HomeMy WebLinkAboutCALIFORNIA, STATE EMPLOYMENT DEVELOPMENT DEPARTMENT-2010 City of Santa Ana
- �� Clerk of the Council
AGREEMENT TERMINATION FORM
COTC Office Use Only
Please complete this form when the attached agreement and all
amendments (if any) are no longer in effect.
Return form to the Clerk of the Council Office (M-30)_
The agreement with EDO /w k-t`\C
No. A - I - 139 was completed on Cc /3U tl �, and final payment has been made.
(List all amendments. Use space below if needed.)
Department: LJ
Phone/Ext.: a(.0 •
Signature:
Date: ` ' ( J _ I
Revised 04-12-10
A-2010-139
INSURANCE NOT REQUIRED
WORK MAY PROCEED
CLERK OF COUNCIL
? AUG i 7 20113jV Memorandum
of Understanding
For
EMPLOYMENT DEVELOPMENT
DEPARTMENT/SANTA ANA
WORKFORCE SERVICES OFFICE
Memorandum of Understanding (MOU)
Pursuant to the
Workforce Investment Act of 1998 (WIA)
1. PARTIES: The parties to this Memorandum of Understanding (MOU) are the
Mayor and City Council of the City of Santa Ana, the Santa Ana Workforce
Investment Board (WIB), and several agencies (having signed Attachment "A", "One-
Stop Partner Commitment" and, if physically located at the One-Stop location,
Attachment "B", "Resource Sharing Agreement" and Attachment "C",
"Memorandum of Operation" if applicable) functioning as "One-Stop Partners"
within the Santa Ana One-Stop System (hereinafter referred to as the Santa Ana
W/O/R/K Center).
2. PURPOSE: The Santa Ana W/O/R/K Center, through its central location at the
Santa Ana Regional Transportation Center, 1000 E. Santa Ana Blvd., and its satellite
facilities, shall provide and/or coordinate workforce investment services to
individuals, providing them with the necessary skills to participate in building a
world-class workforce in Santa Ana.
Services and referrals provided at the Santa Ana W/O/R/K Center may include, but
are not limited to, the following:
• Eligibility determination
• Outreach, intake and orientation to services available
• Initial assessment of skills, aptitudes, abilities and supportive services
• Job search and placement assistance, career counseling
• Provision of employment data and labor market information
• Provision of performance information
• Employment referral
• Provision of support and follow-up services
• Identification of skills required to be competitive in the local labor market
• Filing for Unemployment Insurance claims
• Access to CaIJOBS for Labor Exchange services
• Help in establishing eligibility for Ca1WORKS and financial aid
• Occupational skills training
• On-the-job training
• Workplace learning with classroom training
• Skills upgrading and retraining
• Entrepreneurial training
• Job readiness training
• Adult education and literacy
• Services for persons with disabilities
• Serve mature workers by operating as a specialized recruitment arm for One-Stop
Partners working collaboratively to connect mature workers to employers with
labor shortages
• Customized training for employment with specific employer
• Employer services, including: job listing; job matching; candidate screening and
testing; outplacement services; job analysis; and, information on available tax
credits, business development planning and labor market trends.
3. DURATION:
(a) This MOU shall become effective on July 1, 2010 and terminate on June 30, 2012
or earlier if terminated by the repeal of the Workforce Investment Act of 1998
(WIA).
(b) This MOU is of no force or effect until signed by authorized representatives of the
participating agencies, and approved by the Chief Local Elected Official or his/her
designee. The MOU, once signed, becomes part of the local WIA Plan.
(c) This MOU may be extended by written agreement between the LWIB and the
One-Stop Partner provided such agreement is signed by both entities, prior to the
termination date of this Agreement, and contains the following:
(1) A statement of intent to continue all provisions of the MOU;
(2) Revised effective and termination dates;
(3) Revised Attachment A and/or B, as appropriate;
(4) Dated signatures of the Administrator of the partner agency and the Chief
Elected Official of the WIB.
(d) Any party may withdraw from this MOU by giving written notice of intent to
withdraw at least 30 calendar days in advance of the effective withdrawal date. If
agreed to by all parties, the timeframes for notice may be reduced or extended.
Notice of withdrawal shall be given to the WIB at the address listed in the signed
attachments of this MOU, and to the contact person so listed, considering any
information updates received by the parties pursuant to Section 1. Courtesy
notification shall be made to all parties of this MOU in a timely manner.
(e) Should any One-Stop Partner withdraw, this MOU shall remain in effect with
respect to the other remaining One-Stop Partners.
4. MODIFICATION AND ASSIGNMENT: This MOU may be modified at any time
by written agreement of the parties. Assignment of responsibilities under this MOU
by any of the parties shall be effective upon written notice to the WIB. Any assignee
shall also commit in writing to the terms of this MOU.
