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AGREEMENT TERMINATION FORM
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amendments (if any) are no longer in effect. I
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have been satisfied prior to signing the termination form.
i E
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Date:
Revised:01-07-16
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Memorandum of Understanding
cJ
For
A-2012-121
SANTA ANA W/O/R/K CENTER
(CITY OF SANTA ANA)
Memorandum of Understanding (MOU)
Pursuant to the
Workforce Investment Act of 1998 (WIA)
1. PARTIES: The parties to this Memorandum of Understanding (MOU) are the Mayor
and City Council of the City of Santa Ana, the Santa Ana Workforce Investment Board
(WIB), and several agencies (having signed Attachment "A", "One-Stop Partner
Commitment" and, if physically located at the One-Stop location, Attachment "B",
"Resource Sharing Agreement" and Attachment "C", "Memorandum of Operation" if
applicable functioning as "One-Stop Partners" within the Santa Ana One-Stop System
(hereinafter referred to as the Santa Ana W/O/R/K Center).
2. PURPOSE: The Santa Ana W/O/R/K Center, through its central location at the Santa
Ana Regional Transportation Center, 1000 E. Santa Ana Blvd. shall provide and/or
coordinate workforce investment services to individuals, providing them with the
necessary skills to participate in building a world-class workforce in Santa Ana.
Services and referrals provided at the Santa Ana W/O/R/K Center may include, but are
not limited to, the following:
• Eligibility determination
• Outreach, intake and orientation to services available
• Initial assessment of skills, aptitudes, abilities and supportive services
• Job search and placement assistance, career counseling
• Provision of employment data and labor market information
• Provision of performance information
• Employment referral
• Provision of support and follow-up services
• Identification of skills required to be competitive in the local labor market
• Filing for Unemployment Insurance claims
• Access to Ca1JOBS for Labor Exchange services
• Help in establishing eligibility for CalWORKS and financial aid
• Occupational skills training
• On-the-job training
• Workplace learning with classroom training
• Skills upgrading and retraining
• Entrepreneurial training
• Job readiness training
• Adult education and literacy
• Services for persons with disabilities
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• Serve mature workers by operating as a specialized recruitment arm for One-Stop
Partners working collaboratively to connect mature workers to employers with labor
shortages
• Customized training for employment with specific employer
• Employer services, including: job listing; job matching; candidate screening and
testing; outplacement services; job analysis; and, information on available tax credits,
business development planning and labor market trends.
3. DURATION:
(a) This MOU shall become effective July 1, 2012 and terminate June 30, 2015. This
MOU will remain in effect until (i) terminated by the repeal of the Workforce
Investment Act or otherwise by action of law, or (ii) with respect to the One-Stop
Partner, the date on which such One-Stop partner withdraws from the MOU pursuant
to Section 3 (c) hereof. Should any One-Stop Partner withdraw, this MOU shall
remain in effect with respect to other remaining One-Stop Partners.
(b) This MOU is of no force or effect until signed by authorized representatives of the
participating agencies, and approved by the Chief Local Elected Official or his/her
designee. The MOU, once signed, becomes part of the local WIA Plan.
(c) Any party may withdraw from this MOU by giving written notice of intent to
withdraw at least 30 calendar days in advance of the effective withdrawal date. If
agreed to by all parties, the timeframes for notice may be reduced or extended. Notice
of withdrawal shall be given to the WIB at the address listed in the signed attachments
of this MOU, and to the contact person so listed, considering any information updates
received by the parties pursuant to Section 1. Courtesy notification shall be made to
all parties of this MOU in a timely manner.
4. MODIFICATION AND ASSIGNMENT: This MOU may be modified at any time by
written agreement of the parties. Assignment of responsibilities under this MOU by any
of the parties shall be effective upon written notice to the WIB. Any assignee shall also
commit in writing to the terms of this MOU.
5. ONE-STOP SYSTEM DESCRIPTION: The one-stop system description in the local
WIA plan, including modifications thereto, is incorporated into this MOU by reference.
6. CROSS REFERRALS: The One-Stop Partners will adopt common intake/cross referral
arrangements, which include, by reference, those listed in the local WIA plan, including
modifications thereto. The methods and/or resources utilized may include some or all of
the following: cross-training of staff, in-house staff, electronic case management
systems, co-enrollments, appointments, e-mail and phone call.
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7. CONFIDENTIALITY:
The WIB agrees that when any individual applies for or receives services from and the
partner agency through the One-Stop Center, all information regarding such application
for or receipt of services shall be confidential information subject to the provisions of 34
CFR 361.38.
The parties agree to honor the confidentiality provisions as described in the local WIA
plan, including modifications thereto, and incorporated into this MOU by reference.
Exchanged information shall remain private and confidential in accordance with the most
restrictive confidentiality requirements of any of the parties collecting, receiving or
sharing information.
8. RESOURCE SHARING: The parties agree to share resources in accordance with the
attached Resource Sharing Agreement. It is expressly understood that this MOU does not
constitute a binding financial commitment, but rather an intent to commit specific
resources in the future as the parties' allocations and budgets are known and the one-stop
system evolves. The one-stop system is a work in progress and its costs and the partners'
resource contributions will not remain static from month to month or from year to year.
The Resource Sharing Agreement is meant to be reviewed yearly and may be modified as
needed by any partner as long as it is identified as a revision, and it is signed and dated by
the agency Administrator.
9. DISPUTES: The parties shall first attempt to resolve all disputes informally. Any party
may call a meeting of all parties to discuss and resolve disputes.
Should informal resolution efforts fail, the dispute shall be referred to the Chair of the
WIB, who shall place the dispute upon the agenda of its next regular or special meeting of
the Board's Executive Committee. The Executive Committee shall attempt to mediate
and resolve the dispute.
Finally, if the Executive Committee's resolution efforts fail, any party may file a
grievance in accordance with the State of California's WIA grievance procedures. The
parties agree to be bound by the final determination resulting from that procedure. All
costs associated with the grievance procedure shall be borne by the losing party.
10. SEVERABILITY: If any part of this MOU is found to be null and void, or is otherwise
stricken, the rest of this MOU shall remain in force.
11. JURISDICTION: Jurisdiction over any disputes under this MOU shall reside in Orange
County, California.
12. HOLD HARMLESS CLAUSE: Each party to this MOU agrees to indemnify and hold
harmless the other parties, their officers, agents, employees, and volunteers from and
against any and all loss or damage, and from any and all suits, actions and claims filed or
brought by any person or persons arising out of acts or omissions of the party or its
officers, agents, employees in the performance of this MOU.
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13. SIGNAGE & COMMUNICATION OF PARTICIPATION: The Santa Ana WORK
Center shall provide wall signage listing the names of current participating partners.
Where practical, the Santa Ana WORK Center will list partner agencies on forms and
marketing materials distributed to the public.
14. ACCESSIBILITY ASSURANCES AND CERTIFICATIONS: The parties agree to
abide by all applicable non-discrimination federal and state laws. The WIB and the One-
Stop partners will ensure that policies and procedures established by the WIB and the
One-Stop partners are in compliance with the Americans with Disabilities Act (ADA).
The Santa Ana WORK Center will assure its services and premises are accessible to
persons with disabilities under the requirements of the Americans with Disabilities Act.
