HomeMy WebLinkAboutSANTA ANA WORK CENTER (2) - 2011 0i
City of Santa Ana
Clerk of the Council
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CLERK OF COUNCIL
r)ATP I - JUN 3 0 LOII
A-2011-169
MEMORANDUM OF UNDERSTANDING
BETWEEN THE
SANTA ANA WORKFORCE INVESTMENT BOARD/YOUTH COUNCIL
?J AND THE
SANTA ANA W/O/R/K CENTER/ YOUTH SERVICE PROVIDER NAVIGATOR
This Memorandum of Understanding is entered this I" day of July 2011, by and
between the Santa Ana Workforce Investment Board ("WIB")/Santa Ana Youth Council
g and the Santa Ana W/O/R/K Center ("Provider") acting in its capacity as the Youth
Service Provider Navigator.
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i 1. PURPOSE: The Santa Ana Youth Council designated the Santa Ana W/O/R/K
Center as their "Service Navigator" for all WIA youth services, and its eligible
participants. The Service Navigator's function within the Youth Service Provider
Network is to coordinate services in a manner that eliminates bureaucracy from the
c (? participating providers.
2. STAFFING RESPONSIBILITY OF "PROVIDER":
The Santa Ana W/O/R/K Center must provide sufficient staff to conduct the following
roles:
A. Assist with recruitment of potential WIA youth participants to Youth Service
Provider Network
B. Refer eligible youth to appropriate WIA youth providers
C. Collect eligibility documentation (both at provider location and Service Navigator
site)
D. Certify WIA eligibility
E. Ensure accuracy and timely submission of all Job Training Automated (JTA) MIS
system forms
F. Provide technical assistance and eligibility training to all providers
G. Develop policies and procedures to ensure compliance with Federal, State and
Local WIA rules, regulations and goals
H. Track and maintain program/provider performance goals
1. Coordinate co-enrollment among youth providers
J. Actively participate on the Santa Ana Youth Council
K. Coordinate (and provide as needed) follow-up services with providers and
participants
L. Process payment for services within 30 days of receipt
M. Conduct an annual fiscal monitoring of youth providers funded under WIA
N. Provide on-going Labor Market Information related to youth to providers
0. Provide on-going ADA/EEO information/training
P. Provide on-going information/training on Child Labor Laws
Q. Provide legislative/regulatory updates on services, programs impacted by Youth
Workforce Development
11. DISCRIMINATION: Provider shall not discriminate because of race, color,
creed, religion, sex, marital status, sexual orientation, age, national origin, ancestry,
or disability, as defined and prohibited by applicable law, and Provider affirms that it
shall comply with all applicable federal, state and local laws and regulations.
12. AUTHORITY AND SIGNATURES: The individuals signing this MOU or its
attachments have the authority to commit the party they represent to the terms of this
MOU, and do so commit by signing.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date
and year first above written.
ATTEST:
L
Maria D. Huizar
Clerk of the Council
CITY OF SANTA ANA
Paul Walters
Interim City Manager
APPROVED AS TO FORM:
Joseph Straka, Interim City Attorney
By: »L I
Lisa Storck
Assistant City Attorney
Santa Ana Workforce Investment Board
4-? la;K'"
Lee McMurtray
WIB Chairman
TABLE OF CONTENTS
Executive Summary .
Outreach & Recruitment
Training and Technical Assistance
Eligibility Determination
Completing JTA & MIS Forms
Job Development & Placement
Performance Management
Customer Satisfaction.
Fiscal Oversight
Fiscal Capacity
Organizational Strengths and Staff Capacity..
Eligibility Flow Chart (Attachment A)
Budget (Attachment B)
Budget Narrative (Attachment Q.
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F)(hihit A
As the Service Navigator, the SAWC brings to the YSPN over 30 years of extensive experience
administering a variety of Federal and State funded programs. Staff is well versed in both
programmatic and fiscal requirements. As an on-going effort, the SAWC has made it a priority to
keep staff updated and trained on all State and Federal workforce legislation pertinent to various
targeted programs. Since the inception of the YSPN, the SAWC has been instrumental in helping
the Network meet the required performance measures through consistent oversight and guidance
in intake, eligibility, case management, exit, and follow-up. Moreover, through its partnership
with local businesses and organizations, the SAWC has a comprehensive realm of services and
resource available to the YSPN and the youth they enroll.
The SAWC will maintain communication with the youth Service Providers during the life of the
contract by coordinating monthly meetings with all Service Providers for program, legislation,
MIS/JTA paperwork updates, and to address any questions or concerns they may have.
