Loading...
HomeMy WebLinkAboutSANTA ANA WORK CENTER (5) - 2013 City of Santa Ana 7`'" -r Clerk of the Council AGREEMENT TERMINATION FORM COTC Office Use Only Please complete this form when the attached agreement and all amendments (if any) are no longer in effect. Return form to the Clerk of the Council Office (M-30). Call 647-6520 if you have any questions. ) The agreement with /tj `3kuJ 0 4-(A iqw-kfti-DY(...... No. U V 13) - og was completed on I and final payment has been made. (List all amendments. Use sp ce below if needed.) Department: ODA' Ma') Phone/Ext.: X NerEAMOVel7 Signature: Date: Si‘81.1 Revised 08-23-10 C? a r ? ? v. l,t?UNCiI_ G u U A-2013-084 MEMORANDUM OF UNDERSTANDING BETWEEN THE SANTA ANA WORKFORCE INVESTMENT BOARD/YOUTH COUNCIL AND THE SANTA ANA W/O/R/K CENTER/ YOUTH SERVICE PROVIDER NAVIGATOR This Memorandum of Understanding is entered this I" day of.fuly 2013, by and between the Santa Ana Workforce Investment Board ("WIB")/Santa Ana Youth Council and the Santa Ana W/O/R/K Center ("Provider") acting in its capacity as the Youth Service Provider Navigator pursuant to the Workforce Investment Act ("WIA"). I. PURPOSE: The Santa Ana Youth Council designated the Santa Ana W/O/R/K Center as their "Service Navigator" for all WIA youth services, and its eligible participants. The Service Navigator's function within the Youth Service Provider Network is to coordinate services in a manner that eliminates bureaucracy from the participating providers. 2. STAFFING RESPONSIBILITY OF "PROVIDER": The Santa Ana W/O/R/K Center must provide sufficient staff to conduct the following roles: A. Assist with recruitment of potential WIA youth participants to Youth Service Provider Network B. Refer eligible youth to appropriate WIA youth providers C. Collect eligibility documentation (both at provider location and Service Navigator site) D. Certify WIA eligibility I'. 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. 1'rack 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 1'. Provide on-going informatiowtraining on Child Labor Laws Q. Provide legislative/regulatory updates on services, programs impacted by Youth Workforce Development t R. Collect, analyze and report to Youth Council the results of the Customer Satisfaction Surveys S. Create and implement a continuous improvement project based on the results of the Customer Satisfaction Survey T. Be available and prepared for monitoring by Federal, State and SAWIB staff 4. FOLLOW UP SERVICES: Follow-up services will be a coordinated effort between the W/O/R/K Center Service Navigator and the youth program operators. The purpose of follow-up is to determine a participant's employment and educational status after exiting the WIA program and to provide additional assistance if needed. 5. BUDGET: The W/O/R/K Center acting as the "Provider", shall provide all of the services discussed herein as well as those set forth in Exhibit A, for the monetary amount set forth in its budget attached hereto as Exhibit B. Said Budget may annually be updated as approved by the WIB. 6. DURATION: This MOU shall remain in effect until a written cancellation is submitted by either party giving a 30-day advance notice of termination. 7. AMENDMENTS: Either party may propose amendments to this MOU at any time by providing written notice to the other. Amendments to this MOU shall require the approval of the authorized signatory for the WIB and the Executive Director for Community Development or his/her designee ("Executive Director"), on behalf of the W/O/R,111 Center. 8. DISPUTES: The parties shall first attempt to resolve all disputes informally. Any party may call a meeting of all parties to discuss and resolve disputes. Should informal resolution efforts fail, the dispute shall be referred to the City Manager, or his/her designee ("City Manager"), to act as mediator, to attempt to resolve the dispute by holding an informal hearing with presentations by both parties. If the Executive Director's resolution efforts fail, any party may file a grievance with the City Manager for review and hearing. The parties agree to be bound by the final determination resulting from that procedure. All costs associated with the grievance procedure shall be borne by the losing party. 9. SEVERABILITY: If any part of this MOU is found to be null and void, or is otherwise stricken, the rest of this MOU shall remain in full force and effect. 10. HOLD HARMLESS: Each party to this MOU agrees to indemnify and hold harmless the other parties, their officers, agents, employees, and volunteers from and against any and all loss or damage, and from any and all suits, actions and claims tiled or brought by any person or persons arising out of acts or omissions of the party or its officers, agents, employees or volunteers in the performance of this MOU. 11. DISCRIMINATION: Provider shall not discriminate because of race. color, creed, religion, sex, marital status, sexual orientation, age, national origin, ancestry, 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 with regard to non-discrimination and equal employment. 12. AUTHORITY AND SIGNATURES: The individuals signing this MOU or its attachments have the authority to commit the party they represent to the terms of this MOU, and do so commit by signing. IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and year first above written. ATTEST: Maria D. I luizar Clerk of the Council APPROVED AS TO FORM: Sonia R. Carvalho, City Attorney By: Lisa Storck Assistant City Attorney CITY OF SANTA ANA Kevin O'Rourke Interim City Manager t , The City of Santa Ana SANTA ANA W(O:) R K CENTER Service Navigator Plan Program Year 2013-2014 3 EXECUTIVE SUMMARY the concept of the "Daisy Wheel' service delivery was adopted in 2002 by the Santa Ana Youth Council to provide an "All Youth One System", where resources would be leveraged from a network of Youth Service Providers now known as the Youth Service Provider Network (YSPN). The concept allowed youth regardless of eligibility to receive services from the various Service Providers and the Santa Ana w70/R!K Center (SAWC). The Workforce Investment Act (WIA) requires that ten program elements be delivered in a developmental approach to allow youth to receive resources that will help them overcome barriers to education and employment. The WIA ten elements require a collaborative, coordinated and