Rancho Cordova City Council
November 21, 2022

NSBIF Proposal 10 10.21.22
b. Project Design Continued
Case File: Every participant will have a case file where the application and supporting documentation is kept. Their progress will be tracked and samples of their work will be kept, including career exploration, a Personal Work Plan, a log of their participation in meetings.

Support Services: Gas cards and bus passes will be provided as needed. Participants will be referred to other services (shelter/housing, childcare, getting assistance with back rent, utility bills, etc.) as required.

Program Deliverables: A participant who fully completed the program will have the opportunity to leave with:
• Individual Success Plan: Components; one three-year goal with two one-year objectives and implementation steps for each objective. Including enrolling in a skills/professional training program.
• Life Skills Certificate: Will know why building wealth is better than buying things; have tips on low-cost healthy eating; understand how to rent an apartment; have a checking account; what budget is, how to buy/lease a car; time management; • A community service experience: Most will participate in the Project: My Own Bed program where participants assemble bunk beds and install them in homes/apartments.
• Work Ready Certificate: Participant has demonstrated that they can show up on time ready to work. Has a positive attitude toward work; is a team player; able to follow directions; successfully completes tasks and assignments; and understands how to be successful in the work environment.
• Paid Work Experience: Complete up to 250 hours of paid work experience ending the time with a letter of recommendation from the Site Supervisor/Worksite Mentor.
• Trade related Certificates: Successfully completed the OSHA 10 Safety Training course, the Fall Protection Course; and has a Forklift Certificate. • Enrolled in a training program: Either with an employer, a certified apprenticeship program, a community college, or other training provider. Attachment F is a list of post-secondary education training programs.
• Full Time Employment in a job paying $18.00 or more.

Program Dynamics: Once enrolled participants will be offered the opportunity to meet together once a week for four hours. Other mentoring, coaching, tutoring sessions will be individually scheduled. The various activities related to earning the various certificates will be offered as a part of the weekly meeting or separately depending on the circumstances. Enrollment in training and placement into employment will be scheduled by the case manager and job developer on a case-by-case basis.

ITEM 12.1. ATTACHMENT 9

NSBIF Proposal 11 10.21.22
b. Project Design Continued
Placement
Employer Involvement:
• The NSBIF works with about 600 energy, construction, utilities, and manufacturing employers. We try to contact each employer at least once every 30 days to determine if they are hiring and record the job titles. As of last week of the 337 employers contacted, 169 were not hiring and 168 were hiring at total of 563 positions.
• In addition to direct canvasing, we work closely with a variety of workforce agencies and community-based organizations to support job fairs and target employer hiring sessions. Employers find new employees based on the people we are able to recruit to these events. NSBIF staff follow up with employers and participants to determine success and next steps for those not selected. • We also have a group of placement agencies that we work and refer participants to them for placement.

Job Placement Services:
• Direct placement: As described before in outreach, one of the recruitment tactics of this proposal is to identify people who are unemployed and under-employed and determine if they have experience and capability to move directly into a higher paying job as a result of being selected at a job fair or targeted employer hiring event.
• Work Experience to Placement: In some cases participants who have been placed in paid work experience will be hired by their work experience work-site host. • Training & Work: In some cases people have to work and would like to go into a skills training program as well. Apprenticeship programs are ideal for this as the participant is paid to learn on the job and go to school. In other cases, a person will go to school and find a job that allows him/her to do so. Several training programs are offered on weekends and evenings to make it more convenient for participants. • Placement into Employment as a capstone the program: Some participants will need some time to learn and develop before being placed into full time enrollment. For these participants, their case manager and the job developer will work with them to identify the right job through being selected.

Follow-up: Once a person is placed into unsubsidized work, follow-up services begin. The case manager will follow-up withing 30 days of placement. Employers and new hires are encouraged to contact the case manager for support prior to this time if there is a need (car breaks down, emergency childcare, etc.) Follow-up continues after 60 days and 90 days, 6 months, 12 ITEM 12.1. ATTACHMENT 9

NSBIF Proposal 12 10.21.22
months and 18 months. Note that the NSBIF has the funds to make the follow-up contacts to those placed into training and employment, at the 12 month and 18 month past the end of the projects.
c. Past Performance and Planned Outcomes
The North State Building Industry Foundation has been providing workforce development employment and training services since 2007 for the building industry in the Greater Sacramento area.

Our performance metrics for the programs that most closely align with the program we are proposing for Rancho Cordova are below. The North State Building Industry Association Foundation consistently meets or exceeds the goals set by the organizations we work with in the community.
#
Served
Goal
# Total
Served
# Placed
Goal
# Total
Placed
% Positive
Exits
Program
20-21 Program Year
Project Heal* 75 146 75 79 105%
Out of School Youth 19 24 19 24 126%
TOT 12 13 12 13 108%
21-22 Program Year
Out of School Youth 24 30 19 30 158%
TOT 50 117 25 50 200%
*Program was only held one
year.
• Strategy for monitoring and measuring performance and outcomes. NSBIF uses an HR Placement database to hold all contact information of possible participants. This information is collected at registration for events, website and other social media inquiries. We use Excel spreadsheets to control the progress of interested people to become applicants, and so on. A case management system is used to document all support services provided and contain case notes. We use an Excel file to track followup services. • The following information will be collected and shared in the reports. Specifically, • Percentage of participants who started the program,
• Percentage of participants completed training,
• Percentage of participants completed the training and obtained a certificate or credential,
ITEM 12.1. ATTACHMENT 9

NSBIF Proposal 13 10.21.22
• Percentage of participants have entered employment “undefined” (6, 12 and 18 months after program completion),
• Percentage of participants who have entered into “training related” employment (6, 12 and 18 months after program completion)
• Number of apprenticeships or internships received (where applicable), • Total jobs retained,
• Average salary increase,
• Percentage of participants employed,
• Percentage of participants employed in Rancho Cordova. d. Partnerships:
• Describe the collaborative partnerships you will use to implement the program. As previously discussed, we will be working with different organizations and people at different phases of the project.
o Outreach: The organizations listed on page 6 will be asked to share information about the program and advertise job fair events with their customers, parishioners, clients, participants, and members. We will also attend other community events to distribute information.
o During the orientation, intake, and work readiness-life skills-job search preparation phases we will be holding these sessions at City Hall, the libraries, churches, and restaurants with meeting rooms, as needed and as space is available. o We will contact the appropriate agency or community organization to provide specific support services needs like childcare, mental health services, housing/shelter, etc.
o Job Fairs and Targeted Employer events will be held in parking lots, and public buildings like the Hagan Community Center, the Rancho Cordova Library, City Hall, Churches like St. John Vienney or outdoors in parks.
o Placement in Training and Employment: We will contact employers directly to refer participants and will contact the various training programs to enroll participants in training.
o Follow-up: We will work with employers, faculty, and participants to assess retention and success in training and on the job.
e. Project Expected Timeline:

Key Milestone Date/Time
Duration
Key Prerequisite/Milestone/Contingency
1 Outreach : Get contact
information for 200 18 to 30 year
old unemployed-marginally
employed residents
First 5 mos
of the
project
Assumes that we are able to contact
500 to 1000 eligible residents
ITEM 12.1. ATTACHMENT 9

NSBIF Proposal 14 10.21.22
2 Intake, assess & enroll 50
participants
First 5 mos
of the
project
Assumes that we are able to interest
50 of the 200 people in enrolling in
the program.
3 Provide Work Readiness, Job
Search, Life Skills, & Career
Planning services to 35
participants
Starting in
month 2
through
month 12
Assumes we have been able to
choose the right people and provide
them with information and
assistance that is of value to them to
continue.
4 Place 50 participants into
construction-energy related
employment and/or training
Starting in
month 3
through
month 12
Assumes that the jobs are there for
the people we have selected and
that they are a good match for the
jobs they have been hired.
5 Successfully contact 30 placed
participants 18 months after
placement
30 months
after
project
begins 18
months
after
project
finishes
Assumes we can maintain a viable
way to contact people after they
have left the program for 18 mos.

ITEM 12.1. ATTACHMENT 9

NSBIF Proposal 15 10.21.22

5. Sources and Uses of Funds
The following is a description of the NSBIF’s income projected for FY22-23 for all Foundation projects. In the budget section there is a delineation of in-kind contributions for this proposal.

6. Conflict of Interest Statement
The NSBIF has a close interlocking relationship with the North State Building Industry Association (BIA) a 501(c)(6) Trade Association. The BIA has an ongoing relationship with the City in discussion about new home building projects, fees, and regulations related to home building. At present there is no issue that the BIA is dealing with the City that would present a Conflict of Interest with the NSBIF and its relation with the City.

7. Exceptions: There is no request for an exception at this time.

FY22-23 Proposed/Com
mitted Evidence Funding Source
Use of Funds
$ 191,438 Committed Existing Contract SETA Place 18-24 year-olds into training or employment $ 51,312 Committed Money in Hand Employers Participant wages, food at meetings, etc $ 14,330 Committed Money in Hand Private Donations Covers cost of assembling beds for kids $ 13,000 Committed Existing Contract
$ 12,223 Committed Existing Contract
Strong
Workforce
Funds
$ 343,452 Committed Existing Contract
Strong
Workforce
Funds
$ 20,000 Committed PO In Hand
$ 52,000 Committed PO In Hand
$ 10,769 Committed Money in Hand Private Sector Promote Women and Minorities to become Licensed contractors
$ 8,000 Proposed Past Experience Employers Hiring event for participating employers $ 19,500 Committed Existing Contract SMUD Placement of SMUD partner participants $ 116,907 Committed Existing Contract General Fund Provide career exploration, work readiness preparation, & internships to 16-18 year olds
$ 94,300 Committed Existing Contract State CTE Funds Provide career exploration, work readiness preparation, & internships to 16-18 year olds
$ 35,000 Proposed
$ 58,000 Proposed
$ 163,000 Proposed
Other Intern Income $ 83,000 Proposed
Harbor Freight Internship $ 6,500 Committed Existing Contract HF Foundation Internship Subtotal $ 345,500 Mixed
$ 120,000 Proposed Draft Agreement Private
Donations
Recruit 150 students & place 75 graduates into
employment
$ 28,129 Committed $ in Hand BIA Pay grant writer to develop proposals. $ 25,000 Proposed
In process of getting
Sponsorships
Business
Organizations Use funds where needs or build reserves.
$ 5,900 Committed $ in Hand Event
BIA restricited funding $ 187,500 Committed $ in Hand BIA The New Home Company Golf Tournament $ 53,735 Committed $ in Hand Event $ 23,700 Committed $ in Hand Event
$ 270,835
FY 22-23 Totals $ 1,736,695

SETA OSY
SMUD
OSY Contributions Employer
MWBE/License Contractors
CRC - Kaiser
Los Rios CCD
My Own Bed
Admin Fund
NSBIA Restricted
Lennar Restricted
Poker Tournament Fundraiser
Fundraiser Subtotal
City of Sacramento:

SYDPF - Pathways to YES
North Consortium
Employer
Contributions
Have operated
program for five
years
HBI BuildStrong Academy
C4BT Fundraiser
SCUSD
Sierra CC Construction BC
Job Fair
Sierra Social Media Campaign
Grant Development
PIPER Sponsorships
Summer Internship program to place 60 to 80
High School Juniors and Seniors (16-18 year olds)
throughout Placer and Sacramento Counties
Recruit people to enroll in Energy, Construction,
Utilitiy, and Business courses in 8 campuses in the
region. Provide internships, place students into
employment. Provide scholarships to ECU
students in the Los Rios District.

Funds are used to absorb the cost of
administrative overhead, policy development,
fund raising, and partnership development
Strong
Workforce
Funds
Recruit people to enroll in Energy, Construction,
Utilitiy, and Business courses and place graduates
into employment
ITEM 12.1. ATTACHMENT 9

NSBIF Proposal 16 10.21.22

8. Supportive Information
A. IRS, Secretary of State 501(c)(3) forms.

B. NSBIF Audited Financial Reports for FY 20 and 21
C. Budget

1. Project Budget

2. Budget Narrative
D. City of Rancho Cordova Business License
E: Letters of Support
E-1. Folsom Cordova Community Partnership
E-2. Nimbus Landscaping
ITEM 12.1. ATTACHMENT 9

Attachment A
ITEM 12.1. ATTACHMENT 9

ITEM 12.1. ATTACHMENT 9

ITEM 12.1. ATTACHMENT 9

NORTH STATE BUILDING

INDUSTRY

ASSOCIATION AND AFFILIATES

CONSOLIDATED FINANCIAL STATEMENTS
WITH INDEPENDENT ACCOUNTANT’S

REVIEW REPORT

YEARS ENDED
DECEMBER 31, 2021 (REVIEWED)
AND 2020 (AUDITED)
Attachment B
ITEM 12.1. ATTACHMENT 9

2880 Gateway Oaks Drive, Suite 100, Sacramento, CA 95833 Phone 916.646.6464 • Fax 916.929.6836 • GilbertCPA.com
Relax. We got this.SM
1 INDEPENDENT ACCOUNTANT’S REVIEW REPORT
The Board of Directors
North State Building Industry
Association
Roseville, California
We have reviewed the accompanying consolidated financial statements of the North State Building Industry Association and Affiliates (Association), which comprise the consolidated statement of financial position as of December 31, 2021, and the related consolidated statements of activities, functional expenses and cash flows for the year then ended, and the related notes to the consolidated financial statements. A review includes primarily applying analytical procedures to management’s financial data and making inquiries of entity management. A review is substantially less in scope than an audit, the objective of which is the expression of an opinion regarding the consolidated financial statements as a whole. Accordingly, we do not express such an opinion.

Management’s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with accounting principles generally accepted in the United States of America; this includes the design, implementation, and maintenance of internal control relevant to the preparation and fair presentation of consolidated financial statements that are free from material misstatement whether due to fraud or error.

Accountant’s Responsibility
Our responsibility is to conduct the review engagement in accordance with Statements on Standards for Accounting and Review Services promulgated by the Accounting and Review Services Committee of the AICPA. Those standards require us to perform procedures to obtain limited assurance as a basis for reporting whether we are aware of any material modifications that should be made to the consolidated financial statements for them to be in accordance with accounting principles generally accepted in the United States of America. We believe that the results of our procedures provide a reasonable basis for our conclusion.

We are required to be independent of the Association and to meet our other ethical responsibilities, in accordance with the relevant ethical requirements related to our review.

Accountant’s Conclusion
Based on our review, we are not aware of any material modifications that should be made to the accompanying consolidated financial statements in order for them to be in accordance with accounting principles generally accepted in the United States of America.

ITEM 12.1. ATTACHMENT 9

The Board of Directors
North State Building Industry
Association

2 Supplementary Information
The 2021 supplementary information included on pages 17 and 19 are presented for the purpose of additional analysis and is not a required part of the basic consolidated financial statements. The information is the representation of management. We have reviewed the information and, based on our review, we are not aware of any material modifications that should be made to the information in order for it to be in accordance with accounting principles generally accepted in the United States of America.

We have not audited the information and, accordingly, do not express an opinion on such information.

Report on 2020 Consolidated Financial Statements and Supplementary Information The 2020 consolidated financial statements, excluding Shelter Providers of Sacramento, Inc., d.b.a HomeAid Sacramento (HomeAid), were audited by us, and we expressed an unmodified opinion on them in our report dated April 29, 2021. In addition, the 2020 supplementary information, excluding HomeAid, contained on pages 18 and 20 was subjected to the auditing procedures applied in the audit of the consolidated financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the consolidated financial statements or to the consolidated financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. Our report stated that the information was fairly stated in all material respects in relation to the consolidated financial statements or on the supplementary information since April 29, 2021.

We did not audit the 2020 financial statements of HomeAid, an affiliated, consolidated nonprofit organization controlled by the North State Building Industry Association, which statements reflected total assets constituting 31% and total revenues constituting 22% of consolidated totals as of and for the year ended December 31, 2020. Those statements were audited by other accountants, whose report had been furnished to us, and our conclusion, insofar as it relates to the amounts included for HomeAid, was based solely on the report of the other accountants.

