Executive Committee Meeting February 10, 2020 A G E N D A CareerSource Broward 2890 West Cypress Creek Road – Main Conference Room, Ft. Lauderdale, FL 33309 The Committee is reminded of the conflict of interest provisions. In declaring a conflict please refrain from voting or discussion and declare the following information: 1) Your name and position on the Board, 2) the nature of the conflict and 3) who will gain or lose as a result of the conflict. Please also fill out form 8B prior to the meeting. SELF-INTRODUCTIONS APPROVAL OF MINUTES Approval of the Minutes of the January 13, Executive Committee meeting. RECOMM Approval ACTION Motion for Approval EXHIBIT Minutes Pages 10 – 15 NEW BUSINESS 1. Anthony Brunson, P.A. Audit for FY 2018- 2019 Presentation Anthony Brunson, PA has completed its Audit Report for the 2018 – 2019 CareerSource Broward fiscal year. The audit is a clean opinion with no findings and no material weaknesses. As the Audit Committee meets directly prior to the Executive meeting the recommendations will be presented at the Executive meeting. RECOMM Approval ACTION Motion for Approval EXHIBITS Memo #06 – 19 (LS) 2018-2019 Fiscal Year Audit Report (copies available at meeting) Page 16 Broward Workforce Development Board Executive Committee Monday February 10, 2020 12:00 Noon – 1:30 p.m. Call In Number: (888) 585-9008 Passcode: 219-169-288 1
Transcript
Executive Committee Meeting February 10, 2020
A G E N D A
CareerSource Broward 2890 West Cypress Creek Road – Main Conference Room, Ft. Lauderdale, FL 33309
The Committee is reminded of the conflict of interest provisions. In declaring a conflict please refrain from voting or discussion and declare the following information: 1) Your name and position on the Board, 2) the nature of the conflict and 3) who will gain or lose as a result of the conflict. Please also fill out form 8B prior to the meeting.
SELF-INTRODUCTIONS APPROVAL OF MINUTES Approval of the Minutes of the January 13, Executive Committee meeting. RECOMM Approval ACTION Motion for Approval EXHIBIT Minutes Pages 10 – 15
NEW BUSINESS
1. Anthony Brunson, P.A. Audit for FY 2018- 2019 Presentation
Anthony Brunson, PA has completed its Audit Report for the 2018 – 2019 CareerSource Broward fiscal year. The audit is a clean opinion with no findings and no material weaknesses. As the Audit Committee meets directly prior to the Executive meeting the recommendations will be presented at the Executive meeting.
2018-2019 Fiscal Year Audit Report (copies available at meeting) Page 16
Broward Workforce Development Board Executive Committee
Monday February 10, 2020 12:00 Noon – 1:30 p.m.
Call In Number: (888) 585-9008
Passcode: 219-169-288
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Executive Committee Meeting February 10, 2020
2. New Course Addition for Existing ITA Provider- Broward College
Consideration to approve Broward College’s request to add Marine Engine Technology AS Degree program to the Workforce Innovation and Opportunity Act (WIOA) Individual Training Account (ITA) List. CSBD reviewed the application for completeness and to ensure that Board mandated criteria are met for the training program and related occupational titles. Because Board member, Dr. Mildred Coyne, is employed at Broward College and Board Member, Francois LeConte serves on the Broward College Business Advisory Committee this recommendation must be approved by a 2/3 vote of the Board members present with an established quorum at a Board meeting. Approved at the 2/4 One Stop Services Committee meeting.
RECOMM Approval ACTION Motion for Approval
EXHIBITS Memo #23 – 19 (OPS) ITA Course Summary Spreadsheet
Pages 17 – 19
3. State Apprenticeship Expansion Grant Funds
Consideration to accept $100,000 in additional funding from the Florida Department of Economic Opportunity to fund the State Apprenticeship Expansion Grant for the period of 12/1/19 - 6/30/21. This Grant is a collaborative partnership between CareerSource Broward, the School Board of Broward County (SBBC) - Atlantic Technical College and the Marine Industries Association of South Florida to train up to 20 WIOA eligible apprentices as Yacht Service Technician for the marine industry. Because a Board member, James Payne, is employed by SBBC, this recommendation must be approved by a 2/3 vote of the Board members present with an established quorum at a Board meeting. Approved at the 2/4 One Stop Services Committee.
Consideration to 1) plan and implement seven employer forums to learn from employers about issues that impact recruiting, hiring and training decisions including what skills gaps exist and 2) use of up to $2,000 per forum for a total of $14,000 of the funds already reserved for food and beverage out of the general fund. Approved at the 2/3 Employer Services Committee meeting.
In accordance with Broward Workforce Development Board, Inc. and CareerSource Broward Council of Elected Official's policy, the Executive Committee evaluates the President/CEO using an instrument developed by the Organizational Resources Committee. The evaluation instrument was distributed to the Executive Committee members by the Legal Department in December. The scores have been tabulated and averaged.
6. Florida-95 / I-595 Construction Case Management Services Funding
Consideration to accept up to $35,850 from HNTB Corporation for case management services related to the I-95 / I-595 roadway construction project. CSBD will provide 1) provide case management services for 26 new hires for up to one year and 2) provide support services such as transportation assistance and safety attire (e.g., work boots) through the grant.
RECOMM Approval ACTION Motion for Approval
EXHIBIT Memo #06 – 19 (CBR) Page 28
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Executive Committee Meeting February 10, 2020
7. Additional Funds for The FLITE Center Contract
Consideration to approve an increase of $21,000 to the Fort Lauderdale Independence Training & Education (FLITE) Center contract. Funds are available in the youth allocation. The funds will be used for an additional navigator who will be dedicated to working with youth affected by human trafficking. Approved at the 2/4 One Stop Services Committee meeting.
Consideration to 1) expand “out of school” youth eligibility by defining the term, “needs additional assistance to enter or complete an educational program or to secure or hold employment.” Youth in the distressed communities are often subject to stressors occasioned by their family circumstances. In looking toward the future and our services to the distressed communities, we researched ways to broaden the eligibility criteria and if approved 2) incorporate the changes to the CSBD 4-year plan. Approved at the 2/4 One Stop Services Committee meeting.
9. New Course Addition for Existing ITA Provider - South Florida Academy of AC
Consideration to approve South Florida Academy of Air Conditionings’ request to add HVAC Maintenance Technician program to the ITA list. This training program provides students with the basic repair knowledge needed to gain employment in the Heating, Ventilation, and Air Conditioning (HVAC) field. CSBD reviewed the application for completeness and to ensure that Board mandated criteria are met for the training program and related occupational title. Approved at the 2/4 One Stop Services Committee meeting. RECOMM Approval ACTION Motion for Approval
10. Selection of Staffing Companies for Disaster Relief
CSBD utilizes staffing companies who serve as the employer of record for temporary workers for clean-up, humanitarian aid and recovery efforts, including demolition, repair, renovation and reconstruction of damaged and destroyed structures, facilities and lands affected by a disaster. We issued an RFP and received five (5) proposals. All proposers are eligible to participate. Consideration to approve these staffing agencies to be a part of a vendor list to provide temporary disaster relief workers when a state of emergency is declared. Approved at the 2/4 One Stop Services Committee meeting. RECOMM Approval ACTION Motion for Approval
EXHIBIT Memo #27 – 19 (OPS) Pages 35 – 36
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Executive Committee Meeting February 10, 2020
REPORTS
1. Budget vs. Actual Expenditure Report
As reported in December and as can be seen from the Budget vs. Actual memo we are working on increasing expenditures with respect to our WIOA Youth and Wagner Peyser funding streams. Reviewed at the 2/10 Audit Committee which meets directly prior to the Executive Committee meeting. ACTION None EXHIBIT Memo #07 – 19 (FS)
Pages 37 – 38
2. General Fund Balance
On 10/31/19 the General Fund balance was $648,873. At this time the General Fund balance is $569,126 (total revenues) – (minus) $423,147 (annual set aside) which leaves $145,979 in the General Fund. We expect to see continued revenues through TTW. Reviewed at the 2/10 Audit Committee which meets directly prior to the Executive Committee meeting. ACTION None EXHIBIT Memo #08 – 19 (FS)
Pages 39 – 40
3. Presentation at Board meeting on Census and Full Count Committee
Naomie Labaty, Program/Project Coordinator (CENSUS), Environmental Protection and Growth Management Department, will present at the Board meeting on the importance of the Census and on the work being done by the Full Count Committee. ACTION None EXHIBITS Census 101 What You Need To Know
United States Census 2020
Pages 41 – 44
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Executive Committee Meeting February 10, 2020
4. Broward College IT Apprenticeship
Broward College, in collaboration with CareerSource Broward, is recruiting employers in South Florida to participate in its Information Technology Apprenticeship Program. Participating companies will provide work-based learning opportunities to individuals seeking a career in IT while providing a fast-tracked path towards filling vacant positions. Up to $2,620 per apprenticeship is available to help cover a portion of wages and training costs. The committee is asked to share this information with businesses that have IT-related hiring needs. ACTION None EXHIBIT Employer Outreach Flyer
Page 45
5. Employer Services Infograph November - December 2019
CSBD hosted 28 mass recruitment events for employers seeking to fill over 700 vacant positions. Also through the industry intermediaries, CSBD posted 43 available jobs for employers in Broward’s targeted industries during this time period. ACTION Review EXHIBIT CSBD Employer Services Update Info-graph
Pages 46 – 47
6. Individual Training Account (ITA) Performance Report
ITA providers are required to have a minimum 70% training-related placement rate for graduates who complete their programs within 180 days of graduation. CSBD conducted the semi-annual analysis of ITA provider performance and found that The Academy of South Florida’s Application Architect program did not meet the required performance. They are at a 64% placement rate and are working with several customers to secure employment to increase their placement rate. The Board has requested that CSBD take action to suspend programs when necessary and to report the action to the Board rather than waiting for a meeting. CSBD has suspended customer referrals until receipt of evidence to confirm the attainment of a 70% or better graduate training-related placement rate. ACTION Review EXHIBITS Memo #20 – 19 (OPS) ITA Performance Report
Pages 48 – 73
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Executive Committee Meeting February 10, 2020
7. Targeted Community Outreach Infograph July 2019 – January 2020
CSBD continues to bring services directly to residents in targeted zip codes that have the highest unemployment in Broward County. Through this initiative, CSBD has placed 220 customers that reside in the targeted communities into employment since July 2019. This is 29% of all customers placed during the same timeframe. Also, 118 customers who received a WIOA scholarship or received work-based training through CSBD were from the targeted zip codes. This represents 26% of all customers during the same timeframe. CSBD also held 10 job readiness workshops in the communities.
ACTION None EXHIBIT Targeted Community Infograph July 2019-January 2020
Page 74
8. Legislative Update
FWDA session update on two bills being monitored. HB1271 and companion clarify roles of state board, CSF, inc. and DEO. Also, SB 1568 which includes pre-apprentices under the State’s workers compensation packages. The latter was part of the BWDB legislative priorities.
ACTION None EXHIBITS FWDA Session Update
House of Representatives Staff Summary Analysis Pages 75 – 76
9. Getting Ready for 5G: Preparing a Skilled Workforce for Future Wireless Networks
Fifth-generation (5G) mobile communications networks are expected to disrupt nearly every job sector and ecosystem across the world as the deployment of these technologies enables more robotics and automation, adding to productivity wherever advanced network services are deployed. The sea change expected from the deployment of 5G networks can only happen with a sufficiently skilled labor force trained to design, install, and monitor these networks. This report aims to address the need for effective on-the-job training, classroom, and online education to meet the labor needs associated with this growth. ACTION Discussion EXHIBIT Wireless Infrastructure Association Report
Pages 77 – 91
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Executive Committee Meeting February 10, 2020
10. Taylor Hall Miller Parker (THMP), P.A. Program Monitoring Report #3 – PY 18-19 –Issued November 2019
THMP identified 5 findings and 23 observations during their program monitoring visit. They reviewed a total of 175 files consisting of 6,325 elements. The findings equate to an error rate of approximately .079%.
ACTION None EXHIBIT Memo #08 –19 (QA)
Pages 92 – 102
MATTERS FROM THE EXECUTIVE COMMITTEE
MATTERS FROM THE FLOOR
MATTERS FROM THE PRESIDENT/CEO
ADJOURNMENT
NEXT EXECUTIVE COMMITTEE MEETING WILL BE HELD ON MARCH 16, 2020.
