for one stop operator and adult and ......2016/05/26 · customer flow chart - jobseeker customer...

For

ONE STOP OPERATOR AND

ADULT AND DISLOCATED WORKER

PROGRAM OPERATOR

Submitted to

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Appendix B: PROPOSAL CHECKLIST

This Proposal Checklist identifies all required elements that must be submitted with your proposal. Follow this sequence in presenting your proposal, with the Checklist serving as the Table of Contents indicating the page number where that information can be found in your proposal in the second column. The third column is for County of Santa Barbara staff use only. Please identify the service delivery area(s) you are proposing to serve by checking the appropriate box(es) below.

Santa Barbara Santa Maria

PROPOSAL TABLE OF CONTENTS Page # Verified () (County Staff

Use Only

Proposal Cover Page (Appendix A)

Proposal Checklist/Table of Contents (Appendix B)

Organizational Capacity and Structure

Experience and Demonstrated Ability

Program Design and Approach

Program Budget Forms (use Excel Spreadsheet), one for each contract year and location, if applicable (Appendix C)

Budget Narrative(s), one for each location, if applicable (Appendix C)

REQUIRED ATTACHMENTS:

Financial Statements/Tax Returns

Staff Resumes and/or Proposed Job Descriptions

Organizational Chart

Customer Flow Chart - Jobseeker

Customer Flow Chart - Employer

Subcontractor Letter(s), if applicable

Request for Proposal One Stop Operator and Adult and Dislocated Worker Program Operator

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ORGANIZATIONAL CAPACITY AND STRUCTURE a. The organization’s capacity and commitment to carrying out the proposed program design

and the ability to meet all requirements of the contract.

Since 1981, KRA Corporation has supported the mission of state and local workforce agencies through its vision – to engage businesses, develop workers, and nurture stronger communities. Today, KRA is recognized as a national leader in workforce development for its program innovations, exceptional customer service, and trusted operational results. KRA’s guiding principles of Knowledge, Responsibility, and Achievement support its’ mission – to provide businesses with a trained and reliable workforce by preparing jobseekers for today’s competitive workplace environment, and tomorrow’s global economy. KRA is proposing to fulfill the role of both the One-Stop Operator and the Adult and Dislocated Worker Program Operator for both the Santa Maria and Santa Barbara locations. KRA has developed a results-oriented, demand-driven model that is focused on the following key initiatives: Exceptional Service – KRA uses a Quality Service Model throughout the

organization to ensure an exceptional customer experience. This service model is customer-centered and includes both internal and external customers. From the onset, new employees are made aware through onboarding and training that a great emphasis is placed on high quality execution of KRA’s quality standards.

KRA’s culture is an exceptional

customer experience and staff

strive for 100% customer

satisfaction. Customers are

provided with KRA’s service

standards as part of the

orientation to the center.

Additionally, the company’s five

pillars of quality service and

quality service standards are displayed at each location so every customer

knows what to expect. KRA uses several methods to ensure that standards are

consistently met such as customer surveys, mystery shoppers, and focus groups.

These methods allow the corporate Quality Assurance team to collect data and

determine if standards are being met. Employees who receive acknowledgement

for outstanding customer service are recognized by leadership. Those who

receive negative feedback are counseled and provided additional customer

service training.

Integrated Service Delivery (ISD) – Using an ISD model for One-Stop operations

streamlines and links workforce system partners for the benefit of jobseeker and


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business customers. KRA achieves performance excellence by gathering

partners together to:

• Economize scarce resources

• Enhance job seeker outcomes

• Promote more effective services to employers

• Enhance data availability

KRA uses the ISD model to build strong partnerships through the creation of a shared vision, shared responsibilities and shared outcomes that benefit all system partners and customers. Each partner is equally valued in the decision-making process of service delivery.

Robust Business Engagement - With the Workforce Innovation and Opportunity Act’s (WIOA) focus on job-driven training, and based on area labor-market information, KRA engages local area employers and industry representatives to support our jobseekers’ pursuit of career pathways that are linked to in-demand business sectors. Using a consultative approach, KRA captures the business’s needs and develops a customized plan to provide a full scope of services that promote profitability, productivity and peace of mind for our business customers.

Hiring and Developing High Quality Staff – KRA understands the need for a workforce that performs smarter, faster and is more productive, while continually improving internal systems, all by employing cutting edge technology. KRA uses technology to train and equip staff and One Stop partners in an ongoing learning process with the knowledge, skills, and motivation to provide superior service to job seekers, including those with disabilities, and businesses in an integrated, regionally focused framework of service delivery. KRA uses the competencies established by the National Association of Workforce Development Professionals to ensure that staff are skilled in advising job seekers of their options, knowledgeable about local labor market dynamics, aware of available services inside and outside the Workforce Resource Centers, and skilled in developing customers’ skills for employment success.

KRA is committed to performance excellence throughout every aspect of its operations, subscribing to The Baldrige Framework: Driving Organizational Excellence is the company’s primary Continuous Quality Improvement (CQI) criteria and performance enhancement. KRA infuses CQI principles into everything it undertakes, using data to monitor outcomes in real time, and making adjustments that result in higher customer satisfaction rates, improved performance, and successful collaborations.

Management and Reporting KRA continuously monitors every aspect of our programs to ensure that it achieves strong performance outcomes in accordance with contractual requirements and that it remains in compliance with program rules and regulations. Corporate leadership and program managers conduct regular internal reviews on data integrity, program operations, and customer service. An external audit is conducted by the Corporate


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Quality Assurance Manager to validate the results and provide technical assistance as necessary. Monthly reporting ensures the program remains on track. A local Quality Assurance Specialist will be responsible for monitoring, tracking, and reporting performance to the Corporate Quality Assurance Manager on, no less than, a monthly basis. Performance is reviewed during monthly Operations Meetings with the Program Manager and various headquarters staff including the Chief Operating Officer. KRA’s decades of experience operating multiple contracts in several states nationwide, allow it to draw from an expansive pool of best practices and lessons learned in regards to timely management and data integrity. KRA will meet regularly (no less than quarterly) with Workforce Development Board staff to discuss: enrollments, job orders, training, outcomes, program design, program expenditures, staffing, and other elements that have the potential to impact the quality of the programs and services provided to the county. KRA uses GSTARS™ database as its data and reporting system. GSTARS™ is a 100% web-based subscription system that provides a standardized platform for collaborative program management and reporting across Employment and Training programs such as WIOA and TANF. This system provides an efficient and cost effective means for program management, standardized documentation, and reporting. GSTARS™, as an integrated system, also supports self-service client tracking, case management, business services management, and fiscal management for ITA funds tracking and reporting for managing employment and training programs. This system can be leveraged to deliver regular progress reports for any project. This system is also used for the continuous improvement and evaluation of all of KRA’s programs. KRA will also utilize any WDB-prescribed reporting tools and will ensure timely data entry in the appropriate database(s). KRA’s Corporate Quality Assurance team also uses a risk assessment matrix to determine overall Operational Risk Management (ORM) in a given circumstance. The matrix consists of two categories; the “Probability” of the risk event occurring, and the “Severity” of the risk event, should it occur. This is a simple mechanism to increase visibility of risks and assist management decision making.

KRA has a low threshold for taking action. Even if the risk event’s severity is negligible but is probably going to occur or happens frequently, we require that action is taken to mitigate the risk. Likewise, if a risk event is improbable but the results of the occurrence would be catastrophic, action is again required.

Catastrophic 5 5 10 15 20 25

Significant 4 4 8 12 16 20

Moderate 3 3 6 9 12 15

Low 2 2 4 6 8 10

Negligible 1 1 2 3 4 5

Catastrophic Stop

Unacceptable Urgent Action

Undesirable Action

Acceptable Monitor

Desirable No Action

Risk Rating = Probability x Severity

Improbable Remote Occasional Probable Frequent

P r o b a b i l i t y

S

e

v

e

r

i

t

y

1 2 3 4 5


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b. The adequacy of the organizational structure and proposed staffing for the contract.

KRA's organization is structured to support its’ vision, mission and organizational CQI culture. The organization is grouped by function with corporate operations providing extensive support to ensure the success of KRA’s program operations across the country. Strong coordination, open lines of communication, shared decision-making and streamlined organizational processes differentiates KRA from its competitors and allows the organization to be flexible, nimble and able to effectively manage organizational, programmatic, and environmental changes. KRA Leadership Team KRA’s corporate leadership team is comprised of seasoned professionals who have knowledge of and experience with a variety of workforce programs, including: Workforce Innovation and Opportunity Act (WIOA); Wagner-Peyser Act (W-P); Temporary Assistance for Needy Families (TANF); Sector Initiatives; Re-Entry; and many others. Please also refer to the attached Staff Resumes and Proposed Job Descriptions. The leadership team understands the process of outreaching to individuals with multiple barriers to employment, engaging them, assessing their complex needs, and assuring that the mix of services is sufficient to meet their needs. , In 1981,

founded KRA Corporation. His view of how KRA could make an impact on workers and communities across the country evolved into a corporate mission, strategy, and goals that have made KRA a national leader in workforce development. has 40 years’ experience in community and economic development; program and policy research, analysis, and evaluation; operations management; and training and technical assistance both in the U.S. and abroad. He sits on the U.S. Conference of Mayors Workforce Development Council and is the 2016 recipient of its prestigious Peter E. Kaiser Leadership Award bestowed annually by the National Association of Workforce Development Professionals (NAWDP) to recognize “visionary leaders” who are making exceptional contributions to the Workforce Development industry. He holds an MBA in Management/Finance, and a BS in Systems Science/Economics, both from Michigan State University.

, has over 20 years of

career experience in public policy research, program management, and consulting for federal, state, and local governments, as well as private-sector clients. He has extensive knowledge of and experience working in a broad range of social policy arenas including healthcare quality and access, workforce development, family welfare, affordable housing, and community and economic development. He has been with KRA since 1996. possesses a Bachelor of Art from University of Delaware and a Master of Art from the University of Toronto.

, possesses more

than 25 years’ experience in accounting and finance; audit, business, and tax planning; and information technology. He is adept at overseeing all types of contracts, including Cost Plus Fixed Fee, Firm Fixed Price, and Time and Materials.


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is a Certified Public Accountant with a Bachelor’s of Science from Georgetown University.

, has demonstrated expertise

in building dynamic economic/workforce development programs. She has more than 20 years’ experience in directly overseeing youth and adult services. Her background as a former WIB Director gives KRA unique insight into the needs of our Board customers. has a Bachelor of Science from California State University Northridge.

, has been with KRA for

seven years and has 20 years of civilian and military experience in budget management, data analysis and assessment, logistics, project management, quality assurance, and training. He ensures that our projects adhere to quality standards and also meet performance expectations. possesses a Bachelor of Science from the University of Phoenix.

KRA PROGRAM STAFF KRA has extensive experience in recruiting and retaining high-quality staff in a timely fashion and has the human resources systems in place to bring the Workforce Resource Centers to full staffing by the contract start date. Below is a detailed staffing plan for both the Santa Barbara and Santa Maria locations:

Position Title Job Function FTE Location

Program Manager Provides strategic, fiscal and operational leadership of program and one-stop operations. Maintains responsibility for program performance, quality of service, and contractual commitment.

1 .4 – Santa Barbara

.6 – Santa Maria

Career Agent Provides career counseling and guidance. Manages a caseload of assigned customers with sensitivity to individual needs. Ensures customers receive expert coaching and support needed to reach individual goals. Produces desired outcomes to meet performance goals.

3 1 – Santa Barbara

2 – Santa Maria

Business Services Consultant

Works with businesses in targeted industries to provide a full range of value-added services to meet businesses workforce development needs. Will recruit business customers, conduct analysis and develop a comprehensive service strategy, including linkages to appropriate partners and community resources. Will perform job development activities.

2 1 - Santa Barbara

1 - Santa Maria

Corporate positions (.42 FTE) that directly support the program, provide system development and monitor all requirements of the contract are included in the budget and budget narrative. Please also refer to the attached Organizational Chart. Staff Development As part of our initial staff training, as well as ongoing training, all KRA staff are mandated to complete training that focuses on program eligibility and requirements as well as KRA-specific training and standard operating procedures. KRA aligns its


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WIOA/workforce-related training with the National Association of Workforce Development Professional’s (NAWDP) Certified Workforce Development Professionals (CWDP) competencies. It is KRA’s goal to have all project staff CWDP certified within the first year of employment. In keeping with our commitment to CQI, all WIOA staff receive additional intensive training in eligibility, case management, Individual Employment Plan (IEP), record keeping, and more. KRA has committed to offer general training to partner workforce staff free of charge to ensure all partners have a uniform understanding of WIOA, TANF, policies and procedures. This is critical as we anticipate that the USDOL will be issuing the WIOA Final Rules during the Transition Period. Staff training and development includes:

Onboarding: KRA has a year-long onboarding process and is the start of all training for new staff. This process provides staff with an understanding about the history of the organization and the workforce systems, mission and vision statements, guiding principles, and the organization’s key initiatives.

Quality Service Model Training: As part of technical assistance and capacity building training, we provide customer service training in accordance with our Quality Services Model to ensure staff and partners understand how to meet the varying levels of needs of all customers, from entry-level to highly-skilled.

Partner Cross-Training: To provide services to customers, staff and partners will be cross-trained on each other’s programs to ensure customer questions can be answered about the services available and to provide comprehensive guidance, assistance, and referrals.

Strength-Based Career Coaching: KRA career agents receive training on strength-based assessment approach to coaching, counseling and career planning. This provides staff with a readiness to serve customers with a diverse array of backgrounds and needs.

Performance Measurement Training: All staff members and partners are provided technical assistance training in the Common Measures performance and the WIOA performance indicators. This provides staff and partners with the ability to convey service and outcome expectation to the customers and track individual performance.

