HomeMy WebLinkAbout2026-039 - Grant Funds Between Workforce Development Boards, Community Colleges, & Support for Low-Income Communities RESOLUTION NO. 2026-039
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SANTA ANA APPROVING THE ACCEPTANCE OF GRANT
FUNDS FROM THE STATE OF CALIFORNIA
EMPLOYMENT DEVELOPMENT DEPARTMERNT TO
STRENGTHEN COLLABORATION BETWEEN LOCAL
WORKFORCE DEVELOPMENT BOARDS AND
COMMUNITY COLLEGES, AND SUPPORT TO LOW-
INCOME COMMUNITIES IN SANTA ANA
WHEREAS, the City submitted a proposal to The State of California Employment
Development Department ("Grantor") in support of the Regional Coordination Project
Initiative. The proposal, representing ongoing initiatives at the WORK Center, aims to
develop a regional workforce coordination bringing together local workforce development
boards, adult education providers, community college and healthcare employers into a single
employer-driven healthcare career pathway. The collaboration seeks to create a unified
regional response to healthcare workforce shortages across the City of Santa Ana and the
Orange County region ("Project").
WHEREAS, in June 2026, Grantor announced its intent to award the City $1,000,000
to support the Workforce Development Board's ("WDB") efforts to enhance coordination of
workforce services and resources between key agencies within the City's local workforce
ecosystem ("Grant"). This funding will enable the City's WDB and its collaborating partners
to serve participants through cohort-based healthcare training, work-based learning,
externships and direct connections to healthcare employers.
WHEREAS, the City will enter into a WIOA Subgrant Agreement with the Grantor
("Exhibit A") to accept the Grant funds and to implement the goals and objectives detailed in
the Project, which was submitted to and accepted by the Grantor, Grant Number AA611027
("Grant Agreement").
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF
SANTA ANA AS FOLLOWS:
Section 1. The City Council of the City of Santa Ana hereby:
A. Approves the acceptance of grant funds of up to a maximum amount of One
Million Dollars ($1,000,000) for the Grant Project; and
B. Certifies that the City has or will have available, prior to commencement of
Project work utilizing specified Grant funds, sufficient funds, including those
provided by this Grant, to complete the Project; and
C. Certifies that the City has or will provide sufficient funds to operate and
maintain the Project through the Grant funds; and
Resolution 2026-039
Page 1 of 49
D. Certifies that the City has reviewed, understands, and agrees to the
provisions contained in the Grant Agreement for Grant No. AA611027
("Grant Agreement") attached as Exhibit A; and
E. Delegates the authority to the City Manager, or designee, to conduct all
negotiations, sign and submit all documents, including, but not limited to
applications, agreements (including but not limited to the Grant Agreement,
attached hereto as Exhibit A); amendments and payment requests which
may be necessary for the completion of the Project scope(s), including but
not limited to agreements with contractors, consultants and vendors
detailed in the Grant Agreement, and
F. Agrees to comply with all applicable federal, state and local laws,
ordinances, rules, regulations and guidelines.
Section 2. This Resolution shall take effect immediately upon its adopt)6n by the
City Council, and the City Clerk shall attest to and certify the vote adopting this resolution.
ADOPTED this 4th day of August, 2026.
V �er e A ezcu
May r
APPROVED AS TO FORM:
Sonia R. Carvalho, City Attorney
By: Ct,Gc
And ea N. Garcia
Senior Assistant City Attorney
AYES: Councilmembers Amezcua Bacerra, Hernandez, Penaloza
Phan, Vazquez (6)
NOES: Councilmembers None (0)
ABSTAIN: Councilmembers None 0
ABSENT: Councilmembers Lopez (1)
Resolution 2026-039
Page 2 of 49
CERTIFICATE OF ATTESTATION AND ORIGINALITY
I, JENNIFER L. HALL, City Clerk, do hereby attest to and certify the attached Resolution
No. 2026-039 to be the original resolution adopted by the City Council of the City of Santa
Ana on August 4, 2026.
Date: �-
ennifer all
City Cle
y of S na
Resolution 2026-039
Page 3 of 49
PAGE INTENTIONALLY LEFT BLANK
Resolution 2026-039
Page 4 of 49
EXHIBIT
WIOA SUBGRANT AGREEMENT
SUBGRANT NO: AA611027 -
MODIFICATION NO: 3
City of Santa Ana SUBRECIPIENT CODE: SAN
UNIQUE ENTITY NO:
_ INDIRECT COST RATE: CAP
IPASS-THROUGH ENTITY: SUBRECIPIENT: City of Santa Ana
j State of California 801 W. Civic Center Drive, Suite
Employment Development Dept. 200
Central Office Workforce SANTA ANA, CA 92701
Services Division GOVERNMENTAL
P.O.Box 826880, MIC 69 ENTITY:
.,. , ,....r„..., . MSacramento, CA 94280-0001 _ Yes
This Subgrant Agreement is entered into by and between the State of California, Employment Development
Department, hereinafter the Pass-through Entity, and the City of Santa Ana, hereinafter the Subrecipient.The
Subrecipient agrees to operate a program in accordance with the provisions of this Subgrant and to have an approved
Workforce Innovation and Opportunity Act(WIOA) Local Plan for the above named Pass-through Entity filed with the
Pass-through Entity pursuant to the WIOA.This modification consists of this sheet and those of the following exhibits,
which are attached hereto and by this reference made a part hereof:
Funding Detail Chart
Regional Coordination Project PY 25-26
1335 Project Narrative Exhibit A, 17 pages
1335 Budget Summary Plan Exhibit F, 2 pages
1335 Other Exhibit Exhibit F2, 7 pages
1335 Supplemental Budget Form
1335 Other Exhibit Exhibit G, 3 pages
1335 Partner Roles and Exhibit H, 3 pages
Responsibilities Exhibit J,4 pages
1335 Performance
Goals/Benchmark Plan Exhibit K, 2 pages
1335 Other Exhibit Exhibit L, 2 pages
1335 Other Exhibit Exhibit M, 1 pages
fthe Pass-through Entity agrees to reimburse the INCREASE/DECREASE:: $1,000,000.00
;Subrecipient not to exceed the amount listed TOTAL: $3,743,885.00
'hereinafter'TOTAL' j
Terms of Exhibits are—as-1
From:4/1/2025 To: 3/31/2028 designated on each exhibit'
PURPOSE• The purpose of this modification is to Incorporate WIOA 15% Governor's Discretionary funding for the
(Regional Coordination Project(RCP)PY 2025-26 project into grant code 1335.The term of these funds is June 10,
'.2026,through March 31,2028.
APPROVED FOR PASS-THROUGH ENTITY(EDD) ;APPROVED FOR SUBRECIPIENT(By Signature)
(By Signature) Unilateral modification. Subrecipient Signature not
E required i
€ i l
Name and Title i Name and Title
Maria McNamara
Financial Management Unit Manager
Central Office Workforce Services Division
_.w_.... ry..._.....__._....._.....
__
Page 1 of 4
Resolution 2026-039
Page 5 of 49
hereby fy that
Yge_the ,.10295 of em ter 2 of Part ll within
Division 2 of the Public...._,_._
'I hereb certify that tom knowledge,the budgeted This agreement does not fall within the meaning of Section
'funds are available for the period and purpose of p
;expenditures as stated herein Contract Code of the State of California and pursuant to 58 j -
Digitally signed by Michael OPS Cal.Atty.Gen 586, is exempt from review or approval of
Chen
n the Dept.of General Services and the Dept. of Finance
Michael Che •
,. Rate;202b.Ob,2515:58:09
-O700'
Signature of EDID Accounting Officer
Budget Hem,7100 Fund:0909 Budgetary Xtechmanl:Yes
Chapter..004 Slatute:2026 FY:2512t1
Page 2 of 4
Resolution 2026-039
Page 6 of 49
SUBGRANT AGREEMENT SUSGRANT NO:AA611027
FUNDING DETAIL,SHEET MODIFICATION NO:3
City of Santa Ana I.Allocation
__,.r.......•...< Funding Source ..,__..ti....-.._...:_, .�. Prior Amount #._.....[ncreas....,... ..•....,_ .. .._. _..._-..__ ...r,.._. �...,.w __...,.,.wr,..�_ ....,
9 e I]ecrease Adjusted
_ .�..,._ _ ._. ,.w-.-- ...,:.,. ....,,...- �._.,.•.. .... .__...... ..w_,...... �__.. _,r_.:M __...:_.._.._ .... .... Allocation I
� iA1WI0A R.-Governor's ._,� .
DEscretianal.,,_ w . ".,.. _ __,.... ...,.:.:: ..-.`t..............._r_.__. ..._.....i !
�80416 1335 Regional Coordination $D.00- $11000,000.001 O.00 mY $1,Op0,000A0
Project PY 25-26
l0611012026 to 03/31/2028 Prog/Element
161/40 Ref 001 Fed Catlq 17.258 3 _
Total WIA/WIOA 15%-Governors# $O.na; $1,000,000.003 $0.00 �
Discretionary
1WIAtWIOA 25%-Dislocated Worker _...,_ . ......,..._..,.,___.._ _.._r.MW-.,:......:_,..._ _. .0.. .._ -..M_... _,. .
Rapid Res onse
86216 292 Rapid Response Layoff $26,546.OD T$0.0 $0.00 $26,546.Da
Aversion I 9
107/01/2025 to 06/30/2027 Prog/Element f
1 61/70 Ref 001 Fed Catlq 17278
.--6�version' 93 Wap Id Resp Y $ 820.0 $0.00
onse La off .�..,...,-. 97',
$ AO $97,820.DD
i
.110/01/2025 to 06/30/2027 Prog/Element
61/70 Ref 001 Fed Catl 17.278 -._. _..w__.._a__ ...._..�,m....-.. .
_.� .� . . _ .. _ . .. _ .._..........
- _d. . .__.. .
86216 540 Rapid Response by Formula $70,23D.0t] $O.Oa" $0.00+ $70,230.00,
!07/01/2D25 to 06/30/2027 Prog/Element
8426 541 Ra id Res onse y 8 $ 793.00 $OA(r $ c..,._..--t _. ',' .M,__.....,
' p p b Formula 258 � OA(Y, $258,793.017
61/70 Ref 001 Fed_Catl 17-..... ._�_.. � •.__......_ _M...:...w.u.:._,...,._M.,.,.......,....., , .•_,.
�O/0112025 to 06/3012027 Prog/Element} -`.
