Program Year 2020-2023 WIOA Regional Planning

Planning Region: NEW North

Local Areas: Fox Valley WDA (#4), Bay Area WDA (#5)Plan Period: PY 2020 – PY 2023

Prelude 1:Fox Valley WDB and Bay Area WDB have been engaged in regional planning since 1998 when we created the Employers Workforce Development Network (EWDN). On September 18, 2003 the workforce boards led a partnership that brought Dr. Richard Florida to Green Bay for a daylong planning session with 300 community leaders from throughout NE Wisconsin. In 2004 the workforce boards co-sponsored the NEW Economic Opportunity Study that focused on the regional economy in the 21st century. A NEWEOS implementation committee followed with the workforce boards as central organizers, and in 2005 NEW North was created. Under the NEW North umbrella came NEW Education Resource Alliance (NEWERA) and NEW Regional Economic Partnership (NEWREP). In 2006, the boards played an indispensable role in the creation of NEW Manufacturing Alliance. In recent years, NEW North IT Alliance and NEW Construction Alliance followed with the workforce boards’ leadership.

Regional planning was not an idea that began with the passage of WIOA. In fact, legislators learned from the innovative efforts of workforce boards across the country. Regional planning cannot be a matter of checking off boxes on a state form or getting MOUs signed. It is a dynamic process involving building partnerships through hard discussions and pooling resources. It requires true leadership and collaboration. No one in the state has been more effective at regional planning and implementation than Fox Valley WDB and Bay Area WDB. You have only to attend the annual NEW North Summit or the Manufacturing First Expo and Conference to understand the true spirit of regional planning.

Prelude 2: This document is an update to the Bay Area WDB WIOA Local Plan as modified on July 1, 2018. For more detailed information, please refer to that prior document.

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Prelude 3:The coronavirus pandemic is impacting the regional economy, just as the 2002-2005 recession and the Great Recession did. Our regional economy and the workforce challenges will evolve as we go through this. At this point in time however, we do not know very much of what that impact will be or its ramifications during the coming months and years. At the same time, the NEW North economy remains much as it has been in the past decade. The local workforce system will remain in place and serve as a strong foundation to meet the emerging workforce challenges.

1. Provide an analysis of the regional labor market data and economic conditions, including:a. Existing and emerging in-demand industry sectors and

occupations; andb. The employment needs of employers in those industry sectors and

occupations.

Data will be compiled from the Quarterly Census of Employment and Wages, occupational Employment Survey, and long-term Industry and Occupational Projections and from DWD labor exchange services such as Job Center of Wisconsin. DWD Regional Economists will provide information that may be supplemented by WDB Business Services Staff.

The NEW North economy, which includes both WDAs, remains much as it was described for both Fox Valley WDA and Bay Area WDB in the 2018 WIOA Local Plan updates. In summary:

In-demand industry sectors include: manufacturing, construction, healthcare, insurance, finance, transportation, as well as office/administrative and food preparation/serving. Sales and information technology are occupational skill sets that cut across industry sectors because they are needed in most companies regardless of the sector. On March 9, 2020, there were a total of 13,742 job orders listed on Job Center of Wisconsin for the Northeast region of the state, which also includes WDA 6. Please note that many job orders in JCW represent more than one opening.

A good bellwether for NEW North workforce is the annual “Manufacturing Vitality Index” conducted by NEW Manufacturing Alliance (NEWMA). The 10th annual report was issued in December 2019 with 106 area

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manufacturing companies surveyed and a 95% confidence level in the survey results. Highlights of the report include:

- 67% of the companies expect to increase sales in 2020- 60% of the companies expect to increase market share in 2020- 98% of the companies described their financial situation as

“Healthy” or “Quite Healthy” in 2020- 74% of the companies report difficulty in finding talent- The most difficult position to fill in the manufacturing sector

are: general labor, machine operators, CNC machinists, industrial maintenance, and engineers

- The most in-demand skills are attendance, math skills, communication, industry experience, and flexibility/acceptance of change

- Many employers are finding workforce deficiencies in non-technical “soft skills”

- 46% of the companies anticipated hiring in the first quarter of 2020

- 35% of the companies planned to hire in each quarter of 2020

Information from the other prominent industry sectors, including healthcare, construction, and transportation indicate similar challenges such as finding skilled workers, and deficiencies in soft/employability skills in the applicant pool. Healthcare needs will continue to include registered nurses, pharmacists, physical therapists, health information technicians, and medical coders. At a recent Bay Area WDB meeting, a panel of construction industry leaders indicated that area contractors are turning down work due to a lack of skilled workers in all areas of that industry sector. There are continued skill shortages in areas such as sales and accounting that cut across industry sectors, and there is an emerging need for skilled IT workers across sectors as well.

The NEW North IT Alliance estimates that 3,000 new IT jobs will be created in northeast Wisconsin by 2021 with an average annual salary of $77,375. Both workforce board directors have been actively engaged with NEW North’s strategic planning and business intelligence initiative which includes a major focus on “Digital Transformation” and its impact on the workforce across industry sectors. So-called “Disruptive Technologies” (digital manufacturing, artificial intelligence, predictive analytics, and robotics) will continue to change the nature of work across the region, and this trend will accelerate. These changes will come fast and furiously, so we need to be prepared. Similarly, NEWMA, in partnership with St. Norbert College’s Strategic Research institute, conducted an Industry 4.0 survey last fall, finding the region’s manufacturers ill-prepared for the

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coming changes. An Industry 4.0 Taskforce has been meeting to develop and implement strategies in response to these challenges.

One other central issue in the NEW North strategic planning effort is workforce attraction, which is particularly focused on diversity and inclusion in the workforce, but also encompasses changing skill needs, workforce housing, development of educational systems, and leadership. These are all trends that will have significant impact on the NEW North workforce over the next several years. The status quo will no longer be viable.

2. Provide an analysis of the knowledge and skills needed to meet the employment needs of the employers in the region, including employment needs of in-demand industry sectors and occupations.

As indicated above, throughout the NEW North region, there is a demand for skilled workers in manufacturing, healthcare, construction, and transportation, as well as across other occupational sectors. Specific occupational areas are listed above. The most significant challenges for knowledge and skill needs to meet employer demand are:

a. Soft/employability skillsb. Technical skill trainingc. Adaptation to diversity and inclusiond. Preparation for change due to technological innovation.

3. Provide an analysis of the workforce in the region including current labor force employment and unemployment data, information on labor market trends, and the educational and skill levels of the workforce in the region, including individuals with barriers to employment.

Prior to the coronavirus outbreak, unemployment throughout the NEW North remained at record low levels and there was an increasing shortage, not just of skilled workers, but of available workers. Much of that remains the case even as unemployment shot up with the coronavirus responses. The continued retirement of the Baby Boom generation will increase the need for replacement workers in addition to the new positions employers are adding. As a result, subgroups within the available workforce in the region are emerging as target demographics. These subgroups include:

- Disconnected ‘at-risk’ young adults (ages 16-30)- The ALICE population- Mid-career professionals

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- Individuals with conviction records

It should also be noted that that much has been achieved during the last decade in connecting K-12 schools with area businesses and with the regional economy. The success of those efforts was clearly demonstrated in Forward Analytics’ Falling Behind: Migration Changes and State Workforce report (April 2019) showing a significant positive change in the retention of 15-19 year olds statewide since 2010. NEWMA and the NEW North IT Alliance have numerous K-12 initiatives that serve as best practices.

In the critical area of disconnected young adults, in anticipation of WIOA implementation Bay Area WDB spearheaded a community collaboration in 2013 aimed toward gaining a better understanding of the challenges at-risk youth face transitioning into adulthood, as well as mapping and assessing resources available to assist young people to achieve life success. That conversation led to a thorough reassessment of current practices and the theories underlying them. Evidence strongly supported a hypothesis centered on the critical need for a practical understanding and application of behavioral economics, trauma informed care, and the impact of adverse childhood experiences on the cognitive, emotional, and psychological development of young people. “Make services available and they will come” was not an effective strategy. Geographic accessibility aside, the psychological aspect of accessibility came to the forefront. Young people “cannot be what they cannot see.” While we are chartered to make youth and young adult services available to eligible individuals, the Bay Area WDB has opted to place greater value on our mandate to ensure workforce development services to disconnected young adults are relevant, value-laden, and accessible. In 2015 Bay Area WDB was awarded a contract from Wisconsin Department of Children and Families to administer the Foster Care Independent Living (IL) grant for all 17 counties of the two workforce boards. The IL grant has done much to promote the coordination of WIOA Youth services in the NEW North region as we coordinate IL services with WIOA Youth programs.

The 2016 Wisconsin United Way Asset Limited, Income-Constrained, Employed (ALICE) report, updated in 2018, found a significant portion of the NEW North workforce that is underemployed and struggling financially. The 2018 update of the ALICE report observes:

Low-wage jobs continued to dominate the employment landscape in Wisconsin, with 62 percent of all jobs paying less than $20 per hour. Although unemployment rates fell, wages remained low for many occupations. With more contract work and on-demand jobs, job

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instability also increased, making it difficult for ALICE workers to meet regular monthly expenses or to save.

The ALICE population includes significant numbers of households in the working population, estimating that 33% of households headed by someone ages 25-44 are struggling financially, as are 32% of households headed by someone 45-64 years of age. The ALICE population represents a significant opportunity to both assist families economically and meet employer needs. Strategies for the ALICE population include career awareness and planning services, access to training opportunities, and supportive services. We anticipate that people in the ALICE population will be among those most negatively impacted by the coronavirus pandemic.

As the Baby Boomers retire, the next two generations, GenX and Millennials, have higher percentages of college-educated members. Worker dislocations in the coming years will increasingly affect those more educated age groups, but the current public workforce system has limited experience with them and is poorly equipped to meet their needs. NEWMA recently conducted a study of young workers, ages 18-30, and asked about their job seeking preferences. The top three job search tools were Indeed, Google Search, and family/friends. Job centers and traditional job fairs ranked very low in that survey. The career movement of these workers, ages 20-55 in 2020, will have to be better understood and connected to employer needs. Bay Area WDB is currently conducting a survey of the 500 professional workers displaced in 2019 when the Shopko corporate headquarters closed in Green Bay as a means of gathering important insights into GenX and Millennials. More effective use of social media and adaptation to the changing needs of younger workers who have more experience with career planning and more knowledge of the regional economy will be required.

Wisconsin currently incarcerates 22,000 men and women while another 66,000 are on community supervision. That is a significant workforce waiting to be tapped. Bay Area WDB started the Windows to Work reentry program in 1998 and it was expanded statewide in 2010. Fox Valley WDB has successfully administered W2W at the Oshkosh and Redgranite prisons for ten years. Bay Area has active programs at Taycheedah and Kettle Moraine and is in the process of starting a pilot W2W program at Green Bay Correctional. The workforce boards and our job centers have developed partnerships with DOC Community Corrections agents. Statewide efforts between DWD and DOC need to be connected to local resources and support systems to facilitate successful reentry.

