1. No category

Workforce Development Board Meeting
Wednesday, April 8, 2015
Haworth
One Haworth Center ▪ Holland, MI 49423
Lunch 11:30 AM ▪ Meeting 12:00 Noon
AGENDA
1.
Call to Order, Chairperson Dave Smith
2.
Public Comment – Agenda Items
3.
Approval of February 11, 2015 Minutes
Action Required
4.
Consent Agenda
Action Required
a.
Quarterly Performance Reports for Period Ending 12/31/2014
5.
Prisoner Reentry Funding Awards
Dave Toorenaar, Associate Director
Action Required
6.
WDA Quarterly Status Report
Dave Toorenaar
Information Item
7.
WDB Conflict of Interest Attestation
Dave Toorenaar
Information Item
8.
Career Quest
Deb Lyzenga, Business Services Manager
Information Item
9.
Spring Into Action
Mark Bergsma, Committee Chair
Information Item
10. Region 4 Alignment- Consolidation Plan
Jacob Maas, Executive Director
Information Item
11. Committee Updates
Information Item
a.
Executive Committee, Dave Smith
b.
Employer Advisory Committee, Kim Fettig
c.
Finance Committee, Scott McLean
d.
Spring Into Action Ad Hoc, Mark Bergsma
e.
Planning & Evaluation Committee, Gayle Orange
f.
Work Retention Committee, Birthale Archie
g.
Youth Council, Mark Thomas/Ron Modreski
12. Other Business
13. Public Comments
14. Adjournment
UPCOMING COMMITTEE MEETINGS
Executive Committee
Planning & Evaluation Committee
Work Retention Committee
Youth Council
Employer Advisory Committee
Finance Committee
Wednesday, May 6, 2015
Friday, May 29, 2015
Tuesday, April 14, 2015
Thursday, April 16, 2015
Wednesday, April 8, 2015
TBD
ACSET is an Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with
disabilities. Michigan Relay Center 1-800-649-3777.
Item #3
Workforce Development Board Meeting
Wednesday, February 11, 2015
Kent County Human Services Complex
121 Franklin SE Suite 110 ▪ Grand Rapids, MI 49507
Lunch 11:30 AM ▪ Meeting 12:00 Noon
MINUTES
MEMBERS/ALTERNATIVES PRESENT: Scott McLean, Valerie Byrnes, Ron Modreski, Dave Smith, Cathy Cronick,
Nancy Marshall, Heather Gluszewski, Dan TenHoopen, Jeff Jablonski, Nora Balgoyen-Williams, John VanElst, Mark
Bergsma, Marcia Black-Watson, Maureen Noe, Don Black, Mark Thomas, Birthale Archie, Jay Dunwell, Kim Fettig, Win
Irwin, Cindy Brown, Kenyatta Brame
STAFF PRESENT: Maureen Downer, Jane Kreha, Kang Ho, Kenneth Cason, Gary Herman, Jacob Maas, Mary Reed,
Dave Toorenaar, Joshua Aderholdt, Melanie White, Jessica White-Hatinger, Ruben Duran
OTHERS PRESENT: Lynda Sweigart, Valerie Eavey, Karen Wolthuis, Tony Calcagno, Ryan Nettesheim, Pam Harris
1.
Call to Order by Chairperson Dave Smith at 12:00 p.m.
2.
Public Comment – Agenda Items. Dave Smith requested permission to add NCRC to Agenda Item #10.
Motion – Don Black
Second – Nancy Marshal
Item Approved by Vote – Motion Carried
3.
Approval of December 10, 2014 Minutes
Motion – Don Black
Second – Nancy Marshal
Item Approved by Vote – Motion Carried
Action Required
4.
Consent Agenda
Planning & Evaluation Committee Report of Quarterly Performance
Motion – Birthale Archie
Second – Mark Thomas
Item Approved by Vote – Motion Carried
Action Required
5.
Waiver Request for Transfer of WIA Funds
Motion – Win Irwin
Second – Dave Smith
Item Approved by Vote – Motion Carried
Action Required
Dave Toorenaar answered board member questions about entered employment, credential and average earnings rates
and noted that the Agency met all state performance measures.
6.
One-Stop Operator Requirements
Information Item
Dave Toorenaar and Jacob Maas explained the State’s new language regarding the procurement process for one-stop
operators and the advantages and efficiencies of ACSET’s operation of the one-stop. Dave Smith recommended that the
agency wait for clarification from the state before releasing an RFP.
7.
Issues with The Foundation for Behavioral Resources
Motion – Win Irwin
Second – Don Black
Item Approved by Vote – Motion Carried
Action Required
ACSET is an Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with
disabilities. Michigan Relay Center 1-800-649-3777.