15. INSURANCE: The One-Stop Partners agree that their current in force insurance or self-
insurance coverage programs shall apply to their operations performed under the
Workforce Investment Act and at the WORK Center, including commercial general
liability, property damage liability, business personal property, workers' compensation
and employee dishonesty/crime coverages. The City of Santa Ana shall be named as
additional insured for such insurance and the coverage shall be primary and non-
contributory with regard to the City.
16. AUTHORITY AND SIGNATURES: The individuals signing this MOU and its
attachments, which are incorporated herein by reference, have the authority to commit the
party they represent to the terms of this MOU, and do so commit by signing.
5
THIS MEMORANDUM OF UNDERSTANDING is hereby signed and agreed to on the date
first written above.
FO
ELECTT?A OFFICIAL
jUL 2 6 2012
Miguel A. Pulido, Ma oar, City of Santa Ana
Name and Title
20 Civic Center Plaza, Santa Ana, CA 92701
Address
FOR THE CITY OF SANTA ANA
ATTEST:
Maria D. Huizar, Clerk o e Council
Date
aCF SANTA ANA
Paul Walters', Interim City Manager
SANTA ANA WORK CER ( CITY OF SANTA ANA) (ONE-STOP PARTNER)
4" S' nature Date
Linda Oberman, Economic Development Manager
Name and Title
1000 E. Santa Ana Blvd. #200-220, Santa Ana, CA 92701
Address
Approved as to Form:
Sonia R. Carvalho, City Attorney
By:6?
Lisa E. Storck, Assistant City Attorney
THIS MEMORANDUM OF UNDERSTANDING is hereby signed and agreed to on the date
first written above.
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Attachment "A"
One-Stop Partner Commitment
1. PARTIES: The parties to this Memorandum of Understanding (MOU) are the Mayor
and City Council of the City of Santa Ana, the Santa Ana Workforce Investment Board
(WIB), the Santa Ana WORK Center (City of Santa Ana) and other agencies (identified
in the "One-Stop Partner Commitment", Attachments "A" and "B: to this MOU)
functioning as "One-Stop Partners" within the Santa Ana One-Stop System (hereinafter
referred to as the Santa Ana WORK Center).
In addition to accepting the provisions contained in the MOU, the Santa Ana WORK Center
(City of Santa Ana) commits to the following:
• Implement WIA program services on behalf of the Santa Ana Workforce Investment
Board
• Under WIA provide core, intensive, and individual training account services as
defined by the WIA and the Department of Labor
• Coordinate activities and services with all One-Stop Partners to provide the best
integrated services possible to the community
• Provide information to the WIB with regards to service activity, outcomes and
workforce issues for their review
Full-time equivalents (FTEs) of Agency Staff Assigned to Santa Ana W/O/R/K Center:
21 FTEs
Hours/days per week Agency Staff Assigned to Santa Ana WORK Center:
5 days week, M-F
PERFORMANCE GOALS:
Customer Service
All on-site, One-Stop Partners shall commit to the following goals for the W/O/R/K Center:
1. To conform to a uniform policy of customer service;
2. To develop customer service principles all One-Stop Partners must implement;
3. To implement an on-going system for measuring customer service levels; and,
4. To participate in a task force empowered to oversee, measure and respond to customer
service data.
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Attachment "A", Page 2
Quantifiable Service Outcomes
• Develop uniform policy of customer services for the WORK Center under the
integration plan with input from partners located at and participating in the Learning
Lab
• Measure customer service levels of users at the WORK Center and meet with
participating partners to implement changes as appropriate
• Meet at least the minimum level of common performance goals as set by the State
with local input and negotiation
• Meet performance goals outlined in the service integration plan
AUTHORITY AND SIGNATURES: The individuals signing this MOU and its
attachments which are incorporated therein have the authority to commit the party they
represent to the terms of this MOU, and do so commit by signing.
FOR THE Santa Ana WORK Center (City of Santa Ana)
(Legal Name of Partner Agency)
4 nyArm J
ignature Date
Linda Oberman, Economic Development Manager
Name and Title
1000 E. Santa Ana Blvd. #200-220, Santa Ana, CA 92701
Address
MOU Partner rev 2-12
CITY OF SANTA ANA WORKFORCE INVESTMENT BOARD
ONE STOP PARTNER MEMORANDUM OF UNDERSTANDING
SERVICES MATRIX FOR
SANTA ANA WORK CENTER (CITY OF SANTA ANA)
? Employment and Training Activities under Title I of the Workforce
Programs Represented Investment Act
? Intake
? Orientation/Workshops
? Screening and eligibility determination for WIA assistance
? Identification and referral on individuals in need of employment and
Services Provided training services
? Coordinate Work Center employment and training programs with those
offered through the One-Stop system
? Other programs and services appropriate through WIA funding
E Co-location of staff
Method of Service ® Co-location of services
Delivery ® Cross training of staff
® On-line
® In person
® By phone
Referral Method ® Referral form
® Online
® Customer Satisfaction'
Contribution to One-Stop
System ® Provide coordination and services for WIA programs
1 Criteria to be determined by the State of California and the Santa Ana Workforce Investment Board
Attachment B
SANTA ANA ONE-STOP
PARTNERS MOU
RESOURCE SHARING
ATTACHMENT
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One Stop location - Santa Ana WORK Center - Cost Sharing 2010-11
Name of Organization - City of Santa Ana
Projected Budget Estimated
Annual
Contribution Funding
source Provided by Total
Resource
Cost
Staff costs
Resource Center Staff
Workshop staff - Career Net
Workshop Staff - Orientation
Workshop Staff - IAW
Technical support (maintenance,
troubleshooting, web, page/software
development)
Administrative staff (FTE)
Costs associated with staffing (including
fingerprinting, drug tests, training)
FTE staff stationed at One-Stop
Total FTE'S 14.75
Total Associated Costs $1,502,440 WIA City of Santa Ana $ 1,502,440
Faculty Costs
Rent (including utilities $ 90,145 WIA $ 90,145
Building & Grounds Maintenance $
Insurance $
Security $
Telecommunications $ 33,770 WIA $ 33,770
TOTAL FACILITY COSTS $ 123,915 WIA City of Santa Ana $ 123,915
Equipment/Technology
Equipment (computers, copiers, fax machine,
telephone, etc.) $ 3,690 WIA $ 3,690
Maintenance $ 1,300 $ 1,300
Software $
IS Strategic Plan $ 9,095 $ 9,095
Total Equipment/Technology $ 14,085 WIA City of Santa Ana $ 14,085
Supplies
General Supplies/Printing $ 46,890 WIA City of Santa Ana $ 46,890
Safety supplies $
Fed ex/UPS $
Total Supplies $ 46,890 WIA City of Santa Ana $ 46,890
Subscriptions/Periodicals
(Include newspapers, magazines, internet, etc) $ 865 WIA City of Santa Ana 865
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Marketing $ 480 WIA City of Santa Ana 480
Miscellaneous
Postage $
Memberships $ 2,250 WIA $ 2,250
Overhead $ 28,510 $ 28,510
Wesley Bosch - Career Counseling $ 75,000 $ 75,000
Total Miscellaneous $105,760 WIA City of Santa Ana $ 105,760
Total Contributions $1,794,435 WIA City of Santa Ana $ 1,794,435
Estimated Annual Contribution = The portion of your total cost that benefits the One Stop Center.