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Executive Committee Meeting January 13, 2020
MINUTES
CareerSource Broward 2890 West Cypress Creek Road – Board Room, Ft. Lauderdale, FL 33309
The Committee is reminded of the conflict of interest provisions. In declaring a conflict please refrain from voting or discussion and declare the following information: 1) Your name and position on the Board, 2) the nature of the conflict and 3) who will gain or lose as a result of the conflict. Please also fill out form 8B prior to the meeting.
SELF-INTRODUCTIONS
Gary Arenson, Michael Carn, Dr. Ben Chen, Paul Farren, Frank Horkey, Dr. Lisa Knowles, Mayor Josh Levy, Mayor Frank Ortis (via phone), Pam Sands, Dr. Steven Tinsley, and Marjorie Walters
PRESENTATION FROM ROB PAINTER, CEO OF NAWB
Ron Painter, President/CEO, National Association of Workforce Boards will present on WIOA presented on reauthorization and national workforce issues.
Mr. Painter said that while we were unlikely to see WIOA reauthorization this year there is a a Higher Education ACT bill in the Senate and a companion bill in the House which would expand Pell Grant benefits.
Dr. Ben Chen asked, ‘what do we want to see in a WIOA reauthorization bill for 2020?’ Ron Painter responded that the conversation at the national level is centered around building more local flexibility into WIOA. He also stated that many areas are unhappy with the emphasis on out of school youth and would like to see the ability to spend more on in school youth.
Mayor Josh Levy inquired about the economic impact of increases to the minimum wage? Ron Painter responded that the research indicates there has not been an impact on employers if they raise the minimum wage.
Pam Sands asked whether Congress was ready to consider non traditional perspectives of the labor force particularly with respect to younger workers who are comfortable being “1099” workers but who don’t show up in our performance measures. According to some studies these individuals constitute a third of today’s labor force.
Broward Workforce Development Board Executive Committee
Monday January 13, 2020 12:00 Noon – 1:30 p.m.
Call In Number: (888) 585-9008 Passcode: 219-169-288
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Executive Committee Meeting January 13, 2020
Mr. Frank Horkey added concern regarding GIG workers and entrepreneurs, reflecting on their lack of inclusion in the performance measures and asked how do could effectuate a change to the measurement system?
Mr. Painter stated that some states have waivers and others measure performance differently. Mason Jackson recalled that the State of Florida had considered a new system of measurement but that we found it to be incompatible with the federal measures and we decided not to participate in the experiment.
Mason Jackson thanked Ron Painter for coming to meet with the CareerSource staff and our Executive Committee members.
APPROVAL OF MINUTES
Approval of the Minutes of the October 7, 2019, Executive Committee meeting.
On a motion made by Marjorie Walters and seconded by Michael Carn the Executive Committee unanimously approved the minutes of the 10/7/19 Executive Committee.
NEW BUSINESS
1. Broward Workforce Development Board, Inc. (Board) Appointments
CareerSource Broward was notified that John Simmons will be retiring at the end of the year.The Workforce Innovation and Opportunity Act require that the local workforce board includeOrganized Labor representatives. The Broward County AFL-CIO Executive Board hasnominated Richard Shawbell, Training Director Florida East Coast Electrical JATC to theBWDB. Consideration to appoint Richard Shawbell to the BWDB as the representative ofOrganized Labor slot. CSBD governing boards appoint board members by a vote of theCouncil following a recommendation from the BWDB.
Mason Jackson stated that John Simmons retired at the end of December.
On a motion made by Michael Carn and seconded by Frank Horkey the Executive Committee unanimously approved the Appointment of Richard Shawbell, Training Director Florida East Coast Electrical JATC.
2. December 2019 Planning Session
The BWDB held its annual planning meeting on 12/12/19 at CSBD’s administrative officebuilding in Ft. Lauderdale. There were 34 attendees, BWDB members, community partners,and CSBD staff. This year’s planning session began with welcoming remarks provided by Dr.Lisa Knowles, Chair, and Mason Jackson, CSBD President/CEO. An overview of eachdiscussion group is provided in the attached memo with their consolidated recommendations.Items will be sent to the committees to deploy once approved by the Board.
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Executive Committee Meeting January 13, 2020
Mason Jackson stated that we had 34 attendees comprised of Board members, community partners, and CareerSource Broward (CSBD) staff. He further noted that we made the changes that were recommendations to the goals. Based on the evaluation results obtained from the board members, they were satisfied overall this year’s planning session.
Michael Carn mentioned that he wasn’t able to stay for the Board Planning session but he would provide his feedback to Ron Moffett, Senior Vice President of CSBD.
On a motion made by Pam Sands and seconded by Dr. Steve Tinsley the Executive Committee unanimously approved the adoption of the report and recommendations of the 2019 board planning session.
3. Transfer WIOA Dislocated Worker Funds to WIOA Adult Funds
Considered approving the transfer of up to $1,500,000 from the WIOA Dislocated Worker(DW) funding stream to the WIOA Adult funding stream. As the economy continues to improvewe have seen a significant shift toward more Adult customers interested in occupationaltraining than DW customers. The funds will be used to provide Adult customers with servicesthat include 1) occupational skills training 2) work experience and 3) On-the-Job training. Wewill continue to monitor demand and program expenditures to assure the maximum number ofindividuals is being served. Approved at the 1/7 One Stop Services Committee meeting.
Michael Carn inquired on the impact of transferring the monies to the WIOA Adult. MasonJackson responded that we have enough funds for dislocated workers. He further noted thatwe are seeing more adult customers who have barriers to employment, are underemployed ornever been employed and/or they are economically disadvantaged or lack in-demandoccupational skills. This would allow us to better serve and provide additional services to ouradult community.
On a motion made by Frank Horkey and seconded by Gary Arenson the ExecutiveCommittee unanimously approved the transfer of WIOA Dislocated Worker Funds toWIOA Adult Funds.
4. Program Year (PY) 2019-20 Revised Budget
This is our annual update to the preliminary budget presented last May. It is the adjustedbudget based upon the actual amounts of the grants received by CSBD. The CSBD formulagrants for Program Year (PY) 2019-20 total $22,255,496, an increase of $1,0999,038 or 5%from the planning numbers presented in May. This is due to 1) an increase in most of theformula allocations and 2) a higher carry forward in the WIOA DW and Youth funding streamsthan forecasted. Dedicated grants total $4,727,762. Total available formula funding($22,255,496) for PY 19-20 including our dedicated grants ($4,727,762) is $26,983,258.Approved at the 1/7 One Stop Services Committee meeting.
Mason Jackson stated that every year we bring the adjustment to the board when we get moremoney from the state. Our overall budget went up 5%, this was due to an increase in thecarryover and the increase in the allocations. We received additional monies for the SYEP andStart-Up now program. Mason noted that our administrative costs are at 9% and that we
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Executive Committee Meeting January 13, 2020
refreshed our South One Stop Center with an updated telephone system, cubicles, chairs, and computers.
Pam Sands noted that staff did great at bringing in additional funds and that this is a reflection of our leadership and the good job they are doing.
Frank Horkey agreed, stating that our total budget of twenty-seven million dollars is a reflection of a great job and it should be highlighted.
On a motion made by Pam Sands and seconded by Marjorie Walters the Executive Committee unanimously approved the revised budget for PY 19 – 20.
5. New Course Addition for Existing ITA Provider- Florida Vocational Institute
Considered approving the existing Individual Training Account (ITA) provider FloridaVocational Institute’s application to add its Associate of Science in Nursing program to theCustomer ITA list. CareerSource Broward reviewed the application for completeness and toensure that Board mandated criteria were met for the training program and relatedoccupational title. Approved at the 1/7 One Stop Services Committee meeting.
Dr. Steve Tinsley inquired if they are in line with other providers. Mason Jackson, they are notin line with the public, they are in line with the private sector. He further noted that we cannotconsider the cost of the training when we are considering adding them to the ITA list. We canonly decide what we are going to reimburse the customer.
On a motion made by Michael Carn and seconded by Gary Arenson the Executive Committee unanimously approved the new course addition for existing ITA provider- Florida Vocational Institute.
6. Time of Board Meetings
Mayor Levy requested consideration of moving the BWDB meeting to 12:00 p.m. for lunch andnetworking rather than an 8:00 a.m. meeting.
Mayor Josh Levy stated that is hard to get to the board meetings at 8:00 am. He believes thatchanging the time to later in the morning or working lunch would help with the interference ofeveryday items.
Mason Jackson stated that the other two elected officials have the Metropolitan PlanningOrganization meeting directly after our at 9:30 am.
Frank Horkey stated our Board meetings have not been starting at 8 am. He also believes 8am meetings are more difficult given the weather and traffic issues at that time.
Gary Arenson stated that is it imperative that our elected officials are in attendance at theboard meetings.
Paul Farren mentioned that we need to bring the request to the board because this will affectmany people.
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Executive Committee Meeting January 13, 2020
Pam Sands stated that another option would be to review the reports section and any items from the floor in case the elected officials are running late to the meeting.
On a motion made by Frank Horkey and seconded by Paul Farren the Executive Committee unanimously approved changing the start time to lunchtime for the BWDB meeting for six months and see how it is working out.
REPORTS
1. Governor Ron Desantis’ budget for fiscal year 2020-2021
Governor Ron Desantis’ budget for fiscal year 2020-2021 is recommending $91.4 billion,which includes key investments in K-12 education system, environment and the well-being ofresidents while recommending over $480 million in savings and over $300 million in taxrelief. Specifically, as it relates to housing, economic development, and other workforceinitiatives, the budget proposes $387 million to fully fund workforce and affordable housingprograms, such as the State Apartment Incentive Loan Program and State Housing InitiativePartnership; $50 million for the Florida Job Growth Grant Fund to provide funding for jobtraining and public infrastructure projects that support growth and employment in the state;and $25 million for key workforce programs to establish or expand pre-apprenticeships andapprenticeships for high school and college students and to support statewide efforts to alignFlorida college students to workforce programs and high-wage job opportunities.
Mason Jackson stated the Governor is looking to give raises and increase base pay toclassroom teachers and principals.
2. Presentations at the January Board Meeting
Matt Rocco, President of the South Florida Manufacturers Association, will provide apresentation on job growth and workforce perspective in the manufacturing industry.
Mason Jackson stated that we had to bump Matt Rocco, from a previous board meeting due totime constraints. Mr. Rocco will be presenting at our January Board meeting.
3. Board Members Recognition
John Simmons, a labor representative resigned from the Board.
4. CSBD Info-graph On the 2019 SYEP
CSBD’s Summer Youth Employment Program (SYEP) provides Broward County youthbetween the ages of 16 and 18 with paid summer employment. This Info-graph was createdto provide information on the positive impacts of the 2019 SYEP.
Mason Jackson stated that our SYEP enrollment has started. We received half of theapplicants within the first four hours. He further noted that Carol Hylton and Latema King arepresenting at the Lauderdale Lakes Commission meeting.
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Executive Committee Meeting January 13, 2020
MATTERS FROM THE EXECUTIVE COMMITTEE None
MATTERS FROM THE FLOOR None
MATTERS FROM THE PRESIDENT/CEO None
ADJOURNMENT 1:45 p.m.
NEXT EXECUTIVE COMMITTEE MEETING WILL BE HELD ON FEBRUARY 10, 2020.
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Administrative Office 2890 W. Cypress Creek Road Ft. Lauderdale, Florida 33309
Memorandum #06 – 19 (LS)
TO: Executive Committee
FROM: Mason C. Jackson, President/CEO
SUBJECT: Acceptance of the Audit Report for the Period Ending September 30, 2019
DATE: February 5, 2020
SUMMARY
Anthony Brunson, PA has completed the annual audit of CareerSource Broward (CSBD) for the period ending on September 30, 2019. Mr. Brunson will present the audit report. There were no findings. As the Audit Committee meets directly prior to the Executive meeting, the recommendations will be presented at the Executive meeting.
BACKGROUND
Each year CSBD is required to have an audit conducted of its financial statements and a compliance review with respect to grant requirements. CSBD has a contract with Anthony Brunson, PA to conduct the audit.
DISCUSSION
There were no findings or management recommendations in the Audit Report.
RECOMMENDATION
That the Executive Committee accepts the annual audit report.
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Administrative Office 2890 West Cypress Creek Road
Ft. Lauderdale, FL 33309
Memorandum #23 – 19 (OPS)
To: Executive Committee
From: Mason Jackson, President/CEO
Subject: Addition of New Course for Existing Eligible Training Provider – Broward College
Date: February 5, 2020
SUMMARY
Consideration to approve current Eligible Training Provider (ETP) Broward College’s (BC) application to add their Marine Engineering Management Associate of Science (A.S.) degree program to the Individual Training Account (ITA) list. CareerSource Broward (CSBD) reviewed the application for completeness and to ensure that Broward Workforce Development Board (Board) mandated criteria are met for the training program and related occupational title. Because Board member, Dr. Mildred Coyne, is employed at Broward College and Board Member, Francois LeConte serves on the Broward College Business Advisory Committee this recommendation must be approved by a 2/3 vote of the Board members present with an established quorum at a Board meeting. Approved at the 2/4 One Stop Services Committee meeting.