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5. ONE-STOP SYSTEM DESCRIPTION: The one-stop system description in the
local WIA plan, including modifications thereto, is incorporated into this MOU by
reference.
6. CROSS REFERRALS: The One-Stop Partners will adopt common intake/cross
referral arrangements, which include, by reference, those listed in the local WIA plan,
including modifications thereto. The methods and/or resources utilized may include
some or all of the following: cross-training of staff, in-house staff, electronic case
management systems, co-enrollments, appointments, e-mail and phone call.
7. CONFIDENTIALITY:
The WIB agrees that when any individual applies for or receives services from and
the partner agency through the One-Stop Center, all information regarding such
application for or receipt of services shall be confidential information subject to the
provisions of 34 CFR 361.38.
The parties agree to honor the confidentiality provisions as described in the local WIA
plan, including modifications thereto, and incorporated into this MOU by reference.
Exchanged information shall remain private and confidential in accordance with the
most restrictive confidentiality requirements of any of the parties collecting, receiving
or sharing information.
8. RESOURCE SHARING: The parties agree to share resources in accordance with
the attached Resource Sharing Agreement. It is expressly understood that this MOU
does not constitute a binding financial commitment, but rather an intent to commit
specific resources in the future as the parties' allocations and budgets are known and
the one-stop system evolves. The one-stop system is a work in progress and its costs
and the partners' resource contributions will not remain static from month to month or
from year to year. The Resource Sharing Agreement is meant to be reviewed yearly
and may be modified as needed by any partner as long as it is identified as a revision,
and it is signed and dated by the agency Administrator.
9. 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 Chair of the
WIB, who shall place the dispute upon the agenda of its next regular or special
meeting of the Board's Executive Committee. The Executive Committee shall
attempt to mediate and resolve the dispute.
Finally, if the Executive Committee's resolution efforts fail, any party may file a
grievance in accordance with the State of California's WIA grievance procedures.
The parties agree to be bound by the final determination resulting from that
3
procedure. All costs associated with the grievance procedure shall be borne by the
losing party.
10. 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.
11. JURISDICTION: Jurisdiction over any disputes under this MOU shall reside in
Orange County, California.
12. HOLD HARMLESS CLAUSE: 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 in the performance of this MOU.
13. SIGNAGE & COMMUNICATION OF PARTICIPATION: The Santa Ana
WORK Center shall provide wall signage listing the names of current participating
partners. Where practical, the Santa Ana WORK Center will list partner agencies on
forms and marketing materials distributed to the public.
14. ACCESSIBILITY ASSURANCES AND CERTIFICATIONS: The parties agree
to abide by all applicable non-discrimination federal and state laws. The WIB and the
One-Stop partners will ensure that policies and procedures established by the WIB
and the One-Stop partners are in compliance with the Americans with Disabilities Act
(ADA). The Santa Ana WORK Center will assure its services and premises are
accessible to persons with disabilities under the requirements of the Americans with
Disabilities Act.
15. INSURANCE: The One-Stop Partners agree that their current in force insurance or
self-insurance coverage programs shall apply to their operations performed under the
Workforce Investment Act and at the WORK Center, including commercial general
liability, property damage liability, business personal property, workers'
compensation and employee dishonesty/crime coverages.
16. AUTHORITY AND SIGNATURES: The individuals signing this MOU and its
attachments, which are incorporated herein by reference, have the authority to commit
the party they represent to the terms of this MOU, and do so commit by signing.
4
THIS MEMORANDUM OF UNDERSTANDING is hereby signed and agreed to on the
date first written above.
FOR J,AAirCAL ELEC ED OFFICIAL
'&- l 7- /C
Date
Miguel A. Pulido, Mayor, City of Santa Ana ATTEST:
Name and Title
20 Civic Center Plaza, Santa Ana, CA 92701 MARIA D. HUIZAR
Address CLERK OF THE COUNCIL
FOR THE SANTA ANA WORKFORCE INVESTMENT BOARD
12- '? Z GlU
Signature Date
Lee McMurtray, Chairman
Name and Title
1000 E. Santa Ana Blvd. Suite 200, Santa Ana CA 92701
Address
ONE-STOP P rrNER/j
Sig ture Date
Robert Claudio, Deputy Division Chief for Southern Workforce Services
Name and Title
2450 E. Lincoln Ave., #200, Anaheim CA 92806
Address
Approved as to Form:
JOSEPH W. FLETCHER, City Attorney
By:?
Lisa E. Storck, Assistant City Attorney David N. Ream
City Manager
Attachment "A"
One-Stop Partner Commitment
1. PARTIES: The parties to this Memorandum of Understanding (MOU) are the
Mayor and City Council of the City of Santa Ana, the Santa Ana Workforce
Investment Board (WIB), the Employment Development Department Santa Ana Job
Service Office (EDD/SAJS) and other agencies (identified in the "One-Stop Partner
Commitment", Attachments "A" and "B: to this MOU) functioning as "One-Stop
Partners" within the Santa Ana One-Stop System (hereinafter referred to as the Santa
Ana WORK Center).