T E 61l70 Ref 001 Fed Catl 17.278_
Total WIA/WIOA 25/°-I]islacated 453 389At? $0 OD�
Worker Ra___,-......�-._.._.._.,. .........�..w....._.__.... a........w...................•-„_
$ $OAQ $453,389.D
�-_ pld_Res,onse .,_...._ _.-.. -..,LL.._. ..P..,I
, 1fIA1WI0A Formula _ __,.__.,..__._....,..,... .,. •.,, '
1 Adult Formula 7. ._...___.$�54,076.Oa 0.00 __.-_.. _ ......_....__ _.$0 0
166166 20 RD N.
$154,476.00
07/01/2025 to 06/30/2027 ProglElement I !
61190 Ref 101 Fed Catlq 17.258
88286 202 Adult Formula Rd 2 i 637,623.Oa $0.04 637,623.0f)�
110/01/2025 to 06/30/2027 Prog/Element,'
61190 Ref LOLFed Cates 17.258
86106 301 Youth Formula Rd 1 $817,644.00 $0.0 . - � d $0.00 $617,644.00!
04/01/2025 to 06/30/2027 ProglElement
61190 Ref 101 Fed Cath 17.259.�._.,.y,..w..... _ .,... .... __...W ._. ..•NK _.._._..,. .._...._._,...w......._.
'86206'501 Dislocated Worker Rd 1 $145,392Aa2
107/01/2025 to 06/30/2027 ProglElement $OAOi $E3 OOr $145,392 00!
I ,
90 Ref 101 Fed Cat[ 17.278 _
88216 502 Dislocated Worker Rd 2 ; $535,761.66 $0.60 $0 00 $535,761.00
110/0112025 to 06/30/2027 Prog/Element':• '
61/90 Ref 101 Fed Catia 17.278
Total WIA/WIOA Formula: $2,290,48G.00 $0.00? $0.00
Grand Total:`: $2,743,885.00 $1,000,000.60, $a.0a. $3,743,8i,5.OD
All references are to the Workforce Innovation and Opportunity Act of 2014, Title I, unless Page 3 of 4
otherwise noted. For modifications purposes only. All other terms and conditions of thin exhibit
Resolution 2026-039
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NARRATIVE
SUBGRANT NO:AA611027
MODIFICATION NO:3
SUBRECIPIENT:City of Santa Ana
FAIN NO:25A55AT000150
FEDERAL AWARD DATE:
FUNDING SOURCE: Regional Coordination Project PY 25-26-1335
TERM OF THESE FUNDS: 06/1012026-03/31/2028
;Use of Funds added by this modification is limited to"this period"and :
;additionally limited by the recapture provisions applicable to this ;
funding source.The state may at its discretion recapture funds
obligated under this exhibit,if expenditure plans are not being met.
............................. ----
PROGRAM NARRATIVE
The purpose of this modification is to incorporate$1,000,000.00
of WIOA 15%Govemor's Discretionary funding for the Regional
Coordination Project(RCP)PY 2025-26 project into grant code
1335.The term of these funds is June 10, 2026,through March
31,2028.
.............---.......... ---
:This exhibit adds to and does not replace.the terms and conditions of any other exhibit Included in.this
:agreement which terms and conditions remain In full force and effect.
...............................................................................................
V10A (2015)
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Resolution 2026-039
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Regional Coordination Project
Program Year 2025-26
EDD Project Narrative
The Regional Coordination Project Program Year 2025-26(RCP PY 25-26)focuses on
addressingthe challenges faced bythe special populations listed below.The applicant
should demonstrate in the Project Narrative howthe applicant's approach to the focus will
lead to the success of the target population(s).
Organization Name: City of Santa Ana
Project Name:Orange Region Healthcare Initiative
Select the populations)you will serve below
Refer to the Solicitation for Proposals for population definitions and eligibility information.
Check all thatapply.
®Adult ❑Youth Cl Other(Describe)
Section t:Statement of Need
1. 1.Target Region
The proposed project will serve the Orange County Regional Planning Unit (RPU) in
Southern California, which includes the Anaheim Workforce Development Board (AWDB),
the.Orange County Workforce Development Board-(OCWDB),and the Santa Ana Workforce
Development Board (SAWDB). Together, these workforce development boards'coordinate
workforce services across Orange County and operate a network of America's Job Centers
of California (AJCCs) that provide employment services, career counseling, training
opportunities,and supportive services to job seekers and employers throughout the region.
Orange County is home to more than 3 million residents and one of the largest
regional economies in California. Healthcare and social assistance are among the region's
largest and fastest-growing industries, employing more than 248,000 workers and serving
as a critical economic driver. Population growth, increased healthcare utilization, and the
needs of an aging population continue to generate sustained demand for healthcare
workers across hospitals,clinics,and community-based providers.
The target population for this project includes unemployed and underemployed
adults, low-income individuals, English language learners, and job seekers seeking entry
into healthcare careers through the public workforce system. Many individuals served
through the AJCC networkface barriers such as limited access to postsecondary education,
financial constraints., language barriers, and lack of awareness of career opportunities
within the healthcare sector. As a result, many residents are unable to access the training
and credentials required to enter healthcare occupations that offer stable wages and career
advancement opportunities.
Despite this demand, significant gaps exist between employer workforce needs and
the supply of trained workers. Entry-level healthcare occupations — particularly Medical
Assistants (MAs) and Licensed Vocational Nurses (LVNs) — represent high-demand
RCP PY 25-26 SFP
Exhibit A-Project Narrative Page 1 of 17 February 2026
Resolution 2026-039
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gateway roles that require industry-recognized credentials and clinical training that many -
job seekers cannot easily access. Over the past 12 months, employers have posted more
than 2,500 job openings for Medical Assistants and 916 openings for Licensed Vocational
Nurses in Orange County alone. Meanwhile, approximately 69,672 regional healthcare
workers are approaching retirement age, accelerating replacement demand, and creating
an urgent need to expand the pipeline of trained healthcare professionals(EDD LMID,2024).
These unmet needs were identified through HealthWorks OC, a sector-driven
workforce planning initiative developed through the California lobs First regional planning
process. HealthWorks OC convenes healthcare employers, workforce boards, education
providers, and regional stakeholders to identify workforce challenges and align strategies
across the healthcare sector.A healthcare employer survey conducted in partnership with
the Hospital Association of Southern California (HASC) confirmed critical hiring shortages
for entry-level and allied health roles, with employers explicitly identifying Medical
Assistants and LVNs as top investment priorities. These findings are further supported by
the California Jobs First Orange County Regional Plan, which identifies healthcare and life
sciences as priority sectors for regional workforce investment and highlights the need to
expand employer-aligned training pathways for residents facing barriers to employment.
1.2.Target Group Description
The target population for this project includes unemployed and underemployed
adults, low-income residents, and individuals seeking entry into healthcare careers
through the public workforce system across the Orange County region. These individuals
are .commonly served through the AJGCs operated by the ORPU. Many participants are
seeking stable.employment.opportunities in-high-demand sectors such as healthcare but
face barriers that limit their ability to access training acid employment pathways.
A significant portion of the region's workforce population lacks•the postsecondary
education or industry-recognized credentials typically required for entry into healthcare
occupations.According to the U.S. Census Bureau's American Community Survey, nearly
30%of adults aged 25 and older in Orange County have a high school education or less,
and an additional 18% have some college experience but no completed credential.This
limits access to many healthcare occupations that require specialized training or
certification, and as a result, many individuals interested in entering the healthcare sector
require additional education, training, and career navigation support to successfully
transition into healthcare employment.
Participants served through the AJCC system often face multiple barriers to
employment, training, and workforce services. Common barriers include financial
constraints that limit the ability to enroll in training programs, tack of transportation to
training sites or clinical placements, and childcare responsibilities. Additional barriers
include limited familiarity with healthcare career pathways, lack of professional networks
within the healthcare industry, limited access to clinical training opportunities, limited
digital literacy, and gaps in academic preparation required for healthcare-related i
coursework. These barriers can prevent otherwise qualified individuals from accessing
training programs that lead to stable employment in healthcare occupations.
Beyond access barriers,significant skills gaps exist between job seeker capabilities
and employer requirements.Entry-level healthcare occupations such as Medical Assistants
RCP PY 25-26 SFP
i
Exhibit A-Project Narrative Page 2 of 17 February 2026
Resolution 2026-039
Page 10 of 49
and LVNs require industry-recognized credentials,hands-on clinical training,and familiarity
with healthcare procedures and compliance standards. Many job seekers lack access to
structured programs that combine classroom instruction with work-based learning
opportunities, and as a result, employers report difficulty finding candidates who possess
both the required credentials and the practical skills needed to succeed in healthcare
settings. Qualitative feedback from HealthWorks OC employer engagement sessions
further highlighted that many new hires lack exposure to clinical workflows, patient
interaction protocols, and healthcare workplace expectations—underscoring the need for
workforce preparation that extends beyond credential attainment alone.
Healthcare employers in the region also report significant retention challenges
Linked to burnout and the absence of clear advancement opportunities,The HASC employer
survey found that regional healthcare systems face ongoing difficulty recruiting and
retaining entry-level and allied healthcare workers and explicitly identified building stronger
pipelines for Medical Assistants and LVNs as a top investment priority. Employers
emphasized that structured,stackable career pathways--enablingworkers to enter as MAs
and progressively advance into higher-wage LVN roles — are essential both to filling
immediate vacancies and to retaining a stable workforce over time.
Despite the presence of workforce development services and healthcare training
programs within the region, existing systems remain fragmented and difficult for job
seekers to navigate.Workforce programs, education providers,and healthcare employers
frequently operate independently, resulting in limited coordination between training
opportunities, workforce services, and employer hiring needs. This lack of alignment
contributes to both workforce shortages for employers and missed economic mobility
opportunities forjob seekers.
The proposed project will address these gaps by strengthening regional
coordination among workforce development partners, healthcare employers, and
training providers through the HealthWorks OC sector initiative. By aligning workforce
services with healthcare training programs and employer workforce needs,the project will
expand access to healthcare career pathways for individuals facing barriers to employment,
support improved career navigation, and strengthen alignment between workforce
programs and healthcare training opportunities — ultimately improving employment and
retention outcomes for individuals entering healthcare careers.
1.3.Targeted Sector
Participants in this project will be trained and placed within Orange County's
healthcare sector.Healthcare is a critical component of the regional economy,and a priority
sector identified in both the California Jobs First Regional Plan and the ORPU's Regional
Plan.The project focuses specifically on entry-level and midlevel gateway roles—Medical
Assistants(MAs)as the primary entry point and Licensed Vocational Nurses(LVNs)as the
defined advancement pathway.
