HomeMy WebLinkAboutSANTA ANA W/O/R/K CENTER (3) -2010
INSURANCE NOT REQUIRED
WORK MAY PROCEED
CLERK OF COUNCIL ,
ogre J!!L 2 9 2010 ~.
A-2010-125
MEMORANDUM OF UNDERSTANDING
BETWEEN THE
SANTA ANA WORKFORCE INVESTMENT BOARD/YOUTH COUNCIL
AND THE
SANTA ANA W/O/R/K CENTER/ YOUTH SERVICE PROVIDER NAVIGATOR
This Memorandum of Understanding is entered this ls` day of July 2010, by and
between the Santa Ana Workforce Investment Board ("WIB")/Santa Ana Youth Council
and the Santa Ana W/O/R/K Center ("Provider") acting in its capacity as the Youth
Service Provider Navigator.
1. PURPOSE: The Santa Ana Youth Council designated the Santa Ana W/O/R/K
Center as their "Service Navigator" for all WIA youth services, and its eligible
participants. The Service Navigator's function within the Youth Service Provider
Network is to coordinate services in a manner that eliminates bureaucracy from the
participating providers.
2. STAFFING RESPONSIBILITY OF "PROVIDER":
The Santa Ana W/O/R/K Center must provide sufficient staff to conduct the following
roles:
A. Assist with recruitment of potential WIA youth participants to Youth Service
Provider Network
B. Refer eligible youth to appropriate WIA youth providers
C. Collect eligibility documentation (both at provider location and Service Navigator
site)
D. Certify WIA eligibility
E. Ensure accuracy and timely submission of all Job Training Automated (JTA) MIS
system forms
F. Provide technical assistance and eligibility training to all providers
G. Develop policies and procedures to ensure compliance with Federal, State and
Local WIA rules, regulations and goals
H. Track and maintain program/provider performance goals
I. Coordinate co-enrollment among youth providers
J. Actively participate on the Santa Ana Youth Council
K. Coordinate (and provide as needed) follow-up services with providers and
participants
L. Process payment for services within 30 days of receipt
M. Conduct an annual fiscal monitoring of youth providers funded under WIA
N. Provide on-going Labor Market Information related to youth to providers
O. Provide on-going ADA/EEO information training
P. Provide on-going information/training on Child Labor Laws
Q. Provide legislative/regulatory updates on services, programs impacted by Youth
Workforce Development
R. Collect, analyze and report to Youth Council the results of the Customer
Satisfaction Surveys
S. Create and implement a continuous improvement project based on the results of
the Customer Satisfaction Survey
T. Be available and prepared for monitoring by Federal, State and SAWIB staff
4. FOLLOW UP SERVICES: Follow-up services will be a coordinated effort
between the W/O/R/K Center Service Navigator and the youth program operators.
The purpose of follow-up is to determine a participant's employment and educational
status after exiting the WIA program and to provide additional assistance if needed.
5. BUDGET: The W/O/R/K Center acting as the "Provider", shall provide all of
the services discussed herein as well as those set forth in Exhibit A, for the monetary
amount set forth in its budget attached hereto as Exhibit B. Said Budget may
annually be updated as approved by the WIB.
6. DURATION: This MOU shall remain in effect until a written cancellation is
submitted Uy either party giving a 30-day advance notice.
7. AMENDMENTS: Either parry may propose amendments to this MOU at any
time by providing written notice to the other. Amendments to this MOU shall require
the approval of the authorized signatory for the WIB and the Deputy City Manager
for Development Services, on behalf of the W/O/R/K Center.
8. DISPUTES: The parties shall first attempt to resolve all disputes informally.
Any party may call a meeting of all parties to discuss and resolve disputes. Should
informal resolution efforts fail, the dispute shall be referred to the Deputy City
Manager for Development Services to act as mediator, to attempt to resolve the
dispute by holding an informal hearing with presentations by both parties. If the
Executive Director's resolution efforts fail, any party may file a grievance with the
Deputy City Manager for Development Services for review and hearing. The parties
agree to be bound by the final determination resulting from that procedure. All costs
associated with the grievance procedure shall be borne by the losing party.
9. SEVERABILITY: If any part of this MOU is found to be null and void, or is
otherwise stricken, the rest of this MOU shall remain in force.
