NOA. GR-WIOA-GOYFF-100123-08 MCHSD.PDF
Extracted text (via pymupdf)
67183 characters
KATIE HOBBS
GOVERNOR
STATE OF ARIZONA
OFFICE OF THE GOVERNOR
EXECUTIVE
OFFICE
GOVERNOR’S OFFICE OF YOUTH, FAITH AND FAMILY
1700 West Washington Street, Suite 230, Phoenix, Arizona 85007
Phone 602-542-4043 * Fax 602-542-3423 * www.goyff.az.gov
To:
HSD.Grants@maricopa.gov
Nicole.Forbes@Maricopa.gov
Clint.hickman@maricopa.gov
Jared.beard@maricopa.gov
October 4, 2023
Clint Hickman
Chairman, Maricopa County Board of Supervisors
Maricopa County Human Services
301 W Jefferson St
Phoenix, AZ 85004
RE:
Workforce Innovation and Opportunity Act Grant Program – Governor’s Discretionary Fund (GR-WIOA-
GOYFF-100123-00)
Application Title: Workforce 2 You
Dear Clint Hickman,
Your grant application submitted for the Workforce Innovation and Opportunity Act Grant Program – Governor’s
Discretionary Fund solicitation is being considered for award. As a condition of award, please sign the attached Offer
and Acceptance letter. Your grant application was evaluated in accordance with A.R.S. §41-2701, et. seq. and the
evaluation criteria in the R.F.G.A..
Upon receipt of an award, this office requires a current copy of your Certificate of Insurance, in the types and amounts
stated in the RFGA. It is the awardee’s responsibility to ensure that all required coverage is in full force and effect
during the term of the contract and shall not serve to limit any liabilities or any other sub-grantee obligations. Copies
of the applicable Certificate of Insurance shall be provided to this office to the attention of Shane Richardson,
Procurement Manager, State of Arizona, Governor’s Accounting Office, 1700 W. Washington, Suite 500, Phoenix,
AZ 85007 or procurement@az.gov. Failure to do so may result in cancellation of the contract for breach.
The Governor’s Office of Youth, Faith and Family looks forward to a mutually beneficial relationship during this
contract period. Should you have any questions, please contact me at procurement@az.gov.
Sincerely,
Shane Richardson
Procurement Manager
Enclosed:
Offer and Acceptance Form
Summary of Award
cc: Anthony Amezquita, Program Administrator
Exhibit A
Katie Hobbs State of Arizona Tonya Hamilton
Governor Governor’s Office of Youth, Faith and Family Director
OFFER AND ACCEPTANCE FORM (SPO FORM 203)
TO THE GOVERNOR’S OFFICE OF YOUTH, FAITH AND FAMILY:
The Undersigned hereby agrees, if awarded a grant, to all terms, conditions, requirements, and amendments in this Request for Grant
Application (“RFGA”) solicitation and any written exceptions, as accepted by the Governor’s Office of Youth, Faith and Family, in the
Application.
Arizona Transaction (Sales) Privilege Tax License No.:
____________N/A___________________________
Federal Employer Identification No.:
_____86-6000472 __________ __________
Name of Point of Contact Concerning this Application:
Name: _____Jared Beard________________________
Phone: _____602-372-7564___ Fax: _______________
E-Mail:__Jared.Beard@Maricopa.gov________________
By signature in this Offer section, the Applicant certifies:
1. The submission of the Application did not involve collusion or other anti-competitive practices.
2. The Applicant shall not discriminate against any employee or Applicant for employment in violation of Federal Executive Order
11246, State Executive Order 2009-9 or A.R.S. §§ 41-1461 through 1465.
3. The Applicant has not given, offered to give, nor intends to give at any time hereafter any economic opportunity, future employment,
gift, loan, gratuity, special discount, trip, favor, or service to a public servant in connection with the submitted offer. Failure to
provide a valid signature affirming the stipulations required by this clause shall result in rejection of the offer. Signing the offer with
a false statement shall void the offer, any resulting contract and may be subject to legal remedies provided by law.
CERTIFICATION
Maricopa County Human Services Department
Name of Applicant Organization
234 N Central Ave, 3rd Floor
Signature of Person Authorized to Sign Offer
Clint Hickman
Address
Phoenix AZ 85004
Printed Name
Chairman Maricopa County Board of Supervisors
City State Zip
Title
ACCEPTANCE OF APPLICATION
The Application is hereby accepted.
The Applicant is now bound to perform as stated in the attached grant Application, and based upon the RFGA Solicitation Documents,
including all terms, conditions, requirements, amendments, etc., and the Applicant’s grant Application as accepted by the State.
This grant shall henceforth be referred to as Grant No. ________________________________________________________.
The effective date of the contract is _______________________________________________________________________.
The Applicant has been cautioned not to commence any billable work or to provide any material or service under this contract until
Applicant receives a purchase order, contract release document, or written notice to proceed.
State of Arizona
Awarded this
day of
20
Shane Richardson, Procurement Manager
GR-WIOA-GOYFF-100123-08
October 1, 2023
State of Arizona
Governor’s Office of Youth, Faith and Family
Summary of Award – Year 1
1. Type of Agreement
Grant Award
2. Title of Grant
Workforce Innovation and Opportunity Act (WIOA), Governor’s
Discretionary Fund
3. Action Type
Year 1 Agreement
4. Page 1 of 1
5. Contract No.
GR-WIOA-GOYFF-100123-08
6. Amendment No.
0
7. Performance Period
10/01/2023 – 09/30/2024
8. Sponsoring Federal Agency
United States Department of Labor
9. Effective Date
10/01/2023
10. Grantee Name
Maricopa County Human
Services Department
234 N Central Ave., 3rd Floor
Phoenix, AZ 85004
11. Grantee ID
EIN: 86-6000472
UEI: MHLNFHVYWDD9
12. Grantee’s Program Name
Workforce 2 You
13. CFDA No.
17.258
14. FAIN No.
DS22-003154 and DS23-003180
15. Award Info
Grant Funding: $500,000
Grantee Match: N/A
Grantee Indirect: N/A
16. Agreement Type
Cost Reimbursement
17. Program Report Contact
Anthony Amezquita
Program Administrator
Governor’s Office of Youth,
Faith and Family
1700 W. Washington
Suite 230
Phoenix, AZ 85007
aamezquita@az.gov
18. Statutory Authority
Workforce Innovation and
Opportunity Act of 2014 - Title I
A.R.S. § 41-2702
19. Method of Payment
Electronic or Warrant
20. Financial Reporting
Monthly
20 days after month end
21. Program Reporting
Quarterly Report Due Dates:
January 20, 2024
April 20, 2024
July 20, 2024
October 20, 2024
The Governor's Office of Youth,
Faith, and Family shall provide
the forms for the
quarterly reports and requests for
reimbursement.
