anew construction pre-apprenticeship trades rotation · pdf filestatement of qualifications...

Statement of Qualifications for WSDOT OJT / Pre-apprenticeship RFQ

ANEW Construction Pre-apprenticeship Trades Rotation Program-

ANEW Construction Pre-apprenticeship Trades Rotation Program

Statement of Qualifications Packet A



Project Summary

Apprenticeship and Non-traditional Employment for Women (ANEW) is seeking funding to continue its State recognized pre-apprenticeship program, Construction Pre-apprenticeship Trades Rotation Program. ANEW currently delivers these services conjunction with strong support and in-kind investments from many state registered apprenticeship programs. The current form of ANEW’s pre-apprenticeship program has been in operation for roughly 5 years, and like many small non-profits, ANEW is in need of funds to sustain this work. If funded, over the course of 12 months ANEW plans to accomplish the following: conduct outreach / recruitment activities to 200 women, enroll 60 women in pre-apprenticeship training, have 82% graduate, and 82% of the graduates obtain livable wage jobs within the construction industry. In addition to pre-apprenticeship training, ANEW administers a second program called Apprenticeship Opportunities Project (AOP). AOP is designed to educate and assist women and people of color with understanding, obtaining, and retaining apprenticeships within the construction industry. I will be ANEW’s intention to co-enroll and leverage operational support, as well as on-the-job support services from AOP. This hybrid approach has worked well, and has allowed ANEW to accomplish notable success in serving women and people of color. This proposal brings together ANEW’s commitment to meet the seven criterions identified by the State of Washington, Department of Transportation OJT Support Services & Pre-Apprenticeship Program Request for Qualifications. This proposal addresses a long standing and increasing need for auxiliary support and training to talent pools entering construction trades employment. This is a responsive approach to a time-worn problem because it elevates established and reliable models immediately. By supporting this proposal, WSDOT's investment remains local and aids residents in Washington State who need technical skills training, career navigation, employment placement, support services, as well as retention services. If funded, WSDOT will be making an investment in a program that has had a tremendous impact on the workforce for the construction industry, but at this time, is financially fragile. ANEW has a history of being masterful at leveraging funds, and is looking forward to the opportunity to continue to have WSDOT as a financial supported of pre-apprenticeship training designed for women and other underrepresented populations. In this proposal, ANEW will function as the prime consultant, and will perform all aspects of programing described in the proposal. Apprenticeship & Non-traditional Employment for Women (ANEW) Role & Responsibilities

o Prime Consultant: Serve as the ‘prime’ consultant and provide general project



oversight, as well as fiscal and reporting management. ANEW will operate program delivery in the Puget Sound region.

o Outreach: ANEW will connect with women of diverse demographic groups through event formats, informational sessions and one-on-one communication in the Puget Sound area.

o Intake & Assessment services: ANEW will complete intake paperwork with clients and assess clients in order to determine enrollment. The assessment also includes a research assignment related to the industry as well as a panel interview by ANEW staff.

o Pre-apprenticeship Training: ANEW will provide its 12-week (352 hours) pre-apprenticeship training, a combination of classroom training and hands on experience to four cohorts. Training includes 120 classroom hours learning soft skills and earning credentials. Soft skills include budgeting / financial tools for the trades, prevention of sexual harassment in the workplace, labor history information, health and nutrition, fitness training, and job prep skills, such as resume writing and mock interviewing. ANEW Graduates also earn OSHA 10, CPR & First Aid, Washington State Traffic Control Flagger’s Card, Mobile Equipment Operators Authorization card, and ANEW Certificate of Completion. The remaining 232 hours are spent in a hands-on training environment. The first cohort will begin in July 2015.

o Case Management & Support services: Through case management and support services, participants will have access to financial assistance, case management sessions, and support services. Post training services include job search, resume writing, mock interviewing, and funds for apprenticeship related initial costs.

o Job Placement & Retention: ANEW will provide job placement services to connect graduates to apprenticeship programs and construction occupations. We will assist students with entering occupations in the construction industry while ensuring that they have the skills and support necessary to retain employment in the industry.

ANEW will deliver the following outcomes:

o Outreach and recruitment to 200 women o Informational sessions to 100 women o Enroll 60 participants into pre-apprenticeship training o Graduate 48 participants from pre-apprenticeship training o Place 43 participants into construction occupations including highway construction o Retain 40 participants in employment after 90 days o Assist participants with earning an average starting wage of $20.00



1. Qualifications / Expertise of the Firms on the Team Prime Consultant / Firm: Apprenticeship & Non-traditional Employment for Women (ANEW)

Private Non-Profit Training providing continuous pre-apprenticeship and support services

since 1980 (35 years)

Organizational Summary/ Area of Expertise:

Founded in 1980, Apprenticeship & Non-traditional Employment for Women (ANEW) is

among the oldest non-profit pre-apprenticeship programs for women in the nation.

ANEW prepares students for apprentice-able and/or livable wage careers in construction

including highway transportation, utilities, aerospace and manufacturing. ANEW supports

the retention and advancement of their clients in non-traditional pathways with self

sustaining wages.

In addition, ANEW serves King County residents ages 18 and older who are unemployed,

low-income individuals or under-employed apprentices through the Apprenticeship

Opportunities Project (AOP).

ANEW will serve as the prime consultant, and through th is funding, wi l l administer the Pre-apprenticeship Trades Rotation Program. ANEW will be the recipient and fiscal agent to these funds. ANEW has extensive knowledge and experience in obtaining, implementing, managing and evaluating federal workforce employment and training programs. ANEW is currently managing funds obtained through federal, state, local and private funding streams. ANEW has always met it’s funding / performance deliverables, and has passed all programmatic as well as fiscal audits. ANEW is an expert in the area of workforce development in construction, highway transportation, utilities, aerospace and manufacturing because of its model training program that provides excellent training and successful program and career outcomes. In 2014, ANEW enrolled 54 women into pre-apprenticeship training, with 44 of these women successfully graduating from training. To date, 82% of the 44 graduates (36 women) have obtained acceptance into a registered apprenticeship program or non-traditional career path in the construction trades industry. The graduates from 2014 are earning an average wage of $20.66 per hour with full healthcare and retirement benefits, which is $9.53 (a 50% increase in wage) higher than the state minimum wage of $9.47.



Table 1. ANEW Organizational Chart

Nicole Ferrer, Executive Director

o Oversight and authority of all organizational functions

o Oversight of all aspects of fiscal and operational functions

Samantha Kealoha, Program Manager

o Grant Management

o Billing & Invoicing o Tracking grant expenditures o Monitoring and reporting of all performance measures and outcomes o Provide fitness instruction and benchmarks to students enrolled

Lisa Telford, Case Manager and Support Services Specialist

o Pre-apprentice Case Management

o Dispensing of support services o Job Development for graduates

Morgan Stonefield, Training Coordinator

o Training Coordination and scheduling

o Supervision of Training pre-apprentices o Curriculum for pre-apprentices

Nicole Ferrer Executive Director

Erich Smith Math Instructor

Samantha Kealoha Program Manager

Morgan Stonefield Training Coordinator

Lisa Telford Case Manager & Support

Services Specialist

Stephen Ignac Shop Instructor



Erich Smith, Math Instructor

o Teaches Math instruction

o Ensures pre-apprentices are math ready for entry into construction

Stephen Ignac, Shop Instructor

o Provides shop instruction to all pre-apprentices

o Ensures pre-apprentices develop basic skills using hand and power tools and strength building

Location of Team Members Offices, Total Number of Employees, Expertise at Locations (prime and sub-consultants)

Apprenticeship & Non-Traditional Employment for Women Executive Director: Nicole Ferrer

Total Number of Employees: 4 FTEs, 2 Contracted Instructors (Math, Shop) 550 SW 7th Street, Suite B305 P.O. Box 4217 Renton WA 98057

Phone: (206) 381-1384

Fax: (206) 381-1389

Email: [email protected] Key Staff and Resources for Proposed Project

ANEW Key Staff & Resources

Total Project Hours

Total WSDOT Billed Project Hours

WSDOT Hours by Month

Nicole Ferrer, Executive Director 2088 300 25

Samantha Kealoha, Program Manager 2088 590 50

Morgan Stonefield, Training Coordinator 2088 805 68

Lisa Telford, Case Manager/Support Service Specialist 2088 265 23

Erich Smith, Math Instructor 128 90 8

Steve Ignac, Shop Instructor 256 240 20

mailto:[email protected]



Evidence that Prime Consultant has Worked with Sub-Consultant in Last Three Years

There are not any sub-consultants on this project.