Funding Source = The soure of funding used to pay for these costs
Provided by = The partner providing the staff, equipment, or service.
Total Resource Cost = The total cost, if known, of the line item.
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MEMORANDUM OF OPERATIONS ("MOO")
Santa Ana WORM Center WIA
and EDD Wagner-Peyser Integration
PARTIES:
The parties to this MOO are the Santa Ana WORK Center WIA, by and through the City of
Santa Ana, a charter city and municipal corporation ("City'), and EDD Employment
Development Department Workforce Services, a department of the State of California
("State").
DURATION:
This MOO shall become effective on July 1, 2012 and terminate on June 30, 2015.
MODIFICATION AND ASSIGNMENT: This MOO may be modified at any time by written
agreement of both of the parties.
PLANNING/ PURPOSE:
1) Identify the goals of the partnership.
To effectively collaborate on a seamless, integrated, skills-based delivery
system to all job seekers and employers (customers) that enter our site.
2) Provide description of partnership, specific to each LWIA. (Refer to the
existing MOU, who are the players, what are the resources?)
Section 121 (c)(1) of the Workforce Investment Act (WIA) requires that the
Local Workforce Investment Board (WIB) and all mandated partner agencies
be party to a Memorandum of Understanding (MOU) as to the operation of
the Santa Ana W/O/R/K Center, hereinafter referred to as "SAWC". The
current MOU insures that the Partners will afford universal access to
comprehensive workforce development services which are customer driven
and based upon clear objectives. It also provides for mutually negotiated
outcomes with methods of performance measurements to attain customer
satisfaction. The partners to the MOU are as follows: City of Santa Ana,
State Employment Development Department, State Department of
Rehabilitation, Orange County Department of Education, ROP, Rancho
Santiago Community College District, Goodwill of Orange County, Community
Action partnership of Orange County, SER - Title IV Older Worker program
and the City of Santa Ana Housing Department.
Definitions of Terms
2a) Functional Team:
Staff from partner agencies providing integrated services as defined
in the Memorandum of Operations.
2b) Functional Supervision
Oversight of functional staff in all areas other than defined by terms
and conditions of union agreements.
Rev 2012, Page 1
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
2c) Partner Agency:
An agency that has entered into a Memorandum of Operations with
the local learning lab leadership.
3) Services offered (What services are we integrating and what is the
customer flow?)
The integrated service delivery system is divided into three components:
1. The Welcome Team is responsible for data collection, eligibility
verification, registration/enrollment, and referral to the appropriate next
steps.
Any SAWC team member, at any time can refer a customer to
appropriate services, such as:
¦ Workshops: Resume, Interviewing, On Line Applications, etc.
¦ On-Line E-Learning
¦ Labor Market Information
¦ Veteran Services
¦ Computer Classes
¦ ESL Classes
¦ Comprehensive Assessment
¦ GED Assistance
¦ Continued Education
11. The Skills Team is responsible for comprehensive assessments and
skills enhancement activities.
Customers determined to be in need of some form of skill
enhancement will be offered demand driven services such as:
¦ Occupational and vocational skills training
¦ OJT
¦ Adult Education
¦ Job Readiness workshops
¦ Customized training
¦ Basic Skills Remediation
¦ Workplace literacy
¦ Apprenticeship programs
¦ Interviewing workshops
¦ Tutorial programs
¦ Comprehensive Assessment
Ill. The Monitoring Team is responsible for job placement, as well as the job
development and promotional activities.
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Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
The customers who are considered "Job-Ready" or have completed
activities through the Welcome and Monitoring components may
access the demand driven services which include:
¦ Job Referrals
¦ Job Search
¦ Soft skills training, including budgeting
¦ Job Assisted Workshops
¦ Interviewing Skills Development and Dress for Success
¦ Career Transitioning and Stress Management
¦ Group assistance/workshops
¦ Resume Preparation
4) What will be achieved by integration?
The job seekers will gain greater access to employment and skill attainment
resources to improve their employability through the SAWC. SAWC fully
embraces the integration vision and the opportunity this system provides
added value for job seekers and the business community alike. Through the
service integration efforts, SAWC offers a skill-based service delivery system
which enables the W/O/R/K Center to respond more readily to the changing
economic conditions and the competitive market demand.
5) Performance outcomes, to include WIA and Wagner-Peyser.
5a) How will they be determined?
By using the State of California's base wage file.
5b) What reports will be used to determine performance?
CaIJOBS and JTA Reports.
5c) Reporting requirements.
As outlined in the directive.
5d) Frequency of Reports.
Quarterly.
6) Establishment of Functional Teams (How?)
Staff will be selected based upon their skills, knowledge, qualifications and
the appropriateness of the assignment by taking into consideration the
primary needs of the W/O/R/K Center.
6a) What minimum skills do team members need?
All team members should possess the following skills and abilities:
¦ Strong customer service and organizational skills
¦ Ability to effectively communicate verbally and in writing
Page 3 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Sensitivity to customers with diverse backgrounds and/or in
stressful life situations
¦ Ability to multi-task and efficiently produce accurate work under
pressure
¦ Ability to legibly and accurately document services
¦ Commitment to maintain confidentiality of customer information and
system records as legislated by current program policy
requirements
¦ Ability to work independently as well as in a team environment
¦ Knowledge of skills and aptitude assessment tools and the ability to
interpret and analyze test results
¦ Ability to constructively critique resumes and cover letters
• Ability to effectively deliver a variety of services in a group setting,
such as workshops and/or orientations.
¦ Proficient knowledge of the Microsoft Office program and all office
equipment
¦ Ability to effectively coach and mentor customers
¦ Knowledge of the local labor market
¦ Effective use of marketing and sales techniques
¦ Knowledge of community resources and referral process
¦ Maintain knowledge of service delivery programs as it relates to all
customers
Anticipating and realizing that all staff will need to be rotated among the
various functions as business needs dictate.
6b) Functional job descriptions for supervisors and team members.
Functional Supervisor's Roles and Responsibilities
¦ Communicate and refer any personnel and/or administrative issues
to the responsible agency manager.
¦ Provide direct functional supervision for their respective integrated
team.
¦ Set daily work assignments to meet customer flow.
¦ Monitor team activities and make appropriate changes to ensure
proper staffing coverage during peak periods, meal/break periods,
and unscheduled or emergency absences.
¦ Conduct routine assessment of staffing needs within team:
Operating system and equipment are operating properly
Training and coaching team members as necessary
11 Provide tools for performance enhancement
¦ Ensure staff understand and comply with all internal security
policies and procedures for the LWIA and the EDD.
¦ Coordinate and facilitate regularly scheduled team meetings.
¦ Encourage communication opportunities for staff feedback and
continuous quality improvement of team process.
¦ Perform functions necessary to ensure an integrated operation.
¦ Monitor performance measures to meet goal expectations.
Page 4 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
• Perform customer service satisfaction actions.
Welcome Team Roles and Responsibilities
¦ Greet all customers in a friendly, welcoming, and professional
manner.