22. Remittance Address
State of Arizona
Governor’s Accounting
Office
1700 W. Washington
Suite 500
Phoenix, AZ 85007
grantrfr@az.gov
23. Grantee Program Contact
Jared Beard
Assistant Director, Workforce
Development
Maricopa County Human
Services Department
234 N Central Ave., 3rd Floor
Phoenix, AZ 85004
Jared.Beard@maricopa.gov
623-280-7487
24. Grantee Financial Contact
Nicole Forbes
Finance and Budget Manager
Maricopa County Human Services
Department
234 N Central Ave., 3rd Floor
Phoenix, AZ 85004
Nicole.Forbes@maricopa.gov
602-506-2326
25. Special Conditions
The above grant program is approved subject to such conditions of limitations as are incorporated by reference to the grantee’s contract
materials. Contract materials incorporated by reference include: The Request for Grant Solicitation No. GR-WIOA-GOYFF-100123-00
and all Attachments; solicitation amendment(s); grantee’s response application (including narrative responses and all Exhibits); clarification
requests and responses; and countersigned Offer and Acceptance Form, all of which are in the possession of the grantee.
The State of Arizona’s Uniform Terms and Conditions (Revision No. 10.4) are incorporated into this contract as if fully set forth herein.
Copies of this document may be accessed at:
https://spointra.az.gov/sites/default/files/Uniform%20Terms%20and%20Conditions_r10.4_05-23_0.pdf
In the event of any divergence between these contract materials and the Uniform Terms and Conditions, the contract shall control. Grantee
warrants that it has read and understands the State of Arizona’s Uniform Terms and Conditions (Revision No. 10.4), and agrees to be bound
by them in their entirety.
Passthrough Agency:
Report Date: 09/11/2023
Program:
Requested By: Nicole Forbes
Stage:
hsd.grants@maricopa.gov
Budget Items
Category
Title
Description
Units
Unit Cost
Extended Cost
Direct Cost
Indirect Cost
GL Account
Cost Share
Type
0
$0.00
$0.00
$0.00
$0.00
$0.00
Fringe Benefits
Fringe Benefits
0
$0.00
$0.00
$0.00
$0.00
$0.00
Direct Cost
0
$0.00
$0.00
$0.00
$0.00
$0.00
Travel
Travel
0
$0.00
$0.00
$0.00
$0.00
$0.00
Direct Cost
0
$0.00
$0.00
$0.00
$0.00
$0.00
Equipment
Equipment
0
$0.00
$0.00
$0.00
$0.00
$0.00
Direct Cost
0
$0.00
$0.00
$0.00
$0.00
$0.00
Supplies
Supplies
0
$0.00
$0.00
$0.00
$0.00
$0.00
Direct Cost
0
$0.00
$0.00
$0.00
$0.00
$0.00
Training Providers
Contracts
0
$0.00
$0.00
$500,000.00
$0.00
$0.00
Direct Cost
0
$0.00
$0.00
$500,000.00
$0.00
$0.00
Construction
Construction
0
$0.00
$0.00
$0.00
$0.00
$0.00
Direct Cost
0
$0.00
$0.00
$0.00
$0.00
$0.00
Indirect Cost
Indirect Cost
0
$0.00
$0.00
$0.00
$0.00
$0.00
Indirect Cost
0
$0.00
$0.00
$0.00
$0.00
$0.00
Other
Other
0
$0.00
$0.00
$0.00
$0.00
$0.00
Direct Cost
0
$0.00
$0.00
$0.00
$0.00
$0.00
Budget Report, Created by Nicole Forbes, hsd.grants@maricopa.gov, 09/11/2023
Source: eCivis™ Portal
http://www.ecivis.com/
Indirect Costs Total
Other
Other Total
Contractual
Contractual Total
Construction
Construction Total
Indirect Costs
Travel Total
Equipment
Equipment Total
Supplies
Supplies Total
Personnel
Personnel Total
Fringe Benefits
Fringe Benefits Total
Travel
Budget Report
Arizona
FY2024 Arizona WIOA Grant Program
Pre-Award
ugh Agency:
Report Date: 09/11/2023
Program:
Requested By: Nicole Forbes
Stage:
hsd.grants@maricopa.gov
Narrative
<p>Funding will support 2 Identified training providers in the logistical cost associated with delivering in person trainings in the towns of Wickenburg,
Gila Bend, and Queen Creek. Each Award will not exceed 250,000 per contract.<br/></p>
Budget Report
Arizona
FY2024 Arizona WIOA Grant Program
Pre-Award
Applications: Workforce 2 You
Profile
HSD.Grants@maricopa.gov
1. Application/Project Title
Workforce 2 You
2. Organization Name
Maricopa County Human Services
3. Program/Project Congressional District (check all that apply)
3
4. Program/Project Legislative District (check all that apply)
11
Exhibit A: Offer and Acceptance
7. Exhibit A - Offer and Acceptance.pdf
5. Scope of Work (300 points)
Executive Summary (250 word limit)
The “Workforce 2 You” Program seeks to address the systematic inequities surrounding access to training programs that provide participants
industry recognized credentials upon completion. We will be coordinating with our vast network of training providers to provide additional funding to
those able to facilitate training in the rural communities of Gila Bend, Wickenburg, and Queen Creek. We will use the funding awarded to support
training providers who are able to deliver an accelerated training program in the above-mentioned communities. We will leverage our existing staff
and relationships with the local cities and towns to market, recruit, and identify available space to deliver training programs. These trainings will be
delivered to cohorts consisting of participants who we will have already enrolled through Arizona Job Connection. We will use existing WIOA funding
to support participants with tuition costs and wrap around services for up to 12 months post-completion, which will allow us to maximize the grant
funding to support training providers with the logistical costs of mobile training. We will identify 2-3 training providers to receive additional funding
not to exceed $250,000 each for this service. These providers will be industry professionals and able to not only deliver training but assist in the
placement of participants post completion. Each training provider will be required to deliver training in all three identified areas twice. There will be a
total of 72 participants served across 6 cohorts.
Our program will target rural communities of Gila Bend, Wickenburg, and Queen Creek in Maricopa County.
Needs/Resources (1,500 word limit)
There is disparity around access to training programs between those living in rural communities and those in highly populated areas. Training
programs that provide credentials often times needed to enter an industry are located in major town/cities where the population can support their
business needs. The vastness of Maricopa County results in residents of these rural communities often having to commute 45 minutes or more to
the nearest training provider. Access to these programs dictate the skill level and qualifications of the local workforce, and concurrently determine
which occupations are available.
This program will target some of the most rural communities within Maricopa County. This program will focus on populations most in need including
Youth, Dislocated Workers, Veterans, those who are considered basic-skills deficient, and/or receiving public assistance. Less than 55% of the age-
appropriate workforce is employed across all three communities demonstrating a need for workforce services. This program will directly serve
between 72-96 residents of Queen Creek, Gila Bend, Wickenburg, and the surrounding areas. With an average household size of 2.6 across all
three areas, we hope to serve 187-249 residents indirectly. We will make available childcare assistance for up to 50 dependent children and seek to
serve 50-96 families indirectly.
