REQUEST FOR PROPOSAL For the period July 1, 2016 – June 30, 2017

Workforce Innovation and Opportunity Act

One-Stop Operator

At WorkSource Spokane & For WorkSource One-Stop Campus and Affiliated Sites

Release Date: March 23, 2016

Due Date:

May 2, 2016

The SAWDC is an equal opportunity employer and provider of employment and training programs. Auxiliary aids and services are available upon request to individuals with disabilities.

TTY 711

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Request for Proposal Contents

Section I: Purpose and Terms

Section II: Workforce System Background Information

1. SAWDC and Workforce Development Area Overview 2. Goals for Workforce Development Area 2016-2017

Section III: Fund Source Information

1. Workforce Innovation and Opportunity Act Overview 2. SAWDC Roles and Responsibilities under WIOA

Section IV: Estimated Award Section V: Evaluation and Selection Process

Section VI: Timeline Section VII: Design

1. Roles and Responsibilities 2. Integrated Service Delivery 3. Additional Service Delivery Requirements -WorkSource and Next

Generation Zone a. Essential Skills: A Cross-Sector Approach to Talent Development b. Self-Sufficiency c. Career Pathways and Partnerships with Educational Institutions d. Business Services and Sector Strategies e. Serving Veterans, their Families, and the Regional Economy f. Next Generation Zone Affiliate Site and WIOA Youth Programming g. WorkSource Spokane and WIOA Adult/Dislocated Worker

Programming i. Basic Career Services ii. Individualized Career Services iii. Training Services iv. Rapid Response v. Supportive Services

4. Anticipated Performance Targets Section VIII: Submission Information and Requirements

1. General Submission Information 2. Proposal Checklist 3. Response Questions

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SECTION I: PURPOSE AND TERMS

The Spokane Area Workforce Development Council (SAWDC) is soliciting proposals to identify a visionary and inspirational leader to serve as the One-Stop Operator for the Spokane WorkSorce System. This position will be located at WorkSource Spokane (130 S. Arthur), and will be responsible for (1) the management of WorkSource Spokane, and (2) coordinating communication and partnerships across the One-Stop campus (WorkSource and Next Generation Zone) and 16 affiliated service locations in Spokane County. The SAWDC Board of Directors is seeking a visionary, goal-driven, highly professional leader to achieve our vision for a fully functionally-integrated one-stop career center at WorkSource Spokane (functionally integrated meaning a customer flow model that is based on the needs of the customer rather than organizing staff by funding stream or program). As this is a new approach within Spokane County, it is required that members of the SAWDC Services and Oversight Committee and/or SAWDC staff (at the board’s discretion) participate in the selection process to identify the individual to serve as the One-Stop Operator if bidding agencies propose to hire the individual after the award of the contract. Technical Details As this will be a new contract and role within the local workforce system, performance measures and deliverables for the contract have not been fully developed. These will be negotiated with the SAWDC following the award of the contract and will be included in the contract. Contracts resulting from this RFP are anticipated to begin July 1, 2016 and end June 30, 2017. All contracts will be cost reimbursable (profit must be negotiated with the SAWDC), and will be one-year agreements. The SAWDC reserves the right to extend contracts up to two times, resulting in three one-year contracts. Contract extensions may be based on funding availability, satisfactory performance, and other factors. Once the contract has been awarded, the SAWDC reserves the right to modify delivery design, including infusing funds from alternate sources, at any time in order to meet the needs of the workforce system. The SAWDC also reserves the right to de-obligate funds from contractors who fail to meet performance and/or expenditure requirements or in the event of a rescission of federal funds. The successful bidder will be required to agree to the General Terms and Conditions, have all controls securely in place, and agree to comply with any policies created by the SAWDC and any applicable federal or state policies, regulations, or laws. Successful respondents to this RFP will be expected to participate in contract negotiations to establish the exact services to be provided and the costs of those services. The funding award will not be final until the Spokane Area Workforce Development Council and the prospective grantee have executed a contract agreement. The final negotiated proposal narrative and budget schedule will constitute the Statement of Work for the contract. The content of the accepted

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proposals will become the basis for the negotiation of a final contract agreement. Applicants are advised that most documents in the possession of SAWDC are considered public records and subject to disclosure under the State Public Records Law. This RFP does not commit the SAWDC to award a contract or pay any costs incurred in the preparation of a proposal to this request. The SAWDC reserves the right to request additional data, discussion, or presentation in support of written proposals; to reject any or all proposals received; to negotiate with all designated representatives; or to cancel in whole or in part this RFP if it is in the best interest of the SAWDC to do so. If the SAWDC does not receive responses that adequately address the services and outcomes requested, it is possible that no award will be made, that the RFP would be modified and rereleased, or that the SAWDC staff would deliver services as authorized in state policy. A particular bidder may not be recommended for funding regardless of the merits of the proposal submitted if it has a history of contract non-compliance with the SAWDC or any other funding source. Subcontracting is not permitted without written authorization from the SAWDC. Bidders who have submitted a proposal may protest the award of the contract. The process for protesting the award is as follows:

Protests must be filed in writing and be received by the Spokane Area Workforce Development Council by June 3, 2016. All protests are public information after the protest period ends.

All protests must state the basis for the protest in clear terms and provide an alternative the protester finds acceptable. The basis of the protest must be a violation of a state or federal contracting law, rule, or regulation applicable to the contracting process.

The SAWDC will review protests that meet the above conditions.

During any part of the review or consideration, the protester may be asked to clarify or amplify statements or to provide proof of claims or other statements. Any such requests must be fully responded to within the time designated by the SAWDC. In the event a protester fails to respond, the protest will be dismissed and no further protest will be accepted relative to this RFP.

The SAWDC CEO, in consultation with the SAWDC board of directors, will review the protest and will issue a written response that is intended as a complete and final answer to the protest. A response will be issued no later than June 20, 2016.