¦ Conduct initial interview and review eligibility documents.
¦ Determine the purpose of customer's visit and direct them
accordingly.
• Facilitate the initial assessment to gauge the skill levels, aptitudes,
and job qualifications of the customer.
¦ Analyze the results and enter required information into the
database.
• Interview customers to identify barriers to employment and identify
those services that will help address and/or eliminate the barriers.
¦ Answer questions about services offered through the system.
¦ Maintain knowledge of local community agencies and programs
through frequent communication. Refer individuals as appropriate
to other community and partner agencies.
¦ Schedule appointments for customers as needed.
¦ Based upon the initial interview, refer job seekers as appropriate to
either the Skills Team or the Monitoring Team
¦ Ensure proper recording of customer's personal information,
eligibility documents, activities referred to and/or completed, and
applicable notes are entered into the database system;
guaranteeing compliance with the mandated program requirements
for eligibility of services.
¦ Develop the Individual Work Plan with the customer to provide an
overview of their career goals, employment objectives and,
potential service needs.
¦ Maintain knowledge of the Welcome Team process; ensure
program integrity by committing to protecting customer
confidentiality and demonstrating constant professionalism.
¦ Attend staff meetings, submit required reports, interpret program
information, and make procedural recommendations.
¦ Contribute in their team role(s) to ensure that performance
measures are met and/or exceeded, while ensuring compliance
with the Federal, State, and Local rules and regulations.
¦ May occasionally assist with special projects, including, but not
limited to, specialized outreach to targeted program groups,
employer recruitments, and the development of new skills training
activities.
¦ May perform other duties as assigned.
Skills Team Roles and Responsibilities
• Conduct first time interview with job seeker(s) to review initial
assessment results, skills identified, aptitudes, interests, barriers to
employment, and supportive service needs.
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Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
• Continue to develop the Individual Work Plan with the customer to
provide an overview of their career goals, the initial assessment
results, and potential service needs.
¦ Prepare various forms of testing/assessment for customers,
including selecting the appropriate testing/assessment tools,
proctoring tests, and interpreting the results for each. This may
include a comprehensive assessment for the customer if
determined necessary.
¦ Deliver a variety of skill development services for the customer
addressing their specific needs in the areas of employment,
training, and supportive services.
¦ Deliver services in both group and one-on-one settings to
customers.
• Maintain a high level of familiarity with the local labor market to
ensure that services are aligned with the employer and labor
market needs.
¦ Facilitate and arrange for the job seeker to attend needed skill
enhancement activities. This can include arranging for one of more
of the following: in-house training sessions, classes at training
providers, classes at post secondary institutions.
¦ As appropriate, assist the customer with applying for financial aid or
scheduling off-site training activities.
¦ Assist customers in job search activities as it relates to interviews,
resumes, applications, and letters to employers.
¦ Maintain knowledge of occupational training and local economic
information to assist customers in defining career goals.
¦ Further develop the Individual Work Plan with customers to
establish appropriate career goals and detail specific plans for skill
development/enhancement activities, job search strategies, and
supportive services. Update and modify the IAP as needed to
ensure that the customer's needs are met.
¦ Maintain knowledge of local community agencies and programs
through frequent communication. Refer individuals as appropriate
to other community and partner agencies.
¦ Facilitate and deliver workshops and group sessions instructing
customers on various skills, including basic skills development,
customer service, computer skills, and job search skills.
¦ Maintain knowledge of the Skills Team process; ensure program
integrity by committing to protecting customer confidentiality and
demonstrating constant professionalism.
¦ Ensure proper recording of customer's personal information,
eligibility documents, activities referred to and/or completed, and
applicable notes are entered into the database system;
guaranteeing compliance with the mandated program requirements
for eligibility of services.
¦ Attend staff meetings, submit required reports, interpret program
information, and make procedural recommendations.
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Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
• Contribute in their team role(s) to ensure that performance
measures are met and/or exceeded, while ensuring compliance
with the Federal, State, and Local rules and regulations.
¦ May occasionally assist with special projects, including, but not
limited to, specialized outreach to targeted program groups,
employer recruitments, and the development of new skills training
activities.
¦ May perform other duties as assigned.
Monitoring Team Roles and Responsibilities
¦ Conduct interview with customer to determine their employment
goals, skills identified, aptitudes, interests, barriers to employment,
and supportive service needs.
• Update the Individual Work Plan with the customer to provide an
overview of their career goals, the initial assessment results, and
potential service needs.
¦ Maintain a high level of familiarity with the local labor market to
ensure that services are aligned with the employer and labor
market needs.
¦ Provide information on the appropriate skill development activities
and services available on site, including the resource room, locating
Internet based job openings, referrals to supportive services, Skills
Team activities, workshops, etc.
¦ Provide job search assistance through job fairs, employer
recruitments, job referrals, and job development contacts.
¦ Provide appropriate referrals and services for customers requiring
specialized services (counseling, budgeting, etc.).
¦ Offer continuous engagement strategies to maintain communication
with the customer in order to ensure a successful outcome.
• Maintain knowledge of the Monitoring Team process; ensure
program integrity by committing to protecting customer
confidentiality and demonstrating constant professionalism.
• Ensure proper recording of customer's personal information,
eligibility documents, activities referred to and/or completed, and
applicable notes are entered into the database system;
guaranteeing compliance with the mandated program requirements
for eligibility of services.
¦ Attend staff meetings, submit required reports, interpret program
information, and make procedural recommendations.
¦ Contribute in their team role(s) to ensure that performance
measures are met and/or exceeded, while ensuring compliance
with the Federal, State, and Local rules and regulations.
¦ May occasionally assist with special projects, including, but not
limited to, specialized outreach to targeted program groups,
employer recruitments, and the development of new skills training
activities.
¦ May perform other duties as assigned.
Page 7 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
6c) How is team membership determined?
To be determined by Functional Supervisor, as dictated by Team
requirements and staffing levels.
6d) How will disputes pertaining to membership be resolved?
Membership disputes will be resolved through discussion and
consensus between Site Supervisor(s) and Functional Team
Supervisor(s) in conjunction with business needs and current
workload.
7) Selection of functional team members (How?)
By the Service Integration Leadership Team.
7a) Observe civil service rules.
According to each Entity's mandated rules.
7b) Classification requirements.
Not working team members out of class per the existing documented
State and City requirements.
7c) Within the scope of the duty statement (functional job description).
As pre-defined in classification duty statements for each Entity.
8) Determine supervision of functional teams.
8a) How is supervision selected?
By the Service Integration Leadership Team
8b) Terms and Conditions
State and City supervisors will follow contractual and collective
bargaining mandates for the supervision of respective State and City
employees. Collaboration will occur between the employee's
supervisor and the functional supervisor. This collaboration will include
communication between both individuals to allow for the responsibility
of certain tasks and responsibilities within a functional team. The
communication cannot include the sharing of confidential information
as prohibited by state or local policy or union contracts.