10. HOLD HARMLESS: Each party to this MOU agrees to indemnify and hold
harmless the other parties, their officers, agents, employees, and volunteers from and
against any and all loss or damage, and from any and all suits, actions and claims
filed or brought by any person or persons arising out of acts or omissions of the party
or its officers, agents, employees or volunteers in the performance of this MOU.
11. DISCRIMINATION: Provider shall not discriminate because of race, color,
creed, religion, sex, marital status, sexual orientation, age, national origin, ancestry,
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or disability, as defined and prohibited by applicable law, and Provider affirms that it
shall comply with all applicable federal, state and local laws and regulations.
12. AUTHORITY AND SIGNATURES: The individuals signing this MOU or its
attachments have the authority to commit the party they represent to the terms of this
MOU, and do so commit by signing.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date
and year first above written.
ATTEST:
~~ -~ ~ ~
Maria D. Huizar
Clerk of the Council
CITY OF SANTA ANA
David N. Ream
City Manager
APPROVED AS TO FORM:
Joseph W. Fletcher, City Attorney
gy; v ~ 11r-s"`-l~~
Lisa rck
Assistant City Attomey
RECOMMENDED FOR APPROVAL:
L.
Cynthia J. Nelson, eputy City Manager
For Development Services
Santa Ana Workforce Investment Board
!(~~ ~,
Lee McMurtray
WIB Chairman
The City of Santa Ana
W/O/R/K Center
Service Navigator Plan
Program Year 2010-2011
EXHIBIT A
TABLE OF CONTENTS
Executive Summary
Outreach & Recruitment
Training and Technical Assistance
Eligibility Determination
Completing JTA & MIS Forms
Job Development & Placement
Performance Management
Customer Satisfaction.
Fiscal Oversight
Fiscal Capacity
Organizational Strengths and Staff Capacity. .
Eligibility Flow Chart (Attachment A)
Staff Responsibilities (Attachment B)
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EXECUTIVE SUMMARY
The concept of the "Daisy Wheel" service delivery was adopted in 2002 by the Santa Ana Youth
Council to provide an "All Youth One System", where resources would be leveraged from a
network of Youth Service Providers now known as the Youth Service Provider Network
(YSPN). The concept allowed youth regardless of eligibility to receive services from the various
Service Providers and the Santa Ana W/O/R/K Center (SAWC). The Workforce Investment Act
(WIA) requires that ten program elements be delivered in a developmental approach to allow
youth to receive resources that will help them overcome barriers to education and employment.
The WIA ten elements require a collaborative, coordinated and sequenced approach to assisting
youth served with WIA funds.
The YSPN was formulated with this principle in mind so that no one Service Provider would
have to provide all ten elements, allow more youth to be served by the Service Providers through
other non-WIA funding streams, and to streamline services provided to youth which used to be
fragmented prior to the development of the YSPN. The YSPN consists of Service Providers that
collectively offer the ten WIA program elements in a creative and interactive manner. The
concept, as required by the YSPN, allows the Service Provider to focus on what service they
specialize in and do best. This, however, is not possible without the role of the Service
Navigator. The role of the Service Navigator is critical to promote broad-based coordination and
cooperation among all youth Service Providers and to provide the technical assistance needed to
make the network a success.
Funded through the Santa Ana Workforce Investment Board (WIB)-Youth Council and acting as
the Youth Service Navigator, the City of Santa Ana W/O/R/K Center (SAWC) assumes the
primary responsibility of determining youth eligibility, providing technical assistance, training
new providers, sharing best practice in case management, providing Labor Market Information,
overseeing the placement, exit, and follow-up services for youth, as well as being an active
member on the Youth Council Board. In addition, the SAWC ensures the completion and
accuracy of all required forms and documentation. As the Service Navigator, the SAWC will
work cooperatively with all Service Providers from the initial outreach, recruitment and intake
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process to the successful completion, exiting, and follow-up of all WIA youth enrolled in the
YSPN.
As the Service Navigator, the SAWC brings to the YSPN over 16 years of extensive experience
administering a variety of Federal and State funded programs. Staff is well versed in both
programmatic and fiscal requirements. As an on-going effort, the SAWC has made it a priority to
keep staff updated and trained on all State and Federal workforce legislation pertinent to various
targeted programs. Since the inception of the YSPN, the SAWC has been instrumental in helping
the Network meet the required performance measures through consistent oversight and guidance
in intake, eligibility, case management, exit, and follow-up. Moreover, through its partnership
with local businesses and organizations, the SAWC has a comprehensive realm of services and
resource available to the YSPN and the youth they enroll.