Item #3
Dave Toorenaar stated that the foundation’s administration has been non-communicative in regards to program reports
and information requests. He requested permission to request all reports and information and permission to deliver
services in house until July when a contractor would step in. Board member Valerie Byrnes offered to work with
ACSET staff to rectify the situation.
8.
Workforce Innovation Opportunity Act (WIOA) Presentation
Information Item
Dave Toorenaar presented information on WIOA and highlighted changes that will take effect in July 2015.
9.
Update on Regionalization
Information Item
Jacob Maas gave a brief summary of consultant recommendations for creating a regional service delivery area. Dave
Smith noted that the discussions have been selfless and productive.
10. Talent District Career Councils
Information Item
Jessica White-Hatinger presented information on the TDCC and its role as an advisor to the board on education issues.
The TDCC eliminates the need to have EAG.
11. Recognition of Jeff Jablonski
Information Item
Dave Smith recognized the contributions of Jeff Jablonski’s to the Workforce Development Board.
12. Committee Updates
Information Item
a.
Employer Advisory Committee: Kim Fettig reported that their initiatives match up with employers and metrics
line up.
b.
Finance Committee: Scott McLean reported that they just received their audit report back with no findings.
c.
Spring into Action Ad Hoc Committee: Mark Bergsma reported that the committee is in the process of putting
the program together and requested input from the board on speakers.
d.
Work Retention Committee, Birthale Archie reported that they plan to hold a Talent Developers’ Forum in
March in collaboration with the Urban League and a cultural competency workshop in October. Kenyatta
Brame explained the value of cultural competency training.
e.
Youth Council/EAG: Ron Modreski reported that the committee is still trying to grasp the meaning of the
changes to state requirements.
13. Other Business
14. Public Comments
Jay Dunwell informed members of the Career Quest event on April 28.
15. Adjournment at 1:18pm
ACSET is an Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with
disabilities. Michigan Relay Center 1-800-649-3777.
Item #4a
Area Community Services
Employment & Training Council (ACSET)
1550 Leonard NE
Grand Rapids, MI 49505
ph: (616) 336-4100 | fax: (616) 336-4118
online: michiganworkska.org|communityactionkent.org
SERVICES • JOBS • TALENT
ACSET Memorandum
TO:
Kent/Allegan/Barry Workforce Development Board
FROM:
Planning & Evaluation Committee
DATE:
April 1, 2015
RE:
Quarterly Performance Reports for Period Ending 12/31/2014
______________________________________________________________________________
The quarterly reports for all Michigan Works! programs were reviewed by the Workforce Development
Board Planning & Evaluation Committee on March 6, 2015.
Quarterly Performance Reports of all Michigan Works! programs for the period are available on the
Kent/Allegan/Barry Michigan Works! Website at:
http://michiganworkska.org/home/downloads/quarterly-performance-reports/
The report attached to this memo provides an explanation to the variances identified in the Quarterly
Performance Reports.
Michigan Works! and Community Action are divisions of ACSET.
ACSET is an Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with disabilities. Michigan
1
Relay Center 1-800-649-3777.
Item #4a
Summary Report of Michigan Works! Programs
Period Ending December 31, 2014
Workforce Investment Act Program (WIA) July 1, 2014 – December 31, 2014 (2nd Qtr.)
The number of participants who received services during the period was:
Adults: 666
Dislocated Workers: 355
Youth: 873
Occupational Skills Training (Individual Training Accounts): 97 Adults and 33 Dislocated Workers
ACSET staff met or exceeded all 17 State Performance Measures for WIA Adult and Dislocated Worker
programs for the quarter with the exception of the following:
 Adult Average Earnings: $13,992 vs. standard $15,200
 Target Group Asian Population: 1% vs. standard 2%
 Target Group Persons with Disabilities: 6% vs. standard 10%
The variance in performance for Adult Average Earnings is consequently a result of contractor staff exiting
Adult customers to low wage employment. Although this measure was not met at the local level, it was met at
the State level. ACSET staff will improve this measure by only exiting customers to employment who obtain
an appropriate, livable wage. ACSET staff will also focus on reaching out to community partners who serve
the Asian Population and Persons with Disabilities to increase this Target Group Goal.
Youth Contractors met or exceeded all 17 State Performance Measure for WIA youth programs.
Expenditures for WIA Adult and Dislocated Worker and Youth programs were within an acceptable variance
of 15% of planned expenditure levels.
Partnership. Accountability. Training. Hope (PATH) October 1, 2014 – December 31, 2014 (1st Qtr.)
The number of participants who received services during the first quarter of operating PATH services inhouse was 559.
