Common use of Employment Growth Plan Analysis Clause in Contracts

Employment Growth Plan Analysis. Employment growth for persons who are blind or with significant disabilities is of pivotal importance to the AbilityOne Program. At a minimum, the CNA must provide an employment growth plan that provides new lines of business and employment growth expectations no later than September 1 of each year. The CNA, in consultation with NPAs, federal and state customers, disability community (including veterans), and appropriate education institutions, shall conduct market research and analysis to inform the employment growth plan for the federal market segment. At a minimum, the employment growth plan, due no later than September 1 for each succeeding year, shall incorporate the market analysis results and findings and address the following: 1. Sustaining existing employment. Sustaining existing employment shall result in no net employment loss in lines of business, absent unforeseen changes by the federal customers to phase out or insource certain lines of business or unforeseen declines in a particular industry, measured in terms of direct labor hours (DLH), for both persons blind/significantly disabled and total Significantly Disabled DLH (SDDLH) separately (as reported in Annual Representations and Certifications). The Employment Growth plan shall have clear objectives with measurable progress towards sustaining net employment levels which will be tracked via the quarterly updates and year end results. 2. New employees for existing and new lines of business. Each year the CNA shall establish an employee growth target for existing and new lines of business. At a minimum, the strategic growth plan shall include the annual employee growth targets resulting in net employment growth in existing and new lines of business (as measured in terms of people and disabled full-time equivalents (DFTEs)). For the purpose of determining the potential for innovation, the CNA shall assess career opportunities in relationship to all LOBs (new and existing); anticipate future government needs through relationship building; and research private industry methods of modernization for feasibility of implementation within the AbilityOne Program. Subsequently, the CNA shall map out a strategic approach to accomplishing this type of innovation with the AbilityOne Program. The plan shall have clear objectives with measurable progress towards increasing net employment levels with respect to the innovation requirement. The CNA shall demonstrate at least one or more innovative approach to growing LOBs and incorporate additional value-added components on a semi-annual basis. Innovative approaches to employment growth consist of the following: (1) Creating product families new to the AbilityOne Program; (2) Branching out into services new to the AbilityOne Program; and (3) Expansion of new or existing products and services to new customers. (1) What is the new product or service; (2) What is the timeline for implementation; and (3) What is the expected result? 3. Promoting employees in upwardly mobile jobs in indirect labor, supervision, management, or competitive employment positions (including those placed and/or promoted outside of the Program) – as reported in Annual Representations and Certifications. Under current implementation of law, such integrated placements will not be factored into the 75% direct labor hour ratio that NPAs must maintain to participate in the AbilityOne Program, but may be considered when evaluating the CNA’s performance. Upward mobility and competitive placement is a two-fold element within the Quality Assurance Surveillance Plan (QASP): (1) Plan approved and in place to increase upward mobility and competitive placements and (2) employee satisfaction with said programs. See QASP (Attachment 2) for further details on the requirements and how each is measured. 4. Procuring (for internal use) the products and services offered by NPAs participating in the AbilityOne Program (measured by number of NPAs reporting such purchases) to the extent available.

Employment Growth Plan Analysis. Employment growth for persons who are blind or with significant disabilities is of pivotal importance to the AbilityOne Program. At a minimum, the CNA must provide an employment growth plan that provides new lines of business and employment growth expectations no later than September 1 of each year. The CNA, in consultation with NPAs, federal and state customers, disability community (including veterans), and appropriate education institutions, shall conduct market research and analysis to inform the employment growth plan for the federal market segment. At a minimum, the employment growth plan, due no later than September 1 for each succeeding year, shall incorporate the market analysis results and findings and address the following: 1. Sustaining existing employment. Sustaining existing employment shall result in no net employment loss in lines of business, absent unforeseen changes by the federal customers to phase out or insource certain lines of business or unforeseen declines in a particular industry, measured in terms of direct labor hours (DLH), for both persons blind/significantly disabled and total Significantly Disabled DLH (SDDLH) separately (as reported in Annual Representations and Certifications). The Employment Growth plan shall have clear objectives with measurable progress towards sustaining net employment levels which will be tracked via the quarterly updates and year end results. 