Individual meetings with Service Providers will also be arranged to assist and address individual
issues or questions. The SAWC will assist with the marketing, recruitment, outreach, and
placement efforts of the YSPN. Ultimately the SAWC's goal is to provide the assistance and
tools necessary to allow the Service Providers to focus on providing streamlined services to the
youth of Santa Ana. A more detailed description on how the SAWC will function as the Service
Navigator is explained below:
OUTREACH AND RECRUITMENT
Since the development of the YSPN, the SAWC has made it a priority to inform the public of the
services and programs available through the YSPN. Through its partnerships and collaboration
with community agencies, the SAWC has been engaged in planning and participating in
community events, job fairs, resource fairs and conducting presentations to connect youth with
the YSPN programs.
Some of the major events in which the SAWC participates include the Annual Summer Youth
Job Fair hosted by Employment Development Department (EDD) and the Senior Transitions
Day hosted by the Santa Ana Unified School District (SAUSD). Utilizing the relationships we
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For the past eight years, the SAWC, as the Service Navigator, has met with the YSPN on a
monthly basis to provide monthly reports and the status of their case loads. At the monthly
YSPN meetings, the SAWC reports on enrollments, activities, co-enrollment, exits, and follow-
ups. As needed, the SAWC also conducts in-service training for the Service Providers and alerts
them of any changes to paperwork as well as modifications to process and procedures. One of
the goals has been to provide the YSPN with all the tools necessary to allow them to focus on
providing services to the youth in Santa Ana. The SAWC continues to avail itself to all Service
Providers for individualized training and technical assistance. At times, when Service Providers
have experienced staff turnover, the SAWC staff readily provided needed transitional and
customized training to ensure continuity and consistency of service delivery. Examples of
training include eligibility requirements, intake process, activity setting, case management
techniques, performance management, internal Provider policies & definitions, exit strategies
and follow-up techniques. The trainings were tailored to meet the specific needs of each Service
Provider. The technical assistance mentioned above has proven to be beneficial when State
Monitors have performed audits of our YSPN youth files, documentation, process, and data
validation. Of the two audits we received this past year, there were no major finding and their
observations were positive.
ELIGIBILITY DETERMINATION
The SAWC as the Service Navigator will assume the primary responsibility of determining WIA
youth eligibility in accordance with Federal, State, and local rules and regulations. We will train
Service Providers on the eligibility process, provide eligibility forms, calculate participant family
income, determine participant eligibility, review and analyze participant activities, and process
eligibility JTA/MIS forms.
The SAWC has a designated Eligibility Technician with the experience and knowledge to
determine WIA youth eligibility effectively. The Eligibility Technician will review all submitted
pre-applications, determine eligibility, verifying right to work documents, reviewing or
registering young male adults to selective service, and determining income eligibility in
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developed its own tracking database tailored to provide the above capabilities while giving itself
the flexibility and information to provide the YSPN with specialized technical assistance.
In addition to the tracking system, a reference file has been created for each youth enrolled in the
YSPN in order to track JTA/MIS forms and ensure accuracy of information. The SAWC will
make copies of the completed JTA/MIS forms and forward them to the MIS Unit for entry into
the State data system for official enrollment. Copies of the JTA/MIS forms with an official stamp
will be returned to the corresponding Service Provider.
As youth activities are closed, the Service Provider is to submit JTA/MIS forms along with data
verification, if necessary. The SAWC will ensure their accuracy, input the data into the tracking
system, duplicate the forms, and submit the forms to the MIS Unit for official recording
Once a Service Provider is ready to exit a youth participant, SAWC is consulted to determine the
best exit strategy. The objective is to make sure that the youth has received quality and necessary
assistance to improve their situation and meet WIA Performance Measures. As the Service
Navigator, the SAWC is responsible for reviewing every exit form, requesting data validation if
necessary for all outcomes claimed, obtaining post-test score forms, making sure that all
activities are closed, and ensuring that exiting the youth is in the best interest of the youth first
and then to the YSPN as a whole. Once that has been established, all exit forms and pertinent
information are inputted into the tracking system and copies are made and sent to the MIS unit
for entry into the JTA system. Follow-up services will be conducted for one year for each exited
participant by the responsible Service Provider. Follow-Up forms will be submitted to the
SAWC for review, for input into the tracking system, for data validation, and to enter into the
JTA system.
JOB DEVELOPMENT & PLACEMENT
The SAWC has a comprehensive realm of services available through its partnership with local
businesses and organization. The SAWC is an integral part of the City's Economic Development
Department that also manages the Enterprise Zone Programs. The Enterprise Zone program is
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measures. The SAWC also provides training on Common Measures to allow all Service
Providers to have a basic understanding of what Common Measures are and how they will affect
them individually and as a network.
The SAWC will provide all Service Providers with individual exit oversight. Staff will meet
individually with each Service Provider to go over exit strategies for each youth actively enrolled
on their case load and evaluate which youth are ready to exit the program and how their exit will
impact the overall success of the YSPN. The SAWC will train all Service Providers on how to
exit and follow-up on their youth in order to comply with federal, state, and local regulations.