ANEW’s expertise as a prime consultant is demonstrated in these three project

examples:

1. Opportunities for Women in Nontraditional Employment (OWNE) Initiative

funding (January 1, 2014 – December 31, 2015) - $180,000- ANEW is currently

serving as one of the lead workforce partner’s to the Wider Opportunities for

Women (WOW), OWNE grant. To date, ANEW is exceeding its outcomes and

performance in the areas of entering training, completion of training,

placement, average wages and job retention.

In 2014, ANEW enrolled and trained 54 women in pre-apprenticeship training. 44

enrollees successfully graduated from training. ANEW exceeded the placement goal

of the grant by 106%. 36 pre-apprentices were placed into apprenticeship or non-

traditional careers. The average starting wage of 2014 OWNE clients was $20.66

per hour with full healthcare and retirement benefits. If the total number of job

placements is multiplied by this average, the total new wages brought back to the

economy is $1.5 million.

2. Green Jobs Innovation Fund (GJIF) (July 1, 2011 – June 30, 2014) – ANEW served

as the lead workforce partner for the U.S. Department of Labor, Jobs for the Future

Green Jobs Innovation Fund project. This nine-site, national grant served low-

income women and people of color with an emphasis on service to veterans. For

this project, ANEW operated its pre-apprenticeship Trades Rotation program;

provided recruitment, referral and case management for the Veterans in

Construction Electrical (VICE) program; provided recruitment, case management

and scholarships to ten female recipients for the Vocational Outside Line Training

Academy (VOLTA). ANEW was the overseer of all client reporting and data

management for the project lead, SkillUp Washington. In summary, ANEW met and

exceeded its outcomes and was a top performer of all the cities funded by Jobs for

the Future exceeding its training and placement goals for the entire project. ANEW

and its program partners in Seattle trained 256 participants with 203 graduating

from pre-apprenticeship training. This is a graduation rate of 80%. 155 of the



graduates were placed into apprenticeship programs. This is a placement rate of

76%.

3. Apprenticeship Opportunities Project (January 1, 2014 – December 31, 2014):

Since 1994, ANEW has administered the Apprenticeship Opportunities Project

(AOP) for the Office of Port Jobs and Port of Seattle. AOP serves low-income and

low to medium skilled individuals to enter and retain employment in the

construction trades through apprenticeship or non-traditional career pathways.

ANEW has been recognized by the Washington State Apprenticeship Training

Council as an exemplary model for delivering services to clients. It is a lean delivery

system that is customized to the individuals’ specific employment readiness and

goals.

In 2014, ANEW exceeded its AOP annual combined placement goal (apprenticeships

or livable non-traditional careers) by 115%. The average starting wage of 2014 AOP

clients was $21.45 per hour with full healthcare and retirement benefits. If the total

number of job placements is multiplied by this average, the total new wages

brought back to the economy is $6.9 million.

2. Qualifications of Proposed Project Manager

Project management responsibilities will be performed by ANEW with full authority on

fiscal and operational protocols.

Three Examples of Proposed Manager's Expertise as a Project Manager, including

Dates, Client Names, and Responsibilities:

Ms. Nicole Ferrer – ANEW

Apprenticeship Opportunities Project (AOP) – Ms. Ferrer is currently

managing the AOP grant (January 1, 2015 – December 31, 2015), a $185,000

project funded by the Office of Port Jobs/Port of Seattle to assist low-income,

unemployed and under-employed individuals with job preparation, support

services, case management and career navigation. ANEW has been managing

these funds since inception in 1994.

Opportunities for Women in Nontraditional Occupations (OWNE) – Ms.

Ferrer is managing a multi-year $180,000 project (January 1, 2014 –



December 31, 2015) funded by Wider Opportunities for Women.

Green Jobs Innovation Fund (GJIF) – Ms. Ferrer managed a multi-year

$462,673 grant project (July 1, 2011 – June 30, 2014) funded by Jobs for the

Future that came through the pipeline through SkillUp Washington.

Three Examples of Project Manager's Expertise with Project Schedule, Scope of

Work/Scope Creep, Budgeting and Project Change

Ms. Ferrer has extensive experience in implementing and managing employment and training projects. All current projects have timeframes in which outcomes need to be obtained. Ms. Ferrer has been successful in keeping projects on schedule and when needed, modify with the funders approval elements of project delivery and work. Modifications to contracts are completed by Ms. Ferrer and funders in a timely manner to ensure the modified project is on path to successful completion.

List of Licenses/Accreditations for the Proposed Manager, including year received

Mr. Ferrer has a B.A. Degree from Western Washington University ( 2 0 0 0 ), as well as Business Certificate from the University of Washington (2014).

4. Key Team Members Qualifications

NICOLE FERRER – EXECUTIVE DIRECTOR

Nicole Ferrer is the Executive Director of Apprenticeship and Non-traditional Employment for Women (ANEW). Ms. Ferrer has extensive experience in workforce development, as well as state and federal grant administration. Nicole Ferrer has been with ANEW since June 2013 and has devoted the last 15 years to working on social issues within her community. Nicole has worked for organizations such as The Menta Group, SeaMar Community Health Centers, Puget Sound Energy, as well as the Washington State Employment Security Department. Specifically, Nicole has worked with at-risk youth, those suffering from mental health and substance abuse issues, as well as those who are chronically under or unemployed. As the Executive Director, Nicole is in charge of the organizations entire operation from financial budgeting, grant writing to building partnerships with employers and the apprenticeship community.

SAMANTHA KEALOHA – PROGRAM MANAGER

Samantha Kealoha is the Program Manager of ANEW. Ms. Kealoha has worked for ANEW for almost three years and is currently managing multiple federal and private grant contracts. Ms. Kealoha holds a Master’s degree in Public Administration and is strongly committed to non-



profits and workforce development. She is highly organized and is responsible for grant management, billing and invoicing as well as monitoring and reporting all performance measures and outcomes.

LISA TELFORD – CASE MANAGER AND SUPPORT SERVICES SPECIALIST

Lisa Telford is the Case Manager and Support Services Specialist of ANEW. Ms. Telford is a Carpenter by trade and has worked in the industry for 23 years prior to coming to ANEW. Lisa joined ANEW in 1996 and has worn many different hats since joining the organization. Lisa brings her experience in the trades to our clients and spends a considerable amount of time providing mentorship, job preparation, career navigation, resume building, interviewing skills and case management services to all ANEW participants.

MORGAN STONEFIELD – TRAINING COORDINATOR

Morgan Stonefield is the Training Coordinator of ANEW. Prior to coming to ANEW, Morgan taught at Todd Beamer High School for 7 years. Before becoming a teacher, Morgan served for a year as an AmeriCorps volunteer, working to recruit and train volunteers for specialized reading programs. As Training Coordinator, Morgan oversees all aspects of ANEW’s pre-apprenticeship training program. Morgan has skills and experience in the arena of curriculum development, student assessments, collaborating with community partners and experience with leadership development.

STEPHEN IGNAC – SHOP INSTRUCTOR

Stephen Ignac is the Shop Instructor for ANEW. He began in this position in September 2012. Prior to taking this position, Stephen served on ANEW’s Board of Directors. Stephen is a LADS Journeyman by trade. He has worked in the industry since the 1970’s. Between 1979 through 1996, Stephen worked as a journeyman, shop steward and foreman, supervising multiple apprentices and journey level workers on the job site. Stephen also worked as a LADS Instructor for five years. Additionally, he has been the Training Coordinator for LADS Training Center until he retired in 2012.

ERICH SMITH – MATH INSTRUCTOR

Erich Smith is the Trades Math Instructor for ANEW. He began in this position in 2010. Erich is an Ironworker by trade and has been in the trade since 1994. Prior to coming to ANEW, Erich worked as the Apprenticeship Coordinator for the Pacific NW Ironworkers Apprenticeship Program, a position he held for four years. In this position, he managed the daily apprenticeship operations following both state and federal apprenticeship standards. Daily operations included the recruitment, selection and training of new and enrolled apprentices. He was also in charge of the hiring, training and management of instructors for the apprenticeship. Erich has worked in various aspects of the construction industry, as an apprentice, ironworker journeyman and foreman, as well as an instructor and training



coordinator for the ironworker apprenticeship program. Erich brings his expertise in the construction trades to the classroom. Specifically, Erich teaches his developed Trades math curriculum to our students in the pre-apprenticeship training program to ensure they are math ready when applying and entering into an apprenticeship program.