We will work closely with the training providers selected, City of Queen Creek, Town of Wickenburg, Town of Gila Bend, and Maricopa County
Library District (MCLD). We will ensure they meet the requirements of the accelerated training program and conduct pre and post monitoring’s to
ensure compliance. In working with the cities and towns identified, we will be able to leverage their local knowledge, contacts, and relationships to
better recruit and support participants throughout the program. The local municipalities are the experts of their communities, so we look forward to
finding ways to support them and ensure the services provided are meeting their needs. The MCLD will assist in providing the space and resources
needed to facilitate these trainings, we currently work closely with them to deliver our regularly scheduled workshops to the communities every
week. These partnerships will allow us to more easily establish these programs long term as a normal service provided to the communities.
The Maricopa County Workforce Development Board will assist in the selection of the training providers to ensure their programs result in increased
employability within one of our six in-demand industries. We will also leverage our WIOA Core Partners to assist in outreach and providing wrap-
around services.
Risk factors associated with the stated problem include but are not limited to: communities with high unemployment rates, high rates of poverty,
limited educational and economic opportunities, lack of public transportation, and few community opportunities for young people.
Protective factors include communities where families have access to: economic and financial assistance, work opportunities with family friendly
policies (such as affordable healthcare, flexible schedules, and onsite childcare), formal and informal support systems (such as career advisors,
cohort peers, and worksite peers).
From the data we were able to identify the three rural areas of Gila Bend, Wickenburg, and Queen Creek as those in need because of demographic,
socioeconomic, and household data available. Unfortunately, there is not much information around workforce data and available industries in these
rural communities from available data. In addition to the US Census Data, we have leveraged information and data from the Office of Economic
Opportunity to identify regional needs, as well as Community Needs Assessments to identify what the residents and city/town leadership have
identified as a need. In all three proposed service areas, roughly one third of its residents identified employment and transportation as top needs
which supports the above identified risk factors of access to employment and transportation.
We work closely with our Local Workforce Board to approve, monitor, and evaluate training providers to assess their effectiveness and ensure they
are offering industry recognized credentials. We support eligible residents of Maricopa County who seek support in their pursuit of training, but
historically, we’ve had limited success in connecting those in rural communities with training providers. In addition to our normal WIOA services, we
have also awarded over $22 million dollars in federal stimulus funding to community partners to support the local workforce communities of
Maricopa County. This program will allow us to support training providers in the development of a long-term service delivery model that is fiscally
sustainable and able to support those in rural communities.
The Maricopa County Workforce Development Division has staff located in all three of the proposed service areas. The staff in these areas are
Workforce Development Coordinators (WDC) and they provide WIOA services to youth, adults, and dislocated workers in both one on one and
workshop settings. WDC’s also hold quarterly hiring events and participate in various meetings/workgroups facilitated by the local municipalities in
which they are partnered. The quarterly hiring events hosted have allowed each WDC to develop relationships with local employers, job seekers,
and schools. These relationships will allow us to successfully promote the program implement it very quickly. The Queen Creek and Gila Bend
WDC’s are supported through a partnership with us and the Maricopa County Library District to ensure space is
available for these staff. The WDC’s will create training cohorts of eligible participants and coordinate with the training providers to ensure needed
space is available. Each participant will be a part of the WDC caseload and therefore will be contacted weekly to discuss accomplishments,
progress, and where additional supports may be needed. In addition to the WDC positions, we have individuals from our Quality Improvement (QI)
team who conduct annual monitoring’s of our contracted training providers to ensure they are accredited and effective in delivering the training
required. The QI Team will be the ones conducting pre and post monitoring’s of each training provider to ensure their training program is sound and
within compliance. The program manager of this team has over 15 years of experience in the delivery of workforce and career training services. She
will oversee the monitoring of the training providers to ensure proposed outcomes are delivered. The Assistant Director of the Workforce
Development Division has over a decade of experience in delivering social services to those most in need through an evidence-based and trauma-
informed scope. He has demonstrated success in launching human service programs at the local, tribal, and state level while operating within
federal guidance. He will be providing oversight and guidance throughout this program. Every member of the Workforce Development Division has
completed the Human Services Department’s Evidence-Based Coaching Academy. This academy covers topics such as trauma-informed care,
adverse childhood experiences (ACES), change readiness, and highlights the advantages of coaching vs. case management.
All training providers we work with have been reviewed and vetted by the Department of Economic Security and the Maricopa County Workforce
Development Board before being placed on the Eligible Training Provider List (ETPL). Training providers are required to submit verification of
appropriate licensing and accreditation as part of their application process. In addition to these reviews, the Maricopa County Human Services
Department also requires that training providers apply to be a recognized vendor. We monitor our training providers regularly not just for the
required information, but also for their level of impact. We then work with job seekers to place them into their occupations and work with employers
to ensure the job seeker has the knowledge, skills, and aptitude to be successful.
Strategies/Approaches (1,500 word limit)
The Maricopa County Human Services Department will be utilizing a number of proven strategies in the development of this pilot program. We will
begin by assessing the identified communities to determine what occupations are most readily available to its residents. These occupations must
provide a living wage as well as opportunities for advancements within the field. Once available occupations/careers are identified, we will identify
the appropriate training providers within those industries and develop an agreement to deliver their program in the rural communities identified.
These programs must be accelerated (4-8 weeks), in-person, and result in the normal industry recognized credential provided to their other
participants. By offering an accelerated program we will be able to ensure wrap around services are available and minimize the barriers participants
may face over the course of the provided training programs. In-person offerings will assist in reducing any connectivity/technical issues often times
experienced in rural communities. Once the appropriate training providers have been identified, we will work to support the development and
implementation of these offerings in a cohort setting. Participants will be assessed for eligibility by the Workforce Development Coordinators.
Trainings and workshops will be provided to participants as needed to ensure they have the basic skills and aptitude to be successful in this pilot
program. Priority will be given to youth, veterans, adult learners, and those disproportionately impacted by historical and systematic discriminatory
policies. Once enrolled, participants will benefit from weekly follow up conversations with their Workforce Development Coordinator and support
services as needed to remove any barriers to completion. These trainings will take place twice during the approved contract period. We will conduct
pre and post monitoring visits with the selected providers for each cohort in order to provide support and assist in any adjustments needed. At the
conclusion of both cohorts, we will evaluate the outcomes and work with training providers to develop a sustainability plan utilizing funding available
more consistently.
The current labor markets of the three identified communities show only 50-60% (40,198-48,238 / 80,397) of working age residents are employed.
Maricopa County is also considered an employment hub at the national level due to the number of employers/jobs coming to the valley. Our local
workforce board has identified six key industries where there are clear career pathways and the occupations pay enough to support the needs of
the participant and their families. The in-demand industries of manufacturing, construction, information technology, healthcare/social services,
finance, and transportation have a myriad of open positions, many of which require a minimum credential/certification. There are companies within
these industries located in all of the rural communities we seek to serve; this will allow for immediate career placement upon completion of the
program.