The SAWC will maintain communication with the youth Service Providers during the life of the
contract by coordinating monthly meetings with all Service Providers for program, legislation,
MIS/JTA paperwork updates, and to address any questions or concerns they may have.
Individual meetings with Service Providers will also be arranged to assist and address individual
issues or questions. The SAWC will assist with the marketing, recruitment, outreach, and
placement efforts of the YSPN. Ultimately the SAWC's goal is to provide the assistance and
tools necessary to allow the Service Providers to focus on providing streamlined services to the
youth of Santa Ana. A more detailed description on how the SAWC will function as the Service
Navigator is explained below:
OUTREACH AND RECRUITMENT
Since the development of the YSPN, the SAWC has made it a priority to inform the public of the
services and programs available through the YSPN. Through its partnerships and collaboration
with community agencies, the SAWC has been engaged in planning and participating in
community events, job fairs, resource fairs and conducting presentations to connect youth with
the YSPN programs.
Some of the major events in which the SAWC participates include the Annual Summer Youth
Job Fair hosted by Employment Development Department (EDD), Senior Transitions Day hosted
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by the Santa Ana Unified School District (SAUSD), and the World of Work Career Fair
sponsored by the Orange County Department of Education. Utilizing the relationships we have
established with the SAUSD, EDD, Orange County Probation, and the Orange County
Department of Education the SAWC has been able to deepen its outreach effort to a much
broader base of youth, parents, and educators in the community. The SAWC recognizes the
importance of marketing the entire YSPN and its comprehensive service programs. Every effort
is made to ensure that staff markets the network at all job fairs, youth oriented recruitment and
outreach events, thus, benefitting all Service Providers.
The SAWC has been able to leverage resources through the City of Santa Ana's Economic
Development Department for marketing materials and to work collaboratively with the Business
Outreach Team to promote services offered by the YSPN and SAWC.
TRAINING & TECHNICAL ASSISTANCE
For more than 10 years, the SAWC staff has successfully administered and implemented many
federally and state funded employment and training programs. As an on-going effort, the SAWC
has made it a priority to keep staff updated and trained on all State and Federal workforce
legislation pertinent to various targeted programs. Over the years, staff has kept abreast with the
latest workforce trends and legislative changes to ensure compliance with state and federal
regulations. Staff has developed comprehensive training manuals, policies, procedures and
conducted regular training for all Service Providers using a customer friendly and easily
understood format. Since the inception of the Daisy Wheel YSPN in 2002, staff has also
translated various complex system measurements and mandatory reporting requirements into an
easily understood format for the YSPN Service Providers. As the Service Navigator, the SAWC
has organized and developed the following training for all Service Providers in order to stay
current and be incompliance with our state and federal regulations:
• What is WIA? • Performance Measures
• Enrollment Strategies • New Enrollment Intake
• Case Management Strategies • Case Notes
• Co-Enrollments • Exit Strategies
• Credential Information • Follow-up training
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• Fiscal Invoicing
• Fiscal Responsibility
• Disability Awareness
• Data Validation
• Common Measures
For the past eight years, the SAWC, as the Service Navigator, has met with the YSPN on a
monthly basis to provide monthly reports and the status of their case loads. At the monthly
YSPN meetings, the SAWC reports on enrollments, activities, co-enrollment, exits, and follow-
ups. As needed, the SAWC also conducts in-service training for the Service Providers and alerts
them of any changes to paperwork as well as modifications to process and procedures. One of
the goals has been to provide the YSPN with all the tools necessary to allow them to focus on
providing services to the youth in Santa Ana. The SAWC continues to avail itself to all Service
Providers for individualized training and technical assistance. At times, when Service Providers
have experienced staff turnover, the SAWC staff readily provided needed transitional and
customized training to ensure continuity and consistency of service delivery. Examples of
training include eligibility requirements, intake process, activity setting, case management
techniques, performance management, internal Provider policies & definitions, exit strategies
and follow-up techniques. The trainings were tailored to meet the specific needs of each Service
Provider.