The cumulative performance of Contractor and ACSET staff did not meet the following performance
measures:



Federal Work Participation: 66.9%
Community Service: 31%
Completed Training Program: 35%
State Average: 70%
State Average: 45%
State Average: 45%
These variances in performance are due to the transition of services in-house, intensive training of staff and
attention spent on contract closeouts. ACSET staff will increase performance and quality of service to
customers as we continue providing direct services.
All Expenditures for the period were within an acceptable variance of 15% of planned levels.
2
Item #4a
Food Assistance Employment & Training Program (FAET) October 1, 2014 – December 31, 2014 (1st Qtr.)
The number of participants who received services during the period was 5.
This new, voluntary program offers employment assistance to able-bodied adults with no dependents. As
information is shared with the community about the benefits of this program, participant numbers are
expected to increase.
Prisoner Reentry Program (PRP) October 1, 2014 – December 31, 2014 (1st Qtr.)
Participants received the following services during the period:
Residential Stability Housing Assistance: 74: with 23 paying a portion of their housing cost
Employment Readiness/Job Search Assistance: 137
Transportation Assistance: 71
Counseling: 7
All Employment Readiness performance measures were exceeded with the exception of the following:
 Employment Retention at 90 Days: 71% vs. standard 75%
 Average Hourly Wage: $8.82 vs. standard $9.00
Although these measures were unmet, both showed improvement from last quarter. Employment Readiness
contractors will utilize Business Services and work with employers to improve measures for the next quarter.
Expenditures for the period were within an acceptable variance of 15% of planned levels except for
Operations Support. This variance was due to increased staffing efforts in housing, which is reflected in the
improved housing measures.
Trade Adjustment Act (TAA) July 1, 2014 – December 31, 2014 (2nd Qtr.)
The number of participants who received services during the period was 497 with 115 participants enrolled in
occupational skills training.
All Trade Act performance measures were exceeded with the following results:



Entered Employment Rate: 87.5%
Employment Retention Rate at One Year: 91%
Average Six Months Earnings After Exit: $15,946
State Average: 65%
State Average: 90%
State Average: $15,000
Expenditures for the period were within an acceptable variance of 15% of planned expenditure levels.
Employment Services (ES) July 1, 2014 – December 31, 2014 (2nd Qtr.)
The number of participants who received services during the period was 12,490.
The following services were provided:
Labor Market Information: 16,676
Resume Assistance: 6,793
Job Search Assistance: 6,432
Specialized Workshops: 289
3
Item #4a
All State performance measures were exceeded except for the average earnings measure:
 Entered Employment Rate: 57% vs. standard 54%
 Employment Retention Rate: 82% vs. standard 79%
 Average Earnings: $13,356 vs. standard $13,800
Expenditures for the period were within an acceptable variance of 15% of planned expenditure levels.
Business Services Unit (BSU) July 1, 2014 – December 31, 2014 (2nd Qtr.)
The number of employers who received services during the period was 481.
The types of services provided to employers were:
Job Orders: 1,506
Business Seminars: 9
Employers Who Received Customized Training: 33
On-the -Job Training WIA and STTF Contracts: 224 (WIA: 39, STTF: 185)
Skilled Trades Training Fund new hire OJT’s: 185
Skilled Trades Training Fund employers served: 35
Skilled Trades Training Fund existing workers trained: 732
The Business Services Unit exceeded all on-the job training performance measures with the following results:





Adult Entered Employment Rate: 96.5% vs. standard 93%
DW Entered Employment Rate: 100% vs. standard 95%
Adult Employment Retention Rate: 95% vs. standard 93%
DW Employment Retention Rate: 96% vs. standard 94%
Employer Satisfaction Rate: 89% vs. standard 86%
4
Item #5
Area Community Services
Employment & Training Council (ACSET)
SERVICES • JOBS • TALENT
1550 Leonard NE
Grand Rapids, MI 49505
ph: (616) 336-4100 | fax: (616) 336-4118
online: michiganworkska.org|communityactionkent.org
ACSET Memorandum
TO:
Kent, Allegan and Barry County Workforce Development Board
FROM:
Prisoner Reentry Steering Team Co-Chairs
DATE:
April 1, 2015
RE:
Additional Funding Awards for Prisoner Reentry Program
______________________________________________________________________________
The Michigan Department of Corrections has approved $106,655.70 of additional funding for
the period April 1 through September 30, 2015 for Employment Readiness activities in Kent and
Allegan Counties which is an increase of $24,499.70 from the amount approved for the
previous six months.
Therefore, we are requesting your approval of the award amounts listed below for current
Employment Readiness contractors. The additional funding amounts for each contractor were
based on the percent of funding awarded to them during the previous six months.