8c) Span of Control
Responsibilities of State/City Entity Supervisor
¦ Changes to permanent work schedule, including lunches and
breaks
¦ Approval of attendance records
¦ Approval for vacations, sick leaves, personal leaves
¦ Counseling and discipline
Page 8 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Performance evaluations/probations
¦ Travel and expense approvals
¦ Approvals for contract negotiated training and in-service courses
Responsibilities of Functional Supervisor
¦ Setting daily work assignments and work flow
¦ Making temporary changes in meal/break periods to assure proper
coverage
¦ Setting Resource Room schedules/coverage
¦ Setting office coverage during vacations/unscheduled/emergency
absences
Collaborative Responsibilities of State/City Entity Supervisors and
Functional Supervisors
¦ Adequate office coverage
¦ All staff is properly trained
¦ All organizations understand and adhere to all internal security
policies and procedures
• All staff present a positive image of the One Stop System to
customers
¦ Regular staff meetings are held and conducted by both the
functional supervisor and hiring authority supervisor - frequency to
be determined within the site
¦ Consistent communication with staff
9) Criteria for Training:
9a) Train leadership
Leadership members of all three functional teams will present an
overview of the processes of their respective teams (Welcome, Skills,
and Monitoring) to the additional members of the Leadership Team.
9b) Educate staff on operations model
Functional teams will select representative trainers based on their
ability to communicate effectively and their knowledge of the process
flow. Selected trainers must also possess excellent customer service
skills as well as overall skills and abilities that align with all of the
teams. (Note: Leadership must ensure that all staff has had systems
training and access before overview training begins.)
9c) Team building
To be determined by the Service Integration Leadership Team.
9d) Specific job training (tasks associated with team responsibilities)
Specific dates scheduled in advance to train all staff.
Training will be an ongoing process with instruction focused on the
duties to be performed and services to be provided to the customer at
Page 9 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
the Welcome Team, Skills Team, and Monitoring Team points,
including new forms developed for integration.
All staff must be trained in Ca/JOBS, Employer Services, LMI, and
specific partner services. Also see response to question 6a for
additional training requirements.
IMPLEMENTATION:
1) Develop communication strategy:
1a) Establish meeting frequency for supervisors and all center staff.
All staff team meetings scheduled no less than once a month, as is the
current practice.
1 b) Telling the story through process.
Team Supervisors have been instructed to share all team minutes, flow
charts, and any specific team processes and/or procedures that have
been developed with the other teams.
1c) Telling the story through integrated performance reports.
WIA, CaIJOBS and JTA Reports.
1d) Collaboration and communication between agency supervisors.
Currently have pre-scheduled weekly, monthly and/or Just in Time
Leadership meetings, apart from regular staff and team meetings.
Plan to continue this practice in order to monitor progress, successes,
and potential areas needing adjustments or improvements.
1e) Center staff recognition
A quarterly or semi-annual recognition/celebration of specific
staff/teams as performance goal numbers become available and
accomplishments are realized.
2) Issue Resolution Strategy:
Strategy will be employed that will allow resolution at the lowest possible
level. Each team is encouraged to engage in issue resolution through
consensus. If consensus cannot be achieved at the current level the issue
will be elevated to the next level. The process for this is detailed in 2b below
and includes timeframes for issue resolution.
2a) Issue communication
Issues can be elevated at regularly scheduled meetings called by the
functional unit, Site Leader or Site Leadership Team, Integrated
Leadership Team, or the Senior Management Team.
An Issue Action Review/Approval Form will be filled out for any issues
elevated to the Service Integration Leadership Team.
Page 10 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
2b) Issue resolution process
Each Team(s) is encouraged to engage in issue resolution through
consensus. If consensus cannot be achieved, the issue will be
elevated to the next level, beginning with the Functional Team
Supervisor or Service Integration Leadership Team.
Issue Any team member may identify on issue that needs to be resolved. All are
Identified encoit raged to seek resolution through consensus at the lowest possible
level. ff issue can not be resolved, it may be elevated for resolution.
Issue is
Level I Issue is formally discussed by
functional leant issue is resolved or elevated within .5
Functional Unit written and presented and consensus is
an business days
sought.
Level ? Written issue is
formally presented issue is
Frmclional including possible discussed and issue is resolved or elevated within 5
l'ecrnr strategies that were consensus is business days
Supervisors used to attempt sought.
consensits
Level 3 Written issue is
formally presented Issue is
Service including possible discusses' and Issue is resolved or elevated within 5
Integration strategies that were consensus is business days
Leadership used to attempt sought
Team consensus
Final ruling is made by Operator
Level -l Written issue is Issue is regardless of consensus, Within 10
formally presented discussed and business dgys. if issue is outside of
Senior using an agreed upon consensus is current integration policy, dissenter may
Alanagement format. sought. fortivard issue to State Integrated Policy
Group for consideration.
Resolution of
IAsIIe
i7d/01- Final rule is added to local policy andlor procedures. If issite rises to the level q/'
Referral to State policy, it is elevated to the local board for consideration
integraled
Policy Group
3) Continuous Improvement
3a) Schedule of System Review
To be conducted weekly, monthly, quarterly and annually
3b) Process Change Implementation
By proactively identifying changes, leaders can use the following
essentials to help implement change in an orderly and timely fashion:
1. Leadership readiness
2. Vision clarity
Page 11 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
3. Marketing the changes
4. Participation of stakeholders
5. Communication planning
6. Educating/Training needs
7. Transition and timing
Change I mpact Areas:
1. Organizational Structure/Design
2. Job Roles/Responsibilities
3. Skill/Knowledge Requirements
4. Worker Motivation/Incentives
5. Operating Policies and Procedures
6. Employee impacts
7. Change Resistance
3c) Outcome Change Implementation
Identify and implement strategies that overcome barriers to change.
Address organizational change from a people perspective. Work with
leadership to survey organization for change readiness, employee
concerns, and cultural implications. After data is analyzed undertake
actions/interventions to address these. Some interventions might
include:
1. New Skill training
2. Individual coaching
3. New workflows/ processes
4. New organizational structure
5. Process Updates as needed
Santa Ana will consider both qualitative and quantitative measures as indicators to
gauge its service integration efforts. Examples of qualitative and quantitative
measures for job seekers, for employment, employer and business services and
staff capacity building may include the following:
For Job Seekers.
• The number of total enrollments
• Volume of service usage and type of services
• Number of return visits
• Customer feedback on the service received and recommended
changes
• Entered employment, wage level and job retention
• Service duration from initial contact to exit
Page 12 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
For Employment, Employer and Business Services:
• Job matching rate
• Usage of OJT, Work Experience, Customized training, hiring events,
job fairs and rapid response activities
• Monthly business outreach activities report which include service
requested and services rendered
Staff Capacity Building
• Validation of staff competency in the three service team components
• Awareness and understanding the appropriateness of usage of the
center and partner resources
• Ongoing review of practices that can be subtracted and what practices
needed to be added
• Utilization of new data system, on-line assessment tool, labor market
information, and various cost and non-cost related training options
Overall System Improvement-.
• Market penetration rate for job seekers and employers
• Awareness of the W/O/R/K Center services in the community
• Customized surveys of employer and job seeker users
• Return-on-Investment Analysis
Page 13 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
The Parties hereto agree to the terms and conditions of this Memorandum of
Operations effective as of the date first stated.