ELIGIBILITY DETERMINATION
The SAWC as the Service Navigator will assume the primary responsibility of determining WIA
youth eligibility in accordance with Federal, State, and local rules and regulations. We will train
Service Providers on the eligibility process, provide eligibility forms, calculate participant family
income, determine participant eligibility, review and analyze participant activities, and process
eligibility JTA/MIS forms.
The SAWC has a designated Eligibility Technician with the experience and knowledge to
determine WIA youth eligibility effectively. The Eligibility Technician will review all submitted
pre-applications, determine eligibility, verifying right to work documents, reviewing or
registering young male adults to selective service, and determining income eligibility in
accordance with the Poverty Guidelines. The Technician will also ensure that proper
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documentation for Equal Opportunity Grievance Procedure and Participant Grievance Procedure
are recorded for each participant. Moreover, the Eligibility Technician will review participant
activities to ensure that Performance Measures can be attained, record the participants'
information in a database in order to produce reports necessary to keep Service Providers
informed, and forward accurate JTA forms to MIS personnel.
Recommendations, suggestions or corrections are given to each Service Provider for each
participant enrolled as needed to ensure that the eligibility requirements have been met and that
enrollment goals for each program and the YSPN as a whole are reached. An Eligibility Flow
Chart is attached (see attachment A) to provide a better understanding of how eligibility is
processed.
COMPLETING JTA &MIS FORMS
The SAWC will ensure that JTA/MIS forms are completed accurately and submitted within the
allotted timeframe. We will review all JTA/MIS forms to ensure accuracies and compliance with
Federal, State, and Local guidelines. All Service Providers will be provided with computerized
JTA/MIS forms, training on completion of JTA/MIS forms, and aJTA/MIS. Time Line Policy.
SAWC staff will be available to answer questions and provide technical assistance to all Service
Provider regarding any forms.
JTA/MIS forms are processed in a chronological order by the Service Provider and the SAWC.
Once the application, activity form, and youth test score forms are submitted to the SAWC, it is
the responsibility of the Service Navigator to ensure that all information is accurate and the
activities match the youth's needs. In addition, the SAWC ensures the documented youth test
scores are accurate and that all forms have appropriate signatures. It is very important to track
key information from each form in order to produce reports for Service Providers, track
performance outcomes, and have the information readily available to provide guidance to the
Service Provider on how to proceed with their participants at any given period. The SAWC has
developed its own tracking database tailored to provide the above capabilities while giving itself
the flexibility and information to provide the YSPN with specialized technical assistance.
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In addition to the tracking system, a reference file has been created for each youth enrolled in the
YSPN in order to track JTA/MIS forms and ensure accuracy of information. The SAWC will
make copies of the completed JTA/MIS forms and forward them to the MIS Unit for entry into
the State data system for official enrollment. Copies of the JTA/MIS forms with an official stamp
will be returned to the corresponding Service Provider.
As youth activities are closed, the Service Provider is to submit JTA/MIS forms along with data
verification, if necessary. The SAWC will ensure their accuracy, input the data into the tracking
system, duplicate the forms, and submit the forms to the MIS Unit for official recording.
Once a Service Provider is ready to exit a youth participant, SAWC is consulted to determine the
best exit strategy. The objective is to make sure that the youth has received quality and necessary
assistance to improve their situation and meet WIA Performance Measures. As the Service
Navigator, the SAWC is responsible for reviewing every exit form, requesting data verification if
necessary, obtaining post-test score forms, making sure that all activities are closed, and ensuring
that exiting the youth is in the best interest of the youth first and then to the YSPN as a whole.
Once that has been established, all exit forms and pertinent information are inputted into the
tracking system and copies are made and sent to the MIS unit for entry into the JTA system.
Follow-up services will be conducted for one year for each exited participant by the responsible
Service Provider. Follow-Up forms will be submitted to the SAWC for review, for input into the
tracking system, for data verification, and to enter into the JTA system.
JOB DEVELOPMENT & PLACEMENT
The SAWC has a comprehensive realm of services available through its partnership with local
businesses and organizations. The SAWC is an integral part of the City's Economic
Development Department that is comprised of workforce development, Enterprise Zone
Programs. The Enterprise Zone programs are designed to promote business growth and job
generation by offering state and federal tax credits and highly valuable economic incentives to
businesses. Many of our Santa Ana residents including youth qualify for these tax credits, thus
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providing significant bottom line savings for Santa Ana businesses. It is through all these
various links that the SAWC is able to provide the community with quality job placement
assistance and offer connections to a strong labor market. The SAWC will offer assistance and
guidance in job placement by notifying Service Providers and youth of job opportunities,
employer on-site hiring recruitments, and job fairs. SAWC will notify Service Providers daily of
newjob openings via electronic mail and flyers regarding job announcements.