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4. Describe efforts that have taken place, or are anticipated during the planning period, to assess the need for and establish regional service strategies, including the use of cooperative service delivery agreements. In addition:

a. Describe the strategies and services that will be used in the planning region to better coordinate workforce development programs and services with regional economic development services and providers;

b. Describe how the planning region will strategically coordinate workforce development activities with all required partners (Title 1, Job Corps, Migrant and Seasonal Farmworker, native American, YouthBuild, Title II, Title IV, Title V, Trade Adjustment Assistance, Job for Veterans State Grants, Unemployment Compensation, Reentry Employment Opportunities, Carl D. Perkins Career and Technical Education, Community Services Block Grant, Housing and Urban Development employment and training programs, FSET, and TANF);

c. Describe the strategies and services that will be used in the planning region to strengthen linkages between the one-stop delivery system and unemployment insurance programs; and

d. Provide a description of how the planning region will coordinate workforce development activities carried out in the region with statewide rapid response activities, as described in Section 134(a)(2)(A).

Fox Valley WDB and Bay Area WDB have been developing regional service strategies since the two boards co-funded the NEW Economic Opportunity Study in 2004 which resulted in the creation of the NEW North regional economic development agency in 2005. Our joint efforts also resulted in the creation of the three primary industry sector alliances with which we closely collaborate in program development and training initiatives.

a) Fox Valley WDB and Bay Area WDB have strong ties through the NEW North economic development agency that consists of the counties of both WDAs. NEW North has undertaken a very aggressive strategic planning initiative with which both workforce boards are engaged. NEW North and NEW Manufacturing Alliance are also working with the St. Norbert College Research Institute on a “Business Intelligence Study” that both workforce boards participate in. The local economic development agencies in the NEW North counties also have their own organization, NEWREP, that meets monthly. The Fox Valley and Bay Area directors jointly provide an annual workforce update to

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NEWREP and are regularly consulted on workforce issues. The regional industry partnerships are also NEW North based, so the activities of NEW Manufacturing Alliance, NEW North IT Alliance, and the nascent NEW Construction Alliance connect with both workforce boards on a regular basis. NEW Education Resource Alliance (NEWERA) is a NEW North based collaboration of postsecondary educational institutions that also provides valuable input to the workforce boards.

b) Fox Valley WDB and Bay Area WDB are in a unique relationship sharing responsibilities in the Fox Cities Workforce Development Center in Menasha through which Bay Area serves Outagamie County and Fox Valley serves Calumet, Winnebago, and other counties. Both boards are represented on the job center Management Team, so regular meetings occur with each other and with partner programs who are invited to Management Team meetings. We have a cooperative relationship established through the Fox Cities Workforce Development Center MOU and Resource Sharing Agreement. During the planning period a strategy to enhance communication between the two Business Services Teams will be developed. Bay Area WDB also administers the Foster Care Independent Living Grant (IL) for the entire 17-county region through a contract with Department of Children and Families. During the plan period, the boards plan to develop a formal agreement to refer IL participants in the Fox Valley counties for WIOA Youth services with Fox Valley WDB.

c) The same individual represents the UI Division on both workforce boards and that serves to link the region. The responsibility for coordinating the One-Stop system and UI services falls mainly on the two Job Service Supervisors in Regions 4 and 5. During One-Stop monitoring, workforce board monitors will review the availability of UI information. Both boards accept referrals from RESEA sessions conducted by Job Service partners.

d) The commuting patterns within NEW North make it clear that we have a workforce that moves around within the 17-county region. That means that any dislocation can affect workers in counties other than the one in which the actual closing or layoff occurs. This is particularly true in the Outagamie/Calumet/Winnebago area, but in other subregions as well. The Rapid Response Teams in each WDB coordinate carefully when a dislocation occurs, and the respective program managers communicate regularly with the intention that an eligible dislocated worker can receive services at any of the NEW North job centers. There have been occasions when training funds

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from one WDB have been made available if funds are lacking in the other.

5. Describe the development and implementation of sector initiatives for in-demand industry sectors or occupations for the planning region and explain how sector partnerships will be utilized to facilitate the engagement of employers in workforce development programs. Regions should consider:a. Current in-demand industry sectors and occupations within the

region;b. The status of regional collaboration in support of sector initiatives;c. Regional sector priorities based on data driven analysis; andd. Business involvement and public-private partnerships in current

initiatives.

Most of the sector initiatives in the region have been NEW North based, covering both WDAs. The exception are the three healthcare alliances (Fox Valley, Green Bay Area, and Lakeshore) which now operate independently of the workforce boards. There is active engagement of the business sector in all these initiatives. Their level of organization provides the workforce boards with ready access to information about these key economic sectors.

Fox Valley and Bay Area together helped create and sustain NEW Manufacturing Alliance beginning in 2006 which now has almost 200 company members, 69 Associate members, and 49 Affiliate members. NEWMA is arguably one of the most successful industry sector alliances in the country and has been recognized as such with national awards. NEWMA now operates financially independent of the workforce boards but provides regular updates to them. In addition, NEWMA initiatives such as the Talent Risk Management survey, the Industry 4.0 initiative, the Young Workers survey, as well as the annual Vitality Survey provide valuable information to the workforce boards. NEWMA’s creative efforts have set a high bar for industry leadership with initiatives such as Get-Real Math videos, Excellence in Manufacturing/K-12 Partnership awards, SeaPerch competition, and the annual Manufacturing First Expo. The NEWMA Executive Director is a member of the Bay Area Business Services Team. A bi-monthly publication, Insight on Manufacturing, provides regular communication with board and business team partners.

The initiative that resulted in the creation of the NEW North IT Alliance was begun in 2013 with the assistance of both workforce boards who co-funded the NEW IT Pipeline study along with NEWERA to support the work and development of that important and growing industry sector. The initiative ended up under the NEW North umbrella and has over 100 contributing

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supporters. NEW North IT Alliance provides value-added information to the workforce boards on a regular basis. A monthly newsletter (IT Tech) and quarterly magazine (Insight on Technology) provide regular communication with board and business team partners.

There is a current effort to develop the NEW Construction Alliance supported by both workforce boards. In its nascent stage, NEWCA has 20 dues-paying members, has incorporated and has engaged the services of an executive director. One outcome of this effort has been increased involvement of construction companies in offender reentry efforts.

6. If determined appropriate by the planning regions, describe how administrative cost arrangement have been/will be coordinated, including the pooling of funds for administrative costs, or discuss why these are not appropriate for the planning region at this time. Regions may consider current or proposed resource leveraging agreements or establishment of a process to evaluate cost of sharing agreements.

The county leaders in each WDA and the workforce boards do not consider it appropriate to coordinate or pool administrative resources at this time. If this is to occur, it would be the responsibility of the Governor and DWD to convene a joint meeting of the two LEO boards to discuss options. Both boards are partners in the Fox Cities Workforce Development Center in Menasha and will be sharing costs through an infrastructure agreement. As indicated above, there is a substantial amount of regional coordination that exists between the workforce boards through NEW North, NEWERA, NEWREP, and NEWMA. AT the same time, separation allows each area to respond to the unique requirements of the citizens in the respective WDAs.

7. If determined appropriate by the planning region, describe the coordination of transportation and other supportive services, or discuss why these are not appropriate for the planning region at this time. Regions may consider:a. Establishing a process to assess coordination of transportation and

other supportive services delivery; andb. Whether, and if so, how, to enhance the delivery of transportation

and other supportive services delivery.

At this time, neither the county leaders nor the respective workforce boards consider it appropriate to coordinate transportation and other supportive services costs. One size does not fit all, particularly in serving the large northern region of Bay Area as well as the three Indian tribes. Continued

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decreases in the WIOA funding allocations over the last five years restrict opportunities to innovate. The most effective way to enhance the delivery of transportation and supportive service delivery would be to allocate a portion of the WIOA Governor’s 15% set aside funds to the boards for that purpose.

8. Describe other strategies and services that will be used in the planning region to support a local workforce development system that meets the needs of businesses in the planning region.

As described above, both workforce boards participate actively in the three industry sector alliances in NEW North. Both are active in the various NEW North initiatives that support regional business growth and development. In addition, both workforce boards are actively engaged in writing and administering Wisconsin Fast Forward grants for area businesses or groups of companies. Assistance with Fast Forward training programs is a true value-added service to businesses. The Fox Valley board is very active on social media as a way of reaching out to the business community, and the Bay Area director has established himself as speaker and presenter to businesses. Both boards will continue to develop and implement strategies to promote work readiness skills and in-demand occupations in key industry sectors.

9. Describe how career pathways will be used to meet the needs of employers and support work-based learning opportunities.

Both workforce boards were active with the four NEW North technical colleges (NWTC, LTC, FVTC, and MPTC) during the years when the RISE grants (2015-2018) were used to develop career pathways in the region. WIA/WIOA training has been carefully coordinated with those career pathway opportunities which are now embedded in our regional system. During the last several years, opportunities for work-based learning have exploded throughout the region with significant increases in youth apprenticeship participation and in the growth of registered apprenticeships through the WAGE$ grant. Bay Area has had particular success with the WAGE$ initiative through our subcontractor, Lakeshore Technical College. Partnerships between K-12 schools and area businesses, particularly in manufacturing and construction, continue to expand in creative ways in partnership with chambers of commerce and county economic development offices.

NEW North INSPIRE has been a particularly well -organized effort to connect K-12 Academic and Career Planning (ACP) programs with regional businesses. Both workforce boards have been engaged in the effort that is

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being led by CESA #6, CESA #7, and CESA #8, whose districts encompass the NEW North region. INSPIRE Sheboygan has been the model for a successful program, and the workforce boards played a key role in convening this regional partnership in 2017.

10. Describe the agreement concerning how the planning region will collectively negotiate and reach agreement with the Governor on local levels of performance for, and report on, the performance accountability measures described in WIOA Section 116(c) for local areas or the planning region. Describe if the planning region is negotiating performance as a region or as individual local areas.

For the planning period, PY 2020-2023, WIOA performance levels will be negotiated as individual local areas. There are unique aspects to both the current WDAs that would be difficult to account for in a single regional plan.

11. Briefly describe the activities and steps taken to develop this regional plan.

For the purposes here, the two workforce board directors, in consultation with their respective staff, worked through the regional planning questions and agreed upon the documentation as submitted. It must be noted, however, that the Fox City WDB and Bay Area WDB have worked closely together on regional planning since before the NEW Economic Opportunity Study in 2004. Our joint efforts have achieved remarkable success in the creation of NEW North, NEW Manufacturing Alliance, and NEW North IT Alliance.

12. Describe the process used by the local board in this planning region to provide an opportunity for public comment, including comment by representatives of businesses and representatives of labor organizations, and other public input into the development of the plan prior to its submission.