GILBERT CPAs
Sacramento, California
April 29, 2022
ITEM 12.1. ATTACHMENT 9

BIA Home Aid NSBIF BIA PAC Consolidated
ASSETSCURRENT ASSETS:

Cash and cash equivalents $ 213,354 $ 921,015 $ 281,678 $ 238,736 $ 1,654,783 Accounts and grants receivable, net 57,301 7,800 53,617 118,718 Prepaid expenses and deposits 49,097 1,155 2,899 53,151 Total current assets 319,752 929,970 338,194 238,736 1,826,652 PROPERTY AND EQUIPMENT, net 15,451 7,038 1,904 24,393
INVESTMENTS 3,192,390 1,015,107 4,207,497
TOTAL ASSETS $ 3,527,593 $ 1,952,115 $ 340,098 $ 238,736 $ 6,058,542 LIABILITIES AND NET ASSETSCURRENT LIABILITIES:

Accounts payable $ 78,362 $ 37,128 $ 34,236 $ 858 $ 150,584 Accrued expenses 103,107 30,442 133,549
Economic injury disaster loanDeferred revenue 451,036 451,036Refundable advances 25,000 122,668 147,668 TOTAL LIABILITIES 657,505 67,570 156,904 858 882,837NET ASSETS:

Without donor restrictions 2,870,088 1,543,236 183,194 237,878 4,834,396 With donor restrictions 341,309 341,309
Total net assets 2,870,088 1,884,545 183,194 237,878 5,175,705 TOTAL LIABILITIES AND NET ASSETS $ 3,527,593 $ 1,952,115 $ 340,098 $ 238,736 $ 6,058,542

NORTH STATE BUILDING INDUSTRY

ASSOCIATION AND AFFILIATES

CONSOLIDATING STATEMENT OF FINANCIAL POSITION
DECEMBER 31, 2021
17 ITEM 12.1. ATTACHMENT
9

BIA Home Aid NSBIF BIA PAC Consolidated
ASSETSCURRENT ASSETS:

Cash and cash equivalents $ 450,342 $ 629,223 $ 112,811 $ 75,440 $ 1,267,816 Accounts and grants receivable, net 60,500 25,487 85,987 Prepaid expenses and deposits 20,976 3,390 5,364 29,730 Total current assets 531,818 632,613 143,662 75,440 1,383,533 PROPERTY AND EQUIPMENT, net 24,866 450 500 25,816
INVESTMENTS 2,610,973 892,822 3,503,795
TOTAL ASSETS $ 3,167,657 $ 1,525,885 $ 144,162 $ 75,440 $ 4,913,144 LIABILITIES AND NET ASSETSCURRENT LIABILITIES:

Accounts payable $ 44,698 $ 5,204 $ 34,633 $ 600 $ 85,135 Accrued expenses 89,890 15,234 105,124
Economic injury disaster loan 150,000 150,000Deferred revenue 290,651 290,651 Refundable advances 51,600 51,600
TOTAL LIABILITIES 575,239 20,438 86,233 600 682,510
NET ASSETS:

Without donor restrictions 2,592,418 1,161,771 57,929 74,840 3,886,958 With donor restrictions 343,676 343,676
Total net assets 2,592,418 1,505,447 57,929 74,840 4,230,634 TOTAL LIABILITIES AND NET ASSETS $ 3,167,657 $ 1,525,885 $ 144,162 $ 75,440 $ 4,913,144

NORTH STATE BUILDING INDUSTRY

CONSOLIDATING STATEMENT OF FINANCIAL POSITION
DECEMBER 31, 2020

ASSOCIATION AND AFFILIATES
18 ITEM 12.1. ATTACHMENT
9

BIA Home Aid NSBIF BIA PAC Eliminations Consolidated

NET ASSETS WITHOUT DONOR
RESTRICTIONS:

REVENUE:

Grant and fundraising activity 993,056$ 766,843$ 1,759,899$ Less donated materials and labor for
HomeAid (583,084) (583,084)
Net grants and contributions 409,972 766,843 1,176,815
Member dues and assessment fees $ 1,345,938 1,345,938
Events 660,519 385,419 61,006 1,106,944
Interest and investment income 222,156 57,149 279,305
Political contributions 189,200$ 189,200
Sponsorships 42,930 42,930
Rental income 23,584 28,710 52,294
Other income 13,760 10,442 $ (15,331) 8,871
Net assets released from restrictions 79,812 79,812
Total revenue 2,265,957 961,062 881,221 189,200 (15,331) 4,282,109 EXPENSES:

Program services:

Governmental and public affairs 764,961 26,162 791,123
Educational programs 5,831 686,491 692,322
Events and membership services 643,589 643,589
Charitable projects 140,156 15,510 155,666
Total program services 1,414,381 140,156 702,001 26,162 2,282,700 Supporting services:

General administration 742,304 249,396 85,122 (15,331) 1,061,491 Fundraising 237,722 41,286 279,008
Total expenses 2,156,685 627,274 828,409 26,162 (15,331) 3,623,199 INCOME FROM OPERATIONS 109,272 333,788 52,812 163,038 658,910

GAIN ON FORGIVENESS OF PAYCHECK
PROTECTION PROGRAM LOAN 168,398 47,677 72,453 288,528

INCREASE IN NET ASSETS WITHOUT
DONOR RESTRICTIONS 277,670 381,465 125,265 163,038 947,438

NET ASSETS WITH DONOR
RESTRICTIONS:

Endowment contributions 33,280 33,280
Unrealized gain on investments 32,165 32,165
Grants and contributions 12,000 12,000
Net assets released from restrictions (79,812) (79,812)

DECREASE IN NET ASSETS WITH
DONOR RESTRICTIONS (2,367) (2,367)
INCREASE IN NET ASSETS 277,670 379,098 125,265 163,038 945,071 NET ASSETS, beginning of year 2,592,418 1,505,447 57,929 74,840 4,230,634 NET ASSETS, end of year 2,870,088$ 1,884,545$ 183,194$ 237,878$ $ 5,175,705$

NORTH STATE BUILDING INDUSTRY

ASSOCIATION AND AFFILIATES

CONSOLIDATING STATEMENT OF ACTIVITIES
YEAR ENDED DECEMBER 31, 2021
19 ITEM 12.1. ATTACHMENT 9

BIA Home Aid NSBIF BIA PAC Eliminations Consolidated

NET ASSETS WITHOUT DONOR
RESTRICTIONS:

REVENUE:

Grant and fundraising activity 615,640$ 595,884$ 1,211,524$ Less donated materials and labor for
HomeAid (128,310) (128,310)
Net grants and contributions 487,330 595,884 1,083,214
Member dues and assessment fees $ 1,274,652 1,274,652
Events 610,971 228,721 5,443 845,135
Interest and investment income 253,157 62,794 315,951
Political contributions 230,875$ 230,875
Sponsorships 12,700 12,700
Rental income 24,420 24,420
Other income (46,139) 65,886$ 19,747
Net assets released from restrictions 86,834 86,834
Total revenue 2,117,061 865,679 614,027 230,875 65,886 3,893,528 EXPENSES:

Program services:

Governmental and public affairs 738,507 380,564 1,119,071 Educational programs 4,184 453,875 61,261 519,320
Events and membership services 664,638 13,562 678,200
Charitable projects 221,743 7,647 229,390
Total program services 1,407,329 221,743 475,084 380,564 61,261 2,545,981 Supporting services:

General administration 469,190 202,642 44,798 4,625 721,255 Fundraising 173,703 87,042 260,745
Total expenses 1,876,519 598,088 606,924 380,564 65,886 3,527,981 INCOME (LOSS) FROM OPERATIONS 240,542 267,591 7,103 (149,689) 365,547

GAIN ON FORGIVENESS OF PAYCHECK
PROTECTION PROGRAM LOAN 40,000 89,845 129,845

INCREASE (DECREASE) IN NET ASSETS
WITHOUT DONOR RESTRICTIONS 240,542 307,591 96,948 (149,689) 495,392

NET ASSETS WITH DONOR
RESTRICTIONS:

Endowment contributions 22,850 22,850
Unrealized gain on investments 26,989 26,989
Net assets released from restrictions (86,834) (86,834)

DECREASE IN NET ASSETS WITH
DONOR RESTRICTIONS (36,995) (36,995)
INCREASE (DECREASE) IN NET ASSETS 240,542 270,596 96,948 (149,689) 458,397 NET ASSETS, beginning of year 2,351,876 1,234,851 (39,019) 224,529 3,772,237 NET ASSETS, end of year 2,592,418$ 1,505,447$ 57,929$ 74,840$ $ 4,230,634$

NORTH STATE BUILDING INDUSTRY

CONSOLIDATING STATEMENT OF ACTIVITIES
YEAR ENDED DECEMBER 31, 2020

ASSOCIATION AND AFFILIATES
20 ITEM 12.1. ATTACHMENT 9

North State Building Industry Foundation
Proposed Project Budget
&
Narrative
Attachment C - Proposed Project Budget and Narrative
ITEM 12.1. ATTACHMENT 9

phone: 916.751.2760
phone: 916.751.2775
BUDGET PERIOD:

Inkind Totals % of total
$ - $ 204,143 75%
$ -
$ - 0%
$ 600 $ 16,641 6%
$ 56,250 $ 75,000 7%
$ 7,575 $ 10,444 1%
$ 4,303 $ 9,353 2%
$ - $ - 0%
$ 2,000 $ 9,725 3%
$ 3,600 $ 20,250 6%
$ 74,328 $ 345,556
Cost per person placed

WORKFORCE INVESTMENT ACT (WIA)
NEG

BUDGET AND BUDGET NARRATIVE
City Roseville, CA 95661
Program Contact: Jennifer Poff
Subgrantee Name North State Building Industry Foundation Street Address: 1536 Eureka Road

TYPE OF COST
Fiscal Contact Person: Jeff Klein
To be determined

BUDGET SUMMARY - COST REIMBURSEMENT
RC City SHARE
B2. Other Equipment Costs $ -
C. Other Costs $ 16,041
A. Personnel $ 204,143
B1. Fixed Asset Purchases $ -
D1. Wages/Compensation $ 18,750
D2. Participant FICA $ 2,869
D3. Worker's Compensation $ 5,050
$ 5,425
D4. OJT Employer Reimbursement $ -
D6. Supportive Services
D5. Other Participant Costs $ 7,725
Total Cost $ 271,228
$ 16,650
ITEM 12.1. ATTACHMENT 9

A. PERSONNEL COSTS
Dates Full Salary Number of RC City

1. Job Title From-To Per Month Months X % RC City Non- RC City Totals

1. Project Manager (NSBIF Executive Director) To Be Determined 7,000 12 25% 21,000 - 21,000 2, Director, Young Adult Services To Be Determined 4,853 12 45% 26,206 26,206

3. Case Mananger To Be Determined 3,467 12 50% 20,802 20,802

3. Case Mananger To Be Determined 3,250 12 80% 31,200 31,200

4. Job Developer To Be Determined 5,377 12 60% 38,714 38,714

5. Technical Advisor To Be Determined 8,387 12 15% 15,097 15,097

6. CFO/Controller To Be Determined 6,436 12 10% 7,723 7,723 - -
- -
- -
- -
- -
- -
- -
- -
- -
- -
Total Salaries 160,742 - 160,742

2. Total Fringe Benefits (27% of Wages) $ 43,400 $ - 43,400 Total Personnel Costs Salaries + Fringe Benefits 204,143 - 204,143 Costs For This Program
ITEM 12.1. ATTACHMENT 9

C. OTHER COSTS

1. Direct
Facility:

Address:

Non-Owned: _____Rent X Lease $ - 0% $ - $ -
Owned: _____ Depreciation ____Use Allowance $ - 0% $ - $ - Utilities (Included) $ - 0% $ - $ -
Telephone & Internet $ - 0% $ - $ -

1. Combined Insurance, Rent, Utilities, Equipment Costs $ 697 12.0 100% $ 8,361 $ 8,361

2. Marketing Materials/Bling $ 200 12.0 100% $ 2,400 $ 2,400

3. Office Supplies $ 50 12.0 100% $ 600 $ 600
Insurance: Fidelity/Depositors' Forgery $ - 0% $ - $ -
Property $ - 0% $ - $ -
General Liability $ - 0% $ - $ -
Vehicle Liability $ - 0% $ - $ -
Others $ - 0% $ - $ -

4. Travel: Local Mileage 500 mis/mo @ $.58/mi $ 290 12.0 100% $ 3,480 $ 3,480

5. Other: Training and Conference Tuitions $ 100 12.0 50% $ 600 $ 600 $ 1,200 Subcontracts: $ - 0% $ - $ -
Others: $ - $ -
Total Direct Costs $ 15,441 $ 600 $ 16,041

2. *Indirect Costs - Approved Rate: % x Direct Costs of $ 0.00% X $ 15,441 $ - $ - $ - $ 15,441 $ 600 $ 16,041
Non RC City Totals
Costs For This Program
Total Other Costs
Monthly Cost # of Months RC City
Full Cost Information
RC City
ITEM 12.1. ATTACHMENT 9

D. DIRECT PARTICIPANT COSTS
Type/Cost Information RC City
Non-RC
City (Inkind) TOTAL

1. Work Experience: Partially Subsidized
10 participant x $ 15.00/Hour x 250 hours = $ 18,750 $ 18,750 $ 37,500 1a. Work Experience Unsubsidized
15 participants x $15.00/Hour x 250 hours = $ 56,250 $ 56,250 Worker's Compensation $ 5,050 $ 7,575 $ 12,625

2. Participant FICA (Employer's Contribution only) $ 2,869 $ 4,303 $ 7,172

6.2% Social Security tax and the 1.45% Medicare tax = 7.65% Totals $ 26,669 $ 79,303 $ 105,972

3. Other Participant Costs
Drivers Training: Getting a License 5 X $900 $ 4,500 $ 4,500 Training Materials for Work Readiness, Life Skills, Job Search 35*$35 $ 1,225 $ - $ 1,225 Other: Field Trips, enrollment in training program, $ 2,000 $ 2,000 Total Other Participant Costs $ 7,725 $ 2,000 $ 9,725

4. Supportive Services
Clothing, Safety Equipment, Boots & Tools 20 people @ $150 per person $ 3,000 $ 3,000 Child Care/Transportation (50 people @ 125 per person) $ 6,250 $ 6,250 Training & GED Fees: 20 people @ $300 $ 2,400 $ 3,600 $ 6,000 Incentives/Ancillary/Other Supports: 50 participants @ $100 ea $ 5,000 $ 5,000 Total Supportive Services $ 16,650 $ 3,600 $ 20,250

5. OJT Employer Reimbursement
Participants x /Hour x hrs x % = $ -
Average Hours of Training

6. Off-the-Shelf (Occupational Skills Training) or Tuition Payments (MUST COMPLETE PAGE 6) $ -
___________x $______________________ =
Slots Average Tuition Per Slot
Total Direct Participant Costs (1+2+3+4+5+6) $ 51,044 $ 84,903 $ 135,947

1. Note that we expect employers to contribute to the Work Experience. Participants will be Foundation Employees and we will cover the FICA and Worker's comp

2. Cost for Field Trips is transportation and we rent Paratransit Vehicles & Drivers for $90 @ hour

3. Enrollment in training programs. In kind reflects the scholarships and other sources of funds to enroll participants.

4. Support Services. All figures are averages and do not reflect what will actually happen as costs vary based upon need and nature of subsidy.

COSTS FOR THIS PROGRAM
ITEM 12.1. ATTACHMENT 9

CITY OF RANCHO CORDOVA
2729 Prospect Park Drive • Rancho Cordova, CA 95670 • (916) 851-8737

BUSINESS LICENSE
License not transferable • Not valid at any other location • Post in conspicuous place

EFFECTIVE DATE EXPIRATION DATE LICENSE NUMBER
10/18/2022 10/18/2023 OOA-002982
BUSINESS TYPE: 81: OTHER SERVICES (EXCEPT PUBLIC ADMINISTRATION)

CONDITIONS
• COMPLY WITH RANCHO CORDOVA ORDINANCES, CODES &

REGULATIONS

OWNER(S)

NORTH STATE BUILDING INDUSTRY

ASSOCIATION

NORTH STATE BUILDING INDUSTRY ASSOCIATION FOUNDATION
1536 EUREKA RD
ROSEVILLE, CA 95661

LOCATION
1536 EUREKA RD
ROSEVILLE, CA 95661
This license is issued without verification that the holder is subject or exempted from licensing by the state, county, federal government, or any other government agency.

Attachment D
ITEM 12.1. ATTACHMENT 9

10665 Coloma Rd. Suite 200 ∙ Rancho Cordova, CA 95670
October 19, 2022
Amanda Norton
Economic Development Manager
City of Rancho Cordova
Economic Development
2729 Prospect Park Drive Rancho Cordova, CA 95670
Re: North State Building Industry Foundation (NSBIF) young adult workforce proposal.