In addition to accepting the provisions contained in the MOU, the EDD/Santa Ana Job
Service commits to the following Agency Services to be provided on-site at the Santa
Ana WORK Center (SAWC):
Outreach, intake and orientation services available through EDD and SAWC;
? Initial assessment of skills, aptitudes, abilities and need for support services;
? Job search and placement assistance;
? Employment data and labor market information;
? Employment referral;
? Support service referral;
? Access to filing for Unemployment Insurance;
? Access to CaIJOBS, assistance with registration, resumes, and vacancy listings;
? Occupational training through TRA;
? Employer services including job listings, job matching, candidate screening,
information on tax credits and labor market trends;
? May provide individual case management for veterans, at-risk youth, dislocated
workers, ex-offenders, deaf and hearing-impaired persons and others needing
intensive job search assistance.
EDD/SAJS staff assigned to the Santa Ana WORK Center contribute to its operations
and goals.
The EDD will recognize and comply with applicable labor agreements affecting
represented employees located at the SAWC. State employees located at the SAWC
shall remain under the supervision of EDD for the purposes of performance
evaluation, and other matter concerning civil service rights and responsibilities. Any
work-related issue arising at the SAWC between EDD employees and the one-stop
operator or supervisors of other partners, the operator or other supervisor shall refer
the issue to the employee's EDD supervisor. The operator and partner shall cooperate
in the investigation of the following matters: discrimination under California Fair
Employment and Housing Act (Part 2.8, commencing with Section 12900 of Division
6
3 of Title 2 of the Government Code), threats and/or violence concerning State
employees, and State employees misconduct.
Cost associated with EDD/SAJS's occupancy of the SAWC are described in the lease
agreement between EDD/SAJS and the City of Santa Ana.
PERFORMANCE GOALS:
Customer Service
All on-site, One-Stop Partners shall commit to the following goals for the W/O/R/K
Center:
1. To conform to a uniform policy of customer service;
2. To develop customer service principles all One-Stop Partners must implement;
3. To implement an on-going system for measuring customer service levels; and,
4. To participate in a task force empowered to oversee, measure and respond to
customer service data.
Quantifiable Service Outcomes:
This is "ghat was in the old one. please update it:
(Quantifiable Service Outcomes for the Fiscal Year July 2005- June 2006:
To obtain 750 registrations and 2,125 resumes in CallJOBS from SAWC and
its satellites;
r To support and contribute to the listings of 115,000 Orange County ,job
vacancies in CalJOBS;
To conduct 18 Initial Assistance Workshops for If I Claimants, 10 Job Search
Training Workshops (JSTW) for Veterans, 10 JSTW for Youth, and 10
JSTW for UI clients;
To conduct 80 Positive Recruitments(on-site employer interviewing);
- To sponsor 2 Job Fairs;
Through case management, to enroll an assist job seekers to complete
successfully: Youth Employment Opportunity: enroll 101 and close
successfully 40; Veterans: enroll 140, close successfully 70; and
Deaf/Hearing Impaired: enroll 80, close successfully 45.
7
Attachment "A", Page 2
AUTHORITY AND SIGNATURES: The individuals signing this MOU and its
attachments which are incorporated therein have the authority to commit the party they
represent to the terms of this MOU, and do so commit by signing.