The Regional Planning portion will be included as part of the WIOA Local Plan for both WSDA #4 and WDA #5. Each workforce board will release their respective WIOA Local Plans for the required 30-day public comment period through their normal channels on the schedule set up by DWD for plan approval and submission.

Program Year 2020-2023 WIOA Local Plan

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Planning Region: Bay Area (#5) Plan Period: PY 2020 – PY 2023

1. Please refer to the NEW North Regional Plan Question 1.2. Please refer to the NEW North Regional Plan Question 2.3. Please refer to the NEW North Regional Plan Question 3.

4. Provide an analysis of the workforce development activities (including education and training) in the local area, including an analysis of the strengths and weaknesses of such services, and the capacity to provide such services to address the identified education and skill needs of the workforce and the employment needs of employers in the local area:

Bay WDA is comprised of several population centers and sub-regional economies spread throughout the 11-county region: Marinette, Shawano, Sturgeon Bay, Green Bay, Manitowoc, Sheboygan, and Appleton/Fox Cities. As a result, Bay Area WDB places a priority on maintaining the sub-regional job centers and access points so that services can be available to adults, dislocated workers, and other job seekers, including those with barriers to employment. The strength of these sub-regional job center partnerships and commitment to providing quality service are a noteworthy characteristic of Bay WDA. Basic career services including resume and cover letter writing, job application assistance, labor market information and career planning, computer literacy and Internet job search, interviewing skills, basic skills training, and job fairs are widely available. Bay Area WDB provides the regional coordination among the job centers that binds these communities together into a shared workforce development region.

The three area technical colleges (Northeast Wisconsin Technical College, Lakeshore Technical College, and Fox Valley Technical College), along with the College of the Menominee Nation, UW-Green Bay (which includes campuses in Marinette, Manitowoc, and Sheboygan) are a genuine strength within the region. Under the NEW Education Resource Alliance (NEWERA) banner (which also includes UW-Oshkosh and Moraine Park Technical College) these educational institutions have demonstrated the ability to act collaboratively, flexibly, and quickly to address the training needs of the region and engage individuals with barriers to employment. NWTC has regional campuses in Shawano, Sturgeon Bay, and Marinette as well several regional learning centers in the northern counties. NWTC and LTC

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have mobile learning labs that can be deployed throughout the area, an innovation that Bay Area WDB helped to initiate in 2012.

Maintaining such a geographically large and diverse workforce development system is a genuine challenge, particularly in having the financial resources to support all the job centers and access points. The other serious challenge is in meeting the skill needs of our employers in a strong, expanding economy with an aging population. Meeting this challenge will entail better aligning educational systems at all levels with the skill needs of the regional economy, more effectively engaging underemployed, disadvantaged populations (cf. NEW North Regional Plan n. 3), unhappily employed, and young professionals in meeting those needs. It will also include incumbent worker training through Wisconsin Fast Forward and other available resources.

Lastly and universally pervasive across all BAWDB operations, is the critical need to better engage and implement existing technology in an effort to optimize efficiencies and enhance effectiveness. Streamlining inter/intra-organizational processes and eliminating unnecessary administrative burdens, particularly at the state level, have never been more important to ensure the BAWDB is optimizing resources, scaling efficiencies, and improving service/program quality.

5. Describe the local WDB’s strategic vision and goals for preparing an educated and skilled workforce:

Here is the Bay Area Workforce Development Board PY 2019 Strategic Action adopted on May 24, 2019.

BAY AREA WORKFORCE DEVELOPMENT BOARDSTRATEGIC ACTION PLAN PY 2019 (Final 5/24/2019)

VISION

The vision of the Bay Area Workforce Development Board is that job skills and educational levels are increased and the quality of life of all individuals is enhanced, while employers’ needs are met.

MISSION

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The Bay Area Workforce Development Board, Inc., consisting of selected community representatives, develops a skilled workforce by strategically allocating and coordinating resources to address

community needs by working through others for the benefit of all.

Looking ahead at the coming Program Year 2019, the most significant challenge for Bay Area WDB is the significant loss of federal WIOA funding that will require refocusing throughout the organization. This will be a “Back to Basics” year to make sure that the resources we control are being used effectively and efficiently to meet the goals of WIOA.

The workforce trends we have been experiencing in NE Wisconsin since the recovery from the Great Recession also will likely continue to challenge our workforce development system. These include:

1. The continuing Baby Boomer retirement that creates a demand for skilled replacement workers;

2. An expanding economy looking for new workers, particularly in manufacturing, construction, insurance, healthcare, transportation and other key NEW North industry sectors;

3. The challenges of integrating new generations of workers into the workforce;

4. A great deal of sub-regional activity around implementing Academic and Career Planning in K-12 school districts;

5. Continued development of the American Job Center System as envisioned in WIOA.

Priority 1: Providing the highest quality employment and training services to the WIOA Title 1 target groups: dislocated workers, under-skilled adults, and disconnected youth.

In a back to basics time, it is important to recognize that we perform well in achieving the fundamental goals of WIOA: serving the three target populations.

In PY 2018, the abrupt closing of Shopko, which included 13 area stores, the De Pere distribution center, and the corporate office, demonstrated the quality of the services our Rapid Response Team, with Bay Area WDB

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playing a leadership role, provides when layoffs and dislocations occur. Despite the strong economy, the region has experienced a number of large worker dislocations over the last several years. Connecting dislocated workers to new employment opportunities that match their wage and benefit levels is a primary focus. We will continue to be innovative in the use of training opportunities to the benefit of the workers.

Our WIOA Adult program served 421 enrolled participants as of April 30, 2019 and we are exceeding performance in all categories. Of particular note is the very successful CDL training program contracted with FVTC at the College of the Menominee Nation over the past several years in WIOA Adult. Innovative training for the ALICE population will be a key focus along with our offender reentry initiatives through Windows to Work.

The WIOA Youth and Young Adult program has expanded greatly in the past several years and resources have been augmented with the Independent Living Grant and the Transitions grant from the Greater Green Bay Community Foundation. Over 550 young people have enrolled in services. The Independent Living grant and Transitions programs are demonstrating the achievement of positive outcomes for foster care youth. Maintaining service levels will require sustaining existing collaborative relationships and developing new partnerships with agencies serving youth.

This will require a careful review and evaluation of the balance between the job center costs and the case management costs in our WIOA budget.

In PY 2019, there will be focus on upholding the continued quality of these basic services and innovative improvements in service delivery.

Priority 2: Quality improvement of the American Job Center System in the Bay WDA

Quality improvement of job center services is a key responsibility of the workforce boards in WIOA. Our customer base is changing: the number of unemployed workers continues to decline although company closings are a normal part of a healthy economy. Dislocated workers now require fewer job center services for reemployment, and heavily barriered individuals are served through targeted programs such as Wisconsin Works (W-2) and FoodShare Employment and Training (FSET). Job centers will need to develop strategies to serve underemployed workers by providing services focused on career planning, career development, and career advancement.

But it is also time to begin thinking beyond bricks and mortar in an initiative we are calling “Job Center 2025.” Facility changes in Manitowoc

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and Sheboygan counties are providing an impetus for such a change. Over the next several years, the last of the Baby Boomers will move into their 60s and the generations dominating the workforce, Gen X and Millennials, have higher percentages of college educated members. The kind of employment and training services that will be of value to them will be different from what job centers have offered in the past and those services will be increasingly accessed through smart phone apps.

We will continue to develop strategies to leverage our key asset: the established relationships our partners and we have with regional employers, many through our industry sector partnerships.

There will be challenges however in meeting the needs of older workers and people in rural areas where broadband is limited. Despite the technology, access to a human respondent will be valued, but it might not be face to face. It will include improved access to career planning and development as well as promoting carefully articulated career pathways in the region.

Priority 3: Implementing and sustaining WIOA systems and practices.

The Wisconsin Department of Workforce Development rolled out the SOLAR (Sharing of Local Area Resources) data management system this spring. Workforce boards are required to input area job center information from Memoranda of Understanding into SOLAR by 6/3/2019. The automating of MOUs and Resource sharing agreements (RSAs) will require significant staff time and training.

The development and execution of Resource Sharing Agreements will also require staff expertise and time. There are on-going efforts with DWD about how to implement the WIOA requirement that partner agencies PROVIDE support for job center infrastructure. Achieving agreement on the resource sharing structure of our job center system will be a major challenge to the continued provision of quality employment and training services to the public.

Facility issues in several Bay WDA communities will require staff time and expertise as we envision and create the future of job center services in the region.

Priority 4: Sustaining, growing and initiating new partnerships to accomplish common workforce goals.

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Bay Area WDB has a long list of accomplishments in creating and sustaining partnerships, and this will become all the more important as WIOA resources are stretched. In PY 2018, for example, new Youth partnerships were created with Boys and Girls Club and Options for Independent Living to share resources and eliminate duplicative efforts in our programs. Our current WIOA Youth initiative that resulted in the award of the Independent Living grant was an innovative collaboration among five agencies initiated by Bay Area WDB five years ago. Many other partnership opportunities exist.

In addition, initial “Job Center 2025” discussions had a specific focus on reducing duplication of services in the regional job center system. Common resume and cover letter formats, assessments, career planning tools, a more efficient referral system, and an effective communication system will require new partnerships and partnership tools, but these can result in cost savings and better customer service.

In 2019, the Wisconsin Department of Public Instruction (DPI) in partnership with DWD and the 11 workforce boards will be implementing the “Libraries Activating Workforce Development Skills” (LAWDS) grant to increase collaboration between local libraries and the job center system in assisting the public with job search and career planning. Bay Area WDB has already engaged the Nicolet Federated Library System in this effort and will continue to develop the relationship.

K-12 schools are engaged in a variety of school day and after school initiatives to assist working parents by addressing the needs of their children. Bay Area WDB can develop stronger partnerships between these efforts and employers as well as promoting best practices.

During PY 2019, Bay Area WDB will continue to initiate, convene, develop, and actively participate in new regional partnership relationships to optimize resources and improve outcomes for job seekers and employers.

Priority 5: Services to assist employers in meeting their hiring needs will continue to be a focus of Bay Area WDB staff, contractors, and partners.

Bay Area WDB will support the regional Business Services Team through staff and contractor participation in coordination efforts.

Bay Area WDB staff and contractors will continue to provide support to the regional industry sector partnerships such as NEW Manufacturing Alliance, North Coast Marine Manufacturing Alliance, NEW Construction Alliance,

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Greater Green Bay Healthcare Alliance, NEW Insurance Consortium, and the NEW North IT Alliance. There will be increased efforts to integrate these sector alliances into to regular activity of the area job centers.

We will continue to administer the WAGE$ grant to increase the number of registered apprenticeships in NEW North. The development of opportunities in the three new IT apprenticeships (Data Analyst, IT Service Desk, Software Developer) will be a key focus.