Eligible Applicants Organizations eligible to submit proposals may fall within any of the following categories:

Governmental agencies

Private non-profit organizations

Private for-profit businesses

Educational entities SECTION II: WORKFORCE SYSTEM BACKGROUND INFORMATION

1. SAWDC and Spokane Workforce Development System Overview The Spokane Area Workforce Development Council (SAWDC) is the policy and planning body for workforce development activities in Spokane County (Workforce Development

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Area XII), pursuant to Public Law 113-128. The SAWDC board brings together business and community leaders, appointed by City of Spokane and Spokane County officials, to promote and expand workforce development activities to ensure the long-range economic vitality of the region. The SAWDC oversees the Spokane WorkSource system and provides a portion of the funding necessary to operate the system through the WIOA Adult, Dislocated Worker, and Youth programs. The SAWDC oversight responsibilities include designation of the WorkSource Operator, administration of WIOA Title I program services, certification of the WorkSource Spokane and affiliated service sites, setting local performance standards, and other duties as assigned in the federal workforce (WIOA) law. The overarching intent of the SAWDC is to help create a vibrant economy by leading and convening a workforce development system that can provide a skilled workforce that meets regional business needs. The SAWDC made a number of key decisions in 2007 in response to needs identified in our community and changes in funding at the federal level. These key decisions included the implementation of a service providers’ consortium model and the requirement that all WIOA services be located at WorkSource or the Next Generation Zone. This resulted in the creation of successful multi-agency service strategy and improved service delivery to our business and job seeker customers. The SAWDC will keep the consolidated service delivery model in place for program year 2016-2017.

2. Goals for Workforce Development Area XII 2016-2017 The SAWDC’s 2013-2017 Local Integrated Workforce Plan defines its mission, vision, goals, and objectives, which reflect the need to provide multiple pathways toward creating a quality workforce for the various skill levels and occupations that support the regional economy. All bidders are encouraged to review this plan. The SAWDC will be releasing a new Local Integrated Workforce plan in 2016 that the contractor funded through this award will be required to adopt as guidelines for service delivery for the life of the contract resulting from this RFP. In addition to remaining focused on the goals and target sectors defined in the integrated workforce plan, the SAWDC will continue to operate under the following guiding principles:

Think and act as an integrated system of programs that share common goals, yet are delivered by various partners with the best capabilities.

Create a delivery system that is responsive to employers, and prioritize services to respond to high-demand occupations and critical job needs of targeted industry sectors.

Regularly review program and service performance for quality improvement, and adapt them to meet changing needs.

SAWDC Mission

Lead a dynamic, demand-driven workforce system.

Spokane Workforce System Goal To help create a vibrant economy by offering a workforce development system that provides

a skilled workforce to meets regional business needs.

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SECTION III: FUND SOURCE INFORMATION

1. Workforce Innovation and Opportunity Act (WIOA) Overview This RFP was prepared based upon the Workforce Innovation and Opportunity Act of 2014 and associated U.S. Department of Labor’s Regulations and guidance. This federal law was implemented to consolidate, coordinate, and improve employment, training, literacy, and vocational rehabilitation programs in the United States. WIOA provides the framework for a national workforce preparation system that is flexible, responsive, customer-focused, and locally managed. Mandatory partners include WIOA Adult, Dislocated Worker, and Youth programs; Wagner-Peyser services; Adult Education and Literacy; Vocational Rehabilitation; and others specified in the Act. Bidders are strongly encouraged to read this Training and Employment Guidance Letter 04-15 issued by the U.S. Department of Labor that outlines the vision for the One-Stop System under WIOA. The three hallmarks of WIOA include:

The needs of businesses and workers drive workforce solutions, and local boards are accountable for this within the communities they serve.

One-Stop Centers (WorkSource centers) provide excellent customer service and focus on continuous improvement.

The workforce system supports strong regional economies and plays an active role in community and workforce development.

The WIOA system is built around the following key principles:

Increase access and opportunity, particularly for those individuals with barriers to employment, to ensure success in the labor market.

Support the alignment of workforce investment, education, and economic development systems in support of a comprehensive, accessible, and high-quality workforce development system.

Improve the quality and labor market relevance of workforce investment, education, and economic development efforts to provide workers with the skills and credentials necessary to secure and advance in employment with family-sustaining wages; and to provide employers with the skilled workers they need to succeed in a global economy.

Promote improvement in the structure and delivery of services to better address the employment and skill needs of workers, jobseekers, and employers.

Increase the prosperity of workers and employers and the economic growth of communities, regions, and states, and the global competitiveness of the United States.

For purposes of Title I, to provide workforce investment activities, through statewide and local workforce development systems, that increase the employment, retention, and earnings of participants, and increase attainment of recognized postsecondary credentials by participants, and as a result, improve the quality of the workforce, reduce welfare dependency, increase economic self-sufficiency, meet the skill requirements of employers, and enhance productivity and competitiveness.

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2. SAWDC Roles and Responsibilities as a Local Board under WIOA To ensure a well-coordinated workforce system, and per federal law, the SAWDC will take a lead role in the following efforts, while working with a variety of partners, including the Service Providers’ Consortium and the One-Stop Operator:

• Workforce research and regional labor market analysis; • Convening regional workforce system stakeholders; • Business engagement; • Development of career pathways; • Implementation of technology for the One-Stop System; and • Coordination with postsecondary education providers for workforce development

efforts and related programming. SECTION IV: ESTIMATED AWARD

PY 2016-2017 ESTIMATED FUNDING ALLOCATION

One-Stop Operator

$100,000-$150,000*

*This figure includes all expenses for staffing, including indirect (if applicable), rent as WorkSource (via Resource Sharing Agreement - see budget worksheet), travel, etc. Refer to budget form for cost categories and additional information. SECTION V: EVALUATION AND SELECTION PROCESS

The SAWDC Services and Oversight Committee, in partnership with the Youth Employment and Career Readiness Network, will be responsible for reviewing proposals. This committee will be comprised of individuals who have no fiduciary interest in bidding for funding under this RFP. Committee members will review and score proposals according to the criteria and assigned points specified in this RFP. Final funding decisions will be made by the SAWDC at its May 19, 2016 Executive Committee meeting. SECTION VI: TIMELINE

Date Activity and Time (Local Time)

March 23, 2016 RFP released and available at www.wdcspokane.com

April 7, 2016 Pre-registration for Bidders’ Conference due to admin@wdcspokane.com by 10:00a

April 11, 2016 Bidders’ Conference, 12:30-1:30p*

April 25, 2016 Mandatory Letter of Intent to Bid due electronically to admin@wdcspokane.com by 5:00p**

April 26, 2016 Written Q&A deadline by 5:00p

May 2, 2016 Proposals due electronically to admin@wdcspokane.com by 12:00p (noon). Late proposals will not be accepted.

