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Workforce Development Board Kane, Kendall and DeKalb Counties

Full Board Wednesday, June 8, 2016, 7:30 A.M.

Painters District Council #30 1905 Sequoia Drive / Aurora, IL 60506

Meeting Agenda

I. Call to Order: A. Attendance

II. Approval of Meeting Minutes: (Attachments) A. February 10, 2016

III. Public Comment (Non‐Agenda Items)

IV. Program Updates:

A. WIOA Third Quarter PY 2016 Program Performance Reporting (Attachments) 1. Adult, Dislocated Worker, and Youth

B. WIA / WIOA Financial Reports (Attachments) 1. WIA 14 Budget‐Expenditure Summary Report 2. WIOA 15 Budget‐Expenditure Summary Report 3. Trade Adjustment Assistance (TAA) Grant Expenditure Report 4. WIOA Trade Case Management Budget Report

V. Executive Committee Report VI. PY16 Youth Contracting:

A. Youth Ad‐hoc Committee Report B. Action Item: Authorization of five (5) one‐year Youth Provider contracts for Program Year

2016 (Attachments) C. Action Item: Authorization of 6‐Month Contract with Quad County Urban League (NOT

INCLUDED IN PACKET)

VII. WIOA Planning: A. WIOA Transition Committee Report B. Action Item: Acceptance of the Northeast Region WIOA Plan and Approval of the Local

WIOA Plan. (Attachments)

VIII. Informational Items: A. MOU Progress Update

IX. Adjournment – Next meeting of the Full Board is August 10, 2016

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Workforce Development Board Kane, Kendall and DeKalb Counties

Full Board Wednesday, February 10, 2016, 7:30 A.M. Painters District Council No. 30 Board Room

1905 Sequoia Drive/Aurora, IL 60542

BOARD MEMBERSMember Name/Proxy Present Absent Member Name/Proxy Present Absent

Anderson, Steve A Kantner, Dr. Joanne P

Angelo, Mike P Koukol, Dan P

Bata, Katie A Lefaver, Stephen P

Baum, Mark P Lenert, Bill P

Beykirch, Chris A Mehochko, Christopher A

Borek, Paul P Milano, Mike P

Dahl, Brian P Muscat, Brian P

Diaz, Rose P Norris, Lesa P

Dolan, Brian P Oliver, Deanna P

Evans, Gary P Perez, Caprice A

Flaherty, Patrick A Pollock, Brian P

Ford, Ronald A Sam, Dr. David / Hauca, Anne P

Giles, Calvin P Schoenholtz, Bette P

Gillespie, Theodia P Schoppe, Mike A

Greeno, Terri P Seibert, Charlie P

Hawks, Dick P Sergi, Barbara A

Healy, Richard P Smith, Eric A

Henning, Joseph P Wright, Mary P

Howard, Andre P Zirk, Rick P

COUNTY BOARD CHAIRSPietrowski Jr., Mark/ Supple, Mary A Shaw, John A

Lauzen, Chris P

STAFFBerger, Scott P Knapp, Ginger P

Gonzalez, Jenna P Markin, Suzanne P

Gonzalez, Maria P Renken, Renee P

I. Call to Order – Vice‐Chair Hawks called the meeting to order at 7:32 A.M. A quorum was achieved. II. Approval of Minutes – Board members reviewed the minutes presented from the November 18, 2015 meeting. Zirk

motioned to approve the meeting minutes and Koukol seconded. The minutes were approved. III. Public Comment – None IV. Program Updates:

A. WIOA Second Quarter PY 2015 Program Performance Reporting 1. Adult, Dislocated Worker, and Youth – Renken reported we are midway through our plan year as of

December 31, 2015. Usage of the Career Resource Center is on track with last year totaling about 6000 visits. 64% of our Adult funding stream and 71% of our Dislocated Worker goals have been met. Our new enrollments are currently less than last year at this time, but Renken is projecting by June 30, 2016 the goal will be met. New Individual Training Accounts (ITAs) total 96 which is an in‐training goal progress of 86%. Members were provided highlights of the top training providers, programs and industry sectors. The youth program is currently serving 255 youth which is 53% of the goal. Work‐based learning is trending low. Staff is monitoring the situation and asking providers to submit a plan to achieve their goals. The youth ad‐hoc committee will also be meeting with staff to review the status of provider’s contracts. Chairman Lauzen verified that Renken is stating due to the budget impasse in the fall, staff and providers

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are working to catch‐up and will do so. Renken confirmed. Chairman Lauzen asked for Renken’s perspective on the 4.9% unemployment rate – specifically is it a realistic rate as he is receiving some negative phone calls. Renken stated that there are different types of job seekers ‐ A project manager seeking a six figure salary versus someone who has been unemployed for six or more months and is very discouraged. Both are served but have different needs and challenges. Renken stated hiring is occurring but often job seekers need assistance finding “hidden job markets” such as a company who only advertises on their company website. Calvin Giles mentioned that the volume of claims has decreased at IDES and there are those job seekers who have stopped looking. Some are not aware of resources at their disposal. Those that have the hardest time are the unemployed who have a limited skill set and other barriers. Hauca mentioned the AARP grant available at ECC for those over 50. She said the clients are primarily women over fifty who were in middle‐management for many years and lost their job. It is very difficult for them to obtain re‐employment. Dan Koukol mentioned a layoff at Electrolux. He said employed people are nervous about the stability of companies where they are employed. Mike Milano reported the Target Distribution Center is expanding its workforce from 300 to 700. He further stated that people also want benefits. The issue is worker’s skill levels. Target has a difficult time finding skilled mechanics. Chairman Lauzen asked if Target can train the employees. Milano said they are looking at implementing an apprenticeship program as it takes 24 months to be fully trained. Dr. Kantner mentioned OJT is a good match to fill the gaps when trying to achieve training on specific machines. Terri Greeno stated her experience with women over 50 is that their previous wages were inflated and their current skill set is not high enough to justify that wage at a new employer. Rich Healy stated there is a hidden disconnect between the skill level the management in a company believes is required to be hired for entry level versus what their workers say is needed to enter employment. Paul Borek provided information about DeKalb County’s Manufacturing Consortium which they implemented to show‐case manufacturing careers to high‐school students.

A. WIA/WIOA Financial Reports – Maria Gonzalez provided the WIA/WIOA financial reports and noted the following:

1. WIA 14 Budget‐ Expenditure Summary Report – Maria reported the WIA 14 grant is 90% expended. The remaining balance in the adult finding stream has been fully expended through today. Youth and Admin Streams have a remaining balance yet.

2. WIOA 15 Budget‐Expenditure Summary Report – This grant is 16% spent through December 31, 2015, with the majority of spending occurring in the youth funding stream. The Dislocated Worker stream has experienced an increase in spending now that all expenses are being fully charged to this grant. The monthly training benchmark calculation shows that the Adult stream is spent by 53% and the Dislocated Worker by 50%. The Youth funding stream benchmarks reflect that the Youth Out‐of‐School funding stream is currently expended by 40% of the 75% we are required to meet by June 30th. Work‐based learning activities are 7% expended of the required 20% benchmark. As the sub‐recipients continue to work with our youth ‐ this benchmark is projected to be obtained.

3. Trade Adjustment Assistance (TAA) Grant Expenditure Report – Maria reported this is a one year grant that begins October 1, 2015 and ends September 30, 2016. This grant can be modified every quarter based on the need. Currently the report reflects 42% of the budget has been spent and the remaining amount has been obligated. Staff is working on a budget modification.

4. WIOA Trade Case Management Budget – This grant has been awarded as another resource to help with the management of those enrolled in our Trade Grant. This grant helps offset supportive services not otherwise covered through the trade grant and helps to offset staff time spent managing the case‐loads.

V. Committee Reports A. Executive Committee / WIOA Transition Committee Joint Meeting – Borek reported that last November the

Executive Committee authorized the release of an RFP for local planning services to assist in the development of a four‐year strategic plan. Four proposals were received which the Executive Committee and WIOA Transition Committee jointly reviewed on January 6, 2016 and the Public Consulting Group (PCG) from Boston was selected. Paul stated their proposal clearly demonstrated that the firm had done their research and rose far above the other proposals. He said the proposal was articulate, the cost was reasonable, and the experience of staff members evidenced a strong background in both planning and workforce development. A kick‐off meeting with PCG is anticipated for late March, and the Full Board will be invited to attend once a date has been finalized. The Transition Committee will meet again on March 2nd to discuss the One‐Stop facility.

B. Youth Ad‐hoc Committee – Schoenholtz reminded the committee the current network of youth contracts will expire on June 30, 2016 and new contracts need to be procured. The ad‐hoc committee met on January 26th to review the Request for Proposal (RFP) prepared by staff. Betty stated there is greater emphasis now on work‐based learning and the providers working with other agencies. The RFP will be released on February 16th. The

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committee will meet again on February 25th to provide input regarding the status of current youth provider’s contracts and on April 26th to recommend proposals for selection to be presented to the Executive Committee.

VI. Informational Items: C. Local Workforce Planning Status – Jenna Gonzalez reviewed the Local Workforce Development Planning Services

Contract Overview with the board members. The scope of work deliverables includes:

Analyzing local and regional data;

Assessment of the workforce delivery system;

Facilitating three focus groups (one in each county);

Surveying local employers;

Drafting a plan document;

Preparing white papers for each county;

Creating an evaluation tool; and

Presenting initial and final drafts of the plan document and white papers to the WIOA Transition and Executive Committees in May, and ultimately to the Full Board in June.

The next steps are:

Mid‐February to Mid‐March – Data, Assessment & Kickoff Meeting;

Mid‐March to Mid‐April – Focus Groups and Business Survey;

Mid‐April to Mid‐May – Drafting the Documents; and

Mid‐May to Mid‐June – Final Presentations. D. Meeting Schedule through Program Year 2017 – Hawk’s announced the PY 2016 calendar was included in the

member’s packet. VII. Adjournment – The meeting adjourned at 8:30 A.M. The next Board Meeting is June 8, 2016.

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WIOA Adult and Dislocated Worker Services PY15 Program Updates through 03/31/2016

One Stop Centers – Branded in Illinois as workNet Centers, each workforce development area is required to maintain at least one center at which local federally funded education and workforce programs and services are accessible. Centers provide Career services (listed below) to job seekers and employers. Additionally, the Workforce Innovation and Opportunity Act provides Individualized and Training assistance to those meeting eligibility requirements.

BASIC CAREER SERVICES

Universal Services – Any individual will have access to employment related services that are universal in nature – no eligibility criteria needs to be met. Services include information about job vacancies, career options, employment trends, instruction on conducting a job search and writing a resume and access to resources such as computers and internet.

Local workNet Center Locations

North Aurora Yorkville DeKalb

Staff Assistance Available (Monday through Friday 8:30am – 4:30pm)

Community Access Points

Gail Borden Library ‐‐ Drop in Resume Assistance (Tuesday 1:00pm – 4:00pm and Thursday 9:30am – 1:00pm) Plano Library ‐‐ Drop in Resume Assistance (third Thursday 2:30 – 4:30) Elgin Community College ‐‐ WIOA Eligibility Screening (Wednesday 9:00 – 12:00)

Monthly Events Calendar Available at www.countyofkane.org/WDD

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workNet Resource Center User Snapshot (7/1/15 – 03/31/2016)

Kane County 6362 visits

DeKalb County 3362 visits

Kendall County 301 visits

Information Sessions are regularly scheduled and provide job seekers an overview of WIOA services including local job search trends and tips, program eligibility and occupational training options. All job seekers interested in enrolling in services must attend one of the sessions held weekly at one of the following locations – no appointment required.

Gail Borden Library Wednesday at 9:30am

North Aurora workNet Center Monday 9:30am

Yorkville workNet Center Walk in sessions available during center hours based on need

DeKalb workNet Center Friday at 9:00am

Employee Support during Downsizing or Business Closure: Provided at the workplace, employees that are impacted by a large layoff or plant closing receive program and resource information from workforce development staff, DCEO and IDES (unemployment) staff to facilitate re‐employment.

STAFF ASSISTED CAREER SERVICES Individualized Job Search Counseling – All job seekers pursing an intensive level of services (beyond universal) and/or training must meet eligibility criteria based around the following two populations – Adults and Dislocated Workers. Services include eligibility determination and readiness assessment, employment plan development, job search assistance and occupational training that lead to job matching/placement.

Adults – Eligible adults must be age 18 or older and a lower‐income individual (takes into account the last six months of earnings) with food stamp or TANF recipients being automatically eligible. Often the eligible adults have limited attachment to the labor force and may have significant barriers to obtaining employment.

WIOA Adult Service Snapshot

Kane DeKalb Kendall Totals Goal Progress

Participants Carried‐In from PY14 139 140 41 320

79% New Enrollments 63 75 16 154 Total Adult Participants 202 215 46 474

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Dislocated Workers – Is an individual that has been laid off and is eligible to collect unemployment insurance. The program targets individuals that are from a declining occupation or industry or have been unemployed for more than 26 weeks. Often these workers require re‐training for rapid re‐employment.

WIOA Dislocated Worker Service Snapshot

Kane DeKalb Kendall Totals Goal Progress

Participants Carried‐In from PY14 188 65 62 315

81% New Enrollments 86 30 20 136

Total Dislocated Worker Participants 238 95 71 451

Adult and Dislocated Worker Distribution between Counties in LWDA 5

TRAINING ASSISTANCE

Training Services – Individual Training Services are available for those job seekers accessing intensive services but still unable to attain employment at a self‐sufficient wage. Training services are available to increase the individual’s skill level and may include occupational training by way of classroom instruction (ITA) or on‐the‐job training (OJT).

Individual Training Account (ITA) is the mechanism to fund tuition, fees and books for WIOA participants enrolled in an occupational training program that leads to a credential/ certification in demand occupation. Typically the training programs are less than two years in length at a Community College or a specialized proprietary vendor.

ITA Funded Training

NEW Training ITAs Issued

Total Number in Training

Successful Completions

Credential Attainment

In‐Training Goal Progress

Adult 94 277 90 67

105% Dislocated Worker 108 277 103 105

Totals 202 554 193 172

Kane County51%

DeKalb County 34%

Kendall County15%

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ITA Funded Training Attendance by Industry Sector

On‐the‐Job Training (OJT) provides funding to partially reimburse an employer for the extraordinary cost of training a newly hired employee in the specialized skills necessary to perform their job. A skill‐gap assessment, along with a customized training plan, is completed for each individual hired through an OJT.

Participants Carried‐In from PY14

All carry‐in participant have successfully completed training, resulting in an overall79% (19 of 24) employment retention rate

New Participants for PY15

4 new individuals placed in Full‐Time employment, earning an average wage of $14.31/hr. 4 new local employers have accessed $29,770 to assist with training these individuals

8‐10 employers partnering for candidate recruitment/referral activities

3

9

12

17

18

21

25

41

53

79

114

162

Early Childhood Education

Fashion/Graphic/Interior/Landscape Design

Other

Office Administration

Accounting/Finance/Insurance/Human Resource

Social Services

HVAC/Electronics/Automotive

Manufacturing

Business Administration and Project Management

Information Technology

Transportation/Warehousing/Logistics

Health Sciences and Healthcare

554Total TrainingParticipants

Top 5 WIOA Funded Training Programs

(NEW ITAs Awarded)

Program Number of Students

Truck Driving (CDL) 61

IT Management 22

Project Management 16

Registered Nurse 14

Practical Nursing 10

Top 5 WIOA Funded Training Providers

(NEW ITAs Awarded)

Training Vendor Number of Students

Kishwaukee College 38

Microtrain 24

Star Truck Driving School 20

Advantage Driver Training 18

Waubonsee Comm. College 17

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MEASURING SUCCESS Overall program performance is measured annually following the close of each federal fiscal year, which ends on 9/30. The final measures rely heavily on data collected by the Illinois Department of Employment Security and focus exclusively on those individuals receiving individualized and/or training services (not basic services). Because of data lags, preliminary performance outcomes are not typically available until the fall after the close of each fiscal year, so for federal fiscal year 2015, which ended on 9/30/2015, this information is available in the fall of 2016. In order to gauge performance in a more‐timely manner, Kane County tabulates the number of WIOA‐assisted clients, by county, that have gained employment on a quarterly basis. While many of these individuals may have completed their program and/or training curriculum, they are expected to continue to receive career counseling support/services under the WIOA program in order to ensure success. The table below provides these figures for the first half of Program Year 2015.