Team Building: Integral to the oversight and management of the WIOA system is to ensure all partner staff are “one team” at the Workforce Resource Center. As a current One-Stop Operator, KRA ensures that all staff and partners receive the same information and training to support their team members and the system.

Innovation: KRA’s new ELMS (Employee Learning Management System) enables the organization to standardize the onboarding and training of new hires


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as well as manage the ongoing professional development of all staff members. Through the ELMS, KRA is able to track progress and oversee each employee’s capacity building efforts.

KRA also encourages all staff and partners to think outside-the-box to propose new service delivery strategies and models that lead to outcomes. During regularly scheduled partner meetings for the Santa Barbara County One-Stop system, KRA will provide ongoing opportunity for new innovations to be introduced, and as appropriate and allowable. KRA staff attend workforce conferences which also exposes them to innovations and best practices in the field.

Best Practices Training: KRA’s service delivery practices have proven results that lead to meeting and exceeding outcomes. As part of our management of the Workforce Resource Centers and operations, we will train center staff and partners in implementing workforce system best practices.

Leadership Edge: Leadership Edge is an internally developed program that provides up and coming organization leaders a one-year development experience that covers operational, technical and leadership competencies.


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EXPERIENCE AND DEMONSTRATED ABILITY c. The relevance and the extent of the organizations past experience.

With over three decades of experience and knowledge, KRA provides a full portfolio of services related to workforce and economic development programs. Using sophisticated systems to manage our programs effectively and efficiently, we provide the resources of a large company while serving our customers with the commitment and dedication of a local organization. KRA services include:

One-Stop Center Operations and Management – KRA provide important resources for Adults/Dislocated Workers and Youth seeking education, employment, and training/re-training and for businesses seeking qualified workers. Working with AJC partners, KRA uses an integrated service delivery model to meet the needs of participants and area employers. o Adult/Dislocated Worker – Career services include outreach, job search and

placement assistance, provision of labor market information, comprehensive assessment, development of employment plans, and counseling/planning; and Training services that link customers to job opportunities in their communities, such as basic skills and occupational skills training, on-the-job training, and incumbent worker training. Based on eligibility and need, KRA also provides Supportive Services including childcare, dependent care, housing, transportation, and needs-related payments, under certain circumstances, to allow program participation and success in the program.

o Youth Services – The KRA team also operates comprehensive youth programs that place a priority on out of-school youth, high school dropout recovery, and achievement of recognized postsecondary credentials. Career Pathways and work-based learning are imbedded components of KRA’s youth services delivery model.

KRA ensures services are easily accessible by job seekers and employers alike through innovative programming, use of technology, and having thorough knowledge of the region it serves. With this knowledge KRA develops solid partnerships with industry, supportive-service providers, and training and education organizations, it ensures that every program it operates is aligned to regional labor market needs.

Business Services – In alignment with the President’s Job-Driven Training Checklist, KRA has developed a comprehensive Business-to-Business (B2B) Engagement Model that connects employers to the workforce system by building relationships using a consultative approach that accounts for local and regional hiring needs and then designs business-driven services that are responsive to those needs.

Job Development – KRA offers standalone job development and placement for job seekers that align their job skills and occupational interests with employer needs, intensive job search assistance and workshops.

Rapid Response Activities – KRA provide assistance to area employers in managing reductions in force in coordination with State Rapid Response Activities. KRA coordinates appropriate services with Wagner-Peyser staff and


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local workforce boards. Activities may include on-site assessment of needed employment and training and coordination of community access to state and economic assistance programs.

TANF Employment Services – The KRA team supports State and local welfare-to-work efforts by operating programs that provide welfare applicants and recipients with intensive case management, academic and occupational training, job placement and retention, and supportive services. Through a program model that stresses strong, sustainable relationships with every program participant, KRA’s Temporary Assistance for Needy Families (TANF) Employment Services have been able to exceed ever more stringent federal and State work-participation requirements.

Labor Research and Consulting – Labor research studies and consulting are an integral part of KRA’s workforce development practice and spans a broad range of programs. KRA supports employment and training programs by analyzing the economic conditions of a region, the needed knowledge and skills for the region, the workforce in the region, and workforce development activities in the region. This research assists local regions in policy and program development. KRA also provides technical assistance to federal, state, and local programs. Briefings, workshops, analytic reports, and capacity building are typical examples of our work.

In the last decade, KRA has acquired unique workforce knowledge from operating approximately 200 contracts with a total value in excess of $120 million. Currently, KRA operates five (5) WIA Adult, Dislocated Worker and Youth Programs and six (6) TANF programs in California, Connecticut, Maryland, New Jersey, and the District of Columbia. For more detail please refer to attached Financial Statements. d. The demonstrated ability to achieve outcomes and meet the performance goals.

KRA is committed to exceeding the expectations of all of our customers, both internal and external, including workforce development boards, businesses, job seekers, partners, and the communities served. Subscribing to the Malcolm Baldrige principles of excellence, KRA empowers staff to deliver customer experiences that are of the highest quality. The company actively monitors outcomes and make adjustments as needed to promote the highest customer satisfaction rates, improved performance, and successful collaborations. As detailed below, this has resulted in meeting or exceeding workforce program goals.

Alameda County California (Business Development Group)

Performance Measure Goal PY-13 Actual PY-14 Actual

Total Job Orders 152 N/A 371

Repeat Businesses Served 10% N/A 9.53%

Business Customer Satisfaction 85% N/A 86%

Hourly Wage Support (Adult & Child) 46 N/A 60

Hourly Wage Support (One Adult) 106 N/A 156

Benchmarks of Success

KRA has operated the Business Development Group since its inception in July of 2014. We have served over 2000


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employers during our time and provided over 2400 services to the employers. Services include job orders, OJT referrals, and Customized Training referrals. To date, the program has accounted for over 750 job orders and also brought over 500 employers into the system that were not previously engaged.

Camden County New Jersey (WIA/WIOA OSY)


Enrollment Rate 100% 82% 100%

Literacy / Numeracy Gain 86% 75% 82%

Attainment of Degree or Certificate 53% 64% 86%

Placement in Employ or Education 79% 76% 78%


Since 2009 KRA has successfully operated the county’s Out-of-School (OSY) youth program. The program serves an average of 35 youth annually and although the OSY population can be difficult serve, the program has managed to place over 50% into employment while providing educational opportunities, basic skills training, occupational certifications, and work readiness training to every young adult.

Capital Region Connecticut (WIA/WIOA Adult, DW)


Adult Entered Employment Rate 64.50% 65.90% 65.70%

Adult Retention Rate 83.30% 82.20% 90.00%

Adult Average Earnings $11,066 $12,498 $12,909

DLW Entered Employment Rate 75.80% 75.60% 81.40%

DLW Retention Rate 87.30% 87.60% 93.29%

DLW Average Earnings $16,142 $18,194 $18,555

Benchmarks of Success:

In Hartford we serve over 6,000 TANF and WIOA customers each year. Last year we placed over 3,700 of them into employment with an employment rate, among exits, of over 75%. On the WIOA side, all three common measures for both the Adult and DW populations, including the Entered Employment Rate, Retention Rate, and Average Earnings were either met or exceeded. With regard to employer engagement, KRA was charged with creating 800 new employer accounts. We created 1,290 with 1,674 services rendered on a goal of 720.

Pacific Gateway Workforce Investment Network, Long Beach California (WIOA OSY)

Performance Measure Goal PY-14 Actual PY-15 to Date

Enrollments 62 N/A 62

Literacy & Numeracy Gains 0 N/A 0

Attainment of Industry Recognized Cred. 0 N/A 7

Placement in Employment or Education 0 N/A 7

Completion of Basic Skills Training 0 N/A 0

Completion of Soft Skills Training 35 N/A 38

Completion of Work Readiness Training 20 N/A 30

Completion of Occupational Skills Training 18 N/A 12


Last September we launched a brand new Knowledge to Careers (K2C) Academy program in Long Beach, CA. The program serves Out-of-School young adults ages 16 – 24 and provides for basic skills training, occupational skills training, soft skills training, work readiness training, work experience, and ultimately placement in employment after the attainment of an industry recognized credential. The program is still in the early stages of operation. To date we have enrolled 65 youth on a goal of 62. 31 youth have started basic skills training. 38 youth have successfully completed soft skills training. 30 youth have successfully completed work readiness training. 12 youth have successfully completed occupational skills training and there are 7 young adults who have already attained an industry recognized credential and placement in employment.

San Diego Workforce Partnership, San Diego California (WIA/WIOA Adult, DW)


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Enrollment Rate 100% 103.40% 105.75%

Adult Employment Rate 70% 74.10% 90.73%

DLW Employment Rate 70% 71.00% 97.36%

Serving Most in Need Rate 40% 86.80% N/A

Credential Attainment Rate 85% 86.70% 82.53%

Employment Rate After ITA 80% 87.30% 98.65%


In San Diego we operate the one stop in two primary locations and 3 satellite offices for the local WIOA program. KRA’s program has been incredibly successful and has exceeded all of the performance benchmarks. Last year, KRA enrolled 1,162 new participants. The Employment Rate was 134% to goal. The Credential Rate was 102% to goal and the Employment Rate after ITA was 123% to goal. KRA served nearly 2,400 participants in PY14-15 and had zero instances where a participant had more than 90 days without a service (another local benchmark) unless the intent was for them to be closed.


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PROGRAM DESIGN AND APPROACH e. The extent to which the narrative is comprehensive and responsive to the Scope of Work

(Section 2).

KRA’s approach to the One-Stop Operator (OSO) role is collaborative, communicative, and holistic. As the OSO, KRA will handle the overall management of the Workforce Resource Centers in Santa Barbara County, coordination of partners, and service delivery consistent with all applicable laws and regulations. KRA will ensure the delivery of the following key elements to create a seamless customer-focused, one-stop delivery system that integrates service delivery across all programs and enhances access to programs' services. Collaboration

• Regular convening of the workforce system service providers and partners (mandated and non-mandated) for the purpose of:

• Maintaining a collaborative and value-add relationship with the private sector in order to determine the ongoing needs of employers

• MOUs (In collaboration with the Board) • Ensuring Access point to services not located in the Workforce Resource

Centers Customer Service Excellence

• Create an environment “where everyone matters • Emphasize the need for services targeted to persons with disabilities and

individuals with barriers to employment, including individuals who receive public assistance or are otherwise low-income and/or basic skills deficient

• Ensure satisfaction with program services and quality Quality Assurance and Continuous Improvement

• Establish a well-developed quality assurance process • Design a programmatic model to ensure alignment in service delivery across

the Santa Barbara and Santa Maria locations Operations are Results and Data-Driven

• Responsible for meeting employment and retention outcomes • Develop and implement performance management practices to ensure

strong program evaluation Accountability and Responsible Investment

• Compliance with WIOA, relevant OMB circulars, Employment Development Department (EDD) Directives, Board Policies

• Proper maintenance of program, participant, and financial records The above elements support the vision of the One-Stop system under WIOA and our program service delivery model is designed to increase access to, and opportunities for, the employment, education, training, and support services that individuals need to succeed in the labor market, particularly those with barriers to employment.


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Business Services KRA provides resources to help businesses grow by assisting businesses in accessing the skilled labor they need. KRA will work with the WDB, Economic Development Agencies, employers, and use Labor Market Data to identify growing industries in the region and address the local workforce’s skills gap to meet the needs of employers in those industries. We understand that the needs of the business community drive the services of partner organizations, job seeker actions, and education and training activities. We approach business services comprehensively by analyzing local and regional business needs and connecting business customers with resources across workforce development, economic development, and education to help them succeed. KRA offers a full scope of business services that supports a business-driven workforce development system by providing a well-trained, skilled, competitive local and regional workforce. Using a consultative approach, KRA Business Services Consultants develop strong relationships with employers and prepare a Business Needs Analysis (BNA) to understand initial and evolving workforce needs. Services are rendered that promote profitability, productivity and peace of mind while addressing employment and growth needs. In partnership with the employer, KRA’s Business Services Consultants identify the employer’s needs, share a summary of the comprehensive services available through the workforce system, identify the employer’s top priorities, and make the appropriate recommendations. KRA business services extend beyond traditional job postings and recruitments by linking with Chambers of Commerce, Education, Economic Development, Labor, Community-Based Organizations and other key stakeholders to offer viable business solutions for employers. These robust partnerships strengthen business engagement by expanding employer outreach, diversifying services, access to a variety of community resources, and incorporate continuous quality improvement strategies for exceeding customer expectations. Employer partners will be determined by those that share a common vision of economic self-sufficiency for workers through a workforce system that provides a pipeline of skilled workers to meet the demands of business. In addition, consultants provide a comprehensive BNA to employers and present more detailed and tailored information regarding KRA's full array of services offered to all businesses. These services include, but are not limited to; business analysis; an assessment of talent requirements and workforce needs of the employer; recruitment services; expert handling and processing of job orders to expedite the hiring process; promotion of job openings to a large network of qualified candidates; pre-screened


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candidates to meet specific hiring needs; professional assistance with conducting on-site recruitments events; access to employer round tables, panels, job fairs, seminars, and community events; business incentives programs; training solutions (e.g. on-the job training, customized training, and incumbent worker training), and tax incentives that assist businesses to offset training cost incurred for hiring new employees or retraining current employees; labor market assistance; data regarding workforce statistics, market trends, demographic and economic information; support services; lay-off aversion and outplacement services for businesses that may be reducing staff to provide assistance with developing transition plans for affected employees and guidance for businesses to utilize workforce resources; referrals to other business resources from our internal and external network. If services are provided, the employer is entered into required systems and a Business Service Plan is prepared, inclusive of appropriate partners. As part of the workforce services provided to business, a cost savings analysis is created to calculate the estimated economic value of services being provided. The value added benefit component clearly articulates the no cost savings designed to increase businesses overall profitability and productivity. The assigned Business Services Consultant monitors the plan of coordinated services to ensure employer priorities are met. The Business Services Consultants maintains contact with the employer to cultivate business relationships for repeat business and providing additional services. KRA’s B2B model links One-Stop business services with organizations such as the Santa Maria Valley Chamber of Commerce and its Economic Development Commission, The Santa Barbara County Small Business Development Center (SBDC) Education, Economic Alliance of Northern Santa Barbara County (EconNSBC), Economic Development, Labor, Community-Based Organizations and other stakeholders to offer viable business solutions for employers. Please also refer to Attachment 2. Employer Customer Flow). The KRA Business Services Consultants are dedicated to providing business services under WIOA to all employers in the region. KRA’s business services are designed to promote profitability, identify the skills employers need, ensure assistance is provided to acquire those skills, and match employers with the skilled workers they need. The consultants will work in collaboration with the Workforce Development Board and related partners to provide a broad range of employment, education, training, and retention services, such as: Industry sector strategies, customized assistance in developing an apprenticeship program, career pathways, skills upgrading, and skills development. KRA will offer viable customized solutions to meet the needs of businesses in Santa Barbara County. By incorporating principles and practices of customer-centered design into our Business Services program ensures the highest quality of service delivery. These practices include: Developing a Shared Language–Business Services Consultants find their way

into employer conversations by engaging in economic development and sector strategies, networking with industry representatives, and understanding the


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employers business priorities. For example, the consultants read a businesses’ mission and vision statements before going in to speak with them and are able to customize services to meet the different core issues and needs of different sectors of the economy. KRA Corporation will also ensure input from area business and industry about the skill needs of the workforce is captured and addressed.