Goodwill Industries Hope Network AAESA Total
$48,741.65
$44,795.40
$13,118.65
$106,655.70
Michigan Works! and Community Action are divisions of ACSET.
ACSET is an Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with disabilities.
Michigan Relay Center 1-800-649-3777.
Item #6
Quarterly Status Report July 1, 2014 through December 31, 2014 This report describes the results of the direct delivery of Workforce Investment Act (WIA) Adult, Dislocated Worker, Wagner‐Peyser Employment Services (ES), Trade Adjustment Assistance (TAA), Partnership. Accountability. Training. Hope, and Food Assistance Employment and Training Services. 1
Item #6
BACKGRO UN D The Kent/Allegan Workforce Development Board (WDB) received approval from the Workforce Development Agency (WDA) to begin delivering Workforce Investment Act (WIA) Adult & Dislocated Worker, Wagner‐Peyser Employment Services (ES), and Trade Adjustment Assistance (TAA) services effective July 1, 2014 through June 30, 3017. Approval was also granted to provide direct client services for Partnership. Accountability. Training. Hope. (PATH) and Food Assistance Employment and Training services effective October 1, 2014 through June 30, 2017. Historically, the above programs were provided through contracted service providers. An in‐house service delivery model would allow Michigan Works! to streamline services and embed demand‐driven strategies throughout the service delivery model. The Kent/Allegan WDB projected the following outcomes would be achieved through the implementation of this approval:  Reduction of permanent and recurring overhead costs  Elimination of duplicated staff positions  Consistent program service delivery in alignment with WDB strategy  Consistent Michigan Works! branding and one shared voice and vision of the system  Greater oversight of staff and delivery of a demand‐driven system  Operational efficiencies related to strategies, structure, personnel, resources, and processes  Consistent staff training  Greater flexibility in program design and allocation of funding  Improved performance outcomes  A shared talent pool achieved via cross‐training of staff 2
Item #6
P R EPARI NG FO R I MPL EM ENTATIO N Our initial planning for direct service delivery began in November of 2013 after receiving approval from the Workforce Development Agency. This planning involved developing job descriptions for the new staff , determining compensation levels and the number of individuals that would need to be hired for each position. Between April and July 2014, Thomas P. Miller and Associates, LLC facilitated a process with ACSET staff to evaluate current service delivery models and gather input. Input sessions were held with ACSET staff, community partners, current sub‐contractors, WDA staff and area employers to identify best practices that could be implemented by Kent and Allegan Counties. Reviewing current policies and practices, gathering input from stakeholders, and researching best practices culminated in the creation of recommendations and action steps to ensure a demand‐driven focus on services to jobseekers at Michigan Works! Service Centers in Kent and Allegan Counties. Following the initial recommendations, ACSET staff participated in a full‐day training session to learn more about what it means to offer demand‐driven services to jobseekers. IMPL EM ENTATION The strategies outlined in our revised business model laid the basis for a “soft” implementation of direct service delivery. As new activities were rolled out, we monitored our progress and identified needed changes before finalizing a formal service delivery design and proceeding with full implementation. In order to align talent supply with employer demand, ACSET developed strategies that strengthened customer engagement and tailored services to individual needs. This was challenging, given the imperative to serve the universal customer. Yet, the talent pool needed to be diverse in order to meet the variety of employers’ hiring needs. Furthermore, a demand‐
driven system required strategies to shape the talent supply, providing counseling and direction aligned with demand. One of the fundamental building blocks necessary for effective service delivery is functional alignment: the integration of services provided by many different funding streams. Better coordination of services increases effectiveness and efficiency, which in turn, increases customer satisfaction and maximizes resources. 2
3
Item #6
Common Prerequisite Core Services Common Assessment & Career Common Intake Exploration Orientation Job Search Resume Interviewing Career Interests Work History & Preferences Basic Skills Demand Occupation Information Employment Barriers Single process to collect common data; determine if “likely to be eligible” for various partner programs Common Individual Employment Plan Case Management Coordination: Review information collected and design a plan to leverage resources to support the plan Coordinated
Intensive and Training Service Delivery Implementation Coordination Information Sharing Follow Up The intent of functional alignment is to provide the best service possible—regardless of funding stream—and to deliver services seamlessly. This requires a high level of coordination among staff responsible for various funding streams, including co‐enrollment when possible. In working toward functional alignment and demand‐driven service delivery model, it was our objective to ensure that all services provided by Michigan Works! are client‐centric and focused on an individual’s unique needs and interests. All processes within the service centers were examined from the customer perspective to identify potential barriers and opportunities for efficiency. Special attention was paid to transition points during the customer’s experience. Because customers come to Michigan Works! for a variety of needs and at different points within their careers and job searches, it is difficult to identify customers who could benefit from more individualized attention. Therefore, beginning at the initial interaction, Michigan Works! staff use a triage system to identify customers’ needs. The front‐line service center staff work to identify the essential information needed from a customer to determine the level and mix of services needed most immediately. To assess the skills, experience, and interests of talent at the individual level, career coaches were trained to effectively gather and interpret information from all customers. Because career coaches have the greatest impact on jobseekers’ employment plans, they were equipped with the tools and techniques to deliver effective career development guidance and coaching to our clients. 3