BACKGROUND
The Workforce Innovation and Opportunity Act (WIOA) requires classroom or online training to be provided through ITAs at schools and for courses approved by the local workforce board. Additionally, all occupational training must prepare students for in demand occupations appearing on the Targeted Occupations List (TOL) and meet the Board established minimum evaluation criteria. This includes but is not limited to licensure, accreditation, and issuance of an industry recognized credential, and reporting to the Florida Education and Training Placement Information Program (FETPIP). All of our current eligible training providers meet these criteria.
DISCUSSION
BC, an approved CSBD ETP, submitted an application to add their Marine Engineering Management AS degree program, to the ITA list. BC is accredited by the Southern Association of Colleges and Schools, which is an entity approved by the U.S. Department of Education, and submits data reports to FETPIP.
This 2 year occupational training program prepares students for entry-level Motorboat Mechanics and Service Technician positions. Through the program students will develop knowledge and the necessary skills to work on yachts with diesel engines and sophisticated sustainable systems. The curriculum includes classroom and internship training. Upon completion of this program graduates will be eligible to sit for various American Boat and Yacht Council (ABYC) industry certifications/licenses.
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As of January 30, 2020, using tools such as Jobs EQ and Employ Florida, CSBD was able to validate that within the past ninety days there have been at least 25 job openings for this occupation in Broward County. This occupation pays an entry wage of $14.42 per hour. We will limit enrollment of customers to 10 in this program until performance is established. A cross-functional CSBD review team comprised of staff from Operations, Management Information Systems, Finance and Quality Assurance evaluated the applications. The committee has determined that all Board mandated criteria have been met for the training programs and related occupational titles. Because Board member, Dr. Mildred Coyne, is employed at Broward College and Board Member, Francois LeConte serves on the Broward College Business Advisory Committee this recommendation must be approved by a 2/3 vote of the Board members present with an established quorum at a Board meeting. RECOMMENDATION Approve the addition of BC’s Marine Engineering Management AS degree program to the ITA list.
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ITA Course Summary SpreadsheetSummary to OPS Memo #23-19
School Name / Location Accreditation / State Agency Approval
Is School Enrolled
in FETPIP?
FL DOE License Course Title
Type of credential
offered
Program Length
Online or Classroom
Tuition cost
Supply Costs
(Books, Tools,
Uniforms)
Certification Costs
Program Total Cost
Broward CollegeSouthern Association of Colleges and Schools
Commission on CollegesY Y
Marine Engineering Management
Associate Degree 2 years Classroom $10,635 $2,011 $1,200 $13,847
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Administrative Office 2890 West Cypress Creek Road
Ft. Lauderdale, FL 33309
Memorandum #25 – 19 (OPS) Revised
To: Executive Committee From: Mason Jackson, President/CEO
Subject: Accept Additional State Apprenticeship Expansion Grant Funds Date: February 6, 2020 SUMMARY Consideration to accept $100,000 in additional funding from the Florida Department of Economic Opportunity (DEO) to fund the State Apprenticeship Expansion Grant for the period of 12/1/19 - 6/30/21. This Grant is a collaborative partnership between CareerSource Broward (CSBD), the School Board of Broward County (SBBC) - Atlantic Technical College and the Marine Industries Association of South Florida to train WIOA eligible apprentices as Yacht Service Technicians for the marine industry. Because a Board member, James Payne, is employed by SBBC, this recommendation must be approved by a 2/3 vote of the Board members present with an established quorum at a Board meeting. Approved at the 2/4 One Stop Services Committee meeting. BACKGROUND The Yacht Service Technician apprenticeship is sponsored by the Marine Industries Association of South Florida. CSBD in partnership with SBBC and Marine Industries Association of South Florida applied for a grant from the state to expand the number of apprentices served. Each apprentice will receive a minimum of 288 hours of related technical instruction from Atlantic Technical College, while participating employers provide 4,000 to 5,000 hours of on the job training allowing each apprentice to be certified and credentialed as a Yacht Service Technician. DISCUSSION As part of a national movement, this initiative supports continued expansion of apprenticeship programs right here in Broward County in the key Marine industry. The additional $100,000 in grant funds will be used to increase the number of apprentice slots. The goal is to train up to 20 additional apprentices. To qualify under the grant, participants must be WIOA eligible. The purpose is to increase the participation of targeted populations in this registered apprenticeship program, such as: youth, women, racial and ethnic minorities, Veterans and individuals with disabilities.
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The key collaboration roles that will be a part of the effort are as follows:
1. CSBD - will serve as the fiscal agent and will work with both partners to identify and recruit up to twenty (20) additional apprentices for the program, and provide industry connections for workplace experiences,
2. Atlantic Technical College (ATC) – will provide specific instruction through courses on the ATC campus; and,
3. Marine Industries Association of South Florida is responsible for recruitment of apprentices and employers and oversight of the registered apprenticeship program.
Under the grant CSBD will provide on-the-job training wages and reimburse employers up to $4,200 per person. Apprentices will start at $12.00 an hour and will earn up to $16.50 upon completion of their apprenticeship. The term of this grant is through 6/30/2021 and staff recommends acceptance of the funds. Because a Board member, James Payne, is employed by SBBC this recommendation must be approved by a 2/3 vote of the Board members present with an established quorum at a Board meeting. RECOMMENDATION Approve the acceptance of an additional $100,000 in State Apprenticeship Expansion Grant funds for the period of 12/1/19 - 6/30/21 to support the expansion of the Yacht Service Technician apprenticeship program.
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Administrative Offices 2890 West Cypress Creek Road
Fort Lauderdale, FL 33309
Memorandum #04 – 19 (CBR) To: Executive Committee From: Mason Jackson, President/CEO Subject: Industry-based Employer Forums Date: February 4, 2020
SUMMARY CareerSource Broward (CSBD) is recommending that we host up to seven employer forums through November 30. These forums will provide information on CSBD services and benefits to employers. They will also provide us the opportunity to learn first-hand about issues that impact their recruiting, hiring and training decisions including what skills gaps exist. Consideration to move forward with 1) plan and implement seven employer forums and 2) recommending to the CSBD governing boards that we are authorized to use up to $2,000 per forum for a total of $14,000 of the funds already reserved for food and beverage out of the general fund. We anticipate there may be additional costs incurred for facilities fees depending on the number of the attendees or a speaker’s fee. Approved at the 2/3 Employer Services Committee meeting. BACKGROUND From 2012 to 2015, CSBD held a series of employer forums specific to the targeted industries of Aviation, Marine, Automotive, Healthcare/Life Sciences, Construction, and Technology. The objective of the forums was to:
1. Collect information directly from employers about what jobs were available at the moment and what companies were planning for the future.
2. Determine what skills job seekers needed to be competitive and whether there were skills gaps.
3. Provide a collaborative environment for employers and education to guide curriculum
development. 4. Provide outreach information about CSBD services.
The forums were successful in allowing CSBD to establish relationships with new employers as well as allowing employers the opportunity to provide critical skills gap information to our education partners. This allowed the education partners to review their industry-based curriculum in order to meet the needs of the employers. Because of the forums, some of the education partners made updates to their curriculum such as incorporating soft skills training. Additionally, CSBD started a soft skills workshop based on information learned through the forums.
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DISCUSSION Staff is recommending that we hold seven employer forums in 2020 in an effort to convene the business community with our partners in education and economic development to obtain current information needed in order to address specific skill gap pain points. Forums will be held for CSBD’s targeted industries of:
a) Aviation/Aerospace b) Construction c) Healthcare/Life Sciences d) Hospitality/Tourism e) Information Technology f) Manufacturing g) Marine
CSBD will target employers that, through an analysis of various databases of on-line job postings such as Employ Florida, Help Wanted OnLine and TORQ, is actively hiring to educate them to our services CSBD is recommending to the Board that during these forums we provide refreshments, breakfast or lunch for the employers. The budget for forums will be $2,000 per forum for a total of $14,000. The funds would come from the funds already reserved for food and beverage out of the general fund. We anticipate there may be additional costs incurred for facilities fees depending on the number of the attendees or a speaker’s fee. RECOMMENDATION Approval to move forward with 1) plan and implement the seven employer forums and 2) recommend to the BWDB the use of up to $2,000 per forum for a total of $14,000 of the funds already reserved for food and beverage out of the general fund.
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Administrative Office 2890 W. Cypress Creek Blvd. Ft. Lauderdale, Florida 33309
Memorandum #09 – 19 (LS)
TO: Executive Committee FROM: Rochelle J. Daniels, General Counsel SUBJECT: President/CEO Evaluation DATE: February 5, 2020 SUMMARY In accordance with the Broward Workforce Development Board, Inc. (BWDB) and CareerSource Broward Council of Elected Official's policy, the Executive Committee evaluates the President/CEO using an instrument developed by the Organizational Resources Committee. The evaluation instrument was distributed to the Executive Committee members by the Legal Department in December. BACKGROUND Each year the President/CEO is evaluated and the Executive Committee makes a recommendation regarding a merit increase. The evaluations were sent to all the Executive Committee members in December. Members were provided with a copy of the Evaluation Instrument and a copy of the Milestones Report. As the Executive Committee members completed the evaluations they were returned to the Legal Department for review and tally. In the past some members would score over the cap listed on the evaluation instrument. This year we asked those members to stay within the scale provided on the evaluation instrument. DISCUSSION A completed evaluation was received from all of the Executive Committee members who served during the last program year. Scores were averaged for each rating criteria. The combined overall rating totaled 3.9 out of a possible 4.0. The Executive Committee is charged with making recommendations regarding the President/CEO’s merit increase. Last year the President /CEO declined a raise. RECOMMENDATION That the BWDB Executive Committee review and approve the President/CEO’s evaluation.
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CareerSource Broward Evaluation Form – President/CEO December 2019 Page 1 of 3
PRESIDENT/CHIEF EXECUTIVE OFFICER EVALUATION FORM 2019
PRESIDENT/CEO: MASON JACKSON
RATING DESCRIPTION POINTS
OUTSTANDING Exceptional in all areas, superior 4 EXCELLENT Exceeds position requirements, high quality,
consistent 3
MEETS EXPECTATIONS Competent level of performance, meets standards
2
NEEDS IMPROVEMENT Deficient in some areas, room for improvement
Directions: Carefully review the performance of the President/CEO over the course of the past year. Keep in mind the essentials of the job. Review work product, projects, or programs that the President/CEO may have been involved in. We have attached the milestone report in case you want to refer to it. Be as objective as possible. If there is a category for which you do not feel comfortable placing a rating, insert “N/A” next to that category. This will in no way reflect the overall rating. INTERPERSONAL RELATIONSHIPS Appearance; attitude; business sense; cooperation; motivation; achieves appropriate balance among public service objectives, organizational objectives, and employee interests. Rating: 4 4 4 4 4 4 4 4 4 4 Average:
4 LEADERSHIP Formulates and articulates a vision for the organization; inspires teamwork and effectiveness; demonstrates a positive and exemplary approach to work; involves and encourages employees; maintains high professional standards.