Employment Snapshot (7/1/15 – 3/31/2016)

Kane DeKalb Kendall Totals

Adults 62 42 16 120

Dislocated Workers 93 26 30 149

Youth 103 21 19 143

Total Employment Outcomes 258 89 65 412

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WIOA Youth Services PY 2015 Program Updates through 3/31/16 WIOA youth programs are intended to provide age‐appropriate services targeted to economically disadvantaged youth age 16‐24 that face barriers to staying in‐school or finding employment. Youth are classified in two categories, and WIOA requires a minimum of 75% of the youth program funds to be expended on out‐of‐school youth programs and services, and 20% of funds to be spent on Work Based Learning activities.

In‐School Youth – a youth enrolled in a high school or alternative high school program.

Out‐of‐School Youth – a youth who is not attending school or has dropped out of high school.

Youth services for Kane, Kendall and DeKalb communities are delivered through a procured network of service providers with oversight provided by Kane County. Youth engagement/ participation is measured monthly with each provider to ensure enrollment/participation goals are achieved along with a full expenditure of funds by June 30th. Services incorporate the following strategies with the goal of increasing the youth’s long‐term employability:

● Paid Work Experience & Internships ● Soft Skill Instruction ● Job Readiness Training ● Career Path

Development ● Tutoring & Mentoring ● GED/HS Diploma Support ● Occupational Training ● Job Placement Assistance ●

Youth Participation and Breakdown

Youth in Occupational Training

Occupational Training Programs

Automotive

Information Technology

Manufacturing

Office Assisting/Admin Assistant

Healthcare

Public Service

Youth in Paid Work Experience

100 200 300 400 500

PY'15 Goal

As of 3/31/16480

387

0 100 200 300 400

In‐School

Out‐of‐School

Total Youth

65

322

387

100

150

200

PY'15 Goal As of 3/31/16

177154

24%

7%

69%

Mechanical/Manufacturing

Computer/Office/Retail

Medical/Healthcare

0 50 100 150

PY'15 Goal

As of 3/31/16147

62Participation through the 3rd quarter represents 42% of the

overall work experience goal. While 4th quarter work experience participation numbers are expected to increase

significantly (as work experience enrollments are characteristic of later program year activity), goal

achievement appears unlikely given the impact of the budget impasse during the 1st quarter. 10

Individual Youth Provider Service Detail

Business and Career Services, Inc. Service Area: Kane County PY’15 Contract Amount: $223,995 Provides 18 to 24 year‐olds an opportunity for career exploration in manufacturing through a 3‐week boot camp and 200 hour paid internship. The internship provides mentoring, guidance, skills training and hands‐on work experience needed to transition into a career or education in manufacturing.

Planned Enrollment Total Youth Participating Percentage of Goal Met

52 43 85%

10 interns have successfully completed subsidized work experience thus far in PY’15

8 Elgin area manufacturers participated in recent boot camp facility tours

1 recent graduate is in the process of CNC training to further his career

4 recent graduates of the MCIP program have entered unsubsidized employment in

the manufacturing field

Interested youth should contact Eddie Perez at [email protected] or 847.437.9538 for more details.

Elgin Community College Service Area: Northern Kane County PY’15 Contract Amount: $246,703 In‐School youth receive hands‐on exposure in a sampling of career modules, enhance their academic skill levels, develop leadership and life skills, increase career awareness, improve computer skills, and obtain help finding employment. The Out‐of‐School youth concentrate on career exploration, life skills, GED preparation, vocational training, job search skills, and employment assistance. Youth in need may participate in paid work experience to help transition into unsubsidized employment.


57 58 102%

11 youth in subsidized work experience

12 youth pursuing GED

13 currently enrolled in training

6 youth have received occupational credentials

15 participants have entered employment

Interested youth should contact Jackie Espinoza at [email protected] or 847.214.6984.

First Institute Training & Management Service Area: Kane, Kendall and DeKalb Counties PY’15 Contract Amount: $286,764 Out‐of‐School youth participate in a 1‐week Jump Start orientation, 3‐week component on Career Exploration, Employment Success, and Leadership Development instruction, occupational training resulting in industry‐recognized credential, and a 60‐hour paid Externship. Occupational training options include: Welding, Basic Computer Applications and Medical Office Assistant (MOA).


44 44 100%

36 participants have successfully completed training

8 participants have either successfully completed or are currently participating in subsidized work

experience

45 youth received occupational credentials

11 participants have entered unsubsidized employment

Interested youth should contact Kurt Beier at [email protected] or 888.308.4516. 11

Grundy/Kendall ROE Service Area: Kendall County PY’15 Contract Amount: $159,794 Provides 16‐24 year olds (in‐school or out‐of‐school) with job search skills training, GED tutoring and assessment, academic remediation, subsidized work experience, assistance with FAFSA and financial aid, career counseling, and assistance with legal problems or court‐ordered probation.


55 32 58%

79% of enrolled youth are HS dropouts

16 youth receiving Basic Academic services

towards earning GED

6 youth received GED

23 youth have entered unsubsidized employment

Interested youth should contact Mark Leigh at [email protected] or 630.553.4166.

Kendall County Special Ed Cooperative Service Area: Kendall County PY’15 Contract Amount: $110,043 Provides individualized assistance to students identified within the local schools as having a disability in overcoming barriers to their successful transition to community competitive employment and/or vocational training in post‐secondary education. Comprehensive educational support, training, job coaching and employment services are provided.


38 31 84%

3 youth have earned their GED/HS diploma

29 youth in volunteer work 5 youth have entered employment

Referrals are generated through cooperating schools within the KCSEC district. Contact Alyssa Riva at [email protected] or 630.553.5833, ext. 221 for additional information.

Kishwaukee College Service Area: DeKalb County PY’15 Contract Amount: $269,460 Provides 16‐24 year old out‐of‐school youth with the opportunity to participate in occupational training to help them obtain employment. Career counseling, assessment, employment readiness training, and financial support for tuition and fees, textbooks and supplies assist youth in choosing a meaningful career path. Students are linked to unpaid job shadowing or work exploration opportunities. Youth lacking a high school diploma are referred for GED classes and provided similar support in preparation for their educational and career path.


53 56 106%

4 youth in subsidized work experience

30 youth enrolled in training

17 youth have received occupational credentials

3 new worksite relationships developed

Contact Dariana Mahaffey at [email protected] or 815.825.2086, ext. 5190.

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Quad County Urban League Service Area: Kane County PY’15 Contract Amount: $347,805 Provides youth ages 14‐24 that are in‐school or out‐of‐school with subsidized summer or year‐round employment opportunities as a means of career exploration. Participants benefit from assistance with pre‐employment preparation, job skills, workshops/speakers, college tours, and increased educational levels.


110 68 62%

13 youth entered employment

26 youth have participated in subsidized work experience

12 youth have obtained their GED/HS diploma

10 youth have earned an occupational credential

Interested youth should contact Susan Demming at [email protected] or 630.851.2203.

Waubonsee Community College Service Area: Southern Kane/Kendall Counties PY’15 Contract Amount: $217,420 Provides out of school youth ages 16‐24 with year‐round guidance and support. The program helps youth with barriers to employment or education develop skills and credentials needed to successfully obtain and retain employment. The program promotes student learning and supports personal and career development, guiding students towards self‐reliance and self‐sufficiency.


67 55 81%

9 youth have improved their Literacy/Numeracy levels

8 youth have entered unsubsidized employment

21 youth have successfully completed occupational training and earned an

occupational credential

Interested youth should contact Alyson Gaspar at [email protected] or 630.966.4176.

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1

Memorandum

To: Workforce Development Board

From: Maria Luisa Gonzalez, Fiscal Manager

Date: June 8, 2016

Re: Monthly Fiscal report

WIA14 Budget report We have spent 99% of this budget through the end of April. We continue to work through spending down the remaining balance in the Transition funding stream. WIOA15 Budget report This grant reflects 45% has been spent through the end of April. We continue to hit our monthly training benchmark which is at 58%. The Youth benchmarks reflect that Youth out of school is currently at 52% of the 75% we are required to meet. Work based learning activities are at 19% of the required 20%. Trade Budget report The modification that we had been waiting for was finally approved on May 27th. As a result of the increased budget, the report shows that we have spent and obligated 45% of this grant. WIOA Trade Case Management Budget report This grant report reflects that 34% of the budget has been spent, primarily in the case management line item. A recent modification was approved on May 11th that increased the case management line item. The case management line item reflects staff time that has been spent to date on the management of the caseloads.

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BudgetExpenditures through

04/30/16Balance % of budget spent

1000 SALARY AND FRINGE BENEFITS 506,698.00$ 556,469.26$ (49,771.26)$ 110%

1010 OTHER ADMIN 71,008.00 21,236.74 49,771.26 30%

TOTAL ADMIN: 577,706.00$ 577,706.00$ -$

2000 YOUTH-I/S SALARY AND FRINGE BENEFITS 19,394.00$ 31,380.21$ (11,986.21)$ 162%

2010 YOUTH-I/S OTHER PROGRAM CO 232,852.00 374,685.64 (141,833.64) 161%

2100 YOUTH-O/S SALARY AND FRINGE BENEFITS 46,186.00$ 113,705.14$ (67,519.14)$ 246%

2110 YOUTH-O/S OTHER PROGRAM CO 1,479,431.00 1,258,092.01 221,338.99 85%

TOTAL YOUTH-OUT OF SCHOOL: 1,777,863.00$ 1,777,863.00$ -$

3000 ADULT - SALARY AND FRINGE BENEFITS 420,430.00$ 211,368.50$ 209,061.50$ 50%

3010 ADULT - OTHER PROGRAM COST 458,937.00 286,086.22 172,850.78 62%

3020 ADULT - DIRECT TRAINING 636,704.00 1,018,616.28 (381,912.28) 160%

TOTAL ADULT: 1,516,071.00$ 1,516,071.00$ -$

4000 DISLOCATED WRK - SALARY/FRINGE BENEFITS 583,200.00$ 411,750.70$ 171,449.30$ 71%

4010 DISLOCATED WRK - OTHER PRO 336,639.00 256,540.52 80,098.48 76%

4020 DISLOCATED WRK - DIRECT TRAINING 843,511.00 1,140,058.78 (296,547.78) 135%

4030 DISLOCATED WRK - INCUMBENT 45,000.00 - 45,000.00 0%

TOTAL DW: 1,808,350.00$ 1,808,350.00$ -$

5000 WIOA Transition funds 97,084.00$ 36,434.50 60,649.50 38%

GRAND TOTAL: 5,777,074.00$ 5,716,424.50$ 60,649.50$

The 80% obligation requirement has been satisfied for all funding streams and the 40% direct training requirement has been satisfied

for adult and dislocated worker funding streams as of June 30, 2015.

WIA 14 Budget-Expenditure Summary ReportPrepared by Kane County

Grant Year-Number: 14-681005 Report Period: 07/01/2014 through 04/30/2016

Grant 99% expended as of 04/30/2016. Grant must be fully expended by 6/30/2016.

FINANCIAL BENCHMARKS

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GRS CategoryAccount

NumberAccount Description

Expenditures

through April

2016

Accruals

through

April 2016

Total

Expenditures

Fund 480 - Department 98114 - WIA 14

Sub-Department 98100 - AdministrationSalary and Fringe 40000 Salaries and Wages 391,262.94 .00 391,262.94 Subtotals:

Salary and Fringe 45390 Fringe 142,118.69 .00 142,118.69 Salary and Fringe 556,469.26$

Other Admin 50340 Software Licensing Cost 1,265.39 .00 1,265.39 Other Admin 21,236.74$

Other Admin 50590 Professional Services 691.51 .00 691.51 577,706.00$ TRUE

Salary and Fringe 50600 Temporary Help 3,196.20 .00 3,196.20

Other Admin 52180 Building Space Rental 12,150.57 .00 12,150.57

Salary and Fringe 53000 Liability Insurance 9,805.59 .00 9,805.59

Salary and Fringe 53010 Workers Compensation 10,085.84 .00 10,085.84

Other Admin 53020 Unemployment Claims 38.99 .00 38.99

Other Admin 53070 Legal Printing 9.82 .00 9.82

Other Admin 53100 Conferences and Meetings 251.35 .00 251.35

Other Admin 53110 Employee Training 20.64 .00 20.64Other Admin 53120 Employee Mileage Expense 2,133.76 .00 2,133.76

Other Admin 53130 General Association Dues 522.68 .00 522.68

Other Admin 55080 Grant Administration (5.81) .00 (5.81)

Other Admin 60000 Office Supplies 2,129.58 .00 2,129.58

Other Admin 60040 Postage 437.30 .00 437.30

Other Admin 60490 Equipment<$1000 250.00 .00 250.00

Other Admin 64000 Telephone 816.28 .00 816.28

Other Admin 64020 Internet 524.68 .00 524.68

Other Admin Admin Other .00 .00 .00

Administration Expense Totals $577,706.00 $0.00 $577,706.00

Sub-Department 98200/98250 - Youth Salary and Fringe 40000 Salaries and Wages 23,154.75 .00 23,154.75 Subtotals:


Other Program Cost 50340 Sotfware Licensing cost 1,382.54 .00 1,382.54 Other Program Cost 1,632,777.65$

Other Program Cost 50590 Professional Services 263.97 .00 263.97 1,777,863.00$ TRUE

Salary and Fringe 50600 Temporary Help 4.36 .00 4.36

Other Program Cost 52130 Repairs & Maint - Computers 476.44 .00 476.44

Other Program Cost 52180 Building Space Rental 1,992.47 .00 1,992.47

Salary and Fringe 53000 Liability Insurance 862.71 .00 862.71

Salary and Fringe 53010 Workers Compensation 891.12 .00 891.12

Other Program Cost 53040 General Adverstising 2.04 .00 2.04

Other Program Cost 53070 Legal Printing 8.62 .00 8.62

Other Program Cost 53100 Conferences and Meetings 371.22 .00 371.22

Other Program Cost 53110 Employee Training 35.39 .00 35.39

Other Program Cost 53120 Employee Mileage expense 88.74 .00 88.74

Other Program Cost 53130 General Association Dues 42.49 .00 42.49Other Program Cost 55000 Miscellaneous Contractual Exp 365,427.35 .00 365,427.35

Other Program Cost 60000 Office Supplies 414.28 .00 414.28

Other Program Cost 60040 Postage 56.38 .00 56.38

Other Program Cost 60490 Equipment<$1000 2.60 .00 2.60

Other Program Cost 64000 Telephone 569.52 .00 569.52

Other Program Cost 64020 Internet 100.26 .00 100.26

Other Program Cost 70000 Computers 3,331.99 .00 3,331.99

Other Program Cost 70020 Computer Software - Cap 119.34 .00 119.34

Other Program Cost Other .00 .00 .00

Salary and Fringe 40000 Salaries and Wages 86,579.35 .00 86,579.35

Salary and Fringe 45390 Fringe 23,645.71 .00 23,645.71

Other Program Cost 50340 Sotfware Licensing cost 2,203.13 .00 2,203.13

Other Program Cost 50590 Professional Services 554.67 .00 554.67


Other Program Cost 52130 Repairs & Maint - Computers 1,403.07 .00 1,403.07




Other Program Cost 53040 General Advertising 6.15 .00 6.15



Other Program Cost 53110 Employee Training 35.39 .00 35.39

Other Program Cost 53120 Employee Mileage expense 88.72 .00 88.72

Other Program Cost 53130 General Association Dues 100.09 .00 100.09

Other Program Cost 55000 Miscellaneous Contractual Exp 900,997.43 93,947.56 994,944.99

Other Program Cost 55060 Youth ITA 246,075.11 .00 246,075.11

Other Program Cost 60000 Office Supplies 824.67 .00 824.67


Other Program Cost 60490 Equipment<$1000 6.93 .00 6.93

Other Program Cost 64000 Telephone 932.22 .00 932.22




Other Program Cost Other .00 .00 .00

Youth Expense Totals $1,683,915.44 $93,947.56 $1,777,863.00

Sub-Department 98300 - AdultSalary and Fringe 40000 Salaries and Wages 144,891.64 .00 144,891.64 Subtotals:


Other Program Cost 50340 Software Licensing Cost 7,616.96 .00 7,616.96 Direct Training 1,018,616.28$

Other Program Cost 50590 Professional Services 3,893.71 .00 3,893.71 Other Program Cost 286,086.22$