The mission of ANEW is to provide women of all ages, races and backgrounds with quality training, support services and employment preparation, leading to viable and satisfying non-traditional career pathways, which lead to family wage jobs.

Demonstrate Understanding and Adherence to Public Agency Regulations and

Procedures

Each key team member has reviewed the Federal Regulations pertaining to On-the-Job

Supportive Services as an assurance to understand and comply with said regulations.

Additionally, ANEW conducts its Workforce Investment Act (WIA) programs in

accordance with the U.S. Department of Labor's regulations relating to WIA, and the

Washington State WIA Policies. All comply with the non-discrimination and EEO

provisions in the following laws: Section 188 of WIA; Title VI of the Civil Rights Act of

1964, as amended, which prohibits discrimination on the basis of race, color or national

origin; Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits

discrimination against qualified individuals with disabilities; The Age Discrimination Act

of 1975, as amended, which prohibits discrimination on the basis of age; and Title IX of

the Education Amendments of 1972, as amended, which prohibits discrimination on

the basis of sex in educational programs.

4. Firm's Project Management System

Quality Assurances/Control Processes for ANEW

ANEW operates within many federal, state, local and operational policies that provide

the necessary quality assurances. ANEW follows Generally Accepted Accounting Principles

(GAAP) in its accounting practices. Its Fiscal Year 2012 audit was conducted by Branch

Richards LLC, and there were no findings against the organization. ANEW contracts with

The Counting House (Sharon Kaspar) for bookkeeping; Ms. Kaspar brings 42 years of

experience to the organization. ANEW strictly follows an accountant approved fiscal policy

manuals, Board of Directors by-laws, and records retention policies required by the

Sarbanes-Oxley Act for governance of non-profits.



Fiscal Tracking System for ANEW

ANEW and its contracted accountant utilize the QuickBooks 2014 fiscal system to track and

manage all funding streams. Each program and project is set up with its own account

which leads to easy tracking and oversight. The budget for this project will be monitored

monthly with invoicing being submitted monthly as well to ensure project spending is

within the limits of the grant. ANEW Board of Directors and Executive Director analyze

monthly reports, including cash flow, statement of activities, budget vs. actual and

statement of position.

Data Tracking / Software Systems

All trainee and project-related reporting will be compiled by ANEW using its established

Microsoft Access database system. ANEW maintains a Microsoft Access database to track

case management, training, apprenticeship application status and placement of clients,

and uses this database for all client-related projects. ANEW is able to produce specific

demographic reports with this system. There are currently data sharing agreements

formally in place with ANEW partner organizations, and the same agreements will be in

place for this proposed project to ensure that ANEW can communicate outcomes with

WSDOT.

Additionally, for this WSDOT Pre-Apprenticeship, the team will utilize existing and proven

management tools developed by ANEW, including:

o ANEW Case management handbook

o ANEW Employment handbook

o ANEW application forms

o ANEW Curriculum Handbook

o ANEW TRP Handbook

Process for Pre-Apprenticeship Trades Rotation Program Team Interactions

ANEW’s pre-apprenticeship Trades Rotation Program is made up of ANEW staff. Team

interactions will be the same as they are designed within the organization, following

organizational protocols and daily interactions as they currently take place.

Proven Ability to Interact with Clients and Stakeholders

ANEW will provide program updates to WSDOT as well as the workforce system on

program status and accomplishments. ANEW routinely meets with partners from

business, labor, education, government and community-based organizations to gather

workforce intelligence and to develop a responsive workforce system. Communication



with clients and stakeholders occurs through standing committee meetings, one-on-one

meetings and social media postings including ANEW’s website, Facebook posts and other

social media outlets.

5. Project Delivery Approach

ANEW proposes the following projected deliverables:

Projected Deliverables

Description

Q1- Summer

July 2015 – September

2015

Q2- Fall

October 2015 – December 2015

Q3- Winter January 2016 –

March 2016

Q4- Spring

April 2016 – June 2016

Total July 2015 – June 2016

Outreach &Recruitment

a. Number of information and outreach sessions

10 10 10 10 40

b. Number of women anticipated to receive training information

50 50 50 50 200

Construction Pre-apprenticeship Training

c. Number of classes/cohorts in session in each quarter

1 1 1 1 1

d. Number of women entering training

15 15 15 15 60

e. Number of women earning credentials

12 12 12 12 48

f. Number of women completing training

12 12 12 12 48

Job Placement

f. Number of women entering into apprenticeship or construction careers

10 11 11 11 43

Number of Participants who Retain Employment for 90 Days

10 10 10 10 40

Average Starting Wage of Participant Entering Employment $20.00 per hour

Quarterly Report Deadlines 15 Days after End of Each Quarter

Final Report Due 30 Days after Completion of Grant



Main Components of ANEW Pre-Apprenticeship Trades Rotation Program:

There are two components to ANEW’S Pre-Apprenticeship Trades Rotation Program:

1. Pre- Apprenticeship Training: ANEW will use its established Pre-

apprenticeship Trades Rotation Program training model to train 60 women,

with at least 48 students graduating from training and are interested in

entering the construction industry through apprenticeships or non-

traditional careers in the industry in the greater Puget Sound Region.

ANEW will use existing FTE’s to deliver project management, pre-apprenticeship

coordination and instruction, case management of pre-apprentices and

graduates, as well as provide employability training and placement services.

Both programs will also provide retention services during the duration of the

grant. These FTE’s will collect participant data, manage participant files and

ensure all reporting is timely and accurate.

Individuals enrolled in training will receive training, case management, career

navigation, job placement assistance and job-related support services. Qualified

individuals who are unemployed or changing careers that have skills sets

necessary to apply directly to the apprenticeship of their choice will receive

career navigation and application assistance as well as job development, job

placement services and job-related support services. All clients will receive

retention services, which includes mentorship and financial assistance as funds

of last resort.

2. On-the-Job Support Services: ANEW will utilize its successful Apprenticeship

Opportunities Project (AOP) model to provide wraparound/auxiliary case

management and support services for all low to medium skilled pre-apprentices

enrolled in training with in the Puget Sound region. ANEW has administered AOP

in Seattle-King County since its inception in 1994 for the Office of Port Jobs, which

supports the expansion of its model for this proposal. AOP covers auxiliary costs

such as tuition for training or specialized courses, transportation, emergency food,

work clothes and tools. ANEW will provide career navigation, job preparation,

job placement assistance and support services through this AOP model.

Decision Making Process for Development of Work Plan ANEW has a long-standing track record of providing training with proven results in grant implementation and execution. ANEW has managed and executed multiple projects that have



shown distinguishable met results and outcomes. As the sole and prime consultant, ANEW staff will execute all parts of the work plan with the decision making process being directed by the Project Manager. ANEW has been offering its pre-apprenticeship training in this form for the last five years and this will not be a new program to implement. Instead, WSDOT funding will allow ANEW to continue to offer its pre-apprenticeship training program to women interested in entering non-traditional career pathways. At the start of the project, ANEW staff will hold an internal staff meeting to discuss the program and expected outcomes. For the duration of the grant, ANEW will continue to have monthly meetings to discuss progress towards critical milestones, as well as areas of improvements for the program that will be most beneficial for the clients we are serving.

Elements of Proposed Work Plan

If funded, ANEW will utilize current best practices and existing partnerships to meet the

five elements of the proposed work plan:

1. Outreach & Recruitment - Training

ANEW will utilize the Apprenticeship Opportunities Project model to recruit, case

manage, train and retain low income, low skilled women. ANEW will perform

outreach and recruitment in a variety of ways, including attendance and job/career

fairs, weekly informational sessions, as well as using social media platforms that

include: ANEW/OTI website, Facebook page and Craigslist, as well as Job posting

websites.