We will select training providers based on available occupations in the communities selected to ensure immediate placements are available. The
participant will receive one on one assistance around resume development, job search practices, interview skills, and career exploration. While the
participants are completing their training program, Workforce staff will be working closely with employers to identify available positions and facilitate
interviews for the participant as soon as they’ve obtained their credential. The Maricopa County Workforce Development Division is an industry
leading WIOA Service Provider across all placement related performance measures, including apprenticeship placement and success rates.
The risk factors of high unemployment rates, high rates of poverty, limited educational and economic opportunities, lack of public transportation, and
few community opportunities for young people will all be reduced with this program. With the injection of accredited training programs, there will
instantly be an opportunity for individuals and families to enter into an industry that will lead to self-sustainability. These training programs will be
between 4 to 8 weeks in duration and participants will have regular meetings with their WDC to identify ways we can support them. The average
wage of our participants entering the workforce after completing these programs will exceed $17 an hour. We will also place an emphasis on
identifying occupations that offer benefits in addition to wages. Whereas the training will take place in a cohort setting, placement and workforce
services will be individualized to each participants goals, aptitude, and abilities. Wrap around services including but not limited to childcare, rental
assistance, utility assistance, and transportation support will be available to participants throughout their time in program and upon completion as so
long as they are income eligible.
To increase protective factors, we will leverage existing support systems for each participant. The Workforce Development Coordinators also lead
financial empowerment workshops which cover topics such as budgeting, loans, savings, and credit. These will be available to all participants
interested in better managing their finances. Through supportive services and a priority referral process to other Human Services Divisions and
WIOA Title Partners, we’re able to assist participants address barriers such as childcare, rental/utility assistance, homelessness
intervention/prevention, and veteran services.
Post-graduation/completion services will be a vital component of our selection criteria when determining which training providers, we award. Many
of our training providers support participants up until they’re able to pass necessary testing (regardless of the number of tries), in our contracts we
will ensure participants are supported for at least 3 attempts. In addition to supports offered by training providers, the Workforce Development
Division will work with the participant to assist in their testing efforts as well. Participants will be able to access practice exams, tutoring, and
additional time with the instructors. There are follow up requirements under WIOA, therefore, county staff will provide follow-up services and
credential attainment efforts for up to 12 months post-completion.
All Maricopa County Workforce Development Division staff have completed the department’s Family-Centered Coaching Academy. The goal of
Family-Centered Coaching (FCC) is to steer how staff work with families toward a coaching philosophy that places the participant in the lead while
staff play a critical supporting role. At the same time, there are instances when other methods, such as case-management or motivational
interviewing, are needed to help families move to a place where coaching can be most effective. Family-Centered Coaching was developed in
collaboration with The Prosperity Agenda, an organization dedicated to developing innovative solutions that fuel people’s desires to achieve their
career and financial goals leading to lasting economic security. One component of this academy is to develop a Trauma-Informed Approach using
SAMHSA’s six key principles of Safety, Trustworthiness & Transparency, Peer Support, Collaboration & Mutuality, Empowerment/Voice/Choice, and
Cultural/Historical/Gender Issues. The Maricopa County Human Services Department prides itself on its “no wrong door” service delivery model and
acknowledges the most effective way of combating poverty is in serving the whole family.
The strategies/approaches being used are tailored to those living in rural communities experiencing barriers to employment that are not exclusive to
rural living but are amplified by a severe lack of access to resources. Our approach to Assess, Identify, Implement, and Monitor will allow us to
select the most appropriate training providers. We will also work with local municipalities to identify where trainings will take place ensuring they are
easily accessible and close to public transportation lines. Our wrap-around services and extensive vendor network will allow us to remove barriers
unique to each participant. Through our priority of services practices, we will ensure that those most in need are the ones receiving services and are
supported well beyond both the initial training period and after they’ve been placed into their industry. The Family-Centered Coaching Academy in
which our team has completed keep the needs of the participant at the forefront and empowers them to take lead on their journey towards self-
sustainability.
6. Implementation Plan (200 points)
Implementation Plan (1,500 word limit, not including exhibit F)
July 2023
Secure endorsements from selected local municipalities (Queen Creek, Wickenburg, and Gila Bend) and formalize expectations.
Schedule working meetings with selected cities and town to identify and confirm the business needs of each community.
Finalize grant application for submission.
August 2023:
Finalize RFP to be posted and send communication to all training providers on the ETPL regarding the opportunity.
Identify selection committee for solicitation, include representatives from local municipalities if interested.
Provide more detailed program overview with Workforce Development Coordinators, cities and towns, and libraries to outline enrollment criteria and
discuss available resources.
September 2023:
Identify 2-3 training providers who from the ETPL to deliver training in identified rural communities.
Execute contracts with selected training providers.
Connect with City/Town Departments, Libraries, Local Schools Districts, and other Community Based Organizations to notify potential participants of
this opportunity.
Hold meeting with selected training providers to begin discussing logistics and timelines.
October 2023:
Schedule Trainings to take place. In each city/town there will be a training held in Fall/Winter and in Spring/Summer.
Begin coaching and enrolling eligible participants into program (twelve per cohort per city/town).
Enrollment will include Arizona Job Connection and MS Dynamics for the issuance of support services and tuition costs.
Enrollment will allow WDC’s the opportunity to build rapport and identify any immediate barriers to work through.
January-March 2024:
Training for Cohort 1 will take place in all three identified communities.
Ongoing coaching includes weekly calls, resume assistance, interview skills, barrier removal with support services. It is essential that the participant
is in the driver’s seat and determining what assistance is needed. Weekly meetings will take place either in-person or virtually.
Begin securing employment opportunities for participants going through the program. Job placement should occur within 30 days of training
completion.
April-May 2024:
Conduct Post-Training Monitoring visits with training providers to identify areas of strength and areas where things can be enhanced.
Support participants in their testing and ensure credentials are attained upon passing.
Compile all data from Cohort 1 into reports and share with appropriate stakeholders.
Data to include but not limited to:
Participants Demographics
Identified Barriers
Participant Support Services Provided
Participant Outcome
Program Attendance
Testing Success Rate
Placement Data
Begin enrolling participants into Cohort 2.
June-August 2024:
Training for Cohort 2 will take place in all three communities.
Weekly calls will be made to active participants to offer support services and encouragement.
Begin securing employment opportunities for participants going through the program. Job placement should occur within 30 days of training
completion.
Continue offering follow up services to those in need from Cohort 1.
September 2024:
Conduct Post-Training Monitoring visits with training providers to identify areas of strength and areas where things can be enhanced.
Support participants in their testing and ensure credentials are attained upon passing.