Medical Assistants and LVNs qualify as good-quality jobs due to their stability,
competitive employer-sponsored benefits, and structured opportunities for career
advancement, A worker can earn a short-term Medical Assistant certificate for rapid entry
into the field and subsequently utilize earn-and-Learn models and stackable credentials to
advance into higher-wage LVN or Registered Nurse(RN)roles.This built-in mobility ensures
RCP PY 25-26 SFP
ExhibitA-Project Narrative Page 3 of 17 February 2026
Resolution 2026-039
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participants have a defined ladder for continuous professional and financial growth rather than a ceiling at the entry level.
Strong demand for workers in these roles was determined through a combination of
regional labor market analysis and direct employer validation. Over the past 12 months,
regional tabor market data recorded 2,500 unique job postings for MAs and 916 for LVNs
in Orange County.This demand was directlyvatidated through a survey of regional hospital
networks conducted in partnership with the Hospital Association of Southern California
(HASC),in which employers confirmed critical hi ring shortages driven bya limited candidate
pool and explicitly identified building the pipeline for MA and LVN roles as a top investment
priority.
Current and projected employment opportunities demonstrate robust, sustained
growth across the service region. Orange County supports more than 12,000 existing MA
positions and more than 7,600 LVN positions,with employer demand generating hundreds
of new hires monthly. Labor market projections indicate continued sector expansion driven
by increased healthcare utilization and significant replacement demand,as approximately
69,672 regional healthcare workers are approaching retirement age—creating an urgent
need to expand the pipeline of trained healthcare professionals (EDD LMID,2024).
An assessment of the target population reveals a significant gap between current
educational attainment and the specific clinical competencies required by healthcare
employers. Regional data indicate that approximately 49% of adults aged 25 and older
Lack a college degree, and 61%of job seekers actively exploring healthcare training are
currently unemployed (HealthWorks OC Job Seeker Survey, 2024). Employers require
specific,definable competencies—including Electronic Medical Records(EMR)navigation,
Basic Life Support(BLS)certification,vital signs monitoring, and medication administration
that the target population has not had a structured opportunity to acquire. The project's
accelerated,cohort-based training model directly addresses this gap by delivering targeted
clinical instruction accessible to adults without requiring a bachelor's degree.Coupled with
comprehensive wrap-around supports — including transportation assistance, childcare
support, and trauma-informed case management — the model actively removes the
systemic barriers that prevent disinvested populations from acquiring the skills employers
demand.
Wage data confirms a clear pathway to living-wage employment. According to the
MIT Living Wage Calculator, a single adult in Orange County requires $75,982 annually
($36.53/hour) to meet basic needs. The median annual salary for a Medical Assistant is
$46,758, an accessible, rapid-entry starting point, while advancement into an LVN role
increases median compensation to$80,290, exceeding the regional living wage standard.
The project's stackable credential model is explicitly designed to move participants from
initial MA employment toward LVN-level wages, ensuring that entry-level placement is a
step toward economic mobility, not a permanent ceiling.
I
RCP PY 25-26 SFP
Exhibit A-Project Narrative Page 4 of 17 February 2026
i
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Section 2: Regional, Equity, and Access Strategies
2.1. Regional Project Plan
A comprehensive Logic Model(Exhibit H)guides project implementation and clearly outlines
the inputs,activities,outputs, and expected outcomes necessary to strengthen healthcare
career pathways in Orange County. The logic model reflects the coordinated work of the
regional workforce partnership and provides a structured framework for outreach,
recruitment,training, and employment strategies.Through this coordinated approach, the
project will recruit approximately 75-80 individuals—accounting for screening, eligibility
determination, and pre-enrollment attrition — to ensure enrollment of at least 50
participants into healthcare career pathway training.
The project will implement culturally relevant outreach and recruitment
strategies designed to effectively engage the identified target population, including low-
income residents and unemployed or underemployed adults seeking healthcare careers.
HealthWorks OC job seeker survey data indicates that 59% of individuals interested in
healthcare careers are still in the "Explorer" stage and have not yet enrolled in training.
Among this group, 61%are currently unemployed,and many report significant barriers to
entry.Specifically, 52%cite the cost of training as their primary barrier, while 30% report
a lack of clear information about available career pathways. Outreach strategies are
directly designed to address these, specific barriers by providing accessible information
about career opportunities,available training programs, and financial support resources.
Workforce partners will leverage the established A1CC network to connect
individuals to career counseling,training opportunities,and supportive services.AJCC staff
reflect the linguistic and cultural diversity of the communities they serve and will
provide personalized, culturally responsive career guidance to help participants navigate
the steps needed to enter healthcare occupations.Additional outreach will occur through
partnerships with community-based organizations that maintain trusted relationships
within local communities and regularly engage individuals who may not access traditional
workforce services. Outreach activities will include healthcare career pathway workshops,
informational sessions, partner referrals, and direct engagement with individuals receiving
services through city, county, and community programs. Recruitment efforts will be
coordinated among all three participating workforce boards to ensure balanced regional
coverage and maximize access throughout the county.
These outreach methods build upon strategies that workforce partners have
successfully implemented in priorworkforce development initiatives.Previous regional
efforts have demonstrated that career awareness activities combined with career
navigation and supportive services significantly increase participation among individuals
facing barriers to training and employment. Lessons learned from these initiatives confirm
that providing clear information about career pathways, financial assistance, and
employment outcomes is critical to helping individuals make informed decisions about
entering training programs---particularly among populations with limited prior exposure to
post-secondary education or workforce services.
RCP PY 25-26 SFP
Exhibit A-Project Narrative Page 5 of 17 February 2026
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The outreach and recruitment approach is designed to reach a significant portion of
the target population in a replicabLe,effective, and timely manner by leveraging existing
workforce and community networks.Workforce centers, community-based organizations,
adult education providers, and community college partners collectively serve thousands of
job seekers and adult learners each year.Outreach will occur through coordinated referrals,
partner communications, career pathway workshops, digital outreach, and direct
engagement with workforce center clients. Because these strategies rely on established
regional partnerships and service delivery systems, they can be implemented quickly and
replicated across multiple communities — ensuring that a large number of,eligible
individuals can be reached efficiently and connected to healthcare career pathway
opportunities throughout the region.
2.2.Planned Service Approach
The.project will implement an industry-aligned healthcare career pathway designed
to accelerate access to employment while creating opportunities for long-term career
advancement. Participants will enroll in a 16-week cohort-based Medical Assistant
training program that combines classroom instruction with a'structured externship with a
healthcare employer — providing real-world clinical experience and direct professional
connections to potential employers. This training pathway serves as the first step in a
defined Medical Assistant to Licensed Vocational Nurse(LVN)career pathway,allowing
participants to enter the workforce quickly while continuing to build skills and credentials
overtime through community college partnership.
The cohort-based model reflects evidence-based best practice in adult workforce
education. Research consistently demonstrates that cohort structures improve completion
rates among low-income adult learners by providing peer support,structured timelines,and
shared accountability. The project builds on this model by integrating it with employer-
driven curriculum,work-based learning, and intensive wrap-around services—creating an
innovative regional approach that combines the accessibility of adult education with the
rigor of employer-validated training.
The project also addresses a key barrier identified through regional stakeholder
engagement: 30% of job seekers interested in healthcare report a lack of clear
information about career pathways and entry requirements (HealthWorks OC, 2024). To
close this gap, the partnership will implement a Healthcare Career Pathways Expo
introducing participants to occupations within the sector, required credentials, training
pathways, and advancement opportunities, as well as a healthcare-focused job and
career fair connecting participants with employers actively hiring in the region. These
events strengthen connections among training providers, workforce partners, and
employers while reinforcing how entry-level positions serve as launchpads for long-term
healthcare careers.
The accelerated 16-week cohort format directly addresses the barriers most
reported by the target population. Because the program can be completed in four months,
participants from low-income householdswho cannot afford extended time outof the labor
market are able to obtain credentials and enter employment quickly while pursuing
additional credentials over time. Participants will be co-enrolled in WIOA Title I Adult
services and, where eligible, in CaIFRESH Employment and Training and other
RCP PY 25-26 SFP
Exhibit A-Project Narrative Page 6 of 17 February 2026
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complementary programs to maximize available resources.Workforce partners will provide
career navigation assistance and supportive services — including transportation
assistance, childcare support, and financial assistance -- to address barriers that may
affect training completion.
Participants will also receive workforce preparation services that strengthen job
readiness and long-term workplace success, including resume development, interview
preparation, professional communication skills, and guidance on healthcare workplace
expectations. Career navigation support will help participants understand how MA
employment serves as a steppingstone toward higher-wage occupations, and participants
will receive guidance on additional certifications and educational opportunities—including
the LVN pathway through community college---that support ongoing advancement along
the healthcare career ladder.
The project will strengthen collaboration among workforce boards, education
providers, and healthcare employers through continued HealthWorks OC sector
engagement. Healthcare employers will inform program design, validate training
curriculum, identify emerging skill needs, and support job placement.Workforce partners
will provide follow-up services for up to 12 months after employment placement,
including career coaching, referrals to additional training opportunities, and guidance on
advancing along the healthcare career pathway.This ongoing engagement ensures training
programs remain aligned with industry demand while supporting participant retention and
long-term career progression.
The project is designed to produce a replicable regional modetthat can be expanded
to additional healthcare occupations and adapted by other workforce regions. The
partnership structure — connecting workforce boards, adult education providers,
community colleges,and employer networks through formalized M011s—creates a flexible
framework sustainable beyond the grant period.NOCE and HSASwill incorporate the cohort
training model into ongoing programming, HASC will continue facilitating employer
convenings, and the three workforce boards will sustain healthcare sector engagement
through their ongoing WIOA-funded business services activities. Lessons learned and best
practices will be documented and shared through the states technical assistance and
evaluation process.
2.3.Job Readiness and Transitional Employment Training
The project will prepare participants for employment in high-demand healthcare
occupations through a combination of industry-recognized training,job readiness services,
and work-based learning experiences designed to ensure participants developthe technical
competencies, professional skills, and real-world experience required to enter the
healthcare workforce and advance along a defined career pathway.
Occupational training is directly aligned with industry-recognized healthcare
standards and employer expectations. The Medical Assistant training program prepares
participants for roles supporting physicians, nurses, and healthcare teams in both clinical
and administrative functions. Curriculum reflects competencies required for American
Medical, Certification Association (AMCA) credentialing and incorporates both clinical
skill .development — including vital signs monitoring, venipuncture, and medication
administration — and administrative competencies such as Electronic Medical Records
RCP PY 25-26 SFP
Exhibit A-Project Narrative Page 7 of 17 February 2026
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I
(EMR) navigation and medical coding. Employers engaged through the HealthWorks OC
sector partnership provide ongoing input on workplace expectations, emerging skill needs,
and evolving healthcare technologies, ensuring the program remains responsive to real-
time employer demand.
The project is structured to connect participants to employment within a defined
career pathway that offers mobility and clear progression toward living wages.