WIA 14 Expenditure Detail ReportGrant Year-Number: 14-681005

Report Period: 07/01/2014 through 04/30/2016

Page 2 of 6

16

GRS CategoryAccount


Expenditures

through April

2016

Accruals

through

April 2016

Total

Expenditures

WIA 14 Expenditure Detail ReportGrant Year-Number: 14-681005


Salary and Fringe 50600 Temporary Help 109.26 .00 109.26 1,516,071.00$ TRUE

Other Program Cost 52010 Janitorial Services 5,242.58 .00 5,242.58






Other Program Cost 53100 Conferences and meetings 59.37 .00 59.37

Other Program Cost 53120 Employee Mileage Expense 804.30 .00 804.30


Other Program Cost 55000 Miscellaneous Contractual Exp 192,929.70 .00 192,929.70

Other Program Cost 60000 Office Supplies 5,136.50 .00 5,136.50


Other Program Cost 60490 Equipment <$1000 191.89 .00 191.89

Other Program Cost 63000 Utilities - Natural Gas 284.09 .00 284.09

Other Program Cost 63010 Utilities - Electric 2,324.68 .00 2,324.68

Other Program Cost 64000 Telephone 3,436.57 .00 3,436.57

Other Program Cost 64020 Internet 4,424.22 .00 4,424.22



Direct Training 82015 DT ITA 878,998.20 3,879.86 882,878.06Direct Training 82040 DT OJT (On the Job Training) 53,596.88 .00 53,596.88Direct Training 82100 SS Transportation Assistance 72,300.78 .00 72,300.78

Direct Training 82160 SS Child Care 563.77 .00 563.77

Direct Training 82170 SS Other Supportive Services 9,276.79 .00 9,276.79

Other Program Cost Adult Other .00 .00 .00

Adult Expense Totals $1,512,191.14 $3,879.86 $1,516,071.00

Sub-Department 98400 - Dislocated WorkerSalary and Fringe 40000 Salaries and Wages 281,229.28 .00 281,229.28 Subtotals:


Other Program Cost 50340 Software Licensing Cost 22,618.07 .00 22,618.07 Direct Training 1,140,038.78$


Other Program Cost 52010 Janitorial Services 3,541.09 .00 3,541.09 1,808,350.00$ TRUE






Other Program Cost 53120 Employee Mileage Expense 748.16 .00 748.16

Other Program Cost 53130 General Association Dues 1,579.34 .00 1,579.34

Other Program Cost 55000 Miscellaneous Contractual Exp 97,385.79 .00 97,385.79

Other Program Cost 55080 Grant Administration (60.18) .00 (60.18)


Other Program Cost 60040 Postage 1,060.35 .00 1,060.35

Other Program Cost 60490 Equipment < $1000 105.30 .00 105.30


Other Program Cost 63010 Utilities-Electric 1,595.29 .00 1,595.29




Other Program Cost 70020 Computer Software - Cap 1,869.98 .00 1,869.98

Direct Training 82015 DT ITA 1,062,761.06 .00 1,062,761.06Direct Training 82040 DT OJT (On the Job Training) 6,642.08 .00 6,642.08Direct Training 82100 SS Transportation Assistance 63,611.67 .00 63,611.67

Direct Training 82160 SS Child Care 1,883.00 .00 1,883.00


Other Program Cost DW Other .00 .00 .00

Dislocated Worker Expense Totals $1,808,350.00 $0.00 $1,808,350.00

Other Program Cost Transition other $8,533.20 $27,901.30 36,434.50 Other Program Cost 36,434.50$

WIOA Transition Expense Totals $8,533.20 $27,901.30 $36,434.50 36,434.50$ TRUE

Fund 480 - Department 98114 - WIA 14 Totals $5,590,695.78 $125,728.72 $5,716,424.50

Page 3 of 6

17

BudgetExpenditures

through 04/30/16Balance

% of budget

spent

1000 SALARY AND FRINGE BENEFITS 522,743.00$ 165,568.81$ 357,174.19$ 32%

1010 OTHER ADMIN 27,002.00 13,757.01 13,244.99 51%

TOTAL ADMIN: 549,745.00$ 179,325.82$ 370,419.18$

2000 YOUTH-I/S SALARY AND FRINGE BENEFITS 36,827.00$ -$ 36,827.00$ 0%

2010 YOUTH-I/S OTHER PROGRAM COSTS 144,377.00 8,226.86 136,150.14 6%

2100 YOUTH-I/S DIRECT TRAINING COSTS 6,855.00 30.00 6,825.00 0%

2140 YOUTH-I/S WORK BASED TRAINING 82,484.00 77,325.58 5,158.42 94%

TOTAL YOUTH-IN SCHOOL: 270,543.00$ 85,582.44$ 184,960.56$

3000 YOUTH-O/S SALARY AND FRINGE BENEFITS 40,656.00$ -$ 40,656.00$ 0%

3010 YOUTH-O/S OTHER PROGRAM COSTS 756,911.00 325,355.82 431,555.18 43%

3100 YOUTH-O/S DIRECT TRAINING COSTS 265,860.00 342,068.83 (76,208.83) 129%

3140 YOUTH-O/S WORK BASED TRAINING 498,049.00 279,666.92 218,382.08 56%

TOTAL YOUTH-OUT OF SCHOOL: 1,561,476.00$ 947,091.57$ 614,384.43$

4000 ADULT - SALARY AND FRINGE BENEFITS 528,088.00$ 119,158.45$ 408,929.55$ 23%

4010 ADULT - OTHER PROGRAM COSTS 322,924.00 79,866.59 243,057.41 25%

4100 ADULT - DIRECT TRAINING COSTS 639,696.00 328,340.66 311,355.34 51%

4140 ADULT - ADULT WORK BASED TRAINING 103,000.00 9,753.40 93,246.60 9%

TOTAL ADULT: 1,593,708.00$ 537,119.10$ 1,056,588.90$

5000 DISLOCATED WRK - SALARY/FRINGE BENEFITS 549,526.00$ 169,965.87$ 379,560.13$ 31%

5010 DISLOCATED WRK - OTHER PROGRAM COSTS 298,969.00 132,986.58 165,982.42 44%

5100 DISLOCATED WRK - DIRECT TRAINING COSTS 570,500.00 387,635.54 182,864.46 68%

5140 DISLOCATED WRK - WORK BASED TRAINING 103,000.00 10,273.40 92,726.60 10%

TOTAL DW: 1,521,995.00$ 700,861.39$ 821,133.61$

GRAND TOTAL: 5,497,467.00$ 2,449,980.32$ 3,047,486.68$

BUDGET

TOTAL FUNDS

OBLIGATED through

6/30/15 (PROJECTED)

TOTAL OBLIGATION

% at 6/30/15

(PROJECTED)

TOTAL DIRECT

TRAINING % as

of April 2016

1,593,708$ 1,276,297$ 80%

1,521,995$ 1,239,252$ 81%

Totals 3,115,703$ 2,515,549$

BUDGET

TOTAL FUNDS

OBLIGATED through

6/30/15 (PROJECTED)

TOTAL OBLIGATION

% at 6/30/15

(PROJECTED)

TOTAL YOUTH

OUT OF

SCHOOL % as

of April 2016

TOTAL WORK

BASED

LEARNING % as

of April 20161,832,019$ 1,503,619$ 82% 52% 19%

WIOA 15 Budget-Expenditure Summary ReportPrepared by Kane County

Grant 45% expended as of 04/30/2016. Grant must be fully expended by 6/30/2017.

The 80% obligation requirement for all funding streams and the 40% direct training requirement for adult and dislocated

worker funding streams need to be satisfied by June 30, 2016. These are the two benchmarks that are required to be met

within the first year of the 2 year WIOA grant.

FINANCIAL BENCHMARKS

Grant Year-Number: 15-681005 Report Period: 07/01/2015 through 04/30/2016

FUNDING STREAM

Youth

FUNDING STREAM

Adult

Dislocated Worker58%

18

GRS CategoryAccount


Expenditures

through April

2016

Accruals

through

April 2016

Total

Expenditures

Fund 480 - Department 98115 - WIOA 15

Sub-Department 98100 - AdministrationSalary and Fringe 40000 Salaries and Wages 118,385.87 .00 118,385.87 Subtotals:


Other Admin 50340 Software Licensing Cost 694.23 .00 694.23 Other Admin 13,757.01$

Other Admin 50590 Professional Services 1,091.39 .00 1,091.39 179,325.82$ TRUE


Other Admin 52130 Repairs & Maint - Computers 6,273.63 .00 6,273.63

Other Admin 52180 Building Space Rental 3,660.50 .00 3,660.50


Salary and Fringe 53010 Workers Comp 1,855.72 .00 1,855.72

Other Admin 53040 General Advertising 27.68 .00 27.68

Other Admin 53100 Conferences and Meetings 90.02 .00 90.02Other Admin 53120 Employee Mileage Expense 64.26 .00 64.26

Other Admin 53130 General Association Dues 21.17 .00 21.17

Other Admin 60000 Office Supplies 890.12 .00 890.12

Other Admin 60040 Postage 125.97 .00 125.97

Other Admin 60490 Equipment<$1000 30.16 .00 30.16

Other Admin 64000 Telephone 445.14 .00 445.14

Other Admin 64020 Internet 192.78 .00 192.78

Other Admin Admin Other .00 149.96 149.96

Administration Expense Totals $179,175.86 $149.96 $179,325.82

Sub-Department 98200 - Youth In SchoolSalary and Fringe 40000 Salaries and Wages .00 .00 .00 Subtotals:

Salary and Fringe 45390 Fringe .00 .00 .00 Salary and Fringe -$

Other Program Cost 52110 Repairs & Maint - Buildings .00 .00 .00 Other Program Cost 8,226.86$

Other Program Cost 52180 Building Space Rental .00 .00 .00 Direct Training 30.00$

Other Program Cost 52190 Equipment Rental .00 .00 .00 Work Based Training 77,325.58$

Other Program Cost 53070 Legal Printing .00 .00 .00 85,582.44$ TRUE

Other Program Cost 53130 General Association Dues .00 .00 .00Other Program Cost 55000 Miscellaneous Contractual Exp .00 8,215.06 8,215.06Work Based Training 55025 Work Based Learning Activities 63,774.34 13,551.24 77,325.58Direct Training 55061 Youth Supportive Services 30.00 .00 30.00

Other Program Cost 64020 Other .00 11.80 11.80

Youth In School Expense Totals $63,804.34 $21,778.10 $85,582.44

Sub-Department 98250 - Youth Out School Subtotals:

Salary and Fringe 40000 Salaries and Wages .00 .00 .00 Salary and Fringe -$

Salary and Fringe 45390 Fringe .00 .00 .00 Other Program Cost 325,355.82$

Other Program Cost 50590 Professional Services .00 .00 .00 Direct Training 342,068.83$

Other Program Cost 52110 Repairs & Maint - Buildings .00 .00 .00 Work Based Training 279,666.92$

Other Program Cost 52180 Building Space Rental .00 .00 .00 947,091.57$ TRUE

Other Program Cost 55000 Miscellaneous Contractual Exp 316,947.45 8,376.82 325,324.27Work Based Training 55025 Work Based Learning Activities 212,121.16 64,332.76 276,453.92

Direct Training 55060 Youth ITA 287,085.37 35,338.48 322,423.85

Direct Training 55061 Youth Supportive Services 19,644.98 .00 19,644.98

Work Based Training 55062 Youth WBL ITA 3,213.00 .00 3,213.00

Other Program Cost Other .00 31.55 31.55

Youth Out School Expense Totals $839,011.96 $108,079.61 $947,091.57

Sub-Department 98300 - AdultSalary and Fringe 40000 Salaries and Wages 83,217.68 .00 83,217.68 Subtotals:


Other Program Cost 40340 Software Licensing Cost 1,343.51 .00 1,343.51 Direct Training 328,340.66$

Other Program Cost 52010 Janitorial Services 287.63 .00 287.63 Other Program Cost 79,866.59$

Other Program Cost 52130 Repairs & Maint - Computers 9,698.34 .00 9,698.34 Work Based Training 9,753.40$

Other Program Cost 52180 Building Space Rental 9,429.67 .00 9,429.67 537,119.10$ TRUE




Other Program Cost 53120 Employee Mileage Expense 780.80 200.88 981.68Other Program Cost 53130 General Association Dues 53.26 .00 53.26Other Program Cost 55000 Miscellaneous Contractual Exp 44,216.71 9,382.05 53,598.76



Other Program Cost 60490 Equipment <$1000 65.03 .00 65.03


Other Program Cost 63010 Utilities - Electric 185.55 .00 185.55



Direct Training 82015 DT ITA 214,314.96 81,142.61 295,457.57

Work Based Training 82040 DT OJT (On the Job Training) .00 9,753.40 9,753.40

Direct Training 82100 SS Transportation Assistance 22,875.34 6,849.35 29,724.69


Direct Training 82170 SS Other Supportive Services 2,904.40 2,904.40

Other Program Cost Adult Other .00 347.12 347.12

Adult Expense Totals $429,443.69 $107,675.41 $537,119.10

WIOA 15 Expenditure Detail ReportGrant Year-Number: 15-681005


Page 5 of 6

19

GRS CategoryAccount


Expenditures

through April

2016

Accruals

through

April 2016

Total

Expenditures

WIOA 15 Expenditure Detail ReportGrant Year-Number: 15-681005


Sub-Department 98400 - Dislocated WorkerSalary and Fringe 40000 Salaries and Wages 114,617.19 .00 114,617.19 Subtotals:Salary and Fringe 45390 Fringe 51,419.70 .00 51,419.70 Salary and Fringe 169,965.87$

Other Program Cost 50340 Software Licensing Cost 1,387.21 .00 1,387.21 Direct Training 387,635.54$


Salary and Fringe 50600 Temporary Help 101.26 .00 101.26 Work Based Training 10,273.40$

Other Program Cost 52010 Janitorial Services 3,343.20 .00 3,343.20 700,861.39$ TRUE






Other Program Cost 53120 Employee Mileage Expense 836.94 200.88 1,037.82


Other Program Cost 55000 Miscellaneous Contractual Exp 63,927.40 9,382.03 73,309.43



Other Program Cost 60490 Equipment < $1000 60.25 .00 60.25


Other Program Cost 63010 Utilities-Electric 1,294.15 .00 1,294.15



Direct Training 82015 DT ITA 258,533.24 99,366.18 357,899.42

Work Based Training 82040 DT OJT (On the Job Training) .00 10,273.40 10,273.40

Direct Training 82100SS Transportation Assistance

23,725.50 2,119.95 25,845.45



Other Program Cost DW Other .00 314.54 314.54

Dislocated Worker Expense Totals $579,204.41 $121,656.98 $700,861.39

Fund 480 - Department 98115 - WIOA 15 Totals $2,090,640.26 $359,340.06 $2,449,980.32

Page 6 of 6

20

Kane County Department of Employment and Education

Trade Adjustment Assistance/DCEO grant

10/01/15 - 09/30/16

Expenses through April 2016

Description

Payment

Processing Training Total

October-15 -

November-15 -

December-15 3,454.11 6,374.59 9,828.70

January-16 797.85 1,205.46 2,003.31

February-16 1,036.90 7,346.12 8,383.02

March-16 711.14 31,639.63 32,350.77

April-16 26,342.65 26,342.65

May-16 -

June-16 -

July-16 -

August-16 -

September-16 -

GRANT YEAR TOTAL 6,000.00 72,908.45 78,908.45

T T T

Accruals through April 2016 - 5,745.31 5,745.31

Obligations through April 2016 - - -

Subtotal actuals, accruals, and obligations 6,000.00 78,653.76 84,653.76

Approved Original Budget Amount: 6,000.00 89,172.99 95,172.99

Approved Budget Modifications: 9,000.00 82,815.87 91,815.87

Approved Budget Amount: 15,000.00 171,988.86 186,988.86

Available amount: 9,000.00$ 93,335.10$ 102,335.10$

Budget to Actual Variance: 40% 46% 45%

21

Kane County Department of Employment and Education

Trade Case Management/DCEO grant

10/01/15 - 06/30/17

Expenses through April 2016

Description Case Management Supportive Services Total

October-15 -

November-15 -

December-15 468.00 468.00

January-16 15,240.06 15,240.06

February-16 2,101.94 2,101.94

March-16 - - -

April-16 - - -

May-16 -

June-16 -

July-16 -

August-16 -

September-16 -

GRANT YEAR TOTAL 17,342.00 468.00 17,810.00

T T T

Accruals through April 2016 - - -

Obligations through April 2016 - - -

Subtotal actuals, accruals, and obligations 17,342.00 468.00 17,810.00

Approved Original Budget Amount: 17,342.00 8,070.00 25,412.00

Approved Budget Modifications: 27,347.00 - 27,347.00

Approved Budget Amount: 44,689.00 8,070.00 52,759.00

Available amount: 27,347.00$ 7,602.00$ 34,949.00$

Budget to Actual Variance: 39% 6% 34%

22

Workforce Development Board ACTION ITEM DETAIL

New Business

VI.B Action Item: Recommend Board authorization of five (5) one‐year Youth Provider contracts for Program Year 2016.