Compile all data for Cohort 2. Compile all data for the entire contract period to provide final report which will outline outcomes achieved, lessons
learned, and plans for continued sustainability. Information from these reports will be used to assess community impact, success of the program,
and appropriate next steps.
Our Workforce Development Coordinators participate in various economic development efforts within their assigned communities, within this work
outreach and recruitment are topics often reviewed. The WDC’s work with city/town staff to host career fairs quarterly and are known throughout
their respective communities as Subject Matter Experts (SME) in all thing’s employment. The sites in which they operate from see 50-150 job
seekers and 12-24 employers a month. We will work with schools, businesses, libraries, and community-based organizations to recruit participants
for these opportunities. To assist in the retainment of participants, it is important that the selected training programs be accelerated (4-12 weeks) to
minimize the amount of time someone may be in crisis. We will also be offering the comprehensive list of WIOA support services which include, but
are not limited to rental, utility, transportation, and childcare expenses.
Based on a number of Community Needs Assessments from various Maricopa County Divisions and community action agencies, the largest
barriers to participation will be transportation, access to nutrition, childcare, and housing instability. In addition to our WIOA support services, we will
work closely with community partners and divisions within the Human Services Department to offer wrap-around services while participants attend
training and until they are stable within their new careers. These support and wrap-around services will address anticipated barriers and assist in
overcoming them.
Everything proposed in this request is well within the scope of our division’s normal duties, therefore no additional training will be needed for our
internal staff. All department staff have completed a series of workshops around trauma-informed care to ensure they understand the principals
behind Family-Centered Coaching and can be better prepared to work through barriers with participants who may be experiencing them. The trainer
responsible for delivering this training has an extensive resume and list of accolades that span over a 12+ year career in training and development,
many of those years include working directly with staff responsible for engaging the workforce.
Contracts executed with training providers will require them to identify both primary trainers and secondary trainers in case of any emergency. If a
training provider is unable to fulfill the obligations of their contract, we will quickly pivot and award a new provider to deliver the material. Training
providers will be required to demonstrate a reliable track record in the training delivery prior to being selected.
Exhibit F: Implementation Plan
Exhibit F - Implementation Plan.docx
7. Collaborative Elements and Partners (200 points)
Collaborative Elements and Partners (1,500 word limit)
Training Providers – The training providers selected to receive additional funding will be required to deliver an accelerated training program that
must result in participants receiving an industry recognized credential upon completion. These training providers must demonstrate a proven track
record and provide a detailed plan outlining the logistics of delivering these programs in rural communities.
Town of Wickenburg – The Town of Wickenburg has been a great partner with Maricopa County Human Services Department, and we have worked
together to deliver housing, utility, workforce, and weatherization services for almost a decade. Wickenburg will assist in the marketing, outreach,
recruitment, and in providing the logistical requirements of the training program.
Town of Gila Bend – In 2022 the Maricopa County Human Services Department received Technical Assistance from the Administration for Children
and Families (ACF) to develop a comprehensive assessment and strategic plan to better support the town of Gila Bend. During this process we’ve
established strong relationships with town staff and have since placed a staff member in the local library, which is also connected to the high school.
This specific WDC is able to offer both workforce and rental/utility assistance to those in need. Gila Bend has committed to supporting this project
and will assist in the marketing, outreach, recruitment, and in providing the logistical requirements of the training program.
Town of Queen Creek - The Town of Queen Creek and its surrounding area is one of the fastest growing areas in the county. With a population of
less than 72,000 and an average commute time to work of 32 minutes, Queen Creek still meets the definition of a rural community. We have a
robust relationship with the Town of Queen Creek and the Maricopa County Library District to serve its residents. Queen Creek will assist in the
marketing, outreach, recruitment, and in providing the logistical requirements of the training program.
Maricopa County Library District (MCLD) – The relationship between the Maricopa County Human Services Department and the MCLD has been
absolutely instrumental in serving rural communities due to the strategic locations of their branches and their willingness to collaborate. Our Queen
Creek and Gila Bend WDC positions work out of the associated branches within those communities. MCLD will play a key role in providing training
providers the space and resources needed to deliver this amazing training to the residents of each community.
The Maricopa County Workforce Development Board (MCWDB) – The MCWDB determines which industries are in-demand and eligible for priority
funding. The MCWDB has done incredible work around industry research and helping convince employers to work with the participants we provide
services to.
Training Providers will contribute daily to this program during the training, testing, and placement periods of this program. Outside of those periods
they will contribute at least monthly in the development/enhancement of this program.
The local municipalities and MCLD will contribute weekly in the months leading up to each training period as well as the months following. We will
be providing reports outlining participant progress throughout the duration of this pilot. The MCWDB will be integral in deciding which training
providers we select to ensure the credentials provided will lead into an in-demand industry. We have secured letters of support from the towns of
Queen Creek, Gila Bend, and Wickenburg. We have also received a letter of support from the Maricopa County Library District. We currently have
IGA’s with each partner to collaborate in providing WIOA services to their residents and are committed to the success of this program.
We have secured letters of support/commitment from The Maricopa County Library District, Town of Queen Creek, Town of Gila Bend, Town of
Wickenburg. Additionally, several interested training providers have expressed interest and will be applying for funding to deliver this training to the
rural communities identified in this request. Our internal contracts and finance team has executed hundreds of subcontractor agreements and is
preparing to assess potential award recipients.
8. Sustainability Plan (100 points)
Organizational Capacity (1,500 word limit, not including exhibits)
The Maricopa County Workforce Development Division consists of over 100 workforce professionals working at sites across the valley. We have
over 100 training providers on the ETPL who we’re able to leverage for training services in a number of different occupations. We have exceeded
every WIOA Performance Measure outlined by the Department of Economic Security for years and have proven to be a best-in class workforce
system.
In November of 2022, we were awarded 12 million dollars for the expansion of our apprenticeship program. We have since Hired a team dedicated
to supporting apprentices throughout Maricopa County Streamlined our application process. Expanded the number of programs we partner with,
and Increased the number of apprentices supported from roughly 325 in FY22 to roughly 850 in FY23. The implementation and administration of
this pilot program is well within the capacity and ability of our division and is perfectly aligned with our Department’s Mission, Vision, and Values. We
have the network of training providers, and service delivery infrastructure in place to administer this program successfully.
Staff will be viewed in two teams, the first being the team responsible for monitoring the training providers. This team will consist of a Program
Manager, and a Quality Improvement (QI) Management Assistant. Both of these positions monitor and work with our training providers every day.
They will spend time in the beginning of this process to collect information from training providers interested in applying for funding, the program
manager will then also sit on the selection committee. Throughout the program there will be pre and post program monitoring’s for each provider.
The QI Management Assistant will add these monitoring’s to their schedule. The Program Manager on this team will collect, assess, and provide
data reports from each cohort to track outcomes. The second team will be responsible for recruitment, enrollment, and support of the participants.