May 3-13, 2016 Evaluation of proposals

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May 9, 2016 Bidding entities selected to present on 5/13 will be notified by 5:00p

May 13, 2016 Presentations by selected bidders, 9:00a-11:00a (by invitation only)***

May 19, 2016 SAWDC Executive Committee proposal award approval

May 20, 2016 Provisional contract award announcement

May 23-June 24, 2016

Contract negotiations

June 3, 2016 Deadline for appeal by COB

*Bidders’ Conference To ensure a productive Bidders’ Conference, the SAWDC requests known questions be submitted in advance to allow staff time to research each question thoroughly. Questions and answers will be addressed during the conference. **Letter of Intent to Bid The SAWDC requires a Letter of Intent to Bid to ensure bidders receive any subsequent RFP guidance. Include the name, address, phone number, and email address of the contact person. ***Presentations by Selected Bidders The SAWDC reserves the right to ask selected bidders to give a presentation and participate in question-and-answer session with the review committee. Notification of the presentation will be provided on May 9

th.

The SAWDC reserves the right to make changes to the timeline. SECTION VII: DESIGN

In order to deliver on the aspirations of the SAWDC Local Integrated Workforce Plan, the vision for a functionally integrated WorkSource Center, and WIOA, the SAWDC is seeking an individual to serve as the One-Stop Operator. This individual must:

Be an inspirational, visionary, goal-driven, highly professional leader;

Achieve goals while utilizing an inclusive, partnership-based approach;

Balance the need for growth and progress with the need to involve staff and managers at all levels;

Be a skilled communicator;

Be flexible and willing to change as the needs of the WorkSource System change;

Be willing to negotiate and compromise to achieve mutually beneficial goals;

Be someone who is willing to take risks developing and deploying new service strategies while working closely with the SAWDC and partners to understand and mitigate certain risks;

Be willing to create a truly functionally integrated one-stop center, which will likely involve a partial to complete redesign of the existing staffing and customer flow model at WorkSource Spokane;

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Be sensitive to the feelings of WorkSource staff and management as they work through the changes associated with the new role of the One-Stop Operator;

Have a commitment to partnership; and

Be willing to work on behalf of the SAWDC to achieve its vision for a functionally integrated workforce system that is well-prepared to meet the needs of local businesses and job seekers.

1. Roles and Responsibilities The SAWDC is concurrently procuring for a One-Stop Operator (Operator) as well as a Service Providers’ Consortium. The Operator will be responsible for the operations at WorkSource, as well as ensuring the one-stop center and the Next Generation Zone operate collectively as the WorkSource One-Stop Campus. The Consortium will be responsible for managing WIOA programs, directly providing services to customers, reaching WIOA outcome targets, managing the Next Generation Zone Affiliate Site, program process improvement, performance analysis, and additional funds implementation (potentially in partnership with the Operator). The Consortium’s role is pivotal to the success of the One-Stop Operator and vice versa, and as such, the SAWDC is separately seeking an Operator and Consortium who can work well together to implement Integrated Service Delivery within WorkSource (see page 11 for more information on Integrated Service Delivery); can inspire others through the changes; lead change; demonstrate extremely high levels of professionalism, integrity, and collaboration; and enhance and develop partnerships. One-Stop Operator The One-Stop Operator will be responsible for the following:

Leading WorkSource Spokane, including site operations, space configuration, customer flow, and integration;

Convening Partnership meetings;

Addressing and resolving issues relating to growth and space usage;

Assisting the SAWDC with coordinating Affiliate and Connection Sites, including assisting with the development of a training and communication plan for affiliated sites;

Leading and convening partners in the design and implementation of functional integration in cooperation with the Consortium and SAWDC, as defined by the Charter;

Leading the One-Stop Site Certification process for WorkSource;

Operationalizing the vision of the SAWDC for WorkSource Spokane;

Promoting the services available on the One-Stop Campus, including the development of marketing and outreach materials, with support from the SAWDC;

Being knowledgeable of the mission and performance standards of all partners and facilitating cross-training among all staff;

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

Serving as a liaison between the SAWDC and the Partnership (non-program related);

Ensuring that the SAWDC’s non-program-related policies and procedures are effectively communicated and carried out at WorkSource;

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At the highest level, coordinating outreach to business and job seeker customers, which includes coordinating the development of marketing, outreach, and labor market information materials;

Working with the SAWDC to recruit and train additional partners in WorkSource Spokane;

Complying with all policies governing the operations of a one-stop center;

Working with the Partnership to determine a process for meeting the goals set forth in the Workforce Innovation and Opportunity Act;

Working with the SAWDC and partners to define and provide a means to meet common operational needs, such as training, technical assistance, and additional resources, etc.;

Facilitating sharing of data and information;

Representing the WorkSource Center at community meetings to promote services or discuss partnership opportunities;

Ensuring non-program EEO requirements are met, including coordinating staff training, and assuring EEO posters and processes are in place; and

Aligning with the Next Generation Zone to ensure the One-Stop Campus is operating in a cohesive fashion.

Additionally, for Program Year 2016-2017, One-Stop Operator goals include:

1. With guidance from the SAWDC, fully implement the requirements and offerings outlined in the Workforce Innovation and Opportunity Act.

2. Establish a methodology for measuring and ensuring services, especially workshops, are of the highest quality and are meeting customer needs and the needs of the Spokane labor market.

3. Lead the movement to establish WorkSource and affiliated partners as the “go-to” resource for workforce development offerings in our area, including business services.