4
Item #6
In August, WIA staff participated in a six week certified Career Coach training through Grand Rapids Community College. The successful completion of this course has provided staff with ability to shift from just management of a case load to systematic Career Coaching of our customers. We have developed a career coaching curriculum that allows the Career Coaches and customers flexibility based on their unique needs. The Career Coach helps customers determine where they would like their career to go and then develops a plan for achieving those goals. WIA Career Coaches have also made great strides in connecting qualified job seekers with the needs of employers. This is being accomplished through department collaboration and includes a more thorough assessment to identify the customer’s employment barriers, skill gaps, credential needs and hidden talents. This approach prepares the customer to meet with the Talent Development Specialist in our Business Services unit to locate appropriate employment opportunities. WIA Career Coaches, Business Service Representatives, and Talent Developments Specialists also meet weekly to review customer resumes and make connections to current employer needs. In addition to implementing the Career Coaching model, ACSET has also partnered with Grand Rapids Community College through the Michigan Coalition for Advanced Manufacturing Grant (MCAM). This partnership provides the opportunity to assist individuals interested in receiving training for in‐demand careers in the Industrial Sector. This includes working closely with the educational training specialists to ensure positions reflect participants’ needs, abilities, and employment goals. Some of the employer customized job trainings offered include Green Construction Remodeling, Machinist/CNC Technician, and Welding/Fabrication Technician. Joint Information Sessions are held weekly to educate potential customers of the services available, employment opportunities and ITA process. Another way that ACSET is supporting a demand driven system is with the hiring of a combat Veteran to provide Career Coaching to WIA participants who identify themselves as Veterans. With the addition of this position, we have been able to bridge the gaps between local Veteran programs, assist Veterans in making the transition between their past military job and civilian careers, and educate employers on the benefits of hiring a Veteran. Since taking services in house we now also provide services for the Disabled Veterans Outreach Program at all of our service centers. ACSET also partnered with local higher education institutions by participating in the Mayor’s ‘To College through College Initiative. This effort supports Grand Rapids Public School youth with researching, applying to and completing at least two years of college. Through this project, Kent, Allegan and Barry Counties Michigan Works services have been promoted and non‐traditional partnerships have formed. 4
5
Item #6
ACSET has also collaborated with the Michigan Department of Corrections (MDOC) and Federal Agents to provide the Facing Choices event. This collaboration brought the Attorney General, parole agents, MDOC Supervisors and local law enforcement together to talk with and educate parolees on the consequences of further criminal behavior. Employment resources, community college information, mental health services and Department of Human Services were also made available during this event to assist and inform parolees of the support systems in place for their use. This one‐time event received positive feedback and may be implemented again in the future. To prepare for delivering direct PATH services beginning October 1, 2014 we moved our PATH program into our Michigan Works! Service Center at 121 Franklin SE, in Grand Rapids where the Kent County Department of Human Services is also located. When we began delivering direct PATH services we added group employability counseling sessions covering topics such as Defense Mechanisms, Stress Management, Employment Barriers, Relationships and Time Management. New workshops were also added in Nutrition, Financial Management and Anger Management have been added and are being conducted by staff from the Michigan State University extension unit. We are also implementing poverty training for staff to so that we can develop a system wide approach for participants with the goal of improving outcomes for families who reside in poverty zones. In order to assess our overall service delivery model, we also placed a customer satisfaction survey on all customer computers in our service centers. Based on input that we received from customers we added new workshops titled: Job Search for Mature Workers, Personal Branding and Communication Etiquette. The direct delivery of services has had a positive impact on our communications to employers and job. The marketing department has redesigned all of the marketing collateral to provide a consistent message and a strong visual brand. All communications, both print and digital, are routed through the marketing department to ensure compliance with the brand and to project a professional image. Additionally, we have been better able to communicate our successes to our stakeholders; Business Services staff routinely provide metrics and narratives for the marketing department to relay via the e‐newsletter and press releases. This strong link with Business Services also allows us to receive timely and accurate information about current job openings. We have created a weekly Job Blast that goes out to over 4,000 job seekers each Friday. 5
6
Item #6
Finally, our accounting department has seen efficiencies in that we reimburse the
participants quicker and pay vendors quicker as direct services takes the "middle man"
out of the steps in reimbursement. There is greater vendor satisfaction with that quick
turnaround.