This team will consist of a Program Manager and three Workforce Development Coordinators. This team will facilitate the enrollment process for
each participant as well as provide follow-up support services as needed. The Program Manager on this team will assist the Assistant Director in
communicating with the local municipalities. This team will monitor the program in its entirety and will be involved throughout the duration of the
contract period.
The Assistant Director will be responsible for collaborating with the local municipalities and Maricopa County Library District. The Department’s fiscal
agent will be responsible for awarding, tracking, and reconciling funds for the duration of this contract period.
We will be using subcontracted training providers to deliver in-person trainings/credentials to participants in rural communities. We will identify
partners through a competitive solicitation process, and once awarded will hold a “kick-off” meeting to discuss our objectives more clearly and
answer any questions they may have. We will hold pre and post program monitoring’s with each of the training providers to ensure the right quality
controls are in place to administer the program successfully and capture the outcomes of each participant. We will also be meeting with the training
providers in-between cohorts to gauge the effectiveness of the program and pivot where needed.
Fortunately, there are no capacity-building activities needed for the implementation and administering of this program. This program is well within
our everyday scope, and with the support of the local municipalities, everything needed is readily available.
Providers are procured through a competitive solicitation process and are chosen by a selection committee of subject matter experts. Grants are
administered most often through a cost-reimbursement model which is outlined in the contracts executed. The fiscal agent utilizes a Budget to
Actual report tool that is used to track monthly approved Budgets/Contracts to YTD actuals. This report allows finance to fiscally manage
Federal/State/Local grant funds as required by Uniform Guidance, 2 CFR part 200.) to track expenditures and make forecasted projections.
In 2015, The Maricopa County Human Services Department launched an initiative seeking to blend workforce services with early
education/Headstart. This initiative involved braided funding and a modified service delivery model which featured dual enrollments with the
Workforce Development Division and the Early Education Division within MCHSD. The goal of this program was to offer joint case management and
provide services based on a family’s needs not the programs. In addition to regularly offered services, these families are able to access financial
literacy support and education, family-centered coaching, and social capitol building events. This program/initiative allowed us the opportunity to
identify best practices, develop infrastructure, and optimize our service delivery model so that this program could be provided long-term. We
currently still operate our 2Gen program as a normal way of delivering holistic services to families in need of employment and childcare.
Exhibit B: GOYFF Standard Data Collection Form
Exhibit B - GOYFF Standard Data Collection Form.pdf
Exhibit C: GOYFF Financial Systems Survey
9. Exhibit C - GOYFF Financial Systems Survey.pdf
Exhibit D: Personnel Staff Overview
10. Exhibit D - Personnel Staff Overview.docx
9. Goals, Outcome Objectives, and Performance Measures (100 points)
Program Goals (1,000 word limit)
The goal is to enroll cohorts of 12-16 in each training program per community. This would result in the total number of participants served over the
contract period being between 72 and 96. Our goal is always to place 100 percent of our participants, but we understand sometimes things happen
beyond our control. Within our WIOA Performance Measures we consistently place more than 71% of our participants into employment within 90
days post completion of program. With this program being more targeted and focused, we anticipate a placement rate of at least 80% (57-77
participants) within 90 days. Based on industry data for the state of Arizona, we will aim to ensure participants placed will have a starting salary
equitable to similar occupations. We’ve included the median earnings by industry below, as we will use this information when determining which
training providers, we award additional funding to.
Construction - $60,600
Finance – $87,500
Healthcare - $101,600
Transportation - $57,500
Manufacturing - $46,450
Information Technology – $113,700
Our median earnings for WIOA participants in the past fiscal year were as follows for each program (quarterly):
Adult - $9630.38
Dislocated Worker - $9,961.45
Youth - $6,350.85
The median earnings of our participants are more than 110% of our negotiated goal across all three programs.
In FY23 over 72% of participants receiving training recorded a measurable skills gain, exceeding our established goal. In alignment with their
credential attainment, we are targeting 90% of our participants in this initiative to achieve a measurable skills gain.
The goal of this program is to provide credentials to participants residing in rural communities, many of whom will enter our program unemployed.
For those who are employed, we will work with the employer to create a plan for credential attainment and post completion employment goals. Our
goal is that 100% of our employed program participants entering the program for upskilling should be retained by their employer.
This program will offer wrap-around services to 72-96 residents of Queen Creek, Gila Bend, Wickenburg, and the surrounding areas. During the
enrollment process we will work to identify what other services may be needed by the participant and their family. We will make childcare assistance
available for up to 50 dependent children and seek to serve up to 96 families indirectly.
10. Budget Alignment (100 points)
Budget Status
I have completed the Budget Worksheet
Did you include indirect costs in your budget?
No
Additional Uploads
Solicitation Amendment #1
RFGA GR-WIOA-GOYFF-100123-00 Amendment 1.pdf
Proof of SAM.gov Registration
Human Services SAM Registration EXP 1-20-2024 (1).pdf
Proof of 501c3 Status (if applicable)
Audit Report (or applicable financial documents)
Maricopa County June 30, 2022 Single Audit.pdf
Additional Upload 1 (optional)
Letters of Support CONSOLIDATED.pdf
Additional Upload 2 (optional)
Resumes CONSOLIDATED.pdf
9. Evaluation Plan
10. Project Goals and Objectives
11. Program Specific Criteria #1
12. Program Specific Criteria #2
13. Program Specific Criteria #3
Average Score
627.67
# of Reviews
3
# of Denials
0
Additional Information
Budget Worksheet
Please use the following link to view the Budget
View Budget Worksheet
https://portal.ecivis.com/#/peerBudget/456C06FA-DB38-4DAF-B3EC-ED9A56EA362F
Application Goals
View Application Goals
https://portal.ecivis.com/#/peerGoals/3A8E70DF-574B-4894-9F06-95072CE9FE46
Applications: File Attachments
Exhibit A: Offer and Acceptance
7. Exhibit A - Offer and Acceptance.pdf
Exhibit F: Implementation Plan
Exhibit F - Implementation Plan.docx
Exhibit B: GOYFF Standard Data Collection Form
Exhibit B - GOYFF Standard Data Collection Form.pdf
Exhibit C: GOYFF Financial Systems Survey
9. Exhibit C - GOYFF Financial Systems Survey.pdf
Exhibit D: Personnel Staff Overview
10. Exhibit D - Personnel Staff Overview.docx
Solicitation Amendment #1
RFGA GR-WIOA-GOYFF-100123-00 Amendment 1.pdf
Proof of SAM.gov Registration
Human Services SAM Registration EXP 1-20-2024 (1).pdf
Audit Report (or applicable financial documents)
Maricopa County June 30, 2022 Single Audit.pdf
Additional Upload 1 (optional)
Letters of Support CONSOLIDATED.pdf
Additional Upload 2 (optional)
Resumes CONSOLIDATED.pdf
1. Exhibit A was filled out but not signed. Sign and return Exhibit A.
Signature required on Exhibit A requires Maricopa County Board of Supervisors (BOS) approval.