2. Intake, Assessment, Interview & Enrollment - Training

Candidates will go through a rigorous intake, assessment and interview process by doing the following:

a. Candidate will attend an informational assessment and complete the

ANEW pre-screen

b. Candidate will be scheduled for an intake meeting with ANEW’s Training

Coordinator or Program Manager to complete ANEW application.

c. Candidate will be scheduled for an assessment that includes a tools

recognition test, math and reading test, and a physical assessment.

d. Candidate will be provided with a trade related research assignment that

is due at their scheduled interview.

e. Candidate will be scheduled for an interview with ANEW staff to

determine program fit for client

f. Candidate will interview with ANEW Program Manager, Training



Coordinator and Case Manager

g. Candidates accepted into training will be sent formal letter of acceptance and

a phone call. Candidates not accepted will be referred for additional services

and provided assistance in career search.

Successful candidates will also meet these prerequisites:

18 years old or older

Reliable transportation (WA Driver's License Preferred)

Ability to Pass Drug Test

GED or High School Diploma

3. Pre-Apprenticeship Classroom & Construction Training ANEW Pre-apprenticeship Trades Rotation Program - Summary ANEW's Pre-apprenticeship Trades Rotation Program is a 12-week (352 hours) pre-apprenticeship training, a combination of classroom training and hands on experience to four cohorts. The remaining 232 hours are spent in a hands-on training environment. The program rotates among 17 construction trades, utilities and aerospace apprenticeships for program-specific instruction, and includes workshop time, safety and industry credentialing, applied trades mathematics, fitness and community service learning. The TRP model was designed and curricula developed or selected by ANEW's Registered Apprenticeship Partners (RAP). Training includes 120 classroom hours learning soft skills and earning credentials. Soft skills include budgeting / financial tools for the trades, prevention of sexual harassment in the workplace, labor history information, health and nutrition, fitness training, and job prep skills, such as resume writing and mock interviewing. ANEW Graduates also earn OSHA 10, CPR & First Aid, Washington State Traffic Control Flagger’s Card, Mobile Equipment Operators Authorization card, and ANEW Certificate of Completion.

Students participate in community service learning projects, including Seattle King County Habitat for Humanity sites. A variety of organizations, including RAP and tradeswomen, enhance core training with these workshops: Survival of the Fittest; Financial Tools for the Trades; Non-profit credit counseling; Personal Safety Nets; basic car maintenance and repair, and navigating alternative forms of transportation; understanding systems such as unemployment and workers' compensation; interviewing, resume preparation, and apprenticeship application processes; and leadership and long-term career planning.

4. Case Management and Support Services

ANEW will utilize the AOP model to assess and deliver case management and financial



support services to the Pre-Apprenticeship Program trainees. This includes three

categories of assistance:

1. Training/pre-employment services (case management), including

mentoring, money management strategies, application and resume

preparation, and interview assistance and coordination with apprenticeships

and contractors;

2. Emergency financial assistance (support services), including transportation

and food (if eligible); and

3. Pre-dispatch services (support services), including financial assistance with

work clothes and tools, tuition, union initiation, dues and fees and other

approved work related costs associated with entering employment.

On an as needed basis, ANEW will assist clients with connecting with additional non-

profits, government agencies, and community based organizations. ANEW is heavily

embedded in the community resource network in King County. Referrals and co-

enrollments can include: crisis management and personal counseling; driver's license

reinstatement; housing and utilities, including emergency assistance; and ongoing

daycare support.

5. Placement and Retention Tracking

ANEW will use its established case management procedures to track and report

program placement for both clients who receive both on-the-job supportive services

and pre-apprenticeship training. ANEW has an established Microsoft Access

database system in which case notes, placement and demographic data is securely

kept. All parties to the ANEW Pre-apprenticeship Trades Rotation Program will sign a

memorandum of agreement for data sharing.

ANEW will prepare quarterly narrative reports that demonstrate the projects effectiveness in reaching service goals, and will highlight student success stories.

Approaches to Resolve Issues with Project Team ANEW has a conflict resolution policy that provides guidance when conflicts arise. The team assembled for this project is the ANEW team and has a long-standing, positive working relationship with one another, and has successfully executed our training program to



meet grant del iverables for over 5 years . It is anticipated that the positive interactions and professionalism of this team will ensure the project's success and sustainability for future funding. However, ANEW’s Executive Director has the final authoritative power over all ANEW employees and will follow the ANEW Employee handbook and policies to resolves issues arising within the team. Assumptions for Work Breakdown Structure, i.e., WSDOT vs. Consultant Deliverables The ANEW Construction Pre-apprenticeship Trades Rotation Program team assumes responsibility for meeting this proposed scope of work as well as successfully executing contracted deliverables with WSDOT. ANEW has the capacity and expertise necessary to meet all clearly defined expectations, reporting requirements and technical guidance that are expected from WSDOT to ensure successful procurement/contractual agreements.

Key Issues and Critical Milestones for the Project Project Milestones/Goals Dates

Start Training (Summer Cohort) June 29, 2015

Launch recruitment campaign to locate qualified women to enroll in training for Cohort 2

July 18, 2015 – September 4, 2015

Provide qualified candidates with appropriate intake and assessment, and interview

July 18, 2015 – September 18, 2015

Graduation (Summer Cohort) September 18, 2015

Start Training (Fall Cohort) September 28, 2015

Launch recruitment campaign to locate qualified women to enroll in training for Winter Cohort

October 13, 2015 – December 30, 2015


October 13, 2015 – December 30, 2015

Graduation (Fall Cohort) December 18, 2015

Start Training (Winter Cohort) January 4, 2016

Launch recruitment campaign to locate qualified women to enroll in training for Spring Cohort

February 1, 2016 – March 18, 2016


February 1, 2016 – March 18, 2016

Graduation (Winter Cohort) March 25, 2016

Start Training (Spring Cohort) March 28, 2016

Launch recruitment campaign to locate qualified women to enroll in training for Summer Cohort

April 14, 2016 – June 17, 2016


April 14, 2016 – June 17, 2016

Graduation (Spring Cohort) June 17, 2016

Dispensing support services and/or training in an efficient manner

During each cohort for the duration of the grant

Ensuring proper financial and client records are maintained for accounting and reporting purposes

Duration of the grant

Invoicing and Billing Billed monthly within 20 days after the completion of each month



Convening staff to ensure effectiveness and efficiency

Ongoing for the duration of the grant

Completion and submission of reports Due quarterly within 15 days after completion of each quarter

State of Washington

Department of Transportation

OJT Support Services & Pre-Apprenticeship

Program

Statement of Qualifications Packet “A”

Submitted by

In association with

Constructing Hope

Oregon Tradeswomen, Inc. May 6, 2015

State of Washington DOT | OJT Support Services & Pre-Apprenticeship Program | May 6, 2015

Table of Contents

Introduction ..................................................................................................................................1

Regions to be Served ................................................................................................................1

Our Proposed Team .................................................................................................................1

Services to be Provided ...........................................................................................................2

Criteria 1: Qualifications/Expertise of Firms on Team ........................................................3

A. Our Proposed Team ...........................................................................................................3

B. Office Locations of our Firm and Sub-Consultants ......................................................5

C. Working Relationship with Proposed Sub-Consultants ..............................................6

D. Availability of Key Staff and Resources ........................................................................7

E. Similar Projects Completed ..............................................................................................8

Criteria 2: Qualifications of Proposed Project Manager ....................................................10

Criteria 3: Key Team Members Qualifications ...................................................................13

Criteria 4: Firm's Project Management System ...................................................................17

Criteria 5: Project Delivery Method ......................................................................................19

State of Washington DOT | OJT Support Services & Pre-Apprenticeship Program | May 6, 2015 Page 1 of 22

Introduction

Regions to be Served

Akana proposes to serve persons residing or working in WSDOT’s Southwest Region or

the counties of Clark, Cowlitz, Wakiakum, Pacific, Lewis, Skamania and Klickitat.

Participants will receive OJT support from our offices in Vancouver and Portland as

well as pre-apprenticeship training from two established training centers operating in

the Greater Portland/Vancouver area through Constructing Hope and Oregon

Tradeswomen, Inc.