4. Work with the Partnership to improve the look and feel of WorkSource (examples: new/improved colors, furniture, technology, etc.). The goal of the SAWDC is that the professional design of WorkSource Spokane adds values to the customer experience.

5. With support from the SAWDC (e.g., through access to funding resources, professional firms, etc.) create high-quality and informative marketing and outreach materials for business and job seeking customers, including materials to promote the new WorkSourceWA.com website.

6. With support from the SAWDC (e.g., through access to funding resources, professional firms, etc.), lead staff trainings and other specialized offerings that enhance opportunities for One-Stop Campus and affiliated site staff to develop advanced skills in leadership, customer service, specialized workforce development skills, networking, Lean processes, presenting labor market information, and other skills to be determined.

A Team Approach To begin, the One-Stop Operator, the Service Providers’ Consortium, Employment Security Department, and the SAWDC will form a One-Stop Campus Leadership Partnership (Partnership). This Partnership will work through the basics of the One-Stop Operator and Service Providers’ Consortium model, and once the details have been agreed to, the Partnership will expand its membership to include a representative from an off-campus

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affiliated site as well as from the other mandatory one-stop partners to ensure all WIOA titles (Titles I, II, III, and IV) are represented. The Partnership will guide service delivery strategy for the Spokane WorkSource System, as well as advise other members on ways to enhance the partnership. Partnership meetings will be coordinated by the Operator, including the development of a Charter that defines specific roles and responsibilities, communications, voting/defining consensus, and other guidelines. While the Consortium is the cornerstone of directly providing services to WIOA-funded job seekers and business customers, and providing staff to work in a functionally integrated service delivery model, the Operator will be charged with coordinating and leading the design and implementation of the model, with guidance from the Partnership. In summary, the Partnership will be responsible for guiding innovative services and solutions to meet regional workforce needs through WorkSource sites; the Operator will coordinate the Partnership and guide the implementation of strategies across the One-Stop Campus, as well as coordinate with affiliated off-campus WorkSource sites; and the Consortium will be responsible for managing programs, the Next Gen Zone, and directly providing services to customers. By submitting a bid for any portion of funding in the Service Provider’s Consortium RFP, agencies agree to support the One-Stop Operator model and follow the design implementation set forth. The One-Stop Operator will be required to work with the Service Providers’ Consortium to make any and all changes to service delivery, but ultimately the Operator will inform, guide, and direct the operations of WorkSource in collaboration with the Partnership. The following shows an example of functional lines of coordination and potentially functional supervision within the one-stop campus as they relate to this RFP (excludes the Partnership at this time). It is important to note that the chart is not meant to suggest that agencies cannot fulfill multiple roles or that ESD’s position is mutually exclusive to any other function.

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Program and Leaseholder Responsibilities ESD will remain the leaseholder at WorkSource through the life of the contract associated with this RFP, and the SAWDC will remain the leaseholder of the Next Generation Zone. As such, respectively, ESD and the SAWDC will be responsible for maintaining and managing the physical facility, the Resource Sharing Agreement (RSA)/rental agreements, and items addressed in the resource sharing agreements. All facility-related decisions will be made by ESD and the SAWDC respectively, in collaboration with the appropriate parties. However, this authority is limited to the physical facility and does not include being responsible for the design layout, customer flow, or where specific staff offices are located within the building, (other than as each apply to cost and resource sharing), as this is the responsibility of the One-Stop Operator for WorkSource, and the Affiliate Site Manager for the Next Generation Zone. As changes relating to design, customer flow, etc. can carry a cost, the One-Stop Operator and the Next Generation Zone Affiliate Site Manager will be required to work with ESD or the SAWDC, depending on the site. For WorkSource, it is the responsibility of the One-Stop Operator to work with the ESD Office Services Department, as well as within state guidelines, so that resulting costs can be assigned to the RSA. The floor plan of the Next Generation Zone is the responsibility of the Affiliate Site Manager, in partnership with the SAWDC to ensure resulting costs can be correctly assigned. Program operators/managers and Employment Security Department administration will be responsible for the day-to-day operations of individual programs, such as WIOA Adult and Dislocated Worker, Wagner-Peyser, WorkFirst Job Search, etc.; however, the programs will be required to work as service offerings in the Integrated Service Delivery model (see the following page for more information). Existing program manager roles may change as the ISD model and functional integration is implemented. As core programs under WIOA, the Employment Security Department’s roles and responsibilities as operator of specific programs (e.g., Wagner-Peyser, Trade Adjustment Act, Unemployment Insurance, WorkFirst, etc.) will remain the same, and these services will continue to be integrated into the service delivery model and remain active in the WorkSource Center. Roles and Responsibilities Summary In summary, the Partnership will be responsible for guiding innovative services and solutions to meet regional workforce needs through WorkSource sites. The One-Stop Operator will coordinate Partnership meetings is responsible for guiding the implementation of strategies at WorkSource, as well as for aligning initiatives with the Next Generation Zone Affiliate Site Manager, in partnership with the Consortium. The Consortium will be responsible for directly managing Adult, DW, and Youth programs at the Next Gen Zone. This level of partnership will require a close partnership between the ESD Administrator, the One-Stop Operator, the Service Providers’ Consortium, and the SAWDC as operationalized through the Partnership. This partnership model will be addressed in the to-be-developed Partnership Charter. 2. Integrated Service Delivery Beginning in Program Year 2016 (July 1, 2016 anticipated date), WorkSource Spokane will begin operating under a model known in Washington State as Integrated Service Delivery (ISD). This will result in the co-enrollment of all Wagner-Peyser and WIOA Adult customers,

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as well as the alignment/braiding of resources to seamlessly address the training and employment needs of system customers.