2. New employees for existing and new lines of business. Each year the CNA shall establish an employee growth target for existing and new lines of business. At a minimum, the strategic growth plan shall include the annual employee growth targets resulting in net employment growth in existing and new lines of business (as measured in terms of people and disabled full-time equivalents (DFTEs)). For the purpose of determining the potential for innovation, the CNA shall assess career opportunities in relationship to all LOBs (new and existing); anticipate future government Government needs through relationship building; and research private industry methods of modernization for feasibility of implementation within the AbilityOne Program. Subsequently, the CNA shall map out a strategic approach to accomplishing this type of innovation with the AbilityOne Program. The plan shall have clear objectives with measurable progress towards increasing net employment levels with respect to the innovation requirement. The CNA shall demonstrate at least one or more innovative approach to growing LOBs and incorporate additional value-added components on a semi-annual basis. Innovative approaches to employment growth consist of the following: (1) Creating product families new to the AbilityOne Program; (2) Branching out into services new to the AbilityOne Program; and (3) Expansion of new or existing products and services to new customers. (1) What is the new product or service; (2) What is the timeline for implementation; and (3) What is the expected result? 3. Promoting employees in upwardly mobile jobs in indirect labor, supervision, management, or competitive employment positions (including those placed and/or promoted outside of the Program) – as reported in Annual Representations and Certifications. Under current implementation of law, such integrated placements will not be factored into the 75% direct labor hour ratio that NPAs must maintain to participate in the AbilityOne Program, Program but may be considered when evaluating the CNA’s performance. Upward mobility and competitive placement is are a two-fold element within the Quality Assurance Surveillance Plan (QASP): (1) Plan approved and in place to increase upward mobility and competitive placements and (2) employee satisfaction with said programsdemonstrated percentage increase, measured against CNA’s entire AbilityOne workforce. See QASP (Attachment 2) for further details on the requirements and how each is measured. 4. Procuring (for internal use) the products and services offered by NPAs participating in the AbilityOne Program (measured by number of NPAs reporting such purchases) to the extent available.

Employment Growth Plan Analysis. Employment growth for persons who are blind or with significant disabilities is of pivotal importance to the AbilityOne Program. At a minimum, the CNA must provide an employment growth plan that provides new lines of business and employment growth expectations no later than September 1 of each year. The CNA, in consultation with NPAs, federal and state customers, disability community (including veterans), and appropriate education institutions, shall conduct market research and analysis to inform the employment growth plan for the federal market segment. At a minimum, the employment growth plan, due no later than September 1 for each succeeding year, shall incorporate the market analysis results and findings and address the following: 1. Sustaining existing employment. Sustaining existing employment shall result in no net employment loss in lines of business, absent unforeseen changes by the federal customers to phase out or insource certain lines of business or unforeseen declines in a particular industry, measured in terms of direct labor hours (DLH), for both persons blind/significantly disabled and total Significantly Disabled DLH (SDDLH) separately (as reported in Annual Representations and Certifications). The Employment Growth plan shall have clear objectives with measurable progress towards sustaining net employment levels which will be tracked via the quarterly updates and year end results. 2. New employees for existing and new lines of business. Each year the CNA shall establish an employee growth target for existing and new lines of business. At a minimum, the strategic growth plan shall include the annual employee growth targets resulting in net employment growth in existing and new lines of business (as measured in terms of people and disabled full-time equivalents (DFTEs)). For the purpose of determining the potential for innovation, the CNA shall assess career opportunities in relationship to all LOBs (new and existing); anticipate future government needs through relationship building; and research private industry methods of modernization for feasibility of implementation within the AbilityOne Program. Subsequently, the CNA shall map out a strategic approach to accomplishing this type of innovation with the AbilityOne Program. The plan shall have clear objectives with measurable progress towards increasing net employment levels with respect to the innovation requirement. The CNA shall demonstrate at least one or more innovative approach to growing LOBs and incorporate additional value-added components on a semi-annual basis. Innovative approaches to employment growth consist of the following: (1) Creating product families new to the AbilityOne Program; (2) Branching out into services new to the AbilityOne Program; and (3) Expansion of new or existing products and services to new customers. (1) What is the new product or service; (2) What is the timeline for implementation; and (3) What is the expected result? 3. Promoting employees in upwardly mobile jobs in indirect labor, supervision, management, management or competitive employment positions (including those placed and/or promoted outside of the Program) – as reported in Annual Representations and Certifications). Under current implementation of law, such integrated placements will not be factored into the 75% direct labor hour ratio that NPAs must maintain to participate in the AbilityOne Program, but may be considered when evaluating the CNA’s performance. Upward mobility and competitive placement is a two-fold element within the Quality Assurance Surveillance Plan (QASP): (1) Plan approved and in place to increase upward mobility and competitive placements and (2) employee satisfaction with said programs. See QASP (Attachment 2) for further details on the requirements and how each is measured. 4. Procuring (for internal use) the products and services offered by NPAs participating in the AbilityOne Program (measured by number of NPAs reporting such purchases) to the extent available.