Our Proposed Team

Akana (formerly Cooper Zietz Engineers, Inc.) will be the prime consultant and lead

firm. Akana was first incorporated in 1991 and has over ten years of workforce

development experience for heavy highway and bridge construction trades. It has

pioneered these services for the Oregon Department of Transportation and Oregon

Bureau of Labor & Industries. The firm’s main office is located in Portland, Oregon and

provides professional services for transportation infrastructure projects throughout the

United States and Canada. Akana has two other offices in the State of Washington in

Bellevue and Battle Ground near Vancouver.

Constructing Hope (CH) and Oregon Tradeswomen, Inc. (OTI) will be sub-consultants

to Akana. Constructing Hope is a non-profit organization formed in 2002. The

organization is a qualified provider of pre-apprenticeship training for the Oregon

Bureau of Labor & Industries and has numerous partners in the construction industry.

In 2007 their in-house training curriculum was approved by the Bureau of Labor and

Industries, recognizing Constructing Hope as a State of Oregon registered Pre-

Apprenticeship Program. In addition to classes in blueprint reading, applied math,

safety, carpentry and multiple certifications, a core element of their training is life skills

and workforce preparation. CH has been teaching life skills courses for over five

years—providing education in workplace communications and culture; managing

finances; apprenticeship expectations; and personal strategies/attitudes for success.

They have been working with other non-profits in the Vancouver area and recently

trained 20 pre-apprentices working closely with a housing authority.

OTI was reorganized as Oregon Tradeswomen, Inc., a 501 (c)(3) non-profit, in 1999. OTI

was founded on the principles that women deserve and can attain economic self-

sufficiency through pursuing careers in the building, mechanical, electrical, and utility

trades while helping and encouraging the construction industry to build a diverse

workforce. OTI is also a qualified provider of pre-apprenticeship training registered

with the Oregon Bureau of Labor & Industries and has over 400 partners in the


construction industry. They have recently partnered with a Seattle area non-profit to

provide construction trades outreach to women.

Services to be Provided

Program Objectives – The primary objective of Akana’s workforce development efforts is

to increase minority, female and disadvantaged persons entering apprenticeship

programs in the highway construction industry. We do not, however, discriminate and

our programs are race and gender neutral. As can be seen by the references the firm has

provided for this RFP, Akana has a proven track record of success and has assisted

hundreds of individuals entering the construction trades workforce. We first

demonstrated our capabilities by assisting the Oregon Department of Transportation

increase the number of Native Americans enrolled in JATC apprenticeship programs by

115% from 2004 to 2006 which was more than four times the program’s objective.

Outcome Measures – Outcome measures will be determined and reported on a monthly

basis to WSDOT in a cumulative training report. This report will include: the number of

participants starting, receiving, and completing OJT support services, type of service

received; number of participants starting, receiving and completing pre-apprenticeship

training; number of participants completing pre-apprenticeship training and registered

as apprentices; number of apprentices reaching journey level; and relevant

demographics information, such as number of minorities or women participants.

Team Skills – Akana offers OJT Support Services and Pre-Apprenticeship Training led by

journey-level craft persons or trade professionals. The Akana Team includes a

recognized WSATC pre-apprentice training program and utilizes already established,

ongoing, and highly successful pre-apprentice training curriculums. The Akana

Workforce Development Team includes key personnel who regularly provide

mentoring. The Akana Team has managed pre-apprentice training contracts with

extremely high direct entry rates.


Criteria 1: Qualifications/Expertise of Firms on Team

A. Our Proposed Team

Provide a listing of all firms on your proposed team:

Akana (formerly Cooper Zietz Engineers, Inc.) will be the prime consultant and lead

firm and has provided OJT support services to Level 1 - 7 apprentices residing in

Oregon and Southwest Washington.

Constructing Hope (CH), will be a sub-consultant to Akana and is a qualified, pre-

apprenticeship training organization that has previously recruited students from the

Vancouver area.

Oregon Tradeswomen, Inc. (OTI), will be a sub-consultant to Akana and is a

qualified, pre-apprenticeship training organization offering pre-apprentice training.

List the type(s) of expertise that each firm on your team can provide:

Akana

Workforce Development Programs

Heavy Highway Construction Trades Outreach

Pre-apprentice Assessment and Screening

Pre-apprentice Training Instruction

Apprentice Program Placement Assistance

Client Supportive Services

Mentoring

Apprentice Training Workshops

OJT Oversight and Mentoring

Contractor/Employer Communication & Liaison

Union Contractor Training Liaison

Tribal Liaison & Outreach

Safety Training

Life Skills Training

Constructing Hope

Pre-apprentice Screening

Pre-apprentice Training

Mentoring

Basic Blueprint Reading

Applied Math

Construction Culture

Professional Communications



Certifications including: Flaggers, Forklift, Scissor lift, CPR/First Aid, Confined

Space, Hazardous Communication, and OSHA 10

Basic Carpentry Training

Oregon Tradeswomen, Inc.

Pre-apprentice Screening

Pre-apprentice Training


Applied Math

Basic Blueprint Reading

Introduction to Green Building

Physical Fitness and Strength Building

OSHA 10

Apprentice Program Placement Assistance

Mentoring

Jobsite Safety

Construction Culture and Jobsite Etiquette

Basic Carpentry Training

Cultural Competency Training

How long has each firm on your team provided these type(s) of expertise?

Akana—Over 10 years

Constructing Hope—Over 13 years

Oregon Tradeswomen—Over 20 years

Provide organization chart of your proposed team and include the respective roles that each firm

will provide for the team.

Akana: Project Lead Firm and responsible for project management,

project schedule, work scope and budget, reporting and

direct client support

Constructing Hope: Sub-consultant and responsible for pre-apprentice training

and mentoring for male clients

Oregon Tradeswomen: Sub-consultant and responsible for pre-apprentice training

and mentoring for female clients


B. Office Locations of our Firm and Sub-Consultants

In combination, the Akana Team has six offices in the State of Washington and Greater

Portland/Vancouver area: Bellevue, Battle Ground, Seattle (project office), and Portland

(3 offices).

Provide listing of each team member’s offices within the state of Washington (including the

Greater Portland Metropolitan Area)

Akana

6400 SE Lake Road, Suite 270, Portland, Oregon 97222

24012 NE 132nd Avenue, Battle Ground, Washington 98604

3380 146th Place SE, Suite 105, Bellevue, WA 98007

Constructing Hope

405 NE Church Street, Portland, Oregon 97211

Akana Penny Painter,

Project Manager, (Akana)

Client OJT Support

Penny Painter, Workforce Specialist

(Akana)

Pre-Apprentice Training (Men)

Patricia Daniels, Workforce Specialist

(Constructing Hope)

Pre-Apprentice Training

(Women) Connie Ashbrook,

Workforce Specialist (Oregon

Tradeswomen)

Contract Management

Dennis Petrequin, Principal and QA

(Akana)

Figure 1

Organization Chart


Oregon Tradeswomen

3934 NE Martin Luther King Jr. Boulevard, Suite 101, Portland, OR 97212

Washington Women in Trades, Seattle (shared office for outreach services)

Total number of employees within each location and the types of expertise that is available at

each location

Akana

Vancouver/Portland - 34 (Workforce Development, Support Services, Mentoring,

Training)

Bellevue –11 (Support Services)

Constructing Hope

Vancouver/Portland – 12 (Workforce Development, Support Services, Mentoring, Pre-

Apprenticeship Training)

Oregon Tradeswomen

Vancouver/Portland – 15 (Workforce Development, Support Services, Mentoring, Pre-

Apprenticeship Training)

C. Working Relationship with Proposed Sub-Consultants

Akana has retained the services of both Constructing Hope and Oregon Tradeswomen

as sub-consultants on similar programs and is currently receiving support from each

organization under its prime agreements for Workforce Development Services with

Oregon Department of Transportation and Bureau of Labor & Industries.