Using Business Principles to Drive Partnerships–KRA understands that businesses are interested in partnering with workforce intermediaries who understand market-driven principles.

Meeting Business Customers “Where they are”– Business Services Consultants are provided with fully equipped service tablets so that they are able to be mobile and meet business customers at their business locations.

Additionally, KRA provides ongoing staff development to Business Services Consultants so that they have a comprehensive understanding of labor market conditions, economic development activities, skill needs of the workforce and are fully connected to regional and local business partnership activities and sector strategies. Besides being proficient Generalists, KRA Business Services Consultants are also skilled Industry Experts in high wage, high growth, and high demand sectors that offer sufficient career pathways towards upward mobility and financial stability for county residents. Jobseeker Services KRA makes sound program design decisions based on evidence-based practices. The proposed comprehensive services program will include outreach and recruitment strategies, use of assessments, eligibility determination for WIOA enrollment, job search and placement assistance, career counseling, case management, career pathways, occupational skills training, and supportive services based on best practices from across the country. The main focus of KRA’s job seeker services is to prepare, train, and place jobseekers in quality employment with opportunity for advancement. (Please also refer to Attachment 3. Jobseeker Customer Flow) Outreach and Recruitment KRA will implement the following outreach and recruitment strategies that have been found to be successful with identifying and engaging diverse populations.

Community Partners - KRA will partner with internal and external Workforce Resource Centers’ partners to identify and reach out to potential customers. KRA will reach out to community partners serving low-income families and individuals, individuals with disabilities, veterans, and young adults, to inform them of the benefits of the workforce system.

Customer Education Sessions – Workforce Resource Center staff will conduct education sessions to tell individuals about programs, benefits and resources available through the one stop centers. These sessions provide culturally appropriate information, educate customers on how to schedule an appointment, documentation needed, and how to access services through multiple entry points (such as the Workforce Resource Center locations, libraries, on-line, etc.)


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Social Media and Materials – KRA will develop marketing materials with prior approval from the workforce board to message and target specific communities and the community at large. KRA will use Facebook and Twitter accounts to reach out to targeted populations, informing them of services and upcoming events. As allowable, we will provide direct links to any social networking tools on the sbcwdb.org website. Informative brochures will be created that target specific communities and the at-large community.

Intake and Assessment KRA Career Agents will determine and verify program eligibility prior to program enrollment in the WIOA programs. Documentation verifying eligibility for all programs will be collected within the timeframes required by program law and regulations. Eligibility documentation will be obtained and retained electronically in the WDB’s required system. Orientations will provide a comprehensive overview of all of the services offered at the Workforce Resource Centers. Orientations will be designed to provide the most pertinent information potential customers need to make an informed decision and to understand the program participation policies, expectations, opportunities, eligibility for partner services, levels of services offered, etc. Upon completion of orientation, customers will be well-informed about the next steps in the process of accessing services.

Group or One-on-One Orientation - Orientations will be conducted in groups and on an individual basis to meet the needs of the customer. An overview of the program with emphasis on the benefits of participation will be provided. KRA staff will create a warm and welcoming atmosphere to ensure customers feel comfortable about entering a new environment.

Off-Site Orientation - KRA may also go off-site to community colleges, community centers, community organizations, and other agencies to conduct orientations. The information contained in these presentations will mirror the on-site group orientations.

Online Orientation - To provide even greater access to participants, KRA will provide online orientation on the sbcwdb.org website that details the services provided, including eligibility requirements, site locations, workshop schedules, and hours of operation.

The purpose of these outreach, enrollment, and orientation strategies is to ensure that job seeker customers have a good understanding of opportunities, supports, and expectations at the San Barbara County Workforce Resource Centers.

KRAs uses a tiered, client-centered assessment process that assesses a customers’ educational, employment, and social barriers and refers them to appropriate services that address a range of educational and employment needs (e.g. low literacy levels, learning disabilities, etc.) and appropriate partner programs (e.g. Adult Education, providers of ESL training, etc.) for services based on the level of service needed Tools


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and instruments, including TABE, Prove-It!, Conover, and Northstar, will be used to address the needs of customers.

KRA client-centered, goal-oriented assessments will identify skills, strengths, obstacles, and attitudes relating to vocational training, education, and employment success. All identified goals for participants will be based on the following objective assessment areas and shall be employment-focused and measurable. a. Academic Level – TABE® - TABE remains the most comprehensive and reliable

academic assessment product in adult education. Educators use TABE testing to provide a solid foundation for effectively assessing the skills and knowledge of adult learners. TABE tests combine to provide a flexible system of diagnostic assessments and instructional materials to meet the needs of today's growing adult education market.

b. Work aptitude/interests – Conover Online - Conover Online is a state-of-the-art soft skills assessment and skill building system developed using HTML5 and Ruby on Rails. The entire Conover Online system can be run on any computer or mobile device without installation or setup. Conover gives the customer convenient cloud-based access wherever they are such as the workforce center, at home, and public libraries.

c. Occupational Skills – Prove It! by Kenexa - Prove It! provides a broad range of proven performance-predicting questions designed to elicit responses that reveal a customer’s personality traits, biographical history and problem solving ability. This data is then translated into a customer profile of strengths and development needs.

d. Digital Literacy Assessment Tool – Northstar - The Northstar Digital Literacy Project defines basic skills needed to perform tasks on computers and online. The ability of adults to perform these tasks can be assessed through online, self-guided modules. Modules include nine main areas: Basic Computer Use, Internet, Windows Operating System, Mac OS, Email, Microsoft Word, Social Media, Microsoft Excel, and Microsoft PowerPoint.

e. Assets/Strengths - KRA’s initial, strengths-based assessment helps to build a collaborative relationship with customers. This client-centered, goal-oriented assessment will identify skills, strengths, obstacles, and attitudes relating to vocational training, education, and employment success. The assessment forms the basis for services by identifying academic development, workplace skills, interests, job seeking and retention skills, financial situation, work readiness, and employment and family barriers.

f. Service Needs/Obstacles - KRA staff are trained in motivational interviewing techniques that facilitates and engages intrinsic motivation within the customer to change behavior. Motivational interviewing is client-centered and helps staff and the customer identify service needs as well as obstacles.

All center staff will be knowledgeable about the initial assessment process and services provided under WIOA, TANF, Wagner-Peyser, and any other programs available in the Workforce Resource Center. As they speak to, assess, and interact one-on-one with participants, they will categorize them into the following tiers for services.


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Tier 1. These customers are identified as work-ready. They require minimal services

and have few barriers to employment. Staff will assist them with their job search, help them identify transferable skills. They will also be referred to workshops, virtual services and other specialized offerings designed for higher skilled individuals.

Tier 2. Requires some job readiness, few barriers to employment. These customers have moderate barriers to employment and may require skill development and training to increase their competiveness in the labor market. Additionally, they will be provided with access to a number of on-line self-assessment products that will assist them in planning long-term employment strategies. These customers will be considered for on-the-job training, transitional jobs, and other skill training activities.

Tier 3. Requires job readiness, significant barriers to employment. These customers require job training and/or have significant barriers to employment. They may lack skills, have limited or no work history, substance abuse issues, mental health concerns, or other substantial obstacles to overcome before they can begin their job search. These customers will be considered for on-the-job training (OJT), transitional jobs and other skill training activities and may also be referred for additional supports.

Tier 4. Requires referral to services to address barriers with multiple partner intervention. These customers are referred to partner programs to address significant barriers pursuant to Section 134 of the WIOA. Service referrals may include Adult Education, social service organizations, alternative career services such as English as a Second Language to obtain additional assistance as needed.

The culmination of these assessments will lead to the development of the Individual Employment Plan (IEP) for enrolled participants that documents work readiness, retention strength, barriers to employment, education and personal goals. The IEP is developed between the participant and their Career Agent and will specifically identify goals, actions steps, timeframes and resources required to employment. The following tables contain proposed enrollments by Workforce Resource Center:

Santa Barbara Santa Maria # Enrolled Participants

Adult DW Total

Year 1 33 32 65

Year 2 67 65 132

Year 3 67 65 132

Totals 167 162 329

# Enrolled Participants

Adult DW Total

Year 1 50 46 96

Year 2 101 98 199

Year 3 101 98 199

Totals 252 242 494


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Comprehensive Career Services Customers will engage in career exploration activities to identify and pursue career pathways. These activities include: career counseling, independent job search assistance, provision of workforce and labor market information. KRA uses various tools to assist job seekers with making informed career decisions including many on-line resources that they can access from home such as resume builder and indeed.com, the world’s leading job search aggregator. Evidence from several evaluations suggests that having labor market information improves workers’ ability to make informed decisions about training and employment and a key component of KRA’s career services delivery. Customers will be provided various options to explore in-depth information on hundreds of occupations, including multimedia interviews, workplace photos, sample career paths, and more. Priority will be given be given to low-income adults and public assistance recipients and individuals who are basic skills deficient per the Board’s Priority of Service policy. Employment Preparation Services

Because soft skills or non-technical skills required in the workforce are often the largest barrier to gaining and maintaining employment, KRA provides workshops that focus on interview skills, resume writing, job search strategies, appropriate dress, behavior, workplace etiquette and culture, computer literacy while developing a peer-to-peer support networking. Networking groups and job clubs will be formed to support the acquisition of soft skills on how to search for a job, create a good resume, and understand job requirements and speed up job placement.

Through KRA’s effective and robust Business Engagement model, Career Agents will utilize existing employer partnerships to facilitate internships and work experiences that are linked to careers and build new opportunities for employment offerings including subsidized wage opportunities for participants demonstrating work readiness aptitude. Providing paid work experience opportunities is an integral component of KRA’s program design. Utilizing On-the-Job Training, paid apprenticeships and paid internships along with other basic types of paid work experience allows participants an opportunity to rapidly re-enter the workforce, apply the knowledge and skills learned through workshops and training programs and gives employers an opportunity to inform center staff on additional skills or behaviors required to maintain those jobs long term. KRA Business Services Consultants will continuously seek out new employer partners and opportunities to provide employment opportunities for jobseekers.

Training Services

KRA understands that work-based training services, including on-the-job training, incumbent worker training, skill upgrades and retraining, entrepreneurial training, internships, customized trainings, and work experiences, are an important component of WIOA services.

Our Business Services Consultants will negotiate the training curriculum, reimbursable costs, length of training, and any specific terms to be added to the standard employer-


22

based training agreement. They will ensure that the work-based training appropriately prepares the job seeker to function in the identified occupation.

Additionally, KRA Career Agents will work in partnership with customers to navigate the training opportunities available through the local community colleges and other eligible training providers to obtain industry recognized-credentials and/or degrees that will firmly place them on a career pathway in the WDB’s designated industry sectors. KRA will ensure that training meets the mandated spending requirement set forth in California Senate Bill 734 and EDD Directive WSD14-1.

Direct Placement into Unsubsidized Employment

KRA will utilize its employer partnerships and connections with other partners to identify current job openings and positions that will be open in the future. Career Agents subsidized placements as a tool for long term placement with an employer. Career Agents and the Business Services Consultants will work together to identify appropriate job opportunities for customers and to provide referrals to open job orders. This will be done through presenting at Chamber of Commerce meetings, Industry Associations in addition to hosting job fairs and Employer Roundtables. When a customer has interviews or gains employment, Career Agents will work with the customer to identify any additional resources needed to be successful (e.g. interview and work clothing, tools, I-9 documentation, transcripts, etc.)

Coordinated Service Delivery

KRA’s integrated service delivery model allows the organization to maximize the support it can provide its customers while increasing its capacity to serve as many jobseekers as possible. KRA works diligently to partner with WIOA mandated and non-mandated partners in the workforce development system to streamline service delivery for customers and to bring together all of the various funding resources that might be available to pay for employment, training and supportive services for a particular customer.

All Workforce Resource Center partners will meet on a quarterly basis in order to allow for the joint planning of resources, particularly, how multiple agencies can help ensure a seamless experience for the customer and how to efficiently use resources to ensure customers receive appropriate services and benefits across multiple systems. Through these convenings the partners will develop a joint referral and follow-up process. They will also help to address systemic barriers to joint service provision. f. The extent to which the proposal meets the tenets of the Workforce Innovation and

Opportunity Act.