Participants will receive career navigation support to pursue progression from MA
employment toward LVN roles and beyond,building skills and credentials that support Long-
term career mobility and increased earning potential consistent with the regionallivingwage
standard.
Work-based learning is a central component of the training strategy. Participants will
complete a structured externship with a healthcare employer as a required component of
the MAtraining program.These externships allow participants to apply newly acquired skills
in real clinical settings, build professional networks, and demonstrate their abilities to
potential employers. Externships also provide healthcare employers the opportunity to
evaluate participants' readiness for employment, strengthening the direct connection
between training and hiring and improving the Likelihood of unsubsidized employment
placement following program completion.
As the partnership deepens employer engagement, additional work-based learning
opportunities will be developed. During a recent HealthWorks OC industry sector meeting,
employers expressed interest in exploring apprenticeship models for healthcare
occupations. Building on this momentum, the partnership will work with healthcare
employers, education providers, and workforce partners during the grant period to assess
the feasibility of developing registered apprenticeship opportunities — identifying
appropriate occupations,training structures,and employer participation needed to support
a sustainable model that expands hands-on learning pathways.
The training strategy is designed to balance participants'and employer needs.For
participants,the accelerated 16-week program provides a rapid pathway to employment in
a stable, growing industry with supportive services that help individuals complete training
successfully. For employers,the program creates a reliabLe pipeline of candidates with the
technical competencies and professional skiLLs required to succeed in healthcare settings.
Job readiness training complements technical instruction by developing professional
communication, workplace professionalism, patient interaction skills, and familiarity with
healthcare workplace culture — competencies consistently identified by regional
employers as critical for entry-level workers.
Through ongoing collaboration among workforce boards, education providers, and
healthcare employers, the project will build the regional infrastructure necessary to
support future WBL, certified training,and job readiness programs.These partnerships
establish the foundation for expanded healthcare workforce initiatives — including
additional credential programs, enhanced employer engagement, and new work-based
learning models—contributing to the long-term capacity of the regional workforce system
to meet growing healthcare workforce demand.
RCP PY 25.26 5FP
Exhibit -Project Narrative Page 8 of 17 February 2026
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2.4. Supportive Services and Wrap-Around Support
The project will implement a comprehensive supportive services strategy designed
to remove barriers to training and employment while ensuring participants receive the
individualized support necessary to successfully complete training and transition into
healthcare careers. Workforce partners will utilize a combination of intensive case
management, strategic co-enrollment, and coordinated supportive services to ensure
participants can fully engage in training and employment preparation activities.
Participants in the target population often face barriers that limit their ability to
participate in training programs, including financial constraints,transportation challenges,
and childcare responsibilities. To address these barriers, workforce partners will provide
individualized assessments, career counseling, and case management services
designed to identify participant needs early and connect them with appropriate resources.
Staff across participating workforce organizations are experienced in serving diverse
populations and will continue to receive training in culturally responsive service delivery
and trauma-informed approaches, ensuring they are prepared to support individuals who
may have experienced economic hardship or employment instability. Service delivery
policies will support barrier removal by enabling participants to access supportive services
quickly and efficiently, allowing workforce staff to respond to participant needs in a timely
manner.
Strong collaboration among workforce partners, education providers, and
community organizations will enable participants to access a full range of services through
strategic co-enrollment. Participants may be co-enrolled in WIOA Title l Adult programs,
adult education programs, CaIFRESH Employment and Training, and other supportive
service initiatives — accessing a broader set of resources while avoiding duplication of
services. Community-based organizations and education partners will work closely with
workforce staff to ensure participants receive consistent guidance, referrals, and follow-up
services throughout the training and employment process.
The project will implement a trauma-informed case management approach
tailored to the cultural, personal, educational, and professional needs of each participant.
Case managers will maintain regular contact throughout the training program, monitoring
progress, addressing challenges, and connecting participants to additional resources as
needed.This ongoing, individualized engagement builds trust, supports full engagement in
education and credential attainment, and increases the likelihood of job placement and
retention in higher-wage healthcare roles.
To ensure participants can focus fully on learning,the project-will provide access to
a range of wrap-around supportive services addressing common participation barriers,
including transportation assistance, childcare support, work-related supplies, and digital
access resources. Participants will also receive career,navigation services -- including
resume development, interview preparation,job search strategies,and direct connections
to healthcare employers—to support successful transition into employment.
Participants will additionally receive pay-for-support services to facilitate the transition
from training to unsubsidized employment.These may include assistance with certification
and licensing fees, work uniforms, and transportation support for job interviews or initial
employment. Following job placement, workforce partners will continue providing follow-
HCP PY26-26 SFP
Exhibit A-Project Narrative Page 9 of 17 February 2026
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up services including career coaching, referrals to additional training opportunities, and `
guidance on advancing along the MA-to-L.VN career pathway—ensuring participants have
the ongoing support necessaryto progress toward higher-wage healthcare careers.
Section 3: Performance Goats
3.1. Performance Goals Matrix
Program outcomes for participants are outlined in the completed Performance Goals
Matrix (SFP Exhibit K), which reflects realistic projections based on regional labor market
demand, the capacity of education and workforce partners, and the structure of the
proposed cohort-based training model.
To generate a strong pipeline of participants,the project will recruit approximately 75
to 80 adult learners interested in healthcare careers. From this pool, 50 participants will
be formally enrolled in occupational training across three healthcare cohorts. All three
participating workforce boards will coordinate recruitment efforts across the region to
ensure.balanced coverage and access.
The project anticipates the following performance outcomes,which reflect the advantages
of the cohort-based model and exceed the state's negotiated WIOA performance
benchmarks:
• Enrolled in Certified Training/WBL: 50 participants (100%)—all participants enter
cohort-based MAtraining
• Scheduled for Credential Completion: 45 participants (90%) — cohort structure
and intensive case management support high retention
• Credential attainment: 39 participants (78%)—exceeds the state negotiated goal
of 65%
• Employment Rate Q2 After Exit: 38 participants (76%) — exceeds the state
negotiated goal of 67.5%
• Employment Rate Q4 After Exit: 37 participants (74%) — exceeds the state
negotiated goal of 65.5%
• Employer Engagement:Active collaboration with 10 to 15 healthcare employers to
support externships, hiring,and industry alignment
Participants will be prepared for employment as Medical Assistants, with a defined
advancement pathway toward Licensed Vocational Nurse(LVN)roles through community
college partnership. These performance goals are informed by regional labor market data
demonstrating strong and sustained demand: over the past year, employers posted
approximately 2,500 job openings for Medical Assistants and over 900 openings for LVNs
in Orange County,confirming robust absorption capacity for program graduates.
Baseline conditions demonstrate a clear gap between regional healthcare workforce
needs and the current pipeline capacity. Approximately 61% of job seekers interested in
healthcare careers are currently unemployed, and 80%report never having attempted
healthcare training due to financial barriers,lack of career navigation,or uncertainty about
how to access training opportunities (HealthWorks OC, 2024). Simultaneously, regional
healthcare systems face capacity constraints driven by workforce shortages and an aging
employee base, with approximately 69,672 healthcare workers approaching retirement
RCP PY 25-26 5FP
Exhibit A-Project Narrative Page 10 of 17 February 2026
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age(EDD LMID,2024).These conditions create both an urgent need and a strong absorption
market for the trained workers this project will produce.
The proposed cohort-based training model directly addresses these baseline
conditions by aligning training with employer demand and delivering it through cohort
training contracts established between workforce boards and education partners----
consistent with WIOA Title I allowable training activities. This structure supports rapid
deployment of training opportunities while maintaining strong employer alignment and
achieving higher completion rates through structured instruction, peer support, and
intensive case management.
Performance outcomes will be measured using established WIOA performance
indicators, including training enrollment,credential attainment,employment in the second
and fourth quarters after exit, and median earnings. Participant progress and outcomes will
be tracked in CaIJOBS for accurate,timely reporting.
The project is designed to support participants in obtaining employment within
healthcare career pathways that provide long-term wage progression.While entry-level MA
positions provide an accessible starting point, advancement to i-VN roles, with median
annual earnings exceeding$80,290, allows participants to reach and exceed the regional
MIT Living Wage standard of$75,982 annually.All proposed performance goals exceed the
state's negotiated WIOA performance benchmarks for adults.
3.2. Performance Goat Effectiveness
Participants who comptete the program will be prepared for employment as Medical
Assistants within hospitals, clinics, and outpatient healthcare settings, roles that offer
stable employment, employer-sponsored benefits, and a defined pathway toward higher-
wage LVN positions and family sustaining wages. These outcomes directly address the
employment and job-quality gaps identified in Section 1 by connecting residents from
underserved communities to healthcare careers that offer both immediate income and
long-term economic mobility.
Project goals and participant outcomes will be measured through both quantitative
and qualitative methods. Quantitative outcomes — including enrollment, credential
attainment, employment placement, ERQ2, ERQ4, and median earnings—will be tracked
through CaIJOBS, consistent with WIOA performance indicators. Qualitative methods will
complement these metrics through employer feedback collected during externships and
hiring activities, participant feedback, case management observations, and partner
collaboration meetings.Together,these methods will allow workforce partners to monitor
progress, identify barriers,and support continuous program improvement.
As established in Section 3.1, baseline conditions demonstrate a significant gap
between the healthcare workforce needs of regional employers and the pipeline capacityof
the current system. This project's cohort-based, employer-aligned training model directly
addresses thatgap by connecting unemployed and underemployed residents to accessible,
structured pathways into healthcare employment.
The outcomes of this project will drive sustained, meaningful partnerships and long-term
systemic change. Healthcare employers wilt deepen their engagement with the regional
workforce system through ongoing externship coordination, curriculum input, and hiring
partnerships -- creating a sustainable employer-connected pipeline that extends beyond
RCP PY 25-26 SFP
Exhibit -Project Narrative Pagel 1 of 17 February 2026
i
i
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i
the grant period. NOCE and HBAS will incorporate the cohort training model into ongoing
programming, and the three workforce boards will sustain engagementwith the healthcare
sector through HealthWorks OC and their WIOA-funded business services activities.
Lessons learned will be documented and shared through the state's technical assistance
and evaluation process, providing a reputable model for other regions and sectors.
Section 4: Partnerships and Governance
4.1. Partnerships and Responsibilities
The project is built on a regional partnership that brings together workforce
development boards, adult education providers, and healthcare industry partners to
address workforce shortages in the healthcare sector. Formal partnerships have been
established with all required partners and are documented in Exhibit J: Partner Roles and
Responsibilities,supported by Partnership Agreement Letters and Commitment Letters that
outline each partner's contributions,leveraged resources,and responsibilities.