Has the prime consultant worked with proposed sub-consultant(s) on similar projects in the last

three years? If yes, provide name of the project, each firm’s role on the project and the dates the

services were performed. (one for each sub-consultant)

As noted above, the answer is yes for both named sub-consultants. Details are shown

below:

Contract: Heavy Highway Workforce Development, Trade Specific Pre-

Apprenticeship and Apprenticeship Training

Client: Oregon Bureau of Labor & Industries and Oregon Department of

Transportation

Contract No.: 107-3237-13

Period: 08/01/2013 to 06/30/2017

Sub-Consultants: Constructing Hope (two 9-week pre-apprenticeship training

classes)


Oregon Tradeswomen (two 9-week pre-apprenticeship training

classes)

Pacific NW Carpenters Institute (two 5-week apprenticeship

training classes)

Contract: Heavy Highway Workforce Development, Apprentice Supportive

Services


Transportation


Period: 02/01/2011 to 07/15/2017

Sub-Consultant: Oregon Tradeswomen, Inc. (providing OJT support services)

D. Availability of Key Staff and Resources

Provide table identifying current availability of key staff and resources for each firm on the

proposed project team. (The availability of staff must be identified as hours available per month

for the length of the project, not in percentages of time available)

Staff Position Firm Name

Minimum

Available

Hrs/Month

Program Manager/Program Specialist Akana Penny Painter 40

Contract Manager/QA Manager Akana Dennis Petrequin 40

Administrative Assistant – OJT Support

Services

Akana Lori Thorpe 40

Administrative Assistant – OJT Support

Services

Akana Sara Zietz 40

Program Specialist – Mentoring CH Patricia Daniels 40

Program Specialist – Pre-Apprentice

Training

CH Fred Crites 60

Program Specialist – Mentoring OTI Connie Ashbrook 40

Program Specialist – Pre-Apprentice

Training

OTI Abby Bandurraga 60


E. Similar Projects Completed

Provide a list of up to three (3) projects that each firm on your project team has completed within

the last three (3) years.

Akana

1. Heavy Highway Workforce Development, Trade Specific Pre-Apprenticeship and

Apprenticeship Training

Prime Contractor, Sub-Consultants: Constructing Hope and Oregon Tradeswomen


Transportation


Period: 08/01/2013 to 06/30/2017

2. Heavy Highway Workforce Development, Apprentice Supportive Services

Akana (Prime Contractor)


Transportation


Period: 02/01/2011 to 06/30/2017

3. Heavy Highway Workforce Development, Apprenticeship Guidance and

Evaluation Services

Prime Contractor


Transportation


Period: 02/01/2011 to 06/30/2015

Constructing Hope

1. Oregon Bureau of Labor and Industries, Population-Specific Pre-Apprenticeship

Training Project

Sub-Consultant to Akana

Period: January 1, 2014 – June 30, 2015

2. Oregon Bureau of labor and Industries, Trade-Specific Pre-Apprenticeship

Training Project

Period: September 1, 2013 – June 30, 2015

3. Community Benefits Agreement with Worksystems, Inc.

Period: August 1, 2013 – October 31, 2014



1. General Services Administration Training Project

Period: 2009 - 2011

2. Constructing Green Futures: United Way Collaborative

Period: 2009 - 2013

3. Laborers/Oregon Tradeswomen, Inc. Recruiting and Preparing Partnership

Period: 2011 - Present


Criteria 2: Qualifications of Proposed Project Manager

A. Provide up to three (3) examples for the proposed Project Manager that demonstrates his/her

prior experience as a Project Manager (date(s) of each project; the name of the client/organization

for each project; list the project manager’s responsibilities and tasks on each project)

1. ODOT/BOLI Heavy Highway Workforce Development, Trade Specific Pre-

Apprenticeship and Apprenticeship Training, 08/01/2013 – 06/30/2017: Penny

Painter served as Project Manager with responsibilities for supervising and directing

three sub-consultants, providing outreach throughout the state of Oregon, client

screening, teaching in pre-apprentice training classes, and OJT support to provide

tools to graduate apprentices. She has been responsible for contract scope and

budget monitoring and preparing/submitting monthly reports.

2. ODOT/BOLI Heavy Highway Workforce Development, Apprentice Supportive

Services, 02/01/2011 – 06/30/2017: Penny Painter served as Project Manager with

responsibilities for mentoring, OJT support to provide tools, PPE, work boots,

training expenses and child care. She has been responsible for contract scope and

budget monitoring and preparing/submitting monthly reports.

3. ODOT/BOLI Heavy Highway Workforce Development, Pre-Apprentice Outreach

and Employment Counseling Services, 02/01/2011 – 06/30/2015: Penny Painter has

served as Project Manager with responsibilities for mentoring, pre-employment

counseling, outreach, liaison with joint committees and pre-apprenticeship

programs, statewide liaison with highway construction contractors, and recruiting.

She has been responsible for contract scope and budget monitoring and

preparing/submitting monthly reports.

B. Demonstrate the Project Manager’s familiarity with relevant state and federal regulations

and/or procedures.

Penny Painter, Proposed Project Manager, was a journeyman carpenter prior to

beginning her work in the field of workforce development. She has over 15 years of

direct experience with state and federal programs, 10 years with Akana and five years

with Oregon Tradeswomen, Inc. and three years with the Evening Trades

Apprenticeship Preparation Program (ETAPP). For the last three years, she has

participated in joint committee meetings and activities for all organizations involved

with construction pre-apprenticeship and apprentice training in the State of Oregon.

Ms. Painter has been affiliated with the NW College of Construction since 2000, before

they began training within the college setting, and she is affiliated with Union


Coordinators, attending their coordinator’s meetings for 15 years. She works with the

training centers and coordinators regarding the services that BOLI and ODOT is

providing for apprentices through Akana. Several of the Apprenticeship Coordinators

have contacted Akana requesting assistance from Ms. Painter regarding retention of

apprentices.

Ms. Painter is currently the Project Manager for the three BOLI/ODOT contracts let to

Akana including: the Apprentice Support Services, the Apprenticeship Guidance and

Evaluation Services and the Trade Specific Pre-Apprentice Training.

She recently managed a contract for BOLI/ODOT for Apprentice Guidance &

Evaluation to interview, gather and analyze data gathered from highway related

training agents, Joint Apprenticeship Training Centers (JATC) and Trade

Apprenticeship Training Centers (TATC), in order to improve their recruitment,

retention and training components for apprentices, especially women and minority

apprentices. Other tasks for this contract include: outreach, counseling, and job

readiness financial support services to underrepresented minority pre-apprentices;

continuance of providing ODOT Transition to Training-Mentor Training to apprentices

and their trainers to encourage final-term apprentices to mentor; and to provide

orientations and advocacy to first- and second-term apprentices, especially targeting

underrepresented women and minority apprentices.

C. Provide up to three (3) examples of the proposed Project Manager’s ability to manage all of

the following within a project.

Project Schedule

With our contract with BOLI/ODOT for trade-specific training of carpenters, pre-

apprentice training and recruitment had to be managed and coordinated to meet the

schedule for a special five-week apprentice training class offered by the Pacific

Northwest Carpenter’s Institute. Penny was successful in maintaining this schedule for

the most recent two training sessions held.

Scope of Work/Scope Creep

With our contract with BOLI/ODOT for apprentice supportive services, the response

was so great that the criteria for eligibility had to be re-defined and amended. Penny

was instrumental in developing and having new criteria approved by the Oregon

Bureau of Labor & Industries.


Budget issues

With our contract with BOLI/ODOT for apprentice supportive services, additional

funds were required to meet the needs of eligible apprentices. Penny determined the

needs in terms of each type of supportive service.

Changes That Arise Throughout the Life of the Project

When providing women with work clothing, boots and tool belts, it can be difficult to

find sources for proper fit. Penny Painter researched the problem found most vendors

only stocked limited quantities of certain sizes and ordering took several weeks. She

was able to identify vendors and even secure discounts for pre-apprentices and

apprentices in the BOLI-ODOT Support Services Programs.


Criteria 3: Key Team Members Qualifications (Prime Consultant and

Sub-Consultant

List each key team member's role/responsibilities on your proposed team.

In addition to the hands on involvement of the Akana Project Manager, as previously

discussed under Criteria 2, there will be additional key team members with

Constructing Hope and Oregon Tradeswomen, Inc. Together, these individuals have

over 50 years of combined experience in workforce development and represent an

outstanding resource to WSDOT and its programs. Their role and responsibilities are

described below.

Patricia Daniels (Executive Director and Case Manager, Constructing Hope)

Ms. Daniels has guided her organization from the former CDC to the Constructing

Hope Pre-Apprenticeship Training Program. She earned her MBA at Concordia College

and, as an African American woman, worked her way up from secretarial duties to the

E.D. position she holds today. She has provided extensive case management, mentoring

and pre-apprenticeship training. Ms. Daniels serves on numerous boards and steering

committees for workforce equity and opportunity.