Bay Area WDB staff will be available to the various media outlets upon request and actively respond to employer requests for information and training on workforce recruitment, attraction, and retention questions.

Priority 6: The strategic planning function of Bay Area Workforce Development Board will be all the more important during this period of workforce change.

Learning about, discussing, and developing strategies to address the challenges and changes in the regional workforce system will be a continuing effort on the part of the Bay Area WDB during PY 2019. Changing demographics, low employment, educational alignment, underemployment, and the integration of new technologies into the economy will be key topics for board discussion.

In PY 2019, Bay Area WDB will assess its own leadership role and begin the process of staff succession planning as long time staff look toward the next stage of their careers.

6. Describe the strategies and services that will be utilized to facilitate engagement of employers, including small employers and employers in in-demand sectors and occupations:

Employer engagement begins with the private sector representation on Bay Area Workforce Development Board. One of the reasons for having a large board membership, with balanced representation for industry sectors as well as geographically within the WDA, is to engage the employer community effectively. That is a deliberate strategy. Members take the information and discussion from board meetings back to their communities and the various business and community organizations that they participate in.

Bay Area WDB has a subcontract with Lakeshore Technical College for the Business Services Specialist position who coordinates the regional Business Services Team. This brings together the business

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development/outreach/services personnel from multiple agencies and programs on a regular basis to share information and coordinate activities. The partnership includes Wisconsin Job Service, DVR, Veterans Employment, FoodShare Employment and Training, W-2, Oneida, Stockbridge-Munsee Mohican, and Menominee tribes, Title 5 Older Americans Act, technical colleges, registered apprenticeship, CCEP, and others. The Bay Area Business Services Team meets monthly with agendas and minutes. Partners have program specific business outreach strategies, but the partnership allows for less contact duplication and agencies are able to provide information about multiple program opportunities for businesses. With many partners active in business engagement, it is not so much a matter of increasing business engagement in Bay Area as in coordinating it more effectively.

As a founding member of the NEW Manufacturing Alliance, Bay Area has easy access to 200 area manufacturing companies and 70 affiliate members which include financial institutions, insurance companies, and marketing agencies. As Bay Area WDB continues to play a vital role in the development of NEW Construction Alliance, we have direct access to 20 area firms. Similarly, because of the role Bay area WDB played in the creation of NEW North IT Alliance, we have access to a wide range of investor member companies that cut across industry sectors. Even though efforts with the Greater Green Bay Healthcare Alliance and NEW Insurance Alliance were not sustained due to the level of employer interest, those initiatives established on-going relationships in those key industries.

The purpose of business service activities is fundamentally to match employers with the skilled workers they need to thrive and grow. Secondarily, the business services team provides valuable input from employers about their current and future workforce needs. Thirdly, NEWMA and other sector alliances, in partnership with NEW North, try to anticipate future trends in technology, the marketplace, and the workforce to help the regional economy adapt to change.

7. Discuss the implementation of initiatives designed to meet the needs of employers in the local area that support the local WDB’s strategy, including:

Work-Based Learning Programs

Incumbent worker training has become the responsibility of the industry sector alliances. In an environment of worker shortage, employers are quite willing to provide additional training to their employees. NEW

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Manufacturing Alliance has developed programs such as the Leadership Academy to skill up frontline workers. In addition, Bay Area WDB assists employers with applications for Wisconsin Fast Forward grants for incumbent worker training and has administered several grants for NEWMA as well as for individual companies such as Marinette Marine. Fast Forward has been a particularly effected means of providing resources and gaining employer buy-in through the match requirement.

Bay Area has funded On-the-Job Training sporadically and only as needed. Our subcontractor Career Specialists are trained in recognizing when an OJT is appropriate and making a funding request to the board. The job center management teams work closely with partners such as DVR, FSET, W-2, CCEP and the Joseph Project to access OJT funding as appropriate.

Bay Area WDB has a history of developing customized training programs as needed. In recent years, Fast Forward grants have provided the resources for customized training. A good example is the Machine Operator training for NEWMA members offered by Lakeshore Technical College in the most recent Fast Forward Grant.

The WAGE$ grant has afforded opportunities to provide work-based learning through apprenticeship programs. Bay Area’s implementation of the WAGE$ grant has been a notable success in gaining employer participation in registered apprenticeships. One recent example is Aurora Advocate in Two Rivers that developed a Facilities Maintenance apprenticeship that will be used in all their Wisconsin and Illinois facilities.

Partnerships between K-12 schools and area businesses, particularly in manufacturing, IT, and construction, continue to expand in creative ways in partnership with sector alliances, chambers of commerce and county economic development offices. INSPIRE has been a particularly well organized effort to connect K-12 Academic and Career Planning (ACP) initiatives with regional businesses. Both workforce boards have been engaged in the effort that is being led by CESA #6, CESA #7, and CESA #8, whose districts encompass the NEW North region. INSPIRE Sheboygan has been the model for a successful program. The workforce boards played a key role in convening this regional partnership in 2017.

Sector Partnerships Participation

The Job Center and Regional Business Services Team meet regularly and share information. This allows each partner program to provide business

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contacts with a menu of services available from partner programs as well as information about sector partnerships. Since current sector alliances in manufacturing, IT, and construction require membership dues, Business Service Team members are comfortable providing information about sector partnership opportunities, but do not perform active recruitment for those organizations.

Sector Partnerships – Status and Objectives

One of the great successes in Bay Area is that through the industry sector alliances the board helped to create, employers are taking the initiative to develop their own workforce solutions. NEW Manufacturing Alliance in particular, has developed projects such as the “Get Real Math” videos, Internship Draft Day, and K-12 Partnership Awards to connect with the future workforce. NEWMA has also conducted surveys and follow up taskforces on worker retirement, attracting young workers, and integrating new technologies. The 2020 strategic plan for NEWMA is:

Mission of NEW Manufacturing Alliance: Driving development of a diverse, innovative, and sustainable workforce by promoting an inspiring image of NE Wisconsin manufacturing to the world.

Vision of NEW Manufacturing Alliance: Every NE Wisconsin Manufacturer can find the talent it needs.

Strategic Objectives:Financial (Board of Directors)

Increase membership from 168 to 240 manufacturers (40% of manufacturing base in the region).

Continue to be financially self-sustaining while expanding current programs.o Create a welcome packet for new members.o 95% retention rate for manufacturing members.o Increase college scholarships to $50,000 by continuing the President’s Cup.

Engage and have strong participation from Associate members at Alliance events and taskforces.

o 90% of Associate members will attend at least one Alliance event during the year.o Two Associate members will refer a new member to the organization per year.o Create emailing messaging with spotlights of each Associate member.

Engage Affiliate memberships o 90% of Affiliate members will attend at least one Alliance event during the year.o Two Affiliate members will refer a new member to the organization per year.

Partnerships / Collaboration Continue to engage and develop relationships with NEW ERA, K-12, workforce and economic

development. Be the thought leader to manufacturers throughout the world related to mfg. careers/

manufacturing alliances.

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K-16 Increase the number of graduating high school students attending a technical college in a

manufacturing-related degree field.o Earn to Learn program will have 50 high school students.

Reach same engagement of partnership with rural K-12 as urban K-12. o 60% of school districts will attend at least one Alliance event.

Advocate, educate, innovate and increase enrollments for degrees in all facets of manufacturing (supply chain, accounting, engineering, etc). Measure = # programs / # of graduates / # hired from programs

Provide manufacturing career materials and outreach for the Academic & Career Planning (ACP) for all New North schools.

o Host the ACP Partnerships Roundtable event.o Survey membership each year on what K-12 outreach they will do and what school

districts; share results with the schools.o Expand Get Real Math with Get Real Science and enhance utilization of the videos.o Continue to host the Excellence in Mfg./K-12 Partnerships Awards showcasing best

practices in ACP. Increase the number of female students going into STEM/tech ed

o Two programs focused on females in STEM/tech ed Increase the number of tech ed teachers in the region.

o Host a summer tech ed event.o Provide college scholarship for the new FVTC/Oshkosh tech ed degree program.

Promotion / Marketing Improve parents’ perception that mfg. careers are an exciting, lucrative, positive career choice.

o Two events with parents and students Job Seekers and college students in and outside of the New North are excited about

manufacturing career opportunities within the region. o Increase the number of students attending Internship Draft Day to 250.o One faculty/staff event networking with regional manufacturers.o One Alliance led trip to a college to engage members with staff/faculty.o Promote jobs in northeast Wisconsin at a retiring out of the military job fair outside of

the region.o Increase Twitter followers to 2,000 and begin an Instagram account.

Improve the image of manufacturing careers with job seekers, students, and opinion leaders.o Continue to expand the distribution of the All Stars magazine.o Research what are the perceptions of 19-30 year of age regarding manufacturing

careers. Understand and communicate the job needs of the manufacturing environment.

o Continue with the Northeast Wisconsin Manufacturing Vitality Study

Talent (Development) Connect Alliance members with veterans and entry level workers (completed a program with My

Brother’s Keeper, Forward Services, Literacy Agencies). o Create a matching system for entry level workers

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o Continue to work with regional Vet Services in identifying Vet job seekers for the Hire a Hero program.

o Create a program to have vets come to the region to explore job opportunities. Develop an advanced manufacturing workforce by creating a culture of continuous education

and growth.o Research incumbent training initiatives.o Explore Fast Forward grant opportunities.

Attracting talent to member companies in the New North, K-16 and outside of the region.o Create one event/program to attract individuals that lived in the New North that moved

from the area. Develop a strategy for retired workers that engages and leverages their talent.

o Create a Hall of Fame of individuals that are no longer working year round-full time at their company and match them with companies looking for part-time/year-round or temporary work.

o Develop a seminar for individuals about to retire focused on topics to help them transition into retirement.

Understanding how organizational culture impacts retention at companies.o Identify best practices to be shared with the membership.

Increase the number of females that are in manufacturing.o Understand the barriers and opportunities for females working in manufacturing.o Create a program to increase the retention rates of females in manufacturing.o Create 1 new program directed at K-12 females in a manufacturing career awareness

program.

Technology & Innovation Educate the membership about Industry 4.0 and innovation

o Tour innovation centers outside of the New Northo Knowledge share with content expertso Create an email distribution system for those companies interested in learning more

about Industry 4.0 Understand how Industry 4.0 technologies are to be integrated into companies

o Two study pilots bringing companies together to study a topic in this area.o Replicate Industry 4.0 study in 2021.

Career pathways in Process Engineering and Data Analyticso Create career pathways that are shared with K-16

The NEW North IT Alliance operates independently of the workforce board although there is regular communication between us. Information about the NEW North IT Alliance is available at: https://www.thenewnorth.com/talent/talent-alliances/it-alliance/. Their mission and goals are:

Vision: NEW ITA is viewed as the primary authority on all things related to IT/Digital Technology in NEW.