Partner Agency Signatures
City of Santa Ana
WORK Center
Linda Oberman, Economic Development Manager
Signed:
Date:
State of California
Employment Development Department
Workforce Services
Cindy Roy, Santa Ana Workforce Services, Cluster Manager
Signed:
Date:
Page 14 of 14
MEMORANDUM OF OPERATIONS ("MOO")
Santa Ana WORM Center WIA
and EDD Wagner-Peyser Integration
PARTIES:
The parties to this MOO are the Santa Ana WORK Center WIA, by and through the City of
Santa Ana, a charter city and municipal corporation ("City"), and EDD Employment
Development Department Workforce Services, a department of the State of California
("State").
DURATION:
This MOO shall become effective on July 1, 2012 and terminate on June 30, 2015.
MODIFICATION AND ASSIGNMENT: This MOO may be modified at any time by written
agreement of both of the parties.
PLANNING/ PURPOSE:
1) Identify the goals of the partnership.
To effectively collaborate on a seamless, integrated, skills-based delivery
system to all job seekers and employers (customers) that enter our site.
2) Provide description of partnership, specific to each LWIA. (Refer to the
existing MOU, who are the players, what are the resources?)
Section 121 (c)(1) of the Workforce Investment Act (WIA) requires that the
Local Workforce Investment Board (WIB) and all mandated partner agencies
be party to a Memorandum of Understanding (MOU) as to the operation of
the Santa Ana W/O/R/K Center, hereinafter referred to as "SAWC". The
current MOU insures that the Partners will afford universal access to
comprehensive workforce development services which are customer driven
and based upon clear objectives. It also provides for mutually negotiated
outcomes with methods of performance measurements to attain customer
satisfaction. The partners to the MOU are as follows: City of Santa Ana,
State Employment Development Department, State Department of
Rehabilitation, Orange County Department of Education, ROP, Rancho
Santiago Community College District, Goodwill of Orange County, Community
Action partnership of Orange County, SER - Title IV Older Worker program
and the City of Santa Ana Housing Department.
Definitions of Terms
2a) Functional Team:
Staff from partner agencies providing integrated services as defined
in the Memorandum of Operations.
2b) Functional Supervision
Oversight of functional staff in all areas other than defined by terms
and conditions of union agreements.
Rev 2012, Page 1
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
2c) Partner Agency:
An agency that has entered into a Memorandum of Operations with
the local learning lab leadership.
3) Services offered (What services are we integrating and what is the
customer flow?)
The integrated service delivery system is divided into three components:
1. The Welcome Team is responsible for data collection, eligibility
verification, registration/enrollment, and referral to the appropriate next
steps.
Any SAWC team member, at any time can refer a customer to
appropriate services, such as.
¦ Workshops: Resume, Interviewing, On Line Applications, etc.
¦ On-Line E-Learning
¦ Labor Market Information
¦ Veteran Services
¦ Computer Classes
¦ ESL Classes
¦ Comprehensive Assessment
¦ GED Assistance
¦ Continued Education
ll. The Skills Team is responsible for comprehensive assessments and
skills enhancement activities.
Customers determined to be in need of some form of skill
enhancement will be offered demand driven services such as:
¦ Occupational and vocational skills training
¦ OJT
¦ Adult Education
¦ Job Readiness workshops
¦ Customized training
¦ Basic Skills Remediation
¦ Workplace literacy
¦ Apprenticeship programs
¦ Interviewing workshops
¦ Tutorial programs
¦ Comprehensive Assessment
111. The Monitoring Team is responsible for job placement, as well as the job
development and promotional activities.
Page 2 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
The customers who are considered "Job-Ready" or have completed
activities through the Welcome and Monitoring components may
access the demand driven services which include:
¦ Job Referrals
¦ Job Search
¦ Soft skills training, including budgeting
¦ Job Assisted Workshops
¦ Interviewing Skills Development and Dress for Success
¦ Career Transitioning and Stress Management
¦ Group assistance/workshops
¦ Resume Preparation
4) What will be achieved by integration?
The job seekers will gain greater access to employment and skill attainment
resources to improve their employability through the SAWC. SAWC fully
embraces the integration vision and the opportunity this system provides
added value for job seekers and the business community alike. Through the
service integration efforts, SAWC offers a skill-based service delivery system
which enables the W/O/R/K Center to respond more readily to the changing
economic conditions and the competitive market demand.
5) Performance outcomes, to include WIA and Wagner-Peyser.
5a) How will they be determined?
By using the State of California's base wage file.
5b) What reports will be used to determine performance?
CaIJOBS and JTA Reports.
5c) Reporting requirements.
As outlined in the directive.
5d) Frequency of Reports.
Quarterly.
6) Establishment of Functional Teams (How?)
Staff will be selected based upon their skills, knowledge, qualifications and
the appropriateness of the assignment by taking into consideration the
primary needs of the W/O/R/K Center.
6a) What minimum skills do team members need?
All team members should possess the following skills and abilities:
¦ Strong customer service and organizational skills
¦ Ability to effectively communicate verbally and in writing
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Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Sensitivity to customers with diverse backgrounds and/or in
stressful life situations
¦ Ability to multi-task and efficiently produce accurate work under
pressure
¦ Ability to legibly and accurately document services
• Commitment to maintain confidentiality of customer information and
system records as legislated by current program policy
requirements
¦ Ability to work independently as well as in a team environment
¦ Knowledge of skills and aptitude assessment tools and the ability to
interpret and analyze test results
¦ Ability to constructively critique resumes and cover letters
¦ Ability to effectively deliver a variety of services in a group setting,
such as workshops and/or orientations.
¦ Proficient knowledge of the Microsoft Office program and all office
equipment
¦ Ability to effectively coach and mentor customers
¦ Knowledge of the local labor market
¦ Effective use of marketing and sales techniques
• Knowledge of community resources and referral process
¦ Maintain knowledge of service delivery programs as it relates to all
customers
Anticipating and realizing that all staff will need to be rotated among the
various functions as business needs dictate.
6b) Functional job descriptions for supervisors and team members.
Functional Supervisor's Roles and Responsibilities
¦ Communicate and refer any personnel and/or administrative issues
to the responsible agency manager.
¦ Provide direct functional supervision for their respective integrated
team.
¦ Set daily work assignments to meet customer flow.
¦ Monitor team activities and make appropriate changes to ensure
proper staffing coverage during peak periods, meal/break periods,
and unscheduled or emergency absences.
¦ Conduct routine assessment of staffing needs within team:
Operating system and equipment are operating properly
Training and coaching team members as necessary
Provide tools for performance enhancement
¦ Ensure staff understand and comply with all internal security
policies and procedures for the LWIA and the EDD.
¦ Coordinate and facilitate regularly scheduled team meetings.
¦ Encourage communication opportunities for staff feedback and
continuous quality improvement of team process.
¦ Perform functions necessary to ensure an integrated operation.
¦ Monitor performance measures to meet goal expectations.
Page 4 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Perform customer service satisfaction actions.
Welcome Team Roles and Responsibilities
¦ Greet all customers in a friendly, welcoming, and professional
manner.
¦ Conduct initial interview and review eligibility documents.
¦ Determine the purpose of customer's visit and direct them
accordingly.
¦ Facilitate the initial assessment to gauge the skill levels, aptitudes,
and job qualifications of the customer.
¦ Analyze the results and enter required information into the
database.