Fred Crites (Constructing Hope Lead Trainer)

Mr. Crites brings hands on skills and 20 years of construction experience as a carpenter,

foreman, and superintendent. He has managed over 80 employees at commercial job

sites and offers extensive certifications and experience in construction safety.

Connie Ashbrook (Oregon Tradeswomen Executive Director and Case Manager)

Connie has 17 years of experience as a worker in the construction trades. She served on

the Oregon State Apprenticeship and Training Council for nine years and on the

Mayor’s (Portland) Fair Contracting and Employment Forum for six years. Currently

she is Chair of the Board of Groundwork Portland, and Co-Chair of the Oregon Council

on Civil Rights. In 2010, she was appointed by Labor Secretary Hilda Solis to the

Federal Advisory Committee on Registered Apprenticeship. She has extensive

experience in supervision, project development and planning, business plan

development, organizational development, project and fiscal management. She has

received training in cultural and ethnical sensitivity, and has put that training into

practice for her agency.

Abby Bendurraga (Oregon Tradeswomen Lead Trainer)

As Pathways Program Manager responsible for overall management of OTI’s pre-

apprenticeship training program, Ms. Bendurraga manages career services offered by


OTI and leads team in planning, setting standards and policies, assessment, and

program improvement. Abby has a Master’s in Social Work from Portland State

University.

For each proposed key team member, provide up to three (3) examples of prior relevant projects.

Include the name of project(s); dates of the project(s); and roles/responsibilities for each team

member on those project(s).


Connie Ashbrook served as Project Manager, and Abby Penduragga served as Lead

Trainer on the following projects:

1. General Services Administration Job Training and Placement, 2009-2011.

Designed and circulated outreach material to targeted organizations, including

Workforce Sources to recruit women and minorities. Recruited, screened and

advised potential female applicants and pre-apprenticeship graduates. Ran pre-

apprenticeship training program. Mentored participants as they moved from being

potential applicants to entry-level careers to being apprentices. Reported on

outcomes and deliverables. Managed finances and budgets.

2. Constructing Green Futures: United Way Collaborative, 2009-2013. Coordinated

with partners. Designed and circulated outreach material to targeted organizations

including Workforce Sources to recruit women and minorities. Recruited, screened

and advised potential female and minority applicants and pre-apprenticeship

graduates. Ran pre-apprenticeship training program. Advised Training Agents.

Mentor participants as they moved from being potential applicants, to Qualified

Applicants to entry-level careers to being apprentices. Reported on outcomes and

deliverables. Managed finances and budgets.

3. Laborers/Oregon Tradeswomen, Inc. Recruiting and Preparing Partnership, 2011-

present. Coordinate with partner. Design and circulate outreach material to

targeted organizations including Workforce Sources to recruit women. Recruit,

screen and advise potential female applicants and pre-apprenticeship. Run pre-

apprenticeship training program. Advise Local Joint Committee. Mentor

participants as they moved from being potential applicants, to Qualified Applicants

to being apprentices. Report on outcomes and deliverables.

Constructing Hope

Patricia Daniels is Project Manager, and Fred Crites serves as Lead Trainer on the

following projects:

1. Oregon Bureau of Labor and Industries, Population-Specific Pre-Apprenticeship

Training Project, January 1, 2014-June 30, 2015. Provided case management and


pre-apprenticeship training with an objective of recruiting African American males.

Provided outreach and enrollment, case management, and cultural support group

facilitation as a subcontractor to Akana.

2. Oregon Bureau of Labor and Industries, Trade-Specific Pre-Apprenticeship

Training Project with Oregon Tradeswomen Inc. September 1, 2013-June 30, 2015.

Provided case management and pre-apprenticeship training. Provided outreach and

enrollment, case management, and cultural support group facilitation as a

subcontractor to Akana.

3. Community Benefits Agreement with Worksystems Inc. August 1, 2013-October

31, 2014. Provided comprehensive workforce development services. Increased the

available pool of qualified and diverse candidates that possess the skills necessary to

gain entry and enter employment as registered apprentices. Provided case

management and pre-apprenticeship training. Provided outreach and enrollment,

case management, and cultural support group facilitation.

For each key team member on your proposed team, demonstrate his/her understanding of

WSDOT and/or public agency regulations/procedures.

Key team members have years of experience working in pre-apprentice training and

OJT support services for construction workforce development, providing us with a

thorough understanding of public agency regulations and procedures.

Over the past 10 years, all of Akana's workforce development contracts have been with

public and/or state and federal agencies. We completed four direct work order projects

under an on-call contract for workforce development with the Portland Development

Commission; successfully completed three direct contracts for the Oregon Department

of Transportation; and three contracts with the Oregon Bureau of Labor & Industries

(BOLI), two of which were extended twice. Our current BOLI contract has been

extended until 2017. Our Project Manager, Penny Painter, worked with Oregon

Tradeswomen Inc. (OTI) for five years and was instrumental working with OTI

Executive Director Connie Ashbrook to bring OTI to pre-apprenticeship state

registration. She is well versed in both union and nonunion apprenticeship programs

and was invited by BOLI to be an advisor to their Affirmative Action Task Force

committee.

Connie Ashbrook, OTI Executive Director, served on the Oregon State Apprenticeship

and Training Counsel for 11 years and is a current committee member of the Federal

Advisory Committee on Registered Apprenticeship. Oregon Tradeswomen Inc. has run

a State Apprenticeship Council-certified pre-apprenticeship program since 2004 and has

broad experience in successfully completing similar federally funded projects and

contracts, including submitting acceptable final technical reports. OTI managed six


grants between 1998 and 2003 and partnered on two Women in Apprenticeship and

Non-Traditional Occupations (WANTO) grants of the Department of Labor that

provided job training for industry, placement services, mentoring and tracking. In 2004,

OTI successfully completed and administered an employer, community and

government involvement, strategic planning, and program development project “Youth

of Color and Women in Highway Construction Trades” for the Oregon Department of

Transportation (ODOT) through funding and oversight from the Federal Highway

Administration, and 2004/2006, 2007/2008 and 2009/2011 EPA Brownfields Job Training

grants.

Patricia Daniels, Executive Director of the Constructing Hope Program, understands the

pre-apprenticeship requirements of the State Apprenticeship and Training Council. She

is well versed in the apprenticeship programs and works closely with the Joint

Apprentice Training Committees (JATC) Coordinators, as well as the NW College of

Construction Coordinators. She has managed several contracts and grants in which

Constructing Hope was required to meet federal and State of Oregon requirements.


Criteria 4: Firm's Project Management System (Prime Consultant Only)

Describe your firm’s Quality Assurance/Quality Control processes

Akana is nationally recognized for providing Quality Assurance/Quality Control

services. Based on our body of experience, we design a QA/QC program appropriate to

each individual project. As is our customary practice, a senior principal is assigned to

develop and oversee the QA/QC process on each project. For this project, Dennis

Petrequin, Senior Principal, and Penny Painter, Project Manager will form the core

QA/QC team, with periodic assistance from other support staff, such as accounting staff

and our technical editor. We have learned that effective QA/QC programs are based on

review, monitoring, and communications. Therefore, the QA/QC process will involve

monthly review of project budgeting and scheduling, monitoring and review of

subcontractor performance, periodic measuring of overall project performance and

effectiveness based on identified project objectives and expectations, and review of all

project deliverables, including monthly reports and annual reports. The QA/QC

process also includes holding a project review meeting, at least quarterly throughout

the time frame of the project, with all contracting parties and WSDOT staff to review

program performance, to address issues, and to implement modifications as

appropriate to meet project objectives.

Past projects where the firm has been given QA/QC responsibility have repeatedly been

awarded honors for outstanding examples of construction excellence. The firm was just

selected to provide quality assurance management on the largest public infrastructure

project in North America. Last year, one of its projects was selected as the Best of the

Best nationally by Engineering News Record Management. Akana has developed

QA/QC programs for many projects in the Pacific Northwest and several staff members

are certified as ISO 9001-2008 auditors.

Describe your firm’s tracking system(s) to monitor the project’s budget and/or scope.