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Mission: Advance collaboration efforts that promote tech health of the region

Pillars

Promote:o Showcase and promote regional high-tech organizations at a national stageo Provide a platform for small tech companies to be exposed to regional and

national businesses Advocate:

o Evangelize and promote IT/Digital disciplines and careerso Lobby with Local, State and Federal legislature to promote policies and

regulations favoring local IT/Digital needso Lobby with Financial Institutes to develop funding sources for startup businesses

Research:o Act as a reporting agency by collecting and reporting on regional datasets

relevant to Digital space Conduct Surveys Setup Publications

Collaborate:o Work with regional Higher Education Institutes and Businesses to setup

Incubators/Labs Favor innovations Facilitate and advise startups Develop funding sources to take selected innovations to market

o Offer a platform for businesses to come together and partner in developing solutions

o Work with Local organizations to improve their access to the region Advise:

o Work in Advisory capacity to directly work with area Universities, Tech Colleges and K-12 institutions to develop programs and curriculum that is in line with the business demands and needs of today and tomorrow

Service:o Develop programs to offer services to members

Recruitment Business Expo Hard/Soft Skill development

The NEW Construction Alliance is still in the development phase. Strategic goals for 2020 include:

Construction Alliance BOD Meeting / Strategy Planning - 7/9/2019

Ideas Construction needs to be more productive Outsource WD work Consult with companies to solve their issue Partner with temp agencies

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Actions *Priority 1 - Public relations on perceptions

*Priority 2 - Hire a PT Director Fund through Tech Schools Grants Use someone already on staff $27,000 / 1 year (temp to hire?)

*Priority 3 – The Joseph Project Liaison with contractors Prepare contractors Educate contractors Hire Graduates

*Priority 4 – Work on our industry Productivity Trade Alliances Best Practices

Goals (Deliverables) Hold xx recruiting meetings Regular communications with identified decisions makers Regular communications with identified members 2 pieces of PR / month Stan & Bill with put together job posting for the PT Director position Increase membership by xx per month

Director / Mangers Concordia Tech Schools CESA

Funding Sources Loan from NEW MA Grants from Chambers Grants from ABC & AGC Mail list from original founders Fundraising – activities

There are three healthcare alliances operating within Bay Area: Greater Green Bay Area Healthcare Alliance (http://www.ggbha.org/), Fox Cities Healthcare Alliance (https://www.fvhca.org/) and Lakeshore Healthcare

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Alliance (http://www.lshca.org/). All three operate independently of the workforce board.

The NEW Insurance Alliance has ceased to operate due to the lack of company participation.

Career Pathways

Both workforce boards were active with the four NEW North technical colleges (NWTC, LTC, FVTC, and MPTC) during the years when the RISE grants (2015-2018) were used to develop career pathways in the region. WIA/WIOA training has been carefully coordinated with those career pathway opportunities which are now embedded in our regional system. During the last several years, opportunities for work-based learning have exploded throughout the region with significant increases in youth apprenticeship participation. The Bay Area Executive Director serves on the Wisconsin Career Pathways Committee. The development and expansion of career pathways has been led by the technical colleges because of the RISE grants they received. Each technical college sets its own strategic objectives. The Regional Business Services Team includes participation by the technical colleges.

8. Describe how the local WDB, working with the entities carrying our core programs, will expand access to employment, training, education, and supportive services for eligible individuals, particularly eligible individuals with barriers to employment:

Please see NEW North Regional Plan, Question 3 above.

9. Describe the strategy employed to work with adult education providers funded under Title II of WIOA and vocational rehabilitation providers funded under Title IV of WIOA to align available resources:

The coordination between Title 2 and Title 4 is maintained through the local job center management teams. Each comprehensive job center has a management team comprised of the department head of each partner or a designated representative. These teams meet monthly with the primary responsibility of coordination of services and transfer of information.

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10. Describe the strategies and services that will be utilized to strengthen linkages between the one-stop delivery system and unemployment insurance programs:

With state merit employees staffing the resource rooms in the job centers, resource rooms will have brochures available to the public providing information about UI and how to apply for UI. That information will include the telephone number for the UI Call Center. Resource room staff will be expected to have training on the online UI application process and be able to assist customers with that protocol. WIOA Title 1 staff will also be trained on the online UI application process for those instances in which state merit staff are not available to provide that service. Lastly, the Local EO Officer sometimes receives customer complaints, sometimes about UI. In those cases, the Local EOO assists the complainant with UI information from the UI representative on the workforce board.

11. Describe how the local WDB will coordinate workforce investment activities carried out in the local area with economic development activities carried out the planning region and promote entrepreneurial skills training and microenterprise services:

Bay Area WDB and Fox Valley WDB played an instrumental role in the creation and development of the regional economic development organization, NEW North. Our two organizations continue to have a close relationship with NEW North and the Bay Area WDB Executive Director has been an active participant in the on-going NEW North strategic planning process and associated committee work. Two county economic development agencies are represented on Bay Area WDB, and both bring information back and forth to the regional economic development group, NEWREP. Their representation, along with the technical colleges, also connects the board to the entrepreneurial skills training and microenterprise activity in the region. Bay Area WDB and job center subcontractors make referrals to business development programs as appropriate. The executive directors of Bay Area WDB and Fox Valley WDB provide an annual presentation at a NEWREP meeting. Most economic development agencies are involved with Academic and Career Planning (ACP) activities in the K-12 schools, and the Bay Area executive director participates on the NEW North INSPIRE Career Planning Advisory Committee. Weekly newsletters from many of the area economic development offices, as well as regional publications such as The Business News and Insight on Business help to keep WDB staff informed about economic development and entrepreneurial activity in the region.

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12. Provide a description of the workforce development system in the local area that:

a. Programs: The partner programs of the Bay Area One-Stop System were described in the 2016 Bay Area WIOA Local Plan and the 2018 Local Plan update. In addition to administering the three main WIOA Title I Programs (Youth, Adult, and Dislocated Worker) across the 11-county WDA, Bay Area Workforce Development Board also administers two unique targeted population workforce development programs. First, beginning in 1998, Bay Area WDB has provided Department of Corrections re-entry workforce development programming for individuals returning to the Bay WDA following incarceration. The Windows to Work (W2W) program has been highly successful, preparing individuals for reintegration, leading to meaningful employment and earning self-sustaining wages while significantly reducing recidivism. Through funding made available by the Department of Children and Families, Bay Area WDB also administers the Independent Living Program (ILP) across a 17-county region (WDAs 4 and 5) for young adults preparing to “age-out” of the foster care system. While the ILP has been instrumental in assisting young people to transition successfully from the child welfare system to self-sustaining, meaningful employment, the collaboration and networks established between Bay Area WDB, K-12 school districts, child welfare agencies, and many community resource organizations has immensely strengthened Bay Area WDB’s youth programming initiatives., It has also elevated Bay Area WDB’s influence as the region’s preeminent youth workforce development entity.

b. Strategies: BAWDB’s overarching workforce development strategy reflects the Wisconsin Department of Workforce Development’s vision emphasizing the force-multiplying impact of community and regional collaborations in an effort to develop and sustain comprehensive workforce development programming, maximizing accessibility to both employers and job seekers. Job center management teams are the foundation of our system, bringing the local partners together within the One-Stop platform to maximize coordination of services. Local partners can vary within each subregion of Bay WDA, so the

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local partnership is key to successful collaboration. Bay Area WDB innovatively leverages multiple funding streams across a wide variety of partnering organizations to optimize program delivery while “bridging every gap” of served customers.

Historically, physical “brick and mortar” job center facilities have served as the center of gravity and Bay Area WDB’s program/service delivery culminating points; however, as new technology begins to emerge coupled with funding reductions and an evolving demand for services, Bay Area WDB recognizes the growing importance of incorporating greater mobility, agility, and flexibility in workforce development operations and strategy.

Over the course of the next half-decade, Bay Area WDB anticipates a major overhaul in terms of how services and programs are delivered across the WDA, most notable will be an enhanced utilization of existing and emerging technology to optimize available resources while better meeting the rapidly evolving workforce development needs of future customers.

13. Describe the one-stop delivery system in the local area:

a. Locations of Comprehensive Job Centers

Brown County Job Center301 N Adams Street, Ste 130Green Bay, WI 54301

Fox Cities Workforce / Development Center1802 Appleton RoadMenasha, WI 54952

Sheboygan Job Center3620 Wilgus AvenueSheboygan, WI 53081

Marinette Job Center1605 University DriveMarinette, WI 54143

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Access Points of Service

Shawano County Job Center607 Elizabeth StreetShawano , WI 54166

Door County Job Center1300 Egg Harbor RoadSuite 124Sturgeon Bay, WI 54235Specialized Centers Serving the three tribal communities in the Bay Area

College of Menominee Nation Job CenterN172 Hwy 47/55PO Box 1179Keshena, WI 54135

Oneida / Economic Support Services2640 West Point RoadGreen Bay, WI 54304

Stockbridge-Munsee Community CenterTribe of IndiansW13447 Camp 14 RoadBowler, WI 54416

Please Note that Bay Area WDB is a partner in the Fox Cities Workforce Development Center, a Comprehensive Job Center in the Fox Valley WDA.

Information about the partners and services at each location is available at www.bayareawdb.org on the ”Job Centers” tab.

b. Core program integration strategies

Each job center submits a service plan to the board that describes the operation of the core services provided by the partners at that center. Based on their funding sources, the partners provide a description on what and how their

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contribution to the core services of the center will be. The partners monitor the services at the monthly meeting of the management team for their center. The management team connects to other required partner programs either through local offices or through Bay Area WDB to connect to services not available locally.

c. Roles/resources of each OS partner.

The roles and resources of each partner are guided and limited by their funding source and are specified in the service plan provided to the workforce board. Each partner program provides a strong, vested interest in the success of the local job center they staff and contributes to the extent of their funding source. Each partner program works to support the continuous improvement of their job center system. This process focuses on the integration of services, elimination of duplication and inefficiencies.

d. Access to services

Bay Area WDB maintains access service points throughout the large, 11-county region as specified above. There is a historically strong effort to provide and/or coordinate services to the three Indian communities/tribes in the region since they are the most remote and have unique workforce challenges. Bay Area staff work with agencies such as NEWCAP and WE Are Hope, Inc. to ensure connection to job center services not available locally. The solid relationship with the three area technical colleges provides referrals for core services.

e. All contracted Bay Area WDB WIOA service providers routinely utilize a comprehensive battery of formal, objective assessments to determine the participant’s career interests, basic aptitudes, financial and computer literacies, support needs, and life skills. The individual and collective assessment results are incorporated into the individual service strategy and appropriately addressed throughout the course of program participation. Although providing important value, formal assessments are not intended to be

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used as a “one and done” assessment nor are results to be interpreted as “go/no-go” criteria for specific services (i.e. training).