¦ Interview customers to identify barriers to employment and identify
those services that will help address and/or eliminate the barriers.
¦ Answer questions about services offered through the system.
• Maintain knowledge of local community agencies and programs
through frequent communication. Refer individuals as appropriate
to other community and partner agencies.
¦ Schedule appointments for customers as needed.
¦ Based upon the initial interview, refer job seekers as appropriate to
either the Skills Team or the Monitoring Team
¦ Ensure proper recording of customer's personal information,
eligibility documents, activities referred to and/or completed, and
applicable notes are entered into the database system;
guaranteeing compliance with the mandated program requirements
for eligibility of services.
¦ Develop the Individual Work Plan with the customer to provide an
overview of their career goals, employment objectives and,
potential service needs.
¦ Maintain knowledge of the Welcome Team process; ensure
program integrity by committing to protecting customer
confidentiality and demonstrating constant professionalism.
¦ Attend staff meetings, submit required reports, interpret program
information, and make procedural recommendations.
¦ Contribute in their team role(s) to ensure that performance
measures are met and/or exceeded, while ensuring compliance
with the Federal, State, and Local rules and regulations.
¦ May occasionally assist with special projects, including, but not
limited to, specialized outreach to targeted program groups,
employer recruitments, and the development of new skills training
activities.
¦ May perform other duties as assigned.
Skills Team Roles and Responsibilities
¦ Conduct first time interview with job seeker(s) to review initial
assessment results, skills identified, aptitudes, interests, barriers to
employment, and supportive service needs.
Page 5 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Continue to develop the individual Work Plan with the customer to
provide an overview of their career goals, the initial assessment
results, and potential service needs.
¦ Prepare various forms of testing/assessment for customers,
including selecting the appropriate testing/assessment tools,
proctoring tests, and interpreting the results for each. This may
include a comprehensive assessment for the customer if
determined necessary.
¦ Deliver a variety of skill development services for the customer
addressing their specific needs in the areas of employment,
training, and supportive services.
• Deliver services in both group and one-on-one settings to
customers.
¦ Maintain a high level of familiarity with the local labor market to
ensure that services are aligned with the employer and labor
market needs.
¦ Facilitate and arrange for the job seeker to attend needed skill
enhancement activities. This can include arranging for one of more
of the following: in-house training sessions, classes at training
providers, classes at post secondary institutions.
¦ As appropriate, assist the customer with applying for financial aid or
scheduling off-site training activities.
¦ Assist customers in job search activities as it relates to interviews,
resumes, applications, and letters to employers.
¦ Maintain knowledge of occupational training and local economic
information to assist customers in defining career goals.
¦ Further develop the Individual Work Plan with customers to
establish appropriate career goals and detail specific plans for skill
development/enhancement activities, job search strategies, and
supportive services. Update and modify the IAP as needed to
ensure that the customer's needs are met.
¦ Maintain knowledge of local community agencies and programs
through frequent communication. Refer individuals as appropriate
to other community and partner agencies.
¦ Facilitate and deliver workshops and group sessions instructing
customers on various skills, including basic skills development,
customer service, computer skills, and job search skills.
¦ Maintain knowledge of the Skills Team process; ensure program
integrity by committing to protecting customer confidentiality and
demonstrating constant professionalism.
¦ Ensure proper recording of customer's personal information,
eligibility documents, activities referred to and/or completed, and
applicable notes are entered into the database system;
guaranteeing compliance with the mandated program requirements
for eligibility of services.
¦ Attend staff meetings, submit required reports, interpret program
information, and make procedural recommendations.
Page 6 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Contribute in their team role(s) to ensure that performance
measures are met and/or exceeded, while ensuring compliance
with the Federal, State, and Local rules and regulations.
¦ May occasionally assist with special projects, including, but not
limited to, specialized outreach to targeted program groups,
employer recruitments, and the development of new skills training
activities.
¦ May perform other duties as assigned.
Monitoring Team Roles and Responsibilities
¦ Conduct interview with customer to determine their employment
goals, skills identified, aptitudes, interests, barriers to employment,
and supportive service needs.
Update the Individual Work Plan with the customer to provide an
overview of their career goals, the initial assessment results, and
potential service needs.
¦ Maintain a high level of familiarity with the local labor market to
ensure that services are aligned with the employer and labor
market needs.
¦ Provide information on the appropriate skill development activities
and services available on site, including the resource room, locating
Internet based job openings, referrals to supportive services, Skills
Team activities, workshops, etc.
¦ Provide job search assistance through job fairs, employer
recruitments, job referrals, and job development contacts.
¦ Provide appropriate referrals and services for customers requiring
specialized services (counseling, budgeting, etc.).
¦ Offer continuous engagement strategies to maintain communication
with the customer in order to ensure a successful outcome.
¦ Maintain knowledge of the Monitoring Team process; ensure
program integrity by committing to protecting customer
confidentiality and demonstrating constant professionalism.
¦ Ensure proper recording of customer's personal information,
eligibility documents, activities referred to and/or completed, and
applicable notes are entered into the database system;
guaranteeing compliance with the mandated program requirements
for eligibility of services.
¦ Attend staff meetings, submit required reports, interpret program
information, and make procedural recommendations.
¦ Contribute in their team role(s) to ensure that performance
measures are met and/or exceeded, while ensuring compliance
with the Federal, State, and Local rules and regulations.
¦ May occasionally assist with special projects, including, but not
limited to, specialized outreach to targeted program groups,
employer recruitments, and the development of new skills training
activities.
¦ May perform other duties as assigned.
Page 7 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
6c) How is team membership determined?
To be determined by Functional Supervisor, as dictated by Team
requirements and staffing levels.
6d) How will disputes pertaining to membership be resolved?
Membership disputes will be resolved through discussion and
consensus between Site Supervisor(s) and Functional Team
Supervisor(s) in conjunction with business needs and current
workload.
7) Selection of functional team members (How?)
By the Service Integration Leadership Team.
7a) Observe civil service rules.
According to each Entity's mandated rules.
7b) Classification requirements.
Not working team members out of class per the existing documented
State and City requirements.
7c) Within the scope of the duty statement (functional job description).
As pre-defined in classification duty statements for each Entity.
8) Determine supervision of functional teams.
8a) How is supervision selected?
By the Service Integration Leadership Team
8b) Terms and Conditions
State and City supervisors will follow contractual and collective
bargaining mandates for the supervision of respective State and City
employees. Collaboration will occur between the employee's
supervisor and the functional supervisor. This collaboration will include
communication between both individuals to allow for the responsibility
of certain tasks and responsibilities within a functional team. The
communication cannot include the sharing of confidential information
as prohibited by state or local policy or union contracts.