Background: As the previous contracting cycle for Youth services for the three‐county area concludes on June 30th, the Youth Ad Hoc Committee requested that Kane County conduct an RFP procurement process to obtain proposals for Youth services under the Workforce Innovation and Opportunity Act (WIOA) across Kane, Kendall and DeKalb Counties for Program Year 2016 (July 1, 2016 to June 30, 2017) with renewable options available for Program Years 2017 and 2018. The following ten vendors submitted proposals:

1) Business and Career Services, Inc. 2) Community Unit School District 308 3) East Aurora School District 131 4) Elgin Community College 5) First Institute Training & Management, Inc.

6) Grundy‐Kendall Regional Office of Education 7) Kishwaukee College 8) Quad County Urban League 9) Waubonsee Community College 10) Young Women’s Christian Association

Proposers were asked to deliver five areas of service sought by the Youth Ad Hoc Committee:

1. Career Pathways as a continuum to increased employability that will meet youth participant needs and be the foundation that supports Work Based Learning initiatives as well as post‐secondary education goals.

2. Work Based Learning incorporated into service delivery provides youth with an opportunity to explore an occupation while receiving valuable on‐the‐job skills. Developed in tandem with Career Pathways, WBL opportunities should introduce youth to sustainable wages.

3. Project Partnerships are demonstrated working relationships with community organizations that provide additional resources available to youth participants through educational connections, community based institutions, and businesses.

4. WIOA Elements includes fourteen (14) services that must be made available to youth, whether provided directly by the proposer or through an identified partnership. These 14 Elements are required by WIOA, and ensure a diverse offering of educational, support, and information to assist youth achieve identified goals through WIOA.

5. Program Components are services required to be delivered by proposer. The identified components establish a continuum of services that provide a framework on which the proposer can build their service strategy.

The proposals were evaluated by staff for their responsiveness to three criteria: Experience, Staffing Structure and Qualifications; Program Design Efficiency/Effectiveness; and Budget and Cost Effectiveness. Bidders were rated and scored in each area and copies of the staff evaluations are provided in Attachment B. Additionally, the proposals and staff evaluations were reviewed by the Youth Ad‐Hoc Committee of the Workforce Development Board which includes members representing each of the three counties.

23

Proposed Action: Available contract funding for Program Year 2016 includes the projected available revenue from the new grant allocation (which represents an 11% reduction from the 2015 grant amount) and an estimate of unspent dollars from Program Year 2015 contracts. This action item authorizes the acceptance of the following five (5) youth providers, including the budget and service plans detailed in Attachment A.

Recommended PY16 Youth Contracting

Service Provider

Recommended Contract Awards

PY16 Budget

Total Youth to be Served

Work Based Learning % of

Budget

Business & Career Services, Inc. $350,000 70 42%

Elgin Community College $239,672 53 36%

Grundy/Kendall ROE $165,341 55 28%

Kishwaukee College $298,757* 45 20%

Waubonsee Community College $300,281* 55 20%

Totals $1,354,051* 278 29% (Average)

*These amounts are dependent on the availability of unspent dollars from PY15 contracts.

Recommendation to the Full Board: The Youth Ad‐Hoc and Executive Committees recommend the Workforce Development Board authorize five (5) Program Year 2016 contracts for WIOA Youth services totaling $1,354,051. This recommendation assumes funding will be available from unspent Program Year 2015 contracts to support the Kishwaukee College and Waubonsee Community College contract awards. Should the availability of unspent dollars deviate significantly from the amount assumed, staff will negotiate contract awards that accommodate the funding available.

24

ATTACHMENT A

Business & Career Services, Inc. Service Area: Kane and Kendall Counties

Program will provide 18 to 24 year‐old Out‐of‐School youth an opportunity for career exploration in manufacturing through a 3‐week boot camp, OSHA Certification training, and 200+ hour paid internship with local manufacturers. The internship provides career guidance, skills training, mentoring and hands‐on work experience needed to transition into a career path or education in manufacturing. Funds will also be available for youth interested in enhancing their marketability with occupational training.

Recommended Funding Amount: $350,000.00 100% Youth Out

Program Year 2016 Contract Budget

Operations $ 84,160.20

Operating Costs 54% of Total

Staff Work Based Learning Costs $ 105,394.55 Indirect Costs $ 0.00 Total Operations $ 189,554.75 ITAs (Training) $ 6,000.00

Participant Costs 46% of Total

Participant Support $ 19,800.00 Paid Work Experience $ 106,165.25 All Other Participant Costs $ 28,480.00 Total Participant Cost $ 160,445.25

Total Contract Amount $ 350,000.00 Work Based Learning: 42% of Total

Programming Highlights and Service Benchmarks:

Manufacturing Careers Internship Program (MCIP) brought to scale within Kendall County; serving a total of eight (8) youth.

Cohorts during PY’16 will include: two (2) in Elgin, one (1) in Aurora, and one (1) in Kendall County.

Optional sub‐contracting suggested for assistance with recruitment, eligibility screening, and initial assessment (subject to review and approval by Kane County).

Service Numbers PY15 Carry‐In Registrants 22

Total Youth Served in PY16 70

New Registrants 48ITA (Training Services) 2

Paid Work Experience 42

Academic Remediation/GED 5Participant Support Services 25

Performance Outcomes

Attainment of HS Diploma or GED 4Total Youth Exited in PY16

35 Attainment of Industry Recognized Credential 39# of Youth Entering Post‐Secondary Education 8# of Youth Placed in Employment 35

25

Elgin Community College Service Area: Kane County

Program provides In‐School youth ages 16‐21 with hands‐on exposure in a sampling of career modules, enhance their academic skill levels, develop leadership and life skills, increase career path awareness, improve computer skills, and obtain help finding employment. The Out‐of‐School youth ages 16‐24 will concentrate on career path exploration, life skills, GED preparation, vocational training, job search skills, and employment assistance. Youth in need may participate in subsidized work experience to help transition into unsubsidized employment.





Staff Work Based Learning Costs $ 60,316.00 Indirect Costs $ 0.00 Total Operations $ 182,639.00 ITAs (Training) $ 18,979.00





Streamlined staffing plan.

Career Pathways are emphasized through role of Job Developer and individualized participant assessments, rounded out by Paid Work Experience opportunities.

Licensed therapist is available to participants in need of personal counselor for up to four (4) sessions.









26

Grundy‐Kendall Regional Office of Education Service Area: Kendall County

Program provides 16‐21‐year‐old In ‐School and 16‐24‐year‐old Out‐of‐School youth with job search skills training, GED tutoring, academic and career assessment, academic remediation, subsidized work experience, assistance with FAFSA and financial aid, career counseling and career pathway development, and assistance with legal problems or court‐ordered probation.





Staff Work Based Learning Costs $ 25,326.30 Indirect Costs $ 7,000.00 Total Operations $ 133,631.48 ITAs (Training) $ 5,000.00





Bring Kendall County Special Education Cooperative case manager on staff.

Participant plan incorporates KCSEC youth into the caseload, bridging a necessary gap that would otherwise face Kendall County youth with disabilities.

Recruitment and program delivery are expanded to Oswego area disabled youth.









27

Kishwaukee College Service Area: DeKalb County

Program provides 16‐24‐year‐old Out‐of‐School youth with opportunity to participate in occupational training that will assist them obtain employment. Assessment, career pathway counseling and development, employment readiness training, and financial support for tuition and fees, textbooks and supplies will assist youth in choosing a meaningful career path. Students will be linked to unpaid job shadowing or subsidized work exploration opportunities. Youth lacking a high school diploma will be referred for GED classes and provided similar support in preparation for their educational and career path.










Increase in occupational training available to youth participants.

Increase in Paid Work Experience opportunities available to youth participants.









28

Waubonsee Community College Service Area: DeKalb and Southern Kane County

Program provides Out of School youth ages 16‐24 with year‐round educational guidance and support. The program helps youth with barriers to employment or education develop job search skills and earn credentials needed to successfully obtain and retain employment. Providing tuition, fees and books through ITA‐funded approved occupational training, the program promotes student learning and supports personal and career path development, guiding students towards self‐reliance and self‐sufficiency. Tutoring is provided for youth in need of academic support to enter training. The service plan introduces the Work Based Learning component to further complement the training that youth receive, and provide work experience to further assist in employment placement.










Youth Services Manager will increase time to 100% dedicated to the program to develop Paid Work Experience opportunities for youth participants.

Staffing plan authorized in PY15 continues, while bringing two existing staff members to 100% dedicated to program.

Additional program dollars will incorporate a Work Based Learning component to program, and support ten (10) youth entering a Paid Work Experience.

Expansion of services to Kendall County area youth.









29

STAFF REPORT AND RECOMMENDATION

Responsiveness to Evaluation Criteria Excellent Good Fair Poor

Proposer Business and Career Services, Inc.

Service Area

Indicates the locale of operations and predominant area of residency of participants to be served. Check all that apply.

DeKalb County Southern Kane

County

Northern Kane

County

Kendall County

Project Type In School Youth Out of School Youth Both IS & OS Youth

Proposed Services and Participant Figures Total Participants Served: Work Based Learning: Occ. Classroom Trng:

48 New served + 22 Carry-In = 70 Total 42 served through WBL services 2 served through ITAs

Budget Summary Operating Costs: Participant Activity Costs:

Total Cost:

$140,103.28 $114,192.50 $254,295.78

55% of Total Cost 45% of Total Cost

100% OSY

58% WBL

EVALUATION CRITERIA RATING COMMENTS

1. Experience, Staffing Structure & Qualifications

Max: 30

Excellent Good Fair Poor

24-30 15-23 7-14 0-6

Consideration given to the capacity and ability to provide WIOA services to hard-to-serve youth population with a commitment to operate the program successfully while achieving performance outcomes. Staffing plan is reasonable and demonstrates an understanding of how to successfully deliver services and achieve performance metrics. Does the applicant have previous relevant experience and/or expertise in a similar capacity? Suitable staff qualifications, in terms of experience and credentials, who will administer and provide services under this agreement.

Hard-to-serve youth are at the forefront of BCS’s program design, and staff employs multiple resources to overcome personal barriers of individual youth while working with employers to facilitate successful internship placements and permanent employment opportunities. BCS’s staffing plan is similar to their previous contract to deliver three (3) internship cohorts and represents a blend of in-house expertise with those of a contracted partner focused on manufacturing employer participation. This model has been highly effective and has contributed to BCS’s ability to achieve successful outcomes. However, the proposed partnership with Quad County Urban League for delivery of two (2) cohorts appears duplicative at times, especially in the areas of case management and business engagement staffing. Staff included in plan are knowledgeable with extensive backgrounds in WIA and are dedicated to the success of the program. BCS acknowledged the obstacles with youth recruitment given their lack of a physical presence in the area and staff recognize their effort to develop potential solutions within their proposal.

28/30

2. Program Design Efficiency / Effectiveness Max: 40 Excellent Good Fair Poor

30-40 20-29 10-19 0-9

Detailed program delivery demonstrates an integrated approach to the youth program which will lead to attainment of required WIOA performance measures, explaining all five required areas of service:

1. Career Pathways: Addresses how staff will assess the youth’s interests and goals to formulate a career plan.

2. Work Based Learning: A clearly defined plan for the facilitation of placements and job retention of job seekers alongside management of WBL services.

3. Project Partnerships: Consideration given to the applicant’s strengths to build relationships with employers; feedback from

BCS addresses all required areas of service in their proposal. They have a clear customer flow, as well as an established understanding of the WIOA performance metrics. BCS has proposed to serve four (4) cohorts in PY16 – two (2) in Elgin and two (2) in the Aurora area through a partnership with Quad County Urban League. BCS remains committed to program effectiveness and continues to strengthen their model based on employer feedback which has resulted in the addition of targeted assessments, delivery of shop math and fork lift training/certification. Career Pathways: While an initial education surrounding manufacturing is a part of the service delivery, post entry-level education and/or pathways were not clearly evident. Work Based Learning: MCIP is built around the core component of a Paid Work Experience, which matches the youth participant with an

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30

wddsmm

Text Box

ATTACHMENT B

partnerships demonstrates strength of connection & validity of agreement.

4. WIOA Elements: The ability to deliver firsthand or partner with providers that deliver diverse service elements is established.

5. Program Components: Marketing and outreach strategies are defined. Customer experience and progression of services is demonstrated through innovative, effective service strategies that are continuously evaluated to meet area & population needs.

employer partner, providing the individual with an 8-week paid internship. Their proposed services numbers are attainable given BCS’s demonstrated ability and capacity to administer a sizeable work based learning model. Within Kane County BCS has matched 34 youth to 17 employers in the last two program years alone. Project Partnerships: BCS has strong employer relationships throughout Kane County, and is working to develop additional relationships with the area’s community based organizations and educational facilities in order to recruit youth. They have also included a proposed partnership with Quad County Urban League for PY’16 to co-manage the 2 Aurora-based cohorts of MCIP. However, this arrangement is not clearly defined; and staff have concerns that responsibilities are duplicative and that recruitment would still be an issue. WIOA Elements: Many of the WIOA Elements are directly incorporated into BCS’s service design. ITAs and OJT are two areas of service that staff has experience delivering, but staff would like to see further development in these areas as both could be expanded to leverage further opportunities for youth post-MCIP. Program Components: Overall, BCS provided a clear picture of the customer experience and their anticipated progression through services with program reviews/quality controls implemented in real-time. BCS defines particular recruitment strategies and incorporates additional partner organizations into their approach, however; further improvements are needed to identify and engage youth in need. Post-MCIP activities and/or placement lack clear definition and should be strengthened.

3. Budget & Cost Effectiveness Max: 30 Excellent Good Fair Poor

24-30 15-23 7-14 0-6

Consideration given to the reasonableness of costs presented to achieve the desired outcomes (cost v. benefit). Does the proposal represent good value? The budget is concise and easy to understand. It has been broken down in a detailed manner, and includes reasonable descriptions of how the requested amount was calculated. The budget narrative provides ample justification for each line item expense associated with the delivery of the project. Administration and tracking of expenses related to Work Based Learning, including participant and operational costs is detailed. Organizational capacity to operate as Employer of Record for paid work experience is indicated. The 20% fiscal benchmark of costs contributing to Work Based Learning activities is clearly outlined.

Funding requested is reasonable and represents an acceptable distribution between operations and participant costs. BCS is requesting approximately $30k additional compared to their previous award. It appears the increase accounts for the operational cost of executing an additional cohort and developing the related employer connections/internship locations. However, since the budget was not completed in tandem with Quad County Urban League (BCS’s delivery partner for two (2) MCIP cohorts), shared programmatic delivery and oversight functions were not addressed or appeared duplicative making budget assessments challenging. As presented, BCS budget is dependent upon funding for another organization to provide complimentary services. These issues can and should be addressed during the negotiation period; refer to staff conditions noted below. Budget is sound and easy to understand with a detailed budget narrative explaining all costs and calculations. Note, fringe benefits do not align between the budget narrative and budget, BCS will need to address during the discrepancy during the negotiation period. BCS has a strong understanding of the Work Based Learning requirements under WIOA and is well positioned to continue operating as an employer of record for the Internship placements. Recently revised was an enhancement to their Work Based Learning tools to streamline the reimbursement processes while ensuring accuracy in reporting. BCS proposes a total Work Based Learning percentage 58% which well exceeds the state benchmark of 20%.

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Evaluation Outcome

Recommendations

Funding Up to $350,000.00 under the conditions outlined below.

Service Plan Staff recommends revising the service delivery numbers to include: 24 participants in Elgin area, 12 in Aurora area, and 8 in Kendall County.

Condition(s) Staff recommends all funding for MCIP to be awarded to BCS to bring program to scale into Kendall County and deliver one cohort in the Aurora area. Additional funding (above the amount requested) for the purpose of covering expenses associated with the Aurora and Kendall cohorts. BCS may choose to use the funding to cover their own expenses or contract with external agencies for service subject to review and approval.

Evaluation Criteria Max. Score

Proposer Score

Total Score:

86/100

Organization, Staffing Structure and Qualifications 30 28

Program Design Efficiency/Effectiveness 40 35

Budget/ Cost Effectiveness 30 23

32



Proposer Community Unit School District #308

Service Area



County

Northern Kane

County

Kendall County





Total Cost:

$132,627.00 $4,425.00

$137,052.00


0% OSY

96% WBL



Max: 30


24-30 15-23 7-14 0-6


CUSD 308 proposes to serve In School youth with disabilities and job descriptions provided do not specify any previous experience serving special needs as required or desired. Additionally, the job descriptions provided were very brief and vague which made it hard to determine what the direct responsibilities of Case Manager and Job Coach would entail. CUSD 308 is proposing 3 FTE staff to be hired which is a robust staffing plan considering the proposed amount of participants is low. With staff not yet in place, evaluation of skill or previous expertise cannot occur. Justification for two Job Coaches is unclear and no defined Work Based Learning or Career Pathways services were discussed within the program narrative. Without this background, it is difficult to understand the function or purpose of these positions.