For the past two years, the SAWC has been an integrated one-stop service system and has
merged their resources and staffing with our various partners including EDD. This integrated
approach allows more individual assistance for our older youth to find employment. Workshops
on resume writing and interviewing techniques are just a few of the added components to help
them find employment. The SAWC also offers "ProveIt", a computerized assessment tool that
provides clients with the opportunity to assess their skills and knowledge in over 100 skills and
career interest.
PERFORMANCE MANAGEMENT
The SAWC, through its extensive experience in administering Federal and State funded
programs, understands that WIA performance management is vital to the success of the YSPN.
As of July 1, 2007 the Department of Labor (DOL), Employment and Training Administration
(ETA) approved the Common Performance Measures. As the Service Navigator, the SAWC
prepared for these changes and had staff attend common measure trainings through DOL and at
the annual California Workforce Association Conferences. This is just one example of our
commitment to helping the YSPN stay in compliance and up-to-date with new regulations so the
YSPN can succeed in meeting all Federal, State, and locally mandated performance measures.
The SAWC also provided training on Common Measures to allow all Service Providers to have a
basic understanding of what Common Measures are and how they will affect them.
The SAWC will provide all Service Providers with individual exit oversight. Staff will meet
individually with each Service Provider to go over exit strategies for each youth actively enrolled
on their case load and evaluate which youth are ready to exit the program and how their exit will
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impact the overall success of the YSPN. The SAWC will train all Service Providers on how to
exit and follow-up on their youth in order to comply with federal, state, and local regulations.
We will use our data base to provide reports to the Service Providers and inform them of follow-
up due dates for each participant at their 30, 60, ls` 2nd, 3`d and 4`" quarter follow-up. The
Service Provider will also receive updated charts and data informing them of their progress with
WIA Performance Measures-individually and as a Network. This will ensure that as a network
we stay informed of our planned versus actual goal attainments and that we meet all performance
measurements.
CUSTOMER SATISFACTION
Measuring customer satisfaction has always been an integral part of the YSPN program
operation. Currently, the SAWC is responsible for monitoring and supporting continuous
improvement work teams as well as monitoring and increasing customer satisfaction for the
entire SAWC. A customer satisfaction survey tool for clients and employers has been developed
for those serviced by the SAWC. The SAWC will assist in tailoring a survey for participants
under the YSPN. All Service Providers will administer surveys during the life of the program as
youth are exited from the program. In addition, all customer satisfaction outcomes will be
reported to the Youth Council. The SAWC will create and implement a continuous
improvement plan based on the results of the customer satisfaction survey. We are committed to
providing exceptional customer services and will strive for continuous improvement utilizing
data collected and by sharing this valuable information with all youth Service Providers.
FISCAL OVERSIGHT
The SAWC is responsible for processing the Service Providers invoices and reimbursement
requests. It is the responsibility of the SAWC to ensure that all Service Providers understand
that the utilization of WIA funds is to be reasonable, allowable and allocable as required by
Office of Management and Budget (OMB) circulars, Code of Federal Regulations, EDD
Directives and City of Santa Ana policies. The Fiscal Specialist provides a mandatory annual
training to all Service Providers fiscal staff regarding the necessary requirements for invoicing
their program expenses.
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The Santa Ana WIB is required by federal regulation to conduct a fiscal monitoring of all
programs funded by WIA. Onsite monitoring must occur at least once during the program year,
must review fiscal records as well as policies and procedures, and provide a written report
delineating findings, any needed corrective actions, a timeline for accomplishing the corrective
actions and include any follow-up on corrective actions. The SAWC Fiscal Specialist establishes
a monitoring schedule for visiting each program operator in the YSPN. During the review,
financial records are sampled to ensure accuracy and compliance with federal, state and local
regulations. Technical assistance is offered when necessary to establish and maintain accurate
accounting procedures. SAWC fiscal staff works with the service provider's fiscal staff to
resolve any issues that arise from the monitoring. Written reports are issued indicating findings
and weaknesses. Staff follows up with the program operators to resolve findings and maintain
financial records as required by regulations.