The Folsom Cordova Community Partnership (FCCP) supports NSBIF’s proposal to recruit young adults living in the City of Rancho Cordova and work with them to receive the training and employment in well-paying jobs in the Energy, Construction, Utilities, and Manufacturing industries.

We envision a cross-referral collaborative between FCCP and NSBIF, in which NSBIF provides skilled training opportunities and FCCP provides case management and wraparound services where needed for Rancho Cordova residents.

The key to economic growth is that all citizens have the opportunity for well-paying jobs. NSBIF has the expertise to provide workforce training in Energy, Construction, Utilities, and Manufacturing as well as relationships with employers ready to hire in these industries.

Please consider awarding the NSBIF a contract to help Rancho Cordova’s young adults find a meaningful career in the trades industry. For additional information, feel free to contact me at:

[email protected] or (916) 361.8684 x290.

Sincerely,
Robert Sanger
Executive Director
[email protected]
(916) 361.8684 x290
Attachment E - Letters of Support from Community Partners ITEM 12.1. ATTACHMENT 9

October 19th 2022
Amanda Norton
Economic Development Manager
City of Rancho Cordova
Economic Development
2729 Prospect Park Drive Rancho Cordova, CA 95670
Re: North State Building Industry Foundation (NSBIF) young adult workforce proposal.

We at Nimbus Landscape Materials support the North State Building Industry Foundation’s proposal to recruit young adults living in the City of Rancho Cordova and work with them to receive the training and employment in well-paying jobs in the Energy, Construction, Utilities and Manufacturing industries.

The key to economic growth is that all citizens have the opportunity for well-paying jobs. NSBIF is in touch with employers with good jobs.

Please consider awarding the NSBIF a contract to help Rancho Cordova’s young adults find a meaningful career.

Sincerely,
Rachele Glavaris
Nimbus Landscape Materials
12137 Folsom Blvd
Rancho Cordova CA 95742
Office 916-985-2275
ITEM 12.1. ATTACHMENT 9

Career Technical Education At Regional
Community Colleges
What is Career Technical Education?
Career Technical Education (CTE) is a term for
educational programs that specialize in the skilled
trades, applied arts and sciences, modern technologies, and career preparation. A key element of these
programs is how coursework integrates academic
knowledge with technical and career readiness skills,
preparing students with the skills they need to launch
into a career.

CTE Programs help students apply the abstract
concepts and theories from academic coursework to
real world situations, providing them with practical, and relevant skills that will make them more employable
upon graduation. CTE programs often provide students
with opportunities to gain work experience through
internships, work-based learning, and industrycertification opportunities. CTE offers a wide range of learning experiences spanning many different career
tracks, including skilled trades such as, automotive
technology, construction, welding, and solar
technology.

American River College
Design/Engineering Technology
Horticulture & Landscape Design
Solar Energy Systems Design, Estimation, and Sales
Certificate
Welding Technology
Cosumnes River College
Architectural Design Technology
Architecture
Architectural Technology Certificate
Automotive Mechanics Technology
Automotive, Construction and Design
Building Inspection Technology A.S. Degree
Building Inspection Technology Certificate
Construction A.S. Degree
Construction Certificate
Construction Pre-apprenticeship Certificate
Construction Management A.S Degree
Construction Management Certificate
Engineering
Green Buildings Certificate
Horticulture
Horticulture: Sustainable Irrigation and Water
Management Certificate
Horticulture: Sustainable Landscape A.S. Degree
Horticulture: Sustainable Landscape Design Certificate
Interior Building Architecture A.S. Degree
Interior Building Architecture Certificate
Solar Installer Certificate
Automotive, Construction and Design Technology
Welding Technology A.S. Degree
Welding Technology Certificate
Sacramento City College
Energy Auditing
Engineering Design Technology
Civil Engineering Commercial
Building & Energy Auditing Specialist
HVAC Systems Design
Mechanical/Electrical Technology,
Mechanical Systems Technology
& HVAC/R
Industrial Maintenance Mechanic
Technician
Construction Related
Post-Secondary Programs
Find this with live links at https://www.biaworkforce.com/careers.html Updated 08.29.22
For more information, visit:

BIAWorkforce.com or contact us at:
[email protected]
Butte College
Construction Laborer
Cabinetmaker
Electrician
Construction Supervisor
Heavy Equipment Operation
Building Inspection Technology
Civil Engineering Technology
Drafting and CAD Technology
Welding Technology
Folsom Lake College
Waste/Wastewater Management
ITEM 12.1. ATTACHMENT 9

Sierra College
Advanced Manufacturing
Construction Management
Construction Fundamentals Course
Engineering Design Technology
Drafting and Engineering Support
Engineering
Mechatronics
Welding Technology
Yuba College
Welding Technology
Drafting Technology
CSU Chico
Construction Management
Concrete Industry Management
CSU Sacramento
Water Technology
Construction Management
UC Davis
Energy Science and Technology
Construction Engineering and Management
Other Construction and Green Job
Related training programs
California Conservation Corps
Northern California Construction Training
Green Tech Education & Employment Programs
Grid Alternatives
People Working Together
Sacramento Regional Conservation Corps
Job Corps
Building Construction Technology
Carpentry
Cement/Masonry
Heavy Equipment Mechanic
Plastering/Drywall
Charles Jones Career & Education
Center
Welding, Forklift Operation and Manufacturing
Apprenticeship Programs
ABC NorCal
Acoustical Installers Apprenticeship
Boilermaker Apprenticeship
Bricklayer & Stonesman Apprenticeship
Carpenter Apprenticeship
Carpet, Linoleum, & Soft Tile Worker Apprenticeship
Cement Mason Apprenticeship
Construction Inspector Apprenticeship
Drywall Finisher Apprenticeship
Drywall/Lather Apprenticeship
Western Electrical Contractors Association
International Brotherhood of Electrical Workers
PHCC (Plumbing Heating Cooling Contractors
Association
Glazier & Glass Worker Apprenticeship
Hardwood Floor Layer Apprenticeship
Heat & Frost Insulators Apprenticeship
Insulator Apprenticeship
Ironworker (Field) Apprenticeship
Marble Finisher Apprenticeship
Marble Mason/Setter Apprenticeship
Millwright Apprenticeship
Painter Apprenticeship
Pile Driver Apprenticeship
Plasterer Apprenticeship
Plumber/Pipefitter Apprenticeship
Residential Sheet Metal Installer Apprenticeship
Roofer/Waterproofer Apprenticeship
Scaffold Erectors Apprenticeship
Sheet Metal Worker/HVAC Apprenticeship
Shingler Apprenticeship
Surveyor Apprenticeship
Teamster Construction Truck Driver Apprenticeship
Terrazzo Finisher Apprenticeship
Terrazzo Mechanic Apprenticeship
Tile Finisher Apprenticeship
Tile Layer/Setter Apprenticeship
For more information, visit:

BIAWorkforce.com or
contact us at:
[email protected]
Construction Related
Post-Secondary Programs
Updated 08.29.22
ITEM 12.1. ATTACHMENT 9

Workforce Recovery
Reporting Proposal
Submitted To,
Amanda Norton & Ashley Kobe
Rancho Cordova
Submitted By,
Sadie St Lawrence
SSL Innovations
www.SSLInnovations.com
October 21, 2022
ITEM 12.1. ATTACHMENT 10

Table Of
Contents
03 Executive
Summary
04 Needs
05 Our
Recommend
06 Scope &
Cost
07 Next Steps
08 Contact
ITEM 12.1. ATTACHMENT 10

WORKFORCE RECOVERY REPORTING / 3
Executive Summary
The City of Rancho Cordova looks to administer a variety of workforce recovery programs to ensure their residents have the skills needed to gain employment and gain a sustainable living wage in an ever-evolving job landscape. Rancho Cordova will contract a variety of service provides to administer these upskilling and reskilling programs. Therefore, Rancho Cordova seeks to provide benchmarking, standardize measurement and reporting to be able to communicate the success and impact of the workforce recovery programs to City Council.

Define and benchmark success against national programs to keep service providers accountable and clearly articulate the impact of the programs.

Benchmark Success
Standardize measurement for all service providers to easily provide cross analysis against the programs, and hold service providers accountable to benchmarks.

Standardize Measurement
Provide reports and contextual insights for Rancho Cordova to use to easily show, and communicate to City Council in regard to who has been served, how the programs are tracking to benchmarks, overall success, and next steps
recommendations.

Reporting
Objectives
ITEM 12.1. ATTACHMENT 10

WORKFORCE RECOVERY REPORTING / 4
Needs
Prior to launching the programs, benchmarks and success criteria need be defined to communicate goals with the service providers and City Council.

Define Success
Multiple programs collect a variety of data at different times leading to inconsistences in the reporting and difficulty communicating the impact.

Program Comparison
Hold service providers accountable to the goals and provide a standardized outcome.

Accountability
Easily report on all programs with detailed analysis to communicate success, recommendations, and next steps to City Council.

Communicate Impact
ITEM 12.1. ATTACHMENT 10

WORKFORCE RECOVERY REPORTING / 5
Our
Recommendation
SSL Innovations will meet with the Economic Development team to discuss goals for the programs, timeline, and
provide resources on national programs to develop
standardized benchmarks for the Workforce Recovery
Programs.

Benchmark Success
Standardize Measurement
Reporting
SSL Innovations will provide the analysis of the survey’s and compare these programs to the benchmarks to easily
communicate and report on the impact. Along with
providing cross analysis for deeper insights and
recommendations.

SSL Innovation will create a standardize reporting method for all programs through surveys based on the benchmark criteria set. These survey’s will be sent out on behalf of Rancho Cordova and Rancho Cordova will own and have
access to all data.

ITEM 12.1. ATTACHMENT 10

WORKFORCE RECOVERY REPORTING / 6
Scope & Cost
Define Benchmark Success Criteria
Outline Reporting Needs
Success Criteria & Benchmarking
Application Survey
Midpoint Check-in Survey
Program Participant Dropout Survey
Program Completion Survey
Hiring Reporting Survey (6-Months)
Hiring Reporting Survey (12-Months)
Hiring Reporting Survey (18-Months)
Survey Development (7 Surveys)
Participant Report
Program Completion Report
Hiring Report (6-Months)
Hiring Report (12-Months)
Hiring Reporting (18-Months)
Analysis & Reporting (5 Reports)
Service Cost
$95,000
$150,000
$125,000
COST

WHAT'S INCLUDED
2023 Year Survey Development & Reporting
2022 Survey Development & Reporting
2024 Survey Development & Reporting
Application Survey Development
Participant Dropout Survey Development
Participant Report
Midpoint Survey Development
Program Completion Survey Development
6-Month Hiring Survey Development
Program Completion Report
6-Month Hiring Report
12-Month Hiring Survey Development
18-Month Hiring Survey Development
12-Month Hiring Report
18-Month Hiring Report
ITEM 12.1. ATTACHMENT 10

WORKFORCE RECOVERY REPORTING / 7
Next Steps
Submit payment for work outlined in contract
for 2022 survey development and reporting
Accept the proposal as is or discuss desired
changes such as incentive programs or data
enablement for workforce partners.

Finalize and sign contract for 2022 suvey
development and reporting
Schedule kick-off meeting
ITEM 12.1. ATTACHMENT 10

Contact
[email protected]
www.SSLInnovations.com
ITEM 12.1. ATTACHMENT 10

ITEM 12.1. ATTACHMENT 11

ITEM 12.1. ATTACHMENT 11

ITEM 12.1. ATTACHMENT 11

Proposal
Workforce Recovery Program - City of Rancho Cordova

2. Table of Contents

3. Qualifications and Experience
Udacity

4. Project Description
Project Design
Past Performance and Planned Outcomes
Partnerships
Project Expected Timeline

5. Sources and Uses of Funds

6. Conflict of Interest Statement

7. Exceptions

8. Supportive Information
ITEM 12.1. ATTACHMENT 11

3. Qualifications and Experience
Udacity
(Project Lead)
Udacity's mission is to train the world’s workforce in the skills and careers of the future.

Our platform is built on our Nanodegree program: a project- and skills-based educational credential program. Udacity Nanodegree programs consist of recommended courses comprised of online lessons designed to assist learners with the creation (and successful completion) of a relevant and practical project portfolio, taught by experts in their fields, and individually supported by technical experts and mentors.

Udacity was founded in 2011 by Sebastian Thrun and Peter Norvig. To date, over 13 million people across 160+ countries have learned technology-related skills on the Udacity platform.

Udacity Core Project Team
Janice Utke
janice.utke@
udacity.com
Sr. Enterprise
Account
Executive |
Societal Impact
● Based in Phoenix
● Over 2 years managing Udacity’s Societal Impact
and partnerships, previously 5 years in
Enterprise Account Management (Workiva).
● Maintains ownership and accountability to
ensure the program’s alignment to the strategic
priorities of partners & clients
Rawan Gebran
rawan.gebran@
udacity.com
Head of Global
Program
Management
● Based in Dubai
● 4 years running partnerships/program
management at Udacity, previously 5 years
spanning management consulting (McKinsey),
product management, regulatory affairs, cause
marketing.
● Overseeing global program management;
accountable to efficient delivery of outcomes
across all program models
Evan Jansen
(primary liaison)
evan.jansen
@udacity.com
North American
Team Lead,
Program
Management
● Based in Chicago
● Education background (BS Secondary Education,
Indiana Univ.; MS International Educational
Development, Univ. of Pennsylvania)
● 9 years of experience in teaching, learning
© 2022 Udacity. All rights reserved.

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2 ITEM 12.1. ATTACHMENT 11

assessments, student experience & educational
development
● Single point of contact for Udacity partners &
clients on the overall execution of the program
● Partnership with Program Operations and
Student Operations to deliver a seamless
program experience for learners
Udacity Extended Team
The broader Udacity team is well-staffed across a number of critical functions, to ensure that our programs are designed and executed to our highest standards. ● Student Support
■ Session Leads
■ Career Coaches
■ Community Moderators
■ Community Managers
● Program Operations
○ Community Operations
■ Oversight of all program related Slack/Discourse communities ○ Technical Support
■ Management of all support tickets related to any technical difficulties experienced on the Udacity platform
○ Career Services
■ Management of all services directed toward program participants’ readiness for job placement post-graduation
● Student Operations
○ Product Operations
■ Ensuring that applications and assessments reflect program priorities and are executed smoothly
○ Enrollment
■ Oversight of eligibility checks, distribution of student body across sessions, governance of revoking and plagiarism
○ Mentor Sourcing
■ Sourcing and allocation of mentors, tutors and session leads ○ Mentor Performance
■ Oversight of all KPIs and performance benchmarks associated with effectiveness of mentors, tutors and session leads
○ Communications
© 2022 Udacity. All rights reserved.

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3 ITEM 12.1. ATTACHMENT 11

■ Execution of program communications across email and SMS Similar Projects run by Udacity
Below is a selection of case studies which reflect a variety of scenarios in which Udacity has partnered with the public sector and/or private entities to make a positive impact on communities.

1. Workforce Development Board of Central Ohio (Columbus) & OhioMeansJobs Columbus-Franklin County
a. Description of services: In response to the COVID-19 pandemic, we developed a program concept in partnership with WDBCO and key local employers to upskill residents of Franklin County in Business Analytics, Digital Marketing or UX Design. The program achieved a 78% graduation rate among WIOA-funded learners (57% overall), with employers like JP Morgan Chase, Cardinal Health and Huntington Bank playing an active role. The program attracted an applicant base that was nearly 50% non-white and 75% low income.
b. Total project value: $281,000
c. Reference: Lisa Patt McDaniel, CEO of the Workforce Development Board of Central Ohio
d. Phone #: 614-559-6051
e. Email address: [email protected]
f. Industry: Workforce Development
g. Address: Workforce Development Board, 1650 Lake Shore Drive Suite 110, Columbus, Ohio 43204
h. Dates of service: Jan-Jun, 2021
i. Contract term: 2020-2021

2. Center on Rural Innovation (14 unique rural communities) a. Description of services: In order to support CORI’s Rural Innovation Network in attracting community members to opportunities in the digital economy, Udacity delivered a multi-phase foundational learning program to 204 graduates in Business Analytics, Digital Marketing or Front End Web Development. The foundational program largely reached groups underrepresented in technology roles, including 66% of participants identifying as female.
b. Total project value: $216,000
c. Reference: Mark Rembert, Director of Research and Knowledge at CORI d. Phone #: 1-802-436-4100
e. Email address: [email protected]
f. Industry: Workforce Development
© 2022 Udacity. All rights reserved.