Historically, acceptance forms have only been brought to the atenƟon of the Board of Supervisors
aŌer selected, to include award amount and date.
2. Please provide more specific details/descripƟon of the age segmentaƟon or populaƟon (type of
applicants) you are targeƟng to serve.
If selected, enrollment into these locally offered training programs will be available to any parƟcipant
eligible under current WIOA eligibility requirements. The three local municipaliƟes selected to
parƟcipate in this program are all idenƟfied as rural, which is and has always been a historically
underserved populaƟon across workforce development services. In addiƟon to the basic eligibility
requirements outlined under WIOA, Maricopa County currently prioriƟzes and would acƟvely target
the following populaƟons for services:
•
Veterans and eligible spouses;
•
In School and Out of School Youth (16-24);
•
Low-income individuals;
•
JusƟce-involved or ex-offenders;
•
Single parents;
•
Homeless individuals;
•
Individuals with disabiliƟes;
•
Elderly individuals;
•
Current or former youth involved in the foster care system;
•
English language learners and basic skills deficient;
•
Long-term unemployed; and
•
Displaced homemakers.
We have a strong partnership with the local school districts in all three proposed service area’s and
would acƟvely communicate with and recruit recently graduated youth who may be interested in
parƟcipaƟng.
3. Please provide more specific details on the specific credenƟal’s parƟcipants will receive, and how
the program will lead to the atainment of industry-recognized credenƟals and sustained employment.
We’ve idenƟfied over a dozen training providers who are in good standing on the statewide Eligible
Training Provider List (ETPL) who have historically providing these trainings and credenƟals. Some
credenƟals available within a 12-week accelerated training program include:
•
CerƟfied Nursing Assistant
•
CerƟfied Clinical Medical Assistant
•
CerƟfied Phlebotomy Technician
•
Commercial Driving License (A/B)
•
Airframe and Powerplant CerƟficaƟon
•
OccupaƟonal Safety and Health
AdministraƟon (OSHA CerƟficate)
•
CerƟfied Dental Assistant
If selected, this funding opportunity will be provided through an expedited procurement process. The
selecƟon commitee will be made up of county staff as well as representaƟves from each of the
partnering local municipaliƟes to select which programs would be best for the rural communiƟes. In
the Ɵme leading up to receipt of credenƟals, parƟcipants will work directly with Career Advisors for
placement into long-term sustainable employment.
4. Please provide more detailed informaƟon on the level and frequency of each partner's contribuƟons
to the program to be provided.
Partners will be regularly involved throughout this program. If awarded, we will hold a kickoff meeƟng
with all partners within 2 weeks of the announcement. We will provide a Ɵmeline of acƟviƟes and
solicit their availability for each step in the implementaƟon of this program. As previously menƟoned,
partners will be asked to parƟcipate on the selecƟon commitee during the procurement process to
ensure training programs selected will meet the needs of their communiƟes. Concurrently our
workforce development staff will work with the Library District and local municipaliƟes to begin
planning the logisƟcal needs of training programs.
Our Workforce Development Coordinators are currently embedded into each of the selected
communiƟes and have an extensive network of community partners to engage with for markeƟng,
outreach, and recruiƟng. We will hold monthly partner meeƟng to provide program and parƟcipant
updates. We’ve secured commitments from all menƟon partners to acƟvely parƟcipate in this
program if selected.
5. Please provide more informaƟon on how program acƟviƟes are directly connected and how they
will reduce risk factors and lead to high-quality post-program placement.
Workforce services offered by the Maricopa County Workforce Development Division, braid both basic
and comprehensive career services, with holisƟc support services aimed to remove barriers individuals
experience throughout the county. ParƟcipants of this program will receive priority consideraƟon for
rental, uƟlity, and childcare services from other Human Services Divisions. In addiƟon, WIOA
authorizes the use of funding for a myriad of support services dedicated to ensuring successful
parƟcipaƟon across workforce programs. Workforce Development Coordinators will also host
workshops covering topics of Financial Literacy, Workplace Readiness, Resume Development, and
Interview Skills.
The combinaƟon of these services and the opportuniƟes available through this program directly
address risk factors Ɵed to lack of opportuniƟes. Successful compleƟon of this program drasƟcally
increases a parƟcipant’s employability and will impact unemployment, income/poverty rates, and
economic opportunity. These parƟcipants will have access to opportuniƟes they may not have
otherwise pursued due to the lack of training readily accessible to them.
6. Please provide specific details and jusƟficaƟon of the direct/indirect costs per parƟcipant for the
proposed program.
Selected training providers will receive an award not to exceed $250,000. They will be required to offer
training twice in each of the idenƟfied rural communiƟes. The award they receive will offset costs
incurred moving their training from their local sites to the rural communiƟes selected. Training
providers will sƟll be able to access exisƟng WIOA funds under Title 1B to fund the training cost per
parƟcipant.
$250,000 equates to $3,472 per parƟcipant opportunity, which covers the cost of material/equipment
transportaƟon, space costs, and instructor salary needed to provide the training in the rural
communiƟes.
7. Please describe how the program will address the barrier of transportaƟon.
By offering these occupaƟonal skills training programs in the rural communiƟes selected, residents will
not have to search for the transportaƟon normally needed to travel miles away to pursue. The need to
travel over an hour away is a common deterrent for these parƟcipants to enter into certain industries.
By facilitaƟng these training in commonly accessible locaƟons in each town, we’ll be able to develop
robust cohorts of learners to parƟcipate. Support services will also be available to parƟcipants in the
form of Gas Cards, Bus Passes, and Community Rideshare Programs.
EXHIBIT F
Implementation Plan
The following form may be reproduced with word processing software or another form may be created that contains all the information
requested. Sequentially list the key tasks and activities needed to implement the strategies/approaches including timelines and
responsibilities as they relate to the achievement of the task. In the final column, list how the effectiveness of the implementation will be
measured (e.g. number of participants attending/completing, participant satisfaction, adequacy of resources, timely completion of
activities, etc.)
Strategy
Key Task
Activities
Person
Responsible
Completion
Date
As measured
by
Identify rural communities and
service areas in need whose
communities would benefit most
from in-person trainings increasing
residents’ employability and career
opportunities.
Ensure there is interest
among training providers.
Develop a memo
to go out to
training providers
informing them of
the opportunity
and asking if
they’d be
interested in
participating.
Jared Beard,
Assistant
Director
June 9th, 2023
Complete/Not
Complete
Send memo out to
all active training
providers to solicit
interest.
Javier Hosten,
Quality
Improvement
Management
Analyst
June 16th,
2023
Number of
responses from
training providers.
Communicate with the
selected partners to determine
level of commitment to
project.