FISCAL CAPACITY
The SAWC is a part of the City of Santa Ana. All fiscal and procurement operations follow the
policies and procedures of the City. As a part of the City's accounting system, the SAWC has
various account numbers assigned that relate to specific funding sources. Revenues and
expenditures are coded with account numbers relating to those funding sources. Monthly
financial statements are produced based on charges to those accounts. The monthly reports
indicate the line item budget amounts, expenditures against the budget and the balance remaining
for each account and funding program.
Accounts Pavable
YSPN service provider invoices with accompanying documentation are received and reviewed
by the Fiscal Specialist for allowable and reasonable expenditures and for completeness of
documentation. Any discrepancies are reported back to the Service Provider with requests for
additional documentation as needed. The invoices are assigned account numbers and approved
for payment. Community Development Agency Administrative staff prepare the request for
payment, attach the necessary documentation and forward to the Finance Accounts Payable unit
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for entry into the City's accounting system. Checks are issued according to City policies and
timelines. (See Attachment C -Invoice Process)
General operating costs of the SAWC are processed in a similar manner. Invoices are reviewed
by the Fiscal Specialist who assigns the relevant account code based on the chart of account
established by the City. The invoices are approved and forwarded for processing and payment.
At the end of the month, expense reports are prepared by account and distributed to the various
agencies within the City.
Payroll
As part of the City of Santa Ana, SAWC staff is paid twice a month. Time sheets are completed
by all staff indicating functions and programs that have been worked on during that particular
pay period. That information, with the accompanying account numbers, is entered into the
payroll system by the Payroll Specialist. Payroll dollar amounts are posted to the accounting
system and are reflected on the monthly financial reports.
Procurement
The SAWC follows the City of Santa Ana's procurement policies as well as federal and state
regulations related to procurement. Purchase requisitions for items over $500 are entered into
the accounting system and approved by the finance staff at City Hall. Buyers from the
Purchasing Department review the requisitions and issue purchase orders following City policies
and procedures. When the goods are received by SAWC, staff compares the goods delivered to
the purchase requisition for completeness and accuracy. The purchase order paperwork is
approved, signed and returned to the Purchasing department. Payment for the goods is initiated
through the Purchasing department following City procedures.
ORGANIZATAIONAL STRENGTHS AND STAFF CAPACITY
The SAWC brings over 15 years of experience operating various federally, state and locally
funded employment and training programs, and has consistently met or exceeded performance
expectations. Listed below are some of our organizational strengths.
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1. A state recognized, award-winning entity with a proven record in leadership, workforce
innovation, service integration and quality services.
2. A One-Stop Center with versatility in its service delivery that is capable of addressing the
needs of diverse target populations resulting in the diversification of multiple funding
streams.
3. Ability to effectively leverage resources across an extensive network of partner agencies
and community organization. Demonstrated fiscal stability and program sustainability over
the past 20 years.
4. Exceptional track record in successfully implementing the following programs: WIA
Adult, Dislocated Worker, Youth Formula Grants, Rapid Response, National Emergency
Grants, Governor's 15% discretionary Grants, 25% Grants, DOL Welfare-to-Work Grant,
DOL Faith-based Initiative Grant, The Santa Ana Federal Empowerment Corporation
funded -Housing and Urban Development Grant -FEZ Daisy Wheel Employment and
training Program, DOL -Youth Earmark Grant, the Department of Justice -Weed and
Seed Program, American Recovery and Reinvestment Act programs for youth and adults.
5. Staff is well versed and current in all workforce legislations. Through membership in State
and national workforce associations, staff has the ability to access timely workforce
resources as well as any pending legislative changes and to share the information with
network service providers.
6. Has a fully developed internal monitoring and performance management system in place.
Comprehensive and time-tested policies and procedures manuals are updated regularly.
STAFF CAPACITIES:
Economic Development Manager: Has over 20 years of experience in government and
overseeing various federally, state and locally funded workforce and economic development
programs. Manages the various funding streams and operations of the Santa Ana WORK Center.
Serves as the Executive Director to the Santa Ana Workforce Investment Board.