Integrated Service Delivery reduces duplicative and administrative activities that add little value in favor of a positive customer experience. ISD allows WorkSource staff to provide customers higher value services including screening, assessment, skill development, and skill certification related to the needs of local and regional economies and the resources of participating programs. Staff working in an integrated environment will be organized into functional teams to meet the needs of customers, rather than to administer specific programs. The goal is for more people to get jobs, keep jobs, and earn better wages; and for businesses to find the talent they need to succeed and grow. The components of integrated service delivery include:

Co-enrollment of job seekers and braiding/directing resources to provide appropriate

services, regardless of categorical eligibility.

Organizing staff and services around functions rather than programs or agencies.

Using a common set of outcome measures for all customers.

Providing a robust menu of services that improve outcomes.

A greater focus on skill development and certification based on labor market

requirements.

Using customer input (job seeker and business) to continuously improve services.

ISD will include a redesign of WorkSource Spokane to move away from its current design of primarily ESD-funded staff delivering Career Services, WorkFirst as a separate and distinct unit, and WIOA as a separate and distinct unit, etc. Staff will be organized by functions that benefit the customer, such as Greeting/Intake/Triage, Preparing for Job Search, Training, and Placement. The One-Stop Operator will lead the redesign process in partnership with the Service Providers’ Consortium. The functionally integrated design will likely be the result of a significant training and design process, such as customer-centered design theory. The SAWDC will work with the selected Operator to identify the highest value design theory and associated trainings. Convened and led by WDCs, ESD and the Workforce Training and Education Coordinating Board, ISD will initially be implemented in interested local areas, and the SAWDC has chosen to participate. Those administering WIOA Title I (Youth, Adult and Dislocated Worker), WIOA Title III (Wagner-Peyser), Trade Act, Veteran’s programs/representatives (LVER and DVOP), and WorkFirst will work through the technical issues across these programs in order to develop models to integrate services, which will be led by the One-Stop Operator in Spokane. Other critical WorkSource partners, including WIOA Title II Adult Education and Literacy, Title IV Vocational Rehabilitation, and Department of Social and Health Services - Temporary Assistance for Needy Families (TANF) will be invited to participate once the initial programs and partners have addressed the key barriers to implementation. 3. Additional One-Stop Campus Service Delivery Requirements In the Service Providers’ Consortium RFP, the SAWDC is specifically requesting certain programs and offerings, which are described below. Staffing for, and the day-to-day management of, these offerings will be the responsibility of the Consortium, but many of the

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projects and initiatives will be either led by or will require the support of the Operator, as noted.

A. Essential Skills: A Cross-Sector Approach to Talent Development

To ensure the Spokane Region has the talent pipeline necessary to meet the needs of local businesses, beginning in Program Year 2016-2017, the SAWDC will be requiring the selected Service Providers’ Consortium to include essential skill development into the service offerings at WorkSource and the Next Generation Zone, in partnership with the One-Stop Operator. This includes programming that provides customers access to workshops and other learning opportunities that develop and measure essential skills. The intent is to develop skills that will benefit multiple or even all sectors in the regional economy. A potential role of the Operator could be researching curricula options and measurement tools, coordinating the selection of the curriculum and measurement tool, and implementing the curriculum and tool, in partnership with the Consortium. Essential skills, also known as foundational skills, soft skills or baseline skills, are critical components of work readiness. Essential skills are commonly ranked above technical skills by employers when asked about the skills needed by their employees and job applicants. According to Burning Glass Technologies (2015), “Employers say these skills are both crucial and hard to find,” and while they are commonly broad, such as works well with others, “businesses grind to a halt when employees can’t meet deadlines, treat customers with respect, or waste time scrambling to properly format a document.” The SAWDC is committed to enhancing the development of essential skills, as well as helping employers learn how to accurately describe the skills necessary for success when crafting a job posting. This is increasingly important, especially in the Spokane labor market, as “recent studies have found that jobs with high social skill requirements have experienced greater wage growth than others,” and “employment and wage growth has been strongest in occupations which require both strong social skills and high level of cognitive skills” (Burning Glass Technologies, 2015). The Spokane Region is well-known for having a high number of careers in industries that require significant interpersonal interaction (e.g. management, healthcare, finance, insurance, etc.). Therefore, it is even more important that the workforce system be well-prepared to help develop essential skills. These skills “are most emphasized in roles that involve higher level of personal interaction relative to technical activities, although even in most technical career areas (such as IT, Healthcare, and Engineering), more than a quarter of all skill requirements are for baseline skills” (Burning Glass Technologies, 2015).

B. Self-Sufficiency Many people go to work every day but continue to rely on public supports because they lack the skills to obtain a job with wages that will help them become economically self-sufficient. Additionally, other individuals may receive services through publicly-funded programs but fail to become more self-sufficient than prior to accessing workforce programming. Simple placement in a low-wage job is not adequate or acceptable. While it is recognized that for many people in our community, any job can be viewed as a good job, the “value add” of receiving

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WIOA/workforce system services should be to move along an individualized path to economic self-sufficiency. It is critical that the workforce system measure the extent to which customers move toward self-sufficiency. The SAWDC will work with the funded consortium to identify value added outcomes, including the use of tools like the Self-Sufficiency Calculator to plan strategies with clients and to measure success. This will require coordinated and strategic use of all training resources, regardless of funding source. A potential role for the Operator is to ensure the use of the tool across the One-Stop Campus.

C. Career Pathways and Partnerships with Educational Institutions The SAWDC believes that education and training are critical to successful job placement, self-sufficiency and economic vitality for our region. The partnerships created with colleges and other training institutions to-date have helped meet our system’s needs, but to ensure that training leads to meaningful employment along career pathways with in-demand careers, new and innovative staffing solutions and relationships are needed.

The SAWDC will be leading efforts to align educational offerings with workforce development, as well as creating career pathway roadmaps (example: Healthcare Industry Roadmap) and other tools (example: CIP to SOC Pathway Planning Guide). All agencies and entities funded by the SAWDC will be required to be familiar with the SAWDC tools and publications in order to incorporate this labor market information into offerings at WorkSource and the Next Generation Zone. A potential role for the Operator is coordinating the communications to ensure staff are aware of the tools and are using common messaging when promoting the use of labor market information.