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4 ITEM 12.1. ATTACHMENT 11

g. Address: Center on Rural Innovation, 2 Quechee Road, Hartland, Vermont 05048
h. Dates of service: 2020-2021
i. Contract term: 2020-2021

3. Blacks in Technology Foundation Scholarship Program (Global) a. Description of services: With a goal to increase representation of Black professionals in the technology industry, Udacity built a program in which 1,000 applicants were given access to Udacity Nanodegree programs. The 150 top performers were granted access to an intensive four-month immersion in one of three nanodegree fields: Product Manager, Cloud DevOps, and Programming for Data Science with Python.
b. Total project value: $300,000
c. Reference: Dennis Schultz , Executive Director at Blacks in Technology Foundation
d. Phone #: 908.938.1319
e. Email address: [email protected]
f. Industry: Non-Profit, Foundations
g. Address: 4132 Foxpoint Ridge, Cleves, Ohio 45002
h. Dates of service: Jan - Dec, 2021
i. Contract term: 2021-2022

4. The City of Rancho Cordova
a. Description of services: Udacity launched the Tech Career Incubator Scholarship to provide tech career pathways to 50 residents of Rancho Cordova who faced significant barriers to employment. The program was designed based on local skills demand from employers and the general labor market. Applicants had the chance to choose either Business Analytics or Introduction to Programming. The scholarship upskilled program participants and provided them with job-ready skills to succeed in a stable, well-paying tech occupation.
b. Total project value: $ 160,000
c. Reference: Amanda Norton, Economic Development Manager, Rancho Cordova
d. Phone #: 916.851.8783
e. Email address: [email protected]
f. Industry: Government, Workforce Development
g. Address: City of Rancho Cordova, 2729 Prospect Park Drive, Rancho Cordova, CA 95670
h. Dates of service: January - July, 2022
i. Contract term: 2022-2023
© 2022 Udacity. All rights reserved.

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5 ITEM 12.1. ATTACHMENT 11

4. Project Description
Name of Project
Rancho Cordova Workforce Recovery Program
Project Design
Udacity’s vision is to provide tech career pathways to residents of Rancho Cordova who face significant barriers to employment. By designing a program that caters to the needs of employers and the general labor market, we aim to upskill program participants and provide them with job-ready skills to succeed in a stable, well-paying tech occupation.

We propose a cohort of 125 students, offering two distinct nanodegrees tailored to the needs of the local job market in Rancho Cordova. Applicants would have the chance to choose from one of two nanodegrees offered. Rancho Cordova Economic Development Department may choose specific Nanodegrees based on local employer’s demand, or Udacity may suggest two Nanodegrees (below) using market data for job and skill demand in the Greater Sacramento Area.

Below we’ve included a snapshot of Udacity’s overall program catalog. It is our recommendation to offer the Business Analytics Nanodegree and the Digital Marketing Nanodegree tracks (syllabi included in Section 8) as part of the Rancho Cordova Workforce Recovery Program, based on the local skills demand for the Greater Sacramento area and anticipated cohort demographic makeup (see skills demand data in Section 8). © 2022 Udacity. All rights reserved.

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6 ITEM 12.1. ATTACHMENT 11

Our proposal suggests a 4-month ‘Connect’ program, which follows the framework provided below:
© 2022 Udacity. All rights reserved.

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7 ITEM 12.1. ATTACHMENT 11

Describe in detail your strategies for engaging, recruiting, enrolling and serving job seekers.

Udacity partners with Rancho Cordova, local partners, and employers, to pool assets and resources, to be deployed in such a way to achieve the following:
● Define the ideal customer profiles (ICP) of target populations ● Define a value proposition and positioning for the program which is most likely to resonate with these populations
● Develop a dedicated program landing page with tailored messaging and creatives ● Create an email campaign to relevant audience segment from our 2 million+ active user database
● Amplification across owned social platforms: Facebook (851k followers), Instagram (79k), LinkedIn (375k), Twitter (247k)
● Option to deploy marketing & media resources across paid channels to reach these populations with a relevant message that will drive awareness, consideration and ultimately engagement with the program
Once engaged, a subset of these prospective applicants enter our application funnel, whereby we take the following approach:
● Provide more detailed information on the program, including sponsors, calendar, eligibility requirements, and descriptions of the curriculum being offered. ● Applicants are made aware of the dates for application open and close, notification, and program kickoff.
● We address common FAQs and offer an email address for prospective applicants to use if they need dedicated support.
● An example of this information page can be found here.

Following this step, applicants are asked a handful of qualifying questions to establish basic competency in the subject matter. Absent any prerequisites of the chosen nanodegree programs, at minimum we ask applicants to confirm their availability for weekly Connect Sessions and access to the requisite reliable internet and hardware.

For more detail on enrollment and serving job seekers, please see sections below (“Describe the intake process” and “Career Pathways”.)
© 2022 Udacity. All rights reserved.

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Describe innovative ways in which you will outreach to individuals.

Udacity’s standard student acquisition efforts includes generation of creative content, imagery, and written copy, and organic and paid social posts, paid media, paid ads, and email campaigns to Udacity’s student database. This also includes the sharing of assets, and copy, and consultation to partners and clients on best practices for their joint PR, marketing, and student acquisition strategy.

In addition to Udacity’s standard student acquisition campaign efforts, Udacity may also deploy other innovative and grassroots efforts to reach individuals which may include:
● Utilizing community partnerships - such as Folsom Cordova Community Partnership (https://www.thefccp.org/), to reach local job seekers. ● Re-targeting past applicants & participants from previous Tech Career Incubator Program - Encourage learners to apply to and promote programs; encourage nominations and referrals.
● Solicitation of UI claimants - In the past, in partnership with local workforce boards, we have used a weekly email distribution list of individuals claiming unemployment insurance benefits, to drive awareness of our programs with a very targeted subset of the population.
● Facebook Live - live program information session aimed at prospective applicants.

The session, and the recorded assets, generate organic exposure across a number of other social media platforms as well.
● Remarketing to Jobs Center visitors - work with Rancho Cordova curate lists of individuals within a geographic area who exhibit a high likelihood of interest in a sponsored nanodegree program. These individuals can be contacted via email or phone.
● Distribution of flyers at local and/or regional community employment organizations.

Working in specific communities that lack high broadband penetration, we have developed print collateral which is then distributed at local ‘hotspot’ hubs where a qualified audience is likely to see them, driving awareness for our programs. © 2022 Udacity. All rights reserved.

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9 ITEM 12.1. ATTACHMENT 11

Description of the population served. Include demographic, social, academic and other elements to demonstrate your working knowledge of the populations and communities you propose to serve.

The Rancho Cordova population served by this program is broadly defined to include an adult population (either unemployed, underemployed or looking to change career paths), who also has a career interest in technology and the desire/motivation to upskill themselves.

Udacity has deployed numerous programs around the world which have supported multiple languages, all ages 15+, and alignment to Diversity Equity and Inclusion enrollment metrics (50%-100% BIPOC and/or Female). Our program design will include our recommendations and strategy, based on experience, to best support the diverse community of Rancho Cordova and the individuals enrolled. ● Demographics
○ Rancho Cordova skews high for its millennial share of total population (21% higher than US average).1
○ Rancho Cordova skews high for its share of total population identifying as a racial minority (24% higher than US average).2
○ Foreign born persons, percent, 2016-2020 equals 24.5% (census.gov) ○ According to the city website - The City of Rancho Cordova is a diverse community of nearly 80,000 and is the 29th most diverse city in the United States (Esmi)
● Education
○ Bachelor’s degree or higher, percent of persons age 25+, 2016-2020, equals

27.4% (census.gov)
● Industry sector
○ Professional, Scientific, and Technical Services in Rancho Cordova is expected to increase by +224 jobs by 20243.
3 Source: Bureau of Labor Statistics.
2 Source: Emsi, three zip codes comprising City of Rancho Cordova, Q2 2021. 1 Source: Emsi, three zip codes comprising City of Rancho Cordova, Q2 2021. © 2022 Udacity. All rights reserved.

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Describe the intake process, including collection of basic information from potential clients, informing potential clients of available services in your organization or elsewhere, and determination of client suitability for program services.

Udacity works directly with partners to define evaluation criteria for applications.

Accordingly, learners are selected for enrollment, and are invited to attend a kick-off session, which initiates the start of their learning journey. This is when learners are enrolled in their online Udacity Nanodegree classroom.

During this phase, Udacity provides visibility into the number of applications received, broken down by further metrics required to evaluate applications. This allows for regular monitoring of application flow, and provides information to guide and optimize all outreach efforts.

When a prospective student enters the application process, Udacity will ask for certain basic information (name and email address), plus any information required for funding eligibility (e.g. address/residency, employment status) or program eligibility (e.g. access to a computer & broadband connection). This is followed by a more detailed technical assessment relevant to the chosen Nanodegree program itself.

If an applicant, after beginning the application process, finds they are not eligible or no longer interested in the program, we are able to offer them access to a seat in an individual Nanodegree program (example)
4 and also make them aware of other scholarship programs which might be of interest to them.

Describe the program's model of service delivery – cohorts, open entry-open exit, one on one mentoring. Trainees outplaced with employers, etc.

We propose a cohort-based model in which Udacity delivers deeply specialized training (in subject matter relevant to technology careers) through our own online platform. Learners access the solution through the web and take courses online.

Udacity implements best practices in instructional design, uniquely focused on providing learning experiences that are efficient, effective, and economical. Our Nanodegree 4 An individual Nanodegree offers the student access to the same curriculum they would get in a managed cohort, minus a number of the supports and interventions that correlate with strong program outcomes such as credential attainment, job placement, etc.
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programs are expressly designed to enable career advancement and job skills acquisition.

Udacity’s collaborations with industry5 are also a key factor in the success of this model, as is the company’s commitment to a hands-on, project-based approach.

There are three types of specialists who employ a particular focus on the efficacy of learning in our programs:

1. Our solution architects engage in an immersive course development experience that combines industry visionaries with our team of instructional design and pedagogical experts. When creating projects, they write instructional materials, generate sample solutions, and finalize grading rubrics -- while creating up to 20 hours of student learning content alongside a curriculum manager. This includes lessons, quizzes, exercises, videos and self-assessments. This phase is followed by video production, feedback collection from beta testers, and any necessary revisions to course content or projects. Once finalized, the course is launched in Udacity’s online classroom.

2. Our Session Leads’ job is to help students succeed.
a. Their job responsibilities include reinforcing concepts learned in the Nanodegree program, planning and meeting with students for group work, and leading activities and short lectures on a weekly basis. They also report on student attendance and progress, and provide weekly observations on each session to the Udacity team.
b. They typically bring 3+ years of working experience related to the chosen Nanodegree program, as well as experience teaching technical concepts, organizing technical talks/events/forums, and public speaking. We look for individuals with a student-oriented mindset who are proactive, positive, innovative, and know how to build trust in both group and 1:1 settings.

Oftentimes they are former graduates of the same Nanodegree program they are facilitating.

3. Our Program Manager oversees all program operations, of which one of the core responsibilities is to understand how specific individual learners are doing in their Nanodegree programs, and to take actions when necessary (e.g. unenrolling a 5 Udacity maintains content partnerships with many well-known names in tech, including: Google, Amazon, Facebook, IBM, Mercedes-Benz, Intel, AT&T, Uber, Lyft, NVIDIA and BMW. © 2022 Udacity. All rights reserved.

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disengaged learner, or sending a reminder email). They prepare external reporting based on the metrics monitored, including:

1. Attendance - Specifically with respect to “Connect” sussions (this is manually populated by session leads)

2. On Track Status - This provides a view of the % share of learners who are on track, vs. falling behind, vs. in danger of not completing.

3. Project Submission - This shows the number of projects submitted per learner, which is an indication of their learning. This module supports session leads in reaching out to learners who are behind, and support them with the appropriate interventions.

4. Additional reporting is available as needed to provide data cuts relevant to the types of services/interventions being provided, as well as relevant to demographic subgroups of the cohort.

Describe the process for developing and managing individualized employment plans with job seekers.

Within the Nanodegree program, our Career Services offering helps learners meet the employers halfway. Through either pre-recorded webinars and live virtual workshops, we help students build the soft skills needed to approach their job search. Live workshops are delivered by Session Leads covering topics such as Elevator Pitch, Job Search Expectations, Professional Profiles.

We also offer individualized review of resumes and cover letters by an industry professional. We also offer personalized, written feedback on individuals’ GitHub and LinkedIn profiles, to maximize exposure and career opportunities via these platforms.

In addition, we collaborate with local employers to host “Employer Webinars” with the learners. These events typically include learning from career professionals within the Nanodegree categories about their daily job responsibilities and career expectations. They also include an interview preparation session where employer’s talent acquisition/human resources professionals present information about creating resumes and going through a typical interview process. These help our learners to transition from skills development to employment by understanding how to market their new and existing skills. © 2022 Udacity. All rights reserved.

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Describe strategies that will be utilized to ensure individuals obtain the skills needed to obtain and retain employment.

Udacity works with industry leaders to create project-based online learning programs. Our hands-on approach features interactive learning content, paired with real-world projects with project reviews and feedback from industry subject matter experts. These unique collaborations ensure that students learn relevant skills that correspond to actual needs in the market.

Evaluations are made based on a project rubric that is defined by Udacity’s content and education experts. The evaluators for these projects, referred to as Udacity’s project reviewers, are a pool of hundreds of technology experts, carefully selected, compensated and managed by Udacity. Udacity project reviewers provide line-by-line feedback to learners on their submitted projects within 24 hours of submission. Learners can submit the project as many times as needed, until they pass the project. Passing all projects graduates learners from the Nanodegree program.

Through our Career Services and Community modules, we also seek to reinforce numerous softer skills (a.k.a. “life skills”) which help to make our learners more employable once they emerge from a Nanodegree program. Examples include how to craft an elevator pitch, how to collaborate in a team environment, etc.

Describe your follow-up strategies and how they will enhance training completion rates, job retention, and growth towards career pathways.

Udacity Nanodegree programs are paired with numerous supports and interventions which drive completion rates as high as 70%+. This is primarily achieved through interactions with Session Leads, Tutors, and Moderators:
● Session Leads
○ Deliver weekly Connect Sessions (2-3 additional hours per week) typically consisting of 25-35 students, in which they facilitate direct, live dialogue on case studies & other activities that reinforce their online learning. ● Tutors
○ Technical support regarding Nanodegree content and technical challenges faced during the learning journey
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○ Live walkthrough webinar to help students stay on track and graduate on time
○ Dedicated support sessions before project deadlines
○ Circulation of interesting extracurricular information, e.g. content-related news articles to enrich personal and professional aspects of the Nanodegree program
○ 1:1 support over Slack whenever necessary
● Moderators
○ Support for non-technical questions (related to the initiative, rules and policies)
○ Organizing the community; making sure topics are properly assigned in the right categories, closing duplicated and inactive topics, dealing with flags ○ Ensuring all members are respecting community guidelines Additionally, our programs include Slack channels which give learners a chance to interact directly with their peers and Session Lead, who provide technical support to learners.

These are also useful in reinforcing the students’ motivation to persevere through a challenging program.

Career Pathways
The practitioner-level skills conveyed in a Nanodegree program are primarily built and reinforced through the projects submitted and reviewed throughout the duration of the program.

Project-based learning reinforces career pathways in multiple ways:
● Actively applying concepts learned in the classroom, and combining them with critical thinking skills, help to broaden the scope of knowledge. ● This format encourages students to use metacognitive skills to develop plans to create, monitor, and execute their designs -- reflecting the decision-making, communication, and problem-solving skills that employers are looking for. ● Demonstrating real-world application of subject matter to prospective employers conveys confidence in true mastery of material beyond basic recall. ● The ability to receive feedback and apply it to multiple iterations of a project helps to deepen the learning process and reflects common real-world job scenarios. © 2022 Udacity. All rights reserved.

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Additional Support Services
For program participants who lack access to reliable hardware, broadband, transportation, childcare, additional career services or general case management, Udacity maintains relationships to outsource the provision of these services. This includes organizations such as the Greater Sacramento Economic Council, as well as numerous partnerships with non-profit foundations who serve diverse populations and can facilitate introductions and wraparound support for participants on an as needed basis.