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Workforce Specialist III: Has a Bachelor's degree in Sociology from UC Irvine, and over 11
years of experience working in the City of Santa Ana with a special focus on serving the youth
population. Manages and oversees Youth Service Provider Network. Extensive experience in
managing performance based programs with diverse populations. Developed and fostered
collaborative relationships with youth service providers and community based organizations. Has
served as an active member of the Santa Ana Youth Council Board since 2001. Is a recipient of
the California Workforce Association "Overall Outstanding Workforce Professional" 2008.
Workforce Specialist II: Has a Bachelor's degree from Califomia State University, Long
Beach and five years of experience working with customers in the workforce development field.
Specializes in community outreach, marketing, eligibility determination, assessment, case
management techniques, internal program monitoring, data management, job development and
job placement.
Workforce Specialist II: Has experience with workforce services, case management, job
placement. Knowledgeable with Workforce Investment Act eligibility determination and MIS
documents. This may be filled with current SAWC Workforce Specialist II personnel as needed.
Fiscal Specialist: Has a Bachelor's degree in Business Administration -Finance from Arizona
State University. Over 32 years of accounting and budgeting experience, of which 25 years were
in budget oversight for various divisions within the City of Santa Ana. 16 years in contract
writing, oversight and monitoring for the DOL Employment and Training Administration funded
workforce programs. Thoroughly familiar with government accounting and legislative
requirements.
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Eligibility Flow Charti
Training oneligibllityprotocolispfovidedbyYouthServiceNavigatot
Youth Service Navigator supplies and maintains eligibility forms For aII Providers
Providers interview participants and have them fill out the eligibility in-take packets
Review in-takepackcts San[aAna
Calculatelncome betermineSecondBarrfer AssignEligiUdiryDate
Ensnretliat the youthactlvitiestnatch dteirrteeds -
~ • ~ ' / ~ ~
Review:officiaiapplicationandaztivitiesformstoprevenlinamrracies:.. Inputinformationontrackhigsystem
Youth Selvire Navigator approvesand signs youth doonnerttation andsuGnljtes to MIS tiara tenter -
MIS I>er~sonnel inputs client iufor+narion into 1TA sysiern, s[amtts forms, and rekmu copies
5AWC.a'eatesa file for each enralled you th to reference eligifitiry documents, MlSpapervvork, andtlata verlficauon. v -'
Attachment A 15
Proviclerssuhmiteligibilirypacketsto theYOUthSeiviceNavigatorforeligibility.review.
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Youth Navigator Budget
Fiscal Year 2010-11
Salaries $222,285.00
Benefits $60,045.00
Total Personnel Costs: $282,330.00
Operations:
Communications $2,670.00
Training & Travel $2,310.00
Office Rent $18,205.00
Office Supplies $1,375.00
Office Operations $6,090.00
Total Operations Costs: $30,650.00
Indirect Costs $14,515.00
Supportive Services $1,000.00
Total Youth Navigator Budget: $328,495.00
Exhibit B
YOUTH SERVICE NAVIGATOR
BUDGET 2010-2011
NARRATIVE
Salaries
Salaries of $222,285 for Fiscal Year 2010-2011 are based on staffing of 3.17 FTE. The salary
figure also includes the 8%PERS employee portion paid by the City of Santa Ana as a retirement
benefit.
Staff includes
• Workforce Specialist III 1.00 FTE
• Workforce Specialist II 2.00 FTE
• Sr. Office Assistant 0.15 FTE
• Economic Development Manager 0.02 FTE
Benefits
Benefits of $60,045 are based on the following information:
• PERS contribution of 8.4% of base salary
• Medicare contribution of 1.45% of base salary
• Medical retirement contribution of 1.75% of base salary
• Workers compensation contribution of 1.04% of base salary
• Health benefits increased approximately 6% from 09-10 to 10-1 1
Operations:
Contractual services are office overhead costs, which include but are not limited to telephone
costs, office rent, training and conference costs, advertising, contractual obligations, and office
supplies totaling $24,560.
Fixed charges, which include City Equipment Rental, Insurance, IS Strategic Plan and IT
Support, are assessed by the City of Santa Ana and the Community Development Agency.
Charges are allocated based on staff costs and usage, and are anticipated at $6,090.
Indirect Costs
Indirect costs are 6.53% of the full time salaries and are budgeted at $14,515 for fiscal year 2010-
2011.
Miscellaneous
Supportive services are budgeted at $1,000 for the Service Navigator. Service providers budget
supportive services for their participants in [heir individual budgets.
Exhibit B