WIOA opens the door for state and local boards to use proven data-driven service delivery models and includes higher levels of accountability and outcome data reporting. KRA is realizing these tenets of WIOA by using programmatic and operational design elements that focus on innovation and excellence to achieve successful outcomes for our customers. These include:


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Integrated Service Delivery (ISD) KRA envisions a seamless One-Stop system between partners through the use of a streamlined intake, eligibility, and assessment process that avoids duplication for the customer. This includes identifying points of duplication in program eligibility rules and use of KRA’s efficient, technologically advanced systems. KRA achieves greater outcomes by gathering partners together enabling greater leverage to better serve job seekers and employers. KRA has the expertise to build strong partnerships through the creation of a shared vision, shared responsibilities and shared outcomes that benefit all system partners and customers. Each partner is equally valued in the decision-making process of service delivery. And KRA’s partnerships go beyond those mandated and non-mandated partners located in the centers. KRA’s proposed ISD model includes common intake and initial assessment processes for one-stop services. The model also includes functional team alignment. Functional teams allow staff to focus on services rather than individual programs. KRA’s team structure is comprised of four distinct teams.

Site Ambassador Team - Greets customers and provide orientation for new customers and ensure access to appropriate programs, services and navigation to supplementary supports.

Career Services Team - Team members provide a comprehensive portfolio of career services such as career planning, job search, job development and placement assistance.

Training Team - Assists customers in building their skills through short-term vocational services, pre-apprenticeship training, industry-recognized credential training, and other allowable training opportunities.

Business Services Team - Provides customers with information on the labor market and helps them interact with employers.

An integrated team approach improves customer access and system efficiency by seamlessly providing multiple services to customers across programs. Integrated teams also promote communication and information-sharing among workforce programs and staff. Delivering integrated services requires a well-planned program design, hiring and training staff with strong skills and backgrounds, and the thoughtful use of technology and data collection. KRA’s extensive experience with the ISD model is unmatched by its competitors. Career Pathways KRA offers a continuum of services from the workforce system to help grow jobseekers’ educational and occupational skill sets through a career pathways model. KRA focuses on “stackable credentials,” an approach that encourages workers with a roadmap of incremental, progressive certificates that will lead to more lucrative jobs along each


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career pathway with a focus on developing skill sets that place jobseekers into sustainable wage occupations in one of the region's nine high-growth industries. By using the research conducted by the WDB in 2015 and KRA’s own Labor Market research, customers will be offered a framework to understand employment opportunities in the County and staff will be knowledgeable and able to connect jobseekers to employment within the WDB’s designated industry sectors. KRA will also work with the WDB to support sector strategies and career pathways that advance opportunities for all workers and jobseekers, including low-skilled adults, veterans, and individuals with disabilities. Continuous Improvement As a Continuous Quality Improvement organization, all one-stop processes go through a “Plan, Do, Check, Act” Cycle to identify bottlenecks and redundancies. Deploying CQI in the orientation, eligibility, and assessment processes allows KRA to develop strategies to streamline services and avoid unnecessary delays and burdens for the customer. Using these phases, KRA continuously monitors every aspect of its programs to ensure that programs achieve strong performance outcomes in accordance with contractual expectations and to validate compliance with program rules and regulations. KRAs organizational and program leadership will conduct regular internal reviews on data integrity, program operations, and customer service. An external audit will be conducted by the Corporate Quality Assurance Manager to validate the results and provide technical assistance as necessary. Monthly reporting will ensure the program remains on track One of the key components in continuous improvement is listening to the “voice of the customer.” KRA regularly tracks and analyzes customer satisfaction and dissatisfaction. Customer satisfaction is measured through customer feedback. These results provide vital information for understanding customers and the needs of the region. KRA listens to its job seeker and employer customers using multiple modes such as, interviews with lost and potential customers, customer comments posted on social media, and customer satisfaction surveys or feedback information. A sample of KRA’s Customer Satisfaction Measures are:

1. I was greeted promptly when I entered the center 2. The staff were polite and treated me with respect 3. The center was clean and welcoming 4. I waited less than 10 minutes for help 5. Staff took the time to listen and understand my needs. 6. My career agent was professional and helped me with my needs 7. I received the services I needed

Customer satisfaction surveys are scaled 1-5 with 5 being the highest satisfaction and are measured at different points throughout the customer life cycle. KRA conducts customer service survey’s both internally, to employees, and externally to job seeker


25

customers, employer customers, and clients/funders to ensure that the company is always exceeding expectations. g. The quality of strategies and approaches to ensure business and jobseeker customer

receive effective services that are consistent with policies and produce quality outcomes while minimizing cost.

With a focus on innovation and excellence our proven data-driven service delivery strategies frame all of the work KRA undertakes. These strategies and approaches include: Customer-Centered Design KRA’s program design model is a customer-centered, integrated service delivery system that provides job seekers and business customers with an efficient and seamless process for locating and accessing the full range of workforce and business services at the Workforce Resource Centers. This model is identified by three key principles:

Functional team alignment that focuses staff members on services. An integrated team approach (also discussed in f. above) improves customer access and system efficiency by seamlessly providing multiple services to customers across programs. Integrated teams also promote communication and information-sharing among workforce programs and staff.

Cross-trained staff members that are capable of assisting customers with variety of tasks. Another important part of integrating workforce programs located at the center is cross-training staff members to perform a variety of tasks related to intake and enrollment regardless of program, funding source, or functional team. Partner staff located at the Workforce Resource Centers will be cross-trained on each other’s programs to ensure customer questions can be answered about the services available and to provide comprehensive guidance, assistance, and referrals. Using this approach, Workforce Resource Center staff will also exhibit the workforce development board’s emphasis on customer-centered services.

Customer Satisfaction. KRA prides itself in exceptional internal and external customer service delivery and specializes in preparing job seekers to exceed the expectations of employers. KRA’s promise to exceed to the expectations of its customers, both internal and external, is communicated through its measurable standards of service. These standards of service empower staff to deliver customer experiences that are at the highest level of quality. KRA uses multiple channels of communication (e.g., in-person, call-line, and web interface) to listen to customers..

Strengths-Based Career Coaching KRA uses strengths-based principles throughout its program design, including customer assessments. Strengths-Based Career Coaching is a holistic focus on the customer that


26

includes an emphasis on a person’s strengths and resources. Both the career agent and customer are active partners in developing a plan for the individual’s success. KRA staff are trained to work in partnership with customers from the time they walk into the Workforce Resource Center until they are on their career path. KRA has incorporated the following strengths based-principles into the training of its Career Agents:

Readiness to Serve All Customers - Welcome all customers who come through the door and a continued readiness to serve customers from a diverse array of backgrounds.

Coaching for Success - Assist customers with uncovering their own talents and strengths to achieve sustainable results.

Career Pathways - Build career pathways in partnership with the customer that lead to sustainable employment with career advancement opportunities and a sustainable wage.

Advancing Technology In order to advance technology, increase efficiencies, and reach customers “where they are”, KRA chartered an Advancing Technology Team comprised of program operations and administrative staff. The team focuses on advancements that have a direct impact on program operations, with a priority on customer satisfaction surveying. In order to ensure continuous improvement in the deployment of new technologies the team is tasked with: a. Identifying opportunities for introduction of new technology (hardware and/or

software) to advance KRA’s guiding principles and mission to “prepare jobseekers for today’s global economy and supply employers with a trained and reliable workforce.” (e.g., customer self-service, service delivery enhancements, company-wide performance tracking, customer satisfaction survey tools, etc.)

b. Identifying criteria to prioritize different technology advancements (e.g., cost/benefit, applicability across the company, ease of implementation, etc.), and prioritizing potential investments, accordingly.

c. Presenting information on the top priority technology advancement(s) for the Corporate Operations Committee’s consideration.

KRA’s innovative approach to the use of technology in service delivery goes well beyond general operations. For example, many of our career services can be accessed virtually, for example, in San Diego, we use an Innovative Communications Tool—podcasting—moderated by KRA’s Social Media Coordinator, with contributions from KRA/San Diego Career Agents, these highly informative podcasts include topics such as: The #1 Secret for Job Hunting Success; Lessons From an International Job Seeker; Career Fairs – Are They Worth It?; and Life After Job Loss. Available through SoundCloud: https://soundcloud.com/searchinginsd or iTunes: https://itunes.apple.com/us/podcast/searching-in-san-diego/id1097459152?mt=2. In addition, Business Services Consultants that serve our increasingly valuable business

https://soundcloud.com/searchinginsd

https://itunes.apple.com/us/podcast/searching-in-san-diego/id1097459152?mt=2


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customers are equipped with Cell phones and iPads so business needs and delivered services can be input into required systems, tools, and databases in real time. If you are bidding on both One Stop locations, please answer the following question: What, if any, efficiencies or savings will be realized if your organization is selected to manage both One Stops? By selecting KRA to manage both One Stop locations the County can achieve economies of scale through KRA’s consolidated Program Management functions and Administrative and Operational efficiencies as outlined below. Program Management KRA’s ISD model allows the organization to economize limited resources and maximize the support it can provide its customers, based on each customer’s particular and potentially unique needs, while increasing its capacity to serve as many jobseekers as possible. By operating both locations, KRA can achieve scale and impact of the ISD model and work most effectively with partners whose coverage also reaches across the region thereby reducing duplication of services and creating an integrated way to serve jobseekers and businesses. KRA works diligently with other organizations in the local workforce development system to streamline service delivery for customers and to bring together all of the various funding resources that might be available to pay for employment, training and supportive services for a particular customer. In addition, managing both Workforce Resource Centers would facilitate coordinated engagement with the region’s business community in order to meet the workforce needs of employers and job seekers. Administration and Operations KRA uses innovation, technology, and highly quality staff with the right skills to do more with less. The shared services from operating both locations creates streamlined administrative and operational systems that result in decreased labor and overhead costs and increased average case loads while maintaining quality and reliability.

Hard-dollar cost savings include:

Shared staff across both One-Stop locations resulting in labor cost savings

Volume discounts for supplies and equipment

System-wide reporting and analytics to increase effective use of staff and system performance

Ongoing staff development and trainings

Soft cost savings & efficiencies include:

Functional team alignment with mandated partners

Higher average caseload ratios Shortened timeframes for service

delivery Management-time savings Cost reductions related to consolidated

billing submitted to the County Reduced risk of disallowed costs and

program findings from system-wide consistency in data collection, tracking, and reporting


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As a continuous improvement organization, KRA proactively seeks out opportunities that will drive measurable outcomes, provide a quality customer experience, and operate with maximum cost efficiency and effectiveness.

Organization:

One Stop Location:

I. OPERATING COSTS

$41,558 40.00% 16,623

$27,297 100.00% 27,297

$27,297 100.00% 27,297

$38,685 6.00% 2,321

$463,037 1.22% 5,637

$79,174

338

11,880

969

514

8,123

3,803

8,368

33,995

113,169

45,000

35,000

33,105

80,000

80,000

21,463

10,732

225,364

A. WAGES AND FRINGES Wage and Fringe % Allocated to

Contract

Total Cost to

ContractPosition Title

ONE STOP OPERATOR AND ADULT AND DISLOCATED WORKER PROGRAM OPERATOR

WORKFORCE INNOVATION AND OPPORTUNITY ACT

KRA Corporation

Santa Barbara

Contract Year: January 1, 2017 to June 30, 2017

Program Manager

Career Agent

Business Services Representative

Program Analyst/Accountant

Corporate Support

Audit

Subtotal Wages & Fringes

B. OTHER OPERATING

Advertising

Supplies (Not Testing)

Copying/Printing

Dues/Membership

Equipment Lease/Purchase/Maintenance

Insurance

Legal Fees

Meeting Room Rent

Misc (License, Tax, Other Fees)

Postage

Publications

Staff Development

Staff Travel

See Requirements in RFP

Supportive Services

Other (Specify in narrative)

Telephone/Communication

Other (Specify)

Subtotal Other Operating

Subtotal Operating

C. DIRECT JOB SEEKER COSTS

Jobseeker Training

Subtotal Direct Job Seeker Costs

D. INDIRECT COSTS

E. PROFIT

TOTAL BUDGET

Employer-led Training

Other Training (Specify in narrative)

Training Total

29

Organization:

One Stop Location:

I. OPERATING COSTS

$83,115 40.00% 33,246

$54,593 100.00% 54,593

$54,593 100.00% 54,593

$77,370 6.00% 4,642

$926,075 1.22% 11,274

$158,349

676

0

1,938

1,027

16,246

8,816

10,786

39,490

197,838

126,000

62,500

37,709

188,500

188,500

42,926

21,463

450,728


Contract

Total Cost to




KRA Corporation

Santa Barbara

Contract Year: July 1, 2017 to June 30, 2018

Program Manager

Career Agent



Corporate Support

Audit


B. OTHER OPERATING

Advertising


Copying/Printing

Dues/Membership


Insurance

Legal Fees

Meeting Room Rent


Postage

Publications

Staff Development

Staff Travel


Supportive Services



Other (Specify)


Subtotal Operating


Jobseeker Training


D. INDIRECT COSTS

E. PROFIT

TOTAL BUDGET



Training Total

30

Organization:

One Stop Location:

I. OPERATING COSTS

$84,643 40.00% 33,857

$55,576 100.00% 55,576

$55,576 100.00% 55,576

$78,789 6.00% 4,727

$943,146 1.22% 11,482

$161,217

676

0

1,938

1,027

16,246

10,448

10,786

41,121

202,338

129,000

55,000

42,209.14

184,000

184,000

42,926

21,463

450,728


D. INDIRECT COSTS

E. PROFIT

TOTAL BUDGET



Training Total See Requirements in RFP

Supportive Services



Other (Specify)