0/30


30-40 20-29 10-19 0-9




3. Project Partnerships: Consideration given to the applicant’s strengths to build relationships with employers; feedback from partnerships demonstrates strength of connection & validity of agreement.

The narrative and scope of service was extremely brief (2 pages) and failed to address the five areas of service required within the RFP. A customer flow chart was not provided, which adds to the difficulty of gauging the progression of services to youth. The service numbers were inconsistent from cover page to narrative to Appendix B; coupled with the narrative’s brief mention of “students who are currently in the WIOA program and who will continue,” it was unclear whom and how many youth CUSD is proposing to serve. It is not possible to determine whether a program run by CUSD 308 would be a good investment, as there was no proposed program to evaluate. Career Pathways: Brief mention that case manager would “match clients to positions that suit their interests and abilities”. Beyond this, there is no mention of Career Pathways or how youth’s interests or skills would be assessed matched with employment. Work Based Learning: It is unclear within service model how/when Work Based Learning occurs. Although narrative states that the case manager will facilitate job placement, this does not address WBL as a service component. There is no detail surrounding the facilitation of

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Evaluation Outcome

Recommendations

Funding None

Service Plan N/A

Comments Proposal was incomplete at best and therefore difficult to evaluate; service deliver is not fleshed out and none of required five areas of service were addressed. Staff is not in place, and budget did not present good value for request.



activities or relationships with employers to provide opportunities for the youth. Project Partnerships: No outside relationships were identified. There was also no information provided regarding employer relationships, and how the facilitation of WBL activities would occur. WIOA Elements: Does not specify whether the 14 elements are delivered onsite or via Project Partnerships. Only a few of the 14 elements were mentioned; those that were did not have detail attached to their inclusion in the service model. Program Components: Brief mentions of a few of the required program components; little context for inclusion in overall cohesion of service delivery.


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Hard to determine whether program represents good value due to lack of scope of work to support budget. Although the budget narrative did include a level of detail and methodology behind calculations, several factors represented were concerning:

Fringe Benefit amounts were higher than salaries;

Overall breakdown of budget represents 97% operations and 3% participant cost with no narrative justification regarding staff activities;

Wage amount requested for Job Coaches is incredibly low for full time positions. Would this salary attract quality talent?;

Employee travel included allowances, which is not within grant policy as WIOA operates on reimbursement basis as travel occurs; and

Inconsistencies within budget narrative to program narrative regarding the number of clients served.

0/30


Proposer Score

Total Score:

0/100

Cannot evaluate; incomplete




34



Proposer East Aurora School District 131

Service Area



County

Northern Kane

County

Kendall County





Total Cost:

$131,160.50 $218,840.00 $350,000.50


75% OSY

94% WBL



Max: 30


24-30 15-23 7-14 0-6


Unclear on whether Pathways to Prosperity model is currently being implemented by school district, or if this is a new proposal for WIOA. Previous experience serving dropout youth would provide an understanding of population and its barriers, but this was not demonstrated. The staffing structure was unclear within the narrative and the amount of time dedicated to the project was absent. Job description for Program Coordinator is extremely robust, and staff has concern that expectations might be unrealistic for someone not familiar with WIOA. Responsibilities include work experience management and program oversight; without additional staffing support this may not be feasible. Case Management responsibilities of the youth participants are seemingly unassigned and narrative does not clarify point of constant contact for youth. Without staff in place, evaluation of skill or previous expertise cannot occur.

11/30


30-40 20-29 10-19 0-9




3. Project Partnerships: Consideration given to the applicant’s strengths to build relationships with employers; feedback from partnerships demonstrates strength of

Service model is unclear within narrative. There is no distinguishing information to separate the Youth In services from the Youth Out delivery. Although Youth Out services appear to be structured around serving the high dropout population of Aurora, there is no detail addressing how engagement will be maintained, or the feasibility of recruiting dropout youth to return to high school for services that span 12 months. Proposed model of combined education with work experience does not allow for open enrollment, which leads to the assumption that EASD 131 would need to front-load their enrollments in order to meet their proposed service numbers. Additionally, this would present problems if a youth dropped out midway; there would be no way to recover the number served. Career Pathways: There are three prescribed “pathways” that youth can pick from: childcare, manufacturing, and IT. However, the positions available within the school for Work Experience appear not

10/40

35

connection & validity of agreement.



directly related; i.e. ground maintenance does not fall under manufacturing, and the IT related duties appeared limited and very fundamental. Additionally, these pathways are the only options for youth to choose from, and it is unclear what, if any, education pertaining to other careers is available. Career exploration and assessment is not fully defined and career ladders for the 3 pathways are not identified. Work Based Learning: The only Work Based Learning opportunities available are within the school, and admittedly, prepare youth primarily for similar work within district instead of beyond high school. Schedule lasts all year, is rigorous, and is combined with regimented daytime learning. Preparation for and facilitation of opportunities beyond high school positions are not explored. Project Partnerships: No outside business relationships were identified other than then Chamber of Commerce, which will provide certifications for one of the Pathways. Partner organizations are not engaged, and although Waubonsee is mentioned as a partner, the agreement in place is for students that wish to pursue post-secondary education. There is no demonstrated support from community organizations to help facilitate services to youth enrolled in program. WIOA Elements: While all 14 elements were discussed, the Pathways program was used as the basis for providing everything through the lens of a high school. There is little upward mobility or planning for the youth’s future that occurs within the context of what is available. Program Components: Narrative does not demonstrate a clear understand of the required components of WIOA. Eligibility, as an example, is a function of the general staff of EASD 131 and not a responsibility of the Program Coordinator.


24-30 15-23 7-14 0-6


The operational and programmatic split, as well as the Work Based Learning percentage, appears unreasonable. All staff costs were included as Work Based Learning activities at 94% and only 37% of those expenses are participant-specific. Staffing costs on staffing plan do not align with request on budget; salaries, fringe and taxes do not equal budget amounts. Budget narrative provided was insufficient. There was little detail provided, and there was no breakout of costs or methodology of cost determination in regards to participant dollars; cannot determine how figures were calculated. Cost Allocation Plan that was submitted is not an acceptable CAP; rather, language is more suitable to budget narrative information. Included in this section was the explanation for the $15,840 requested for supportive services, but the language does not clarify whether services are being provided directly to the participants or on an as-need basis. $203,000 was indicated for participant Work Based Learning activities. This would translate to all 60 participants completing a work experience which may not be reasonable. The audit that was provided is incomplete. There was missing information that renders the report ineffectual; no cover sheet, no letter from auditing firm, and the schedule of federal awards was blank.

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Evaluation Outcome

Recommendations

Funding None

Service Plan N/A

Comments Logistics of re-engaging dropout youth to return to a high school setting for work experiences on campus without identifiable career ladders is unlikely to be successful and does not address WIOA benchmarks or performance goals.


Proposer Score

26/100 Organization, Staffing Structure and Qualifications 30 11



37



Proposer Elgin Community College

Service Area



County

Northern Kane

County

Kendall County



23 New served + 30 Carry-In = 53 Total 15 served through WBL services (PWE # indicated) 13 served through ITAs


Total Cost:

$182,639.00 $57,033.00

$239,672.00


80% OSY

36% WBL



Max: 30


24-30 15-23 7-14 0-6


Elgin Community College has extensive experience under WIA and has successfully started the transition to WIOA under their contract in PY15. The college has a long-standing history of high performance delivering a model that serves area youth effectively. Contract benchmarks are consistently met which is attributable to their established staffing and their defined responsibilities which enable them to assist the youth at specific points in the WIOA process. ECC’s staffing plan is streamlined and highly efficient with all staff currently hired continuing into PY16. ECC historically does not serve many at-risk youth outside of the college campus, but included in the narrative appears to be additional partnerships with local community networks aimed at serving youth in need of assistance via referrals.

30/30


30-40 20-29 10-19 0-9





ECC addresses all five required areas of service in their proposal. Demonstrated is a network of support within the college, as well as employment opportunities available to youth on campus. Also unique to ECC is the professional counselor included in their budget; making available personal sessions to the youth that are struggling with mental or emotional issues. Career Pathways: Process is strong and solely focuses on youth’s desired employment goals. Plans are created with the youth’s interests in mind, and staff works intensively with participants to explore potential career options. Work Based Learning: ECC has strong employer relationships, both within the college and outside. Their dedicated Job Developer ensures youth candidates are matched with a worksite that will best suit their skills and interests, and intensive preparation is done prior to placement to ensure success. ECC incorporates Career Pathways into their assessment and facilitation of Work Based Learning activities readily.

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Evaluation Outcome

Recommendations

Funding Up to $239,672.00 Staff recommends acceptance of budget.

Service Plan Staff recommends acceptance of service plan.

Condition(s) None



Project Partnerships: ECC identifies partnerships with several local employers, which helps to facilitate WBL opportunities for youth. Also, BCS is included as an entity that works fluidly with the college to refer youth for training, while BCS can provide MCIP opportunities for Elgin’s youth. The diverse partnerships mentioned serve to provide the youth with a variety of resources for services in tandem with ECC. ECC pledges to further develop well-rounded community based organization ties, which would further strengthen ECC’s ability to reach at-risk youth in need of services. WIOA Elements: Services are holistic and well-rounded. All elements are discussed in detail, and ECC has facilitated opportunities within the community if specific element is unavailable on campus. Program Components: All components are addressed. Customer flow identifies two tracks for participants; after initial contact and assessment youth are either referred to Job Developer for career discussions surrounding WBL options, or to the Program Coordinator to determine educational preference. Services are well-explained and delivery is fluid.


24-30 15-23 7-14 0-6


Overall, ECC presented a cost effective budget which included a small reduction compared to PY15’s award. Unfortunately, the narrative does not provide any reasoning behind this. Although mentioned in the program narrative, the licensed therapist was not included in budget or budget narrative which appears to be an oversight as she was billed as an independent contractor for PY15. The budget narrative is incomplete and appears to reflect dollar amounts from their PY15 budget. Narrative also fails to address any participant expenses and therefore, the appropriateness of Paid Work Experience Wages for participants cannot be determined. Service delivery numbers do not align between the cover page, Appendix B and budget narrative. Because of this, and the lack of explanation in budget narrative, the methodology behind requested dollar amounts for participant expenses is unknown. ECC has implemented and administered Work Experience successfully for several program years and is well positioned to continue operating as the employer of record for these experiences. Their 36% cost contribution to these experiences is above the 20% benchmark requirement.

26/30


Proposer Score

Total Score:

91/100




39



Proposer First Institute Training & Management, Inc.

Service Area



County

Northern Kane

County

Kendall County



45 New served + 15 Carry-In = 60 Total 30 served through WBL services (PWE) 30 served through ITAs


Total Cost:

$222,524.14 $204,981.31 $427,505.45


100% OSY

35% WBL



Max: 30


24-30 15-23 7-14 0-6


Staffing plan introduces two additional employees not yet in place: a Business Services Representative and a remedial instructor. The job descriptions and incorporation into overall service delivery was not clear; roles were not rounded out and it was unclear how additional staff would contribute to the program delivery. Unsure of FITM’s ability to serve youth with barriers. Narrative did not demonstrate an understanding of the young adult population that struggles with a multitude of issues, nor did service delivery incorporate means to address overcoming obstacles to employment and/or education. Rather, mention was made to referring youth elsewhere to services “more suitable to their needs”. Value in funding a provider that cannot serve the core population of WIOA is not demonstrated.

18/30


30-40 20-29 10-19 0-9






Narrative was disjointed, repetitive, and failed to outline a service strategy for youth beyond two specific certificate courses. Program components were separated and did not identify a clear flow of services, and structure of services is centered around training. This model does not allow for adequate career exploration, nor was there thought regarding a new approach to accommodate differing learning styles or a work-centered plan. Missing from dialogue is overarching explanation of importance of Welding & Medical Office Administration (MOA) to the community, how the curriculum is delivered, and how they prepare youth for employment. FITM proposed to serve all three counties, but logistically the “on wheels” component of training was not explained. A concerning point made within the narrative spoke about referrals to community colleges, such as Waubonsee, for post-secondary education “to enhance their career path if they are lacking the education and skillsets to qualify for positions they are interested in”. It is the concern of staff that FITM cannot facilitate a certification program with WBL components that adequately prepares youth for employment; unsure of what value as a provider they bring to the

15/40

40


WIOA program when community colleges are already in place to deliver these services. Career Pathways: Program design discusses providing LMI to youth and guiding participants though career exploration for proper training referrals. However, model does not allow for direct services beyond training; if a youth was interested in only PWE there would be no way to facilitate this in the current program design. Additionally, all of FITM’s marketing is geared for MOA and Welding training. Further information would be needed to understand how assessments are performed, and at what point they would refer youth out for training. Work Based Learning: FITM included internships and job shadowing in program narrative, but to date have not facilitated these types of WBL; additionally, there was no explanation of how these components would be designed or incorporated into the overall program. Project Partnerships: This section was not explained; there is no identified connection with employers or other entities that adequately conveys FITM’s investment in the community or to the industries they are providing training in. As a training provider, it is expected that they demonstrate expertise in the skills needed for Welding and MOA; it would be logical to hope that businesses requiring those positions would recognize the qualified candidates that result from FITM’s training and work to establish a relationship for referrals. This was not indicated. WIOA Elements: Although the elements are individually addressed in the proposal, the information provided does not adequately explain FITM’s model or scope of services. They propose training certifications through ITAs, but refer participants to Waubonsee or elsewhere. They have supportive services available, but refer youth to resources within the community for assistance. FITM has not adequately described the services that they directly provide. Program Components: Components are addressed and detailed. Post-training program placement has historically been weak, and lacking is a proactive solution to facilitate additional training-related placements.


24-30 15-23 7-14 0-6


FITM is seeking a substantial increase in funding over the current program year, but has not provided an adequate justification of the need. Several disallowed costs were included in FITM’s proposal. They budgeted two retests per youth per ITA; inclusion of exam costs are concerning as this would expend WIOA funds regardless of whether the youth actually takes the exam. Additionally, FITM proposed the use of financial incentives as part of their recruitment strategy. Incentives, if used at all, are intended to reward participants for achieving success/performance benchmarks, not for program entry. This is also not allowable. The supportive service line item budget is incredibly high, with no breakout or methodology provided. It is difficult to justify the amount when there is no information explaining the need, and program narrative describes a community referral for outside assistance prior to directly supporting the youth. It is unclear where instructor costs are being charged; it appears the instructor is a direct staff charge, while also having wages covered through ITA. Would need to ensure these costs are not duplicative. The budget narrative needs clarification regarding Staff Salary. It is unclear how FITM arrived at the amounts that were proposed in

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Evaluation Outcome

Recommendations

Funding None

Service Plan N/A

Comments FITM’s scoring placed them on the “bubble” with respect to funding level. Since the PY’16 allocation to the local area has been reduced from the previous program year, staff recommend that this provider not be funded.

Salary/Wages and similarly within WBL Salary/Wages. Operating costs were included as a separate item in the budget narrative, which needs clarification. A breakdown is needed, as well as how the items listed would be allocated within allowable line items. Need clarification: The narrative states that participant support services are excluded from Indirect Costs, but the calculated amount shown includes support services.


Proposer Score

Total Score:

39/100




42



Proposer Grundy-Kendall Regional Office of Education

Service Area



County

Northern Kane

County

Kendall County



15 New served + 40 Carry-In = 55 Total 12 served through WBL services (PWE & UnPaid) 3 served through ITAs


Total Cost:

$133,631.48 $31,710.00

$165,341.48


73% OSY

28% WBL



Max: 30


24-30 15-23 7-14 0-6


The existing staff structure is changing for PY’16 as their veteran case manager Mark Leigh is retiring. The Kendall County Special Ed Cooperative (KCSEC) case manager, Alyssa Riva, will be brought on board to specifically work with the KCSEC carry-over participants as KCSEC is disbanding as of June 30

th. This proposed staffing model is

very resourceful and provides the needed services to the previous KCSEC participants. GKROE is well-positioned to assist with this transition. GKROE’s staff has a history of working with hard-to-serve youth facing multiple barriers to employment and education and the additional of Alyssa Riva further compliments this organization. The staffing plan is designed with the assumption that Oswego school district’s proposal to serve WIOA in-school youth with disabilities will be funded. Staff suggests potentially approaching GKROE to expand recruitment and program delivery to Oswego area disabled youth within their proposed 15 new enrollments.

