Workforce. Strategic Planning. Request for Proposals

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1 Workforce Request for Proposals Strategic Planning Worksystems, in concert with the Columbia-Willamette Workforce Collaborative, is seeking a qualified and experienced contractor to support the development of a four-year comprehensive workforce strategic plan for the Greater Portland- Vancouver Metropolitan Area. Released December 22, 2014

2 Table of Contents Part I: Introduction... 3 Part II: Background... 3 Part III: Project Scope... 4 Part IV: Primary Services... 4 Review Existing Local Plans, Supporting Data and Related Documents... 4 Define Staff and Board Roles... 4 Community/Stakeholder Engagement... 4 Facilitate Board Sub-Committee and Community/Stakeholder Meetings... 4 Ensure Continuity of Discussion from Meeting to Meeting... 5 Logistical Support to the Board and Staff... 5 Strategic Plan Development... 5 Follow-up... 5 Part V: Proposal Content... 5 Part VI: Proposal Review Process... 6 Part VII: Proposal Submission... 6 Part VIII: Administrative Details... 7 Inquiries... 7 Withdrawal... 7 Appeals... 7 Additional Provisions and Disclaimers... 7 P a g e 2

3 Part I: Introduction Worksystems is a non-profit agency that supports economic growth in the City of Portland, Multnomah and Washington counties by pursuing and investing resources to improve the quality of the workforce. We design and coordinate workforce development programs and services delivered through a network of partners to help people get the skills, training and education they need to go to work or to advance in their careers. Our partners include employers, labor groups, government, community colleges, high schools, community-based and economic development organizations. Since 1998, Worksystems has invested nearly $300 million in our community. Part II: Background With an area more than 6,600 square miles, a population over 2.2 million, a workforce of nearly 1.7 million, more than 70,000 businesses, 2 states, 6 counties, 24 cities, 27 colleges and universities, 28 business chambers, 41 school districts, and 61 economic development organizations the Portland-Vancouver Metropolitan Area is a vibrant, diverse, and complex region. The quality of the region s workforce is a primary driver of economic development and the region s overall economic health. Regions who most effectively manage their talent are likely to be more competitive and will attract the quality of jobs people need to support themselves and their families. In response, the region s three Workforce Investment Boards the Southwest Washington Workforce Development Council, the Workforce Investment Council of Clackamas County and Worksystems, Inc. formed the Columbia-Willamette Workforce Collaborative (the Collaborative). This unique, cross jurisdictional partnership provides a unified approach to serve industry, support economic development, and guide public workforce investments. By working together, we align our capabilities and resources to improve the region s ability to leverage and layer funding streams, to coordinate ideas and strategies, to pursue resources and fill gaps, to link workforce supply and industry demand, and to enable life-long learning and advancement. On July 22, 2014, President Obama signed the Workforce Innovation and Opportunity Act (WIOA) into law. The WIOA is designed to help job seekers access employment, education, training, and support services to succeed in the labor market and to match employers with the skilled workers they need to compete in the global economy. The WIOA supports the work of the Collaborative by encouraging regional cooperation and shared workforce planning. WIOA requires a four year, workforce plan that helps facilitate a more comprehensive, strategic, streamlined and effective regional workforce development system. P a g e 3

4 Part III: Project Scope To that end, the Collaborative is seeking proposals from individuals, firms or teams of firms experienced in strategic planning to support the development of a four-year comprehensive workforce strategic plan for the Greater Portland-Vancouver Metropolitan Area. The Contractor will assist in the development of a regional workforce Plan that complies with the requirements of the WIOA and advances the vision of working collaboratively to most effectively support regional workers, job seekers and businesses. The Contractor may also provide support to each participating Workforce Board to ensure local alignment with the regional plan and process. The Contractor will provide facilitation, planning and technical support both to conduct a regional strategic planning process and to complete a four year plan that documents the plan process, shared vision, values, goals, tactics, outcomes and accountability. Beyond complying with the technical requirements of WIOA, we are committed to producing a plan that has broad support, actionable goals and improves outcomes for regional workers, job seekers and employers. The plan must include broad stakeholder/community input, consideration of local and regional labor market, program and related data, and build upon the integration efforts undertaken through the CWWC, the region s public workforce system (WorkSource), youth development and regional industry sector efforts. The contractor may be asked to assist in the development of progress reports and plan updates over the next five years. Part IV: Primary Services Review Existing Local Plans, Supporting Data and Related Documents Contractor will review existing local Workforce Board plans and other key regional stakeholder plans/efforts and make recommendations about how this work will complement, influence and align with the regional plan process and outcomes. Contractor may provide technical assistance services both to the Collaborative and the Local Board partners to ensure alignment of local and regional efforts. Define Staff and Board Roles The Contractor will work with staff and Board members to define respective roles and responsibilities for plan input, design, development, implementation and ongoing evaluation. Community/Stakeholder Engagement The Contractor will help design a multifaceted approach to ensure broad, authentic stakeholder engagement in the development of the Plan. The engagement strategy should deploy a variety of ways to encourage and receive stakeholder input, including in person interviews, surveys, focus groups, social media, etc. Facilitate Board Sub-Committee and Community/Stakeholder Meetings The Contractor will facilitate discussion among meeting participants to obtain input, resolve differences and keep the process moving forward. P a g e 4