Subtotal Operating


Jobseeker Training


Copying/Printing

Dues/Membership


Insurance

Legal Fees

Meeting Room Rent


Postage

Publications

Staff Development

Staff Travel

Audit


B. OTHER OPERATING

Advertising

Program Manager

Career Agent



Corporate Support



KRA Corporation

Santa Barbara



Contract

Total Cost to


31

Organization:

One Stop Location:

I. OPERATING COSTS

$41,558 60.00% 24,935

$27,297 100.00% 27,297

$27,297 100.00% 27,297

$27,297 100.00% 27,297

$38,685 9.00% 3,482

$463,037 1.83% 8,456

$118,762

507

12,570

1,454

770

12,185

6,942

11,064

45,492

164,254

63,000

62,500

44,157

125,500

125,500

32,195

16,097

338,046


Contract

Total Cost to




KRA Corporation

Santa Maria

Contract Year: January 1, 2017 to June 30, 2017

Program Manager

Career Agent

Career Agent



Corporate Support

Advertising


B. OTHER OPERATING

Staff Travel

Audit

Copying/Printing

Dues/Membership


Insurance

Legal Fees

Meeting Room Rent


Postage

Publications

Staff Development

Supportive Services



Other (Specify)


Subtotal Operating


Jobseeker Training






D. INDIRECT COSTS

E. PROFIT

TOTAL BUDGET

32

Organization:

One Stop Location:

I. OPERATING COSTS

$83,115 60.00% 49,869

$54,593 100.00% 54,593

$54,593 100.00% 54,593

$54,593 100.00% 54,593

$77,370 9.00% 6,963

$926,075 1.83% 16,911

$237,523

1,014

0

2,907

1,541

24,370

13,474

16,178

59,484

297,007

180,000

102,500

56,814

282,500

282,500

64,390

32,195

676,092


Contract

Total Cost to




KRA Corporation

Santa Maria


Program Manager

Career Agent

Career Agent



Corporate Support

Audit


B. OTHER OPERATING

Advertising


Copying/Printing

Dues/Membership


Insurance

Legal Fees

Meeting Room Rent


Postage

Publications

Staff Development

Staff Travel


Supportive Services



Other (Specify)


Subtotal Operating


Jobseeker Training


D. INDIRECT COSTS

E. PROFIT

TOTAL BUDGET



Training Total

33

Organization:

One Stop Location:

I. OPERATING COSTS

$84,643 60.00% 50,786

$55,576 100.00% 55,576

$55,576 100.00% 55,576

$55,576 100.00% 55,576

$78,789 9.00% 7,091

$943,146 1.83% 17,222

$241,826

1,014

0

2,907

1,541

24,370

14,671

16,178

60,681

302,507

177,000

100,000

62,314

277,000

277,000

64,390

32,195

676,092


D. INDIRECT COSTS

E. PROFIT

TOTAL BUDGET




Supportive Services



Other (Specify)


Subtotal Operating


Jobseeker Training


Copying/Printing

Dues/Membership


Insurance

Legal Fees

Meeting Room Rent


Postage

Publications

Staff Development

Staff Travel

Audit


B. OTHER OPERATING

Advertising

Program Manager

Career Agent

Career Agent



Corporate Support



KRA Corporation

Santa Maria



Contract

Total Cost to


34

County Executive Office of Santa Barbara County RFP for the Santa Barbara Center – Year 1

May 27, 2016

Budget Narrative

This narrative explains KRA’s budget to provide services to the Santa Barbara Center for the County Executive Office of Santa Barbara County. The budget period is from January 1, 2017 through June 30, 2017, to be funded through WIOA at $225,364.

KRA is submitting proposals for both centers; Santa Barbara and Santa Maria to be funded by two funding sources, WIOA Adult and WIOA Dislocated Worker. Whenever appropriate and as an effort to minimize costs, certain costs are estimated as a single component and then further allocated to each center and respective funding source.

This budget was specifically developed to address the service needs of Santa Barbara WIOA Adult/Dislocated Worker program participants. The proposed costs are detailed in schedules included under the Program Budget Forms tab. Costs proposed under this project have been examined and determined to be in conformance with the applicable statutory regulations and guidelines for WIOA. The subsequent sections of this narrative discuss the budget in detail.

KRA will work together with the County Executive Office of Santa Barbara County during the contract negotiation period to discuss possible modifications to ensure the budget is responsive to the needs of the region and the organization.

A. Personnel Costs - Staff Salaries

KRA calculates staff costs based on the annualized salary for each staff member based on 2,080 hours per year multiplied by the expected Full-Time Equivalent (FTE) for this contract, for a six-month period.

KRA has also incorporated into the staff costs an allowance for a performance pay pool equivalent to one (1) percent of staff compensation. These incentives will be funded quarterly, and payout will be based on a specific plan outlined by the Project Director, and subject to review and approval by KRA's Vice President and Chief Operating Officer.

Personnel costs are expected to be distributed between WIOA Adult and WIOA Dislocated Worker based on estimated case loads and anticipated work plans for staff and management. The Total FTE for the Santa Barbara Center is estimated at 2.57. This includes the support of the following positions:

On-site Program Positions – 2 Positions/2 FTEs

Career Agent (1), Business Services Representatives (1).

Shared Center Positions - 1 Positions/.40 FTE

Program Manager (1)

This position will have responsibility over both the Santa Barbara and Santa Maria location.

Corporate Positions – 9 Positions/.17FTE

This includes the support of a Project Accountant/Analysts and other KRA corporate

35


May 27, 2016

staff that will directly support the program, provide system development, and monitor contract execution.

B. Personnel Costs - Fringe Benefits

KRA's proposed budget includes fringe benefit costs, which include statutory payroll taxes, workers compensation, health and welfare benefits, company 401(k) contributions and additional benefits such as, but not limited to: education assistance, recognition, and awards. New KRA employees accrue 10 days paid time off (PTO) and 5 days of sick leave per year, receive 10 paid holidays, and are also eligible for bereavement and jury leave in accordance with company policy. Upon separation or termination KRA pays accrued PTO balances to the employee in accordance with company policy.

C. Other Operating

1. Audit - The budgeted amount of $338 is an allocated shared cost for conducting a company-wide A-133 audit

2. Equipment Lease/Purchase/Maintenance - The equipment budget is proposed at $11,880. KRA understands that it will be responsible for the acquisition of the furniture and computer equipment and for all on-site staff. The proposed budget includes the purchase of laptops for the Managers and Business Service Consultants, and desktops for the remainder of the on-site staff. Costs are estimated at $650 for each laptop and $500 for each desktop. KRA understands that all equipment purchases require prior approval. Additionally, KRA procurement policy which adheres to the procurement requirements of WIOA will be utilized to procure the required equipment. The table below summarizes the proposed equipment purchases:

Description

Proposed Cost

Computer Equipment (Laptops) - Manager and Business Services Staff

$ 780

Computer Equipment (Desktops) 600

Computers Lab Computer (5) 2,500

Printers/Scan/Fax/Copiers 1,000

Furniture 7,000

TOTAL $ 11,880

3. Insurance (Program Insurance) – The budgeted amount of $969 reflects an allocation for fidelity bond insurance premium based on the estimated caseload and staffing.

4. Staff Development (Training & Registration) - The budget includes $514 in funds to support registration for the several industry conferences, including the NAWDP

36


May 27, 2016

Annual Conference, and participation by selected staff in Leadership Edge, KRA’s internal training academy. (The costs associated with travel to these conferences and training events are budgeted under Staff Travel).

5. Staff Travel (Local and Out-of State) - The travel budget is proposed at $8,123. KRA recognizes that in order to operate a successful program we must maximize accessibility for customers to the program and be flexible to support service delivery at different locations. The budget includes funds to reimburse local travel expenses for KRA staff members to travel between project sites, and, as necessary, to meet with potential participants and customers at sites that are convenient to the customer, conduct worksite visits, and meet with businesses and other community stakeholders. KRA reimburses mileage at the new GSA rate of $0.54 per mile.

KRA also anticipates travel to attend conferences related WIOA operations and performance which optimize the efficiency of operations. Maintaining staff that are engaged and well informed will be critical with the recently enacted WIOA regulations. Please see the attached schedule for additional details.

6. Supplies - The proposed budget includes an allocation of approximately $3,803 for consumable supplies.

7. Telephone/Communication –

a. The Cellular Phone Service budget is proposed at $360. Cell/smart phone service ensures that staff can remain in contact while out of the office and/or travelling between locations. Cell/smart phone service is also required to facilitate after-hours support for the contract, as necessary.

b. IT Managed Solution by CMA Systems is estimated at $8,008. This budgeted cost represents the estimated cost of the initial set-up and monthly recurring costs for complete hosted solution.

D. Direct Job Seeker Costs – In accordance with the requirements of the RFP, participant training is proposed at 50% of the total budget. The table below summarizes the proposed training budget:

Program Participation

# Proposed

$ Proposed

Total

Staff Lead Training

$21,837

Leverage Resources ~ Up to 10% of requirement

$11,267

On-the-Job Training

14

$2,500

$35,000

Individual Training Accounts

15

$3,000

$45,000

Total

$113,105

E. Indirect Cost

37


May 27, 2016

KRA’s budget includes indirect costs equivalent to approximately 10% of the contract value. General and administrative costs include the personnel and related costs associated with general management, finance/accounting, corporate human resources, and company-wide information technology and insurance.

F. Profit

Profit is prosed at 5% over program costs. KRA understands that these fees will be negotiated as a separate element of costs during the grant agreement negotiations.

38


May 27, 2016

Budget Narrative

This narrative explains KRA’s budget to provide services to the Santa Barbara Center for the County Executive Office of Santa Barbara County. The budget period is from July 1, 2017 through June 30, 2018, to be funded through WIOA at $450,728.





KRA calculates staff costs based on the annualized salary for each staff member based on 2,080 hours per year multiplied by the expected Full-Time Equivalent (FTE) for this contract.






Program Manager (1)



This includes the support of a Project Accountant/Analysts and other KRA corporate staff that will directly support the program, provide system development, and

39


May 27, 2016

monitor contract execution.



C. Other Operating


2. Insurance (Program Insurance) – The budgeted amount of $1,938 reflects an allocation for fidelity bond insurance premium based on the estimated caseload and staffing.

3. Staff Development (Training & Registration) - The budget includes $1,027 in funds to support registration for the several industry conferences, including the NAWDP Annual Conference, and participation by selected staff in Leadership Edge, KRA’s internal training academy. (The costs associated with travel to these conferences and training events are budgeted under Staff Travel).





a. The Cellular Phone Service budget is proposed at $720. Cell/smart phone service ensures that staff can remain in contact while out of the office and/or travelling between locations. Cell/smart phone service is also required to

40


May 27, 2016

facilitate after-hours support for the contract, as necessary.




# Proposed

$ Proposed

Total

Staff Lead Training $16,837 Leverage Resources ~ Up to 10% of requirement $20,872 On-the-Job Training 25

$2,500 $ 62,500

Individual Training Accounts 42

$3,000 $ 126,000

Total

$226,209

E. Indirect Cost


F. Profit


41


May 27, 2016

Budget Narrative

This narrative explains KRA’s budget to provide services to the Santa Barbara Center for the County Executive Office of Santa Barbara County. The budget period is from July 1, 2018 through June 30, 2019, to be funded through WIOA at $450,728.





KRA calculates staff costs based on the annualized salary for each staff member based on 2,080 hours per year multiplied by the expected Full-Time Equivalent (FTE) for this contract.

KRA has also incorporated into the staff costs an allowance for a performance pay pool equivalent to three (3) percent of staff compensation. These incentives will be funded quarterly, and payout will be based on a specific plan outlined by the Project Director, and subject to review and approval by KRA's Vice President and Chief Operating Officer.





Program Manager (1)



This includes the support of a Project Accountant/Analysts and other KRA corporate staff that will directly support the program, provide system development, and

42


May 27, 2016

monitor contract execution.



C. Other Operating








a. The Cellular Phone Service budget is proposed at $720. Cell/smart phone service ensures that staff can remain in contact while out of the office and/or travelling between locations. Cell/smart phone service is also required to

43


May 27, 2016

facilitate after-hours support for the contract, as necessary.




# Proposed

$ Proposed

Total

Staff Lead Training $19,730 Leverage Resources ~ Up to 10% of requirement $22,479 On-the-Job Training 22 $2,500 $55,000 Individual Training Accounts 43 $3,000 $129,000

Total

$226,209

E. Indirect Cost


F. Profit


44

County Executive Office of Santa Barbara County RFP for the Santa Maria Center – Year 1

May 27, 2016

Budget Narrative

This narrative explains KRA’s budget to provide services to the Santa Maria Center for the County Executive Office of Santa Barbara County. The budget period is from January 1, 2017 through June 30, 2017, to be funded through WIOA at $338,046.


This budget was specifically developed to address the service needs of Santa Maria WIOA Adult/Dislocated Worker program participants. The proposed costs are detailed in schedules included under the Program Budget Forms tab. Costs proposed under this project have been examined and determined to be in conformance with the applicable statutory regulations and guidelines for WIOA. The subsequent sections of this narrative discuss the budget in detail.



KRA calculates staff costs based on the annualized salary for each staff member based on 2,080 hours per year multiplied by the expected Full-Time Equivalent (FTE) for this contract, adjusted for a six-month period.