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CareerSource Broward Evaluation Form – President/CEO December 2019 Page 2 of 3
Rating: 4 4 4 4 4 4 4 4 4 4 Average:
4 JUDGEMENT Exercises discretion and diplomacy; handles difficult situations in a professional and proactive manner. Rating: 4 4 4 4 3 4 4 4 4 4 Average:
3.9 INTERGOVERNMENTAL RELATIONS Aggressive advocate for the organization; maintains communications with elected and non-elected officials of local, state, and federal governments. Rating: 4 4 4 4 3 4 4 4 4 4 Average:
3.9 BROWARD WORKFORCE DEVELOPMENT BOARD RELATIONS Responds in a prompt, professional, and efficient manner; keeps the Board informed; submits comprehensive, concise and understandable agenda items; provides assistance and support in carrying out Board decisions. Rating: 4 4 4 4 4 4 4 4 4 4 Average:
4 MEETS OVERALL BWDB OBJECTIVES Includes overall financial management and effective management of public risk and financial needs. Ensures WorkForce One Employment Solutions delivery of services in a cost effective and customer-oriented manner; meets performance standards, and achieves BWDB priorities. Rating: 4 4 4 4 3 4 4 4 4 4 Average:
3.9 DIVERSITY Hires and/or promotes employees in numbers that reflect the diverse makeup of the community (women and minorities); meets or exceeds organization goals in awarding acceptable number of contracts and services to minority and/or women-owned businesses. 4 4 4 4 3 4 4 4 4 4 Average:
3.9
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CareerSource Broward Evaluation Form – President/CEO December 2019
Administrative Office 2890 West Cypress Creek Road
Ft. Lauderdale, FL 33309
Memorandum #06 – 19 (CBR)
To: Executive Committee From: Mason Jackson, President/CEO
Subject: I-95 / I-595 Construction Recruitment and Case Management Services Date: February 5, 2020 SUMMARY Consideration to accept up to $35,850 from HNTB Corporation for case management and support services for 26 new hires for up to one year, related to the I-95 / I-595 roadway construction project in Broward County. BACKGROUND HNTB Corporation is an infrastructure design firm that has designed many sports facilities, airports, bridges, tunnels, roadways, and rail and transit systems across the United States and around the world. HNTB has received grant funding from the Florida Department of Transportation (FDOT) designed to identify and connect qualified workers for gainful employment related to the I-95 / I-595 roadway construction project. HNTB has reached out to CareerSource Broward (CSBD) to provide case management services to assist new hires in this project. HNTB has also asked us to approach CareerSource Central Florida and CareerSource Northeast Florida which we have already done. DISCUSSION Under the partnership agreement, CSBD will receive up to $35,850 to provide 1) provide case management services for 26 new hires for up to one year and 2) provide support services such as transportation assistance and safety attire (e.g., work boots) through the grant. The agreement is in the negotiation stage. If the governing boards approve we will finalize the agreement. RECOMMENDATION Approve the acceptance of up to $35,850 from HNTB Corporation for recruitment, case management and support services for services related to the I-95 / I-595 roadway construction project.
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Administrative Office 2890 W. Cypress Creek Rd
Ft. Lauderdale, Florida 33309
Memorandum #22 – 19 (OPS) Revised To: Executive Committee From: Mason Jackson, President/CEO Subject: Approval to Add Additional Funding to The FLITE Center Contract Date: February 5, 2020 SUMMARY Consideration to approve an increase of $21,000 to the Fort Lauderdale Independence Training & Education (FLITE) Center contract to fund an additional navigator who will be dedicated to working with youth affected by human trafficking. As we reported to the Board and Committees we have youth funds available. This will help to expend our youth allocation and serve an important youth target group. Approved at the 2/4 One Stop Services Committee meeting. BACKGROUND We currently fund two (2) navigators at The FLITE Center which serves youth transitioning from foster care. FLITE Center has had excellent performance to date. They recently received a grant from the Broward County Children’s Services Administration to serve chronically homeless youth which includes survivors of human trafficking as defined by Trafficking Victims Protection Act (TPVA). According to the Broward Human Trafficking Coalition, human trafficking in Broward County increased approximately 30% from 2016-2018 from 168 cases to 217 cases respectively. FLITE offers housing, case management and services appropriate to this target group. Funds are available in the youth allocation. As we reported to the Board in January our available youth allocation is slightly more than the preliminary budget due to a higher carryforward than anticipated. DISCUSSION The FLITE Center is requesting additional funding to hire a navigator which will provide Workforce Innovation and Opportunity Act (WIOA) services to 12-15 out-of-school youth who are survivors of human trafficking. FLITE case managers will identify youth who are committed to making the changes to their lifestyles such that they can benefit from WIOA services. Youth will be provided access to FLITE services as well as to any of the 14 WIOA elements such as but not limited to work experience, ITA’s, case management, and support services. RECOMMENDATION Approve an increase of $21,000 to the FLITE contract to fund an additional navigator who will be dedicated to working with youth affected by human trafficking.
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Administrative Office 2890 West Cypress Creek Road
Ft. Lauderdale, FL 33309
Memorandum #28 – 19 (OPS)
To: Executive Committee From: Mason Jackson, President/CEO Subject: Expansion of Out of School Youth Eligibility Date: February 5, 2020 SUMMARY Consideration to 1) expand “out of school” youth eligibility by defining the term, “needs additional assistance to enter or complete an educational program or to secure or hold employment”. Currently, youth providers are meeting enrollment goals. In looking toward the future and our services to the distressed community, we researched ways to broaden the eligibility criteria. Youth in the distressed communities are often subject to stressors occasioned by their family circumstances. We are recommending incorporating those stressors into the definition and if approved 2) incorporate the changes in our 4-year plan. The Workforce Innovation and Opportunity Act (WIOA) allows this flexibility with Broward Workforce Development Board (Board) approval. Approved at the 2/4 One Stop Services Committee. BACKGROUND WIOA describes eligibility criteria out of school youth (OSY) must meet to participate in the WIOA Title I Youth Program. Youth who are eligible have an opportunity to improve their education, job and career options. WIOA recognizes youth living in high priority areas as low income. Locally we are working with our partners to increase our penetration in those zip codes referred to as our distressed communities. Expanding eligibility for low income youth by defining “needs additional assistance to enter or complete an educational program or to secure or hold employment,” will help to increase services to youth in those communities. DISCUSSION While currently youth providers are meeting enrollment goals in looking forward to our services to the distressed communities we researched ways to broaden the eligibility criteria. Since this is our first full 4 year Plan it is an opportune time to make this change. Youth in the distressed communities are often subject to stressors occasioned by their family circumstances. To serve low income out of school youth not included in other WIOA barriers, the Board can define the term “needs additional assistance to enter or complete an educational program or to secure or hold employment,” thereby opening the door to services to additional youth. Staff is recommending the term “Additional assistance to enter or complete an educational program or to secure or hold employment, be defined as having one of the barriers listed on the next page:
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OSY Barriers
(a) Historical or current personal or family substance abuse
(b) Gang involved, affiliated, or affected due to family member involvement
(c) Victim of abuse or domestic violence or family history of abuse or domestic violence
(d) Victim of human trafficking
(e) A youth who has a parent that is or was incarcerated within the past 24 months
(f) A youth lacking a significant or positive work history based upon:
1. Their having been fired from 1 or more jobs within the last six months or, 2. Their having been employed in 3 or more jobs within the last 12 months, and who is no
longer employed or, 3. A youth who has actively been seeking full-time employment for at least 2 months, but
remains unemployed, or working part-time. Includes a youth with no employment history.
RECOMMENDATION Approval to 1) expand “out of school” youth eligibility by defining the term, “needs additional assistance to enter or complete an educational program or to secure or hold employment” as described above.1 and if approved 2) incorporate the changes in our 4-year plan.
1 Youth meeting the definition would still be required to be low income.
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Administrative Office 2890 West Cypress Creek Road
Ft. Lauderdale, FL 33309
Memorandum #18 – 19 (OPS) Revised To: Executive Committee From: Mason Jackson, President/CEO Subject: New Course for Existing Eligible Training Provider – South Florida Academy of
Air Conditioning Date: February 6, 2020 SUMMARY Consideration to approve existing Eligible Training Provider (ETP) South Florida Academy of Air Conditioning’s application to add HVAC Maintenance Technician program to the Customer Individual Training Account (ITA) list. Career Source Broward (CSBD) reviewed the application for completeness and to ensure that Broward Workforce Development Board (Board) mandated criteria are met for the training program and related occupational title. CSBD recommends approval of the addition of this occupational training program to the ITA List. Approved at the 2/4 One Stop Services Committee meeting. BACKGROUND The Workforce Innovation and Opportunity Act (WIOA) requires classroom or online training to be provided through ITAs at schools and for courses approved by the local workforce board. Additionally, all occupational training must prepare students for in demand occupations appearing on the Targeted Occupations List (TOL) and meet the Board established minimum evaluation criteria. This includes but is not limited to licensure, accreditation, issuance of an industry recognized credential, and reporting to the Florida Education and Training Placement Information Program (FETPIP). All of our current ITA training providers meet these criteria. DISCUSSION South Florida Academy of Air Conditioning, an approved ETP, submitted an application to add HVAC Maintenance Technician program to the Customer ITA list. South Florida Academy of Air Conditioning is licensed by the State of Florida, Commission for Independent Education (CIE), and they submit data reports to the Florida Education and Training Placement Information Program (FETPIP). This 60 clock hour occupational training program provides students with the basic HVAC repair knowledge needed to gain employment in the Heating, Ventilation, and Air Conditioning (HVAC) field. This class is held on Saturday’s and Sunday’s to allow more flexibility to students who work train for a new career. The curriculum includes classroom skills, industry terminology, hands-on training, real-work experience and employment skills preparation. Maintenance Technicians in Florida cannot apply for maintenance positions without the National Environmental Protection (EPA) exam in HVAC. Upon completion of this program graduates will be prepared to conduct basic trouble-shooting of electrical components, replace failed components, fix and maintain central air conditioning units in order to maintain or seek employment as HVAC Technician helpers, HVAC Installation Crew Members, Beginning HVAC Technical Trainees, or HVAC Property Maintenance Technicians Trainees.
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As of January 30, 2020, using tools such as Jobs EQ and Employ Florida, CSBD was able to validate that within the past ninety days there have been at least 25 job openings for this occupation in Broward County. This occupation pays an entry wage of $15.01 per hour. We will limit enrollment of customers to 10 in this program until performance is established. The course articulates to Broward County School Board’s general career and technical education program for customers who want to further their education and attain additional credentials in the HVAC field. A cross-functional CSBD review team comprised of staff from Finance, Operations, Management Information Systems and Quality Assurance evaluated the application. The committee has determined that all Board mandated criteria have been met for the training program and related occupational title. RECOMMENDATION Approve the addition of South Florida Academy of Air Conditioning HVAC Maintenance Technician program to the Customer ITA list.
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ITA Course Summary SpreadsheetAttachment to OPS Memo #18-19
Administrative Office 2890 West Cypress Creek Road
Ft. Lauderdale, FL 33309
Memorandum #27 – 19 (OPS) To: Executive Committee From: Mason Jackson, President/CEO Subject: Selection of a Staffing Companies for Disaster Relief Date: February 5, 2020 SUMMARY On 9/16/19, CareerSource Broward (CSBD) released a Request for Proposals (RFP) to create a vendor list of staffing companies to provider workers in the event of a disaster (hurricane). Five proposals were received. As all responsive proposers will be eligible to participate in providing workers in the event of a hurricane a Board Review Committee was not required. Staff met to review the responsiveness of the proposals on 1/25/20. All proposals met the minimum requirement. It is recommended that approval to contract with each of the companies be granted. Approved at the 2/4 One Stop Services Committee meeting. BACKGROUND Whenever the Governor declares a state of emergency for South Florida CSBD is awarded funds to provide temporary disaster relief workers. CSBD utilizes staffing companies who serve as the employer of record for the temporary workers. The workers are used by the County, municipalities and not for profit entities to assist with clean-up, humanitarian aid and recovery efforts, including demolition, repair, renovation and reconstruction of damaged and destroyed structures, facilities and lands affected by a disaster. The procurement for these services was To be ready in the event of a hurricane in the upcoming season a new procurement was issed as contracts entered into under the previous 2017 procurement have expired. DISCUSSION On 9/16/19, CSBD released an RFP for Staffing Companies. The purpose of the RFP was to identify companies that could be placed on a vendor list to be accessed in the event of a disaster. During a disaster CSBD works with the companies on its vendor’s list to provide relief clean up, restoration and humanitarian workers to the County, the municipalities and not for profit entities in the community. Different companies are able to place different categories of workers depending upon their workers’ compensation insurance. The RFP was advertised in the Sun Sentinel, Westside Gazette, and Broward Daily Business Review. It was posted on the CSBD website. A notice was emailed to all the staffing companies on the state’s and CSBD’s vendor list. The RFP closed on 10/11/19. On 10/11/19, CSBD received five (5) responses to the RFP. Because all proposals meeting minimum criteria established in the RFP would be eligible to be funded there was no need to call together a Board Review Committee. A group of 3 staff reviewed the proposals for RFP responsiveness to assure they met the minimum criteria. Staff reached out to the proposers if clarification was needed and to ascertain the fees proposed.
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The Staffing Companies Fees and Categories of Workers to be Provided
In the chart above in the column labeled “Total Burden and Management Fee”:
• The number 1 in front of the decimal point represents 100% of the temporary worker’ssalary
• The numbers which follow the decimal point is the percentage fee X the salary whichCSBD will pay.
• Example: 22nd Century Technology, will charge 22% of the worker’s salary as their fee.
• All quotes include FICA and Medicaid in the fee.
CSBD is recommending that all of the five (5) proposers be placed on the vendor list. We will only know how many workers a company can sponsor and how many workers we need to be able to satisfy the requests of the governmental units and the community based organizations when the hurricane has past and we are in recovery mode. As a result the contracts entered into will be based upon funds received and the cost proposed per worker. No company will be guaranteed a minimum payment.