Providing direct services allows ACSET to pay bills directly which allows ACSET to
close quicker, thereby giving management the ability to change plans quicker ( if need
be). Reports may be more accurate as we accrue items instead of depending on the
contractors accounting staff to accurately accrue tuition and support expenses. STAFFING CHA N GES All new positions were posted from January 31, 2014 through February 28, 2014. We began interviewing for new staff positions on March 24, 2014 and subsequently hired 22 new staff by Ju;ly 1, 2014 and an additional 35 staff by December 31, 2014. Of these 58 newly hired staff, 65% previously worked for ACSET contractors. Contractor Staffing Prior to 7/1/14 13.5 New ACSET Staff Hired 8 Employment Services & Trade 19 19 0 Business Services 0* 11 11 PATH 40 19 ‐21 Total 72.5 57 ‐15.5 Program WIA Change ‐5.5 *ACSET brought Business Services in‐house effective 7/1/13. There were no contractors providing Business Services during this time period. 80
60
40
20
0
WIA
‐20
Employment
Services & Trade
Business Services
PATH
Total
‐40
Contractor Staffing (prior to 7/1/14)
New ACSET Staff Hired
Change
6
7
Item #6
As of December 31, 2014 there were 14 unfilled positions for WIA, Employment Services, Trade and Business Services due to the difficulity of finding staff who met our hiring criteria, individuals rescinding their employment offer from us and minor staff turnover during the new hire probationary period. COMPARISON OF CO STS The following table illustrates the cost savings due to the elimination of contractor staffing and administrative costs and the addition of ACSET administrative and direct delivery costs for the period in review. WDA Statement of Expense Savings
For the First Quarter Ending December 31, 2014
July ‐ December 2014 Expenses Expenses Operating Expenses July ‐ December 2013 Expenses SAVINGS
(Deficit) Wages $ 1,169,132.20 Fringe Benefits 458,994.45 121,642.26 (337,352.19) Consumable supplies 69,806.51 165,177.93 95,371.42 Transportation 29,792.93 7,943.32 (21,849.61) Outside services 60,996.82 24,134.01 (36,862.81) Space and communications 189,747.42 212,857.01 23,109.59 Equipment rent and maintenance 9,834.77 7,640.23 (2,194.54) Equipment purchases 7,763.62 27,337.36 19,573.74 Other expense 80,212.69 92,088.33 11,875.64 Total operating expense 2,076,281.41 1,026,809.91 (1,049,471.50) Contractors 213,695.35 1,680,904.11 1,467,208.76 Total Expenses $ 2,289,976.76 $ 2,707,714.02 $ 417,737.26 18.24% $ 367,989.46 $ (801,142.74) Note: The Contractor Expense excludes Barry County which was added 10‐1‐2014. • The decrease in Contractor expense was offset by the increase in wages, fringe benefits and transportation. • The decrease in Consumable supplies was from planned spending in 2013 on laptops and computer software. The decrease in the Other category resulted from stronger controls on employee training and travel expense • The savings in Space and Communication is due to a change in a service center location 7
8
Item #6
3,000,000.00
2,500,000.00
2,000,000.00
1,500,000.00
1,000,000.00
500,000.00
0.00
(500,000.00)
Total Operating
Expenses
Contractors
Total Expenses
(1,000,000.00)
(1,500,000.00)
July ‐ December 2014
July ‐ December 2013
Savings (Deficit)
8
9
Item #6
IMPACT ON P ROGR AM PERFOR MANCE Employment Services 7/1/13 ‐12/31/13 Performance Metric Registrations (New resumes posted) 12,803 7/1/14‐12/31/14 12,490 Change ‐313 Resume Assistance 10,043 6,793 ‐3,250 Job Search Assistance 6,193 6,433 +240 Entered Employment Rate 54% 56.9% +2.9% Employment Retention Rate 82% 82.3% +.3% Average Earnings $13,109 $13,356 +$247 *The decrease in registrations and resume assistance provided was impacted the reduction in the unemployment rate from 5.8% in December of 2013 to 3.6 % in December of 2014. Workforce Investment Act Performance Metric Adult Active Participants Adult Entered Employment Rate Adult Employment Retention Rate 7/1/13 ‐12/31/13 847 7/1/14‐12/31/14 978 Change +131 95.2% 96.5% +1.3% 95.4% 97.9% +2.5% $13,805 $14,015 +$210 92.1% 95.3% +3.2% 407 331 ‐76 97.4% 97.3% ‐0.1% 98.0% 100% +2% $16,285 $17,517 +$1,232 89.5% 91.0% +1.5% Participant Customer Satisfaction 98.3 94.7 ‐3.6 Employer Customer Satisfaction 87.2 89.6 +2.4 Adult Average Earnings Adult Credential Rate Dislocated Worker Active Participants Dislocated Worker Entered Employment Rate Dislocated Worker Employment Retention Rate Dislocated Worker Average Earnings Dislocated Worker Credential Rate Trade Adjustment Assistance Act Performance Metric Active Participants 7/1/13 ‐12/31/13 542 7/1/14‐12/31/14 491 Change ‐51 Enrolled in Training 38.9% 29.3% ‐9.6% Entered Employment Rate 71.5% 87.5% +16% Employment Retention Rate 97.0% 91.1% ‐5.9% $15,998 $15,946 ‐$52 Average Earnings 9
10
Item #6
PATH Performance Metric Active Participants 10/1/13 ‐12/31/13 717 10/1/14‐12/31/14 559 Change ‐158 Enrolled in Training 150 144 ‐6 Employment Rate 51.3 60.0% +8.7% Case Closure Rate 21.8% 24.6% +2.8% Cost per Employment $2,397 $2,482 +$85 The table below shows that with an overall funding reduction of 5.2% in Program
Year 2014 compared to Program Year 2014 the impact on services to participants
and our overall program performance as referenced above was minimal.