D. Business Services and Sector Strategies The intent of business services is to connect employers to WorkSource resources with the goals of strengthening and growing the economy, supporting job creation, and meeting the hiring needs of employers. Per WIOA law, the SAWDC will lead regional sector strategies and business services, and as such, will contract with agencies through this RFP for business services staff who will work with and on behalf of the SAWDC.

Business services will be conducted using an Industry Navigator model, and the SAWDC will guide these efforts regionally. The SAWDC will work with Industry Navigators to design and implement regional sector strategies, design services for business, create marketing and outreach materials, and design Rapid Response activities. Additionally, in Program Year 2016-2017, the SAWDC will work with the Partnership to lead the exploration and implementation of fee-for-service business offerings.

The One-Stop Operator will help advise those funded to deliver business services by ensuring business and employer services are coordinated throughout WorkSource and the Next Generation Zone, and will work on behalf of the SAWDC to implement changes and provide and/or coordinate staff training. Navigators will be responsible for aligning with business, education and training programs as well as WorkSource programs. Navigators will help recruit for education/training courses to ensure the talent pipeline is being developed, and to ensure businesses can access the talent they need to grow and sustain.

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E. Serving Veterans, their Families, and the Regional Economy The SAWDC is committed to serving transitioning service members, veterans, and their families. The selected consortium will be required to provide services at Fairchild Air Force Base beyond the existing WorkSource services that are available only for veterans with a disability. This service does not have to be funded using WIOA; it can be leveraged, and it can also be a rotating staff member. The intent is to connect these populations with information about WorkSource services, and to ultimately connect them to local businesses that need their talent, work ethic, and in-demand skill sets.

F. Next Generation Zone and WIOIA Youth Programming The Next Generation Zone is the SAWDC’s premier site for employment and career services for young adults ages 16 to 24. Created in 2010, the Next Generation Zone is a WorkSource Affiliate Site located on the WorkSource One-Stop Campus, and is designed to bring together youth-service agencies in a single location to provide wrap-around support. It is home to the Spokane WIOA Youth program as well as several other programs that seamlessly work together to provide career and education support. On-site partner programs include: Open Doors Reengagement Program, Community Colleges of Spokane (GED classroom and postsecondary admissions support), Job Corps, YouthBuild, and AmeriCorps. In the last two years, the Next Generation Zone has grown significantly, changed its service delivery model to include the 21

st Century Skills

Academy, and blended programs together to be an inspiring, motivating, and goal-oriented place for young adults. In the last two years, the Next Generation Zone has grown exponentially, changed its service delivery model to include the 21

st Century Skills Academy,

and blended programs together to be an inspiring, motivating, and goal-oriented place for young adults. It is the responsibility of the Service Providers’ Consortium to build on this, including designing how site and program management will be carried out at the Next Generation Zone, and working with the consortium to support programming, ensure communication across the One-Stop Campus, and coordinate the development of marketing and outreach materials that present a consistent tone and message.

Affiliate Site Manger The following list includes duties of the Next Generation Zone Affiliate Site Manager/Director, many occurring in partnership with the Operator:

Provide leadership around effective use of infrastructure, partnership issues, growth, and delivery of services at the Next Generation Zone.

Collaborate with the One-Stop Operator to align services and ensure both sites are operating as One-Stop Campus.

Mission of the Next Generation Zone

Collaborating with respected partners, we provide young adults with one-stop education, training, support, and employment opportunities to

navigate pathways to success.

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Maintain the existing major partnerships - including the Open Doors Reengagement Program and YouthBuild partnerships, as well as Community Colleges of Spokane, AmeriCorps, and Job Corps – and blending them into the program design and flow.

Communicate with the SAWDC regarding the myriad programs operating within the Next Generation Zone.

Functionally integrate partners and move forward the vision of functional integration, as appropriate to the Next Generation Zone.

Monitor Next Generation Zone customer service levels, customer flow, and satisfaction, and make changes as necessary.

Work with SAWDC and Partnership to provide guidance and leadership to the WorkSource system and to operationalize the vision of the SAWDC.

Become knowledgeable with the mission and performance standards of all partners within the Next Generation Zone and facilitate cross-training among all staff.

Evaluate youth customer needs and satisfaction data to continually refine and improve service strategies.

Ensure that the SAWDC’s policies and procedures are effectively communicated and carried out within the Next Generation Zone.

Coordinate outreach to business and youth job seeker customers, in partnership with the One-Stop Operator.

Recruit additional partners to offer services within the Next Generation Zone, in partnership with the SAWDC.

Comply with all policies governing the operations of an Affiliate Site.

Work with the SAWDC and partners to define and provide a means to meet common operational needs, such as training, technical assistance, additional resources, etc.

Facilitate the sharing and reporting of data.

Respond to youth-related community needs.

Facilitate problem solving and continuous improvement activities, including developing a conflict resolution plan and complaint procedure in coordination with the partners.

Ensure EEO requirements are met (potentially in partnership with the One-Stop Operator) at the Next Generation Zone.

Work closely with the WIOA Title I program to facilitate achieving shared outcomes.

Manage data and resource sharing agreements, as applicable within the Next Generation Zone.

Manage a variety of other duties necessary to coordinate the day-to-day operations and long-term viability of the Affiliate Site.

WIOA Youth Program Services Unlike the Adult and Dislocated Worker Programs, the Youth Program does not have Basic, Individualized and Training service levels. Instead, the WIOA Youth Program in Spokane County will be open to youth ages 16-24 with a focus on disconnected out-of-school youth; those that are disconnected from school and employment. Additionally all youth program participants must meet the eligibility criteria. It is because of the strict eligibility requirements of the Youth Program that the SAWDC is committed to continuing to identify alternative sources of

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funding so that all youth can access the Next Gen Zone.