FOR THE Employment Development Department Santa Ana Job Services
(Legal Name of Partner Agency)
Signaf e Date
Robert Claudio, Deputy Division Chief for Southern Workforce Services
Name and Title
2450 E. Lincoln Ave., #200, Anaheim, CA92806
Address
MOU EDD-WIB rev. 8-08
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Attachment B
SANTA ANA ONE-STOP
PARTNERS MOU
RESOURCE SHARING
ATTACHMENT
Cost Allocation Detail Sheet
State Fiscal Year 2009-10
Field Office: Santa Ana WORK Center
STAFFING REQUIREMENTS:
Personnel
Class Title Class Code Annual Salary PYs Services Costs
Employment Program Mgr. III 9198 $ 66,480 0.3 $ 21,938
Employment Program Mgr. II 9197 $ 59,964 0.3 $ 19,788
Employment Program Mgr. 1 9189 $ 53,688 2.3 $ 123,482
Employment Development Spec. II 9216 $ 52,368 0.0 $ -
Employment Development Spec. 1 9204 $ 51,204 0.0 $
Job Agent 9155 $ 49,668 0.0 $ -
Employment Program Sup. 1 9190 $ 46,512 0.0 $
Business Services Officer 1 4720 $ 46,200 0.0 $ -
Employment Program Rep. 9194 $ 42,288 19.0 $ 803,472
Employment Program Tech 9231 $ 32,700 0.0 $ -
Office Technician (Typing) 1139 $ 33,084 0.3 $ 10,918
Office Assistant 1379 $ 30,120 0.0 $ -
Custodian 2011 $ 26,844 0.0 $ -
Student Assistant 4870 $ 9,612 3.0 $ 28,836
Youth Aide 9991 $ 6,745 1.0 $ 6,745
Bilingual Pay $ 1,200 19.0 $ 22,800
Sub-Total 45.3 (A) $ 1,037,980 (B)
WS Branch CO and Management (12.38% of (B))
Includes: Dep Dir, Div Chief, EDA, WSDCO direct charge staff
Sub-Total
Personnel Benefits (Federal Rate 46.99% of (C))
Administrative Staff and Technical (AS&T) ((A) multiplied by $8,839 per PY)
Total Personnel Services and Benefits
Operating Expenses & Equipment (OE&E)
Allocated OE&E ($13,301 x (A))
Includes: utilities, postage, consultant contracts, printing and
binding, DP and non DP equipment purchase and maintenance
software purchase and maintenance, pro rata, and SWCAP
Direct OE&E per position ($1,127 x (A))
Includes: supplies, training, and travel
Cost Center Specific OE&E
Rent/Leases
Telephones
HHSDC/CaIJOBS111
(mo. cost per sq. foot)
(mo. cost per line)
(cost per computer)
Total OE&E
JST ALLOCATION TG'
$ 940,424
In order to reflect the Governor's mandated furlough program, annual salary costs have been reduced by 13.86% for State Fiscal
Year (SFY) 2009-10, therefore personnel services costs will reflect a savings in SFY 2009-10. According to the Governor's Executive
Order S-13-09, the mandated furlough program will end effective June 30, 2010. As a result annual salary costs in SFY 2010-11 will be
restored to pre-furlough levels.
$ 12,850
$ 1,050,830 (C)
$ 493,785
$ 400,318
$ 1,944,933
$ 602,402
$ 51,042
1.37 (# of sq. feet) 5,246.00 $ 86,244
- (# of lines) 30 $ -
408.00 (# of computers) 41 $ 200,736
Rev. 7/29/08
MEMORANDUM OF OPERATIONS (MOO)
Santa Ana WORM Center WIA and EDD Wagner-Peyser
Integration
DURATION:
This MOO shall become effective on July 1, 2010 and terminate on June 30, 2012.
MODIFICATION AND ASSIGNMENT: This MOO may be modified at any time by written
agreement of the parties.
PLANNING:
1) Identify the goals of the partnership.
To effectively collaborate on a seamless, integrated, skills-based delivery
system to all job seekers and employers (customers) that enter our site.
2) Provide description of partnership, specific to each LWIA. (Refer to the
existing MOU, who are the players, what are the resources?)
Section 121 (c)(1) of the Workforce Investment Act (WIA) requires that the
Local Workforce Investment Board (WIB) and all mandated partner agencies
be party to a Memorandum of Understanding (MOU) as to the operation of
the Santa Ana W/O/R/K Center, hereinafter referred to as SA WC. The current
MOU insures that the Partners will afford universal access to comprehensive
workforce development services which are customer driven and based upon
clear objectives. It also provides for mutually negotiated outcomes with
methods of performance measurements to attain customer satisfaction. The
partners to the MOU are as follows: City of Santa Ana, State Employment
Development Department, State Department of Rehabilitation, Orange
County Department of Education, ROP, Rancho Santiago Community
College District, Goodwill of Orange County, Community Action partnership of
Orange County, SER - Title IV Older Worker program and the City of Santa
Ana Housing Department.
Definitions of Terms
2a) Functional Team:
Staff from partner agencies providing integrated services as defined
in the Memorandum of Operations.
2b) Functional Supervision
Oversight of functional staff in all areas other than defined by terms
and conditions of union agreements.
2c) Partner Agency:
An agency that has entered into a Memorandum of Operations with
the local learning lab leadership.
Rev 6-10 Page 1
T
?'
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
3) Services offered (What services are we integrating and what is the
customer flow?)
The integrated service delivery system is divided into three components:
I. The Welcome Team is responsible for data collection, eligibility
verification, registration/enrollment, initial skills assessment, JTA and
referral to appropriate next steps.
A customer may be referred to The Product Box, Skills Team and/or
Employment Team at any point following the registration/enrollment.
Any team member, at any time can refer a customer to the menu of
services from the Product Box, such as:
¦ Workshops: Resume, Interviewing On Line Applications, etc.
¦ On Line E-Learning
¦ Labor Market Information
¦ Veteran Services
¦ Computer Classes
¦ ESL Classes
¦ Comprehensive Assessment
¦ GED Assistance
¦ Continued Education
ll. The Skills Team is responsible for comprehensive assessments and
skills enhancement activities.