Describe strategies utilized for employer engagement, employment referrals, and job placement services.

Udacity maintains partnerships with a wide range of reputable employers. Globally recognized companies partner with Udacity to re-skill and level-up their existing workforce, so their employees can advance their careers within the company.

The following are examples of enterprise partners to Udacity: AT&T, Shell Oil Company, Airbus, Cisco, Mazda Motor Corporation, Credit Suisse, Telenor, Royal Bank of Scotland.

In order to build our leading-edge tech curriculum, we also maintain content partnerships with many well-known names in tech, including: Google, Amazon, Facebook, IBM, Mercedes-Benz, Intel, AT&T, Uber, Lyft, NVIDIA and BMW.

In our Nanodegree programs, we engage employers in the following ways:
● Pre-program
○ In partnership with local stakeholders, we solicit needs from key employers to gauge/confirm talent objectives, skill needs related to open positions, and relevant community initiatives. This input, along with labor market data, helps to guide our selection of the appropriate Nanodegree programs to include in our overall program concept.
● During the program
○ Willing employers are invited to participate in the Nanodegree program via our Employer Engagement Platform, whereby we offer them an opportunity to communicate directly with students via webinar. Participants generally use this opportunity to speak to why they are a good employer, what they look for in hiring for specific departments, how people thrive in their organization, and so on.
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● Post-program
○ Udacity participates in hiring events organized by local stakeholders, and is available to coordinate with these employers to promote key roles or generally facilitate a more useful experience for program participants/graduates.

Describe the specific roles these employers will play in your program.

Please see above.

Past Performance and Planned Outcomes
Describe your experience implementing workforce development employment and training services programs over the past 2 years. Identify performance measures, results, along with other key benchmarks and outcomes such as: total served, total placements, percent of positive exits.
● Globally to date, Udacity maintains partnerships with governments, foundations, enterprises and other organizations and has impacted over 13 million learners across 100 countries.
● From January 2021 to October 2022 Udacity has enrolled more than 100,000 students into Nanodegrees Scholarship programs. This has resulted in over 45,000 graduates.
● 72% of graduates who signed up with the intention of advancing their career got a new job, a promotion, or received a raise within 12 months. ● 50% of graduates who signed up with the intention of advancing their career received a median pay increase of 33% within 12 months. ● 70% of all program participants report positive career change as a result of the program within 3 months
○ Udacity defines a Positive Career Outcome (PCO) when students report one of the following criteria:
■ I started a new job
■ I started an internship
■ I got a raise or promotion
■ I started my own business
■ I started a freelancing gig
■ I started a new academic program
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■ I did not experience any of the above - (measurement for “no PCO”) ■ Free form answer
Describe your strategy for monitoring and measuring performance and outcomes.

Specifically,
Udacity tracks applications, enrollments and activity in the first month prior to the program revoking milestone. After, we track student progress and the impact of our interventions throughout the remainder of the program using our pulse-check survey and mid-cohort survey.

Udacity Community Moderators monitor activity in the Slack channel for student engagement, and Session Leads track attendance rates for weekly sessions throughout the 4-month learning journey on a weekly basis. Coursework progression and completion is monitored and tracked in our classroom / learning platform.

Finally, we track student completion and other relevant feedback using our graduate and non graduate end-of-cohort surveys. To measure career outcomes, we then issue career impact surveys at 3, 6, and 12 months post program. These surveys measure PCOs which may include, apprenticeships or internships received, interviews achieved, job attainment, freelancing or gig attainment, salary increase, and employer name.

Partnerships
Udacity has built relationships with the Folsom Cordova Community Partnership (FCCP), the Greater Sacramento Economic Council (GSEC), and local employers including PowerSchool, VSP, Solidigm, and Zennify, with the goal of continuing to expand this network. During the program design phase of the scholarship, employers and partners will be included in the development of an employer engagement strategy and student career development and hiring opportunities. Other activities may include collaboration in student acquisition efforts, employer webinars, networking events, student wraparound support and soft skills training.

Project Expected Timeline
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Below is an illustrative example of timetables associated with key project milestones.6 Milestone Date
Key Prerequisite
Milestone/Contingency
Completed review of proposals 10/21/2022 None
Confirmation of approval 11/7/2022 Award confirmation
Finalization of program scope 11/14/2022 Award confirmation Finalization of contract 11/28/2022 Counter-signed agreement Begin sourcing Session Leads 12/1/2022 Internal Program Launch Application open 2/7/2023 Application approval from client Application close 4/3/2023
Enrollment goal achieved (# of seats + 20%
over-enrollment)
Finalization of student list 4/12/2023 Confirmation of final learner list from client Finalization of Session Leads 4/12/2023 Approval from mentor sourcing team Enrollment open 4/14/2023 Finalization of learner list
Enrollment close 4/18/2023 100% enrollment of final learner list Program launch 4/18/2023
Confirmation from client on Kickoff Webinar
date
Program graduation date 8/16/2023 Achievement of graduate rate goal Program extension 9/13/2023
Confirmation from learning experience
designers on the approval of an extension
(based upon # of remaining active learners)
6 This timetable acts on a number of assumptions, and the associated duration of certain milestones may differ from our initial estimate, depending on the agreed scope of various program elements (e.g. size of cohort, provision of specific services, scope of marketing/outreach phase, role of partner organizations). Udacity will provide a more precise timetable as specific details are confirmed.
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5. Sources and Uses of Funds
At a total cohort size of 125 students, Udacity is able to offer program participation at a price of $3,425 per student. The total amount of $428,125 would be funded entirely by the City of Rancho Cordova.

Udacity’s program model is intended to be scalable to meet varied labor market needs. If there are additional communities or employers in the region who would benefit from this type of program, we would be willing to combine a larger student population into this learning cohort in order to offer more competitive pricing (on a per-student basis).

6. Conflict of Interest Statement
Udacity is not aware of any activities or relationships that might create a conflict of interest for either Udacity or the City.

7. Exceptions
We do not propose any exceptions to the requirements specified in this NOFA.

8. Supportive Information
● Further detail on job postings for analytics skills can be found here. ● Further detail on the job market for Greater Sacramento for analytics and digital marketing skills can be found here.
● Recommended Nanodegree Syllabus:
○ Udacity Enterprise Syllabus Business Analytics
○ Udacity Enterprise Syllabus Digital Marketing
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Workforce Recovery Program
City of Rancho Cordova
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1. Introductory Letter
October 20, 2022
City of Rancho Cordova
Economic Development
2729 Prospect Park Drive
Rancho Cordova, CA 95670
To Whom It May Concern:

Regarding your request for proposal (RFP), Women in Data (WiD) looks forward to the opportunity to provide employment training and job placement through our network of employers for Rancho Cordova Residents. Women in Data sees workforce transformation as a vital step in transitioning the current workforce into better paying and higher skilled careers to produce economically sustainable communities. Our program goals align with those of Rancho Cordova’s in the fact that we target individuals who were most affected and displaced from the workforce due to COVID-19. In addition, our overall objective for the program is not only to train, mentor, and coach individuals, but see them placed into a high paying job by the end of the program.

Having these goals as our primary focus, we intend to address this need by providing upskilling, and reskilling in data analytics, mentorship, resume support, continuing education, and job placement. With all workforce development programs, it is important to identify the critical issues and challenges we should expect to face. Based on our previous experience we've identified three areas (1) finding participants with the greatest need and potential, (2) ensuring participants complete the training, and (3) attaining end-of-program employment opportunities.

To mitigate the first of these challenges, we have identified the greatest need in those who are underemployed, unemployed, under skilled, or looking to change career paths. We believe those that will be most successful in this program are those with prior work experience who are looking to upskill for a higher paying job, and we will select for these individuals through our application process.

Regarding training, we have analyzed the current market trends to find the most in demand job and skills for 2023-2025. Through this analysis we have curated a training program that will teach the participants the top six skills requested by employers on job descriptions for data analysts (See Section 8:

Supportive Information). Based on our experience with training individuals, we have structured this program to be part-time, hybrid (on demand and instructor led), small cohort based with gradual learning to optimize for completion rates and long-term retention of skills.

Finally, to mitigate the job placement challenges, we will work with our network of hiring companies to secure a set number of internship and/or job opportunities for the top graduates from the program. If participants are not able to obtain a job or internship immediately from the program, we will provide 6- months of continual hiring support, continuing education, and community support.

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To accomplish these goals, we have identified key milestones that give all parties the ability to measure and track success along the way. We feel that these milestones are best represented by the following: 1) Marketing materials and landing page setup 2) Applications open and program promotion 3) Confirmed participants in the program 4) Program kick-off gathering 5) Data analyst certificate training 6) Certificates awarded 7) Opportunities secured for internships and hiring of the participants 8) Hiring support and continuing education access. Through these milestones, we will track and measure success to make sure we hit or exceed Rancho Cordova’s target goals of 100% of participants starting the program, 75% of participants completing the training, 50% obtaining a certificate, 35% employed (undefined) and 25% employed (training related). Ensuring that each participant is given every possible opportunity to advance towards the program’s goal, of entry/re-entry into the workforce with a better paying career.

Overall, Women in Data has the experience and confidence to successfully develop, lead, and achieve the goals of this program. Having previously administered a workforce development program for the City of Rancho Cordova from 2021-2022. Through this program, 85% of participants received a certificate, 20% were hired after the first 3-months, and 98% of participants said they would recommend the program to a friend. Additionally, Women in Data provides multiple education and career advancement opportunities to its globe community year-round through learning pathways, and its career services.

Therefore, we are confident that based on our past learnings, experience, and hiring network we will be able to achieve the City’s goal of 35% hired.

We look forward to bringing our experience, expertise, and community to Rancho Cordova to support your Workforce Recovery Program and appreciate the care you have given to your community by identifying this important need. We are excited about the opportunity to work alongside you and help individuals in Rancho Cordova find success.

Sincerely,
Sadie St Lawrence,
CEO Women in Data
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2. Table of Contents
Introductory Letter 2-3
Table of Contents 4
Qualifications and Experience 5-7
Project Description 7
A. Name of Project 7
B. Project Design 7-9
C. Past Performance and Planned Outcomes 9
D. Partnerships 9
Project Expected Timeline 9-10
Source and Use of Funds 11
Conflict of Interest Statement 11
Exceptions 11
Supportive Information 12-16
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3. Qualifications & Experience
Women in Data Science and Analytics Inc. (DBA: Women in Data) was incorporated on December 31st, 2015. IRS tax status for the organization is up to date and compliant. The 2023 budget for the organization is $1,250,000. Major funding sources include, membership dues, company sponsorship, individual donors, and grants. Women in Data will be the project lead for this project and will be responsible for the development and management of the project. Women in Data will provide DataCamp licenses for the participants which will give them access to the DataCamp learning portal for 12 months.

Women in Data will be responsible for setting up the sequencing course work, providing an instructor to assist participants through the learning objectives and certificate process, and validate that they completed the required classes and project to obtain a certificate.

Currently, Women in Data works with multiple Fortune 500 organizations to source talent. We have successfully upskilled hundreds of individuals in our network and successfully sourced talent to these organizations for data roles such as data analyst, data scientist, and data engineers. Sadie St. Lawrence has personally help educate over 460,000 people globally in data science through UC. Davis’s continued education program on Coursera.

Women in Data is experienced in successfully leading workforce development programs. A reference to a few of these programs are listed below:

Project 1: Workforce Recovery Program: The Path Forward. Location: 2729 Prospect Part Drive, Rancho Cordova, CA 95670. Twenty participants were taking through a 3-month data analyst training to obtain a certificate. From this program, 4 participants were hired into a new or better role after completing the program.

Project 2: Women in Data led 8 participants through an 8-week residency program for Hank. Hank is an energy company specializing in HVAC energy efficiency for commercial buildings. Company Location: 950 Reserve Dr. Suite 100, Roseville, CA 95678. In this program, WiD trained participants to complete their first data science project by optimizing the HVAC algorithm for Hank. Participants were provided training, resume review and interview coaching. From this program, 4 participants were hired into a new or better role after completing the program.

Project 3: COVID Impact Analysis for The City of Sacramento. Location: 915 I St, Sacramento, CA 95814.

Seven participants were taken through the 8-week program and participants were provided training, resume review and interview coaching. From this program, 3 participants were hired into a new or better role after completing the program.

Project 4: Racial Disparity Analysis for The City of Sacramento. Location: 915 I St, Sacramento, CA 95814.

Five participants were taken through the 8-week program and participants were provided training, resume review and interview coaching. From this program, 2 participants were hired into a new or better role after completing the program.

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Project 4: Homelessness Analysis for The City of Sacramento. Location: 915 I St, Sacramento, CA 95814.

Six participants were taken through the 8-week program and participants were provided training, resume review and interview coaching. From this program, 3 participants were hired into a new or better role after completing the program.

The key staff who will run this program are listed below:

Project Lead – The project lead will be the primary liaison for the project and will be responsible for meeting all the KPI’s for the project and successful completion. The Project Lead will oversee all aspects and ensure the project team is operating effectively to the achieve job placement for all the participants.

Sadie St Lawrence will be the project lead. She has trained over 400,000 people in data science and analytics and has mentored and coached individuals to land their first job in analytics. She is an effective leader and has experience leading workforce transformation projects and multi-million-dollar deliverables. Contact information: [email protected], Sacramento, California, (916) 247-5905.

Program Coordinator – The program coordinator will be responsible for the project execution and will lead the candidate selection process, onboarding, transfers and hand-off between programs, mentor matching, and ensure candidates successfully complete each phase of the program and are placed into jobs. Women in Data’s Program and Platform Coordinator will facilitate this role.

Communications/Marketing Coordinator – The communications and marking coordinator will be responsible for marketing the program to find candidates, this includes but is not limited to building the application lading pages, creating content and copy for marketing of the program, running digital ads, finding candidates, and creating blog posts and marketing materials to communicate program impact. In addition, the communications/marketing coordinator will be responsible for communicating with participants on a weekly basis to check-in, creating impact reports, and success stories. Women in Data’s Content and Events Manager will facilitate this role.

Business Relations Manager – The business relations manager will be responsible for finding organizations hiring for data analyst roles and getting a commitment from the organization to hire or provide an internship for our participants. Women in Data’s Partner Relations Manager will facilitate this role.

Data Analytics Instructor – The Data Analytics Instructor will be responsible for assigning participants course work, answering questions for the classes, and coaching the participants through the certification process for successful completion. Neslihan Bisgin will be one of the Data Analytics Instructors. Neslihan has prior experience teaching for Women in Data, Flatiron School, and the University of Michigan. Contact information: Neslihan Bisgin, [email protected], Grand Blanc, MA, (806) 789-4744.

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4. Project Description
a. Project Name: The Path Forward
b. Project Design:

1. Strategies for engaging, recruiting, enrolling, and serving job seekers:

We will use a variety of methods to engage and recruit individuals within the City of Rancho Cordova.

First by reaching out to the people who applied to the program last year but were not accepted into the program given the limited capacity This list includes 50+ people. We will also provide outreach regarding the application through the greater Sacramento Women in Data Chapter network, and though targeted digital ads via Facebook, Instagram, LinkedIn, and Twitter. During the 2021-2022 program we saw the highest number of applications after the TV segment from the Career Fair Rancho Cordova hosted with the other service providers. Therefore, if the City chooses to do this again, we would be happy to assist in the media outreach.

2. Population served:

Our program is designed to target those who looking to change career paths and those who jobs are most at risk of automation or unemployment. According to the World Economic Forum Future jobs report, the jobs with the highest risk of unemployment are 1) Accommodation and Food Service 2) Wholesale and Retail Trade 3) Transportation 4) Education (See Supportive Information Section C: Workers at Risk of Unemployment). Our target audience will be Women since women saw a high percentage of displacement during the pandemic compared to men (See Supportive Information Section D: Workers Who Lost Their Jobs by Gender), however it is important to note that we will accept both men and women into this program.

3. Intake process:

A website landing page will be created to give applicants information regarding the program. From the landing page, applicants will be required to submit basic information such as name, contact info and place of residency to ensure they are a Rancho Cordova resident. In addition, they will be required to submit their current employment status, salary, and education.