WIOA funds will be available for eligible youth, and it is required they have access to the following 14 program activities and services:

1. Tutoring, study skills training, instruction and evidence-based dropout

prevention and recovery strategies that lead to a completion of the requirements for a secondary school diploma or its equivalent, or a recognized post-secondary credential;

2. Alternative secondary school services, or dropout recovery services; 3. Paid and unpaid work experiences that have academic and occupational

education as a component of the work experiences; 4. Occupational skill training that leads to recognized post-secondary

credentials that align with in-demand industry sectors; 5. Leadership development opportunities; 6. Supportive services; 7. Adult mentoring for a duration of at least twelve months, that may occur

during and after program participation; 8. Follow-up services for not less than 12 months after the completion of

participation; 9. Comprehensive guidance and counseling, including drug and alcohol

counseling and referral to counseling as appropriate to meet the needs of the individual youth;

10. Financial literacy education; 11. Entrepreneurial skills training; 12. Services that provide labor market and employment information about

in-demand industry sectors and/or occupations; 13. Activities that help youth prepare for and transition to post-secondary

education and training; and 14. Education offered concurrently with and in the same context as

workforce preparation activities and training for a specific occupation or cluster.

G. WorkSource Spokane and Adult/Dislocated Worker Programming WIOA divides Adult and Dislocated Worker services into categories – Basic Career Services, Individualized Career Services, and Training Services, as described below.

Basic Career Services The goal of Basic Career Services is to provide workforce activities to customers, in partnership with Wagner-Peyer and other partners, that increases the employment, retention, earnings, and occupational skill attainment of all job-seeking customers.

In the ISD model, all customers who meet basic eligibility requirements (age, Selective Service, and eligible to work in the U.S.) will be co-enrolled in Wagner-Peyser and WIOA Title I Adult (Wagner-Peyser only enrollment will be suitable if an individual does not meet the WIOA Adult basic eligibility requirements). This will ensure that Basic Career Services are available to all customers, and that all partners, in some capacity, share the staffing and funding responsibility for the delivery of services. This may include direct charging of staff time, leveraged staff

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time, direct charging of management time, leveraged management time, or infusing Title 1-B resources in other ways (e.g., funding the One-Stop Operator, improvements to the physical space/appearance of the WorkSource center, technology, etc). The Operator will work with the Consortium to implement the services in a functionally integrated, high-quality model.

Basic Career Services will be available to all customers, including those registered as an Adult and/or Dislocated Worker (including those receiving Individualized and Training services), and include but are not limited to the following:

Determination of eligibility to receive additional services beyond WIOA Basic Career Services.

Outreach, intake and orientation to the information and other services available through the WorkSource system (includes acting as a broker).

Initial assessment of skill levels, aptitudes, abilities, and supportive service needs.

Employment statistics information relating to local, regional, and national labor market areas, including job vacancy listings, information on job skills necessary for these positions, and information relating to local in-demand occupations and the earnings and skill requirements for these occupations.

Performance history and program cost of eligible providers of training services.

Job search and placement assistance, and where appropriate, career counseling.

Consumer information regarding local performance, supportive services and how to file unemployment insurance claims.

Follow-up services, including counseling regarding the workplace, for participants in WIOA activities who are placed in unsubsidized employment, for not less than 12 months after the first day of employment, as appropriate.

Individualized Career Services Individualized Career Services are available to eligible Adults and Dislocated Workers. To access most Individualized Career Services, an individual will need to be eligible using the Comprehensive Eligibility registration process (see SAWDC Eligibility Policy W401 for the list of what will become defined as the Comprehensive Eligibility requirements in ISD). The specific list of services that will require a Comprehensive Eligibility registration is still being determined at the state level. For now, and until a local policy is published, the SAWDC considers all Individualized Career Services to require a Comprehensive Eligibility registeration.

Individualized Career Services activities include, but are not limited to, the following:

Comprehensive and specialized assessments of a customer’s skill level and service needs, which may include diagnostic testing and the use of other assessment tools;

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In-depth evaluation to identify employment barriers and employment goals;

Development of an individual employment plan to identify appropriate objectives and combination of services for the customer to achieve the employment goals;

Group counseling;

Individualized career planning;

Business internships;

Short-term prevocational services including development of skills in learning, communication, interviewing punctually, personal maintenance, and professional conduct to prepare individuals for unsubsidized employment or training; and

Job retention and wage progression services after placement.

Training Services Training services can be critical to the employment success of many job seeking customers. There is no sequence of service requirement for Career Services and Training Services. This means that program staff may determine training is appropriate regardless of whether the individual has received Basic or Individualized Career Services first.

Training Services are available for eligible Adult and Dislocated Workers, which will be determined using the Comprehensive Eligibility process Classroom training requires the educational institution be on the Eligible Training Provider List, and will be provided through Individual Training Account (ITA) vouchers. Training services include:

Occupational skills training, including training for nontraditional employment;

On-the-Job Training;

Programs that combine workplace training with related instruction, which may include cooperative education programs;

Training programs operated by the private sector;

Skills upgrading and retraining;

Entrepreneurial training;

Adult education and literacy activities provided in combination with other training services; and

Customized training conducted with a commitment by an employer or group of employers to employ an individual upon successful completion of the training.

Supportive Services The SAWDC authorizes Supportive Services to be provided only for eligible individuals participating in Individualized and Training Services, and are intended to enable an individual to participate in program activities and to secure and retain employment. Examples include assistance with local transportation costs, childcare and dependent care costs, housing and food, and relocation and out-of-area job search expenses. See SAWDC Supportive Service Policy #W409 for more information.

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4. Anticipated Program Targets The following charts demonstrate anticipated program targets that the Service Providers’ Consortium will be responsible for meeting.