The SAWDB serves as the lead agency, providing overall program oversight, grant
administration, compliance monitoring, and coordination across the regional partnership.
SAWDB will ensure alignment with workforce system policies, grant requirements, and
regional workforce strategies while maintaining accountability for program performance
and reporting.
The OCWDB and the AWDB will partner with SAWDB to coordinate participant
recruitment,eligibility determination,career counseling,case management,and supportive
services across the region.Allthree boards will conduct outreach.through the AJCC network
to -identify eligible participants from the target population and will support job placement
activities to assist participants in transitioning from training into unsubsidized healthcare
employment.
NOCE and HBAS will serve as the required education partners, delivering cohort- i
based Medical Assistant training programs aligned with employer needs. Their
responsibilities include classroom instruction, clinical preparation, coordination of
externship opportunities with healthcare employers, academic support, and career
guidance to help participants successfully complete training and transition into
employment.
The HASC will serve as the required industry partner, providing insight into
healthcare workforce needs and facilitating connections with regional healthcare
employers. Through its network of hospitals and healthcare providers, HASC will support
employer engagement activities,provide feedback on workforcetraining priorities,and help
identify externship and employment placement opportunities for program participants.This
industry engagement ensures training programs remain aligned with real-time Labor market
needs and employer skill requirements.
This project represents the foundational phase of a broader regional healthcare
workforce strategy. Through the HealthWorks OC sector initiative, the partnership will
actively expand employer engagement, deepen relationships with additional training
providers,and explore opportunitiesto broaden the career ladder into additional healthcare
occupations beyond the MA entry point. The goal is to build a sustainable, employer-
connected regional infrastructure that extends well beyond the grant period, growing from
RCP PY 25-26 SFP
Exhibit A-Project Narrative Page 12 of 17 February 2026
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an MA training model into a comprehensive healthcare career pathway system that serves -
the region's long-term workforce needs.
Recognizing that workforce initiatives operate in an evolving environment, the
partnership has established a contingency plan to ensure continuity of services. If any
partner is unable to fulfill their role during the performance period,the remaining workforce
boards and education partners will coordinate to maintain program operations. The region
has multiple adult education and healthcare training providers capable of delivering similar
programs, and workforce partners maintain relationships with additional institutions that
could be engaged if necessary, ensuring the project can continue to meet its goals even if
partnerships need to be adjusted.
4.2. Required Partner Outreach and Inclusion
NOCE and HBAS were identified as education partners through existing workforce
partnerships and their demonstrated ability to deliver industry-recognized healthcare
training programs aligned with employer demand. Both institutions actively participate in
program design discussions, employer engagement sessions, and pathway development
activities to ensure training aligns with current workforce needs.Their roles include refining
curriculum,determining cohort training structures, identifying credentialing pathways, and
supporting externships and clinical placements.These partners bring extensive experience
serving diverse adult learners,includingcareer changers and individuals facing employment
barriers.
Education partners will leverage existing MA training programis that serve as the
primaryentry point into the healthcare workforce,with a clear progression pathway into l_VN
roles through a community college partnership.Through this project, NOCE and HBAS will
strengthen these programs by implementing cohort-based training models, improving
alignment with employer skill requirements, and enhancing support services that address
barriers to training completion—creating structured advancement opportunities within the
healthcare sector.
Healthcare employer engagement builds on regional industry-sector conversations
initiated through HealthWorks 00,funded by the California Jobs First Regional Investment
Initiative. HealthWorks OC brings together employers, workforce boards, education
providers, and community partners to assess workforce needs and align training systems
with industry demand. HASC supports this work by engaging its member hospitals and
healthcare providers in workforce discussions and validating hiring needs, skit[
requirements, and workforce challenges across the sector.All three workforce boards will
continue to expand healthcare employer participation through ongoing business outreach,
regularly engaging hospitals, clinics, and healthcare providers via hiring events, employer
visits, sector discussions, and workforce strategy conversations. Together, the workforce
boards serve as the intermediary connecting employers, education providers, and
workforce system partners, ensuring that industry needs are reflected in training
programs,work-based learning opportunities, and employment pathways.
Employer engagement will directly influence program design,training alignment,and
job placement strategies. Healthcare employers will provide input on skill requirements,
hiring needs, and workplace expectations, and will support clinical placements and
externshipsthat allow participants to gain practical experience and build relationships with
RCP PY 25-26 SPP
Exhibit -Project Narrative Page 13 of 17 February 2026
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potential employers. Through continuous engagement, the project will ensure training -
programs remain responsive to industry demand and that participants are prepared for
positions that support career mobility within the healthcare sector.
Workforce development boards wilt leverage their existing employer networks to
identify healthcare employers willing and able to hire individuals facing barriers to
employment.Tools such as On-the-Job Training(OJT)and Work Experience(WEX)reduce
employer risk while allowing participants to demonstrate their skills in real-world settings.
Employer participation will continue to grow through HealthWorks OC sector convenings
and direct engagement by workforce board business services teams, helping employers
recognize the value of a broader and more diverse talent pipeline.
Job quality will be addressed through ongoing conversations in the healthcare sector
that examine working conditions and identify strategies for improvement.While entry-level
MA roles may initially offer modest wages, they provide important benefits in job quality,
including employer-sponsored health insurance, stable employment, and clear pathways
for advancement. Through sector engagement, the project will explore strategies to
strengthen job quality over time, including expanding career ladders, improving workplace
safety, and creating wage growth opportunities as workers gain experience and additional
credentials.
As noted in Section 4.1, the project does not currently have a designated labor
partner. The three workforce boards will actively seek to engage labor organizations and
worker-serving organizations duringthe grant period to support outreach,identify workforce
barriers, and strengthen emptoyer connections.Their involvement will be pursued through
HealthWorks OC sector convenings and regional workforce planning activities,with the goal
of formalizing a labor partnership to improve program outcomes and long-term workforce
system coordination.
Section 5: Statement of Capabilities
5.1.Capability and Knowledge
5.1 Capability and Knowledge(Score Range 0-10 Points)
SAWDB will serve as the lead agency for this project, coordinating implementation
in partnership with AWDB and OCWDB. Collectively, these workforce boards bring
extensive experience administeringworkforce development programs that serve individuals
facing barriers to employment while meeting the workforce needs of regional employers.
Each board operates a comprehensive workforce development system providing career
services, occupational skills training, work-based learning opportunities, and supportive
services for job seekers throughout Orange County. Through administration of WIOA
programs and related federal, state,and regional workforce initiatives,the boards regularly
serve individuals who are unemployed or underemployed, including low-income
individuals,veterans,justice-involved individuals,and others facing significant employment
barriers.
RCP PY 25-26 SFP
Exhibit A-Project Narrative Page 14 of 17 February 2025
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The three workforce boards maintain strong administrative, fiscal, and reporting =
systems to ensure compliance with federal and state workforce program requirements.
These agencies routinely administer complex grant programs and have demonstrated
capacity to manage funding, track participant outcomes, and report on program
performance. Participant services and employment outcomes are tracked through
CatJOBS,which enables the boards to document participant eligibility,training enrollment,
credential attainment, employment outcomes, and wage progression. Financial
management systems and internal monitoring procedures ensure that grant funds are
administered in accordance with all applicable federal and state regulations.
The workforce boards have extensive experience implementing programs that
prepare participants for employment in high-demand industries through industry-aligned
training and employer partnerships. One example is the region's participation in the
Industry Centered Apprenticeship Network (iCAN), an intermediary organization that
connects employers, educators, and workforce partners to develop apprenticeship and
work-based learning pathways across multiple industries. Participation in [CAN has
strengthened regional capacity to implement employer-driven workforce training models
and develop career pathways that lead to quality employment.
A particularly strong example of healthcare workforce success is AWDB's support
for participants enrolled in the LVN program offered through North Orange County ROP
(NOCROP), which achieved 100% job placement for program completers. Graduates
moved directly into LVN roles within healthcare organizations, gaining access to stable
employment, competitive wages, and.to career advancement opportunities. This
outcome demonstrates the workforce system's capacity to deliver high-quality healthcare
training in partnership with education providers, directly relevant to the proposed project.
The workforce boards have also administered major statewide initiatives serving
individuals facing barriers to employment. SAWDB participated in the Prison to
Employment(P2E)initiative,expanding employment and training opportunities for justice-
involved individuals. OCWDB participated in the Breaking Barriers initiative, providing
workforce and supportive services to individuals facing significant employment barriers.
These initiatives demonstrate the regional workforce system's ability to successfully
administer grant-funded programs while connecting participants to employment that
supports long-term economic mobility.
Based on Program Year 2024 WIOA Adult performance data, the three workforce
boards collectively achieved strong outcomes across key federal performance indicators:
• Training Participation Rate: —59% of participants received occupational skills
training
• ERQ2:—73%
• ERQ4:—73%
• Credential Attainment Rate:^-84%
Median Earnings Q2 After Exit:—$9,620
These outcomes exceed the state's negotiated WIOA performance benchmarks and
demonstrate a strong track record of preparing participants for quality employment. The
proposed project bullds directly on this infrastructure by leveraging existing partnerships
with NOCE, HBAS, HASC, and regional healthcare employers to expand healthcare career
pathway opportunities and strengthen the regional healthcare workforce pipeline.
RCP PY 25-26 SFP
PxhibitA-Project Narrative Page 15 of 17 February 2026
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5.2.Staffing and Organizational Capacity
An Organizational Chart(OrgChart)for the City of Santa Ana Workforce Development
Division is included as a separate exhibit and outlines the organizational structure
supporting implementation of this project.
The City of Santa Ana Workforce Development Division, housed within the
Community Development Agency, has a well-established organizational infrastructure
supporting the administration of workforce development programs and services for job
seekers and employers throughout the region. The division administers federal, state, and
local workforce programs, including WIOA, and has significant experience in managing
grant-funded initiatives that serve individuals facing barriers to employment. It operates the
Santa Ana Work Center, which provides comprehensive workforce services including
career counseling, occupational training, supportive services, and employer engagement
activities for unemployed and underemployed individuals from low-income and historically
underserved communities.
The proposed project will leverage existing experienced staff who currently
administer workforce development programs and have extensive experience working with
the target population. AWDB and OCWDB will similarly contribute experienced workforce
staff through their respective AJCC operations to support recruitment, case management,
and employer engagement activities across the region.
Carlos de la Riva, Economic Development Specialist Ill,.will oversee program
implementation and ensure alignment with workforce system policies,grant requirements,
and regional workforce strategies. Carlos has more than two decades of experience in
workforce development, including program design, grant administration, performance
monitoring,and collaboration with education and employer partners.He will,provide overall
program oversight, ensure compliance with grant requirements, coordinate with regional
workforce partners,and monitor performance to ensure the project meets established goals
and outcomes.