4. Model of service delivery:

Five cohorts of 10 individuals will be formed and ran sequentially. Each cohort will have a set application date, start date, and end date (See timeline in Section 5: Expected Timeline). The first three months of the program will be to reskill and upskill individuals in data analytics to receive their data analytics certificate with DataCamp classes and an instructor led training. Through this training, participants will not only learn the top 6 most requested skills by employers but will be required to update their resume and will be provided feedback. Women in Data will due it’s due diligence in finding employers who are looking to hire at the end of the program. If the participants are not hired by the end of the training, Women in Data will provide six months of additional hiring support. This support will include, sourcing ITEM 12.1. ATTACHMENT 12

W WOMEN IN DATA 8
job opportunities, providing interview prep, resume review, personalized coaching sessions, and hiring resources such as webinars and workshops.

5. Employment readiness obtainment and retainment strategies:

Participants will be guided through a 12-week training in which they will earn a data analyst certificate upon completion of all assignments, exams, projects. During this training they will learn languages such as SQL, and Python, and will learn in demand tools such as PowerBI, Excel, and PowerPoint. Additionally, participants will learn skills such as working with data, data retrieval, data visualization, programming fundamentals, machine learning, and communicating insights. A Data Analyst job is projected to be the highest growing job for the next 3 years, ensuring long term opportunity for participants (See Supportive Information Section A: In demand Roles). Along with providing training for a long term high-growth job, we will be providing training for the top 6 skill requested on job descriptions from employers for this role (See Supportive Information Section B: Skills Required by Employers). Additionally, during this training participants will be required to update their resume and receive feedback on their resume, so they are ready to apply to jobs.

6. Follow-up strategies for training completion rates, job retention, and growth towards career pathways.

The Data Analytics Instructor will monitor students’ progress on a weekly basis to ensure they are achieving their learning objectives. If issues arise, the instructor will meet with the student one-on-one to discuss any challenges or issues and coach the student through the lessons and assignments.

Additionally, if students need an extension due to personal matters, we will give them a month extension to complete their assignments and classes. During the previous workforce development program, we had two participants who had a death in the family and requested an extension in the program that allowed them to complete the certificate. We plan to enable job retention and career growth by not only teaching the most in demand skills by providing participants with a one year membership to Women in Data in which they will have access to continued learning opportunities, webinars, coaching, mentorship, life coaching, job board access, hiring resources, and community support for long term job growth and retention.

7. Strategies for employer engagement, employment referrals, and job placement services.

Women in Data has already started to seek employers who are interested in hiring the participants.

These employers include companies such as PepsiCo, VSP, Adidas, Vista Print, P3, LTI, Alation, Deloitte, Microsoft, and more. We are currently finalizing commitments from each of these partners to hire or provided internships for 5-10 participants from each organization. Our goal is to secure at least 50% of the participants a guaranteed internship or job with one of these partners. If additional outreach is needed to secure job placement, Women in Data will work with its network of employers to find employment opportunities for the participants.
c. Past Performance and Planned Outcomes

1. Experience implementing workforce development employment and training services program over the past 2 years.

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Women in Data has successfully implemented multiple workforce development programs with local government and virtually through its global network. Most recently we completed a workforce development program for the City of Rancho Cordova from 2021-2022. Through this program, 85% of participants received a certificate, 20% were hired after 3-months, and 98% of participants said they would recommend the program to a friend.

Women in Data has also administered 6 residency programs with 38 participants and 17 individuals hired after completing the program from 2020 -2022 “44% hire rate” and facilitated a mentorship program with over 80 participants and 4 people placed into jobs in 2021. Additionally, Women in Data provides multiple education and career advancement opportunities to its global community year-round through learning pathways, and its career services. Therefore, we are confident that based on our past learnings, experience, and hiring network we will be able to achieve the City’s goal of 35% hired.

2. Describe your strategy for monitoring and measuring performance and outcomes.

We will use digital metrics from the program training and surveys to measure and monitor five key metrics:
- Percent of participants starting the program (training platform) - Percent of participants completing the training (training platform) - Percent obtaining a certificate (training platform)
- Percent employed undefined and/or training related (survey) We will remind participates to take the surveys via email, phone calls and text messages in ensure accurate and full data collection. The main KPI we will be measuring in the program is how many people we get placed into a full-time job making greater than $50,000. When participants sign up for the program they will be asked to sign a waiver that will allow us to monitor their employment status. d. Partnerships:

To provide the skills assessment and training resources for the analytics certification, Women in Data will use the DataCamp platform for assessments. Most importantly, Women in Data will work with its current hiring partners who we have existing relationships such as PepsiCo, VSP, Adidas, Vista Print, P3, LTI, Alation, Deloitte, Microsoft, to secure employment or internship opportunities for the participants.

5. Project Expected Timeline
Please see the table below which denotes the key milestones and expected project timeline.

Project Expected Timeline
Milestone Start Date End Date Prerequisite
Milestone/Contingency
ITEM 12.1. ATTACHMENT 12

W WOMEN IN DATA 10
Marketing Materials &
Landing Page Setup
December 1st,
2023
January 1st,
2023 Contract Signed
Application Open &
Program Promotion
January 1st,
2023
January 31st
2023
Marketing Materials &
Landing Page Setup
Confirm Participants February 1st,
2023
February 13th,
2023
Applications for the
Program
Program Kick-off
Gathering (Handout
Computers, Meet
Teacher)
February 16th,
2023
February 16th,
2023
Confirmed Participants in
the Program
Training - Data Analyst
Certificate
February 20th,
2023
May 19th,
2023
Program Onboarding
(Computer setup and
license assignment)
Certificates Awarded -
Celebration Event May 25th, 2023 May 25th, 2023
Participants Completed
Training for Certificate
Opportunities Secured
for Internships and
Hiring of Participants
December 1st,
2022
December 1st,
2023
Participants Completed
Training for Certificate
Hiring Support and
Continual Educational
Access
May 25th, 2023 December 1st,
2023
Participants Completed
Training for Certificate
Figure 1 – Project Expected Timeline
ITEM 12.1. ATTACHMENT 12

W WOMEN IN DATA 11

6. Source and Use of Funds
Funding source for this program will be the amount requested in the RFP for a total of $614,400.

For a detailed breakdown of the use of funds, see Figure #2 – Use of Funds below.

Use of Funds
Service/Role
Number of
Weeks
Hours Per
Week
Total
Hours
Hourly
Rate Total Cost
Project Lead 52 10 500.00 $250.00 $125,000
Program Coordinator 52 15 780.00 $175.00 $136,500
Comms/Marketing
Coordinator 52 10 520.00 $195.00 $101,400
Company Relationship
Manager 52 15 780.00 $175.00 $136,500
Instructor(s) 24 20 480.00 $125.00 $60,000
Technology/Licenses N/A N/A N/A N/A $25,000
Digital Ads for Recruiting N/A N/A N/A N/A $5,000
Computers N/A N/A N/A N/A $25,000
Total Cost $614,400
Number of Participants 50
Cost Per Participant $12,288
Figure 2 – Use of Funds

7. Conflict of Interest Statement
At this time, Women in Data does not see any conflict of interest with its current sponsors/partners and the work outlined in this request.

8. Exceptions
Women in Data does not see any exceptions needed to the NOFA requirements at this time.

ITEM 12.1. ATTACHMENT 12

W WOMEN IN DATA 12

9. Supportive Information
a. In-Demand Roles
ITEM 12.1. ATTACHMENT 12

W WOMEN IN DATA 13
b. Skills Required by Employers
c. Workers at Risk of Unemployment
ITEM 12.1. ATTACHMENT 12

W WOMEN IN DATA 14
d. Workers Who Lost Their Jobs by Gender
e. References
Reference #1
Project Description: Please see project 3-5 listed in Section 3: Qualifications & Experience. Aubree was our main point of contact for the project. The total funding received was $84,400.

Contact Information:

Aubree J. Taylor
Office of Innovation and Economic Development
City of Sacramento
915 I Street, New City Hall
Sacramento, CA 95814
916-808-7191
[email protected]
Reference #2
Project Description: Please see project 2 listed in Section 3: Qualifications & Experience. Zach was our main point of contact for the project. The total funding received was $15,000.

Contact Information:

Zach Denning
CEO, Hank
3140 Peacekeeper Way
McClellan Park, CA 95652
916-850-0076
[email protected]
ITEM 12.1. ATTACHMENT 12

W WOMEN IN DATA 15
Reference #3
Project Description: Please see project 1 listed in Section 3: Qualifications & Experience. Laura our main point of contact for the Workforce Recovery Program. Total Funding Received: $249,000.

Contact Information:

Laura Fickle
916-505-5744
[email protected]
ITEM 12.1. ATTACHMENT 12

W WOMEN IN DATA 16
f. Tax Exempt Status
ITEM 12.1. ATTACHMENT 12

ITEM 12.1. ATTACHMENT 12

Notice of Funding Availability (NOFA) 2022
City of Rancho Cordova
2729 Prospect Park Drive
CityofRanchoCordova.org Rancho Cordova, CA 95670
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WORKFORCE RECOVERY PROGRAM
Proposals Due by October 21st, 2022

INTRODUCTION
Key elements that lead to economic prosperity include high performing businesses, serviced by a highly skilled workforce, prepared through targeted training programs, and dynamic education systems. The purpose of the Workforce Recovery Program is to increase access to career pathways programs and help Rancho Cordova residents with barriers to employment enter the workforce in skilled occupations.

The funds may be directed towards providing support for individuals who have been impacted by COVID-19. City of Rancho Cordova is accepting proposals from qualified applicants that provide workforce development programs to the residents of Rancho Cordova in accordance with the included specifications, terms, and conditions shown in this Notice of Funding Availability (NOFA).

The city has $1 million available that may be committed to one or more qualified projects.

This NOFA is being released to identify experienced and eligible workforce development applicants wishing to provide services to the residents of Rancho Cordova. Prospective applicants are advised to read this information carefully prior to submitting a proposal. Applicants must submit one signed electronic version by email to the Economic Development Department at [email protected], by 5:00 pm on October 21st, 2022. Proposals shall mark the subject line of the email: Workforce Recovery Program Proposal.

Proposals shall not be accepted by fax or as a physical copy.

QUESTIONS
Questions regarding this NOFA are to be directed by e-mail to The Economic Development Department, at [email protected]. Such contact shall be for clarification purposes only. The city must receive all questions no later than October 10th, 2022 Questions and answers will be posted to the city’s website by the end of the day on October 12th, 2022. Material changes, if any, to the scope of services or proposal procedures will only be transmitted by written addendum and posted to the city website: CityofRanchoCordova.org
Applicants may reply only upon written information and/or instructions from the city. The city shall not be responsible for any oral information from third parties.

To maintain a fair and equal process for all Applicants, upon receipt of this NOFA, Applicants (or their designated agents) shall not directly or indirectly contact any Council member or other city staff, other than the person identified in the NOFA, for meetings, conferences or technical discussions that are related to the NOFA. Unauthorized contact of any Council member or other city staff may be cause for immediate disqualification from the process.

SCOPE OF WORK
Background
The city was allocated $15.58 million in American Rescue Plan Act (ARPA) funds to assist states, tribal governments, and local governments with the recovery from the economic impacts caused by COVID-19. Of the allocated funds the city has a total of $38 million available to provide enhanced programs and projects for the community as it emerges from the pandemic. Funding is being made available to directly support a continuation of the city’s workforce development program. The ITEM 12.1. ATTACHMENT 13

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program will provide employment training and job placement services for Rancho Cordova residents that been unemployed, underemployed, or looking to change career paths.

The role of the city will be to contract with a Service Provider(s) who will develop, market, and administer the Programs on behalf of the city. The Service Provider(s) will provide job placement services for the students for at least six(6) months from the end of the course or obtainment of the certificate, whichever is later. The city anticipates it will pay the Service Provider(s) for their services, pay for student tuition and supplies, pay a reasonable stipend and/or a livable wage to students who start and complete the Programs, and pay placement bonuses to students who are hired within 90 days of completion of the Programs as a result of certification and maintain employment for at least 12 months. Notwithstanding these anticipated payments by the city, the Service Provider(s) should indicate in its proposal the efficacy of such approaches and propose different approaches based on the Service Provider(s) experience and expertise.

Establishing a Workforce Recovery Program will assist the city of Rancho Cordova by:
• Providing immediate employment services and resources for adults in Rancho Cordova who are unemployed, underemployed, or looking to change career paths; those who lack transportation, childcare, or educational attainment, those who need job coaching or case management services, and other supportive services to aid jobseekers in securing employment; • Increasing the number of trained and skilled workers that were left unemployed, underemployed, or seeking a change in careers due to the COVID-19 crisis; • Creating competitive candidates for local employers to access and employ; • Upskilling and reskilling training opportunities in high-demand industries and occupations; • Improving job placement rates by securing employment opportunities for dislocated workers; • Increasing the number of employed residents generating income that produces economic sustainability for themselves, their families, and their communities;
• Providing direct job placement or internship opportunities for adult job seekers.

Under this NOFA, financial assistance may be provided for a variety of workforce development programs to meet the needs of Rancho Cordova residents. The total value of the financial commitment is $1 million dollars, which is expected to fund multiple projects.

Requirements
To be eligible, applicant shall submit a proposal outlining how the applicant will utilize funding to provide workforce development services to community members, households, and/or those affected by the COVID-19 pandemic.

The city anticipates that there will be a variety of responses bringing forth a range of program ideas. These ideas will be evaluated on how they address impacts to households and individuals in Rancho Cordova.

The services may be provided as part of the range of services provided by the applicant. The scope of work below outlines a potential framework, but applicants may have different program concepts for the city to consider.

Applicants may request funds under more than one category. Applicants requesting funds under more than one category are required to submit a separate proposal for each category. Eligible expenses cannot be duplicated across proposals.

Applications can address one, some, or all the following:
• Provides comprehensive, holistic, and metrics-based employment services that targets jobseekers. • Program focuses on adult jobseekers that were directly unemployed or underemployed, displaced, or may have been laid-off because of the COVID-19 crisis.
• Has staff capacity to administer proposed program, ability to complete all workforce services. • Program connects to the larger workforce ecosystem in Rancho Cordova and the Region. • Linkage to supportive services; addresses barriers to employment. • Implements a data-driven workforce program or project that executes strategic employment services leading to job placements, paid internships, or apprenticeship opportunities. • Workforce training and job placement in high-demand occupations and industries that meets the needs of employers in Rancho Cordova and the Region.
• Employer engagement and job placement capacity.

ITEM 12.1. ATTACHMENT 13

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• Pre-apprenticeship training program and job placement services. • Provides a broad range of practical job and life-skills to enhance participants’ essential employment skills and provide hands-on occupational skills that include the attainment of industry recognized certificates that lead to entry into a Registered Apprenticeship (RA), community college career training programs, or high-quality employment leading to family-sustaining wages. • Fund pre-apprenticeship Construction Training Program and Placement Services projects that fill critical workforce skills gaps by creating opportunities for jobseekers to gain exposure to a broad range of occupations in the building trades, receive hands-on training, and enter industry recognized credentials leading to entry into apprenticeship, post-secondary Career Technical Education (CTE) programs, or direct employment in Construction or Energy efficiency sectors. • Applicant must have knowledge and experience around national and state best practices and state of the art technology-based approaches to education and training to offer resources to participants. • Applicant should leverage existing best practices and help develop tools to serve the residents.

All proposed projects must adhere to the following minimum requirements:

To be eligible:
• Documented success providing services that are the same or similar to those requested in this NOFA. • Demonstrated connection with employers in the building trades, the technology sector, health care and life sciences, or in other high demand industries and occupations. • Demonstrated experience in collaboration and coordinating program services with other community organizations.
• A successful applicant will provide linkages between workforce development, education, social services, other serving organizations, and the business community and will be able to provide at least six(6) months of job placement assistance after completion of the training and/or obtainment of the certification, whichever comes last
• Must be an individual or organization that will provide employment and training services to dislocated and unemployed residents within the City of Rancho Cordova boundaries, that were recently laid-off, underemployed, looking to change career paths, or unemployed. There will be a particular focus on organizations that can describe extensive experience in employment training and/or job placement activities, outlining in detail past programing completion and/or success rates. • If an applicant is a non-profit corporation, the organization must provide evidence of tax-exempt status pursuant to Section 501(c)(3) of the Internal Revenue Code. • If an applicant is an organization, the organization must have been in existence for at least one full year prior to March 1, 2020 and be able to provide budget and program information beginning March 1, 2019, if requested.
• Applicants cannot discriminate in violation of any state or federal law, including laws that prohibit discrimination based on race, color, sex, creed, religion, national origin, age, marital status, ancestry, medical condition, disability (including HIV and AIDS), sexual orientation, or gender identity. • Applicants must meet the city’s requirements for general liability insurance ($1 million per occurrence).