RECOMMENDATION
Approval to contract with the above listed staffing companies for disaster relief.
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Administrative Office 2890 W. Cypress Creek Rd.
Ft. Lauderdale, Florida 33309
Memorandum #07 – 19 (FS) To: Executive Committee
From: Mason Jackson, President/CEO
Subject: Budget vs. Expenditure Report
Date: February 5, 2020
SUMMARY
Detailed below is the Budget vs. Expenditure Report. We have divided the report into 2 charts because some of the funding streams received are awarded on July 1st in accordance with the WIOA program year and our other funding streams are awarded on October 1st in accordance with the federal fiscal year. Reviewed at the 2/10 Audit Committee which meets directly prior to the Executive Committee meeting.
BACKGROUND
This report is presented in accordance with the Audit Committee’s request for updates regarding the budget as compared to actual expenditures. The committee is reminded that expenditure fluctuations occur as a result of invoices from vendors/sub-recipients, OJTs, ITAs, and support services being submitted at different times.
DISCUSSION
Detailed below are 2 charts. Chart 1 depicts funding streams received July 1 – June 30 and Chart 2 depicts funding streams received October 1 – September 30.
Chart 1: July 1 – June 30 Budget vs. Actual @ 50% of the Year
Notes Funding Stream PY 19-20 Budget
Actual Expenditures
7/1/19 - 12/31/19 %
Expended
1 Welfare Transition (WTP) – On Target 4,162,699 1,920,552 46%
2. WIOA AD / DW – is underspent due to enrolling customers into the more restrictiveHurricane grants and spending those funds first. We will be doing additional advertisingto increase enrollments into training and purchasing additional assessment tools forcustomers. We expect these actions to bring expenditures into alignment.
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3. WP – As reported in December additional expenditures are planned later in the programyear such as replacing furniture that is in disrepair in our centers, refreshing computersin accordance with our schedule and updating the telephone system at our SouthCenter.
4. WIOA Youth –As reported in December the youth allocation is underspent as funds setaside for work experience are not being used as youth are securing unsubsidized jobs inthis economy. The following actions are being taken to increase expenditures.
a. Broward College is in the process of enrolling a new cohort of youth who areexpected to also engage in work experience.
b. We have increased the length of time youth can be in work experience.
c. We are recommending increasing the Agreement with FLITE to fund an additionalNavigator to serve victims of human trafficking. If approved we anticipate servinganother 12-15 youth.
Chart 2 covers the funding streams awarded in October. The budget vs actual report covers 10/1/19-12/31/19 which represents for those federal funding streams awarded on a federal fiscal year basis and represents expenditures at 25% of the year.
Chart 2: Budget vs. Actual @ 25% of the Year (October 1 – September 30)
1. UC - We will adjust staff time allocations to the fund and freeze a current vacancy toreduce expenditures. This will bring expenditures into alignment with the budget.
2. Veterans – The allocation we received was much higher than the state told us toanticipate. To increase expenditures we plan:
a. To purchase adaptive equipment, software, and assessments for customers as aportion of the funding is for the support of disabled veterans.
b. To provide additional training for staff so as to increase their competencies andexpertise to better serve the Veterans.
3. SNAP – On Target.
RECOMMENDATION
None. For information purposes only.
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Administrative Office 2890 W. Cypress Creek Rd.
Fort Lauderdale, Florida 33309
Memorandum #08 – 19 (FS) To: Executive Committee
From: Mason C. Jackson, President/CEO
Subject: General Fund Balance
Date: February 5, 2020
SUMMARY
On 10/31/19 the General Fund balance was $648,873. At this time the General Fund balance is $569,126 (total revenues) – (minus) $423,147 (annual set aside) which leaves $145,979 in the General Fund. We expect to see continued revenues through TTW. Reviewed at the 2/10 Audit Committee which meets directly prior to the Executive Committee meeting.
BACKGROUND
The following is a list of expenditures approved by the Elected Officials that is charged against the General Fund each year. While expenditures for food are capped, the other categories may fluctuate. This is because costs related to salaries and overhead are impacted by merit increases, vacancies, and other outside factors.
Estimated Annual General Fund Set Asides
Category Dollar Amount
Food $23,500 Presidents Salary – Salary above the federal cap $30,559 Ticket to work Staff Salary/Benefits & Overhead 1 $117,088 Florida Workforce Development Association Dues2 $2,000 Emergency set aside $250,000 Total $423,147
DISCUSSION
The beginning balance as of 10/31/19 in the General Fund was $648,873. During the reporting period of 11/1/19-12/31/19, revenues received were $237,614 and expenditures were $317,361. The ending balance of the General Fund as of 12/31/19 was $569,126 (revenues minus expenditures).
1 2 staff are approved for TTW, however based on need one staff person is being cost allocated as they are providing financial literacy workshops in the career center. 2 This is the portion of the dues spent on the lobbying firm.
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General Fund revenues and expenditures for the period 11/1/19 – 12/31/193
Revenues Expenditure Beginning Balance as of 10/31/19 648,873 Interest – SBA/ Citibank Money Market 1,696
Parking Revenue 2890 Cypress Creek 900
Ticket to Work (TTW) 110,700 17,640
Board Retreat 1,750 1,750
Building-Depreciation (see footnote #4 below) 122,568
Building Principal4 290,492
Food per Board approval 7,479
Sub-total 237,614 317,361 Total as of 12/31/19 569,126
At this time the General Fund balance is $569,126 (total revenues) –(minus) $423,147 (annual set aside which leaves $145,979 in the General Fund. We expect to see continued revenues through TTW.
RECOMMENDATION
None. For information purposes.
3 Please note we report these costs based upon our last report. The Food Memo on the Agenda is reporting on Calendar Year. 4 Bank transfer occurred in February 2020. Depreciation is recaptured from 1/1/2019-9/30/19 as we could only start depreciating after we moved into the building. Principal Payments from 2017-2019.
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Is Your Company Hiring For The Following IT-Related Positions?
IT Help Desk • Telecommunication Technicians Field Technicians • Network Support Technicians
Recruit, Train & Hire Employees Through Apprenticeships! Broward College, in collaboration with CareerSource Broward, is recruiting employers in South Florida to participate
in its Information Technology Apprenticeship Program. Participating companies will provide work-based learning opportunities to individuals seeking a career in IT, while providing a fast-tracked path toward filling vacant positions.
Graduates will be able to obtain A+, Network+, Cloud+ and Project+ certifications upon completion of the program. Grant funding is also available and will cover up to $2,620 per apprentice for wages and training costs.
Employer slots are limited; the next apprenticeship class begins February 2020!
For more information, visit broward.edu/apprenticeship or contact:Kristal Taylor, Apprenticeship Program Manager, CareerSource Broward
An equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities. All voice telephone numbers on this document may be reached by persons using TTY/TDD equipment via the Florida Relay Service at 711.
The initiative referenced by this flyer is paid for through a USA Apprenticeship Grant totaling $100,000.
Find us on:
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Employer Services UpdateNovember 2019 through December 2019
2019
New Job Orders entered in Employ Florida
Total Active Broward CountyJob Orders
New Employersregistered in Employ Florida
Total number of Broward employersregistered inEmploy Florida
New jobseekersregistered in Employ Floridafor Broward County
2018
Employ Florida Statistics
5Employers assisted
Employer-basedTraining Grants
0800
16001200
1800
010,00015,00020,00026,000
0500
100015002500
5Companies
Rapid Response
375Affected workers
0400800
12001600
050
100150200
713Available positions
MassRecruitmentEvents
28 Mass Recruitments
445 Jobseekers in attendance
175Jobseekers considered for hire
20192018
20192018
20192018
20192018
NOV. DEC.
1322937
1236948
NOV. DEC.
650 411704 676
NOV. DEC.
69 5184
63
NOV. DEC.
25,517 25,56824,761 24,824
NOV. DEC.
936 9031069
942
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CSBD/Greater Ft. Lauderdale Alliance Training Grant Assistance Totals
BRAVO/EMPLOYER Meetings are one-on-one meetings with employers where we learn about the issues employers are facing such as training, workforce development, recruiting,
education, relocation and expansion support or permitting assistance.
Greater Ft. Lauderdale AllianceBRAVO/EMPLOYER Meetings
New or existingemployees to be trained
11 in grant assistance
Total number of job postings among the following targeted industries: Aviation/Aerospace,
Construction, Healthcare/Life Sciences,
Hospitality, Retail, Information Technology and Marine 358
Employerreceiveda total of
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November
14 meetings
December
15meetings
$605,694
Employer Services UpdateNovember 2019 through December 2019
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Administrative Office 2890 West Cypress Creek Road
Ft. Lauderdale, FL 33309
Memorandum #20 – 19 (OPS) To: Executive Committee
From: Mason Jackson, President/CEO
Subject: Individual Training Account (ITA) Performance Report
Date: February 3, 2020
SUMMARY
All ITA providers are contractually required to a have a minimum 70% training related placement rate for graduates who complete their programs within 180 days of graduation. CSBD conducted its semi-annual analysis of ITA provider performance in January and found that The Academy of South Florida’s Application Architect training program did not meet the required performance. Per Board directive on 9/27/18 CSBD is to suspend referrals to programs once we determine that a 70% training related employment rate is not achieved and provide a report to the Board. Accordingly, CSBD is suspending customer referrals to this program until receipt of evidence to confirm the attainment of a 70% or better graduate training-related placement rate. Reviewed at the 2/4 One Stop Services Committee meeting.
BACKGROUND
The contract entered into between schools and CSBD requires that all occupational training programs meet a 70% training-related placement rate within 180 days of the student’s completion of the training program. This standard is only applied to programs that have ten (10) or more graduates. Placements must be training related and this is broadly interpreted.
Per Board directive on 9/27/18 CSBD is to suspend referrals to programs once we determine that a 70% training related employment rate is not achieved and provide a report to the Board.
DISCUSSION
CSBD conducted its semi-annual analysis of ITA provider performance in January and The Academy of South Florida’s Application Architect training program did not meet the placement criteria. The Academy of South Florida was notified and was asked to review CSBD’s placement data and provide additional job placement data information. To date the additional information received does not establish a 70% training-related placement rate.
Currently the Application Architect program is at a 64% training related placement rate. They are working with several customers to secure employment to increase their placement rate to 70%. However, we are suspending referrals to The Academy of South Florida’s Application Architect training program until we receive evidence to confirm the attainment of a 70% or better graduate training-related placement rate. At that time CSBD will return the program to the ITA list.
RECOMMENDATION
None. For Information Only.
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ITA Vendor Performance ReportNote: All data contained in this report is current through December 31st, 2019, with subsequent
adjustments by the vendor-providers, for students graduating from ITA programs between January 1st,
2018 and December 31st, 2019. This report is subject to periodic updates as more students graduate from
their programs and seek or obtain employment, and as data is further shared by the vendor-providers.
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Successful
Completion
The sum total of all students who have completed the program successfully, without
failing or dropping out.
Awaiting Placement
The sum total of all students who have completed the program successfully and as of
the run-date of this report, remain within the 180 day window to be placed, and have
not yet been placed in a training related job. Note: Students who are within the 180-day
window, but who have already been placed in a training related job, do not count in this
number. Students placed in a non-training-related job but who are still within the 180
day window do count here, as there is still time for the provider to place them in a
training related field.
Placed
The sum total of all students who, either while still within training, or within the 180 day
window following training, were placed in a training-related job. A score of 'Pending' in
this column means that no students have currently graduated and reached the end of
the 180-day window for placement, or been placed early.
Not PlacedThe sum total of all students who have exceeded the 180-day window, and were not
placed in a training-related job.
Place %The percentage of all placed students over the sum total of placed and not-placed
students.
It is important to note that only those programs which have reached 10 total students
in the placed and not-placed categories -- i.e., those which have had at least 10
students graduate successfully and then count towards the denominator of the
placement percentage measure -- will be at risk for retention or temporary
cancellation.
Furthermore, a program will not show on this report if it is not currently on the ITA
Training Program list or has no successful completers/graduates as of the date of the
running of this report.
Definitions of Terms used in this Report
Note: This is not the same as our overall Performance Report. This report looks carefully at the 180-day
requirement for placement credit for the ITA Vendor and whether a placement is related to the training received.
We continue to work with customers after 180 days and they may be placed in a training-related job, which
accounts for the difference between this report and our overall performance report.