Employment Growth Plan Analysis. Employment growth for persons who are blind or with significant disabilities is of pivotal importance to the AbilityOne Program. At a minimum, the CNA must provide an employment growth plan that provides new lines of business and employment growth expectations no later than September 1 of each year. The CNA, in consultation with NPAs, federal and state customers, disability community (including veterans), and appropriate education institutions, shall conduct market research and analysis to inform the employment growth plan for the federal market segment. At a minimum, the employment growth plan, due no later than September 1 for each succeeding year, shall incorporate the market analysis results and findings and address the following: 1. Sustaining existing employment. Sustaining existing employment shall result in no net employment loss in lines of business, absent unforeseen changes by the federal customers to phase out or insource certain lines of business or unforeseen declines in a particular industry, measured in terms of direct labor hours (DLH), for both persons blind/significantly disabled and total Significantly Disabled DLH (SDDLH) separately (as reported in Annual Representations and Certifications). The Employment Growth plan shall have clear objectives with measurable progress towards sustaining net employment levels which will be tracked via the quarterly updates and year end results. 2. New employees for existing and new lines of business. Each year the CNA shall establish an employee growth target for existing and new lines of business. At a minimum, the strategic growth plan shall include the annual employee growth targets resulting in net employment growth in existing and new lines of business (as measured in terms of people and disabled full-time equivalents (DFTEs)). For the purpose of determining the potential for innovation, the CNA shall assess career opportunities in relationship to all LOBs (new and existing); anticipate future government needs through relationship building; and research private industry methods of modernization for feasibility of implementation within the AbilityOne Program. Subsequently, the CNA shall map out a strategic approach to accomplishing this type of innovation with the AbilityOne Program. The plan shall have clear objectives with measurable progress towards increasing net employment levels with respect to the innovation requirement. The CNA shall demonstrate at least one or more innovative approach to growing LOBs and incorporate additional value-added components on a semi-annual basis. Innovative approaches to employment growth consist of the following: (1) Creating product families new to the AbilityOne Program; (2) Branching out into services new to the AbilityOne Program; and and (3) Expansion of new or existing products and services to new customers. (1) What is the new product or service; (2) What is the timeline for implementation; and (3) What is the expected result? 3. Promoting employees in upwardly mobile jobs in indirect labor, supervision, management, or competitive employment positions (including those placed and/or promoted outside of the Program) – as reported in Annual Representations and Certifications. Under current implementation of law, such integrated placements will not be factored into the 75% direct labor hour ratio that NPAs must maintain to participate in the AbilityOne Program, but may be considered when evaluating the CNA’s performance. Upward mobility and competitive placement is a two-fold element within the Quality Assurance Surveillance Plan (QASP): (1) Plan approved and in place to increase upward mobility and competitive placements and (2) employee satisfaction with said programs. See QASP (Attachment 2) for further details on the requirements and how each is measured. 4. Procuring (for internal use) the products and services offered by NPAs participating in the AbilityOne Program (measured by number of NPAs reporting such purchases) to the extent available.