Deborah Sanchez, Economic Development Specialist III, will provide
administrative oversight and support. Deborah has more than three decades of experience
in workforce development and program administration, including grant management,
compliance oversight, and operational coordination. Her responsibilities will include
coordinating project documentation, support fiscal and administrative reporting, and
ensuring program activities are conducted in compliance with applicable policies and
procedures.
Araceli Delgado, Workforce Specialist li, will support employer engagement and
business outreach. Araceli brings more than fifteen years of experience in workforce
.development, connecting job seekers with employment opportunities. She will coordinate
outreach with healthcare employers, support employer participation in HealthWorks OC
sector engagement activities, and assist in connecting participants with employment
opportunities while collaborating with regional workforce partners and training providers to
strengthen employer partnerships.
Jaime Lopez, Workforce Specialist II will provide direct participant support,
focusing on intake, eligibility determination, career coaching, and ongoing case
management to ensure individuals successfully enroll in training, complete program
requirements, and transition into employment. Responsibilities will include conducting
RCP PY 25-26 SFP
Exhibit A-Project Narrative Page 16 of 17 February 2026
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participant assessments, developing individualized employment plans, coordinating
supportive services, and maintaining regular contact with participants throughout training
and job placement.
Section 6: Budget and Sustainability Plan
6.1. Budget Plan and Effectiveness
•Complete and attach the Budget Summary Plan (Exhibit F).
• If applicable,complete and attach Supplemental Budget(Exhibit G).
•The Budget Summary and Supplemental Budget explain all line items.
6.2. Budget Sustainability
•Complete and attach the Budget Narrative(Exhibit 172).
•Thefigures in Exhibit F2 must align with Exhibit F.
*The Budget Narrative clearly explains all line items in the Budget Summary(Exhibit F).
i
RCP PY 25-26 SFP
Exhibit A-Project Narrative Page 17 of 17 February 2026
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Regional Coordination Project
EDD Program Year 2025-26
�_ - Budget Summary
Applicant:City of Santa Ana
Project Name.CareerRx OC
Refer to the Solicitation for Proposals for eligibility and funding information.
BUDGET SUMMARY
Line Expense Item Administrative Program Amount Leveraged**** Total Project Budget
Item Cost Cost with Leveraged
Resources
A. Staff Salaries $41,103 $47,378.00 $ $88,481.00.00 B. Number of full-time equivalents(1.5) Skip to next row
C. Staff Benefit Cost $14,630 $19,589.00 $ $34,219.00
D. Staff Benefit Rate({percent)(38.67) Skip to next row
E. Staff Travel $ _ $ $ $
F. Operating Expenses $27,267 $57,320 $ $84,587A0
G. Required erTargetedActivities Skip to next row
1. Partici pant Stipends $ $ $ $
2. Participant Incentives $ $8513.00 $ $8513.00
3. TrainingfTuition $ $ $ $
4. Work Based Learning $ $ $66,800.00 $66,800.00
5. Supportive Services $ $105,000.00 $ $105,000.00
H. Furniture,Supplies,and Equipment Skip to next row
1. Small Purchase(unit cost of under$10,000) $ $ $ $
2. Large Purchase(unit cost of over$10,000) $ $ $ $
3. Equipment Lease $ $ $ $
RCP PY 25-26
Exhibit F-Budget Summary Page 1 or 2 Feb Wary 2026
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-------- — - - --_
Line Expense Item Administrative Program !Amount Leveraged**** Total Project Budget
Item Cost Cost with leveraged
___ __ _ Resources_
j I, ContractualSery ices(ifappficable,complete — —__._ - --• - 5kipto next raw -
lwxhibit G and add cost be fow)
1 Subrecipients $ $514,000.00LL �$133,600.00 $647,600.00
----- —' . Contractors �__-._.._ $111,400.00 ----.—_ ----$111,000.00---
i—J. JFn_61!oct_Costs*(complete items 1 and 2 - --$17,000.00 $27,200.00 — $44,200.00
'- K. Other ----._ _ -., - -- --- $10,000.00 $10,000.___00
TOTAL PROJECT FUNDING —T�--
** $1ao,000.00 -$soo,000.oa I $2aa,400.00 $1,z00,400.00
TOTAL REQUEST*** $1,000,000.Oo
*Indirect Cost Rate must be negotiated and approved by Cognizant Agency,per Appendices III or IV to Uniform Guidance,2CFR200,
1.Indicate how indirect costs are-determiried(Indirect Cost Rate Agreement(ICRA),Cost Allocation Plan(CAP),or De hlinimis):Cost
Allocation Plan
2.Name of Cognizant Agency(if ICRA): NA-Cost Allocation Plan(CAP)
**A maximum of 10 percent of the total requested grant amount maybe used for administrative costs.If the amount awarded differs from
the amount requested,administrative costs must be adjusted during the agreement development process so they do not exceed 10 percent
of the awarded amount.
Administrative costs are limited to no more than 10 percent of the amount attocated under this grant agreement.
***A[lcosts must be rounded to the nearest dollar.
The definition of administrative costs is provided in Appendix D of the SFP.
****Leverage amount includes all cash and non-cash resources thatwitl be used to support project activltles and outcomes.
RCP PY 25-28
Exhibit F-Budget Summary Page 2 of 2 February 2026
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Regional Coordination Project
Program Year 2025-26
Budget Narrative
Organization Name:City of Santa Ana
Project Name:CareerRx OC
Refer to the solicitation for proposals for eligibility and funding information.
• Complete the attached Budget Narrative(Exhibit F2)in detail about the specific line-item
costs of the Budget Summary Plan(Exhibit F)
•Provide a detailed justification for each line-item cost contained in the Budget Narrative
(Exhibit F2). For example, staff salaries should include a narrative of the staff activities and
the percentage of salary charged to the project.
•Demonstrate that keypersonnel have adequate time and resources devoted to achieving
the projectgoals and outcomes.
•If applicable,provide a detailed narrative justification forpurchases andlor contracted
items from Supplemental Budget(Exhibit G).
RCP PY 25-26
Exhibit F2-Budget Narrative Page 1 of 7 February 2026
Resolution 2026-039
Page 28 of 49
A.(A-D)Staff Salaries:Total Salaries Paid+Benefits=$122,700.00
Staff salaries are necessaryto support program implementation, including participant
recruitment,eligibility determination, case management, employer engagement,fiscal
Administrativ FTE x Monthly Salary x Total(FTE X
e/Program Position Time Benefits SalaryXTirne)
Cost +Benefits
Program Cost Workforce 0.20 x$7,791 x 24 0.20 x$3,429 x $53,g56
Specialist Il (months) 24(months)
Program Cost Economic
Development 0.03 x$13,863 x 24 0.03 x$4,347 x $13,111
Specialist III (months) 24(months)
Administrative Economic 0.03 x$13,688 x 24 0.03 x$4,322 x
Cost Development (months) 24(months) $12,967
Specialist III
Administrative Senior Accounting 0.10 x$7,431 x 24 0.10 x$3,429 x
Cost Assistant (months) 24(months) $26,064
Administrative Senior 0.03 x$10,923 x 24 0.03 x$4,167 x
Cost Management $10,865
Analyst(AM) (months) 24(months)
Administrative 0.10 x$2,312 x 24 0.10 x$120 x 24
Cost Account Clerk I1 (months) (months) $5,837
Choose an
Item.
Choose an
item.
Choose an
item.
Choose an
item.
Choose an
item.
TOTALS $88,481 T::$34,219 =$10
RCP PY 25-26
Exhibit F2—Budget Narrative Page 2 of 7 February 2026
Resolution 2026-039
Page 29 of 49
oversight,and reporting. Program staff will provide direct services to participants,
including career navigation, supportive service coordination,and job placement activities.
Administrative staff will ensure compliance with grant requirements,fiscal accountability,
and timely reporting.The level of effort and allocation of staff time are reasonable and
aligned with the scope of work required to successfully serve participants and achieve
performance outcomes.
E.Staff Travel$0
NIA
F.Operating Expenses$84,587
If Applicable,or not included as part of Indirect Cost.
Expense Item Cost Administrative/Program Cost
Rent $10,000 Administrative Cost
Rent $16,000 Program Cost
Insurance . $9,970 Administrative Cost
Insurance $19,940 Program Cost
Accounting(payroll services)and $0 Choose an item.
Audits
Consumable office supplies $1,357 Administrative Cost
Consumable office supplies $3,000 Program Cost
Printing $5,000 Program Cost
Communications(phones,web $5,940 Administrative Cost
services,etc.) E
Communications(phones,web Program Cost
services,etc.) $11,880
Mailing and Delivery $1,500 Program Cost
Dues and Memberships $0 Choose an item.
o Administrative cost:$27,267
o Program Cost:$57,320
Operating expenses are necessary to support day-to-day program operations and ensure
effective service delivery.Costs such as rent, insurance,communications,and office
supplies support staff capacityto provide participant services,coordinate with partners,
and maintain program infrastructure. Printing and mailing costs support outreach,
recruitment,and participant engagement activities.These costs are reasonable,
proportionate to the size of the project, and essential to achieving program outcomes.
RCP PY 25-26
Exhibit F2-Budget Narrative Page 3 of 7 February 2026
Resolution 2026-039
Page 30 of 49
G. Required or Targeted Activities$
Expense Cost Administrative/Program Cost
Participant Stipends $8513.00 Program Cost
Training/Tuition $0 Choose an item.
Work-Based Learning $0
Choose an item.
Supportive Services $105,000.00 Program Cost
a Administrative cost:$0
o Program Cost:$113,513.00
Program costs support direct participant services and are critical to achieving training and
employment outcomes. Participant stipends are provided to support engagement and
retention in training activities. Supportive services'funding will address barriers such as
transportation,childcare, and work-related expenses, enabling participants to
successfully complete training and transition to employment.These investments are
necessary to ensure equitable access and improve completion and employment
outcomes for participants with barriers.
H. Furniture and Equipment*$0
Describe the calculation.
Pooled items less than$10,000 per unit, lease orpurchase,include a cost allocation-List
name of item, cost, and quantity.
1.Amount of Small Equipment and Furniture Total $0
Small Equipment and Furniture Cost Administrative/Program
Cost
$0 Choose an item.
$0 Choose an item.
o Administrative cost:$0
o Program Cost:$0
N/A
2.Amount of Large Equipment and Furniture Total $0
PCP PY 25-26
Exhibit F2—Budget Narrative Page 4of 7 February 2026
Resolution 2026-039
Page 31 of 49
' i
Greater than$10,000:List name of item, cost,and quantity to be purchased-prior
approval required and added to Exhibit G,Supplemental Budget
Large Equipment and Furniture Cost Administrative/Program
Cost
$0 Choose an item.