Customers determined to be in need of some form of skill
enhancement will be offered demand driven services such as:
¦ Occupational and vocational skills training
¦ OJT
¦ Adult Education
¦ Job Readiness workshops
¦ Customized training
¦ Basic Skills Remediation
¦ Workplace literacy
¦ Apprenticeship programs
¦ Interviewing workshops
¦ Tutorial programs
¦ Comprehensive Assessment
Ill. The Employment. Team is responsible for job placement, as well as the
job development and promotional activities.
Page 2 of 15
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
The customers who are considered "Job-Ready" or have completed
activities through the Skills component may access the demand driven
services which include:
¦ Job Referrals
¦ Job Search
¦ Soft skills training, including budgeting
¦ Job Assisted Workshops
¦ Interviewing Skills Development and Dress for Success
¦ Career Transitioning and Stress Management
¦ Group assistance/workshops
¦ Resume Preparation
4) What will be achieved by integration?
Greater access for job seekers to employment and skill attainment resources
to improve their employability through the SAWC. SAWC fully embraces the
integration vision and the opportunity of this system transformation, which will
provide added value for job seekers and the business community alike.
Through the service integration efforts, SAWC believes that a skill-based
service delivery system will enable the W/O/R/K Center to respond more
readily and appropriately to the changing economic conditions and the
competitive market demand.
5) Performance outcomes, to include WIA and Wagner-Peyser.
5a) How will they be determined?
By using the State of California's base wage file.
5b) What reports will be used to determine performance?
CaIJOBS and JTA Reports.
5c) Reporting requirements.
As outlined in the directive.
5d) Frequency of Reports.
Quarterly.
6) Establishment of Functional Teams (How?)
Staff will be selected based upon their skills and qualifications and the
appropriateness of the assignment by taking into consideration the primary
needs of the function.
6a) What minimum skills do team members need?
Page 3 of 15
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
Anticipating and realizing that all staff will need to be rotated among
the various functions as business needs dictate, all team members
should possess the following skills and abilities:
¦ Strong customer service and organizational skills
¦ Ability to effectively communicate verbally and in writing
¦ Sensitivity to customers with diverse backgrounds and/or in
stressful life situations
¦ Ability to multi-task and efficiently produce accurate work under
pressure
¦ Ability to legibly and accurately document services
¦ Commitment to maintain confidentiality of customer information and
system records as legislated by current program policy
requirements
¦ Ability to work independently as well as in a team environment
¦ Knowledge of skills and aptitude assessment tools and the ability to
interpret and analyze test results
¦ Ability to constructively critique resumes and cover letters
¦ Ability to effectively deliver a variety of services in a group setting,
such as workshops and/or orientations.
¦ Proficient knowledge of the Microsoft Office program and all office
equipment
¦ Ability to effectively coach and mentor customers
¦ Knowledge of the local labor market
¦ Effective use of marketing and sales techniques
¦ Knowledge of community resources and referral process
• Maintain knowledge of service delivery programs as it relates to all
customers
6b) Functional job descriptions for supervisors and team members.
Functional Supervisor's Roles and Responsibilities
¦ Communicate and refer any personnel and/or administrative issues
to the responsible agency manager.
¦ Provide direct functional supervision for their respective integrated
team.
¦ Set daily work assignments to meet customer flow.
¦ Monitor team activities and make appropriate changes to ensure
proper staffing coverage during peak periods, meal/break periods,
and unscheduled or emergency absences.
¦ Conduct routine assessment of staffing needs within team:
13 Operating system and equipment are operating properly
13 Training and coaching team members as necessary
13 Provide tools for performance enhancement
¦ Ensure staff understand and comply with all internal security
policies and procedures for the LWIA and the EDD.
Page 4 of 15
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Coordinate and facilitate regularly scheduled team meetings.
¦ Encourage communication opportunities for staff feedback and
continuous quality improvement of team process.
¦ Perform functions necessary to ensure an integrated operation.
¦ Monitor performance measures to meet goal expectations.
¦ Perform customer service satisfaction actions.
Welcome Team Roles and Responsibilities
¦ Greet all customers in a friendly, welcoming, and professional
manner.
¦ Conduct initial interview and review eligibility documents.
¦ Set up and facilitate the initial assessment to gauge the skill levels,
aptitudes, and job qualifications of the customer.
¦ Analyze the assessment results and enter required information into
the database.
¦ Determine the purpose of customer's visit and direct them
accordingly.
¦ Interview customers to identify barriers to employment and identify
those services that will help address and/or eliminate the barriers.
¦ Answer questions about services offered through the system.
¦ Maintain knowledge of local community agencies and programs
through frequent communication. Refer individuals as appropriate
to other community and partner agencies.