30/30


30-40 20-29 10-19 0-9




3. Project Partnerships: Consideration given to the applicant’s strengths to build relationships with employers; feedback from partnerships demonstrates strength of

GKROE has historically served youth needing intense case management due to basic skill deficiencies as well as other barriers.

Career Pathways: All Career Pathways exploration methods mentioned are online-based or printed material. Is there a way for GKROE to facilitate discussion surrounding options for youth, to encourage active engagement? Work Based Learning: Process for recruiting and orienting worksites is appropriate. Past program year has shown low PWE numbers, however, owing in part to the youth obtaining positions on their own. There was no explanation regarding how staff assists youth in becoming job-ready. Project Partnerships: Established partnerships provide resources beneficial to youth, and are incorporated into service delivery. However, only one business was included; would be advantageous for GKROE to further develop local community business relationships for

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Evaluation Outcome

Recommendations

Funding Up to $165,341.48 Staff recommends acceptance of budget.


Condition(s) Staff recommends approaching GKROE to request expanding their recruitment and program delivery to Oswego area disabled youth.

connection & validity of agreement.



their youth participants to further facilitate WBL opportunities. WIOA Elements: GKROE has the advantage of having two certified school teachers on staff who can assist youth in GED attainment. This is a strength of GKROE; past customer base consists of large percentage of non-high school graduates. An identified concern is that several elements’ delivery is material or online based, rather than delivered via case manager or project partnership with identified entity. Concern over whether it is realistic to expect a youth to read handouts or source information online. Program Components: Proposed orientation/intake procedure can be streamlined to save time and hopefully encourage retention of new applicants; three 90-minute sessions is overdrawn and unnecessary. Staff recommends GKROE also attempt new relationships with local resources/community organizations to further facilitate referrals for area youth.


24-30 15-23 7-14 0-6


Budget Narrative was detailed and easy to understand. Methodology behind operating and participant costs was well-defined and identified service numbers and approximate cost per participant. Several participant line item budgets reflect requested dollar amounts for PY’15, but GKROE has difficulty spending down ITAs and incentives. Concern over whether proposed figures are realistic.

Although operational costs are high in comparison to participant costs, this is explained through the service delivery in terms of participant preparation for work, and the intense case management that aligns with serving GED, IEP, and special needs youth.

25/30


Proposer Score

Total Score:

84/100




44



Proposer Kishwaukee College

Service Area



County

Northern Kane

County

Kendall County



30 New served + 18 Carry-In = 48 Total 15 served through WBL services (PWE # indicated) 45 served through ITAs


Total Cost:

$160,280.00 $138,477.00 $298,757.00


100% OSY

20% WBL



Max: 30


24-30 15-23 7-14 0-6


Kishwaukee has a strong history and presence in the DeKalb area and offers name recognition as a training provider. Case management efforts coupled with blended programming and streamlined access provides well-rounded services for youth. Kishwaukee presented a streamlined and efficient staffing structure with experienced and qualified staff that has a history of performing well and delivering quality programming to WIA/WIOA expectations.

30/30


30-40 20-29 10-19 0-9





4. WIOA Elements: The ability to deliver

Kishwaukee’s service structure shows awareness of local resources and the needs of community employers; proposal demonstrates a solid understanding of local economic system and how to best serve youth. Performance benchmarks are not straightforward and need explanation (i.e. “20” listed as proposed median annual wage, unsure whether this indicates hourly or annual wages) Career Pathways: Kishwaukee did not fully develop a strategic approach to incorporating Career Pathway education into their service structure as a means of educating youth on potential careers. Narrative section devoted to this topic discussed entry into program and logistic steps to becoming enrolled. Work Based Learning: Model of involving students in selection of worksites and utilizing a joint presentation model to stress interview skills for this component is strong and represents an understanding of required life skills. Also mentioned was the ability to work with local employers to assess the relevance of the PWE, and how their participants can best benefit the employers.

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45

Evaluation Outcome

Recommendations

Funding Up to $298,757.00 Staff recommends acceptance of budget. If allocation does not allow funding of full requested award reductions will occur in the following areas:

1. ITA participant dollars 2. Paid Work Experience participant dollars


Condition(s) None

firsthand or partner with providers that deliver diverse service elements is established.


Project Partnerships: Although the amount of partnerships listed exceeded the requirement and much detail was provided regarding the entities’ missions, it was difficult to ascertain the level of relationship Kishwaukee maintains with the organizations listed. The identification of resources and how they would be incorporated into service structure was not present. WIOA Elements: Regarding classroom training, program staff works in tandem with class instructors to maintain an awareness of progression within training program to ensure student success. Program Components: Narrative demonstrates staff working to recruit participants outside of college, which expands pool of candidates and allows for community exposure to services available.


24-30 15-23 7-14 0-6


Kishwaukee presented a very cost-effective operating budget. Budget and budget narrative are clear and concise, and methodology behind calculated dollar requests is present. 3 FTEs were included in Fringe Benefit calculation, but 2.7 FTEs are noted in staffing plan, will need to revise. Kishwaukee has been developing Work Based Learning components, and has included an ambitious request for these funds. Staff has indicated that recruitment and preparation of youth for these activities is a priority, and they anticipate expending the dollars in the year to come.

28/30


Proposer Score

Total Score:

90/100




46



Proposer Quad County Urban League

Service Area



County

Northern Kane

County

Kendall County





Total Cost:

$312,646.63 $249,924.00 $562,570.63


75% OSY

49% WBL



Max: 30


24-30 15-23 7-14 0-6


Demonstrated ability to understand youth needs and the population to be served under WIOA. Overall, QCUL is rooted in its community and works to meet the changing needs of young adults. Staff to run the core program are in place and have been working with the WIA/WIOA youth program for several years which positions them to successfully deliver programming and achieve outcomes. However, quality control and data management issues continue to result in poor risk management scoring and additional staff oversight to ensure program compliance. Staffing plan is expanded in PY16 to include a junior case manager position, but it’s unclear whether the position is full or part time. If it’s full-time, the wages for position may be unrealistic as they are extremely low. Staff recommends removing the proposed junior case manager position as it appears is was included to solely support the partnership with Business and Career Services (BCS). Program Manager’s position has increased from 30% of time on project to 50% in PY16; however, staff would like to clarify the duties as it relates to management of case management staff to ensure additional quality controls are developed and subsequently implemented and monitored.

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30-40 20-29 10-19 0-9




Program narrative is repetitive and does not identify community or employer needs. QCUL recycles outdated thinking (Kane County does not determine eligibility for participants) and incorrect program assumptions (program is not limited to a 12-month enrollment timeframe) into service delivery, which is concerning. Service delivery plan as it relates to number served is unrealistic. It is not explained how QCUL will be able to only carry in 15 participants for PY16, when they have double this number needed to recruit and enroll in the remaining months of PY15. Additionally, PY15 saw a scale back of the Youth-In program to only 5 participants and in the coming program year, QCUL is proposing to serve an additional 15 Youth-In without any explanation of need. There was no explanation of how

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3. Project Partnerships: Consideration given to

the applicant’s strengths to build relationships with employers; feedback from partnerships demonstrates strength of connection & validity of agreement.



recruitment and enrollment would be facilitated to avoid past issues of back-loading program, resulting in heavy carry-in numbers and reducing the amount of staff time available for new program year efforts. Partnership with BCS, as detailed in the MOU, presents multiple issues. Roles are not clearly defined between providers, and duplication of services appears across several service tiers. It is unreasonable to expect QCUL (which has historically had difficulty meeting new enrollment numbers) to assist an outside agency with additional recruits.

Career Pathways: Although it appears additional components are being incorporated into Career Pathways assessment and guidance for youth for PY16, the materialization of expanded career focuses into Work Based Learning are not reflected throughout proposal. Linkages to employer partners and an understanding of community employer needs is not demonstrated. Work Based Learning: Structured Work Experience of 240 hours per participant is mentioned which is substantially higher than what is typically delivered across the area; QCUL did not explain why so many hours per participant are necessary. Overall, QCUL’s existing Work Based Learning model is not defined and it is unclear how staff determines the needs of the youth and the employer when assessing placements. The narrative states that a “wide cross-section” of industries will be available to youth for Paid Work Experience, but specific employer partnerships are not identified. Project Partnerships: Community partnerships are strong within QCUL’s network. New relationships within youth network have been formed, and facilitate a more holistic approach to service delivery in order to address the needs of youth that QCUL may not be able to directly address (i.e. training at WCC; QCUL does not include ITA dollars in proposal). WIOA Elements: There are multiple services available to youth while in Follow-Up services, but while the resources are identified, the delivery plan is not delineated. This theme is present throughout all elements; there is no expansion on service referrals and pathways for future are not fleshed out; there is no way of knowing how the program will be delivered. The information provided is vague. Program Components: All components are addressed and explained, but specific details surrounding facilitation of components are not addressed.


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Consideration given to the reasonableness of costs presented to achieve the desired outcomes (cost v. benefit). Does the proposal represent good value? The budget is concise and easy to understand. It has been broken down in a detailed manner, and includes reasonable descriptions of how the requested amount

Proposal’s monetary request represents a substantial increase (nearly double) and does not provide adequate justification for high line item budgets. There is little explanation to back up the figures in several cost categories; Office Expenses and Supportive Services requests are incredibly high. High operating costs, specifically Office Expenses, bring into question whether proposal was set up to pay for entire operational budget of QCUL, including activities outside of WIOA. May

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Evaluation Outcome

Recommendations

Funding Up to $347,805.17 (PY15 award amount)

Service Plan Staff recommends similar service delivery numbers comparable to PY15 actuals.

Condition(s) Multiple programmatic and fiscal conditions are recommended for inclusion in QCUL’s contract to ensure quality control and risk factors are addressed in the program year to come. These conditions include:

Monthly benchmarks should be established and monitored by the Board’s Youth Committee to ensure the agency is achieving its performance goals.

It is staff’s recommendation that Kane County continue to reimburse QCUL on a two week cost claim cycle rather than monthly to ease the agency’s cash flow difficulties.

was calculated. The budget narrative provides ample justification for each line item expense associated with the delivery of the project. Administration and tracking of expenses related to Work Based Learning, including participant and operational costs is detailed. Organizational capacity to operate as Employer of Record for paid work experience is indicated. The 20% fiscal benchmark of costs contributing to Work Based Learning activities is clearly outlined.

want to request organizational budget to determine cost breakdown.

Participant amounts requested are similarly high, but with no justification of the agency’s ability to spend. QCUL has had difficulty spending funds in the following cost categories: Paid Work Experience, Incentives, Other Program Costs and Support Services. There was no clarification within the budget or program narrative explaining why the need is expected to increase in PY16. Staff Development Costs were included in the PY16’s budget; however, the conference identified in the narrative does not correlate to WIOA. Additionally, clarification is needed surrounding the Program Manager’s increase in time allocated to grant as a rationale was not provided. QCUL’s proposed role as Employer of Record within MOU with BCS is concerning due to cash flow issues and quality control errors. Kane County currently reimburses QCUL every two weeks due to the agency’s extremely tight cash flow. Other providers are reimbursed on a monthly basis. Several grants were mentioned in the Executive Summary; however, most have expired and are no longer being facilitated by QCUL which could explain why the operations costs billed to WIOA are expected to increase.


Proposer Score

Total Score:

46/100




49



Proposer Waubonsee Community College

Service Area



County

Northern Kane

County

Kendall County





Total Cost:

$229,078.00 $71,203.00

$300,281.00


100% OSY

20% WBL



Max: 30


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Waubonsee’s proposal describes their experience and capacity to serve youth in need along with a commitment to enhance programming. This particularly is evident through their proposing to expand the Work Based Learning options for participants. Waubonsee expanded their staffing structure to incorporate 100% of an existing Manager’s duties towards WIOA functions. This shift will allow for a focus on Work Based Learning activities and time to build employer relationships that align with participant career paths. Overall, Waubonsee has well-rounded, educated staff in place that historically accomplishes program deliverables.

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4. WIOA Elements: The ability to deliver

Waubonsee demonstrates that their service delivery has evolved with WIOA standards by incorporating additional elements to ensure that the needs of community youth are met. While past programs have seen a majority of participants being recruited from within college and little Work Based Learning exposure, Waubonsee has expanded its reach to provide additional services to young adults. Staff recommends further developing outside recruitment, as well as expanding area served into Kendall County. Overall narrative illustrates cohesive strategies and wraparound resources. Career Pathways: Waubonsee utilizes Career Cruising in tandem with case manager assessment and training exploration to discuss occupational areas with youth. Barriers are discussed, so that student goals and expectations are accommodated throughout process. Work Based Learning: The College initially counted the clinical portion of training programs as Work Based Learning experience which has been expanded in PY16 to include 10 positions for students within the college setting to further develop skills and gain work experience. Waubonsee is able to serve as the Employer of Record, and manager will work to further develop this program for years to come.

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Evaluation Outcome

Recommendations

Funding Up to $300,281.00 Staff recommends acceptance of budget. If allocation does not allow funding of full requested award reductions will occur in the following areas:

1. Operating budget to facilitate management FTE 2. Participant dollars to facilitate Paid Work Experience


Condition(s) Evaluate Paid Work Experience to determine whether Manager stays funded at 100% to continue facilitating Work Based Learning.

Incorporate benchmark to require Waubonsee to serve minimum of nine (9) Kendall County residents out of the 35 proposed new registrants.

firsthand or partner with providers that deliver diverse service elements is established.


Project Partnerships: Staff recommends Waubonsee continue to expand their outside partnerships; only 3 are identified in proposal. Youth will benefit from additional resources, and community will benefit from having an educational partner. For example, working with the East Aurora School District to facilitate credit recovery or post-secondary education options for dropout youth. Although business relationships are being expanded, it was not specified if specific sectors are being targeted or if employer partners were being matched with existing training programs to assist youth finishing training. WIOA Elements: Elements are each discussed in detail. Waubonsee identifies wraparound services that help propel youth through program with support. Program Components: Waubonsee stresses quality of services over quantity served; this is reflected in the structure of programming for PY16.


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Overall, Waubonsee presented a streamlined and reasonable budget request that positions them to achieve performance outcomes and meet the job readiness and occupational needs of the participants. The proposed operating budget represents a 56% increase from PY15 to accommodate the existing Manager at 100% to implement a Work Based Learning model for 10 participants. This represents a significant increase; however, Waubonsee anticipates a reduction in staff time towards this effort for PY17 once the model and systems are established. Budget and budget narrative is detailed and breaks down methodology behind participant costs. With the addition of a Paid Work Experience component, Waubonsee is now able to be the Employer of Record for youth Work Based Learning opportunities. However, it was not explained within the budget narrative how expenses would be tracked with regards to Work Based Learning initiatives.

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Proposer Score

Total Score:

86/100 Organization, Staffing Structure and Qualifications 30 30



51



Proposer Young Women’s Christian Association Elgin

Service Area



County

Northern Kane

County

Kendall County





Total Cost:

$99,874.00 $87,163.00

$187,037.00


100% OSY

23% WBL



Max: 30


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Organizational structure is unclear and staffing plan is unreasonable. Identified program staff members are not 100% dedicated to WIOA, which appears inadequate considering the large enrollment number of youth YWCA is proposing to serve. Concern is that staff is partially committed, leaving them unable to fully serve WIOA youth, and without prior WIOA experience staff may not fully comprehend the breadth of services required by the grant. Additionally, the organizational chart separates youth services from workforce development which disconnects potential resource blending. Internal resources were identified, but it was unclear how they would contribute to WIOA youth. Case manager assigned to WIOA youth is also identified as having an Adult caseload. It is questionable whether this expectation is reasonable, and without a clear time allocation breakdown it is difficult to ascertain what percentage of time is devoted to youth oversight. Staff responsibilities and job descriptions do not clarify the staff responsible for case management of youth. Fiscal Questionnaire raised potential issue: YWCA indicated “no” to the question “is employee compensation reasonable and comparable to that paid for similar work in the competitive labor market”. Might be logical to anticipate staff turnover if compensation is not reasonable.