$0 Choose an item.
o Administrative cost:$0
o Program Cost:$0
N/A
3.Equipment Leased Iota[ $0
Equipment Leased Cost Administrative/Program
Cost
$0 Choose an item.
$0 Choose an item.
*Referto EDD Directives WSD16-16- WSD16-10-WSD17 08-WSIN25-17 for
Procurement Guidelines
o Administrative cost:$0
o Program Cost:$0
N/A
RCP PY 25-26
Exhibit F2-Budget Narrative Page 5 of 7 February 2026
Resolution 2026-039
Page 32 of 49
1.Contractual Services$110,000
Contractual services will support specialized project activities that require external
expertise not available in-house.This includes services such as apprenticeship
development, employer engagement support, or technical assistance aligned with project
goals.All contracted services are directly tied to program implementation and outcomes
and will be procured in accordance with applicable federal and state procurement
requirements.These costs are reasonable and necessaryto support high-quality program
delivery. Subrecipient funding will support direct workforce development services
delivered by the Anaheim Workforce Development Board ($165,000)and the Orange
County Workforce Development Board ($349,000).Subrecipients will conduct participant
recruitment,outreach, eligibility determination,enrollment, case management,supportive
service coordination, career counseling,employment preparation activities, employer
engagement,job placement,follow-up services, and performance reporting.
Subrecipients will also support participant access to Medical Assistant training,work-
based learning opportunities, healthcare externships and sector-based career pathway
activities.These services directly contribute to project outcomes related to enrollment, -
credential attainment,employment placement,and regional coordination.
J.Indirect Costs$44,200
Clearlyexplain these costs, including identification ofyourindirect costrate and base,and
indirect cost rate type{Negotiated Indirect Cost Rate Agreement{NICRA, CostAtiocation
Plan(CAP), or De Minimis.
o Administrative cost:$17,000
o Program Cost:$27,200
Indirect costs are calculated usingthe City's Cost Allocation Plan applied to eligible
program cost categories in accordance with federal Uniform Guidance.These costs
support shared administrative functions such as accounting, human resources,
information technology,and facility operations that are necessary for overall program
administration.The indirect cost rate and allocation methodology ensure costs are
reasonable,consistent,and compliant with applicable regulations.
K. Other$10,000.00
Clearly explain these costs, which do not fit into the specific categories above.
o Administrative cost:$0
o Program Cost:$10,000.00
RCP PY 25-26
Exhibit F2--Budget Narrative Page 6 of 7 February 2026
Resolution 2026-039
Page 33 of 49
This participant related expense is for the organizing and coordination of a regional wide
healthcare job fair to provide additional job search assistance far program participants.
Note:A maximum of 10 percent of the total requested grant amount maybe used for
administrative costs. If the amount awarded differs from the amount requested,
administrative costs must be adjusted during the agreement development process so they
do not exceed 10 percent of the awarded amount.
Administrative costs are limited to no more than 70 percent of the amount allocated
sunder this grant agreement.
RCP PY 25-26
Exhibit F2-Budget Narrative Page 7 of 7 February 2026
Resolution 2026-039
Page 34 of 49
i
-aOOO � Regional Coordination Project
EDD Program Year 2025-26
Supplemental Budget
Organization Name: City of Santa AnA
Project Name.CareerRx OC
1. Equipment
Item Description' Quantity Cost Per Total Cost Percent Total Cost
Item Charged Charged
to Project to Project
N/A $ % $
2TOTAL 0 $0 $ 0.00 $0
'List equipment items with a useful life of more than one year with a unit acquisition cost of$1 0,000 or
more charged to the Project, and complete all columns for each item.
21n order to populate the Total.at the end of each column, right-click on the"$or 0" in the box at the end
of each column and select"Update Field". You may also see Appendix A: Proposal Package
Instructions in the solicitation for proposals(SFP)for details.
RCP PY 25-26 5FP
Exhibit C--Supplemental Budget Page 9 of 3 February 2026
Resolution 2026-039
Page 35 of 49
Il. Subreciplents3 _
Service Provider Namc Subawarded Deliverables
Amount
Anaheim Workforce Development Board $165,000.00 Workforce Services
Orange County Workforce Development $349,000.00 Workforce Services
Board
4Totatl $514,000.00 Leave blank
"Complete all columns of the II.Subrecipient, Including service provider name, subawarded amount,
and deliverables that contribute to grant objectives.
4In order to populate the Total at the end of the Subawarded Amount column,right-cLick on the "$or 0"
in the box at the end of the column and select"Update Field". You may also see Appendix A:Proposal
Package Instructions in the SFP for details.
Reference EDD Directive W_S 18-06.for subrecipient/contractor distinctions and responsibilities.
RCP PY 25-26 SFP
Exhibit G-Supplemental Budget Page 2 of 3 February 2026
Resolution 2026-039
Page 36 of 49
III. Contractors -
Description-Type of Service Cost Service Provider
If Known
Job Training $50,000.00 Huntington Beach Adult School
Job Training $25,000.00 North Orange County Continuing
Education
Labor Market Information $21,000.00 Lightcast
Hospital Association of Southern California $15,000.00 Employer Engagement
Totals $111,000.00
5Complete allcolumns of the 111.Contractors, including Description-Type of Service,Cost,and Service
Provider(if known),contribute to grant objectives.
81 n order to populate the Total at the end of the Cost column, right-click on the"$or 0"in the box at the
end of the column and select"Update Field". You may also see Appendix A: Proposal Package
Instructions in the SFP for details.
All contractors must be competitively procured in accordance with federal and state procurement
regulations and policies.See Procurement Standards(Sect. 200.318-.326)in the Federal Uniform
Guidance,2CFR200.
RCP PY 25-26 SFP
Exhibit G--Supplemental Budget Page 3 of 3 February 2026
Resolution 2026-039
Page 37 of 49
Regional Coordination project
EnnPrograrn Year 2025-26
Logic Model
Organization Name:City of Santa Ana
Project Name:CareerRX OC
Refer tothe Solicitation for Proposals for population definition and eligibility information.
Please note:There Is athree-page limit for this document.
*PROBLEM/Statement of INPUTS ACTIVITIES *OUTPUTS *OUTCOME
Need(s)
Orange County faces a Workforce Outreach Participants: Paartiq ants:
critica[healthcare Partners: Recruitment: . 75-80 • 75-80 recruited/screened
workforce • 5AWD8(Load •Culturally relevant recru€ted/screened • 50 enrolled in MA training
shortage:2,500+ Agency) outreach via A1CCs e 50 enrolled in MA (100%)
MA and 916 LVN job a OCWD13, and CEOs training(100%) • 45 complete certified tra€ning
openings in the past 12 e AWDB •Healthcare career • 45complete certified (90%)
months,and-69,672 • AJCC network pathway workshops& training(90%) • 39 attain credentials(78%)
healthcare Education info sessions e 39 attain credentials Em 1pjnym=
workers nearing Partners: •Partner referrals and (78%) . 38 employed Q2 after exit
retirement(EDD LMID, . NOCE directcommunity Employment: (76%)
2024). • HBAS engagement e •38employed 2 Q 37 employed Q4 after exit
Industry �cu
Partner• OnationalTraining: afterexit(76%) (74%)
Unemployed and . HASC •16-week cohort- w • 37 employed Q4 Emtoyer Engagement:
underemployed adults • 10-15 based MA training(3 afterexit(74%) . 10-15 healthcare employers
face significant barriers: h coorts
•52%cite cost oftraining healthcare ) Employer Engagement: activelyengaged
employers •AMCA-aligned • 10-15 healthcare . 3 cohort externships
as top barrier Funding& curriculum:vitals,
employers actively coordinated
•30%Lack clearcareer
venipuncture,EMR, engaged Events:
pathway info Systems: BLS medication 3 cohort externshi s
•49n�of adults 25+lack RCP PY 2025-26 P 1+Healthcare Career
a college degree
grantfunds admin coordinated Pathways Expo
RCP PY 25-26
Exhibit H-Logic Model Page 1 of 3 February 2026
Resolution 2026-039
Page 38 of 49
•61%ofjob seekers • WIOA Title I •Structured externship Events: • 1+EmployerJob Fair
Interested in healthcare Adult co- with healthcare • 1+Healthcare • Ongoing HealthWorks OC
are unemployed enrollment employer Career Pathways. convenings
• Additional barriers: • CaIFRESH E~&T Career&Job Expo Serviges:
transportation, resources Readiness: • 1+Employer Job Fair . Up to50receivesupportive
childcare,limited • CaIJOBS •Intake,assessment& • Ongoing services
digital literacy,no trackingsystem Individualized HealthWorksOC . Up to 50 receive follow-up
clinical networks • HealthWorks OC Employment Plans convenings services post-placement(12
sector initiative •Resume,interview • Services: months)
Workforce and education Staff: prep,workplace • Up to 60 receive
systems remain • Program professionalism supportive services
fragmented,limiting Oversight—EDS •Healthcare Career • Up to 50 receive
employer-allgnedtraining III Pathways Expo& follow-up services
access and economic . Admin Oversight employarjobfair past-placement(12
mobility for disinvested —EDS III •Career navigation months)
communities. . Employer toward MA-+LVN
Engagement— advancement
WSII Supportive Services:
• Career Services •Trauma-informed
Specialist/Case case management
Manager *Transportation,
childcare,digital
access support
•Pay-for-support:
licensingfees,
uniforms,Interview
transport
•Go-enrollment:WIOA,
CaLFRESH E&T
Employer
Engagement•
•HealthWorks OC
sector convenings
RCP PY 25-26
Exhibit H-Logic Model Page 2 of 3 February 2026
Resolution 2026-039
Page 39 of 49
•Curriculum validation
with employer
partners
•Externship&hiring
partnership
coordination
•Exploration of
registered
apprenticeship
models
Follow-Uo(up to 72
ngnthsf:
•Career coaching&
advancement
referrals
•Guidance on LVN
pathway via
community college
*Must include the statement of needs,the appropriate outputs/deliverables,and the outcome(sy from Exhibit A;Project Narrative
RCP PY 25-26
Exhibit H-logic Model Page 3 of 3 February 2026
Resolution 2026-039
Page 40 of 49
Regional Coordination Project
��� Program Year 21]25-2ti Partner Roles and Responsibilities
Organization Name:City of Santa Ana
Project dame:Career Rx OC
Refer to the Solicitation for Proposals for population definition and eligibility information.