Program Wagner‐Peyser Trade Case Management WIA Adult WIA Dislocted PATH Total Comparison of Funding Levels PY 2013 Funding PY 2014 Funding $931,884 $926,667 $884,000 $850,000 $1,569,599 $1,302,696 $1,272,237 $1,419,684 $4,437,195 $4,115,027 $9,059,915 $8,648,084 Change ($5,207) ($34,000) (266,903) $148,447 ($322,168) ($479,831) 10
11
Item #6
S UM MA RY The greatest challenges that we faced for the period were due to lean staffing levels. Although we started our recruitment in February of 2014, as of December 31, 2014, 14 positions remained unfilled. This is because we took a cautious approach to hiring and wanted to make sure that the staff we hired would be a good fit for the services we deliver. The decision was made to begin offering direct services before we were fully staffed so that we could determine what additional positions were needed to provide services related to each funding stream. Although our performance declined slightly, the opportunity to assess our true staffing needs was beneficial. We were also challenged with the transition from managing the program operations and financial reporting of sub‐contractors to operating the programs directly and developing our own internal financial reporting procedures. The transition has enabled us to streamline many financial reporting functions by processing them in‐house electronically rather than with the paper previously received from sub‐contractors. Finally, we were challenged with finding time to train new staff while continuing with existing operations. The transition from managing sub‐contractors to managing staff created additional challenges because of the extra time required; our emphasis, when working with participants, changed from a case management approach to a career coaching approach which is more time‐
intensive. Also, when we previously managed sub‐contracts we tended to work in silos, focusing on individual funding streams. We have since learned that to succesfully deliver services in‐
house we need to improve on our internal communications and work as one team. Implementation is not yet complete. Our transition to the direct delivery of services is still a work in process that we will continually review to determine the best way that we can deliver direct services to participants and meet the needs of an employer demand driven system. 11
12
Item #6
Item #4
Area Community Services
Employment & Training Council (ACSET)
SERVICES • JOBS • TALENT 1550 Leonard NE
Grand Rapids, MI 49505
ph: (616) 336-4100 | fax: (616) 336-4118
online: michiganworkska.org|communityactionkent.org
ACSET Memorandum
TO:
Kent, Allegan and Barry Counties Workforce Development Board
FROM:
Executive Committee
DATE:
April 1, 2015
RE:
Quarterly Status Report of In-House Services Delivery
______________________________________________________________________________
As a condition of our approval to provide direct services, the Workforce Development Agency
(WDA) requires us to report quarterly on our program performance and cost savings achieved
with the direct delivery of services.
Attached to this memo is the report that was submitted to WDA for the period ending 12/31/14.
Michigan Works! and Community Action are divisions of ACSET.
ACSET is an Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with disabilities.
13
Michigan Relay Center 1-800-649-3777.
Item #7
Area Community Services
Employment & Training Council (ACSET)
SERVICES • JOBS • TALENT
1550 Leonard NE
Grand Rapids, MI 49505
ph: (616) 336-4100 | fax: (616) 336-4118
online: michiganworkska.org|communityactionkent.org
ACSET Memorandum
TO:
Kent, Allegan and Barry County Workforce Development Board (WDB)
FROM:
Executive Committee
DATE:
April 1, 2015
RE:
Conflict of Interest Attestation for Workforce Development Board Members
______________________________________________________________________________
WDB members must ensure that their individual interests do not conflict or interfere with their
duties while serving in their appointed positions. Conflict of interest requirements must be met
as soon as board members are appointed.
