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MEMORANDUM Of UNDERSTANDING (PHASE 11) PARTIES The parties to this Menionualum of Understanding Phase 11 (MOU) are the Mayor and City Council of the City of Santa Ana, the Santa Ana Workforce Development Board:(WITH),. and I ............. .... .... . ---(AJCC Partner). LEGAL AUTHORITY The Workforce Innovation and Opportunity Act (W10A) a= 121(c)(1) requires that each Local Workfbree Development Board with the agreement of the Chief Local Elected Official, develop and enter into a Memorandum of Understanding (MOU) with each AJCC patina, Consistent with WIGA, See, 121(c)(2), concerning the operation of the AJCC delivery system in the City of Santa Ana. This requirement is further, described in the Workforce hattavation and Opportunity Act; Joint RU16 for Unified and Combined 'State Plans, Performance Accountability, and the AJCC System Joint Provisions. Final Rule at 20 CFR 678.500, 34 CFK 361;500, and 34 CFR 463.500, and in Federal guidance. Additionally, the sharing and allocation of taftastructure costs among AJCC partners is governed by WIOA see. 121(h),, its implementing regulations, and the Federal Cost Principles contained in the Uniform Administrative Requirements, co at Principles, and Audit Requirements for Federal Awards (Uniform Guidance) at 2 CFR part 200. INTRODUCTION The Santa Ana Workforce Development Board's goal is to create an integrated location and a unified structure and process of proactive, transparent, land effective job seeker and business ,services, orchestrated by a seamless collaboration of talent development and support agencies. The purpose of this MOU is to define the parameters within which education, workforce, economic development, and other Partner programs and entities operating within the jurisdiction of the City of Santa Ana create ascamless, customer -focused America's Job Ceuta of California (AJCC) network that aligns service delivery across the board and enhances access to program services, By realizing AJCC opportunities together, partners are able to build community - benefiting bridges, rather than silos of programmatic isolation. These partnerships will increase customer access and performance outcomes: LOCAL/REGIONAL VISION STATEMENT, MISSION STATEMENT, AND GOALS Santa Ana's vision rests on integrating current and future resources through its WITH partners, Integration suggests more than partnering or assembling multiple funding sources. It means making certain that all elements of the Workforce support system work together to create synergy for its target populations by offering inviting and seamless services, wherever a client enters the system, Santa Ana's vision also embraces the future, as all visions should. It spawns new industries and clusters and changes old ones. It generates fresh workforce opportunities in the process. The Santa Ana WDB's'stratcgir plan rests not only on strengths of its current industrial base, but also the demands of emerging business and economic trends. Finally, Santa Ana's vision is sensitive to the needs of its unique demographics and regional mix. As a major supplier of workforce for surrounding conrinunities,, Santa Ana is firmly embedded in its regional and cluster matrix. Santa Ana's implementation of the vision entails enhancing business and 9 25C-60