• Schedule appointments for customers as needed.
¦ Based upon the initial assessment results, refer job seekers as
appropriate to either the Product Box, Skills Team or the
Employment Team
¦ Ensure proper recording of customer's personal information,
eligibility documents, activities referred to and/or completed, and
applicable notes are entered into the database system;
guaranteeing compliance with the mandated program requirements
for eligibility of services.
¦ Maintain knowledge of the Welcome Team process; ensure
program integrity by committing to protecting customer
confidentiality and demonstrating constant professionalism.
¦ Attend staff meetings, submit required reports, interpret program
information, and make procedural recommendations.
¦ Contribute in their team role(s) to ensure that performance
measures are met and/or exceeded, while ensuring compliance
with the Federal, State, and Local rules and regulations.
¦ May occasionally assist with special projects, including, but not
limited to, specialized outreach to targeted program groups,
employer recruitments, and the development of new skills training
activities.
Page 5 of 15
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Develop the Individual Action Plan (IAP) with the customer to
provide an overview of their career goals, initial assessment results
and potential service needs.
¦ May perform other duties as assigned.
Skills Team Roles and Responsibilities
¦ Conduct first time interview with job seeker(s) to review initial
assessment results, skills identified, aptitudes, interests, barriers to
employment, and supportive service needs.
¦ Continue to develop the Individual Action Plan (IAP) with the
customer to provide an overview of their career goals, the initial
assessment results, and potential service needs.
¦ Prepare various forms of testing/assessment for customers,
including selecting the appropriate testing/assessment tools,
proctoring tests, and interpreting the results for each. This may
include a comprehensive assessment for the customer if
determined necessary.
¦ Deliver a variety of skill development services for the customer
addressing their specific needs in the areas of employment,
training, and supportive services.
¦ Deliver services in both group and one-on-one settings to
customers.
¦ Maintain a high level of familiarity with the local labor market to
ensure that services are aligned with the employer and labor
market needs.
¦ Facilitate and arrange for the job seeker to attend needed skill
enhancement activities. This can include arranging for one of more
of the following: in-house training sessions, classes at training
providers, classes at postsecondary institutions.
¦ As appropriate, assist the customer with applying for financial aid or
scheduling off-site training activities.
¦ Assist customers in job search activities as it relates to interviews,
resumes, applications, and letters to employers.
¦ Maintain knowledge of occupational training and local economic
information to assist customers in defining career goals.
¦ Further develop the Individual Action Plan (IAP) with customers to
establish appropriate career goals and detail specific plans for skill
development/enhancement activities, job search strategies, and
supportive services. Update and modify the IAP as needed to
ensure that the customer's needs are met.
¦ Maintain knowledge of local community agencies and programs
through frequent communication. Refer individuals as appropriate
to other community and partner agencies.
Page 6 of 15
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Facilitate and deliver workshops and group sessions instructing
customers on various skills, including basic skills development,
customer service, computer skills, and job search skills.
¦ Maintain knowledge of the Skills Team process; ensure program
integrity by committing to protecting customer confidentiality and
demonstrating constant professionalism.
¦ Ensure proper recording of customer's personal information,
eligibility documents, activities referred to and/or completed, and
applicable notes are entered into the database system;
guaranteeing compliance with the mandated program requirements
for eligibility of services.
¦ Attend staff meetings, submit required reports, interpret program
information, and make procedural recommendations.
¦ Contribute in their team role(s) to ensure that performance
measures are met and/or exceeded, while ensuring compliance
with the Federal, State, and Local rules and regulations.
¦ May occasionally assist with special projects, including, but not
limited to, specialized outreach to targeted program groups,
employer recruitments, and the development of new skills training
activities.
¦ May perform other duties as assigned.
Employment Team Roles and Responsibilities
¦ Conduct interview with customer to determine their employment
goals, review initial assessment results, skills identified, aptitudes,
interests, barriers to employment, and supportive service needs.
¦ Update the Individual Action Plan (1AP) with the customer to
provide an overview of their career goals, the initial assessment
results, and potential service needs.
¦ Maintain a high level of familiarity with the local labor market to
ensure that services are aligned with the employer and labor
market needs.
¦ Provide information on the appropriate skill development activities
and services available on site, including the resource room, locating
Internet based job openings, referrals to supportive services, Skills
Team activities, workshops, etc.
¦ Provide job search assistance through job fairs, employer
recruitments, job referrals, and job development contacts.
¦ Provide appropriate referrals and services for customers requiring
specialized services (counseling, budgeting, etc.).
• Offer continuous engagement strategies to maintain communication
with the customer in order to ensure a successful outcome.
¦ Maintain knowledge of the Employment Team process; ensure
program integrity by committing to protecting customer
confidentiality and demonstrating constant professionalism.