A conflict of interest is a circumstance in which the WDB member’s individual interest impairs
(or gives the appearance of impairing) their ability to make unbiased decisions or provide
unbiased public services. WDBs and their members must adhere to both federal and state
conflict of interest requirements.
For WDB certification, all appointed WDB members must complete and sign the Conflict of
Interest Attestation Form and the signed forms must be submitted to the Workforce
Development Agency as part of the certification packet by June 1, 2015. Initial attestation will
cover the period July 1, 2015 through December 31, 2015.
Therefore we are requesting that each WDB signed the attached Conflict of Interest Attestation
Form at the meeting.
WDB members who are not able to attend the April 8, 2015 WDB meeting should sign the
attached form and return it to:
Attention: Jane Kreha
Marketing Communications Manager
ACSET
1550 Leonard NE
Grand Rapids, MI 49505
Michigan Works! and Community Action are divisions of ACSET.
ACSET is an Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with disabilities.
Michigan Relay Center 1-800-649-3777.
Item #7
WORKFORCE DEVELOPMENT BOARD MEMBER
CONFLICT OF INTEREST ATTESTATION FORM
Area Community Services Employment & Training Council
___________________________________________________
Michigan Works! Agency
I, the undersigned, do attest that a conflict of interest does not exist between my individual
interest as: (list position and company name)
___________________________________________________________________________
and my ability to make unbiased decisions while serving as a member of the Workforce
Development Board.
___________________________________________________
WDB Members Name (printed)
____________________________________________________
WDB Members signature
_________________
Date
____________________________________________________
MWA Executive Director (signature)
Michigan Works! and Community Action are divisions of ACSET.
ACSET is an Equal Opportunity Employer/Program. Auxiliary aids and services are available upon request to individuals with disabilities.
Michigan Relay Center 1-800-649-3777.
MAY 14
WMU Graduate Center,
Grand Rapids
7:30am - Noon
A free seminar povided by Michigan
Works! Kent, Allegan & Barry Counties for:
• Business Owners
• CEOs/Presidents
• Human Resource Professionals
• Workforce Managers
Seminar will be held at:
Western Michigan University
The Graduate Center l Downtown Campus
200 Ionia Avenue SW, Grand Rapids, MI 49503
The Graduate Center is located at the SE corner of
Cherry St and Ionia Ave. Parking is available in the
Cherry Commerce Parking Ramp on the NE corner
opposite the Graduate Center. If the Ramp is full,
additional parking is available in the Area 5 lot
(diagonally across from the Center).
Keynote Speaker, Ken Wasco
Leadership is about accomplishing results through
people. Change is about innovation. Harnessing
the dynamics of change combines leadership and
innovation into a unique empowering strategy
for individuals.
Harnessing the Dynamics of Change, a seminar based
upon research into organizational structure, change
management, psychology, communication and leadership,
explores the dynamics of our ever-changing world in the
context of the individual and their role in an organization.
Seminar attendees will:
• Discover the common needs among all individuals in organizations for
communication, mutual appreciation and understanding.
• Appreciate that while our world is rapidly changing, there are certain
fundamental principles in human interaction that time cannot alter.
• Participate in a think style test to determine how left and right brain
influences can be utilized to improve communication.
Ken Wasco is a customer success advocate at Gordon
Food Service and has been involved in creating new
thinking within the service industries for over 35
years. His experience as a healthcare departmental
manager, administrator, corporate marketing executive,
researcher and now “Catalyst” has helped him to
develop a simple yet powerful philosophy. “Always
Through Others… First!” And, within the service
industries he has earned the unofficial title of “industry
doer”. Ken travels the breath of the USA and Canada
annually presenting 250+ times on unique ways to
achieve success through a greater understanding of
people. He has keynoted virtually every state and national Healthcare and
Service industry conference – including being the opening speaker for the 2007
and 2014 National Restaurant Show in Chicago. He’s conducted well over 6000
seminars and workshops on enhanced effectiveness through people. Ken has
learned to channel the power of audience focus into dynamic keynotes. Ken
Wasco holds (3) Master’s Degrees in Healthcare Systems, Management, and
the Psychology of Communication and is a member of the National Speakers
Association. He writes a monthly column on effectiveness for three industry
magazines and his latest book “Live Like You Mean It” is a strong seller.
Register today!
michiganworkska.org/spring-into-action
Michigan Works! Kent, Allegan and Barry Counties is an equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals
with disabilities. Relay Service: 1-800-649-3777 Supported by the State of Michigan