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2. Work Based Learning: A clearly defined plan for the facilitation of placements and job retention of job seekers alongside

Overall, the narrative is detailed and addresses key points. However, program value is not demonstrated, as services appear silo’ed and only available within a singular occupation within one industry. There is no exploration of career pathways, nor is there a ladder to higher-skilled, higher-paying positions. Duplication of available services within Kane County area is evident, with no significant improvements on resources available to area youth. Service structure is unclear. There is no mention of how training is facilitated, and if program allows for open enrollment or is cohort based. Additionally, service delivery numbers are high for a provider new to WIOA, and one that is serving a very specific niche within a

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management of WBL services. 3. Project Partnerships: Consideration given to

the applicant’s strengths to build relationships with employers; feedback from partnerships demonstrates strength of connection & validity of agreement.



particular industry. Narrative identifies C.N.A.s as an occupation with high turnover; concern whether this program would be setting up youth to fail. Additionally, only 1FTE was identified to serve 50 proposed youth, which is insufficient.

Career Pathways: Education surrounding available career pathways is only mentioned for specific Healthcare occupations. There is no mention of how a youth with differing interests would be assisted, and it is also concerning that as C.N.A. is the only program YWCA offers, the program model does not implement actual career pathways for its participants. Work Based Learning: It is not indicated what employers require of C.N.A.s upon hire; YWCA’s program designates two weeks of clinical and one week within an internship program. Unclear whether this provides sufficient qualifications for employment upon graduation. Project Partnerships: Identified partnerships do not appear to add value to program. For example, ECC is named as a partner and the college provides C.N.A. training in tandem with wraparound services to youth. Employer relationships appear to consist of assisted living facilities and retirement homes; unsure whether this an attractive employment option for youth. WIOA Elements: Unsure if YWCA understands eligibility requirements; narrative spoke of low income as a qualifier (no longer a requirement), and indicates that youth will be determined eligible one day prior to beginning of class. This timeline is unreasonable. Additionally, several

other areas were not fully addressed: “common barriers such as transportation and childcare are problem solved with experienced staff” does not explain how service delivery will assist youth with barriers. Similarly, indicating “our curriculum provides all the elements” without going into details is insufficient. Program Components: Quality control is not addressed. As a provider new to WIOA, YWCA would need to demonstrate internal procedures that can effectively manage the grant in order to achieve benchmarks and remain compliant.


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Overall, the costs are not reasonable for proposed amount of youth served. Budget and budget narrative are considered incomplete. Service Delivery Benchmarks (Appendix B) was completely blank, and therefore the breakdown of services or performance thresholds is undetermined. Budget narrative suggests 100% of enrollees will go through C.N.A. training, but it’s unclear how this would be accomplished. Budget narrative was brief and did not break out how costs were calculated. Without particular service breakdowns and methodologies behind the cost determination, it is impossible to assess cost reasonableness especially in the area of ITA funded training. Additionally, the ITA dollar amount identified per participant would not be sufficient should J.Renee be their training partner as their training program cost exceeds the dollar amount proposed by YWCA.

Work Based Learning tracking tools and/or systems were not identified and capacity to deliver a successful Work Based Learning component was not discussed. Overall percentage for this component was just over the benchmark of 20%.

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Evaluation Outcome

Recommendations

Funding None

Service Plan N/A

Comments YWCA’s proposal focuses on the C.N.A. occupation, but fails to identify or provide a career pathway within the healthcare field. Overall, a duplication of services between proposal and existing options for area youth exists.


Proposer Score

Total Score:

30/100




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New Business

VI.C Action Item: Authorization of six (6) month contract for Quad County Urban League for Program Year 2016.

Background: The absence a current audit during the RFP process from Quad County Urban League (QCUL) initially rendered the Youth Ad Hoc Committee unable to assess the financial viability of the organization. As a result, the Youth Ad Hoc Committee requested additional financial documentation (i.e. current organizational revenue and expenditures report, monthly bank statements, accounts payable aging reports and preliminary budget for fiscal year 2017) and established a deadline for the delivery of their current audit. After several submission delays, QCUL was able to deliver the requested items aside from the accounts payable aging report, but was only able to furnish a draft version of their audit.

During its third meeting, the Youth Ad Hoc Committee reviewed the submitted fiscal documentation along with the draft audit (which identified multiple findings that were repeated from the previous years’ audit) and QCUL’s draft management responses to the findings (which describes the corrective action plan). As a result of their review, the Youth Ad Hoc Committee identified multiple fiscal concerns along with several WIOA programmatic and expenditure issues resulting from their PY2015 progress/performance.

While the Youth Ad Hoc Committee acknowledge QCUL is a high-risk subrecipient, they also recognize the value of services that they provide to the Aurora community. Through their work with high-risk minority populations and their focus on Work Based Learning and job readiness skills, they prepare the youth for successful futures while exposing them to the realities of the workplace. Overall, their counseling and mentoring services address a demonstrated need in Kane County and therefore, the Youth Ad Hoc Committee is recommending a 6-month contract with QCUL.

Both the Kane County Chief Financial Officer and DCEO agree that with the appropriate conditions (including the delivery of a FINAL audit by 10/15/2016), Kane County may enter into a contract with QCUL. To that end, the Youth Ad Hoc Committee has developed multiple conditions aimed at holding QCUL accountable for maintaining compliance (both financially and programmatically) during a six (6) month contract period. These conditions (detailed on Attachment C) are strongly recommended by the Youth Ad Hoc Committee. Proposed Action: This action item authorizes the acceptance of the following PY2016 contract recommendations for the Quad County Urban League as forwarded by the Youth Ad Hoc Committee.

1. Authorize a 6-month contract in the amount of $173,903 for the period of 7/1/16 – 12/31/16. This amount represents half of the agency’s award for PY2015 and includes/excludes the following: a. Includes funds to support a level staffing structure during the first 6 months of PY2016; b. Includes funds to serve to FITM participants that remain active at the close of the PY2015; and c. Excludes funds originally proposed by the agency for partnership with BCS manufacturing internship

program.

2. Establish pre-award conditions to be satisfied prior to contract award by Kane County.

3. Establish contract conditions to be satisfied during the 6-month award (7/1/16 – 12/31/16).

4. Establish renewal conditions to be satisfied prior to Youth Committee consideration of an additional 6-month award for the period of 1/1/17 – 6/30/17 (to be finalized with Youth Ad Hoc Committee in the Fall).

Recommendation to the Full Board: The Youth Ad-Hoc Committee recommends the Workforce Development Board authorize a six (6) month Program Year 2016 contract for Quad County Urban League in the amount of $173,903 with the conditions attached.

ATTACHMENT C

Recommended PY16 Youth Contract Conditions Quad County Urban League

Pre-Award Conditions: (must be satisfied on or before 4:30pm, 7/1/16)

1. Successful negotiation of a 6-month grant budget including a bi-weekly expenditure plan.

2. Successful negotiation of a 6-month service plan with monthly recruitment and enrollment goals identified.

3. Submit previously requested quarterly accounts payable aging reports.

4. Submit a final, board-approved organizational budget.

5. Submit a final, board-approved staff allocation plan.

Contract Conditions: (must be satisfied during/within 7/1/16 – 12/31/16 contract period)

1. Submit quarterly “Profit & Loss Budget vs. Actual” statements (incorporating any budget revisions) which will include fundraising efforts realized.

2. Submit any organizational budget modifications that are made throughout the year, within 30 days of board approval.

3. Provide staff allocation plan with cost claim submissions.

4. Submit documentation (confirmation from Attorney General’s office) to show steps taken towards 501c(3) reinstatement.

5. Commence Annual Audit (for 7/1/2015 to 6/30/16) in August.

6. Provide bank statement reconciliation on a monthly basis.

7. Final audit to be submitted to Kane County by 10/15/16, and confirmation of audit deficiency corrections submitted to OCR no later than 11/30/16 in order for Kane County to avoid single audit findings.

8. Establish quality controls and develop written policy and/or procedures that address identified provider concerns, specifically:

a. Case Note standards and timeframes for entry into IWDS; b. Paid Work Experience worksites and positions have identified career pathways; and c. Monitoring of budget expenditures with timely submission of necessary modification documents when

line items are within 5% of exhaustion.

9. Designate one individual that performs the following:

a. Reviews and approves all client eligibility documentation prior to certification in IWDS; b. Provides timely monthly reporting; and c. Reviews, approves and submits Paid Work Experience documentation to Kane County.

10. Work towards a monthly cost claim cycle (like all other service providers) as opposed to the current two-week reimbursement schedule.

11. Submit monthly written progress reports covering the following items:

a. Status of program expenditures and benchmarks with an indication of achievement against the negotiated goals;

b. Status of corrective actions (per soon-to-be finalized audit) and progress towards beginning new annual audit; and

c. Update regarding progress of 501c(3) reinstatement.

12. Participation (by agency CEO and CFO) in monthly, in-person meetings with OCR finance and program staff to review the monthly report and discuss areas of progress/concern.

13. Perform an assessment to determine the translation needs of your non-English speaking clientele and subsequent services/tools needed as part of program delivery.


New Business

VII. B. – Action Item: Acceptance of the Northeast Region WIOA Plan and Approval of the Local WIOA Plan.

Background: The Workforce Innovation and Opportunity Act (WIOA) established a new planning framework under which workforce development programs must coordinate every four years to establish goals and strategies that support national WIOA objectives. The most significant change to the planning process is the introduction of a regional planning component. State, regional and local areas are now required to submit workforce development plans that better position the workforce system for alignment. Drafts of the Northeast Region WIOA Plan and Local WIOA Plan were presented at the May 26, 2016 meeting of the WIOA Transition Committee. Members of the Executive Committee and Core Partners were also present at the meeting as guests. The WIOA Transition Committee forwarded both plans to the June 8th Full Board meeting with a recommendation for acceptance/approval. State Unified Plan The State of Illinois released its draft Unified Plan on January 25, 2016 to provide the vision, principles, goals and strategies for the workforce development system, which includes plans to integrate a myriad of federal programs (approximately 19 in total). An Executive Summary is attached, which identifies the following goals to support integration across the state, regional and local levels:

Improve sector partnerships with in‐demand sectors and occupations;

Expand career pathway opportunities;

Expand services for those persons facing multiple barriers;

Expand the public‐private data infrastructure to better integrate education and workforce initiatives; and

Improve public‐private data infrastructure. Northeast Region WIOA Plan Local Workforce Innovation Area (LWIA) 5 is part of the Northeast Economic Development Region, which covers the greater Chicago metropolitan area. The area is comprised of Cook, DeKalb, DuPage, Grundy, Kane, Kankakee, Kendall, Lake, McHenry and Will counties. Staff from each of the local areas within the Northeast Region collaborated to strategize and establish a planning framework for the Regional Plan. Each LWIA contributed content to the draft document. The Executive Summary for the Northeast Region WIOA Plan has been provided for review and incorporates the following regional strategies that complement the State goals noted above:

Strengthen relationships with local businesses and ability to meet the needs of businesses.

Increase coordination between workforce development and economic development.

Strengthen linkages between the One‐Stop delivery system and unemployment programs. 55

Coordinate and enhance career services and case management.

Expand access to labor market information.

Expand career pathway programs and work‐based training programs. The Illinois Department of Commerce requires that all Local Workforce Boards formally accept the regional plan document to ensure alignment with local planning initiatives. Local WIOA Plan The contents of the Local Plan draw from both the State and Regional Plans in order to align with the priorities of each, while taking into account local economic and workforce conditions. A detailed overview of the draft Local Plan is provided in the attached Briefing. Proposed Action: The Illinois Department of Commerce requires that all LWIAs formally accept the regional plan document. Additionally, the Local Plan document must be approved by the Board. Both documents must be submitted to the Department of Commerce with evidence of the Board’s acceptance/approval. WIOA Transition Committee Recommendation: Accept the Northeast Region WIOA Plan and approve the Local WIOA Plan.

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Illinois Draft Unified State Plan Executive Summary

57

ILLINOIS WIOA UNIFIED PLAN

1

CHAPTER 1 - EXECUTIVE SUMMARY The Illinois Workforce Innovation and Opportunity Act Unified State Plan is designed to provide a vision of the Governor’s integration of workforce, education and economic development policy while also serving as a federal compliance document for the United States Departments of Labor and Education under the federal Workforce Innovation and Opportunity Act (WIOA). The Unified State Plan outlines the vision, principles and goals for the integration of workforce, education and economic development programs for the State of Illinois (state). State Workforce System: The Governor, State Workforce Innovation Board and WIOA core partners including the Illinois Department of Commerce and Economic Opportunity (Commerce), the Illinois Department of Employment Security (Employment Security), the Illinois Department of Human Services Division of Vocational Rehabilitation (Vocational Rehabilitation) and the Illinois Community College Board (ICCB) determined that the state will submit a Unified State Plan. The state has developed this Unified State Plan with the intent to integrate the programs listed below (including the non-core programs) into the strategies outlined in the Unified State Plan. • Illinois Department of Commerce and Economic Opportunity

o Youth, Adult and Dislocated Worker Programs o Employment and Training under the Community Services Block Grant Program o Trade Act Programs o Regional Economic Development

• Illinois Community College Board o Adult Education and Family Literacy Act o Career and Technical Education Programs at the postsecondary level authorized under the

Carl D. Perkins Career and Technical Education Improvement Act of 2006 • Illinois Department of Employment Security

o Wagner-Peyser Employment Services including Labor Market Information o Migrant Seasonal Farmworkers Monitor Advocate System o Veterans Employment and Training Services o Unemployment Insurance Services o Trade Adjustment Assistance

• Illinois Department of Human Services o Rehabilitation Services for Individuals with Disabilities o Temporary Assistance for Needy Families

• Illinois Department on Aging o Senior Community Services Employment Program

• Illinois Department of Corrections o Section 212 of the Second Chance Act of 2007

• Nationally Directed - Locally Administered Programs o National Farmworker Jobs Program o YouthBuild o Job Corps

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2

Vision Statement: Promote business-driven talent solutions that integrate education, workforce and economic development resources across systems to provide businesses, individuals, and communities with the opportunity to prosper and contribute to growing the state’s economy. Guiding Principles: Illinois will work toward achieving the vision using these principles as guideposts for policy development and program service delivery. Each partner will use its resources to support the following principles: • Business demand driven orientation through a sector strategy framework • Strong partnerships with business at all levels • Career pathways to jobs of today and tomorrow • Integrated service delivery • Access and opportunity for all populations • Cross-agency collaboration and alignment for developing and/or promoting career pathways and

industry recognized stackable credentials • Clear metrics for progress and success • Focus on continuous improvement and innovation State Goals: The partners will collectively use the following goals to support Illinois’ vision to align and integrate education, workforce and economic development strategies at the state, regional and local levels to improve the economic growth and competiveness of the state’s employers and their workforce.

• Foster improvement and expansion of employer-driven regional sector partnerships to increase the focus on critical in-demand occupations in key sectors that are the engine of economic growth for the state and its regions.

• Expand career pathway opportunities through more accelerated and work-based training and align and integrate programs of study leading to industry-recognized credentials and improved employment and earnings.

• Expand career services and opportunities for populations facing multiple barriers to close the gap in educational attainment and economic advancement through career pathways and improved career services and expansion of bridge programs.

• Expand information for employers and job seekers to access services by improving the Illinois public-private data infrastructure to support the alignment and integration of economic development, workforce development and education initiatives for supporting sector partnerships and career pathways.

State Strategies and Highlighted Activities: Illinois will explore a variety of strategies for the implementation of these principles and goals with a focus on improving community prosperity through more competitive businesses and workers. These strategies and highlighted activities include: • Coordinate Demand-Driven Strategic Planning at the State and Regional Levels

o Providing data and tools to support regional planning to align education, workforce and economic development strategies.

o Developing a state and regional cross-agency benchmark report for stakeholders and the public.

• Support Employer-Driven Regional Sector Initiatives o Conducting outreach to regional and local economic development organizations to improve

regional collaboration in economic development planning.

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3

o Aligning and integrating business and job seeker services among the programs along with state and regional economic development partners.

• Provide Career Pathways for Economic Advancement o Exploring ways to fully mainstream targeted populations into sector-based career pathway

initiatives to achieve outcomes similar to other populations (see “Targeted Populations” on page 21).

o Creating new pathways for success by preparing low-skill adults to take advantage of sector-based bridge programs.

• Coordinate and Enhance Career Services and Case Management o Establishing case management teams to coordinate and support the delivery of enhanced

case management services to participants across programs. o Promoting continuous improvement in career services and case management through the

identification of best practice models and incentivizing demonstration projects. • Expand Access to Labor Market Information

o Improving access to labor market information for employers and job seekers that will allow them to promote and access job openings, review changing labor market trends, and identify education and training programs.

o Supporting awareness and adoption of innovative private sector models, such as the U.S. Chamber of Commerce Talent Pipeline Management Initiative.