Proof of insurance must be provided prior to executing a grant agreement. • Other Administrative Requirements:
• All applicants must be able to report and track the impacts individuals and households have experienced due to the COVID-19 public health crisis. Monthly reports will be required showing number served, number and type of services administered, geographic and demographic information for those served.
• In addition, a final report will be required containing a summary of the process, findings, outcomes, lessons learned and best practices, how the assistance provided aided the individuals and households and recommendations for future assistance efforts.
• All applications must track and measure predetermined metrics for the Program. • The primary metrics are used to set goals and measure success compared to national workforce programs.

ITEM 12.1. ATTACHMENT 13

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The Primary metrics to Benchmark the Results Compared to the US National Workforce Program Milestone/Outcome
Employment and Training
Administration Workforce
Development Program
Rancho Cordova’s
Target Goal
Percent of participants who
started the program 92% 100%
Participants completed training 47% 75%
Participants completed the
training and obtained a certificate
or credential
37% 50%
Participants have entered
employment “undefined” (6, 12
and 18 months after program
completion)
24% 35%
Participants have entered into
“training related” employment (6,
12 and 18 months after program
completion)
17% 25%
• The secondary metrics that will be required for this workforce program include but are not limited to: number of apprenticeships or internships received (where applicable), total jobs retained, average salary increase, percentage of participants employed, percentage of participants employed in Rancho Cordova. All job placements/starting wages should be measured against the MIT living wage calculator for the Sacramento, Roseville, Arden Metropolitan Statistical Area. https://livingwage.mit.edu/ metros/40900.
• Since the range of needs is broad, one or more proposals may be awarded under this NOFA.

PROPOSAL GUIDELINES AND FORMAT
The following guidelines are provided for standardizing the preparation and submission of proposals. The intent is to assist applicants in the preparation of their submissions and to assist the city by simplifying the review process providing standards for comparison of submissions.

Statements submitted in response to this NOFA shall include a complete response to the requirements in this section in the order presented. Statements should be a straightforward delineation of the applicant’s capability to satisfy the intent and requirements of this NOFA and should not contain redundancies and conflicting statements.

Proposals shall be a single pdf document, not greater than 30 MB in file size, no more than 25 pages in length, with easy-to-read font size and style. Pages shall be numbered, and section headings should separate and identify the response items described below.

Applicants must submit one signed electronic version by email to the Economic Development Department at [email protected], by 5:00 pm on October 21st, 2022.

Application submittals shall mark the subject line of the email: Workforce Recovery Program Proposal.

Proposals shall contain the following information in the order listed:

1. Introductory Letter
The introductory letter should be addressed to:

City of Rancho Cordova
Economic Development
2729 Prospect Park Drive Rancho Cordova, CA 95670
The letter should state the prime organization and include the organization’s name, mailing address, telephone number, and contact name. The applicant shall provide a brief description that includes:

ITEM 12.1. ATTACHMENT 13

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• A summary of the applicant’s understanding of the city’s goals and objectives and how the applicant’s proposal would achieve those objectives. This summary should reflect the applicants’ project understanding and summarize critical issues, challenges, milestone tasks, and appropriate resourcing. • Clearly describe the applicant’s experience administering workforce development employment and training programs. Discuss past performance results for workforce development programs. Provide examples of applicant’s ability to deliver workforce development programs. • If the applicant is an organization, the applicant shall also identify the year the organization was established, the total number of employees, and the total number of employees that will be working on the proposed program. The applicant must provide a financial reference or annual report, and a gross/ net revenue report for the last two fiscal years.
• Detailed budget narrative and itemized funding request. • A minimum of three references from entities for which the applicant completed a project of similar size and complexity. At least one reference from a local government entity is preferred. The applicant must provide the following information for each reference: entity name; primary contact’s address, phone number, and email address; reference’s industry; description of the services provided, dates of service, contract term, and total dollar value of the contract or grant. • If the applicant is a non-profit corporation, evidence of tax-exempt status pursuant to Section 501(c)(3) of the Internal Revenue Code.
• If applicant is a business or non-profit entity, a copy of current business license from the City of Rancho Cordova.
• Letter must be signed by an authorized officer of the organization. The primary organization is responsible for answering any questions relevant to the proposal and has lead responsibility relative to the project development and operation as relates to any city funding commitment.

2. Table of Contents
The applicant shall insert a table of contents denoting Sections 3 through 9 of the proposal as indicated below and any appendices included.

3. Qualifications and Experience
Provide a narrative statement describing all entities responsible for the development and management of the project (including service providers if applicable), including the following:
a. A description of each firm relevant to the project’s development, and management. Include information on each firm’s role in the project, and experience working together on previous projects. Also, note which firm will be the project lead.
b. Identify key staff, including brief resumes that include length of time providing such services and contact information (including location, phone and e-mail address). The proposal should indicate each team member’s responsibility for project tasks. Identify the lead person who will be the primary liaison. c. For each nonprofit organization involved in the project, provide nonprofit name, incorporation date and place, affiliated organizations, IRS tax status, annual budget, and major sources of funding. d. For each entity, the proposal shall include a list of jurisdictions and projects similar to the one proposed in which the entity has provided such services in the past 5 years. Projects included shall include the client’s name and location. At least five examples of recent, relevant projects shall be provided.

For firms, the list should include the name of the jurisdiction, contact person, phone number, and the approximate amount of funding received. Respondent must have no record of unsatisfactory performance with the city or with any other jurisdictions the respondent has contracted with or received funding from. References may be contacted as a part of the selection process and will be asked to comment on work quality and performance.

4. Project Description
Provide the following information:
a. Name of project
b. Project Design
• Describe in detail your strategies for engaging, recruiting, enrolling, and serving job seekers. Describe innovative ways in which you will outreach to individuals.

ITEM 12.1. ATTACHMENT 13

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• Description of the population served. Include demographic, social, academic, and other elements to demonstrate your working knowledge of the populations and communities you propose to serve. • Describe the intake process, including collection of basic information from potential clients, informing potential clients of available services in your organization or elsewhere, and determination of client suitability for program services.
• Describe the programs model of service delivery – cohorts, open entry-open exit, one-on-one mentoring. Trainees outplaced with employers, etc. Describe the process for developing and managing individualized employment plans with job seekers. • Describe strategies that will be utilized to ensure individuals obtain the skills needed to obtain and retain employment.
• Describe your follow-up strategies and how they will enhance training completion rates, job retention, and growth towards career pathways.
• Describe strategies utilized for employer engagement, employment referrals, and job placement services. Describe the specific roles these employers will play in your program. c. Past Performance and Planned Outcomes
• Describe your experience implementing workforce development employment and training services program over the past 2 years. Identify performance measures, results, along with other key benchmarks and outcomes such as: total served, total placements, percent of positive exits. • Describe your strategy for monitoring and measuring performance and outcomes. Specifically, • Percentage of participants who started the program, percentage of participants completed training, percentage of participants completed the training and obtained a certificate or credential, percentage of participants have entered employment “undefined” (6, 12 and 18 months after program completion), percentage of participants who have entered into “training related” employment (6, 12 and 18 months after program completion) • Number of apprenticeships or internships received (where applicable), total jobs retained, average salary increase, percentage of participants employed, percentage of participants employed in Rancho Cordova.
d. Partnerships:
• Describe the collaborative partnerships you will use to implement the program. Identify demonstrated connections and existing functional partnerships that will part of this program, such as, businesses in Rancho Cordova and the six (6 )county region, alternative education, adult education, and postsecondary institutions including community college, advanced skills training entities, apprenticeship training, four-year colleges and universities, labor organizations, community-based organizations and/or other services.
e. Project Expected Timeline:
• Applicant shall prepare a table that explains key project timeline milestones achieved to date and/or projected in the future, see template below.

Milestone Date Key Prerequisite
Milestone/Contingency

5. Sources and Uses of Funds
Provide detailed Sources and Uses tables which clearly state:
a. Each funding source and proposed or committed amount. b. Evidence of funding commitment, for any funds committed. c. A table that identifies sources and uses by funding source.

6. Conflict of Interest Statement
Submit a statement regarding any activities or relationships of the proposer that might create a conflict of interest for the proposer or the city, and, if such activities or relationships exist, a description of the facts, legal implications, and possible effects sufficient to permit the city to appreciate the significance of the conflict and to grant any conflict waiver, if appropriate and necessary.

ITEM 12.1. ATTACHMENT 13

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7. Exceptions
Note any exceptions to the NOFA requirements in their entirety. The city may reject any requests for modifications to the NOFA requirements that were not noted in response to this NOFA.

8. Supportive Information
This section may include graphs, charts, photos, resumes, references, etc. in support of the applicants’ qualifications and/or project plan.

NOFA SCHEDULE
The city anticipates the following schedule for reviewing submitted proposals:

NOFA available September 26th, 2022
Deadline for questions October 10th, 2022
Questions/answers posted online October 12th, 2022
Deadline for proposal submissions October 21st, 2022
Staff review of proposals October 24th – 28th, 2022
City Council meeting for funding recommendations November 7th, 2022 The city may revise the schedule as needed. Staff may select one or more applicants to recommend that the City Council consider a financial commitment for one or more specific proposals. The timeframe for the recommendation to the City Council will be determined in coordination with the firms(s) selected and staff.

EVALUATION AND SELECTION CRITERIA
Project Selection Process
For projects to be considered for assistance, a proposal consistent with the terms of this NOFA must be submitted. City staff shall review the responses to this NOFA for completeness, evaluate them against the stated criteria and review for recommended action. Staff will select one or more projects to move forward with a recommendation to the City Council regarding a funding commitment.

Proposal Evaluation
Proposals will be evaluated using the categories listed below. The following represent the principal selection criteria, which will be equally weighted for consideration during the evaluation process. • Specialized Experience and Technical Competence – This will include a review of the applicant’s qualifications, experience, and documented capacity in program management and as a fiduciary. • Performance History – This will include a review of performance history, including, without limitation, competency, responsiveness, cost control, work quality, and the ability to meet schedules and deadlines. • Quality of Program Design – This will include a review of program design, innovative strategies that will be utilized, staffing plan, and planned performance outcomes.

Additional consideration will be given for Service Providers who have established working relationships or partnerships with employers located in Rancho Cordova or within the surrounding six(6) county region, in the following professional areas: technical, advanced manufacturing, medical and life sciences, and trades.

Proposals which are able to leverage other funding sources, will also be taken into consideration.

GENERAL POLICIES
Late Proposals
Proposals arriving after the specified date and time will not be considered, nor will late proposals be opened. Each respondent assumes responsibility for timely submission of its proposal.

Withdrawal or Modifications of Proposals
Any proposal may be withdrawn or modified by a written request signed by the respondents and received by the Economic Development Manager prior to the final time and date for the receipt of proposals.

ITEM 12.1. ATTACHMENT 13

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Proposal Acceptance and Rejection
The city reserves the right to accept any proposal, to reject any and all proposals, and to call for new proposals, or dispense with the proposal process in accordance with the Rancho Cordova Municipal Code.

To maintain a fair and equal process for all Applicants, upon receipt of this NOFA, Applicants (or their designated agents) shall not directly or indirectly contact any Council member or other city staff, other than the person identified in the NOFA, for meetings, conferences or technical discussions that are related to the NOFA. Unauthorized contact of any Council member or other city staff may be cause for immediate disqualification from the process.

Proposal Evaluation and Award
Proposals shall be evaluated by staff. One or more applicants will be selected to move forward with a recommendation to the City Council based on the strength of their proposal.

The Council shall approve any funding commitment after considering the staff recommendation.

All applicants that were not selected by the city shall be notified in writing. Nothing herein shall obligate the city to award a contract or funding to any responding developer.

Waiver of Irregularities
The city retains the right, in its sole discretion, to waive any irregularities in proposals that do not comply with the strict requirements of this NOFA, and the city reserves the right to award a contract to an applicant submitting any such non-compliant proposal, all in the city’s sole discretion.

Use of Other Governmental Contracts
The city reserves the right to reject any part or all of any proposals received and utilize other available governmental contracts.

Qualification/Inspection
Proposals shall only be considered from applicants normally engaged in providing the types of products and services specified herein. By responding to this NOFA, the applicant consents to the city’s right to inspect the firm’s facilities, products, personnel, and organization at any time, or to take any other action necessary to determine applicant’s ability to perform. The city reserves the right to reject proposals where evidence or evaluation is determined to indicate inability to perform. The city reserves the right to interview any or all responding applicants and/or to award a funding commitment without conducting interviews.

Federal Requirements
Should any portion of this procurement require the use of Federal funds, all Federal requirements shall apply, and all applicants must consent to each certification and assurance, which will be incorporated into the contract documents.

Performance
It is the intention of the city to acquire products or services as specified herein from an applicant that will give prompt and convenient service.

Term of Agreement
The term of the contract or financial commitment, if awarded, will be for a specific period of time. The city anticipates the financial commitment to be for a term of not more than 12 months, with any extensions at the sole option of the city; the city reserves the right to set the term for a period deemed to be in the best interest of the city.

Service and Support
Applicants shall explain how all on-going services and support will be handled by the firm.

ITEM 12.1. ATTACHMENT 13

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Records
The applicant shall maintain complete and accurate records with respect to labor costs, material expenses, and other such information required by city that relates to the performance of services under any contract or loan agreement. The applicant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible and in a form acceptable to the city, which the city may specify and change from time to time. The applicant shall provide free access to the representatives of city or its designees, at reasonable times, to such books and records, shall give city the right to examine and audit said books and records, shall permit city to make transcripts therefrom as necessary, and shall allow inspection of all work, data, documents, proceedings, and activities related to this contract or loan agreement. Such records, together with supporting documents, shall be maintained for city’s inspection for a period of at least three (3) years after receipt of final payment.

Public Records
Any and all materials submitted to the city shall become exclusive property of the city and will become public records subject to the California Public Records Act (Gov’t Code sections 6250 et seq., the “Act”).

Any application(s) that contain language purporting to render all or a significant portion of the application “Confidential,” “Proprietary,” “Trade Secret” or a similar designation will be considered a public record in its entirety, subject to disclosure under the Act. Applicants who believe portions of their application are exempt from disclosure under the Act, must mark that specific portion as such, and state the specific provision of the Act which provides the exemption as well as the factual basis for claiming the exemption.

The city retains final discretion on what will be disclosed pursuant to the Act, but may, time permitting, provide notice to applicant to seek protection from disclosure by a court of competent jurisdiction.

Agency Discretion, Non-Liability Waivers, and Hold Harmless The information in this NOFA is intended to provide general information regarding the city Economic Development programs. This information is not intended or warranted to be a complete statement of all of the information the respondents might be required to ultimately provide.

This NOFA does not commit the city to pay any costs incurred in the preparation of a response. The city reserves the right to accept or reject any proposal in part or in its entirety. The city reserves the right to choose any number of qualified proposals. In addition, the city reserves the right to issue written notice to all participants of any changes in the proposal submission schedule or other schedules, should the city determine, at its sole discretion, that such changes are necessary.

Final Authority
The final approval authority rests solely with the City Council of the City of Rancho Cordova.

ITEM 12.1. ATTACHMENT 13

1 WORKFORCE

DEVELOPMENT
Training Proposals
CityOfRanchoCordova.org
ITEM 12.1. ATTACHMENT 14

2 Staff will present:
• The background context for this discussion
• The 10 proposals received
• Staff and oversight panel recommendations
• Workforce tracking proposal
Receive Council direction:
• Provide considerations for the training proposals
• Workforce tracking proposal
Next Steps:
• Staff will draft agreements for the approved providers, with council considerations
• Staff will return with agreements on consent at a future council meeting AGENDA
ITEM 12.1. ATTACHMENT 14

3 • A Workforce Recovery Program was discussed as a key initiative to be funded by Measure R and ARPA (American Rescue Plan Act) Funding
• Goal is to help residents reskill or upskill and assist local businesses find local talent
• The Notice of Funding Availability (NOFA) was released on September 23 and closed on October 21
• 10 proposals were received in response to the NOFA
• Budget: $1 million dollars

BACKGROUND AND CONTEXT
ITEM 12.1. ATTACHMENT 14

4 Purpose
The purpose of the Workforce Recovery Program is to provide opportunities for our residents who are either unemployed, underemployed, or want to upskill and receive training to be able to compete for higher wage jobs.