Wherever and whenever possible and practical, contracted service providers utilize previously administered assessment results to avoid duplicity and unnecessary effort. Perhaps most noteworthy, Bay Area WDB youth program service providers closely coordinate services with partnering agencies (i.e. CWAs, public schools, post-secondary education institutions, etc.) accessing assessment results previously administered which serve to streamline and accelerate the intake to enrollment to initial IEP/ISS development phases.

f. There is a communication network between local programs that provide services to ELL individuals at each job center. The Bay Area Board has translated vital documents in the three primary languages within the Bay Area. A service plan for languages that do not meet the 1,000 number or 5% measure is in place. The plan has been submitted to DWD and is included in the contract for each job center. The Bay Area Board staff will review the primary languages for the area after the conclusion of the new census.

g. The section 188 checklist is reviewed at the formal annual monitoring of each job center. Areas of non-compliance are addressed and a corrective action plan is put in place. The board is limited in the amount of leverage it has in addressing issues involving DWD programs.

h. Bay Area WDB utilizes a “real-time” performance dashboard to monitor individual staff, organization, and WDB common measure WIOA performance. Trend analysis allows training interventions to mitigate performance risks and better ensure negotiated performance targets are continuously met. Additionally, Bay Area WDB facilitates a mandated comprehensive contracted service provider annual training program in combination with executing a three-part sub-recipient/contract monitoring process – fiscal, program, and direct participant interviews to ensure contractual

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deliverables are met, challenges are immediately identified, and corrective action plans developed. Key industry sector alliances (Manufacturing, Information Technology, Construction, as well as contacts on Healthcare and Transportation/Logistics) and their employer member voices serve a critical role in the alignment of WDB resources and programming strategies.

Bay Area WDB has the Strategic Leadership Committee that brings together private sector representatives of the board and job center leaders to discuss job center performance and anticipate future trends and challenges with the express purpose of continuous improvement of job center performance.

i. Bay Area WDB utilizes the standard DWD ETPL and associated ITAs for all WIOA training services, with certain limitations imposed based on funding availability, regional skilled labor demands, and past training provider performance.

j. Bay Area WDB broadly infuses program and service outreach to individuals with barriers to employment information into nearly every aspect of operations, from regularly occurring formal meetings (i.e. WDB, Youth Standing Committee, CP trainings, industry alliance meetings) as well as frequent contacts and interviews with local media outlets. Additionally, the BAWDB and its contracted WIOA service providers have established solid lines of communication and referral networks with a diverse array of organizations specializing in working with former offenders, ‘at-risk’ young people, individuals with disabilities, and other populations with high concentrations of barriers to education and/or employment. Program service subcontracts contain requirements for service levels to individuals with barriers to employment.

14. Provide a description of how the local WDB will coordinate education and workforce investment activities carried out in the local area with relevant secondary and postsecondary education programs and activities to coordinate strategies, enhance services, and avoid duplication of services:

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Bay Area WDB, with input from the Youth Standing Committee and in partnership with our industry sector alliances, has been leading the regional discussion about career pathways for years. K-12 education, postsecondary educational institutions, and business all have

representatives on the WDB so that their constituencies are included in that discussion. WIOA training policy specifically directs the career training that is authorized in Bay Area for Adults, Dislocated Workers, and Youth using priority of service guidelines that are built into service provider contracts to engage barriered populations. That policy is developed and continually updated with information from board discussion, data from the Local Labor Economist, and technical college Graduate Reports. At the time of WIOA enrollment into training, an assessment is done to determine the participant’s supportive service needs to ensure a successful training outcome. Those support services needs are met to the extent allowed by WIOA regulations and available funding.

The Bay Area WDB Executive Director serves on the Wisconsin Career Pathways Committee representing the Wisconsin Workforce Development Association (WWDA). The industry sector alliances that are associated with the WDB are key sources of information for career pathway planning in the Bay WDA. The industry alliances in advanced manufacturing, construction, IT, and healthcare have been actively working with the technical colleges to create career pathways. Until recently, the NEW Insurance Consortium was engaged in career pathway development as well. The NEW North IT Alliance, with funding from Bay Area WDB and others, conducted a major study in 2015 to identify career pathway opportunities in that vital field. NEWERA, a collaboration of the postsecondary educational institutions in NEW North, has been a leader in the region, including the IT initiative.

15. Provide a description and assessment of the type and availability of adult and dislocated worker employment and training activities in the local area:

Bay Area WDB subcontracts for Career Service Specialist services throughout the 11-county region. Subcontractors are available in job centers and on an itinerant basis to those in need throughout the region. Historically, Bay Area enrollment numbers and program performance have been comparable or better than any in the state. Service availability is managed well over a large geographical area. In prior years, the Bay Area Rapid Response Team has been recognized by DWD as among the best

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in the state and has been praised by our county officials. The area technical colleges, the College of the Menominee Nation, and

other postsecondary training providers have ensured that quality training in in- demand occupations is available to all. Bay Area is known for developing customized training as appropriate, most recently partnering with Fox Valley Technical College and the College of the Menominee Nation to provide CDL training in Keshena. Bay Area’s administration of Wisconsin

Fast Forward contracts has also enhanced the quality and capacity of in- demand training programs in the region. Partnership with Lakeshore Technical College and NEW Manufacturing Alliance has also resulted in the development of employer-focused training.

16. Provide a description and assessment of the type and availability of youth workforce investment activities in the local area:

There are numerous youth workforce initiatives in a region as large and diverse as Bay WDB. Under WIA, the Bay Area Youth Council had served as a networking body for sharing information and best practices. The transition to a Youth Standing Committee under WIOA will continue that important function and its structure will be evaluated in PY 2020. The Youth Council included representatives from agencies that serve youth with disabilities such as CESA #8 and DVR and it has been an effective means of connecting young people with career services, training, and employment in the region. The three technical colleges have been particularly active in Youth Council initiatives and they

provide intensive services for students with disabilities at their institutions. Area job centers also receive WIOA Youth funding for Basic Career Services directed at young job seekers. The job centers are actively engaged with local school districts in career planning and job seeking initiatives.

Bay Area WDB has recently spearheaded two unique collaborative projects in its continuing efforts to expand, augment, and synergistically improve the efficacy and efficiency of WIOA youth programming. In 2015, Bay Area WDB was awarded a significant project grant from the Wisconsin Department of Children and Families and centers on developing a continuum of services aimed towards preparing youth aging out of the foster care system for the world of work. Ideally, many of these vulnerable youth will be co-enrolled in WIOA youth programs, expanding their access to post-secondary education and purposeful employment opportunities leading to self-sufficiency achievement. The geographic scope of the project combines the 17 counties of Bay Area and Fox

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Valley WDAs, leveraging the strong partnership forged by the two WDBs. The project’s genesis began with a piloted project funded by the Greater Green Bay Community Foundation, bringing together multiple local area youth service providers united through a common cause of preparing ‘at-risk’ youth for the challenges of adulthood by focusing on the development, funding, and achievement of individualized career pathways.

Bay Area has taken the initiative to redesign youth services under WIOA. Five years ago a $25,000 planning grant from the Greater Green Bay Community Foundation allowed the BAWDB and a number of community youth service providers to gain a better understanding of the challenges foster care youth face as they age out of the foster care system. Many lessons were learned, some by trial and error, others through evidenced-based practices that have been incorporated into the Bay Area WDB’s WIOA youth/young adult services model. Bay Area WDB now has ten Youth Career Services Specialists (YCSS) under contract and continues to provide intensive training to better engage this

population and assist them into WIOA services as they leave the foster care system.

Creating that pipeline into WIOA services involves a new level of partnership with the county foster care offices as well as with the K-12 school districts and the variety of agencies that provide services to that target population. As part of that effort, Bay Area WDB has hired a full time Youth Work Experience Coordinator to work with the YCSS contractors and maximize our opportunity to provide appropriate, career focused, and successful work experiences as part of the overall WIOA Youth program. Along with an additional $300,000 grant from the Greater Green Bay Community Foundation, Bay Area was awarded the

contract to administer the John H. Chafee Foster Care Independent Living Grant in a 17-county region that includes the six Fox Valley WDA counties. By coordinating the use of these different funding sources, Bay Area WDB is actively working to connect WIOA Youth and other job center services with county services and school districts to ensure a smooth transition as young people enter postsecondary education and/or the regional workforce.

17. Provide the local area’s definitions of the “requires additional assistance” eligibility criterion for:

a. ISY: At this time the BAWDB does not permit “requires additional assistance” to be used as an approved eligibility

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criterion for In-School-Youth in consideration of the federal regulations which explicitly restricts ISY expenditures and the RAA eligibility application.

b. OSY: Out-of-School Youth who do NOT meet at least one of the primary OSY eligibility criteria BUT provide written self-attestation sufficiently demonstrating the need for “additional assistance” to be successful in education and/or employment may qualify. Possible justification may include, but not limited to: youth’s need for intensive CP assistance/support, geographic barriers, a likely future life-changing event, etc.

18. Provide a description of how the local WDB will coordinate workforce investment activities carried out under this title in the local area with the provision of adult education and literacy activities under Title II in the local area:

Both NWTC and LTC have long standing relationships with the job centers in their districts. LTC was previously collocated with the Manitowoc and Sheboygan job centers, although that physical relationship has now changed. NWTC has often provided Title 2 services in job centers. In Marinette, NWTC and the job center are collocated. Both technical colleges have readily contributed a portion of their Title 2 funding for job center infrastructure. This historical relationship means that job center staff, including Title 1 subcontractors, are aware of Title 2 services and how to access them for customers with an assessed need for basic skills remediation and/or GED training. Representatives of the technical colleges participate on the job center

management teams to ensure regular communication with partner programs.

19. Describe how executed cooperative agreements and MOU(s) define how all local service providers, including additional providers, will carry out the requirements for integration of and access to the entire set of services available in the local One-Stop delivery system:

The Resource Sharing Agreements and MOU(s) have solidified the already strong relationship Bay Area WDB, local area service providers and community service organizations have had in place since the Job Training Partnership Act promoted the development of partnerships in the 1990s. Bay Area WDB took an active role in the promotion of these partnerships and was the first board to establish local management teams. The teams, comprised of on- site partners and community organization representatives, provide each job center

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with a focused local direction and each partner at the center with a voice in the management and delivery of services. The true value of the cooperative agreements and MOU(s) is measured by the stronger relationship and involvement that DWD programs now have in the job center system in the Bay Area. This change has provided additional opportunities for the expansion of job center core services and has improved the cross referral of targeted DWD programs.

20. Provide a description of how the local WDB will coordinate workforce investment activities carried out under this title in the local area with the provision of transportation, including public transportation and other appropriate supportive services in the local area:

Bay Area WDB’s supportive service policy allows for the purchase of public transportation tickets and subcontractor Career Service Specialists are trained to access that service. Bay Area WDB also provides reimbursement to enrolled participants for costs associated with the use of their personal vehicles for transportation to and from training programs. This is especially important in the northern portion of the WDA in which training sites are distant and there is no public transportation. On occasion, Bay Area WDB provides input into public

transportation offices about the needs of Title 1 customers.