Partner Organization Roles and Responsibilities Leveraged leveraged Partnership
Resource Source* Agreement
Amount Letter**
Employerand Industry Associations
Hospital Association of Serves as the required Industry partner. $0.00 NIA Was
Southern California(HASC) Provides•insight into regional healthcare
workforce needs and facilitates connections
with hospital and healthcare employer
networks.Supports employer engagement,
validates hiring needs and skill requirements,
coordinates externship and hiring
opportunities,and co-facilitates HealthWorks
OC sector convenings to ensure training
remains aligned with current labor market
demand.
Regional Healthcare Employers Provide input on workforce skill $0.00 N/A es
(40-15) requirements,hiring needs,and workplace
(hospitals,clinics,outpatient expectations.Host structured externships for
providers) MA training participants.Participate In
curriculum validation,HaalthWorks OC
sector convenings,and hiring events.
Evaluate participants for employment
following externship completion.
RCP PY 25.26 SFP
Exhibit J-Partner Roles and Respona€blJftles Page 1 of 4 February 2026
i
Resolution 2026-039
Page 41 of 49
Partner Organization Roles and Responsibilities Leveraged Leveraged Partnership
Resource Source* Agreement
Amount Letter"
Community College and Adult Schools
North Orange Continuing Serves as a required education partner. $0.00 NIA !yes
Education(NOCE) Delivers cohort-based MedlcalAssistant(MA)
trainingaligned with employer needs and
AMCA credentlaling standards.
Responsibilities include classroom
Instruction,clinical skills preparation,
coordination of employer externships,
academic support,and career guidance.
Incorporates cohort training model Into
ongoing programming beyond the grant
period.Participates in curriculum refinement
and employer engagement sessions
Huntington Beach Adult School Serves as a required education partner. $0.00 NIA Byes
(HBAS) Delivers cohort-based MA training aligned
with employer needs and AMCAcradentiaLing
standards.Responsibilities include
classroom instruction,clinicaLskills
preparation,externship coordination,
academic support,and career guidance.
Incorporates cohorttraining model Into
ongoing programming beyond the grant
period.Participates in curriculum refinement
and employer engagementsessions.
Education and Training Providers
Orange County Department of Supports the career exploration and $0.00 NIA Byes
Education(OCDE) awareness component of the project.
Supports the Healthcare Career Pathways
Expo and career fair activities,connecting job
RCP PY 25-26 SFP
Exhibit J-Partner Roles and Responsibltities Page 2 of 4 February 2026
Resolution 2026-039
Page 42 of 49
Partner Organization Roles and Responsibilities Leveraged Leveraged Partnership
Resource Source* Agreement
Amount Letter**
seekers with information on healthcare
occupations,credential requirements,
training pathways,end advancement
opportunities.Leverages regional education
networks to expand outreach to individuals
interested in healthcare careers who have not
yet enrolled in training.
Community-Based,Faith-Based,or Other Non-Profit Organizations
Vital Link Serves as a community-based partner $0.00 NIA
es
supporting healthcare career exposure and
awareness activities.Supports the
Healthcare Career Pathways Expo and
employer carearfair,connecting community
members,particularly students and career
explorers,with healthcare employers,
training providers,and workforce partners.
Leverages established relationships with
schools,community organizations,and
regional employers to expand outreach and
Increase awareness of healthcare career
pathways among individuals in the early
stages of career exploration.
Workforce Partners
Orange County Workforce Collaborates with SAWDBtosupport $66,800 WIOA •' es
Development Board(OCWDB) participant recruitment,eligibility
determination,career counseling,case
management,and supportive services
through the AJCC network.Conducts
outreach to identify eligible participants and
RCP PY 25-26$FP
Exhibit)-Partner Rolas and Responsibitities Page 8 of 4 February 2D26
Resolution 2026-039
Page 43 of 49
Partner Organization Rates and Responsibilities Leveraged Leveraged Partnership
Resource Source* Agreement
Amount Letter**
supports job placement activities.Sustains
healthcare sector engagement through
WIQA-funded business services and
Health Works QG.
Anaheim Workforce Collaborates with SAWDB to support $66,800 WIOA Yes
Development Board(AWDB) participant recruitment,eligibility
determination,career counseling,case
management,and supportive services
through the AJCC network.Conducts
outreach to identify eligible participants and
supports job placement.Sustains healthcare
sector engagement through WIOA-funded
business services and HealthWorks OC.
Total Leveraged Resource Amount $133,600
*Type of Funds:WIOA,GeneratlState,other(please describe)as allowed bythe Solicitation for Proposal(SFP).
**As required by SFP.See Appendix A:Proposal Package Instructions of the SFP for more information.
RCP PY 25-26 SFP
Exhibit J-Partner He Les and Responsibilities Page 4 of 4 February 2026
Resolution 2026-039
Page 44 of 49
Regional Coordination Project
EDD Program Year 2025-26
-.140r, Performance Goals Matrix
Organization Name: City of Santa Ana
Project Name: CareerRx OC
Performance Goals Description Total Participants Performance Goal
Rate(%)*
1. Total Participants to be served 50 Leave Blank
2. Number to be enrolled in certified training and 50 100%
work-based learning(WBL)**
3. Number enrolled scheduled for completion of 45 90%
credentials
4. Total Participants Exited 50
5. Employment Rate 2nd Quarter After Exit 38 76%
6. Employment Rate 4th Quarter After Exit 37 74%
7. Credential Attainment 39 78%
8. Median Earnings 2nd Quarter Afte Leave Blank $11,682
Referto Appendix A,State Negotiated Performance Goals PY24 and 25(WSIN23-54), and Local Area
Negotiated Performance Goals PY24 and25 (WSIN24-17) (October 13, 2022)for more information about
performance goals.
PY 24-25 Negotiated Performance Goals Adults
Employment Rate 2nd Quarter After Exit 67.5%
Employment Rate 4th Quarter After Exit 65.5%
Median Earnings 2nd Quarter After Exit $7,800
Credential Attainment 66.0%
Measurable Skill Gains 60.0%
RCP PY 25-26
Exhibit K-Performance Goats Matrix Page 1 of 2 February 2026
Resolution 2026-039
Page 45 of 49
In addition to the WiOA performance measures,the state requires subrecipients to track total
participants enrolled in education,training, and training-related employment.
*In order to populate the Performance Goal Rate%, see Appendix A: Proposal Package Instructions of
the SFP.
**The following are considered WBL programs under the Workforce Innovation and OpportunityAct:pre-
apprenticeship programs, registered apprenticeships, customized training,work experiences and
internships,transitional jobs,on-the-job training, and incumbent worker training.
***Enter the dollar amount of anticipated median earnings per quarter.
I
RCP PY 25-26
Exhibit K-Performance Coals Matrix Page 2 of 2 February 2626
Resolution 2026-039
Page 46 of 49
�—r Regional Coordinator Project
EDD Program Year 2025-26
�--�" Conflict of Interest
CONFLICT OF INTEREST DISCLOSURE REQUIREMENTS
Grantees must have written standards of conduct that meet the requirements of Title 2, Code of Federal
Regulations (CFR), Chapter II, Part 200, Subpart D, § 200.318(c)(1);
The recipient or subrecipient must maintain written standards of conduct covering conflicts of interest and
governing the actions of its employees engaged in the selection, award, and administration of contracts. No
employee, officer, agent or board member with a real or apparent conflict of interest may participate in the
selection, award, or administration of a contract supported by the Federal award. A conflict of interest
includes when the employee, officer, agent, or board member, any member of their immediate family, their
partner, or an organization that employs or is about to employ any of the parties indicated herein, has a
financial or other interest in or a tangible personal benefit from an entity considered for a contract.
In addition, per Title 2,CFR, Chapter II, Part 200, Subpart B,§ 200.112,all recipients and subrecipients of
funds must disclose in writing any potential conflict of interest to the Employment Development
Department(EDD).
The EDD requires that grantees engaged in the administration, oversight, and operation of a federal WiOA
grant program minimize organizational conflicts of interest through segregation of duties, disclosure, and
recusal in order to foster public and partner confidence.
Avoidance of Conflict of Interest
A. Grantee agrees that all reasonable effort will be made to ensure that no conflict of interest exists
between its officers, agents, employees, consultants or members of its governing body.
B. The grantee shall prevent its officers, agents, employees, consultants or members of its governing
body from using their positions for purposes that are, or give the appearance of being, motivated by
a desire for private gain for themselves or other such as those with whom they have family, business
or other ties.
C. A determination by EDD that a conflict of interest situation exists is grounds for termination.
I. Grantees are required to report any potential conflict of interest to the Employment
Development Department in writing within 10 days after the organization becomes aware of
the conflict.
D. Failure to disclose any potential conflict of interest is grounds for termination.
Organization Name City of Santa Ana
Authorized Signatory Michael Garcia
Executive Director of
Title Community Email Mgarcial5@santa-ana.ore
Development
Office Phone # 714.647.5336 Primary Contact 714.565.2629
RCA PY 25-26
Conflict of Interest Page 1 of 2 May 2026
Resolution 2026-039
Page 47 of 49
❑ Private Non-Profit ® Local Workforce ❑Adult/Education and training
Organization Development provider
Type of Area/Board
Organization
El(Check all that Community-Based El Faith-based ❑Tribal Organization
Organization Organization
apply)
® Public agency ❑ Community College ❑ Labor Organization
(local government)
I certify that 1 have reviewed and understand the requirements regarding the disclosure and reporting of any
potential or actual conflicts of Interest. I further affirm that, to the best of my knowledge, our organization
does not have any conflicts of interest to report.
Authorized Signatory(Must include E signature)
Signature Date
Name: Michael Garcia � June 2,2026 .
RCP PY 25-26
Conflict of Interest Page 2 of 2 June 2026
Resolution 2026-039
Page 48 of 49
EmPIoyment Regional Coordination Project
iwte+veiopnn��t
11) partrn'erlt Program Year2025-�26
of
Ca
t l t o r n ;0 Conditions of Award
Applicant:City of Santa Ana
Project Name:CareerRxOC
Conditions of Award
The application to request Regional Coordination Project, Program Year 25-26,funding is
conditionally approved for$1,000,000.00. As a condition of this grant award,the recipient
must submit an amendment to their EDD Project Manager within 30 business days of this
agreement that fully addresses any necessary revisions to the scope of work and removes
any disallowed activities and/or disallowed costs.
Your organization is responsible for the Compliance in performance of this subgrant
agreement,including but not limited to ensuring that costs are allowable, and comply with:
a.The provisions of the Workforce Innovation and Opportunity Act(WIOA), (29.S.C. 3101-
3361 (2014),WIOA Final Regulations, and all legislation, regulations,directives, policies,
procedures and amendments.
RCP PY 25-26
i
Exhibit M-Conditions of Award Page 1 of 1 June 2026
Resolution 2026-039
Page 49 of 49
: i
PAGE INTENTIONALLY LEFT BLANK