The Program is designed for residents to be able to take a variety of classes or participate in a program that will enable them to receive a certificate or gather a new skill set which will enable them progress within their current career field or pivot into a new career field.

Being the largest employment hub outside of downtown Sacramento, Program partners will work to connect their resident participants with employers for job placement or career advancement.

WORKFORCE RECOVERY PROGRAM
ITEM 12.1. ATTACHMENT 14

5 • 10 proposals were received in response to the NOFA
• Subject Areas:
• Medical
• Manufacturing
• Technology Ecosystem
• Trades
• Wrap Around Job Placement Assistance
• Budget: $1 million dollars
• Requests: $4 million dollars

PROPOSALS RECEIVED
ITEM 12.1. ATTACHMENT 14

6 Staff and the review panel used the following criteria to evaluate the proposals:
- Employer engagement w/ placement capacity
- Employment Projections
- Program Administration
- Job Placement Services
- Program Stipends/ Placement bonuses
- Linkage to support services addressing barriers to employment All the proposals received are of high quality from competent, capable training providers, and evaluated competitively.

STAFF EVLAUATION
ITEM 12.1. ATTACHMENT 14

7 PROPOSALS RECIEVED
Organization Initial Funding Request # of Residents Served Bay Valley Tech $271,100 50
Charles A. Jones $277,529 50
Cyber Proud $184,660 20
DP Global Solutions $248,350 22
Folsom Cordova Community Partnership $379,276 90
General Assembly $320,000 20
North State Building Industry Assoc. $271,228 50
Northern Cal Construction Training $953,260 50
Udacity $428,125 125
WellSpace Health $128,000 8
Women In Data $614,400 50
Total $4,075,830 522
Approved Budget : $1,000,000 $(3,075,830) over budget
ITEM 12.1. ATTACHMENT 14

8 TECH TRAINING PROPOSALS
Company Description BLS Projected
Growth
Bay Valley Tech Training in demand digital skills to prepare for entry level positions as digital designers, digital marketers, project managers, and web developers. 15 paid internships and 6 months of career prep and placement.
23% for Web
Developers and
Digital Designers
Cyber Proud Pre-apprenticeship program training in Infrastructure Support or Cyber Security.

Employers provide work-based learning experiences which can include job shadowing, internships, and apprenticeship programs. Candidates are trained in a rigorous online setting. Cost includes $500 stipends at 3 months and 6 months post employment. 33% for
Information
Security Analysts
DP Global
Solutions
Salesforce Administrator 12 week certification program. 6 months of hiring support, mentorship, and coaching. Laptops will also be available for students who may require them.
9% for Database
Administrators
and Architects
General
Assembly
Software Engineering Immersive Course, 480 hours of instruction. Program includes a $3,000 living stipend. Career coaching and hiring support. 25% for Software
Developers
Udacity Tech Career Incubator with two cohorts: Business Analytics and Digital Marketing. 4- month training program. Career coaching and hiring support 6 months post program. 36% for Data
Scientists and
23% for Digital
Designers
Women In Data The Path Forward, 5-month program for data analytics with mentorship, resume support, portfolio building and job placement. Receive data analytics certification. 8 Employer partnerships for direct employment or internship for a minimum of 25 students. Laptops will also be made available for students who may require them. 36% for Data
Scientists
ITEM 12.1. ATTACHMENT 14

9 OTHER TRAINING PROPOSALS
Company Description BLS Projected
Growth
Charles A. Jones
Manufacturing
Training
Manufacturing Training Program including Forklift Operator, Material handling & Logistics, Electro-Mechanical Assembly, Intro to manufacturing, and Welding Fabrication I. Cost includes training, placement bonuses ($200 -$1,500),and transportation stipends ($100/month)
1% growth for
Manufacturing
Folsom Cordova
Community
Partnership
Individual Case Management, JobEx Program, Training Scholarships, Support Services, Comprehensive assessment, Career planning and coaching, Professional networks, training scholarships, and employment Support Services
Wrap around services
for high barrier
demographics
Northern
California
Construction
Training
Curriculum for over 22 construction trades including but not limited to tools, equipment, and job site safety certifications. Training length is dependent on student aptitude and interest. Partnership with local employers and apprenticeship programs for students to directly apply their skills. $1,000 placement stipends. 4% growth for
Construction Laborers
and Helpers
North State
Building Industry
Association
Case management, Life skills certificate, Community Service experience, Work Ready certificate, Trade related certificates, Training program connections. Training length is dependent on student aptitude and interest. Partnership with local employers and apprenticeship programs for students to directly apply their skills. Varying stipends for clothing, equipment, childcare, and transportation.
4% growth for
Construction Laborers
and Helpers
WellSpace Health Medical Assistant Training Program is a six-month paid training program that ushers students from historically vulnerable and racially diverse communities into a healthcare career. All students are employed while completing the training program. 16% growth for Medical
Assistants
ITEM 12.1. ATTACHMENT 14

10 STAFF RECOMMENDATION
Organization Initial Funding
Request
# of Residents
Served
Recommended Funding
Bay Valley Tech $271,100 15 $187,660
Charles A. Jones $277,529 25 $186,975
Cyber Proud $184,660 14 $112,000
DP Global Solutions $248,350 13 $176,329
Folsom Cordova Community
Partnership
$379,276 45 $189,640
General Assembly $320,000 17 $272,000
North State Building Industry Assoc. $271,228 25 $134,464 Northern Cal Construction Training $953,260 - -
Udacity $428,125 - -
WellSpace Health $128,000 8 $128,000
Women In Data $614,400 30 $411,620
Total $4,075,830 192 $1,800,000
Additional Funding to be Allocated from ARPA
ITEM 12.1. ATTACHMENT 14

11 LONG TERM METRICS TRACKING
• Need for data-driven, outcome-based systems in the overall success of the programming. • Includes:
• Standardized long term benchmarking,
• Standardized measurement, and
• Reporting of job placement outcomes for all participants.

Data collection in this manner can only be navigated through a system where the service providers share a vision, vocabulary, strategies, and outcomes informed by strong data sharing.

The proposed three-year agreement will allow for the tracking of the workforce participants for 18 months post training. • The cost of the agreement is $370,000 over the next 3 years.

ITEM 12.1. ATTACHMENT 14

12 Milestone/Outcomes
Metric Employment and Training
Administration Workforce
Development Program
Rancho Cordova’s
Target Goals
Percent of participants who started the program 92% 100% Participants completed training 47% 75%
Participants completed the training and obtained a
certificate or credential
37% 50%
Participants have entered employment “undefined”
(6, 12, and 18 months after program completion)
24% 35%
Participants have entered into “training related”
employment (6, 12, and 18 months after program
completion)
17% 25%
Additional Metrics: number of apprenticeships or internships received (where applicable), total jobs retained, average salary increase, percentage of participants employed, percentage of participants employed in Rancho Cordova. All job should be measured against the MIT living wage calculator for the Sacramento, Roseville, Arden Metropolitan Statistical Area (MSA).

ITEM 12.1. ATTACHMENT 14

13 Items for Council Consideration
Receive
Council
feedback and
direction on
workforce
proposals
Recommend
approval of a
contract with
SSL
Innovations for
workforce data
tracking
ITEM 12.1. ATTACHMENT 14

14 STAFF RECOMMENDATION
Organization Initial Funding
Request
# of Residents
Served
Recommended Funding
Bay Valley Tech $271,100 15 $187,660
Charles A. Jones $277,529 25 $186,975
Cyber Proud $184,660 15 $138,495
DP Global Solutions $248,350 13 $176,329
Folsom Cordova Community Partnership $379,276 45 $189,640 General Assembly $320,000 17 $272,000
North State Building Industry Assoc. $271,228 25 $135,614 Northern Cal Construction Training $953,260 - -
Udacity $428,125 - -
WellSpace Health $128,000 8 $128,000
Women In Data $614,400 30 $411,620
Total $4,075,830 192 $1,800,000
SSL Innovations $370,000 Metric Tracking $370,000 / over three years ITEM 12.1. ATTACHMENT 14

15 NEXT STEPS
Receive Council
feedback and
direction
Draft contracts
or obtain
additional
information
Return to
Council with
contracts and/or
information
ITEM 12.1. ATTACHMENT 14

16 THANK YOU
CityOfRanchoCordova.org
ITEM 12.1. ATTACHMENT 14

MEMORANDUM
City Council Staff Report - Page 1 of 1

ITEM 12.2.

DATE: November 21, 2022
TO: Honorable Mayor and Council Members
FROM: Albert Stricker, Public Works Director
Steve Harriman, Public Works Division Manager
SUBJECT: RESIDENTIAL WASTE COLLECTION AND STREET SWEEPING CONTRACT OPTIONS FOR THE TERM BEGINNING JANUARY 1,
2025

RECOMMENDATION
Receive the presentation on the process to develop and execute a new residential waste collection and street sweeping contract for the term beginning on January 1, 2025. No action is requested at this time.

RESULT OF RECOMMENDED ACTION
Staff will return to Council in early 2023 for further discussion. No action is requested at this time.

BACKGROUND
The term of the current contract with Republic Services expires on December 31, 2024. The two options available for execution of a new contract include:

Option 1: Prepare and release a request for proposals document, which would allow multiple waste hauling companies to compete for a new contract beginning January 1, 2025.

Option 2: Negotiate with Republic Services for 90 days and return to the Council with a term sheet for the contract term beginning January 1, 2025. At the conclusion of the 90-day negotiation period, the Council may direct staff to prepare a contract for council approval based upon the negotiated terms, or direct staff to prepare and release a request for proposals document allowing multiple waste hauling companies to compete for the new contract.

FISCAL IMPACT AND FUNDING SOURCE
This item will have no impact on the General Fund.

ATTACHMENT(S)

1. Presentation

1 Residential Waste Collection and
Street Sweeping Contract Options
November 21, 2022
CityOfRanchoCordova.org
ITEM 12.2. ATTACHMENT 1

2 Introduction
• Republic Services contract for residential waste
collection and street sweeping services expires on
December 31, 2024.
• Now is the time to determine how to execute a new
contract for January 1, 2025.
• Staff is seeking direction from City Council on how to proceed.

ITEM 12.2. ATTACHMENT 1

3 History
• City issued an RFP in early 2004 for residential waste collection and recycling services.
• Proposals were received from Sacramento County and
Browning Ferris Industries (Republic). City Council approved selection of BFI on July 19, 2004. Original contract term was February 1, 2005, through December 31, 2012.
• 1st contract extension executed in September 2011,
extending the term through December 31, 2017.
• 2nd contract extension approved by the City Council on June 19, 2017, extending the term through December 31, 2024.

ITEM 12.2. ATTACHMENT 1

4 Current Agreement Summary
• Weekly garbage and organics collection
• Biweekly recycling collection
• Curbside oil, filters, sharps and battery collection
• Bulky item collection (3X per year at 10 yards each)
• Curbside holiday tree recycling program
• Garbage, recycling and organics collection at City facilities • Garbage, recycling and porta-potty services at 10 City events • Billing, customer service and public education
• City Hall organics recycling demonstration project
• Street sweeping (14 sweeps per year on residential streets) • 3 annual scholarships @ $1,000 each for graduating seniors • 8% franchise fee on collected revenue
• 40% minimum “diversion” rate
• Extra leaf collection in Nov and Dec (4 bags per week) ITEM 12.2. ATTACHMENT 1

5 Current Agreement Summary (con’t)
• $7.5M in annual billings charged by Republic to residents • $688,676 franchise fees paid to City in FY2021/22
• $450,000 annual payment to City for road rehab projects • $4,000 annual payment to City for shopping cart program • $100,000 to cover staff and consultant costs for negotiations • Full-time recycling coordinator or $50,000 annual payment to City • 2,000 cubic yards per year of illegal dumping collection • New compressed natural gas collection vehicles
• 3 backyard compost workshops per year, including free bins • 3 cubic yards of free compost at Elder Creek Transfer Station • Forward Landfill for waste disposal (140 miles round trip) • Newby Island for recyclables processing (250 miles round trip) • Organics sent to various facilities outside Sacramento County ITEM 12.2. ATTACHMENT 1

6 2021 Summary
• 18,400 tons of garbage
• 5,100 tons of recyclables
• 7,200 tons of green waste
• 3,300 gallons of used oil
• 730 oil filters
• 4,000 tons of bulky items (27,400 appointments)
• 900 bags of batteries
• 460 computer monitors
• 653 cubic yards of illegal dumping on City streets
• 42.3% diversion rate
ITEM 12.2. ATTACHMENT 1

7 2022 Monthly Residential Rates
64-gallon trash cart
ITEM 12.2. ATTACHMENT 1

8 2 Options for January 1, 2025 Contract
Option 1: Competitive procurement process, allowing
multiple companies to compete for a new contract
Option 2: 90-day negotiation with Republic and return
to Council with a term sheet. Council may then direct
staff to either:
• Prepare a new contract for Council approval
based on the negotiated terms, or
• Proceed with a competitive procurement
process, allowing multiple waste hauling
companies to compete for a new contract
Competitive
Process
90-Day
Negotiation
w/Republic
ITEM 12.2. ATTACHMENT 1

9 Option 1: Competitive Procurement
Pros Cons
Competition ensures “best services at the
best price” for city ratepayers
New contract >$50M for 7-year term
24-month process with transition to a new
waste hauling company
Provides ability to accurately evaluate options:
- Local disposal and processing
- Enhanced services and programs
Hauler transition is a difficult process
- Billing transition, cart exchange, new
employees unfamiliar with Rancho
Cordova, customer confusion
- Supply chain issues may cause delay in
acquiring new collection equipment
Proposal process allows City Council to select
best combination of price, qualifications and
experience. Not bound by low bid.

New hauler may be an unknown City partner
Competitive marketplace
- 2 to 4 proposals likely
Successful proposer would reimburse City for
staff and consultant costs
ITEM 12.2. ATTACHMENT 1

10 Option 2: 90-day negotiation with Republic
and return to Council with terms
Pros Cons
Allows Republic and City staff a limited
time to negotiate terms for a new contract
starting January 1, 2025
Tight schedule if Council directs staff to
issue an RFP after 90-day negotiation
period
Provides the City Council with flexibility to
1) execute a new contract based on
negotiated terms, or 2) issue an RFP and
allow other companies to compete
May eliminate opportunity for other
hauling companies to participate in a
competitive process if Council directs
staff to execute contract based on
negotiated terms
This process was successful in 2017. City
Council approved the current contract
after 90-day negotiation period
May be difficult for Republic to accurately
project costs for a new contract beginning
in 2 years
City Council commented in 2017 that City
should issue an RFP for the contract
starting 1/1/25
ITEM 12.2. ATTACHMENT 1

11 • November – February 2023: 90-day negotiation and return to Council with term sheet. Council rejects terms and directs staff to issue RFP. • March – May 2023: Resident engagement on services and programs.

Execute consultant agreement to assist with RFP process. Draft and release RFP.
• July 2023: Proposals from waste haulers due to City.
• July - September 2023: Evaluation committee process (site visits, interviews, reference checks, background research, options analysis, etc.). • October 2023: Council approves selection of waste hauling company. • November – December 2023: Complete and execute new contract. • January 1 – December 31, 2024: Transition.
• January 1, 2025: Begin new contract.

Schedule for 90-Day Negotiation and
Competitive Procurement
(Scenario with longest timeline)
ITEM 12.2. ATTACHMENT 1

12 Why is 12-month transition necessary?
If a new waste hauling company is selected at conclusion of RFP process:
• Purchase and delivery of new trucks requires at least 12 months • New hauler may need to purchase new or expand an existing Corp Yard • Hire and train new employees (contract manager, recycling manager, customer service reps, drivers, route auditors, mechanics, etc.) • Establish new billing and customer service systems
• Public education on transition to new hauling company • Purchase and delivery of new carts (maybe)
• Re-design collection routes (maybe)
ITEM 12.2. ATTACHMENT 1

13 Options for a Future Discussion
Option 1:

Competitive procurement process, allowing multiple companies to compete for a new contract
Option 2:
90-day negotiation with Republic and return to Council with a term sheet.

Council may then direct staff to either:
• Prepare a new contract for Council approval based on the negotiated terms, or
• Proceed with a competitive procurement process, allowing multiple waste hauling companies to compete for a new contract
ITEM 12.2. ATTACHMENT 1

14 Thank you!
ITEM 12.2. ATTACHMENT 1