Personnel costs are expected to be distributed between WIOA Adult and WIOA Dislocated Worker based on estimated case loads and anticipated work plans for staff and management. The Total FTE for the Santa Maria Center is estimated at 3.85. This includes the support of the following positions:




Program Manager (1)




45


May 27, 2016




C. Other Operating


2. Equipment Lease/Purchase/Maintenance - The equipment budget is proposed at $12,570. KRA understands that it will be responsible for the acquisition of the furniture and computer equipment and for all on-site staff. The proposed budget includes the purchase of laptops for the Managers and Business Service Consultants, and desktops for the remainder of the on-site staff. Costs are estimated at $650 for each laptop and $500 for each desktop. KRA understands that all equipment purchases require prior approval. Additionally, KRA procurement policy which adheres to the procurement requirements of WIOA will be utilized to procure the required equipment. The table below summarizes the proposed equipment purchases:


4. Staff Development (Training & Registration) - The budget includes $770 in funds to support registration for the several industry conferences, including the NAWDP

Description

Proposed Cost

Computer Equipment (Laptops) - Manager and Business Services Staff

$ 1,170

Computer Equipment (Desktops) 900

Computers Lab Computer (5) 2,500

Printers/Scan/Fax/Copiers 1,000

Furniture 7,000

TOTAL $ 12,570

46


May 27, 2016

Annual Conference, and participation by selected staff in Leadership Edge, KRA’s internal training academy. (The costs associated with travel to these conferences and training events are budgeted under Staff Travel).





a. The Cellular Phone Service budget is proposed at $540. Cell/smart phone service ensures that staff can remain in contact while out of the office and/or travelling between locations. Cell/smart phone service is also required to facilitate after-hours support for the contract, as necessary.




# Proposed

$ Proposed

Total


Total

$169,657

47


May 27, 2016

E. Indirect Cost


F. Profit


48


May 27, 2016

Budget Narrative

This narrative explains KRA’s budget to provide services to the Santa Maria Center for the County Executive Office of Santa Barbara County. The budget period is from July 1, 2017 through June 30, 2018, to be funded through WIOA at $676,092.







Personnel costs are expected to be distributed between WIOA Adult and WIOA Dislocated Worker based on estimated case loads and anticipated work plans for staff and management. The Total FTE for the Santa Maria Center is estimated at 3.85. This includes the support of the following positions:




Program Manager (1)




49


May 27, 2016




C. Other Operating

1. Audit - The budgeted amount of $1,014 is an allocated shared cost for conducting a company-wide A-133 audit







a. The Cellular Phone Service budget is proposed at $1,080. Cell/smart phone service ensures that staff can remain in contact while out of the office and/or

50


May 27, 2016

travelling between locations. Cell/smart phone service is also required to facilitate after-hours support for the contract, as necessary.




# Proposed

$ Proposed

Total


Total

$339,314

E. Indirect Cost


F. Profit


51


May 27, 2016

Budget Narrative

This narrative explains KRA’s budget to provide services to the Santa Maria Center for the County Executive Office of Santa Barbara County. The budget period is from July 1, 2018 through June 30, 2019, to be funded through WIOA at $676,092.






KRA has also incorporated into the staff costs an allowance for a performance pay pool equivalent to three (3) percent of staff compensation. These incentives will be funded quarterly, and payout will be based on a specific plan outlined by the Project Director, and subject to review and approval by KRA's Vice President and Chief Operating Officer.

Personnel costs are expected to be distributed between WIOA Adult and WIOA Dislocated Worker based on estimated case loads and anticipated work plans for staff and management. The Total FTE for the Maria Center is estimated at 3.85. This includes the support of the following positions:




Program Manager (1)




53


May 27, 2016




C. Other Operating

1. Audit - The budgeted amount of $1,014 is an allocated shared cost for conducting a company-wide A-133 audit







a. The Cellular Phone Service budget is proposed at $1,080. Cell/smart phone service ensures that staff can remain in contact while out of the office and/or

54


May 27, 2016

travelling between locations. Cell/smart phone service is also required to facilitate after-hours support for the contract, as necessary.




# Proposed

$ Proposed

Total


Total

$339,314

E. Indirect Cost


F. Profit


55

KRA Corporation

FINANCIAL REPORT

September 30, 2015

73

KRA Corporation

Table of Contents

Page

Independent Auditors’ Report 1

Financial Statements

Balance sheets 2

Statements of income 3

Statements of stockholder’s equity 4

Statements of cash flows 5

Notes to financial statements 6 - 16

74

Balance Sheets

76

KRA CORPORATION

BALANCE SHEETS

September 30, 2015 and 2014

Assets 2015 2014

Current Assets

Cash and cash equivalents

Investments

Accounts receivable - contracts, net of allowance

Prepaid expenses

Notes receivable, current portion

Other current assets

Total current assets

Property and Equipment, at cost

Furniture and fixtures

Equipment and software

Leasehold improvements

Less accumulated depreciation and amortization

Other Assets

Deposits

Other accounts receivable - contracts, net of allowance

Notes receivable, long term portion

The accompanying notes are an integral part of these financial statements.

77

Liabilities and Stockholder's Equity 2015 2014

Current Liabilities

Accounts payable and accrued expenses

Subtenant deposit

Note payable - line of credit

Accrued salaries and related liabilities

Total current liabilities

Long-Term Liabilities

Deferred gain on sale of subsidiaries

Stockholder's Equity

Common stock, $.01 par value: 100,000 shares

authorized, issued and outstanding

Additional paid-in capital

Retained earnings

2

78

KRA CORPORATION

STATEMENTS OF INCOME

Years Ended September 30, 2015 and 2014

2015 2014

Contract revenue

Direct contract costs

Direct labor

Reimbursable contract costs

Total direct contract costs

Gross profit

Indirect costs

Bad debt expense

Operating (loss) income

Other income and expense

Interest and dividends, net of interest expense

Realized and unrealized (losses) gains on investments

Total other (expense) income

Net (loss) income


3

79

KRA CORPORATION

STATEMENTS OF STOCKHOLDER'S EQUITY


Additional

Common Paid-In Retained Total

Balance, September 30, 2013

Net income

Distributions


Net loss

Distributions



4

80

KRA CORPORATION

STATEMENTS OF CASH FLOWS


2015 2014

Cash flows from operating activities:

Net (loss) income

Adjustments to reconcile net (loss) income to net cash

provided by operating activities:

Depreciation and amortization

Accrued interest on notes receivable

Realized and unrealized losses (gains) on trading securitie

Loss on disposal of fixed asset

Bad debt expense

(Increase) decrease in:

Accounts receivable - contracts

Prepaid expenses

Other current assets

Deposits

Increase (decrease) in:

Accounts payable and accrued expenses

Subtenant deposit

Accrued salaries and related liabilities

Net cash provided by operating activities

Cash flows from investing activities:

Purchases of investments

Proceeds from sale of investments

Purchases of equipment

Net cash provided by (used in) investing activities

Cash flows from financing activities

Net repayments on line of credit

Distributions

Net cash used in financing activities

Net increase in cash and cash equivalents

Cash and cash equivalents at beginning of the year

Cash and cash equivalents at end of year


5

81

KRA CORPORATION

NOTES TO FINANCIAL STATEMENTS


6

Note 1. Nature of Operations and Summary of Significant Accounting Policies

Nature of Operations

KRA Corporation (the Corporation) was organized under the laws of the State of

Maryland on February 17, 1981. The Corporation’s primary business activities are

workforce development, information operations, and management consulting to

government agencies.

The accounting and reporting policies of the Corporation conform to accounting

principles generally accepted in the United States of America and reflect practices

appropriate to the federal government contracting industry. These policies are

summarized below.

Use of Estimates

The preparation of financial statements in conformity with accounting principles

generally accepted in the United States of America requires management to make

estimates and assumptions that affect the reported amounts of assets and liabilities

and disclosure of contingent assets and liabilities at the date of the financial

statements and the reported amounts of revenues and expenses during the reporting

period. Actual results could differ from those estimates.

Cash and Cash Equivalents

For purposes of the statements of cash flows, the Corporation considers all amounts

held in checking and money market accounts to be cash and cash equivalents.

Accounts Receivable

The Corporation provides credit in the normal course of business to its customers and

performs ongoing credit evaluations of those customers. Receivables are generally

due thirty (30) days after billed. The Corporation considers allowances for doubtful

accounts based on factors surrounding the credit risk of specific customers, historical

trends, projection of trends, and other information. Management of the Corporation

periodically reviews the collectability of accounts receivable, and those accounts

which are considered not collectable are written off as bad debts.

82

KRA CORPORATION



7

Note 1. Nature of Operations and Summary of Significant Accounting Policies (continued)

Investments

Investments, consisting of equities, mutual funds, and bonds, are classified as trading

and are reported at fair value. The fair value of marketable securities is based on

quoted market prices. Realized and unrealized gains and losses on investments are

reported in the statements of income. Management evaluates the classification of its

investments at purchase and at each subsequent balance sheet date.

Property and Equipment

Property and equipment over $1,000 are recorded at the original cost and are being

depreciated on a straight-line basis over estimated lives of two to seven years.

Leasehold improvements are amortized over the life of the assets or the remaining

period of the lease, whichever is shorter.

Depreciation and amortization expense for the years ended September 30, 2015 and

2014 was $16,367 and $7,288, respectively.

Deferred Rent

The Corporation recognizes the minimum non-contingent rents required under

operating leases as rent expense on a straight-line basis over the life of the lease, with

differences between amounts recognized as expense and the amounts actually paid

recorded as deferred rent and included in accrued expenses on the accompanying

balance sheets.

Revenue

Revenue from cost-type contracts is recognized as costs are incurred on the basis of

direct costs plus allowable indirect costs and an allocable portion of the fixed fee.

Revenue from fixed-price type contracts is recognized under the percentage-of-

completion method of accounting, with costs and estimated profits included in

contract revenue as work is performed. If actual and estimated costs to complete a

contract indicate a loss, provision is made currently for the loss anticipated on the

contract. Revenue from time and materials contracts is recognized as costs are

incurred at amounts represented by the agreed-upon billing amounts.

Revenue recognized on contracts for which billings have not been presented to

customers at year end is included in the accounts receivable – contracts classification

on the accompanying balance sheets.

83

KRA CORPORATION



8

Note 1. Nature of Operations and Summary of Significant Accounting Policies (continued)

Subsequent Events

In preparing its financial statements, the Corporation has evaluated subsequent events

through February 24, 2016 which is the date the financial statements were available

to be issued.

Note 2. Concentration of Credit Risk

The Corporation maintains its cash accounts at institutions with balances that may exceed

$ 250,000, which is the amount insured by the Federal Deposit Insurance Corporation.

The Corporation has not experienced any losses in such accounts and monitors the

creditworthiness of the financial institutions with which it conducts business.

Management believes that the Corporation is not exposed to any significant credit risk

with respect to its cash balances.

Note 3. Accounts Receivable - Contracts

Accounts receivable consist of billed and billable amounts recoverable under contracts in

progress with government agencies. At September 30, 2015 and 2014, the components of

accounts receivable were:

2015 2014

Billed receivables

Unbilled receivables

Less: Allowance for doubtful accounts

Note 4. Fair Value Measurements

The framework for measuring fair value provides a fair value hierarchy that prioritizes the

inputs to valuation techniques used to measure fair value. The hierarchy gives the highest

priority to unadjusted quoted prices in active markets for identical assets or liabilities

(level 1) and the lowest priority to unobservable inputs (level 3). The three levels of the

fair value hierarchy are described as follows:

84

KRA CORPORATION



9

Note 4. Fair Value Measurements (continued)

Level 1

Inputs to the valuation methodology are unadjusted quoted prices for identical assets

or liabilities in active markets that the Corporation has the ability to access.

Level 2

Inputs to the valuation methodology include:

quoted prices for similar assets or liabilities in active markets;

quoted prices for identical or similar assets or liabilities in inactive markets;

inputs other than quoted prices that are observable for the asset or liability;

inputs that are derived principally from or corroborated by observable market data

by correlation or other means.

If the asset or liability has a specified (contractual) term, the level 2 input must be

observable for substantially the full term of the asset or liability.

Level 3

Inputs to the valuation methodology are unobservable and significant to the fair value

measurement.

The asset or liability’s fair value measurement level within the fair value hierarchy is based

on the lowest level of any input that is significant to the fair value measurement. Valuation

techniques used need to maximize the use of observable inputs and minimize the use of

unobservable inputs.

Following is a description of the valuation methodologies used for assets measured at fair value. There have been no changes in the methodologies used at September 30, 2015 and 2014.

Common Stock and Municipal Bonds: Valued at the closing price reported on the active

market on which the individual securities are traded

Mutual and Exchange Traded Funds: Valued at the net asset value (NAV) of shares held by the Corporation at year end.

85

KRA CORPORATION



10


The preceding methods described may produce a fair value calculation that may not be

indicative of net realizable value or reflective of future fair values. Furthermore, although

the Corporation believes its valuation methods are appropriate and consistent with other

market participants, the use of different methodologies or assumptions to determine the fair

value of certain financial instruments could result in a different fair value measurement at

the reporting date.

The following tables set forth by level, within the fair value hierarchy, the Corporation’s

investments measured at fair value on a recurring basis as of September 30, 2015 and

2014:

Assets at Fair Value as of September 30, 2015

Level 1 Level 2 Level 3 Total

Common stock

Large cap

Mid cap

Total

Mutual and exchange

traded funds

Worldwide funds

Foreign large growth fu

US government and

municipal bonds fund

Other funds

Real estate fund

Large cap funds

Total

Municipal bonds

Total

86

KRA CORPORATION



11


Assets at Fair Value as of September 30, 2014

Level 1 Level 2 Level 3 Total

Common stock

Large cap

Mid cap

Total

Mutual and exchange

traded funds

Worldwide funds

Foreign large growth

US government and

municipal bonds fun

Emerging markets fun

Other funds

Real estate fund

Mid cap funds

Large cap funds

Total

Municipal bonds

Total

There were no purchases, issuances, settlements, realized or unrealized gains or losses

related to Level 3 assets during the years ended September 30, 2015 and 2014.

The Corporation’s policy is to recognize transfers in and transfers out as of actual date

of the event or change in circumstance that caused the transfer. There were no transfers

between level classifications during the years ended September 30, 2015 and 2014. All

assets have been valued using a market approach. There were no changes in the

valuation techniques during the current year.