21. Provide a description of plans and strategies for and assurances concerning, maximizing coordination of services provided by the State employment service under W-P:

Each Bay Area job center has a management team that meets regularly to carry out responsibilities specified in the OSO contract. Title 3 staff participate as members of the management teams. A Wagner-Peyser representative is a member of Bay Area WDB Strategic Leadership Committee.

22. Identify the administrative entity and/or fiscal agent responsible for the disbursal of Title I funds in the local area, as determined by the CEO or the Governor:

Bay Area Workforce Development Board is designated by the Bay Area Local Elected Officials Board as the “Grant Sub-Recipient” of Title 1 funds in the Bay WDA. Please refer to Bay Area Counties CEO Agreement as amended on 5/19/2016 at Section III. F. and Section V. A. 1-2; and the 2018-2020 Bay Area LEO/WDB Agreement at Section I. D.

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23. Describe the competitive process used to award the sub-grants and contracts in the local area for the WIOA Title I activities:

Bay Area Workforce Development Board

Procurement Policy Effective November 19, 2015

I. Procurement Planning

It is the intent of the Bay Area Workforce Development Board (“Bay Area WDB”) to contract all services. As such, the Bay Area WDB promotes a competitive and open procurement process for the delivery of employment and training programs. The Request for Proposals (RFP) process will be utilized except in the case of State of Wisconsin approved Eligible Training Provider List (ETPL) educational/occupational skills training, an employer-focused project, work experience sites, or other projects where a sole source is required by the grant. All sole source procurements must meet the Workforce Innovation and Opportunity Act (WIOA) requirements of a sole source provider. All procurements will be authorized through the Bay Area WDB and services provided through a contract or Memorandum of Understanding (MOU).

II. Authority to Take Procurement Actions

Bay Area WDB staff will be responsible for all procurements authorized by the Bay Area WDB. The Bay Area WDB will designate the type of funds, project goals and requirements, and any specific limitations prior to the solicitation. The RFP will be written and released by the Bay Area WDB administrative staff.

III. Workforce Board Request for Proposals

Prior to the issue of an RFP, the Department of Labor and the Department of Workforce Development’s performance requirements and other contractual requirements to meet these goals will be established by the Bay Area WDB’s Program Operations Manager. The Workforce Development Area Plan, and the requirements of the Workforce Innovation and Opportunity Act (WIOA) for each Title, will be the guide for the delivery of services and activities. The Bay Area WDB staff will specify the services needed, standards to be met, and the administrative and budgetary limits in the RFP.

Prior Bay Area WDB review of the RFP is not required. A public notice of the Bay Area WDB’s intent to issue an RFP will be published in area newspapers, and a notice mailed or emailed to any potential bidder that has requested to be on the Bay Area WDB’s bidder’s mailing list. The bid or RFP will be posted on the Bay Area WDB’s web page and at each job center within it’s area.

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A Proposal Review Committee, selected by members of the Bay Area WDB, will evaluate and rate the proposals, and make a recommendation to the Bay Area WDB for funding. Potential contractors may be given the opportunity to present their proposal and answer questions at a meeting of the Proposal Review Committee’s prior to making their recommendation for funding. All contracts issued will be on a cost reimbursement basis. No profit will be allowed in WIOA contracts. The Bay Area WDB reserves the right to waive all or parts of the competitive procurement process during the second year of each two-year WIOA funding cycle and utilize the “second year option” in a contract. Prior year service provision, budget, performance, and expenditures will be the primary consideration.

IV. Sole Source Procurement

Any Sole Source procurement will meet the requirements of the WIOA and the regulations issued for the law. All sole source procurements will be authorized by the Bay Area WDB and approved by the Department of Workforce Development (DWD).

V. Individual Training Accounts

Sole Source procurement will be used for educational/training services that provide associate or technical degree diplomas or a specific occupational skill. The training vendor must be an approved provider on the State of Wisconsin’s ETPL.

VI. Non -Request for Proposals Solicitations

Small purchases and/or non-service purchases will follow the procedures in the Bay Area WDB’s Financial Procedures Manual.

VII. Participant Assessment

Participant assessments will be provided through an open-end Purchase of Services Agreement with vendors and will be available to all providers of WIOA services, as well as job center partners. The selection of the assessment will be the responsibility of the Career Services Specialist (CSS) working with the Participant, and be based on the needs of the Participant, location of the assessment facility, type of assessment, the availability of the assessment, and the requirements of the funding source. The assessment process will be requested and paid according to the process described in the Bay Area WDB’s Financial Procedures Manual.

VIII. Contract Responsibilities

All contracts are negotiated and written by the Bay Area WDB’s Program Operations Manager. The Executive Director will be the signatory for all contracts. Modifications to the contract are the responsibility of the Program Operations Manager for programmatic changes, and the Bay Area WDB’s Controller for fiscal changes. The signatory for all modifications, programmatic and/or fiscal, will be the Executive Director. Bay Area WDB review and approval of specific contracts or modifications is not required. All contracts are subject to the Open Records Law Wis. Stat. §§ 19.31-19.39.

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BAY AREA WORKFORCE

DEVELOPMENT BOARD

PROCUREMENT MANUAL

FEBRUARY 2016

Policies & Procedures\Procurement Manual

1

It is the policy of the Bay Area Workforce Development Board (BAWDB) to provide a competitive and open procurement process for the delivery of employment and training programs. The Request for Proposals process will be utilized except in educational/occupational skills training, in a specific grant-focused procurement, an employer-focused project, or other projects where sole source is required by the grant. All procurements will be authorized through the Bay Area Workforce Development Board and services provided through a contract or MOU.

PROCUREMENT PROCESS

AUTHORITY TO TAKE PROCUREMENT ACTIONS

The staff of the Board will be responsible for all procurements authorized by the board. The board will designate the amount and type of funds, project goals /requirements and any specific limitations prior to the solicitation.

CONTRACT RESPONSIBILITES

All contracts are negotiated and written by the Program Operations Manager of the workforce board. The Executive Director will be the signatory for all of the contracts. Modifications to the contract are the responsibility of the Program Operations Manager of the workforce board for programmatic changes and the Controller of the workforce board for fiscal changes. The signatory for modifications will be the workforce board Executive Director. All contracts issued will be on a cost reimbursement basis. No profit will be allowed in WIOA contracts.

WIOA Request for Proposals

Prior to the issue of a Request for Proposals, the Department of Labor (DOL) Performance requirements and other contractual requirements to meet these goals will be established by the Program Operations Manager of the workforce board. The Workforce Development Area (WDA) Plan and the requirements of the WIOA for each Title will be the guide for the delivery of services and activities. The board’s staff will specify the services needed, standards to be met, and the administrative and budgetary limits in the Request for Proposal.

PROCUREMENT PLANNING

The Request for Proposal will be written and released by the Bay Area Workforce Development Boards’ administrative staff. Prior board review of the Request for Proposals is not required. A Review Committee of the workforce board will rate the proposals and make a recommendation to the workforce board for funding. Offerors may be given the opportunity to present their proposal and answer questions at the Review Committee’s meeting dealing with the recommendation for funding.

Policies & Procedures\Procurement Manual

2

It is the intent of the Bay Area Board to contract all services. Prior to issue of the Request for Proposals, a public notice of the Board’s intent to issue a Request for Proposals will be published and a mail notice or email notification to any potential bidder that has requested to be on the bidder’s mailing list. The bid or request for proposals will be posted on the Board’s web page. The Bay Area Workforce Board reserves the right to waive all or parts of the competitive procurement process during the second year of each two-year WIOA planning cycle and utilize the second year option in a contract.

SOLE SOURCE PROCUREMENT

Sole Source procurement will be used for educational/training services that provide associate or technical degree diplomas or a specific occupational skill. The training vendor must have an approved ETPL. Any other sole source procurement will follow the WIA guidelines for sole source and be approved by the Board prior to commencement of the process.

NON - REQUEST FOR PROPOSALS SOLICITATIONS

Small purchases and/or non- service purchases will follow the procedures in the Workforce Board’s Financial Procedures Manual.

Participant assessments will be provided through an open-end Purchase of Services Agreement with vendors and will be available to all providers of WIOA services or job center partners. The selection of the assessment will be the responsibility of the CSS working with the participant and be based on the location of the assessment facility, type of assessment, the availability of the assessment and the requirements of the funding source. The assessment process will be requested and paid according to the process described in the Workforce Board's Financial Procedures Manual.

I. REQUEST FOR PROPOSALS SELECTION SYSTEM

These procedures will be followed in all cases when a program operator selection takes place within the context of a formal Request for Proposals process.

3Policies & Procedures\Procurement Manual

The primary consideration in selecting agencies or organizations to deliver services within the Bay Area will be the past performance and audit reports of the contractor. The likelihood of meeting future performance goals, cost of the service, quality of proposed services and the need for such services will also be considered. The Bay Area Workforce Development Board retains the right to accept or reject any or all offers on the basis of these evaluation factors. In complying with WIOA regulations, extra considerations shall be given to minority owned/managed organizations, veteran owned/managed organizations, community based organizations including women's organizations with knowledge/experience in non- traditional occupations for women.

Funds provided under this Act shall not be used to duplicate facilities or services available in the area (with or without reimbursement) from federal, state or local sources, unless it is demonstrated that alternative services or facilities would be more effective or more likely to achieve the workforce development area's performance goals.

In order to meet the requirements of the WIOA and to allow for consideration of new and innovative proposals while also giving consideration to programs with demonstrated performance a five -part selection system will be used. The components of this system are: (a) Demonstrated performance, (b) Proposal rating, (c) Local factors, (d) Program management factors, (e) Cost price analysis, fiscal rating.

In order for a proposal to be considered for funding, it must achieve at least 50% of the total available points.

A. DEMONSTRATED PERFORMANCE

The methodology outlined below will be used by the Bay Area Workforce Board staff:

1. The basic elements which will be measured are:

a. Expenditures, enrollments and placements/positive terminations. The program operator’s actual performance versus their required performance is rated on the requirements of the contract.

b. Federal Performance Standards

The actual performance versus required performance on each performance standard is measured.

c. Target Group Performance

Actual performance versus the Workforce Development Area's

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required performance is measured on the target groups for programs which serve adults and youth. The target groups are: veterans, spouses of veterans, minorities, disabled persons, public assistance recipient, drop-out/truant, and offender,

d. Non-Traditional Occupations

The effectiveness of an operator in the enrollment and placement of women into NTO will be evaluated. No proposers or contractor will be exempt from the NTO requirement.

2. Rating Method

Based upon a comparison of planned performance against the actual performance reported from the ASSET system a rating score is assigned for each element.