• Improve Public-Private Data Infrastructure o Working with core partners and the State Chief Information Officer to develop a framework

of how to integrate state intake, case management and reporting systems. o Expanding and improving the state education and workforce longitudinal data system to

support the six strategies. Stakeholder Collaboration and Comment The State of Illinois Workforce Innovation Board (IWIB) is responsible for overseeing the development, implementation and modification of the Unified State Plan and for convening all relevant programs, required partners and stakeholders. The state agencies responsible for the administration of the core and required programs have reviewed and commented on appropriate operational planning portion of the Unified State Plan. Illinois’ Unified State Plan was released for public comment on January 25, 2016 to allow interested stakeholders to participate in the development of the plan. The comments to the Unified State Plan can be viewed in Attachment A.

60

Northeast Region WIOA Plan Executive Summary

61

1

NORTHEAST REGION WIOA PLAN HIGHLIGHTS

REGIONAL ECONOMIC AND WORKFORCE ANALYSIS

The Metropolitan Area was struck hard by the economic downturn. At the same time, the Chicago region is unique

among major US metropolitan areas in that the area is home to both a strong service sector and a strong

manufacturing sector. The metropolitan region’s unemployment rate is down to around 6%. By the end of next

year, the region is expected to have recovered all jobs lost during the downturn with growth over the next decade

expected at 8%.

The Northeast Economic Development Region (NEEDR) has chosen to focus sector efforts on Healthcare,

Manufacturing and Transportation, Distribution and Logistics (TDL), with acknowledgement that IT underlies all of

these and is an important economic driver in its own right. World Business Chicago has identified the shortage of

middle-skill workers as a major regional hurdle and each of these industries are expected to grow in middle-skill

positions in the near term.

Occupational skill requirements are increasing in many industries, both across the nation and in the northeast Illinois region. Sector Initiatives

The NEEDR has significant experience in sector-based workforce initiatives. Recent initiatives include: Accelerated

Training for Illinois Manufacturing, Health Professions and Opportunity Program, the Job Driven NEG Grant, The

Chicago-Cook Workforce Partnership’s sector centers in three industries, and community college ICAPs programs,

with many other initiatives spread throughout the region.

REGIONAL INTEGRATION OF STRATEGIES AND SERVICES

Workforce Development Activities, Special Populations and Employer Services

The following workforce development activities and types of services with promising return-on-investment (ROI)

warrant continued focus and development.

Work-Based Learning Opportunities: Several of the Local Workforce Boards use On-the-Job-Training (OJT), Apprenticeships, and Internships to provide the skills needed for job-seekers to be successful in the workplace.

Career Pathways: Workforce development and education partners in the NEEDR are increasingly developing Career Pathway programs to prepare individuals to be successful in secondary and post-secondary education as well as help individuals enter or advance within a specific occupational cluster.

Sector Strategies: The NEEDR provides many sector-based workforce development services for residents and businesses.

The system focuses on special populations, including Low-Skilled Adults, Individuals with Disabilities, Formerly

Incarcerated/Criminal Justice Involved, Out-of- School Youth, Veterans, English Language Learners, Homeless,

Older Workers, and the Long Term Unemployed.

Employer services include occupational and labor market information to inform economic forecasting, no-cost

human resource services for recruiting, retaining, and hiring qualified employees and accelerated and customized

employer-based training programs for increasing skills of existing and new employees.

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Transportation and Supportive Services

The Northeast Region is fortunate to have an extensive transportation system, including public transit, although, as

mentioned above, outside of the core, transit can be a challenge. The Regional Transportation Authority (RTA)

provides more than two million rides each weekday on bus and rail services in Cook, DuPage, Kane, Lake, McHenry,

and Will Counties. One-Stop clients are referred to entities or organizations that are not available at the One-Stop

center for supportive services. Examples include housing, health, transportation, services for individuals with

disabilities and financial counseling.

Coordination with Economic Development

In many of the local areas, the local economic development department or authority has a seat on the Local

Workforce Board and is included in policy making decisions. At the regional level, the Workforce Boards of

Metropolitan Chicago have partnered with MEGA (Metropolitan Economic Growth Alliance) to prepare economic

and industry reports and at least one Local Workforce Board Director is a member of the Chicagoland Metropolitan

Agency for Planning’s (CMAP) Economic Development Committee and regularly provides input on the regional

planning efforts that CMAP is responsible for.

REGIONAL VISION, GOALS AND STRATEGIES

The Northeast Economic Development Region WIOA partners will work collaboratively to deliver a workforce

development system that provides opportunities for career growth for the region's jobseekers and workers as well

as ensures a skilled workforce to meet the needs of businesses. The region's workforce development system will

be responsive to changes in the economy, including changes in dominant industry sectors, as well as changes in

the skills and education needed for jobs. The system will assist the region's workers and job-seekers to advance

along career pathways and will effectively collaborate with educators and economic development agencies to

provide an aligned system for the region's stakeholders. Specifically, the One-Stop delivery system shall provide a

true "One-Stop" experience, at which any employer, worker or job seeker can access the programs and resources

they need, whether in-person or electronically. Finally, the workforce system will utilize ongoing evaluations to

assess programmatic success, providing for continuous system improvement.

The region's goals include: Improved and expanded regional sector partnerships, expanded career pathway

opportunities, and expanded workforce opportunities for populations facing multiple barriers to career

advancement.

The vision and principles will be implemented through the following policy strategies that together are necessary

to reach the NEEDR plan goals.

Strategy 1: Strengthen relationships with local businesses and ability to meet the needs of businesses

Strategy 2: Increase coordination between workforce development and economic development

Strategy 3: Strengthen linkages between the One-Stop delivery system and unemployment programs

Strategy 4: Coordinate and Enhance Career Services and Case Management

Strategy 5: Expand Access to Labor Market Information

Strategy 6: Expand Career Pathway Programs and Work-Based training programs

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Local WIOA Plan Interim Report and Brief

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Overview and Introduction The Illinois Local Workforce Innovation Area 5, comprising Kane, Kendall and DeKalb Counties, connects employers to a skilled workforce and helps individuals develop the skills needed to thrive in the workplace. Under an intergovernmental agreement executed in 2015 between the Counties of Kane, Kendall and DeKalb, the Kane County Chairman has been designated as the Chief Elected Official to serve as the administrator for the local area, with Kane County serving as the grant recipient and fiscal agent. The Workforce Development Board of Kane, Kendall and DeKalb Counties is staffed by a local staffing consortium, which is currently under development. This local plan, in concert with a regional plan jointly developed with the other local areas in Northeast Illinois, will serve as the strategic roadmap for the implementation of the Workforce Innovation and Opportunity Act (WIOA). The plan establishes the framework for the workforce system, which encompasses the work of four core partners, including the following:

1. Kane County Office of Community Reinvestment Workforce Development Division, which oversees Title I Youth, Adult and Dislocated Worker programs;

2. Elgin, Kishwaukee, and Waubonsee Community Colleges, administering Adult Education and Family Literacy programs;

3. Illinois Department of Employment Security, which administers the Wagner-Peyser Employment Services and Trade Re-Adjustment Assistance; and

4. Illinois Department of Human Services Division of Rehabilitation Services, which carries out vocational rehabilitation services.

This plan presents strategic priorities for the four-year time frame this plan will be in effect and the operational framework under which the local workforce system will operate.

In preparing for the local plan, the WDB engaged PCG in a research effort to examine regional demographic data and economic trends as well as the local workforce system. PCG provided the following initial findings and observations of the region’s demographics and economic landscape.

Finding Description

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Expensive Housing Market

Nearly 45% of all renters in the three-county region spend 35% or more of their household income on housing.

Lower Educational Attainment

13.7% of adults in the region do not have a high school diploma, a percentage that is higher than those in Illinois (10.7%) and the U.S. (12%).

Over 20% of the region’s population has some college, but no degree.

Large Youth Population

28% of the region’s population is under 18 years old; 81,000 are 12-18 years old and can be considered part of the workforce pipeline.

14,700 young adults (16-19) were employed in the region in 2015, consistent with the national trend of high unemployment/disengagement among young adults.

Demographic and Economic Data Findings

Interim Report and Brief: Local Workforce Planning Services

Kane, Kendall, and DeKalb Counties

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Workforce Development Board for Kane/Kendall/DeKalb Counties Interim Report and Brief: Local Workforce Planning Services

Spring 2016

Public Consulting Group, Inc. Page 2

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Active Employment Participation

The region’s labor force participation rate averages over 70%, nearly 5% higher than Illinois and over 7% higher than in the U.S.

Unemployment is also higher in the region when compared to Illinois and the US; however, this is a function of the greater percentage of the region’s residents who are active in the labor force (unemployment figures do not take into account people who are not actively looking for work).

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Comparatively Stronger Recession Recovery

By the numbers, the region has recovered the jobs lost during the Great Recession; however, most of the job growth has been in lower-skilled, lower-wage jobs.

Industry Cluster Employment

The majority of industry cluster employment is in three sectors: Education & Knowledge Creation, Healthcare, and Business Services.

Manufacturing continues to have a good presence in the region, as manifested in mid-sized employment levels and relatively high wages in Machinery, Chemical, Food, and Electric/Electronic Manufacturing.

Through 2020, nearly 36,000 new and replacement jobs in the region’s top 10 industries were identified.

o Half of the new and replacement jobs projected through 2020 have annual average wages of $16K-$28K.

o Half of the new and replacement jobs projected through 2020 have annual average wages of $44K - $64K.

Large Presence of Tier 2 Employment

Over 50% of the jobs in the region are considered middle-skill/middle-income.

Just over one-quarter of the jobs in the region (27%) are low-skill/low-income jobs.

The strongest job growth in the region since the Great Recession has been in low-skill/low-income jobs, and have driven the job recovery. The number of middle- and high-skilled jobs have not yet recovered to pre-recession levels.

The local area collaborated with key partners to convene a diverse group of employers representing several of the region’s key industries, including business services, healthcare, and manufacturing, among others, to participate in a series of Workforce Business Forums. Workforce Business Forums PCG conducted four business forums in the three-county region on May 3 & 4, 2016. Employers were asked questions related to regional priorities to inform the direction and investments of the workforce system, as well as their hiring and training practices to assist in creating services to address their major issues. The following is a summary of the responses related to regional priorities from the local employers and community based organizations that participated. Employers identified the following potential regional workforce priorities, current workforce and economic challenges in the region, and the services they need to support their business and employment goals:

Business Forums: Overview & Preliminary Findings

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Category Key Findings

Potential Regional Workforce Priorities

Skill gaps, particularly basic/essential skills and entry-level job functions.

Access to education and training that results in industry-recognized credentials/certificates.

Impending talent shortages as older workers begin to retire.

Increasing the knowledge of the job market among job seekers, particularly in industries with less attractive entry-level jobs but with significant opportunity for advancement.

Job seeking skills, such as resume preparation and interview etiquette.

Current Workforce and Economic Challenges

Insufficient public transportation, an issue that is particularly acute for employers that have third shifts.

Lack of English language learning resources, which prevents the full integration of members of the immigrant community into the workforce.

Lack of a pipeline of skilled workers, impacting industry growth and replacement of workers as they retire.

Lack, or lack of awareness, of affordable pathways to skill attainment, particularly internship, apprenticeship, and other work experience programs.

Cost of education for in-demand fields, such as nursing.

Lack of job experience among young people.

Services Most Needed to Support Business and Employment Goals

Resources for English-language learners.

Programs to support essential skills development among job seekers.

Funding for training and apprenticeship programs in technical industries.

Funding to support attainment of required certifications.

Assistance in recruiting and hiring for difficult-to-fill positions.

Assistance in acclimating youth to the job market, and educating them about career opportunities.

Incumbent worker training.

Background The Workforce Innovation and Opportunity Act (WIOA) encourages local boards to provide leadership and to deliver on strategies that support business competitiveness and growth, as well as strategies that assist our residents to acquire skills valued in the labor market. LWIA 5 is embracing this vision and has leveraged the creation of this local plan to develop a roadmap that will result in an aligned and responsive set of seamless services to employers and job seekers and support the economic growth and prosperity of our three-county area. We strive to become the hub where employers come to hire and train their workers, where individuals turn for the information and support they need to develop their skills and enhance their marketability, and where economic development views the workforce system as a full partner in bringing new companies to the region.

Local Priorities and Vision

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To develop this vision and the priorities and strategies that support it, LWIA 5 was informed by:

The needs and opportunities identified through the data; Interviews and input from public and private sector leaders, local board members, partners, and

stakeholders across the three-county region; The experience and insight of system staff; Guidance provided by the State of Illinois; and National best practices.

Priorities

PRIORITY #1: Engage employers across the three-county area, especially those in key employment

sectors.

Objective

The local area will make investments that support the creation of a robust talent pipeline into entry-level and middle-skill jobs with opportunity for advancement in the region.

Approach

System

Consult with existing sector-focused employer groups – such as the Career Tech Industry Advisory groups convened as a requirement of the Perkins Act – to identify mutually identified goals and strategies across all workforce-related programming and to reduce duplication of effort.

Share employer information with all system partners through means identified in collaboration with those partners.

Coordinate employer outreach, particularly among core partners who also work directly with employers.

Service

Identify the jobs that are most in demand across multiple employers, and work with those employers to clearly define the knowledge, skills, abilities, and credentials required for those jobs.

Align system services, including investments in training, to ensure job seekers have access to pathways that enable them to acquire the knowledge, skills, abilities and credentials required for in demand jobs.

Ensure populations prioritized for service – such as Veterans, individuals with disabilities, and others identified by the State of Illinois – have access to, and are hired into, in demand jobs.

Key Players

Employers Community Colleges Organized Labor Industry Groups/Associations

Board Committee

TBD

PRIORITY #2: Coordinate with economic development and business groups to support business growth.

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Objective The local area will engage in activities that strengthen business creation and growth in the three-county region.

Approach

System

Partner with economic development, Chambers of Commerce and other business-serving groups across the region to amplify the voice of small businesses and entrepreneurs, and inform the focus and investments of the local Board.

Partner with business incubation organizations to identify how workforce services can be leverage to encourage entrepreneurship, and to provide more opportunities for job seekers.

Service

Educate customers and partners, including secondary schools, about the workforce needs of small businesses/entrepreneurs and ensure job seekers have access to the training required by those employers.

Leverage on-the-job training, work-based learning, and other employer-focused resources to assist small businesses and entrepreneurs to grow their workforces.

Key Players

Economic development organizations Business Incubators Chambers of Commerce

Board Committee

TBD

PRIORITY #3: Provide higher visibility into system processes and connections to providers across the three-county area.

Objective Enhance services to job seekers through greater alignment and collaboration with partner agencies and organizations.

Approach

System

Create a resource directory that includes the workforce and workforce-related services available to key groups (e.g. Veterans, Individuals with Disabilities, Youth) to facilitate greater collaboration and less duplication of effort.

Identify common needs of job seekers and employers served by multiple agencies, ensuring access to workforce services for those customers through affiliate sites, mobile staff, or technology where appropriate.

Service

Standardize and strengthen the co-enrollment processes across core partners, including cross-training that provides a clear understanding of the roles of each partner, to ensure all job-seeker and employer customers can seamlessly access all workforce-related services for which they are eligible.

Develop, in collaboration with key partners, customer referral and hand-off process, ensuring that all customers receive the services that best match their needs and goals regardless of where they first seek services.

Key Players Core partners and one-stop partners as defined by WIOA Other organizations determined based on an inventory of customer needs

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Board Committee

TBD

PRIORITY #4: Support a career pathway model in targeted industries.

Objective

Implement a career pathway model, starting in year two of the plan, that helps individuals become economically stable over time and benefits employers requiring a productive, experienced workforce to thrive.

Approach

System Build internal expertise to implement and manage career pathway programs.

Align youth requests for proposals to the career pathway model.

Service

Identify employment tracks appropriate to career pathway work, characterized by clear and attainable entry and advancement requirements.

Recruit employers as active partners in career pathways programs.

Pilot career pathway work with three priority customer groups: young people, including individuals with disabilities transitioning from secondary school to the workforce; Title II program participants; and other individuals prioritized by the State of Illinois under WIOA, where a career pathway model is the best approach to meeting their workforce needs.

Key Players Title II providers Employers

Board Committee

TBD

PRIORITY #5: Continuously improve systems and services, exploring opportunities for service enhancement.

Objective To intentionally bring forward promising practices to enhance our local system and services.

Approach

System Enhance internal expertise in the US DOL’s customer-centered design

process to facilitate system improvements.

Service Continuously evaluate data, policies and processes against desired outcomes

to ensure they support the best possible outcomes for employer and job seeker customers.

Key Players State of Illinois Department of Commerce and Economic Opportunity, Office of

Employment and Training

Board Committee

TBD

Created and Submitted by Public Consulting Group, Inc.

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