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0
Program Name
Successful
Completion
Awaiting
Placement Placed
Not
Placed Place %
Accounting Operations 2 1 1 0 100%
Air Conditioning, Refrigeration And Heating Technology 2 0 2 0 100%
Commercial Foods And Culinary Arts 2 1 0 1 0%
Database Application Development & Programming 3 1 0 2 0%
Dental Assisting Technology And Management 1 0 1 0 100%
Performance Breakdown by Program
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18
5
ITA Report Card for Atlantic Technical College Program Performance
Awaiting Placement Placed Not Placed
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Program Name
Successful
Completion
Awaiting
Placement Placed
Not
Placed Place %
Performance Breakdown by Program
Medical Administrative Specialist 2 2 0 0 N/A
Medical Assisting 1 0 0 1 0%
Medical Coder/Biller 1 0 1 0 100%
Practical Nursing 13 0 12 1 92%
Web Development 1 1 0 0 N/A
Welding Technology 2 1 1 0 100%
Successful
Completion
Awaiting
Placement Placed
Not
Placed
Totals 30 7 18 5
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Program Name
Successful
Completion
Awaiting
Placement Placed
Not
Placed Place %
Accounting Technology 2 2 0 0 N/A
Aircraft Airframe Mechanics 3 0 0 3 0%
Business Administration 9 7 0 2 0%
Comp TIA certification 1 1 0 0 N/A
Computer Information Technology 2 2 0 0 N/A
Computer Programming & Analysi 1 0 0 1 0%
Computer Systems Analysis/Analyst 1 1 0 0 N/A
Computer Systems Specialist 3 3 0 0 N/A
Criminal Justice Emphasis 7 5 1 1 50%
Dental Assisting 4 2 1 1 50%
Dental Hygiene 1 0 1 0 100%
Engineering Technology 2 2 0 0 N/A
Performance Breakdown by Program
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50
14
ITA Report Card for Broward College Program Performance
Awaiting Placement Placed Not Placed
53
Program Name
Successful
Completion
Awaiting
Placement Placed
Not
Placed Place %
Performance Breakdown by Program
Graphic Design Technology 5 3 1 1 50%
54
Program Name
Successful
Completion
Awaiting
Placement Placed
Not
Placed Place %
Performance Breakdown by Program
Health Information and Informatics Technology 2 2 0 0 N/A
Project Manager Professional (Security+, Project+, and PMP) 4 1 3 0 100%
Virtualization Professional_Diploma 2 0 0 2 0%
Webmaster 6 1 3 2 60%
Successful
Completion
Awaiting
Placement Placed
Not
Placed
Totals 45 10 22 13
Performance Breakdown by Program
10
22
13
ITA Report Card for The Academy of South Florida Program Performance
Awaiting Placement Placed Not Placed
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CareerSource Broward (CSBD) Targeted Community Outreach: Bringing awareness and bridging the gap in the zip codes of
33023, 33069, 33311, 33313, 33319, and 33309.
PROMOTIONS
An equal opportunity employer/program. Auxiliary aids and services are available upon request to individuals with disabilities.
Find us on:
220 customers placed in jobs are from the targeted zip codes. This is 29% of all customers placed.
JOBS
118 customers who received a WIOA scholarship or enrolled in a work-basedtraining were from the targeted zip codes. This is 26% of all customers thatreceived a scholarship or work-based training.
TRAINING
July 2019 - January 2020
CAREER SUCCESSWORKSHOPS
Held 10 job readiness workshops in thetargeted communities.
Updated 1/30/2020
DIGITAL OUTREACHSocial media posts on the scholarshipprogram placed on Facebook, Instagram and Twitter.
Placed advertisements on targeted Broward County Transit buses in aneffort to promote CSBD services and the WIOA scholarship program.
Advertised on bus benches to promote scholarshipopportunities for in-demand career training.
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This document does not reflect the intent or official position of the bill sponsor or House of Representatives. STORAGE NAME: pcs1271.WTS DATE: 1/31/2020
HOUSE OF REPRESENTATIVES STAFF ANALYSIS
BILL #: PCS for HB 1271 State Economic Development Entities SPONSOR(S): Workforce Development & Tourism Subcommittee TIED BILLS: IDEN./SIM. BILLS:
REFERENCE ACTION ANALYST STAFF DIRECTOR or
BUDGET/POLICY CHIEF
Orig. Comm.: Workforce Development & Tourism Subcommittee
Willson Barry
SUMMARY ANALYSIS
CareerSource is a not-for-profit corporation that serves as Florida’s state-level workforce investment board. CareerSource is responsible for developing and implementing a 5-year plan for the statewide workforce system in collaboration with the Department of Economic Opportunity (DEO), the local workforce development boards, and one-stop career centers to ensure that workforce services provided are consistent with state and local plans. CareerSource also provides state-level policy, planning, performance evaluation, and oversight of the delivery of workforce services. Current law specifies that CareerSource is administratively housed within DEO but that it is not subject to control, supervision, or direction by DEO in any manner. The bill replaces CareerSource with a “state board” for the purpose of workforce development and administration in Florida. The bill provides for the state board to serve as the board of directors for CareerSource, and requires CareerSource to support and work at the direction of the state board, in consultation with DEO. The bill repeals the provision stating that CareerSource is not subject to the control, supervision, or direction of DEO, and specifies that CareerSource must operate under agreement with DEO. The bill reassigns many of CareerSource’s powers, duties and responsibilities to DEO or the state board, or a combination of the two. The bill also makes a number of conforming changes to reflect this adjustment in the relationship between DEO, CareerSource Florida, and the state board. The Florida Development Finance Corporation (FDFC) is a statewide development financing authority created by the Legislature in 1993. The FDFC operates as a conduit bond issuer that issues bonds on behalf of borrowers. FDFC is governed by a five-member board of directors who are appointed by the Governor and confirmed by the Senate for four-year terms. The bill requires DEO to establish annual performance standards and develop a detailed report of the performance of FDFC each year, which will be included in DEO’s annual report to the Governor, President and Speaker. The bill increases the membership of the FDFC board from five to seven, adding the executive director of DEO (to serve as chair of the board) and the director of the Division of Bond Finance. The bill provides that s. 288.9604, F.S., the statute creating and authorizing the FDFC, stands repealed October 1, 2022, and every fourth year thereafter, unless reviewed and saved from repeal by the Legislature. The bill does not appear to have a fiscal impact on state or local governments. The bill provides an effective date of July 1, 2020.
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Getting Ready for 5G:Preparing a Skilled Workforce for
Future Wireless Networks
WIA Innovation & Technology Council2/27/2018
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ContentAbstract
Introduction
Mobile Data Demand and Driving Forces of 5G
5G and the Subsequent Shift in Skillsets Needed
Changes Needed to the Network
Areas Where Training Will be Needed to Make the Workforce Ready for 5G
Training Options
Conclusion
About the Authors
Endnotes
Getting Ready for 5G: Preparing a Skilled Workforce for Future Wireless Networks
This white paper is meant to be an educational tool and does not reflect Wireless Infrastructure Association policy
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Abstract New technologies will be needed to bring the next generation of wireless services to market. The physics of using licensed and unlicensed radiofrequencies for coexistence and convergence will require advanced training and skills development in the field of RF engineering. Massive Multiple Input Multiple Output (MIMO) antenna propagation, millimeter-wave technologies, Centralized Radio Access Networks (C-RAN), Software Defined Networks (SDN), advances in Wi-Fi technologies and more are just some of the tools that will be used to deploy fifth-generation (5G) networks and services. This report, which builds on a 2016 Wireless Infrastructure Association paper, identifies training and educational needs across a broad swath of technologies as the network moves closer to the end user. While candidate technologies and use cases are being evaluated for 5G, which is scheduled to be standardized by 2020, this report aims to address the need for effective on-the-job training, classroom, and online education to help the industry create a skilled labor workforce to build future generations of heterogeneous networks.
IntroductionFifth-generation (5G) mobile communications networks are expected to disrupt nearly every job sector and ecosystem across the world as deployment of these technologies enables more robotics and automation, adding to productivity throughout the world where advanced network services are deployed. While the definition of 5G technology is not yet standardized, the lack of formal definitions has not discouraged interest, investment, or declarations of deployments throughout the telecommunications sector.
Ahead of the first phase of standardization, expected to be completed in 2018, academia and operators have started showcasing some of the key capabilities of 5G through trials and business cases. Companies are focused on new air-interface transmission schemes, higher frequency bands, and advanced antenna technologies such as Massive MIMO and beamforming. Many experts predict that large-scale commercial deployments will start in 2020. ReportsnReports estimates that 5G networks will generate nearly $250 billion in annual service revenue by 2025.1
The sea change expected from the deployment of 5G networks can only happen with a sufficiently skilled labor force trained to design, install, and monitor these networks. Further, 5G deployments will require other new skillsets as industries adapt their workforces to exploit changes driven by 5G adoption.
Mobile Data Demand and Driving Forces of 5GSubscribers on fourth-generation LTE (4G) networks today are demanding more bandwidth as streaming video, augmented reality, peer-to-peer gaming, and other bandwidth-intensive services are popular. Data consumption on smartphones is expected to grow from less than 6 Gigabytes (GB) per month to 26 GB per month in North America in the next five years, according to the Ericsson Mobility Report 2017.2
While Mobile Network Operators (MNOs) are experiencing the greatest amount of data flowing across their networks, revenues from that data flow have not followed the same trajectory. As such, operators are seeking new ways to profit from their networks — and 5G opens the capability to offer new applications and services. A new generation of applications — from the Internet of Things (IoT) to self-driving cars to virtual reality — are, or soon will be, in use. Nearly every industry and job sector will be disrupted, enhanced or otherwise changed from the deployment of 5G networks. Operators are willing to invest in next-generation technologies to be able to charge for those services and applications.
5G and the Subsequent Shift in Skillsets NeededMore automation and disruption across industries is expected to shift skillsets as people adapt to new realities. Autonomous vehicles could negate the need for truck drivers, for example. However, up to 3 million jobs could be created from 5G wireless deployments, according to a report from Accenture. Deploying next-generation 5G wireless networks could add approximately $500 billion to the U.S. gross domestic product (GDP) through direct and indirect benefits, Accenture said.3
5G Use Case
Smarter GridsThe consumption and distribution of energy, including heat or gas, is becoming highly decentralized, creating the need for automated control of a very distributed sensor network. A smart grid interconnects such sensors, using digital information and communications technology to gather and act on information. This information can include the behaviors of suppliers and consumers, allowing the smart grid to improve the efficiency, reliability, economics and sustainability of the production and distribution of fuels, such as electricity, in an automated fashion. A smart grid is another sensor network with low delays.
The power grid should become more distributed in the future with more small producers (wind turbines and solar panels) and fewer large energy producers (coal and nuclear plants). In addition, the power grid will have to cope with the changing energy production and coordinate it with dynamic power consumers (e.g., power to gas). This coordination effort needs to exchange lots of data and is an important requirement to creating a smart grid. 5G technology is a promising candidate that provides a single standardized interface for all this communication. In the past, power-grid operators have used their own communication networks to exchange the data from the few sources that provided them. When the number of devices connected to the power grid increases, this strategy becomes expensive. Using the 5G infrastructure provides a cost-efficient alternative, assuming it is reliable and secure enough for the power grid.
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Accenture breaks down its 5G wireless job creation estimate into two categories. The research firm expects the wireless industry to invest up to $275 billion in 5G over seven years — an investment that would yield about 850,000 U.S. jobs, including jobs at supplier and partner companies. In addition, Accenture predicts an additional 2.2 million jobs will be created because of 5G economic benefits that would boost GDP by $420 billion.
The Accenture report, “How 5G Can Help Municipalities Become Vibrant Smart Cities,” also notes that 5G could provide high-speed broadband to the 5 percent of Americans who currently do not have access. If localities embrace 5G and citizens who are not already online become adopters, an additional 870,000 jobs could be created and GDP could be boosted an additional $90 billion, researchers estimate. “Because faster Internet connections allow users to utilize video applications for telecommuting, or participate in e-learning courses that give them additional skill sets or certifications, their employability and earning power increases, thus creating a more competitive workforce,” the report notes.
Smart City BenefitsOne of the reasons Accenture expects to see substantial investment in 5G is that the technology is expected to rely on large numbers of small cells, which will need to be deployed to augment the macrocellular network, which transmits wireless signals for miles. Once deployed, the infrastructure will be well suited to supporting smart-city technology, which Accenture sees providing strong economic benefits. Among these are energy-saving smart grid technology, fuel-saving vehicle-to-vehicle technology, revenue-generating smart-parking technology, crime-reducing gunshot detection technology and more.