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¦ Ensure proper recording of customer's personal information,
eligibility documents, activities referred to and/or completed, and
applicable notes are entered into the database system;
guaranteeing compliance with the mandated program requirements
for eligibility of services.
¦ Attend staff meetings, submit required reports, interpret program
information, and make procedural recommendations.
¦ Contribute in their team role(s) to ensure that performance
measures are met and/or exceeded, while ensuring compliance
with the Federal, State, and Local rules and regulations.
¦ May occasionally assist with special projects, including, but not
limited to, specialized outreach to targeted program groups,
employer recruitments, and the development of new skills training
activities.
¦ May perform other duties as assigned.
6c) How is team membership determined?
To be determined by functional supervisor, as dictated by Team
requirements and staffing levels.
6d) How will disputes around membership be resolved?
Through discussion and consensus between site supervisor(s) and
functional team supervisor(s) in conjunction with business needs and
current workload.
7) Selection of functional team members (How?)
By the Service Integration Leadership Team.
7a) Observe civil service rules.
According to each agency's mandated rules.
7b) Classification requirements.
Not working team members out of class per the existing documented
State and City requirements.
7c) Within the scope of the duty statement (functional job description).
As pre-defined in classification duty statements for each Entity.
8) Determine supervision of functional teams.
8a) How is supervision selected?
By the Service Integration Leadership Team
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8b) Terms and Conditions
State and City supervisors will follow contractual and collective
bargaining mandates for the supervision of respective State and City
employees. Collaboration will occur between the employee's
supervisor and the functional supervisor. This collaboration will include
communication between both individuals to allow for the responsibility
of certain tasks and responsibilities within a functional team. The
communication cannot include the sharing of confidential information
as prohibited by state or local policy or union contracts.
8c) Span of Control
Responsibilities of State/City Entity Supervisor
¦ Changes to permanent work schedule, including lunches and
breaks
¦ Approval of attendance records
¦ Approval for vacations, sick leaves, personal leaves
¦ Counseling and discipline
¦ Performance evaluations/probations
¦ Travel and expense approvals
¦ Approvals for contract negotiated training and in-service courses
Responsibilities of Functional Supervisor
¦ Setting daily work assignments and work flow
¦ Making temporary changes in meal/break periods to assure proper
coverage
¦ Setting Resource Room schedules/coverage
¦ Setting office coverage during vacations/unscheduled/emergency
absences
Collaborative Responsibilities of State/City Entity Supervisors and
Functional Supervisors
¦ Adequate office coverage
¦ All staff is properly trained
¦ All organizations understand and adhere to all internal security
policies and procedures
¦ All staff present a positive image of the One Stop System to
customers
¦ Regular staff meetings are held and conducted by both the
functional supervisor and hiring authority supervisor - frequency to
be determined within the site
¦ Consistent communication with staff
9) Criteria for Training:
9a) Train leadership
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Leadership members of all three functional teams will present an
overview of the processes of their respective teams (Welcome, Skills,
and Employment) to the additional members of the Leadership Team.
9b) Educate staff on operations model
Functional teams will select representative trainers based on their
ability to communicate effectively and their knowledge of the process
flow. Selected trainers must also possess excellent customer service
skills as well as overall skills and abilities that align with all of the
teams. (Note: Leadership must ensure that all staff has had systems
training and access before overview training begins.)
9c) Team building
To be determined by the Service Integration Leadership Team.
9d) Specific job training (tasks associated with team responsibilities)
Specific dates scheduled in advance to train all staff.
Training will be a detailed process overview with instruction focused on
the duties to be performed and services to be provided to the customer
at the Welcome Team, Skills Team, and Employment Team points,
including new forms developed for integration. The overview will be
designed to cover the entire customer flow from start to finish.
All staff must be trained in CaIJOBS, Prove-It, JTA, Product Box,
Employer Services, LMI, and specific partner services. Also see
response to question 6a for additional training requirements.
IMPLEMENTATION:
1) Develop communication strategy:
1a) Announcement to staff
Completed prior to establishing the system and site teams.
1b) Establish meeting frequency for supervisors and all center staff.
Anticipate having all staff team meetings scheduled no less than once
a month, as is the current practice.
1c) Telling the story through process.
Team Supervisors have been instructed to share all team minutes, flow
charts, and any specific team processes and/or procedures that have
been developed with the other teams.
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1d) Telling the story through integrated performance reports.
WIA, CaIJOBS and JTA Reports.
1e) Collaboration and communication between agency supervisors.
Currently have pre-scheduled weekly, monthly and/or Just in Time
Leadership meetings, apart from regular staff and team meetings.
Plan to continue this practice in order to monitor progress, successes,
and potential areas needing adjustments or improvements.