The following summarizes the investment return and its classification in the statements

of income for the years ended September 30, 2015 and 2014:

2015 2014

Interest and dividends

Realized and unrealized net (losses) gains

Investment management fees

Total net investment (loss) return

87

KRA CORPORATION



12

Note 5. Related Party Transactions

During years ended September 30, 2015 and 2014, KRA Employment Services

Corporation provided payroll services for temporary employees to the Corporation totaling

, respectively.

During years ended September 30, 2015 and 2014, VEA Enterprise provided payroll

services for temporary employees to the Corporation totaling ,

respectively. Accounts payable and accrued expenses include of

accrued expenses to VEA Enterprise at September 30, 2015 and 2014.

Note 6. Notes Receivable

On September 30, 2009, KRA Corporation sold its stock in its wholly owned subsidiaries

KRA/PA Corporation and KRA Employment Services Corporation (collectively the

subsidiaries) to related parties. The Corporation retained all operating assets and liabilities

of the subsidiaries, other than intangible assets which had no carrying value at the transfer

date. Consideration for the sale was in the form of promissory notes in the amount of

which bear interest at 0.84% per annum. Interest and principal are due on

September 30, 2017. The Corporation deferred the gain on the sale of the subsidiaries of

which will be recognized as a contribution to stockholder’s equity as the notes

receivable are collected, due to the related party nature of the transaction.

In addition, the Corporation transferred a cash surrender life insurance policy to a

stockholder in exchange for a note receivable in the amount of the cash value at the time of

the exchange. The original note required the stockholder to make four annual payments of

principal of together with interest at the rate of 0.0095% per annum on the

unpaid principal balance, beginning on December 17, 2013 and continuing until

December 27, 2017 and a final payment of The stockholder shall make three

annual principal payments of beginning on December 27, 2017 and continuing

until December 27, 2019 and a final payment of plus any unpaid interest.

2015 2014

Sale of subsidiaries note

Cash surrender life insurance policy note

Total notes receivable

Less: current maturities

Notes receivable, long term portion

88

KRA CORPORATION



13

Note 7. Note Payable – Line of Credit

At September 30, 2015 and 2014, the Corporation had a line of credit agreement with an

investment brokerage firm. Under the terms of the agreement, the Corporation can borrow

up to approximately , with a variable interest rate currently at 1.97%. The line

is secured by securities held by the Corporation and the stockholder. Payment of the

outstanding balance is due on demand. The maximum amount available to borrow is

dependent on the security portfolio’s composition and balances. The outstanding balance

on the line of credit was and at September 30, 2015 and 2014,

respectively.

Note 8. Operating Leases

The Corporation is obligated, as lessee, under non-cancelable operating leases for office

spaces and equipment. In most cases, management expects that in the normal course of

business, operating leases will be renewed or replaced by other operating leases.

The following is a schedule of future minimum rental payments, by years, required under

the operating leases as of September 30, 2015:

Year Ending

September 30, Total

2016

2017

2018

2019

2020

Total

Rental expense was offset by rental income totaling and for the years

ended September 30, 2015 and 2014.

Total rent expense charged to indirect costs for the years ended September 30, 2015 and

2014, was and , respectively. Most rental payments are charged to

reimbursable contract costs. Total rent expense related to these contracts for the years

ended September 30, 2015 and 2014, was and , respectively.

89

KRA CORPORATION



14

Note 9. Supplemental Disclosure of Cash Flow Information

Cash paid for interest was and for the fiscal years ended September 30,

2015 and 2014, respectively.

During the year ended September 30, 2014, there was a non cash distribution of

to the stockholder for the payment due to the Corporation related to the stockholder’s note

receivable.

Note 10. Retirement Plan

The Corporation maintains a tax deferred savings and retirement plan (the Plan) to provide

retirement benefits for all eligible employees. Under the Plan, employees 21 years of age

and over are eligible to participate upon employment. The participants may elect to

contribute up to 25% of their gross annual earnings subject to IRS limitations. The

Corporation’s discretionary profit sharing contributions to the Plan are determined by the

Board of Directors. Employees vest 100% in all salary reduction amounts. Rights to

benefits provided by the Corporation’s discretionary profit sharing contributions vest as

follows: 25% after two years and 25% per year thereafter until fully vested at the end of

five years. Profit sharing contributions were made from retirement plan forfeitures for the

years ended September 30, 2015 and 2014. There were no additional profit sharing

contributions made for the years ended September 30, 2015 and 2014.

Note 11. Bad Debt Expense

The Corporation had been involved in a contract dispute lawsuit under which the plaintiff

had requested damages in an amount to be determined. As a result, the Corporation filed a

counterclaim. The matter was resolved in October of 2015. As part of the resolution,

management has written off accounts receivable balances associated with the matter in the

amount of , of which been reserved in the allowance for

doubtful accounts.

Note 12. Contract Status

Provisional Indirect Cost Rates

Billings under cost-based government contracts are calculated using provisional rates

which permit recovery of indirect costs. These rates are subject to audit on an annual

basis by the Corporation’s independent auditor. The final audited indirect cost rates,

if different from the provisional rates, may create a receivable or a liability.

90

KRA CORPORATION



15

Note 12. Contract Status

Provisional Indirect Cost Rates (continued)

The Corporation periodically reviews its cost estimates and experience rates, and

adjustments, if needed, are made and reflected in the period in which the estimates

are revised. In the opinion of management, redetermination of any cost-based

contracts for the year ended September 30, 2015, will not have any material effect on

the Corporation’s financial position or results of operations.

Contract Backlog

The Corporation has authorized but uncompleted contracts in progress at

September 30, 2015 and 2014, approximately as follows:

2015 2014

Total contract price of initial contract awards

including modifications, exercised options,

and approved change orders

Completed to date

Authorized backlog

The foregoing contracts contain unexercised options and unfunded amounts not

reflected in the above amounts totaling approximately $ 19,031,334 and $ 29,160,714

at September 30, 2015 and 2014, respectively.

Note 13. Major Customers

At September 30, 2015 and 2014, three customers comprised approximately 50% of

revenue for the years then ended, respectively. Outstanding accounts receivable at

September 30, 2015 and 2014 from these three customers were approximately

and , respectively.

91

KRA CORPORATION



16

Note 14. Income Taxes

The Corporation files its income tax returns on the cash basis, whereby revenue is

recognized when received and expenses are recognized when paid. The Corporation

elected to be taxed under the provisions of Subchapter S of the Internal Revenue Code.

Under those provisions, the Corporation does not pay federal or state corporate income

taxes on its taxable income. Instead, the stockholder is liable for individual income taxes

on the Corporation’s taxable income.

Accounting principles generally accepted in the United States of America require the

Corporation to evaluate tax positions taken and recognize a tax liability if it is more likely

than not that uncertain tax positions taken would not be sustained upon examination by

taxing authorities. The Corporation has analyzed tax positions taken and has concluded

that, as of September 30, 2015 and 2014, there are no uncertain tax positions taken or

expected to be taken that would require recognition of a liability or disclosure in the

financial statements.

The Corporation had no interest and penalties related to income taxes for the years ended

September 30, 2015 and 2014. The Corporation is subject to routine audits by taxing

jurisdictions; however, there are currently no audits for any tax periods in progress.

Generally, the Corporation’s tax returns remain open for three years for federal and state

examination.

92

MBE

KRA Corporation 1 October 2015

PRESIDENT & CEO

EXPERIENCE KRA Corporation, Fulton, Maryland, 1981 - Present

is the founder of KRA Corporation (KRA), a minority-owned enterprise, recognized nationally as a leader in Workforce Development Services, with program operations in Maryland, the District of Columbia, and other States from California to Connecticut. In his role as President & CEO, he focuses on strategic planning and development to ensure KRA’s sustained expansion and growth. KRA provides Career Services for un- and under-employed Adult, Dislocated, and Youth through American Job Centers--in some areas known as One-Stop Career Centers--and Employment and Training Programs for recipients of TANF benefits. Business Services units collaborate with community-based, private- and public-sector employers to provide education, training, and job-placement opportunities for jobseeker-customers. KRA also operates a successful Labor Studies and Consulting practice, an integral component part of the company's spectrum of workforce development services. On a day-to-day basis, directly oversees the KRA Corporate Leadership Team, which plays a critical dual role--directing business operations and supporting program operations--in ensuring consistent, high-quality corporate performance and service in the areas of accounting and finance, continuous quality assurance and improvement, client services,

KEY QUALIFICATIONS

More than 40 years’ experience in community, economic, and workforce development and minority and small business entrepreneurship within a framework of continuous quality improvement

Expertise in the planning, development, and implementation of both small- and large-scale workforce services programs

Skilled in operations management; training and technical assistance; and program and policy research, analysis, and evaluation

Adept at developing mutually beneficial partnerships with Regional, County, and State Workforce Development/Innovation Boards; County, State, and Municipal Departments of Human and Social Services; and a widely-diverse range of Community and Faith-Based Organizations

93

MBE


human resources, and workforce innovation. Prior to 1981, enjoyed a successful career as an Internal Consultant on Economic Development for small and disadvantaged businesses in Greater Kansas City, Missouri; Management Instructor, Business Institute Training Center, University of Missouri; and Director, Computer Institute for Social Science Research, Michigan State University.

EDUCATION School Degree Area of Concentration Michigan State University MBA Management and Finance Michigan State University BS Systems Science and Economics

AFFILIATIONS National Association of Workforce Development Professionals National Association of Workforce Boards U.S. Conference of Mayors Workforce Development Council

AWARDS AND SPECIAL ACHIEVEMENTS

Due to his strategic guidance and commitment to excellence, Mr. Atterbeary and KRA have received numerous awards and certificates of appreciation/recognition for superior performance, quality, and service, including the following:

Employer of the Year, Washington Metropolitan Project With Industry

Minerva Award for Entrepreneurship, Potomac Valley Alumnae Chapter, Delta Sigma Theta Sorority

Small Disadvantaged Business Contractor of the Year, USDA Food and Nutrition Service

Outstanding Minority Business Enterprise, DOT National Highway Traffic Safety Administration

One of America's Fastest-Growing Privately Held Companies in the United States, 4 consecutive years, Inc. magazine

MarCom Award, International Competition for Marketing and Communication Professionals, Maryland Youth Risk Behavior Survey Report, Maryland State Department of Education

94

http://www.msde.maryland.gov/NR/rdonlyres/707B5FB5-9A0C-4A06-A741-92D16DC7B2E7/25214/Maryland_2009_YRBS_Report.pdf

MBE


Development of Improving Services and Performance: Toolkit for Effective Front-Line Services to Youth, US Department of Labor, Employment & Training Administration

CERTIFICATIONS

8(a) Business Development Program, U.S. Small Business Administration, 1991 - 2000

Minority Business Enterprise, Maryland Department of Transportation, 1996 - Present

95

http://www.doleta.gov/youth_services/Toolkit-improve.cfm

http://www.doleta.gov/youth_services/Toolkit-improve.cfm

R e s u m e :

V i c e P r e s i d e n t & C O O

KEY QUALIFICATIONS

More than 25 years' experience in public policy research; program management;

and consulting for Federal, State, local government, and private-sector clients.

Full authority to commit the corporate resources necessary to ensure high quality, on-

time, and on-budget performance of contracts.

Expertise in a broad range of policy arenas, including employment and training,

healthcare quality and access, and housing and urban development.

EXPERIENCE

KRA Corporation, Fulton, MD

Vice President & Chief Operating Officer (2004 - Present)

Vice President (2002 - 2003) - Senior Research Analyst (1996 - 2001)

Currently, responsible for all aspects of corporate operations, including contracts with

Federal, state, and local government agencies/commercial clients, in the areas of

workforce development and public health. Supervises key executives, with responsibility

for company-wide strategic planning, business development, and profit-and-loss.

Previously, directed Management Consulting and Information Operations Division

projects, providing professional services to public- and private-sector clients across a

broad range of social policy arenas. Guided day-to-day contract operations; maintained

client relations; and managed a multidisciplinary team of records management, IT,

library science, health care, research, and technical assistance professionals.

Designed/implemented research surveys, analyzed qualitative and quantitative, and

presented results in reports, as well as oral presentations.

Urban Institute, Center for Public Finance and Housing, Washington, DC

Research Associate (1990 -1996)

Designed and implemented policy-oriented studies for HUD and other public- and private-

sector clients. Also provided technical assistance on capital planning directly to

municipalities.

EDUCATION

University of Toronto, MA, Geography

University of Delaware, BA, Geography

Chambre de Commerce et d'Industrie de Paris, Certificate, Economics

96

R e s u m e :

C h i e f , A c c o u n t i n g a n d F i n a n c i a l

O p e r a t i o n s

KEY QUALIFICATIONS

More than 25 years' experience in accounting and finance; audit, business, and tax

planning; and information technology.

Demonstrated knowledge, skills, and abilities in overseeing all types of contracts,

including Cost Plus Fixed Fee, Firm Fixed Price, Time & Materials, et al.

Excels in supporting and collaborating with corporate officials, program managers,

administrative support staff, and internal/external customers and clients.

EXPERIENCE


Chief, Accounting & Financial Operations (2012 - Present)

direction and oversight for the Accounting Finance and Contract teams includes,

but is not limited to: management of the A/P, AYR, and GIL systems; financial reporting,

Federal and state audits, quality-assurance/monitoring review and analysis; budgeting; contract

management; and associated policies and SOPs. Interfacing with Program Managers, his team

serves as the primary point-of-contact (POC) for clients related to financial and contractual

issues, acts as the primary POC for internal/external customers, and provides support services

to staff re: financial set-up and formal correspondence regarding contracts, teaming

agreements, and proposals.