Qualcomm Inc., a leading mobile technology company, commissioned a study that predicts that the 5G value chain will generate up to $3.5 trillion in revenue in 2035 and create up to 22 million jobs worldwide by then. The study, “The 5G Economy,” includes an economic impact study conducted by IHS Markit and validated by Dr. David Teece, director of the Tusher Center for the Management of Intellectual Capital at the University of California at Berkley’s Haas School of Business.4
Changes Needed to the NetworkHowever, none of these visions can be realized until the 5G network is built. The International Telecommunication Union (ITU) is the United Nations agency that develops technical standards so networks and technologies can seamlessly connect worldwide. The ITU Radio Communications unit (ITU-R) outlined the minimum technical performance requirements to achieve a consistent definition, specification, and evaluation of the candidate IMT-2020 radio interface technologies (RITs)/Set of radio interface technologies (SRIT).5 Recommendation ITU-R M.2083 defines eight key capabilities for IMT-2020, which form a basis for the technical performance requirements.
• Support for 1,000 times increase in bandwidth per unit area.
• Support for up to 100 times as many connected devices.
• The perception of 100% coverage.
• 90% reduction in network energy usage, which could be done in part using C-RAN technology.
• Up to 10-year battery life for low-power, machine-type devices.
In order to achieve these requirements, changes will need to be made to the radio access and backhaul networks, along with greater network densification and more spectrum brought to market.
Areas Where Training Will be Needed to Make the Workforce Ready for 5GAs the telecommunications ecosystem sets standards for 5G, it is apparent that the major shifts in deploying the new technology will require new skillsets to address the new radio network, core network, backhaul techniques, densification efforts and new spectrum brought to market.
Specifically, training and education will be needed in the following areas:
1) RF Principles and Fundamentals
2) Spectrum
a. Allocation
b. Licensed vs. Unlicensed Band Assignment
c. Spectrum Refarming Impacts
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3) Millimeter-wave Spectrum
4) RF Conditioning Products at Existing Macro Towers
5) LTE and LTE-Advanced
a. Spectral Efficiency and Variable Channels
b. Latency, OFDM
c. Air-Interface Standard
d. Carrier Aggregation
6) Small Cells and Frequency Reuse Concept of Densification
a. 100% In-building RF Propagations
b. Cabling and Antenna Placement for Indoor Coverage
c. 100% Backhaul Requirements for Small Cells (Fiber, Copper, Microwave)
7) Network Functions Virtualization (NFV)
8) Software Defined Networking (SDN)
9) Network Slicing Concepts; Control Plane and User Plane Splitting
10) Basic understanding of connectivity requirements for Internet of Things (IoT)
11) Multi Antenna Transmission (MIMO) and Massive MIMO
12) C-RANs (Centralized Radio Access Networks) and Cell Virtualization
5G Use Case
Smarter SocietySmart cities and smart homes, often referred to as smart society, will be embedded with dense wireless sensor networks. Like the smart home in Lake Nona, Florida, distributed networks of intelligent sensors will identify conditions for cost- and energy-efficient maintenance. Gigabit-speed fiber connectivity fosters a myriad of applications for the community and its residents. Each home in the community will have the bandwidth to support temperature sensors, window and heating controllers, smart kitchen islands, burglar alarms and home appliances, all connected wirelessly. Many of these sensors use low data rates and are low power and low cost. High-speed applications are available as well, including real-time high-definition (HD) video for surveillance and high-speed broadband for streaming entertainment. Fifth-generation services must be able to integrate the management of these very diverse connected devices in the home, the community, and across the city itself.
Training OptionsA Hands-on Approach with On-the-Job TrainingEmployers can prepare training for and start educating their employees in key technical areas of the radio network, core network, and backhaul space. Many of these topics, such as C-RAN, are no longer just a concept on paper; they are being exercised in the field. Success likely includes emphasizing the importance of on-the-job training as it is likely the most effective way to train the future workforce if coupled with classroom training.
Employees are often trained away from where they work, whether it’s down the hall or across the country. This traditional approach puts a wall between what employees learn and what they do. On-the-job training can break down this wall.
Learners and teachers work shoulder to shoulder and develop a feeling of pursuing the same goal when training on the job. Training becomes something not simply given to employees, but something in which they participate.
Benefits of Hands-on Approach:• Employees can give immediate feedback about what they don’t understand and offer
suggestions about how to improve lessons and processes.
• On-the-job training improves learning retention.
• When learning and everyday work are combined, an employee’s mind is processing and associating the sights and sounds of the environment with the skills being developed.
• On-the-job training also helps instructors. They can see how their lessons work in practice and then fine-tune them.
• The process lets instructors field-test the ideas and techniques they teach. Sometimes, this testing leads not only to better teaching, but also to better processes, improving efficiencies and safety for the field jobs.
Apprenticeship Model Apprenticeship is a model that promotes on-the-job training. It heavily relies on approaches defined by subject matter experts to train new workforces. Apprenticeship reduces the learning curve for new employees by teaching lessons learned from experienced workers.
The Telecommunications Industry Registered Apprenticeship Program (TIRAP) is a joint venture of telecommunications companies, industry associations and the U.S. Department of Labor (DoL) that develops DoL-credentialed apprenticeship programs available to qualified employers for career development of the telecommunications workforce.6
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TIRAP’s mission is to partner with stakeholders to promote safety, enhance quality, and enable education and advancement opportunities in the telecommunications workforce that will meet network infrastructure buildout needs. The Wireless Infrastructure Association (WIA) is the national sponsor of TIRAP.
Since its inception, TIRAP has outlined an Apprenticeship Framework and credentialed a total of nine occupations through DoL. TIRAP brings together a diverse group of industry experts and apprenticeship programs that companies can implement voluntarily to provide telecommunications professionals quality education and on-the-job training.
Classroom-Based Technical Instructions Education programs can achieve the best results by blending classroom teaching with on-the-job training. The classroom is a great starting point for learning, but the practical application of that learning is essential as the employee works toward mastering the skill.
An apprenticeship framework also includes a considerable amount of classroom-based learning before the apprentice can start practical, hands-on learning. Blending classroom work with on-the-job training requires a clear message along with good processes and tools. On-the-job training is most effective when employees play an active role. Organizations send this message by asking for participation and by truly listening when people share their thoughts.
New technologies, such as e-learning tools, can help organizations integrate teaching into everyday activities. These tools put training guidance at employees’ fingertips, letting them look up key points when their jobs demand it.
Classroom-based technical training also needs to be vendor neutral. The wireless industry has many players — products from different vendors might have the same functionality but they manufacture their equipment in different ways. By focusing on providing conceptual training, quality technicians and engineers can be trained to work on products from many vendors.
With this goal in mind, WIA has launched the Telecommunications Education Center (TEC).
TEC is a dynamic learning program and online portal devoted to improving education, quality of work standards, and safety within the telecommunications industry. TEC was developed by WIA with significant contributions from academia, subject matter experts, and members. Additionally, education is supported through partnerships with Virginia State University, the TIRAP, the U.S. DoL, and the FCC to provide applicable contact hours earned with course and training completion.
The goal of TEC is to improve career development opportunities for members of the telecommunications workforce and to support the growth and penetration of wireless deployments. WIA experts work with individuals, businesses, and training facilities to offer customized training courses, tailor curriculum that supports new technologies and ways of doing business, design programs specific to individual employer needs, and provide consultation services. TEC training is available via classroom, field, and online learning environments.
The TEC AdvantageTEC courses that are designed to train the workforce needed to build the 5G network include the following topics:
• Wireless Site Safety
• Wireless101
• 5G Outlook
• DAS and Small Cell Basics
• Wi-Fi Fundamentals
• Macro Site Fundamentals
• Advanced DAS And Small Cells: Hardware and Components and Design Considerations
Allowing companies and individuals to invest in the industry with job training creates a valuable pipeline of workers who exhibit the critical skillset needed to support network deployment. TEC provides immediate benefit to the employer by assisting with new employee onboarding and professional development programs, which frees up internal, and often limited, training resources to focus on business-specific topics critical to employee success.
Successful completion of TEC courses results in WIA certification. Workers earn certification in a specific area, and they can take that certification and skills to improve their careers with them. Companies benefit from knowing their workers have met the highest standards and proven that they have the skills required to support their customers’ needs. Companies are also able to recruit new employees who hold desired certifications, knowing that they don’t need to spend time and money training them on certain tasks.
5G Use Case
Medical ServicesNext-generation cellular services will benefit the healthcare industry as well, including wearable gadgets that report vital signs to a central health command center, remotely monitoring potential health risks before they are likely to occur; doctors using medical robots and the 5G network to operate on patients with minor procedures or during emergencies; and the ability to diagnose and prescribe medication for ear and sinus infections.
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ConclusionThe demand on wireless networks is set to grow exponentially as consumers increasingly rely on their wireless devices for a variety of data-driven tasks and as machines and communities are increasingly connected in an effort to improve efficiency and lower costs. These developments require not only continual upkeep and upgrades to the macro network, but a massive densification of wireless networks as the industry moves toward 5G.
The next generation of wireless technology will change the way network infrastructure is designed and deployed, with RAN network functions being centralized and the cloud taking a more important role as virtualization gains momentum. To handle increasing traffic demands, large numbers of small cells will need to be deployed, along with more macrocell towers. Additional spectrum will be required, which will introduce new signal propagation patterns and network design considerations.
Already facing a limited supply of qualified engineers and technicians to address current network buildouts, the wireless industry must focus on training and educating the next generation of employees to handle new technologies and spectrum characteristics. On-the-job training, apprenticeships and certification programs, such as the Telecommunications Education Center, are essential to supplying a trained and skilled workforce to meet the requirements of future network buildouts.
About the AuthorsDr. Rikin Thakker, MMTCDr. Rikin Thakker possesses over 15 years of experience in the field of cellular and wireless communications. He has helped design, deploy, and maintain cell sites with 3G and 4G technologies for major cellular operators in the United States. He also advises operators, regulators, OEMs, and vendors around the world on 5G strategies including densification and
broadband deployment. Dr. Thakker is a co-founder of RF Academics—an initiative started by a group of elite professors to cater to the industry’s need of quality education and consulting services at corporate speed.
Dr. Thakker is also a faculty member in the Department of Electrical and Computer Engineering at the University of Maryland, College Park (UMD). In addition to developing the Wireless Infrastructure Association’s course content, he has designed several graduate level courses related to Cellular Network Infrastructure, Wi-Fi Technologies, and DAS/Small Cells for the Master’s in Telecommunication program at UMD. He received Instructor of the Year award for the program in 2014. He is also an Adjunct Assistant Professor at
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George Washington University’s (GWU) Ph.D. program for the Engineering Management and Systems Engineering (EMSE) department. Dr. Thakker also serves as Vice President of Telecommunications and Spectrum Policy at the Multicultural Media, Telecom and Internet Council (MMTC), where he evaluates MMTC’s policy positions and the impact of telecom policies on minorities and women. He is also the lead content developer for MMTC’s joint Department of Labor (DoL) contract with the National Urban League and the Wireless Infrastructure Association under the ApprenticeshipUSA initiative. Dr. Thakker chairs the Education and Training Working Group at the Innovation and Technology Council of WIA. He also serves on the Editorial Review Board for the International Journal of System Dynamics Application (IJSDA). Dr. Thakker earned his Ph.D. in Systems Engineering with a concentration in Mobile Communications and Spectrum Management from GWU, and his M.S. in Telecommunications from UMD.
Matthew Di Gino, Crown CastleMatthew Di Gino is an RF engineer with 10 years focused on DAS and small cells. He started with NextG Networks in 2007 helping deploy the first large-scale outdoor greenfield DAS networks in the United States. He has spent the last 6 years with the Fiber and Small Cell team at Crown Castle, establishing a nationwide leading portfolio of nodes. Matthew lives in San Francisco
and is a graduate of California Polytechnic State University San Luis Obispo with a degree in Electrical Engineering.
Nate Fuentes, CommScopeNate Fuentes is business development manager, North America, for CommScope’s Distributed Coverage and Capacity Solutions team, responsible for technical sales and strategic partnerships for distributed antenna system (DAS) and small cell solutions. Nate joined CommScope through the acquisition of TE Connectivity’s Broadband Network Solutions
business in 2015. He has served the wireless industry for 10 years in previous engineering roles at TE Connectivity and ADC. Nate has proven technical expertise and business acumen providing advanced product application solutions to all tiers of customers. He has a bachelor’s degree in electrical engineering from the University of Texas–Austin and holds many industry certifications.
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Ray Hild, JMA WirelessRay Preston Hild is an accomplished senior management and strategic partnership professional with over 26 years of experience in the wireless industry. He has consulted on several major government and enterprise initiatives and co-authored several industry white papers. Ray has been a member of the WIA Innovation and Technology Council for several years.