Employment Growth Plan Analysis. Employment growth for persons who are blind or with have significant disabilities is of pivotal importance to the AbilityOne Program. At a minimum, the CNA must provide an employment growth plan that provides new lines of business and employment growth expectations no later than September 1 of each year. The CNA, in consultation with NPAs, federal and state customers, disability community (including veterans), and appropriate education educational institutions, shall conduct market research and analysis to inform influence the employment growth plan for the federal Federal market segment. At a minimum, the employment growth plan, due no later than September 1 for each succeeding year, shall incorporate the market analysis results and findings and address the following: 1. Sustaining existing employment. Sustaining existing employment shall result in no net employment loss in lines of businessbusiness existing at the time of this Agreement, annually thereafter and incorporated herein as agreed upon by the parties or by amendment to this Agreement, absent unforeseen changes by the federal customers to phase out or insource certain lines of business or unforeseen declines in a particular industry, measured in terms of direct labor hours (DLH), for both persons blind/significantly disabled and total Significantly Disabled Blind DLH (SDDLHBDLH) separately (as reported in Annual Representations and Certifications). The BDLH will be what is measured in the Quality Assurance Surveillance Plan (QASP). The Employment Growth plan Plan shall have clear objectives with measurable progress towards sustaining net employment levels which will be tracked via the quarterly updates and year end results. 2. New employees for existing and new lines of business. Each year the CNA shall establish an employee growth target for existing and new lines of business. At a minimum, minimum the strategic growth plan shall include the annual employee growth targets resulting in net employment growth in existing and new lines of business (as measured in terms of people and disabled full-time equivalents (DFTEsFTEs)). For the purpose of determining the potential for innovation, the CNA shall assess career opportunities in relationship to all LOBs (new and existing); anticipate future government Government needs through relationship building; and research private industry methods of modernization for feasibility of implementation within the AbilityOne Program. Subsequently, the CNA shall map out a strategic approach to accomplishing this type of innovation with within the AbilityOne Program. The plan shall have clear objectives with measurable progress towards increasing net employment levels with respect to the innovation requirement. The CNA shall demonstrate at least one or more innovative approach to growing LOBs and incorporate additional value-added components on a semi-annual basiscomponents. The CNA’s progress will be evaluated annually. Innovative approaches to employment growth consist of the following: (1) Creating product families new to the AbilityOne Program; (2) Branching out into services new to the AbilityOne Program; and (3) Expansion of new or existing products and services to new customers. (1) What is the new product or service; (2) What is the timeline for implementation; and (3) What is the expected result? 3. Promoting employees in upwardly mobile jobs in indirect labor, supervision, management, or competitive employment positions (including those placed places and/or promoted outside of the Program) – as reported in Annual Representations and Certifications. Under current implementation of law, such integrated placements will not be factored into the 75% direct labor hour ratio that NPAs must maintain to participate in the AbilityOne Program, Program but may be considered when evaluating the CNA’s performance. Upward mobility and competitive placement is a two-fold element within the Quality Assurance Surveillance Plan (QASP): (1) Plan approved and in place to increase upward mobility and competitive placements (within Employment Growth Plan) and (2) employee satisfaction with said programsdemonstrated percentage increase, measured against CNA’s entire NPA AbilityOne workforce. See QASP (Attachment 2) for further details on the requirements and how each is measured. 4. Procuring (for internal use) the products and services offered by NPAs participating in the AbilityOne Program (measured by number of NPAs reporting such purchases) to the extent available.

Employment Growth Plan Analysis. Employment growth for persons who are blind or with have significant disabilities is of pivotal importance to the AbilityOne Program. At a minimum, the CNA must provide an employment growth plan that provides new lines of business and employment growth expectations no later than September 1 of each year. The CNA, in consultation with NPAs, federal and state customers, disability community (including community(including veterans), and appropriate education educational institutions, shall conduct market research and analysis to inform influence the employment growth plan for the federal Federal market segment. At a minimum, the employment growth plan, due no later than September 1 for each succeeding year, shall incorporate the market analysis results and findings and address the following: 1. Sustaining existing employment. Sustaining existing employment shall result in no net employment loss in lines of businessbusiness existing at the time of this Agreement, annually thereafter and incorporated herein as agreed upon by the parties or by amendment to this Agreement, absent unforeseen changes by the federal customers to phase out or insource certain lines of business or unforeseen declines in a particular industry, measured in terms of direct labor hours (DLH), for both persons blind/significantly disabled and total Significantly Disabled Blind DLH (SDDLHBDLH) separately (as reported in Annual Representations and Certifications). The BDLH will be what is measured in the Quality Assurance Surveillance Plan (QASP). The Employment Growth plan Plan shall have clear objectives with measurable progress towards sustaining net employment levels which will be tracked via the quarterly updates and year end results. 2. New employees for existing and new lines of business. Each year the CNA shall establish an employee growth target for existing and new lines of business. At a minimum, minimum the strategic growth plan shall include the annual employee growth targets resulting in net employment growth in existing and new lines of business (as measured in terms of people and disabled full-full time equivalents (DFTEsFTEs)). For the purpose of determining the potential thepotential for innovation, the CNA shall assess career opportunities in relationship to all LOBs (new and existing); anticipate future government needs through relationship building; and research private industry methods of modernization for feasibility of implementation within the AbilityOne Program. Subsequently, the CNA shall map out a strategic approach to accomplishing this type of innovation with within the AbilityOne Program. The plan shall have clear objectives with measurable progress towards increasing net employment levels with respect to the innovation requirement. The CNA shall demonstrate at least one or more innovative approach to growing LOBs and incorporate additional value-added components on a semi-annual basiscomponents. The CNA’s progress will be evaluated annually. Innovative approaches to employment growth consist of the following: (1) Creating product families new to the AbilityOne Program; (2) Branching out into services new to the AbilityOne Program; and (3) Expansion of new or existing products and services to new customers. (1) What is the new product or service; (2) What is the timeline for implementation; and (3) What is the expected result? 3. Promoting employees in upwardly mobile jobs in indirect labor, supervision, management, or competitive employment positions (including those placed places and/or promoted outside of the Program) – as reported in Annual Representations and Certifications. Under current implementation of law, such integrated placements will not be factored into the 75% direct labor hour ratio that NPAs must maintain to participate in the AbilityOne Program, but may be considered when evaluating the CNA’s performance. Upward mobility and competitive placement is a two-fold element within the Quality Assurance Surveillance Plan (QASP): (1) Plan approved and in place to increase upward mobility and competitive placements (within Employment Growth Plan) and (2) employee satisfaction with said programs. See QASP (Attachment 2) for further details on the requirements and how each is measured. 4. Procuring (for internal use) the products and services offered by NPAs participating in participatingin the AbilityOne Program (measured by number of NPAs reporting such purchases) to the extent available.