Potomac College LLC, Vice President of Finance (2009 -

2012) Americatel, Inc., Controller (2009)

The Novick Group, Inc., Controller (2006 - 2009)

Hanley Wood, Accounting Manager (2004 - 2005)

AWS Convergence Technologies, Controller (2003 -

2004) Mediabin, Controller (2000 - 2003)

Allstate Mortgage, Accounting/Operations Manager (1996 - 2000)

Arthur Andersen & Co., Tax Department, Senior (1991 - 1996)

EDUCATION

Georgetown University, BS, Accounting

SOFTWARE

Great Plains, Solomon, Deltek GCS Premier, Microsoft Professional Office Suite, WordPerfect,

Lotus 1-2-3, and Lotus Notes

97

Resume:

D i rec tor o f Workforce Innovat ion

KEY QUALIFICATIONS

More than 15 years of experience in the design, implementation, and quality assurance of

economic/workforce development programs and systems.

Demonstrated expertise in building effective and efficient cross-functional

teams that achieve desired quantitative and qualitative outcomes.

Knowledge, skills, and abilities in strategic and operational planning; organizational

capacity building and performance; leadership development and coaching;

research analytics and benchmarking; organizational dashboards; project

management; and continuous quality improvement.

Recipient of Award for Performance Excellence from the California Council on Excellence;

the California WIB's High Performance Board Designation, and the California State

Association of Counties’ Merit Award for Program Innovation.

EXPERIENCE


Director, Workforce Innovation (2014 - Present)

Directs organizational development initiatives; participates in corporate-wide strategic

planning and programming; oversees continuous quality improvement; and provides

leadership related to WIOA implementation, ensuring that program service-delivery strategies

are aligned with the new legislation. Conducts analysis of Federal/state policies and

regulations, determining organizational impact and providing guidance to Program Managers

(PM) on strategies for effective implementation. Oversees PMs to ensure achievement of

contract-performance goals and compliance, and program-based policies and SOPs to ensure

operational excellence.

Riverside County Economic Development Agency, Riverside, CA

Executive Director, WIB (2008-2014); Deputy Director, Workforce Development Division (2006-

2008); Program Manager, Youth Services (2000-2006); Assistant Program Manager, Welfare-to-

Work/Youth Services (1999-2000); Business Education Coordinator (1998-1999)

Progressively responsible positions led to executive oversight, directing the

economic/workforce development system for the 4th largest CA county and leading a team

of 22 managers/118 staff , operating 6 Youth Opportunity Centers, 4 AJCs, 2 satellite

locations, and a mobile One-Stop.

EDUCATION

California State University Northridge, BS, Organizational Systems Management

98

R e s u m e :

C o r p o r a t e Q u a l i t y A s s u r a n c e

M a n a g e r

KEY QUALIFICATIONS

More than 15 years' civilian and military experience in budget management; data analysis

and assessment; logistics; project management; quality assurance, and staff support, training

and development

Excellent analytical, organizational, problem solving, and communications skills

Customer-focused, detail oriented, and self-motivated team player

EXPERIENCE


Corporate Quality Assurance Manager (2011 - Present); QA Specialist (2007-2011)

Manages performance and quality-control systems for all KRA contracts and subcontracts,

identifying and defining contract-requirement and benchmark-provisions for programs and

services. Develops, implements, and monitors Center Operating Procedures for all KRA

program-site operations; develops tracking, reporting, and monitoring procedures for WIA,

TANF, and other Workforce Development programs/systems. Analyzes documents, reports,

and programmatic benchmark-performance measures, performing statistical analysis on a

variety of Workforce Development parameters. Identifies and interprets corporate and client-

--Federal, Regional, State, and local---contract/program requirements, ensuring compliance

and conducting training seminars for program staff in effective case management,

monitoring, and reporting.

US Navy Reserves, Coastal Riverine Group, Little Creek, VA, Integrated Training

Team Evaluator (2003-Present)

Circuit City Stores, Inc. (CA/HI/VA) Roadshop Manager/Assistant Roadshop

Manager/Safes Associate/ Installation Technician, AV Sales Associate (2002-2007)

US Navy, USS Crommelin, Pearl Harbor, HI, Lead Petty Officer (1996 - 2002)

EDUCATION: University of Phoenix, BS, Marketing

CERTIFICATIONS, AFFILIATIONS, SPECIAL ACHIEVEMENTS: Certified Dynamic Works

Professional; Member, NAWDP; Four-time recipient, Navy Good Conduct Medal

99

JOB DESCRIPTION Position: Program Manager Qualifications: Qualifications Required: Any combination of education and experience equivalent to graduation from an accredited college or university with a Bachelor's degree in business, education, public administration, behavioral science or related field and at least five years experience in the management of workforce development programs. Supervisory experience required. Knowledge of general laws and administrative policies governing workforce development programs; thorough knowledge of operational systems; knowledge of management principles; ability to handle multiple projects and tasks; ability to establish and maintain effective relationships; ability to effectively communicate complex ideas both orally and written. Duties and Responsibilities:

Provide leadership, policy direction and administrative oversight of the One-Stop delivery system.

Direct Intensive and Case Management services to enable the system to be consistent with plans and attains the established program goals and assures that the system remains in compliance with all local, state, and federal laws, rules and regulations.

Identify a mechanism for communication between all levels of decision making, including front-line staff.

Provide general oversight and supervision to all staff.

Oversee all management information and financial activities and transactions.

Participate in the recruit, interviewing, hiring and training of all staff.

Facilitate staff meetings, management meetings and partnership meetings.

Supervise internal and external audits.

Attend meetings as required.

Establish and maintain positive working relationships with funders, employers and state and local partners.

Establish and maintain relationships with other agencies, organizations and businesses in the community.

100

JOB DESCRIPTION Position: Career Agent Qualifications: Any combination of education and experience equivalent to graduation from an accredited college and university with a Bachelors degree in business, public administration behavioral science or related field. Two years of work experience combining elements of training, counseling, case management or other services. Must possess substantial career coaching and case management experience. Strong background in the delivery of workforce development services and the ability to read and interpret policies and procedures. Excellent oral and written communication skills. Duties and Responsibilities:

Provide career counseling and intensive case management services to WIOA customers within the One-Stop system.

Complete intake and eligibility determination for WIOA Adults and Dislocated Workers. Assess jobseekers’ employment and training needs and abilities through interviewing, testing and other methods.

Enter data into and otherwise use and process clients through the participant information system as required, and any other database as required by the One-Stop system.

Guide jobseekers through the preparation of individual employment plans (IEP) based on their specific career and educational goals.

Counsel customers on the local labor market, available job opportunities, training programs and other services provided by partners. Refer individuals to appropriate services and follow-up on those activities.

Conduct orientation sessions, workshops, job clubs and other group presentations.

Follow all policies, procedures and regulations related to eligibility documentation; ensure that case files have originals and/or copies of eligibility documentation.

Maintain accurate individual case files for each registered customer assuring that each file contains all required eligibility documents and meets compliance requirements with all policies and procedures.

Administer reading and mathematics appraisals to each customer enrolled in WIOA Services to determine reading, math and language competencies. Administer various career interest inventories and aptitude assessments to registered customers to determine occupational interests and career paths.

Develop a comprehensive Individual Employment Plan (IEP) for all customers. Provide referral and tracking of eligible customers into programs provided on-site at the One-Stop centers and/or located in the community in accordance with established MOUs.

Provide twelve (12) month post-exit follow-up services for all registered WIOA customers to include retention and supportive services. Verification and recording of enrollment in post-secondary education or training and credential attainment throughout the follow-up period are required.

Meet and/or exceed program benchmarks.

Complete all required reports.

101

JOB DESCRIPTION Position: Business Services Consultant Qualifications: A combination of education and experience equivalent to a Bachelor’s degree and three years related experience. Policy and program experience in the areas of workforce development, economic development, and education, with a desire to develop new expertise. Knowledgeable about federal and state workforce and/or economic development legislation, policies and services. Excellent oral and written skills, and critical thinking skills. Interpersonal skills necessary to build effective working relationships. Time management and organizational skills to plan, prioritize and manage multiple projects to ensure completion in timely manner. Possession of a class ‘C’ drivers license, a registered and insured vehicle that can be used during the course of work. Duties and Responsibilities:

Provides outreach and assistance to business customers.

Cultivate business relationships that result in repeat business, as well as reaching out to new employers and small business owners.

Build and manage a strong sales pipeline; Meet and exceed monthly KPI’s (key performance indicators) as well as monthly quota.

Work closely with Career Coaches to place customers in unsubsidized employment.

Maintain and develop good relationship with customers through personal contact, events, meetings or via telephone etc.

The ability to work in the field more than 90%+ of the time.

Documents all services in the appropriate data management systems.

Assists employers in accessing one-stop resources, including labor market information, job fairs, recruiting assistance, etc.

Conducts research regarding economic development in the area.

Contacts new businesses/employers to provide welcome information and orientate them to one-stop center services and provides follow up. Manage new business opportunities through all stages of the on-boarding cycle. Cold calling will be required.

Provides outreach to professional organizations, trade organizations, and post secondary educational institutions.

Assesses the human resource needs of area businesses by conducting business surveys, customer satisfaction surveys, and/or job profiling/job analysis.

Conducts outreach and provides businesses with information and assistance regarding incentive programs such as On-the-Job Training incentives, tax credits, and other available resources.

Assists in the coordination and facilitation of job fairs. Contacts employers to recruit their participation in job fairs, contacts vendors to secure donations and participates in job fairs, trade shows and related events.

Provides recommendations for new employer services or projects, and assists in the planning and implementation of special projects and/or employer services such as employer seminars, pre-employment testing services, employee credentialing, etc.

Other duties as assigned

102

JOB DESCRIPTION Job Title: Program Analyst/Accountant Qualifications: A Bachelor’s degree from an accredited college or university in business, finance, accounting or related field. Minimum of 2 - 5 years in accounting / contract experience. Billing experience preferred. Minimum of 1 - 2 years using Deltek GCS Premier. One to two years experience with WIA/WIOA contract administration is preferable. Must possess strong leadership and interpersonal skills; detail oriented with strong organizational and time management skills. Demonstrated customer service skills; ability to establish and maintain effective working relationships with employees and customers. Mastery in MS Excel. Duties and Responsibilities:

Work closely with the CAFO on assigned contracts to prepare and assist Project Managers in the completion of Cost to Complete estimates, the development and completion of annual budgets and other forecasting.

Work closely with the CAFO on assigned contracts to prepare and assist in the development of proposal budgets.

Work closely with the CAFO on assigned contracts to prepare and distribute reports and statistical data to facilitate planning and maintenance of accurate contract records and files.

Assist the CAFO in the review of modifications and other documents for assigned contracts, to ensure accuracy.

Full Cycle Accounts Receivable - this includes but is not limited to reviewing P&L reports for completeness, providing preliminary P&L reports to Project Managers, processing P&L corrections, compiling information required for contract billing for the CAFO review / approval, , posting approved invoices to the accounting system and aged receivables collections .

Full Cycle Accounts Payable - this includes but is not limited to communication with vendors as necessary, validation of AP coding and ensuring supporting documentation meets company policy and contract requirements, post items to accounting system and process payment.

Other ad-hoc Accounting duties as assigned.

103

CEO/President

Accounting/ Finance, Chief

Operations COO and VP

Corporate Administration,

Chief

Corporate Counsel

Communications, TBD

Human Resources, Director,

Client Services, VP and Director

Workforce Innovation,

Director

Corporate Operations,

Director

Corporate QA, Manager

Consulting

Director Strategic Partnerships

Innovation, Manager

Communications, Manager

Training & Dev. CTDC

CWP

San Diego

Alameda

CQI, Manager

Long Beach

Camden

Baltimore

DC/PGC

Orange County

104

Outreach and

Recruitment

Eligibility and Enrollment

Assessment Career

Services Training

Job Placement

Exit and Follow-up

Document and Track All Services

• Multiple Entry

Points

• Community

Partners

• Customer

Education

Sessions

• Social Media

and Materials

• Determine and

verify program

eligibility for

WIOA core,

mandated,

discretionary, or

supplemental

programs

• Customer

Orientation

• Group or

One-on-One

• Offsite

• Online

• If not eligible,

referral to

appropriate

partnering

agency

• Tiered

Assessment

• Tier 1.

Customers

are identified

as work-ready

• Tier 2.

Requires

some job

readiness, few

barriers

• Tier 3.

Requires job

readiness,

significant

barriers

• Tier 4.

Requires

multiple

partner

intervention

• Development of

an Individual

Employment Plan

(IEP)

• Career planning

• Short-term pre-

vocational

services

• Ongoing case

management,

strengths-based

coaching

• Referrals to and

coordination of

activities with

partner programs

and services

• Job readiness

training

• Occupational

skills training

• Work-based

learning

• Opportunities

(i.e. transitional

jobs, on-the-job

training,

internships, work

experience

• Entrepreneurial

training

• Incumbent

worker training

(as authorized

by the WDB)

• Pre-/Registered

apprenticeship

• Job search, job

development

and placement

assistance

• Assist with

resume writing

• Assist with job

search

• Assist with

interview skills

• Exit interview

• WIOA

• Employment

Rate in the

second quarter

after exiting

• Employment

Rate in the

fourth quarter

after exiting

• Median

Earnings

KRA

One-Stop Customer Flow

105

1

Employer Engagement Customer Flow

CalJobs

Generate lead

Contact lead to set appointment

At consultation, promote system & perform BNA

Identify business needs (BNA)

Enter employer into CalJobs

Provide service to customer

Communicate referrals to

partners

Get employer feedback via

survey

Follow up with employer

periodically

1

Job Boards CalJobs

3rd party Networking

Referrals Cold Calls

CalJobs

Promoting Productivity, Profitability & Peace of Mind to Businesses

106