8c) Span of Control
Responsibilities of State/City Entity Supervisor
¦ Changes to permanent work schedule, including lunches and
breaks
¦ Approval of attendance records
¦ Approval for vacations, sick leaves, personal leaves
¦ Counseling and discipline
Page 8 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
¦ Performance evaluations/probations
¦ Travel and expense approvals
¦ Approvals for contract negotiated training and in-service courses
Responsibilities of Functional Supervisor
¦ Setting daily work assignments and work flow
¦ Making temporary changes in meal/break periods to assure proper
coverage
¦ Setting Resource Room schedules/coverage
¦ Setting office coverage during vacations/unscheduled/emergency
absences
Collaborative Responsibilities of State/City Entity Supervisors and
Functional Supervisors
• Adequate office coverage
• All staff is properly trained
¦ All organizations understand and adhere to all internal security
policies and procedures
• All staff present a positive image of the One Stop System to
customers
¦ Regular staff meetings are held and conducted by both the
functional supervisor and hiring authority supervisor - frequency to
be determined within the site
¦ Consistent communication with staff
9) Criteria for Training:
9a) Train leadership
Leadership members of all three functional teams will present an
overview of the processes of their respective teams (Welcome, Skills,
and Monitoring) to the additional members of the Leadership Team.
9b) Educate staff on operations model
Functional teams will select representative trainers based on their
ability to communicate effectively and their knowledge of the process
flow. Selected trainers must also possess excellent customer service
skills as well as overall skills and abilities that align with all of the
teams. (Note: Leadership must ensure that all staff has had systems
training and access before overview training begins.)
9c) Team building
To be determined by the Service Integration Leadership Team.
9d) Specific job training (tasks associated with team responsibilities)
Specific dates scheduled in advance to train all staff.
Training will be an ongoing process with instruction focused on the
duties to be performed and services to be provided to the customer at
Page 9 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
the Welcome Team, Skills Team, and Monitoring Team points,
including new forms developed for integration.
All staff must be trained in CaIJOBS, Employer Services, LMI, and
specific partner services. Also see response to question 6a for
additional training requirements.
IMPLEMENTATION:
1) Develop communication strategy:
1a) Establish meeting frequency for supervisors and all center staff.
All staff team meetings scheduled no less than once a month, as is the
current practice.
1b) Telling the story through process.
Team Supervisors have been instructed to share all team minutes, flow
charts, and any specific team processes and/or procedures that have
been developed with the other teams.
1c) Telling the story through integrated performance reports.
WIA, CaIJOBS and JTA Reports.
1d) Collaboration and communication between agency supervisors.
Currently have pre-scheduled weekly, monthly and/or Just in Time
Leadership meetings, apart from regular staff and team meetings.
Plan to continue this practice in order to monitor progress, successes,
and potential areas needing adjustments or improvements.
1e) Center staff recognition
A quarterly or semi-annual recognition/celebration of specific
staff/teams as performance goal numbers become available and
accomplishments are realized.
2) Issue Resolution Strategy:
Strategy will be employed that will allow resolution at the lowest possible
level. Each team is encouraged to engage in issue resolution through
consensus. If consensus cannot be achieved at the current level the issue
will be elevated to the next level. The process for this is detailed in 2b below
and includes timeframes for issue resolution.
2a) Issue communication
Issues can be elevated at regularly scheduled meetings called by the
functional unit, Site Leader or Site Leadership Team, Integrated
Leadership Team, or the Senior Management Team.
An Issue Action Review/Approval Form will be filled out for any issues
elevated to the Service Integration Leadership Team.
Page 10 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
2b) Issue resolution process
Each Team(s) is encouraged to engage in issue resolution through
consensus. If consensus cannot be achieved, the issue will be
elevated to the next level, beginning with the Functional Team
Supervisor or Service Integration Leadership Team.
Any team member may identify an issue that needs to be resolved. All are
Issue encouraged to seek resolution through consensus at the lowest possible
Identified level. If issue can not be resolved, it may be elevated for resolution.
Issue is
Level 1
Issue is farrnally discussed by
/sszre is resolved or elevated within 3
written and presented fzrnctiornd learzz business dabs
Functional Unit and consensus is
sought.
Level 2 Written issue is
formally presented Issue is
Functional including possible discussed and issue is resolved or elevated within 5
Team strategies that were consensus is business days
Supervisors used to attempt sozrght.
consensus
Level 3 Written issue is
formally presented Issue is
Service including possible discussed and Issue is resolved or elevated within S
Integration strategies that were consensus is business clays
Leadership used to attempt sought
Team consensus
Final ruling is made by Operator
Level 1 Written issue is Isszte is regardless of consensus, within 10
formally presented discussed and business days. If issue is ozttside of
Senior using an agreed ztpon consensi.ts is eztrrent integration policy, dissenter may
Management format, sozrght. forward issue to State Integrated Policy
Grottp.for consideraliori.
Resolution of
Issue
And/Or Final rule is added to local policy and/or procedures. If isszte rises to the level of
Referral to State policy, it is elevated to the local board for consideration
Integrated
Police Group
3) Continuous Improvement
3a) Schedule of System Review
To be conducted weekly, monthly, quarterly and annually
3b) Process Change Implementation
By proactively identifying changes, leaders can use the following
essentials to help implement change in an orderly and timely fashion.
1. Leadership readiness
2. Vision clarity
Page 11 of 14
Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
3. Marketing the changes
4. Participation of stakeholders
5. Communication planning
6. Educating/Training needs
7. Transition and timing
Change Impact Areas:
1. Organizational Structure/Design
2. Job Roles/Responsibilities
3. Skill/Knowledge Requirements
4. Worker Motivation/Incentives
5. Operating Policies and Procedures
6. Employee impacts
7. Change Resistance
3c) Outcome Change Implementation
Identify and implement strategies that overcome barriers to change.
Address organizational change from a people perspective. Work with
leadership to survey organization for change readiness, employee
concerns, and cultural implications. After data is analyzed undertake
actions/interventions to address these. Some interventions might
include:
1. New Skill training
2. Individual coaching
3. New workflows/ processes
4. New organizational structure
5. Process Updates as needed
Santa Ana will consider both qualitative and quantitative measures as indicators to
gauge its service integration efforts. Examples of qualitative and quantitative
measures for job seekers, for employment, employer and business services and
staff capacity building may include the following:
For Job Seekers:
® The number of total enrollments
• Volume of service usage and type of services
• Number of return visits
• Customer feedback on the service received and recommended
changes
• Entered employment, wage level and job retention
• Service duration from initial contact to exit
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Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
For Employment, Employer and Business Services:
• Job matching rate
• Usage of OJT, Work Experience, Customized training, hiring events,
job fairs and rapid response activities
• Monthly business outreach activities report which include service
requested and services rendered
Staff Capacity Building:
• Validation of staff competency in the three service team components
• Awareness and understanding the appropriateness of usage of the
center and partner resources
• Ongoing review of practices that can be subtracted and what practices
needed to be added
• Utilization of new data system, on-line assessment tool, labor market
information, and various cost and non-cost related training options
Overall System Improvement:
• Market penetration rate for job seekers and employers
• Awareness of the W/O/R/K Center services in the community
• Customized surveys of employer and job seeker users
• Return-on-Investment Analysis
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Memorandum of Operations
City of Santa Ana WIA and EDD Wagner-Peyser Integration
The Parties hereto agree to the terms and conditions of this Memorandum of
Operations effective as of the date first stated.
Partner Agency Signatures
City of Santa Ana
WORK Center
Linda Oberman, Economic nt Manager
Signed:
Date: l? I ?-
State of California
Employment Development Department
Workforce Services
Cindy Roy, Santa Ana Workforce Services, Cluster Manager
Sign
Date:
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