Employment Growth Plan Analysis. Employment growth for persons who are blind or with have significant disabilities is of pivotal importance to the AbilityOne Program. At a minimum, the CNA must provide an employment growth plan that provides new lines of business and employment growth expectations no later than September 1 of each year. The CNA, in consultation with NPAs, federal and state customers, disability community (including community(including veterans), and appropriate education educational institutions, shall conduct market research and analysis to inform influence the employment growth plan for the federal Federal market segment. At a minimum, the employment growth plan, due no later than September 1 for each succeeding year, shall incorporate the market analysis results and findings and address the following: 1. Sustaining existing employment. Sustaining existing employment shall result in no net employment loss in lines of businessbusiness existing at the time of this Agreement, annually thereafter and incorporated herein as agreed upon by the parties or by amendment to this Agreement, absent unforeseen changes by the federal customers to phase out or insource certain lines of business or unforeseen declines in a particular industry, measured in terms of direct labor hours (DLH), for both persons blind/significantly disabled and total Significantly Disabled Blind DLH (SDDLHBDLH) separately (as reported in Annual Representations and Certifications). The BDLH will be what is measured in the Quality Assurance Surveillance Plan (QASP). The Employment Growth plan Plan shall have clear objectives clearobjectives with measurable progress towards sustaining net employment levels which will be tracked via the quarterly updates and year end results. 2. New employees for existing and new lines of business. Each year the CNA shall establish an employee growth target for existing and new lines of business. At a minimum, minimum the strategic growth plan shall include the annual employee growth targets resulting in net employment growth in existing and new lines of business (as measured in terms of people and disabled full-time equivalents (DFTEsFTEs)). For the purpose of determining the potential for innovation, the CNA shall assess career opportunities in relationship to all LOBs (new and existing); anticipate future government Government needs through relationship building; and research private industry methods of modernization for feasibility of implementation within the AbilityOne Program. Subsequently, the CNA shall map out a strategic approach to accomplishing this type of innovation with within the AbilityOne Program. The plan shall have clear objectives with measurable progress towards increasing net employment levels with respect to the innovation requirement. The CNA shall demonstrate at least one or more innovative approach to growing LOBs and incorporate additional value-added components on a semi-annual basiscomponents. The CNA’s progress will be evaluated annually. Innovative approaches to employment growth consist of the following: (1) Creating product families new to the AbilityOne Program; (2) Branching out into services new to the AbilityOne Program; and (3) Expansion of new or existing products and services to new customers. (1) What is the new product or service; (2) What is the timeline for implementation; and (3) What is the expected result? 3. Promoting employees in upwardly mobile jobs in indirect labor, supervision, management, or competitive employment positions (including those placed places and/or promoted outside of the Program) – as reported in Annual Representations and Certifications. Under current implementation of law, such integrated placements will not be factored into the 75% direct labor hour ratio that NPAs must maintain to participate in the AbilityOne Program, Program but may be considered when evaluating the CNA’s performance. Upward mobility and competitive placement is a two-fold element within the Quality Assurance Surveillance Plan (QASP): (1) Plan approved and in place inplace to increase upward mobility and competitive placements (within Employment Growth Plan) and (2) employee satisfaction with said programsdemonstrated percentage increase, measured against CNA’s entire NPA AbilityOne workforce. See QASP (Attachment 2) for further details on the requirements and how each is measured. 4. Procuring (for internal use) the products and services offered by NPAs participating in the AbilityOne Program (measured by number of NPAs reporting such purchases) to the extent available.