ADULT PROGRAM PRE-ISD

2nd

Quarter Education or Employment 78.4%

4th Quarter Education or Employment 75.4%

Median Earnings $5,918

Credential Attainment 49.1%

Measureable Skill Gains Waived PY 16

ADULT PROGRAM POST-ISD

2nd Quarter Employment 63.4%

4th Quarter Employment 61.4%

Median Earnings $5,178

Credential Rate 49.1%

Measureable Skill Gains Waived PY 16

DISLOCATED WORKER

2nd Quarter Employment 81.7%

4th Quarter Employment 77.8%

Median Earnings $8,490

Credential Rate 39.9%

Measureable Skill Gains Waived PY 16

YOUTH

2nd

Quarter Education or Employment 69.4%

4th Quarter Education or Employment 73.8%

Median Earnings $3,136

Credential Attainment 30.6%

Measureable Skill Gains Waived PY 16

EFFECTIVENESS IN SERVING EMPLOYERS

Employee Retention Rate

Not yet Available Repeat Employer Use of Core Programs

Ratio of Employers Using Core Programs

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Performance Metrics Defined

PERFORMANCE METRICS - ADULT AND DISLOCATED WORKER

2nd Quarter Employment - # of participants who are employed in (Q2) Post-Exit

4th Quarter Employment - # of participants who are employed in (Q4) Post-Exit

Median Earnings - Median earnings (Q2) Post-Exit

New: Credential Rate

1. Participants obtaining a post-secondary credential during participation or within 1

year of exit; or

2. Obtaining a secondary school diploma/equivalent during participation or within 1

year of exit from the program AND is enrolled in an education or training program

leading to a recognized post-secondary credential that will be earned within 1 year

after exit from the program.

New: Measureable Skills Gained - Percentage of participants in education leading to

credential or employment during program year, achieving measurable gains. Measured in

real time.

PERFORMANCE METRICS - YOUTH

2nd Quarter Education or Employment - # of participants who are in an education or

training program, or are employed Q2 Post-Exit

4th Quarter Education or Employment - # of participants who are in an education or

training program, or are employed Q4 Post-Exit

Median Earnings - Median earnings (Q2) Post-Exit

Credential Rate

1. Participants obtaining a post-secondary credential during participation or within 1

year of exit; or

2. Obtaining a secondary school diploma/equivalent during participation or within 1

year of exit from the program AND is enrolled in an education or training program

leading to a recognized post-secondary credential that will be earned within 1 year

after exit from the program.

Measureable Skills Gained - Percentage of participants in education leading to credential

or employment during program year, achieving measurable gains. Measured in real time.

PERFORMANCE METRIC – EMPLOYER

Employer Satisfaction - (Not Measured Until PY 2016)

Indicators of effectiveness in serving employers

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SECTION VIII: SUBMISSION INFORMATION AND REQUIREMENTS

1. General Submission Information To be considered for funding, entities must submit a proposal along with other supporting documentation in accordance with the instructions in this RFP. When evaluating a proposal, the SAWDC will consider how well the respondent has complied with these instructions and provided the required information. The SAWDC reserves the right to request clarifications from any bidder regarding information in their proposals. Bidders can contact the SAWDC by email at admin@wdcspokane.com during the technical assistance (Q&A) period to request clarification that may be needed to comply with these instructions. Questions are considered public information and will be posted in their entirety on the SAWDC website with answers within two (2) working days of submission. Questions will be accepted by email only. Responses to this RFP should be economically prepared, with emphasis on completeness and clarity of content. The proposal, as well as any reference materials presented, must be typed in English in at least 12-point font and must be on standard 8 ½” by 11” paper with no less than one inch margins. Foldouts containing charts, spreadsheets, and oversize exhibits are permissible. 2. Proposal Checklist All proposals must contain the following documents:

Executive Summary (no longer than one page) Proposal Narrative – Responses to questions (no longer than 15 pages) Budget Information Form & Risk Assessment

3. Response Questions Bidders must provide responses in narrative format to each item/question listed below. Responses must be associated with the specific questions provided. Proposals must include the exact questions as written below. There are 100 points possible. Proposals will be evaluated on four criteria, each carrying a unique weighting. A. Experience and Philosophy (30 points) Describe your experience with and/or philosophy regarding the following:

a. Visionary leadership while operating within structured rules and guidelines. b. Fostering collaboration and partnerships. c. Operating in an environment with functional supervision (staff reporting to

other agencies’ management in addition to their own agency’s management). d. Monitoring system integrity. e. Measuring customer satisfaction and staff morale and implementing changes

as necessary. f. Information sharing across a variety of partners and programs. g. Working on diverse/divergent issues or agendas to reach outcomes. h. Serving diverse customers including employers, economically disadvantaged

individuals with little or no work experience, individuals with disabilities, dislocated workers with experience, and young adults.

i. Understanding federal laws and/or workforce or related laws, including the Workforce Investment Act or the Workforce Innovation and Opportunity Act.

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j. Discuss any other areas of experience you would like the review committee to know about as it relates to this RFP.

B. Approach (50 points)

a. Describe how you will approach achieving a mutually beneficial relationship between the Consortium, the SAWDC, and the Operator.

b. Describe how you will approach implementing an Essential Skills program within WorkSource and the Next Generation Zone. How do you suggest the success of this program be measured?

c. Describe your approach to ensuring communication and collaboration among the WorkSource One-Stop Campus and the additional 16 service sites.

d. After visiting WorkSource (or reviewing the WorkSource website if unable to visit the site), please suggest your initial suggestions for ways your skills and abilities can be utilized to reach the goals set forth in the RFP, and include specific examples of ideas for reaching the six One-Stop Operator goals listed on page 10 of this RFP.

e. Describe your approach to supporting the Consortium in achieving their program targets and service delivery goals.

f. Describe your approach to supporting and guiding Business Services, and suggest one idea regarding how the Operator can a benefit to Industry Navigators and/or business customers.

g. Describe what you are most excited about regarding this opportunity, and describe what you believe will be your biggest challenge(s).

k. List the qualifications of the individual suggested to serve as the One-Stop Operator. If this individual is not known, describe the required qualifications and core competencies to be included in the job posting.

l. Discuss your suggestion for how performance on this contract should be measured.

C. Assurances and Flexibility (10 points)

a. Provide an assurance that your entity has the willingness and ability to operate in a functionally integrated environment and work difficult partnership issues with all parties involved such any arise. Provide an example of a time you were responsible for working through a difficult partnership issue to reach agreement and your role in that situation.

b. Provide an assurance that your entity will work with the SAWDC for the selection of the One-Stop Operator, and describe how that will take place.

D. Budget (10 points)

a. Detail proposed costs for each category.