5 Ensure Continuity of Discussion from Meeting to Meeting The Contractor will ensure notes and records are maintained from each meeting and that subsequent sessions build on the work of preceding meetings. Logistical Support to the Board and Staff The Contractor will help develop meeting agenda and outcomes. Strategic Plan Development Based on what is learned from existing documents, best practice research, local and regional data, and community engagement, the Contractor will work with staff and Board members to develop a Plan document. The Contractor will document the process and results and submit a completed plan to the region s Workforce Boards for adoption. The final Plan is slated for completion in March 2016 with a July 1, June 30, 2020 implementation period. Follow-up As necessary the Contractor will work with the Collaborative and/or individual local Workforce Boards to develop reports that discuss plan progress, achievements, and/or updates based on changes in the regional economy or priorities. Part V: Proposal Content All proposals must contain the following elements to be considered by the Evaluation Committee: 1. Cover letter identifying the independent contractor or agency, with contact information, indication of legal capacity to do business in the State of Oregon and signed by a staff person authorized to represent the organization. Describe your experience conducting similar work. Include 3 client references. (Maximum 20 points not more than 1 page) 2. Proposal describing your strategy and methods for designing, facilitating and completing the planning process and products. (Maximum 35 points not more than 3 pages) 3. Timeline for delivering the Plan and specific milestones. (Maximum 15 points not more than 1 page) 4. Individual resume or summary of qualifications for the key person or persons to be assigned to this project, addressing their abilities to perform the required work. (Maximum 10 points not more than 1 page) 5. Bid amount and budget, including justification of all necessary costs, including hours of effort, rates, disbursements, overhead and proposed reimbursement schedule P a g e 5

6 (Maximum 20 points not more than 1 page) Worksystems cannot enter into contract negotiations with an organization that is not legally established to conduct business within the State of Oregon or debarred, suspended, proposed for debarment, declared ineligible, or voluntarily excluded from participation in this transaction by any Federal department or agency. Part VI: Proposal Review Process Proposals will be evaluated by the Committee based on the following criteria: The extent to which the organization demonstrates prior experience and expertise performing similar strategic planning work. The effectiveness of the Project design and overall approach. The timeline for accomplishing the Plan and primary services. Reasonableness of proposed costs. During the evaluation process, the Committee may, at its discretion, request any or all respondents to make oral presentations. Part VII: Proposal Submission Proposals must be submitted as follows: Format: Proposals should be no longer than seven (7) pages total (as outlined above in Part V). Electronic Submission: Proposals are to be ed to RFP@worksystems.org with Workforce Strategic Plan Proposal in the subject line. The with the proposal attached must be received no later than Friday, January 30, 2015, 5:00 pm. Worksystems will send an reply confirmation to the sender acknowledging receipt. It is the respondent s responsibility to ensure the submission was received. If an from Worksystems has not been received it is the respondent s responsibility to follow-up with another or telephone call before 5:00 pm, January 30, Late proposals will not be considered. P a g e 6

7 Part VIII: Administrative Details Inquiries All questions related to this solicitation are to be submitted electronically via with the subject Workforce Strategic Plan Proposal RFP Inquiry and sent to: Questions will be responded to beginning Monday January 5 and until close of business Tuesday January 27, Responses will be posted in the Questions and Answers section for this RFP at Funding Opportunities section. Questions received after January 27 will not be answered. Withdrawal A submitted RFP response may be withdrawn at any time. A written request to withdraw the response must be submitted electronically to: RFP@worksystems.org. Appeals The following process has been established to address appeals: The appeal must be due to what the respondent considers a flaw in the Evaluation Committee s funding recommendation process. The appeal must be submitted in writing within five business days of the award notification. Appeals must be sent to: RFP@worksystems.org. All appeals are public information. The organization/individual filing the appeal must specify the basis of the appeal and provide an alternative the appellant would find acceptable. Proposal rating scores may not be appealed. The mere fact that a proposal was not recommended for funding is also not open to an appeal, nor is a complaint about the amount of funding granted. The appeal must be a violation of the process established for the solicitation. During any part of the review or consideration, the appellant may be asked to clarify or amplify statements or to provide proof of claims or other statements. Any such requests must be fully responded to within the time designated by Worksystems. In the event an appellant fails to respond, the appeal will be dismissed and no further appeal will be accepted. Worksystems Executive Director and Chief Operating Officer will review the appeal and issue a written response that is intended as a complete and final answer to the appeal. Additional Provisions and Disclaimers Worksystems reserves the right to waive informalities and minor irregularities in proposals received. This RFP does not commit Worksystems to award a contract. Worksystems may accept any item or group of items of any offer, unless the respondent qualified its offer by specific limitations. P a g e 7

8 Worksystems reserves the right to request additional data or oral discussion or documentation in support of written offers. No costs will be paid to cover the expense of preparing a proposal. All data, material, and documentation originated and prepared by the bidder pursuant to the contract shall belong exclusively to Worksystems and/or the Collaborative and be subject to disclosure under the Freedom of Information Act. Applicants are advised that most documents in the possession of Worksystems are considered public records and subject to disclosure under the State of Oregon s Public Records Law. Formal notification to award a contract and the actual execution of a contract are subject to the following: Receipt of anticipated funding, results of negotiations between selected respondent(s) and Worksystems staff, and continued availability of funds. Proposals submitted for funding consideration must be consistent with and if funded, operated according to relevant federal legislation, all applicable federal regulations, State of Oregon policies, and Worksystems policies and procedures. Worksystems may decide not to fund part or all of a proposal even though it is found to be in the competitive range if, in staff opinion, the services proposed are not needed, or the costs are higher than staff finds reasonable in relation to the overall funds available, or if past management concerns lead staff to believe that the bidder has undertaken more services than it can successfully provide. Worksystems has a right to fund a lower-ranked proposal over a higher ranked proposal because of valid policy considerations. P a g e 8

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