Akana has recently implemented a cloud-based project management software, called

Axium Ajera, which integrates project budgets, direct labor hours and expenses to

allow the Project Manager to have live reports comparing actual costs to budgets on a

task by task basis. Scope tasks and sub-tasks can be drilled down six levels for budget

tracking. Ajera provides resource management and project scheduling of all project

tasks and forecasting future staffing requirements. In using Ajera, Akana project

managers spend less time using multiple spreadsheets or more cumbersome software

programs. Ajera delivers fully integrated employee and project scheduling that enables

the firm’s project managers to edit and analyze the information they need quickly,

easily and in one place


List your firm’s scheduling and tracking system

Labor usage and project costs are all tracked to any level of detail required by the firm’s

Axium Ajera project management software. Since Akana began providing workforce

development services some 10 years ago, the firm has found that tracking key

milestones is not all that is critical to these services. Rather what also should be tracked

for work plan objectives are outcome measures and specific metrics. Our workforce

development Project Manager maintains client documentation that is continually

updated and reported as to progress in achieving certain outcomes on a monthly basis.

Describe your firm’s ability to provide interaction with your client and/or stakeholders

We build relationships with our clients, subcontractors, and the people with whom we

work by communicating effectively, early, and often. We know active management of

expectations is the only way to face head-on the realities of outreach work. Akana

would recommend that WSDOT chair and schedule coordination meetings and that

they could include representatives of the Washington State Apprenticeship and

Training Council, Department of Labor & Industries, the Washington State

Apprenticeship Coordinator's Association, the Work Force Training and Education

Coordinating Board, and workforce development contractors for each WSDOT region.

Describe how your firm works internally to manage project delivery

As described in the following section on Project Delivery, upon contract award Akana

will utilize a management team comprised of: Mr. Dennis Petrequin, an owner and

senior principal with Akana; Penny Painter, Akana team’s Project Manager. This

internal project management team will conduct a quarterly review of its progress and

make recommendations for any necessary improvements.


Criteria 5: Project Delivery Method

How does your firm develop a work plan for this project?

Akana reviewed the Request for Proposal requirements then compared them to services

provided to previous clients along with assessing how and where to provide the pre-

apprentice training requirements and cohort training curriculum to be used. Our

detailed work plan will include the following tasks:

Task 1 Recruitment (utilize presentations, flyers, website, and social media)

Task 2 Assessment and screening services (review applications, interview by

phone or in person and screen interested candidates)

Task 3 Orientation (hold orientation meetings prior to each scheduled

training class)

Task 4 Enrollment and tracking during the Pre-Apprenticeship Program

(maintain records as to each student’s progress, scores, attendance, and

counseling received)

Task 5 Assistance with Placement into Apprenticeship Programs (one-on-one

counseling and mentoring assistance, potential job placement

enquiries)

Task 6 Summary and Evaluation of Training upon Completion (post-training

analysis of curriculum, instructors, and student performance)

Task 7 Classroom Training (at established training facilities in Portland)

Task 7.1 Basic Education for Employment

Task 7.2 Limited English Proficiency Support, if necessary

Task 7.3 Trades/Basic Math

Task 7.4 Construction Specific Skills

Task 7.4.1 Physical Endurance Training/Assessment

Task 7.4.2 Hands-on Skills Training (tools, equipment, etc.)

Task 7.4.3 Safety Skills (OSHA 10-Hour Construction

Safety, Job Hazard Identification, Use of

Personal Protective Equipment, Confined

Space, Fall Protection)

Task 7.4.4 Blue Print Reading


Task 7.4.5 First Aid/CPR Training

Task 7.4.6 Flagging Certification

Task 7.4.7 Forklift Certification

Task 8 Support to Apprentices (furnishing tools of the trade and one-on-one

counseling and mentoring)

Task 9 Evaluation of Employee Readiness and Job Placement (assistance with

resumes, recordkeeping, and obtaining a driver’s license)

Task 10 Follow up with Employees after Placement (assistance with interviews,

phone calls, and retention services)

Task 11 Summary, Analysis and Measurement of Activities/Functions

(preparation and submittal of progress reports and an annual report)

Task 12 Project Management and Coordination

Task 12.1 Internal (quarterly partner coordination meetings or

as necessary)

Task 12.2 External (quarterly client and stakeholder

coordination meetings)

Who is involved with the decision making process for the development of the work plan?

Akana has defined a preliminary work plan that will be finalized upon contract award

by a program management team comprised of: Mr. Dennis Petrequin, an owner and

senior principal with Akana; Penny Painter, Akana team’s Project Manager; and Patricia

Daniels and Connie Ashbrook, Executive Directors for Constructing Hope and Oregon

Tradeswomen, Inc. This management team will work together to develop the final

details of the work plan as well as conduct a quarterly review of progress and any

changes.

Describe each of the elements of the proposed work plan for this project

Akana’s work plan will be tailored to meet the objectives stated in our proposal

introduction—to increase minority, female and disadvantaged persons entering

apprenticeship programs in the highway construction industry. We try to focus on

individual needs rather than large enrollment numbers. As can be seen by the

references the firm has provided for this RFP, Akana and its partners have a proven

track record and have assisted hundreds of individuals successfully enter the

construction trades workforce.


While our approach to Task 7, Classroom Training, is a key element of the work plan,

we will place a heavy emphasis on Tasks 4, 5, 9 and 10 where our case managers are

involved on a “one-on-one” basis with individuals counseling them on each step they

are taking towards advancement to journey level.

Describe how your work plan addresses contingencies that may arise during the project

Akana believes that the first matter to be addressed is transparency in communicating

with WSDOT’s Project Manager, so WSDOT can be aware of any issues. We then

consult with our partners, OTI and Constructing Hope to assess whether any changes

are required to our work plan or how it is being implemented.

Describe how you identify resources and partners to create effective delivery

Our firm has partnered with experienced providers for pre-apprenticeship training. We

know their key staff. If additional resources are necessary for particular training, we

have established contacts with construction trade apprenticeship training programs,

contractors and individual trainers.

Describe your approaches to resolve issue(s) within the project team; client(s) and stakeholders.

Akana believes that the first matter to be addressed is transparency in communicating

with WSDOT’s Project Manager, so WSDOT can be aware of any issues. We then

consult with our partners, OTI and Constructing Hope to assess whether any changes

are required to our work plan or how it is being implemented.

To resolve internal issues, Akana will utilize its same management team comprised of:

Mr. Dennis Petrequin, an owner and senior principal with Akana; Penny Painter, Akana

team’s Project Manager; and Patricia Daniels and Connie Ashbrook, senior

representatives of Constructing Hope and Oregon Tradeswomen, Inc. For broader

program issues, the Akana team would consult with WSDOT and other interested

stakeholders by meeting on a quarterly basis. This coordination is the same approach

that Akana has participated in very successfully in Oregon.

Provide assumptions for work breakdown structure, e.g. WSDOT deliverables vs. consultant

deliverables.

For deliverables, our Project Manager will prepare and submit monthly reports as well

as an annual report. We believe the content of these reports meets or exceed the

expectations defined by the RFQ.


There may be other submittals, such as individual training records or files and these can

be identified upon final contract negotiation.

The work breakdown structure (WBS) noted in the outlined work plan above includes

more tasks and subtasks than WSDOT’s RFQ and is for Akana’s tracking and

management of the program. This WBS is subject to change with negotiation of a

WSDOT contract. As noted above, our project management software capabilities would

permit further task breakdown.

Identify any key issues and critical milestones for the project.

Based upon its 10 years of experience in workforce development, issues that impact

program success and achieving desired outcomes come down to three factors:

Client Participation. There are many factors affecting clients completing pre-

apprenticeship training and entering the workforce—tardiness, missed classes, poor

attitudes, inability to afford child day care, lack of a driver’s license, lack of

transportation, failing drug testing, etc. Our team is trained to deal with these factors

with clients on an individual basis.

Limited Resources. Achieving desired client employment rates in apprentice

programs often depends on the available resources to assist with the factors noted

above. Newly enrolled apprentices not only require tools of the trade but things like

steel–toed work boots, personal protective equipment and raingear.

Case Management. New apprentices often need more guidance than can be offered

by a journeyman supervisor. Again, our team has this training and experience, uses

it daily and believes in the importance of mentoring one-on-one.

Akana believes that workforce development effort is not measured in milestones but

rather in the number of individuals who gain viable skills in the construction trades and

build new careers and new lives. The critical milestone for our work plan is Task 7,

where dates are set for training classes.

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