1f) Center staff recognition
Service Integration Leadership Team facilitated a Kickoff pep-rally
6108. Recommend first year recognition/celebration party at the end of
the 12 month learning lab period for all staff within Local Area, to be
followed by a quarterly or semi-annual recognition/celebration of
specific staff/teams as performance goal numbers become available
and accomplishments are realized.
2) Issue Resolution Strategy:
Strategy will be employed that will allow resolution at the lowest possible
level. Each team is encouraged to engage in issue resolution through
consensus. If consensus cannot be achieved at the current level the issue
will be elevated to the next level. The process for this is detailed in 2b below
and includes timeframes for issue resolution.
2a) Issue communication
Issues can be elevated at regularly scheduled meetings called by the
functional unit, Site Leader or Site Leadership Team, Integrated
Leadership Team, or the Senior Management Team.
An Issue Action Review/Approval Form will be filled out for any issues
elevated to the Service Integration Leadership Team.
2b) Issue resolution process
Each Team(s) is encouraged to engage in issue resolution through
consensus. If consensus cannot be achieved, the issue will be
elevated to the next level, beginning with the Functional Team
Supervisor or Service Integration Leadership Team.
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Any team member may identify an issue that needs to be resolved. All are
Issue encouraged to seek resolution through consensus at the lowest possible
Identified level. If issue can not be resolved, it may be elevated for resolution.
Issue is
Level I Issue is formally discussed by Issue is resolved or elevated within S
written and presented functional team business days
Functional Unit and consensus is
sought.
Level 2 Written issue is
formally presented Issue is
Functional including possible discussed and Issue is resolved or elevated within S
Team strategies that were consensus is business days
Supervisors used to attempt sought.
consensus
Level 3 Written issue is
formally presented Issue is
Service including possible discussed and Issue is resolved or elevated within 5
Integration strategies that were consensus is business days
Leadership used to attempt sought
Team consensus
Final ruling is made by Operator
Level 4 Written issue is Issue is regardless of consensus, within 10
formally presented discussed and business days. If issue is outside of
Senior using an agreed upon consensus is current integration policy, dissenter may
Management format. sought. forward issue to State Integrated Policy
Group for consideration.
Resolution of
Issue
And/Or Final rule is added to local policy and/or procedures. If issue rises to the level of
Referral to State policy, it is elevated to the local board for consideration
Integrated
Policy Group
3) Continuous Improvement
3a) Schedule of System Review
To be conducted weekly, monthly, quarterly and annually
3b) Process Change Implementation
By proactively identifying changes, leaders can use the following
essentials to help implement change in an orderly and timely fashion:
1. Leadership readiness
2. Vision clarity
3. Marketing the changes
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4. Participation of stakeholders
5. Communication planning
6. Educating/Training needs
7. Transition and timing
Change Impact Areas:
1. Organizational Structure/Design
2. Job Roles/Responsibilities
3. Skill/Knowledge Requirements
4. Worker Motivation/Incentives
5. Operating Policies and Procedures
6. Employee impacts
7. Change Resistance
3c) Outcome Change Implementation
Identify and implement strategies that overcome barriers to change.
Address organizational change from a people perspective. Work with
leadership to survey organization for change readiness, employee
concerns, and cultural implications. After data is analyzed
actions/interventions address these. Some interventions might
include:
1. New Skill training
2. Individual coaching
3. New workflows/ processes
4. New organizational structure
5. Process Updates as needed
Santa Ana will consider both qualitative and quantitative measures as indicators to
gauge its service integration efforts. Examples of qualitative and quantitative
measures for job seekers, for employment, employer and business services and
staff capacity building may include the following:
For Job Seekers:
• The number of total enrollments
• Volume of service usage and type of services
• Number of return visits
• Customer feedback on the service received and recommended
changes
• Entered employment, wage level and job retention
• Service duration from initial contact to exit
For Employment, Employer and Business Services:
• Job matching rate
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Usage of OJT, Work Experience, Customized training, hiring events,
job fairs and rapid response activities
Monthly business outreach activities report which include service
requested and services rendered
Staff Capacity Building
• Validation of staff competency in the three service team components
• Awareness and understanding the appropriateness of usage of the
product box
• Demonstrated ability to differentiate past and new practice; what can
be subtracted and what needed to be added
• Utilization of new data system, on-line assessment tool, labor market
information, and various cost and non-cost related training options
Overall System Improvement:
• Market penetration rate for job seekers and employers
• Awareness of the W/O/R/K Center services in the community
• Customized surveys of employer and job seeker users
• Return-on-Investment Analysis
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Memorandum of Operations
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Partner Agency Signatures
City of Santa Ana
WORK Center
Linda Summers, Economic Development Manager
Signed: n
Date: D
State of California
Employment Development Department
Workforce Services
Cindy Roy, Santa Ana Workforce Services, Cluster Manager
Signed
Date-.- 6 -
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