After a final demonstrated performance score has been determined for each program operator it is possible to compare the performance of each program against that of comparable programs.

In order to allow a potential program operator that has no demonstrated performance in the Bay Area Workforce Development Board an opportunity to compete, an adjustment must be used to offset the demonstrated performance score. The adjustment will be the average of the demonstrated performance scores received by all of the proposals in the same Title.

3. Comparable or related services imply that the program operated in the past need not be exactly the same as that now being proposed. If some questions exist, a judgment must be made by the Bay Area Workforce Board Program Operations Manager. If assignment of a demonstrated performance score is denied, the reasons for denial will be clearly given to the proposer and the Bay Area Workforce Board Performance Committee.

If a proposed program falls into any one of the following categories, a demonstrated performance score will not be assigned:a. The program proposed for consideration was operated in a

different WDA. It may not be possible to obtain proper documentation of such performance, or the methodology used may not be consistent with that of the Bay Area Workforce Development Board.

b. The program was operated prior to WIA. Due to the changes in performance standards between previous programs and WIA, it is impossible to compare performance.

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c. There were contractual arrangements which make a comparison invalid. For example, if the program operator is proposing to provide a service for which they subcontracted out almost all of the day-to-day operations in the past, it would be difficult to judge demonstrated performance if the same contractual relationships no longer existed.

d. The program had been operated in the past for a WIA Title which is not contracted by the Bay Area Workforce Development Board. It would not be possible to compare performance with planned performance because the Bay Area Workforce Development Board would have no database from which to draw this information. In addition, the performance requirements could be inconsistent with those used in the new programs.

B. PROPOSAL RATING

Prior to the Review Committee meeting, each proposal is individually reviewed and rated by members of the Review Committee. Team members fill out a rating sheet for each proposal submitted. Following oral presentations, if the committee allows presentations, the team members provide their rating to the Committee Chair who records the rating on the Compilation Sheet.

LOCAL FACTORS

While these factors should not be considered primary, as are the demonstrated performance and proposal content scores, they are to be given some consideration. Therefore, each of the five elements identified as "Local Factors" is considered. The rating for each is obtained by consensus of all of the Bay Area Workforce Development Board program management staff (comprised of the Program Operations Managers, Controller, and Program Assistant).

Based upon the following definitions, agencies proposing to provide services are awarded either one point or no points for each factor.

1. Locally BasedIf the service provider has an office located/can verify that service is or will be provided with the WDA within the Bay Area Workforce Development Area, we will accept this as evidence that they are providing services to residents of the WDA and should, therefore, be given additional consideration as being locally based.

2. Serves and Equitable AreaThe proposal does not have to include all of the counties of the WDA. It does, however, have to take into consideration the total amount

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available in the activity, and to allocate amounts to each of the counties that they propose to serve based upon the "fair share" available per county.

3. Is a Community Based OrganizationTo be considered a "Community Based Organization," the proposing organization would need to have a board of directors and be incorporated as a non-profit organization under Section 501(c)(3) of the Internal Revenue Code. Additionally, some provision must be made for participation of low-income people in the decision-making process of the organization. Any group requesting designation as a CBO must submit a written request detailing why they think they should be considered a CBO.

4. Is an Appropriate Educational AgencyThe only organizations which qualify as "Appropriate Educational Agencies" are schools accredited by the Department of Public Instruction or the Wisconsin Board of Vocational and Adult Education, or organizations which can show proof of accreditation by the State ofWisconsin Educational Approval Board. If approved by the EAB, the organization must provide the Bay Area Workforce Development Board with written proof before credit can be given.

5. Non-duplication of ServicesThe service cannot duplicate another which exists within the Bay Area Workforce Development Area. If Bay Area Private Industry Council staff determines that possible duplication exists, the service provider will be requested to provide in writing how their proposed alternative service or facilities "would be more effective or more likely than the original to achieve the service delivery area's performance goals." (No point will be awarded for this item but if duplication of services is apparent a point will be deducted from the total.)

6. Provides a strong NTO ComponentThe service provider has provided Non -Traditional Occupational training successfully in another project and has the current ability and knowledge to operate Non -Traditional Occupational programs.

D. PROGRAM MANAGEMENT FACTORS

The final set of service provider selection criteria consists of elements which could best be described as program management factors. Those service providers which have operated programs in the Bay Area Workforce Development Delivery Area in the past will be rated by consensus of Bay Area Workforce Development Board program management and administrative staff on each of these factors related to ability to successfully manage a grant on a day- to-day basis. The rationale for including such a rating is that if a service provider has been exceptionally easy to work with in the past they should be given credit for this. If on the other hand they have shown consistent program

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management deficiencies, this too should be brought to the attention of the Bay Area Workforce Development Board. Consideration will be applied on a local level for these factors as some agencies do not necessarily have control over State/Federal governing forces.

If a service provider has been judged by Bay Area Workforce Development Board's Program Manager's staff to have shown successful performance on the factors, they will receive two points. If their performance is judged to be not as successful, they will be given one or zero points. If performance was judged as poor, a -1 will be deducted from the total score. Service providers who have never operated a program in the Bay Area Workforce Development Area will be given an adjusted score. This adjusted score will be calculated by taking theaverage of all service provider selection scores received by all of the proposers in the same activity. This is the same methodology used to adjust for a proposal with no past performance.

E. COST PRICE ANALYSIS/FISCAL RATING

The Controller will prepare a cost analysis and fiscal rating for each proposal submitted in response to a Request for Proposal. The costs are reviewed for necessity and reasonableness. The budget is checked for accuracy of computations, completeness of backup information, the proper categorization of administration, core, program and support costs. Staffing wages, fringe, travel and training costs are reviewed against number and type of participants served. Allocated costs are reviewed for necessity and reasonableness. Cost changes on second year proposals are reviewed for inflationary effects. The basis for a cost increase will be reviewed and noted. The budget and service level is presented to the contractor at the time of the second year contract negotiations. A fiscal rating form is developed based on the Request for Proposal. It also rates the proposer on fiscal agent’s education and experience, and the previous fiscal history and demonstrated fiscal management capabilities. If there is no previous fiscal history, the proposal is assigned an average of the other proposals’ ratings. The proposer is also rated on the information contained within the financial and compliance statements including any audit findings cited therein. A value is assigned to each proposal based on the ranking of cost per participant.

II. COMMITTEE COMPILATION FORM

After all ratings are completed for each of the five rating elements results will be summarized on the one-page "Committee Compilation Form" (See Attachments. The Rating Sheet will be totaled and averaged to provide one rating per proposal. This rating will be the base the Performance Committee uses to award contracts.

III. GRANT-SPECIFIC PROCUREMENT

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An announcement of the grant availability will be provided to all Job Centers, the mandated WIA partners and other appropriate potential service providers as defined by the grant application. The WDB will provide connecting, brokering and administration services to the grant. The services will be provided through the interested, appropriate partners. It will be the responsibility of each grant partner to coordinate appropriate services through the Job Center and the Job Center partners.

Appropriate education agencies in the service delivery area shall be provided the opportunity to provide educational services. Alternative agencies or organizations may be considered if they would be more effective or would have greater potential to enhance the participant's continued occupational and career growth.

Occupational skills training programs must demonstrate that the level of skills provided in the program are in accordance with guidelines established by the Bay Area Workforce Development Board and are in a demand occupation.

Proposal Review Line items on this form will be based on the request for proposals.

Proposer Reviewer

Rate or

YesNo

Rate or

YesNo

Rate or Yes No

Targeted PopulationsTargeted

Populations Required % Targeted in Proposal

Not Targeted In Proposal Points

One point per met category with 5 total points allowed. Total Points

OFFEROR –

PROGRAM MANAGEMENT FACTORS

1. The proposer consistently shows clean audits and exhibits few financial reporting problems.

2. The proposer generally exhibits few required reporting problems.

3. The proposer generally shows few problems during monitoring visits.

4. The proposer shows consistently high credibility as program operator and has established an identity as an operator of this activity.

5. The proposer shows a high level of cooperation with the Bay Area Workforce Development Board staff and others.

LOCAL FACTORS

1. The proposer has a direct link to the local Job Center.

2. There is a strong link with other youth service providers.

3. There is a strong link to school districts and the vocational/technical system.

4. The emphasis on Non-Traditional Occupation services is clearly described.

5. Proposed services or facilities are not duplicative of others in the Bay Workforce Development Area.

Total Points Possible: 10

Score:

Signature Date

COMMITTEE COMPILATION FORM

OFFEROR

REVIEWER NAME PROPOSAL RATE

Total Raw Points

Total # of Reviewers

Average

History Local & Program Mngt. Factors 10 pts pointsFiscal – pts max

Total for Proposal

Recommendation for funding/non funding Yes No

Total points available Total points required for consideration of funding is points.

I certify that the listed scores are correct and that they are based solely on the judgment of the Reviewers without pressure or influence by others.

Signature (Panel Chairperson) Date

24. Provide a description of the local levels of performance negotiated with the Governor and CEO:

The current BAWDB Title I WIOA negotiated performance levels are:

ADULT PROGRAMQ2 Unsubsidized Employment Q4 Unsubsidized Employment Median Earnings CAR

MSG76.0% 74.0% $5100 56.0% TBD

DISLOCATED WORKER PROGRAMQ2 Unsubsidized Employment Q4 Unsubsidized Employment Median Earnings CAR

MSG84.0% 84.0% $7100 65.0% TBD

YOUTH PROGRAMQ2 Unsubsidized Employment Q4 Unsubsidized Employment Median Earnings CAR

MSG73.0% 68.0% BASELINE 58.0%

TBD

25. Provide a description of the actions the local WDB will take toward becoming or remaining a high-performing board, including but not limited to:

a. Local WDB Roles:b. Local WDB Participation:

Please refer to the PY 2019 Bay Area WDB Strategic Action Plan provided above in n. 5. When a PY 2020 Strategic Action Plan is approved by the board, that will be provided to our LPL. Bay Area WDB is currently going through a strategic planning process that will be articulated in the fall 2020.

Bay Area WDB has the most experienced staff in the state with senior management having over 100 years of workforce program

administration. Our list of strategic accomplishments is long and has had a significant impact on Wisconsin’s workforce development system for almost 30 years. Bay Area WDB performance under JTPA, QWIA, and now WIOA has consistently been among the best in the state. We have a reputation and a legacy to uphold. Current board members, staff, and subcontractors are well aware of that reputation and legacy and will continue maintain them proudly.

26. Describe the process used by the local WDB to provide an opportunity for public comment, including comment by representatives of businesses and representatives of labor organizations, and input into the development of the local plan, prior to submission of the local plan:

The Regional Planning portion will be included as part of the WIOA Local Plan for both WDA #4 and WDA #5. Each workforce board will release their respective WIOA Local Plans for the required 30-day public comment period through their normal channels on the schedule set up by DWD for plan approval and submission.