/VA) Roadshop Manager/Assistant Roadshop Manager/Safes Associate/ Installation Technician, AV Sales Associate (2002-2007) US Navy, USS Crommelin, Pearl Harbor, HI, Lead Petty Officer (1996 - 2002)
EDUCATION: University of Phoenix, BS, Marketing
CERTIFICATIONS, AFFILIATIONS, SPECIAL ACHIEVEMENTS: Certified Dynamic Works Professional; Member, NAWDP; Four-time recipient, Navy Good Conduct Medal
JOB DESCRIPTION Position: One Stop Manager
Qualifications: Qualifications Required: Any combination of education and experience equivalent to graduation from an accredited college or university with a Bachelor's degree in business, education, public administration, behavioral science or related field and at least five years’ experience in the management of workforce development programs. Demonstrated understanding of Workforce Innovation and Opportunity Act. Ability to establish and manage partnerships with required partners. Supervisory experience required. Knowledge of general laws and administrative policies governing workforce development programs; thorough knowledge of operational systems; knowledge of management principles; ability to handle multiple projects and tasks; ability to establish and maintain effective relationships; ability to effectively communicate complex ideas both orally and written. Duties and Responsibilities:
In collaboration with one‐stop partner organizations, provide operational oversight and implementation of the one‐stop integrated service delivery strategies within a specified geographic region.
Facilitate regularly scheduled one‐stop leadership and staff meetings to ensure open lines of communication are maintained at all staff levels.
Identify and facilitate timely resolution of staff complaints, problems and other staffing
issues in the centers.
Provide leadership and guidance to the implementation of CQI principles and practices in
the one‐stop delivery system.
Ensure a comprehensive staff development plan is implemented in all locations. Facilitate
and coordinate staff development activities.
Coordinate an integrated regional business engagement approach with one‐stop partners
and other key partners engaged in serving businesses. Institute mechanisms for
communication between all levels of decision making, including front‐line staff.
Manage partner responsibilities in the One‐Stop Centers as defined in Southern Nevada
Workforce Development Area's WIOA Memorandum of Understanding (MOU).
Manage hours of operation and staffing schedules at the comprehensive Centers.
Facilitate customer flow, customer service, initial assessment, resource room usage, tracking, and referral processes are carried out as agreed upon in the WIOA MOU.
Communicate Board and Administrative policies and procedures to all partners. Ensure all policies are implemented.
Reporting to the Administration and Board on Center activities.
JOB DESCRIPTION
Position: One‐Stop Operations Director Qualifications: Qualifications Required: Any combination of education and experience equivalent to graduation from an accredited college or university with a Bachelor's degree in business, education, public administration, behavioral science or related field and at least five years of experience in the management of workforce development programs. Supervisory experience required. Knowledge of general laws and administrative policies governing workforce development programs; thorough knowledge of operational systems; knowledge of management principles; ability to handle multiple projects and tasks; ability to establish and maintain effective relationships; ability to effectively communicate complex ideas both orally and written. Duties and Responsibilities:
Provide leadership, policy direction and administrative oversight of the Stop delivery system.
Ensure Continuous Quality Improvement principles and practices are implemented across the one‐stop system.
Provide leadership, guidance and support to the coordination and integration of service delivery to job seekers and businesses.
Represent the one‐stop delivery system at community meetings to promote services.
Establish and maintain positive working relationships with funders, employers and state and local partners.
Establish and maintain positive relationships with other agencies, organizations and businesses in the community.
Collaborate with one‐stop partners to develop a comprehensive marketing and outreach strategies to promote the one‐stop system.
Identify a mechanism for communication between all levels of decision making, including front‐line staff.
Provide general oversight and supervision to the Regional Managers.
Oversee all management information and financial activities and transactions.
Participate in the recruitment, interviewing, hiring and training of all staff.
Facilitate staff meetings, management meetings and partnership meetings. Competencies:
Lead by example
Knowledgeable about cultivating a CQI Organizational Culture
Customer focused
Understands the difference between Leading vs. Managing
Organizational Change Management
Coaches employees for high performance
A transformational Leader
Possess Emotional Intelligence
Strong Interpersonal skills and Conflict Resolution approaches
Ability to build effective teams
Effective Communication Strategies
Facilitation and Negotiation skills
Political Savvy
JOB DESCRIPTION
Job Title: Program Analyst/Accountant Qualifications: A Bachelor’s degree from an accredited college or university in business, finance, accounting or related field. Minimum of 2 ‐ 5 years in accounting / contract experience. Billing experience preferred. Minimum of 1 ‐ 2 years using Deltek GCS Premier. One to two years of experience with WIA/WIOA contract administration is preferable. Must possess strong leadership and interpersonal skills; detail oriented with strong organizational and time management skills. Demonstrated customer service skills; ability to establish and maintain effective working relationships with employees and customers. Mastery in MS Excel. Duties and Responsibilities:
Work closely with the CAFO on assigned contracts to prepare and assist Project Managers in the completion of Cost to Complete estimates, the development and completion of annual budgets and other forecasting.
Work closely with the CAFO on assigned contracts to prepare and assist in the development of proposal budgets.
Work closely with the CAFO on assigned contracts to prepare and distribute reports and statistical data to facilitate planning and maintenance of accurate contract records and files.
Assist the CAFO in the review of modifications and other documents for assigned contracts, to ensure accuracy.
Full Cycle Accounts Receivable ‐ this includes but is not limited to reviewing P&L reports for completeness, providing preliminary P&L reports to Project Managers, processing P&L corrections, compiling information required for contract billing for the CAFO review / approval, , posting approved invoices to the accounting system and aged receivables collections .
Full Cycle Accounts Payable ‐ this includes but is not limited to communication with vendors as necessary, validation of AP coding and ensuring supporting documentation meets company policy and contract requirements, post items to accounting system and process payment.
Other ad‐hoc Accounting duties as assigned.
JOB DESCRIPTION Job Title: Program Assistant Qualifications: A High School Diploma/GED required, Associates Degree preferred. Ability to type 40 words per minute or greater, have a strong knowledge of Microsoft Word, Excel, Power Point and Outlook. Experience with data gathering and input. Strong organizational and time management skills. Ability to professionally adjust to unforeseen circumstances or programmatic changes. Ability to work cooperatively with all levels of the organization staff. Duties and Responsibilities:
Greet persons entering establishment, determine nature and purpose of visit, and direct or escort them to specific destinations.
Type letters, memorandum, flyers and other office correspondence.
Operate telephone switchboard to answer, screen and forward calls, providing information, taking messages and scheduling appointments.
Fax, copy and mail correspondence.
Manage office supply inventory and weekly staff request.
Maintain control of the front office reception area.
Set up orientation and workshop rooms.
Review correspondence and data received to ensure accuracy and completeness prior to reporting.
Assist with maintaining customer engagement via calls, mailings and interoffice correspondence.
Assist with maintaining program schedule and transitional phases.
File and maintain records.
Transmit information or documents to customers, using computer, mail, or facsimile machine.
Schedule appointments, and maintain and update appointment calendars.
Analyze data to determine answers to questions from customers or members of the public.
Provide information about establishment such as location of other offices, employees within the organization, or services provided.
Works with a team of professionals to ensure contract goals are achieved.
Adheres to Federal, State and Contractor guidelines.