In addition, he has served on a variety of wireless committees and boards for major industry associations on such topics as: Unified Communications, DAS in mid-tier markets, oDAS, Mobile Broadband, Wireless as the 4th utility, Enterprise Wireless Systems, 5G education, Rural Broadband and Network Densification. Lastly, Ray has created the Public Safety Code Guidebook which is meant to track the changing landscape of first responder wireless requirements across the United States.
Ray has held management and leadership positions with several prominent corporations over the years. Those include Sprint-Nextel, Corning, Galtronics and most recently JMA Wireless. He has won dozens of awards over several decades for service and performance. Ray is involved in the Johns Hopkins Mentorship Academy working with teenagers needing guidance in their career choices. He is also invested in supporting those who served through 185 for Heroes, an organization that hosts events for Operation 2nd Chance to help our warriors when they return from duty. Currently Ray is an Area Vice President for JMA Wireless, a global supplier of world class telecommunications equipment and solutions.
Kurt Jacobs, JMA Wireless Kurt Jacobs holds 17 years of leadership experience in business integration, product management and market development. He is involved in multiple business functions in fast paced, leading technology industry including IoT. Kurt is mission oriented to achieve marketplace dominance and satisfy customers. He is corporate ambassador to the industry and channel for
multiple solutions and product lines. Kurt is passionate about spearheading the forging and establishment of strategic partnerships, setting up business infrastructures, formulating go-to-market plans, and implementing integrated sales and marketing across international markets. Conversant with the entire enterprise software market with a focus on unified communication and collaboration applications (contact center control, unified messaging, computer telephony integration, CEBP, IoT, security, mobility, collaboration, voice and video teleconferencing, etc.). Working to implement solutions with US and International government, defense and public-sector system integrators for next generation communication systems.
He is a graduate of the University of Wisconsin-Madison with a Bachelor of Science Degree in Engineering Mechanics and holds an Master’s Degree in Business Management from the Wisconsin School of Business.
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Endnotes1. Reports and Reports: The 5G Wireless Ecosystem 2016-2030
2. Ericsson Mobility Report 2017
3. Accenture report Strategy Highlights the Economic and Societal Impact of Investing in 5G Infrastructure
4. Qualcomm Landmark Study on Impact of 5G Mobile Technology Released
5. ITU Specifications Press Release
6. Wireless Infrastructure Association named National Sponsor for TIRAP
Administrative Office 2890 West Cypress Creek Road
Ft. Lauderdale, FL 33309
Memorandum #08 – 19 (QA) To: Executive Committee From: Mason Jackson, President/CEO Subject: Results of the Taylor Hall Miller Parker (THMP), P.A.
Program Monitoring Report #3 – PY 18-19 – Issued November 2019
Date: January 3, 2020 SUMMARY THMP conducted program monitoring for the period April 1 through August 1, 2019. There were 5 findings and 23 observations. All findings and observations were corrected except where cases were closed and no further action could be taken. Reviewed at the 2/10 Audit Committee which meets directly prior to the Executive Committee meeting. BACKGROUND THMP monitors program activities three times a year. This was their third report for PY 18-19. DISCUSSION THMP identified 5 findings and 23 observations during their program monitoring visit. They reviewed a total of 175 files consisting of 6,325 elements. The findings equate to an error rate of approximately .079%. THMP Program Findings A trending chart for THMP program findings, per review period since March 2011, is represented in Graph #1, as follows:
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A breakdown of findings by Program is represented in Graph #2, as follows:
10
5
10
15
WIOAAdult/DW
WIOAYouth
WP WTP SNAP RESEA
Num
ber o
f Fin
ding
s
Findings by Program
Graph #2 - THaP Program Review FindingsAUGUST 2019
22
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A trending chart for THMP WT Program (WTP) findings per review period since March 2011 is represented in Graph #3 as follows:
A breakdown of findings by Program and Center is represented in Graph #4, as follows:
Graph #4 - THMP Findings by Program and CenterAUGUST 2019
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THMP Program Findings for the period of April – August 2019 The findings and observations in this report were forwarded to the Career Center and Program Managers for resolution and responses. The findings and observations are presented by funding stream, along with the corrective action taken. I. WIOA Adult/Dislocated Worker
30 WIOA Adult and Dislocated Worker files were reviewed, 10 from each Center. There were no (0) findings or observations.
II. WIOA Youth
19 WIOA Youth files were reviewed: 5 Broward College, 3 FLITE Center, 3 HANDY, and 8 School Board of Broward County’s CTACE. There were no (0) findings.
There was 1 WIOA Youth observation.
Observation WIOA Youth
An incentive activity was not entered in Employ Florida. (Broward College)
Recommendation
Staff should enter an incentive activity in Employ Florida to reflect the service.
Agree/ Disagree
Agree
Resolution
This was an error made by youth provider staff and has been corrected. The CSBD Youth Program Manager has instituted two strategies: 1) the youth provider supervisor will verify an incentive activity has been entered in Employ Florida prior to approving a support service request, and 2) the CSBD Youth Program Manager will conduct random sampling of cases monthly to ensure no future occurrences.
III. Wagner-Peyser (WP)
A. 30 WP files were reviewed, 10 from each Center. There were 2 findings.
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Findings WP Services
A placement service was taken by the WTP job developer; however, a case note was not entered to document the placement verification information for 2 customers (e.g., source, customer, employer, wage rate, start date). (South-2)
Recommendation
CSBD should ensure the placement verification information is entered into Employ Florida.
Agree/ Disagree
Agree
Resolution
This was corrected during fieldwork. This was isolated to one WTP Job Developer, who met with the DEO Supervisor on 11/20/19, on how to enter a placement case note in Employ Florida.
B. 30 WP job orders were reviewed, 10 from each Center. There were no (0) findings. There was 1 WP job order observation.
Observation WP Job Order
The method, name and title of contact were not included in an employer verification case note. (Job Order Unit)
Recommendation
When staff verify newly registered employers, the method, name and title of contact should be included in the case note.
Agree/ Disagree
Agree
Resolution
This was corrected during fieldwork. The Job Order Unit staff member was coached on this and is no longer with CSBD.
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IV. Reemployment Services and Eligibility Assessment (RESEA) 10 RESEA files were reviewed, 7 from Central and 3 from South. There were no (0) findings or observations. V. Welfare Transition Program (WTP)
A. 24 WTP mandatory files were reviewed, 8 from each Center. There was 1 finding.
Finding WTP Domestic Violence
The domestic violence situation identified in the customer’s online Assessment Questionnaire was not addressed with the customer based on the case notes, and a safety plan was not created and retained in the case file. (North)
Recommendation
CSBD should ensure that domestic violence cases are properly processed.
Agree/ Disagree Agree
Resolution
Although the customer noted 'Yes' on the domestic violence question, she indicated while meeting with her Success Coach that it was a neighborhood concern that was since resolved. This does not meet the domestic violence criteria; however, the Success Coach has updated the case note.
There were 13 WTP mandatory observations.
Observation WTP IRPs
Signed IRPs in 2 case files were not updated with new monthly work activity assignments. (North/Central)
Recommendation
CSBD should take appropriate actions to improve performance, case management, and system information.
Agree/ Disagree Agree
Resolution
This was corrected. Involved staff understand how to better track customers’ monthly performance and monitor their caseloads for compliance.
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Observation WTP Employment
The employment verification date on documentation in the case file did not match the date entered in OSST. (South)
Recommendation CSBD should take appropriate actions to improve performance, case management, and system information. Agree/ Disagree Agree Resolution CSBD revised the Employment Verification Form so that it is aligned with OSST to prevent staff misinterpretation of what date to enter.
Observations WTP Pre-Penalties and Sanctions
a) Incorrect pre-penalty termination dates were entered in OSST. Upon compliance, pre-penalties should have been terminated with the date the customers agreed to comply. (Central-2/South-2)
b) An incorrect pre-penalty termination date was entered in OSST. Upon determining good cause, the pre-penalty should have been terminated with the date of the supposed failure. (South)
c) Customers were not held accountable to complete requisite hours as assigned. (Central-2)
Recommendation
CSBD should take appropriate actions to improve performance, case management, and system information. Agree/ Disagree Agree Resolution
a) CSBD recently received guidance from the State that they will be updating their WTP sanction policy going forward, removing this requirement, so that pre-penalty termination dates will reflect the actual date the customer complied.
b) This was an isolated incident involving a scrivener's error.
c) This occurred with a new Success Coach who was reassigned the cases. To provide better oversight of bulk transfer of cases, CSBD revised Policy 545: Transfer of Customer Files, to ensure QATC staff assist with case review prior to transfer to a new Success Coach, to ensure any issues are corrected beforehand.
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Observations WTP Case Management
a) There were no case notes entered to document that counseling took place for a customer who consistently completed more than the maximum allowable hours in the Community Service activity. (North)
b) Case notes did not create a clear picture of what was happening with 2 cases. (Central-2)
Recommendation
CSBD should take appropriate actions to improve performance, case management, and system information.
Agree/ Disagree Agree
Resolution
a) This was corrected. In addition, CSBD revised our case note policy to address the issue.
b) The involved Success Coach no longer works at CSBD. Case note policy was updated to ensure staff use approved templates. We also sent a request to the State to enhance OSST so that we can generate reports based on no recorded staff-entered case note activity.
B. 7 WTP Transitional files were reviewed from each Center for a total of 21 files. There were zero (0) findings.
There was 1 WTP Transitional observation.
Observation WTP Transitional
A $100 Transitional Clothing service was provided and recorded in OSST; however, the service in OSST did not contain a start date. (North)
Recommendation
CSBD should ensure that services are entered correctly.
Agree/ Disagree Agree
Resolution
This was an isolated incident involving a new Success Coach and was corrected.
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VI. Supplemental Nutritional Assistance Program (SNAP)
10 SNAP files were reviewed, 5 Central and 5 South. There were 2 SNAP findings.
Finding SNAP JPRs
The Education JPR entry for 1 customer was not properly supported. Online Universal Class participation was counted as one hour for each course lesson completed, rather than actual hours. (Central)
Recommendation
CSBD should ensure that JPR entries are correct and properly supported.
Agree/ Disagree Agree
Resolution
The customer accessed the portal through the library system which we discovered does not allow for tracking of actual hours. We have since ceased that practice. CSBD has purchased different online learning platforms (i.e., Metrix, Workforce Skills 21st Century) that provide actual hours.
Finding SNAP Engagement
The customer was not assigned to 80 hours in program components for one month. (Central)
Recommendation
CSBD should ensure participants are properly engaged in program components.
Agree/ Disagree Agree
Resolution
The Success Coach misread the date for closure alert and closed the case early.
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There were 7 SNAP observations.
Observation SNAP Activities a) A customer completed more than 24 job contacts in one day. CSBD policy states
that participants cannot complete more than 24 job searches in a day. (South)
b) Current practice is to count online education hours through Universal Class based on the contact hours listed on the completion certificate; however, this is the average time for the course per the Universal Class course catalog and not actual time spent.
Recommendation
CSBD should ensure participants are properly engaged in program components. Agree/ Disagree Agree Resolution
a) This was corrected. In addition, CSBD created a SNAP Acknowledgement Form for customers as a guide to educate them on acceptable participation hours.
b) A SNAP lab has been implemented to capture actual online education hours. CSBD has purchased different online learning platforms (i.e., Metrix, Workforce Skills 21st Century) that provide actual hours.
Observation SNAP Case Management a) Less than required hours were assigned in OSST for one month for the customer,
and they did not agree with documentation in the case file. (Central)
b) The customer’s assignment was changed on the SNAP Monthly Participation Agreement to include the Work Experience activity; however, activities were not updated in OSST. (South)
c) The assigned activities/hours in OSST were not properly updated to agree with 2 SNAP Monthly Participation Agreements. (Central/South)
Recommendation
CSBD should ensure participants’ cases are properly managed. Agree/ Disagree Agree Resolution
a) This is a new Success Coach who made the error. Since then, we have implemented the process of requiring all new SNAP Success Coaches to take the THMP online SNAP training within 45 business days of hire.
b) This was an isolated incident and has been corrected.
c) One case is closed and could not be corrected. The other case has been corrected.
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Observation SNAP Sanctions
An incorrect failure date was recorded in OSST for a sanction request initiated for the customer. (South)
Recommendation
CSBD should take action to improve accuracy and file documentation.
Agree/ Disagree
Agree
Resolution
CSBD updated Policy 596: SNAP Penalties and Sanctions to clarify this issue. This observation was reviewed with all SNAP staff. Additionally, CSBD assigned QATCs to conduct a periodic review of SNAP failure dates for accuracy.