Develop a message
to local partners
identifying the
opportunity of the
grant and obtaining
a verbal/written
message of support
or commitment
Jared Beard,
Assistant
Director
June 16th,
2023
Complete/Not
Complete
Send an email to
the following
identified partners:
Maricopa County
Library District,
Town of
Wickenburg, Town
of Gila Bend, and
Town of Queen
Creek
Jared Beard,
Assistant
Director
June 23rd,
2023
Number of
responses from
partners
Solicit training providers to deliver
targeted, relevant, and accessible
in-person training to rural
communities within Maricopa
County. Training will result in an
industry recognized credential
upon completion.
Execute a contract with the
two training providers
selected to deliver in-person
training to two cohorts during
this contract period.
Develop a scope of
work for the
solicitation.
Jared Beard,
Assistant
Director
On or before
August 30th,
2023
Complete/Not
Complete
Work with the
Office of
Procurement
Services to
develop and post
the solicitation
Jared Beard,
Assistant
Director
On or before
August 30th,
2023
Complete/Not
Complete
Work with selected
towns to form a
selection
committee to select
appropriate
training providers.
Tina Luke,
Program
Manager
Jared Beard,
Assistant
Director
When
solicitation is
posted
Complete/Not
Complete
Execute contract
with selected
providers
Jared Beard,
Assistant
Director
Within
designated
time of
solicitation
Number of
Executed
Contracts
Ensure those enrolled in the
program are those who are most in
need.
Identify priority populations
to be served in the selected
communities and develop
best method of outreach.
Review current
community
information
displayed on
available needs
assessments.
Jared Beard,
Assistant
Director
August 30th,
2023
Complete/Not
Complete
Connect with local
municipalities to
solicit feedback on
who we should be
targeting.
Jared Beard,
Assistant
Director
September 8th,
2023
Number of
Meetings
Completed
Review
participants
currently enrolled
in Arizona Job
Connection to see
who will be a good
fit for this
program.
Tina Luke,
Program
Manager
Julie Pellam,
WDC
Amy Altschul,
WDC
Juanaysa Ortiz,
WDC
September
15th, 2023
Complete/Not
Complete
Enroll selected
participants into
program and
provide roster to
training provider.
Julie Pellam,
WDC
Amy Altschul,
WDC
Juanaysa Ortiz,
WDC
Within 15
days of
training start
date
Number of
Participants
Enrolled
Provide the support to ensure they
complete the program successfully.
Develop customized training
plans for each participant
Schedule and hold
initial enrollment
meeting to collect
documents and
identify potential
barriers to
participation.
Julie Pellam,
WDC
Amy Altschul,
WDC
Juanaysa Ortiz,
WDC
Within 30
days of
training start
date
Number of
Participants
Enrolled
Through career
exploration
activities, ensure
that each
participant is
aware of career
pathways available
once program is
completed, and
credential is
obtained.
Julie Pellam,
WDC
Amy Altschul,
WDC
Juanaysa Ortiz,
WDC
Within 7 days
of program
start date
Number of
Participant
Meetings
Completed
Determine
frequency for
follow up
conversations to
check-in and see
how participant is
progressing and
provide support
services if needed.
Julie Pellam,
WDC
Amy Altschul,
WDC
Juanaysa Ortiz,
WDC
Within 7 days
of program
start date
Number of
Participant
Meetings
Completed/Suppo
rt services
provided (number
and amount
funded)
Place residents who complete the
program into high-wage/high-
demand industries to ensure long
term sustainability for them and
their families.
While participant is
completing the training
program, Workforce
coordinators will work to
increase employability
through trainings and
workshops, as well as
identify employment
opportunities for them post-
completion.
Prior to program
start, develop a
resume with each
participant to be
provided to
prospective
employers.
Julie Pellam,
WDC
Amy Altschul,
WDC
Juanaysa Ortiz,
WDC
Within 15
days of
program start
Number of
Resumes
completed
Provide 1on1
training to anyone
interested in
developing their
interview skills.
Julie Pellam,
WDC
Amy Altschul,
WDC
Juanaysa Ortiz,
WDC
Throughout
program
(frequency
determined by
participant)
Number of
Meetings Held
Assist in
submitting
employment
applications for
open position
within the town of
residence and
surrounding areas.
Julie Pellam,
WDC
Amy Altschul,
WDC
Juanaysa Ortiz,
WDC
Within 60
days post-
completion
Number of
applications
submitted/ number
of interviews
scheduled/
number of
placements/
wages
Collect and present program data
to local towns and hold meetings
with each to identify lessons
learned, program successes, and
how to sustain this program long-
term.
Utilize AJC, Tableau, and
MS Dynamics to capture
relevant data.
Update each
participants AJC
account upon
completion of
program to capture
outcomes.
Julie Pellam,
WDC
Amy Altschul,
WDC
Juanaysa Ortiz,
WDC
Within 5 days
of program
completion
Complete/Not
Complete
Pull information
from data systems
and compile it into
a digestible
report/presentation.
Tina Luke,
Program
Manager
Within 7 days
of program
completion
Complete/Not
Complete
Meet with
participating towns
to review
information and
document
discussions had.
Jared Beard,
Assistant
Director
Tina Luke,
Program
Manager
On or before
September
15th, 2024
Number of
Meetings Held
EXHIBIT D
Personnel Staff Overview
The following form may be reproduced with word processing software, or another form may be
created that contains all the information requested.
In addition to this overview, please attach a resume (for current personnel) or a job
description (for positions to be hired) for the key individuals involved in the project.
STAFF MEMBER
BACKGROUND AND EXPERTISE
OF PERSONNEL
Name: Jared Beard
Title: Assistant Director, Work Force
Development
What percent of time will be spent on
this project: 10%
10 Years of Experience Delivering, Developing, and Monitoring
Human Services Programs at the Local, State, Tribal, and Federal
Level.
Name: Nicole Forbes
Title: Finance & Budget Manager
What percent of time will be spent on
this project: 5%
11 Years of Experience Managing Federal Grant Programs
Name: Tina Luke
Title: Program Manager
What percent of time will be spent on
this project: 10%
26 Years of Experience in delivering Employment/Workforce services
through both local and private sectors to the residents of Maricopa
County.
Name: Javier Hosten
Title: Management Analyst
What percent of time will be spent on
this project: 2%
4 Years providing workforce services to residents of Maricopa
County. 6 years of experience of providing behavioral health services
to high-need families.
Name: Julie Pellam
Title: Workforce Development
Coordinator
What percent of time will be spent on
this project: 25%
5+ Years delivering workforce services to the Town of Wickenburg.
Bi-Lingual
Name: Amy Altschul
Title: Workforce Development
Coordinator
What percent of time will be spent on
3 Years delivering workforce services to Maricopa County residents
(1 year directly to Queen Creek Residents). 25+ Years in data
management and training.
this project: 25%
Name: Juanaysa Ortiz
Title: Workforce Development
Coordinator
What percent of time will be spent on
this project: 25%
12 Years experience in delivering a wide array of human services to
the residents of Gila Bend. Bi-Lingual