Staff will use the Navigator data base to provide reports to the Service Providers and inform
them of follow-up due dates for each participant at their 30, 60, 1st 2nd 3rd, and 4`, quarter
follow-up. The Service Provider will also receive updated charts and data informing them of
their progress with WIA Performance Measures-individually and as a Network. This will
ensure that as a network we stay informed of our planned versus actual goal attainments and that
we meet all performance measurements.
CUSTOMER SATISFACTION
Measuring customer satisfaction has always been an integral part of the YSPN program
operation. Currently, the SAWC is responsible for monitoring and supporting continuous
improvement work teams as well as monitoring and increasing customer satisfaction for the
entire SAWC. A customer satisfaction survey tool for clients and employers has been developed
for those serviced by the SAWC. The SAWC will assist in tailoring a survey for participants
enrolled with the YSPN and will administer surveys during the life of the program as youth are
exited from the program. In addition, all customer satisfaction outcomes will be reported to the
Youth Council. The SAWC will create and implement a continuous improvement plan based on
the results of the customer satisfaction survey. We are committed to providing exceptional
customer service and will strive for continuous improvement utilizing data collected and by
sharing this valuable information with all youth Service Providers.
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Accounts Payable
YSPN service provider invoices with accompanying documentation are received and reviewed
by the Fiscal Specialist for allowable and reasonable expenditures and for completeness of
documentation. Any discrepancies are reported back to the Service Provider with requests for
additional documentation as needed. The invoices are assigned account numbers and approved
for payment. Community Development Agency Administrative staff prepare the request for
payment, attach the necessary documentation and forward to the Finance Accounts Payable unit
for entry into the City's accounting system. Checks are issued according to City policies and
timelines.
General operating costs of the SAWC are processed in a similar manner. Invoices are reviewed
by the Fiscal Specialist who assigns the relevant account code based on the chart of account
established by the City. The invoices are approved and forwarded for processing and payment.
At the end of the month, expense reports are prepared by account and distributed to the various
agencies within the City.
Payroll
As part of the City of Santa Ana, SAWC staff is paid twice a month. Time sheets are completed
by all staff indicating functions and programs that have been worked on during that particular
pay period. That information, with the accompanying account numbers, is entered into the
payroll system by the Payroll Specialist. Payroll dollar amounts are posted to the accounting
system and are reflected on the monthly financial reports.
Procurement
The SAWC follows the City of Santa Ana's procurement policies as well as federal and state
regulations related to procurement. Purchase requisitions for items over $500 are entered into
the accounting system and approved by the finance staff at City Hall. Buyers from the
Purchasing Department review the requisitions and issue purchase orders following City policies
and procedures. When the goods are received by SAWC, staff compares the goods delivered to
the purchase requisition for completeness and accuracy. The purchase order paperwork is
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6. Has a fully developed internal monitoring and performance management system in place.
Comprehensive and time-tested policies and procedures manuals are updated regularly.
STAFF CAPACITY:
Workforce Specialist III: Has a Bachelor's degree in Sociology from UC Irvine, and over 11
years of experience working in the City of Santa Ana with a special focus on serving the youth
population. Manages and oversees Youth Service Provider Network. Extensive experience in
managing performance based programs with diverse populations. Developed and fostered
collaborative relationships with youth service providers and community based organizations. Has
served as an active member of the Santa Ana Youth Council Board since 2001. Is a recipient of
the California Workforce Association "Overall Outstanding Workforce Professional" 2008.
Workforce Specialist II: Has a Bachelor's degree in Sociology from Cal State University,
Long Beach and five years of experience working with customers in the workforce development
field. Specializes in community outreach, marketing, eligibility determination, assessment, case
management techniques, internal program monitoring, data management, job development and
job placement.
Workforce Specialist II: Has experience with workforce services, case management, job
placement. Knowledgeable with Workforce Investment Act eligibility determination and MIS
documents. This may be filled with current SAWC Workforce Specialist II personnel as needed.
Sr. Office Assistant: Has over 10 years of experience in customer service and will assist with
client phone calls, answering client questions, assist with mail-outs, meeting preparation, and
assist with the overall technical assistance provide by the Navigator.
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Exhibit A
Youth Navigator Budget
Fiscal Year 2011-12
Salaries $208,575.00
Benefits $67,825.00
Total Personnel Costs: $276,400.00
Operations:
Communications $3,400.00
Training & Travel $2,310.00
Office Rent $16,015.00
Office Supplies $2,040.00
Office Operations $5,485.00
Total Operations Costs: $29,250.00
Indirect Costs $11,095.00
Supportive Services $1,000.00
Total Youth Navigator Budget: $317,745.00
Attachment B
Exhibit B