sequenced approach to assisting youth served with WIA funds. The YSPN was formulated with this principle in mind so that no one Service Provider would have to provide all ten elements, allow more youth to be served by the Service Providers through other non-WIA funding streams, and to streamline services provided to youth. The YSPN consists of Service Providers that collectively offer the ten WIA program elements in a creative and interactive manner. The concept allows the Service Provider to focus on what service they specialize in and do best. This, however, is not possible without the role of the Service Navigator. The role of the Service Navigator is critical to promote broad-based coordination and cooperation among all youth Service Providers and to provide the technical assistance needed to make the network a success. Funded through the Santa Ana Workforce Investment Board (WIB) and acting as the Youth Service Navigator, the City of Santa Ana W/O/R/K Center (SAWC) assumes the primary responsibility of determining youth eligibility, providing technical assistance, reviewing JTA/MIS forms for completion and accuracy, training new providers, sharing best practice in case management, providing Labor Market Information, overseeing the placement, exit, and follow-up services for youth, as well as being an active member on the Youth Council Board. In addition, the SAWC will collaborate with Roadtrip Nation to implement the Roachrip Nation Experience Program, which was created to empower youth to map their interests to future career pathways in life. As the Service Navigator, the SAWC will work cooperatively with all Service Providers from the initial outreach, recruitment and intake process to the successful completion, exiting, and follow-up of all WIA youth enrolled in tile YSPN. 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 term of the contract by coordinating monthly meetings with all Service Providers for program, legislation. MIS/JTA paper work 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 tile SAWC-S coal 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. I 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). the Senior Transitions Day hosted by the Santa Ana Unified School District (SAUSD) and other annual events hosted by Segerstrom. Century Iligh Schools in Santa Ana and Youth Summit, a collaboration between the Young Men's Christian Association (YMCA) and the Boys & Girls Club of Santa Ana. Utilizing the relationships we have established with the SAUSD, EDD, Orange County Probation. O.C. Social Services Agency and the Orange County Department of Education, the SAWC has been able to deepen its outreach effort to a much broader base of youth, parents, and educators in the comnwnity. The SAWC recognizes the importance of marketing the entire YSPN and its comprehensive service programs. Everv effort is made to ensure that staff markets the network at all job fairs, youth oriented recruitment and outreach events. thus, benefitting all Service Providers. TRAINING & TECHNICAL ASSISTANCE For more than 30 years, the SAWC staff has successfully administered and implemented many federally and state funded employment and training programs. As an on-going effort. the SAWC has made it a priority to keep staff updated and trained on all State and Federal workforce legislation pertinent to various targeted programs. Over the years, staff has kept abreast with the latest workforce trends and legislative changes to ensure compliance with state and federal regulations. Staff has developed comprehensive training manuals, policies, procedures and conducted regular training for all Service Providers using a customer triendly and easily understood format. Since the inception of the Daisy Wheel YSPN in 2002, staff has also translated various complex system measurements and mandatory reporting requirements into an easily understood format for the YSPN Service Providers. As the Service Navigator, the SAWC has organized and developed the following training for all Service Providers not only to broaden staff's knowledge, but also to stay current and be in compliance with our state and federal regulations: • What is WIA? • Enrollment Strategies • Case Management Strategies • Co-Enrollments • Credential Information • Fiscal Invoicing • Fiscal Responsibility • Common Measures • New Enrollment Intake • Eligibility/Income Calculations • Case Notes • Exit Strategies • Follow-up training • Disability Awareness • CalJOBS Training For the past ten 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 S/ WC reports on enrollments, activities, co-enrollment, exits, and follow-ups. As needed, the SAW(-' also conducts in-service triinin- for the Service Providers and alerts them of any changes to paperwork as well as modifications to process and procedures. The monthly YSPN mectim, also provides staff an 3 opportunity to share their best case management practices and updates on the changes occurred within each Service Provider. 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 SAy'C 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 n definitions, exit strate?,ies and follow-up techniques. The training 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 vatitlation. Of the last audits we received this past year, there were no major finding and their observations were positive. ROADTRIP NATION EXPERIENCE PROGRAM blue SAWC through collaboration with Roadtrip Nation, an independent organization that empowers youth to define their road in life, plans to embed the Roadtrip Nation (RTN) Experience curriculum into the Service Navigator's responsibility. The goals of the RTN Experience are to inspire and excite youth about what they have or are studying in school, to connect youth's educational experience to their real world experiences, and to expose youth to pathways that are relevant to their individual hopes and dreams. The SA WC believes that bringing together youth from each Scrvice Providers program and the program curriculum from the RTN, will help Youth gain a new perspective on education, gain exposure to life, and career pathways that they may have not otherwise known existed. The SAWC will implement Roadtrip Nation project-based curricultrn with 25 youth throughout program year 2013-2014. All youth who participate will benefit from multiple perspectives that they would not otherwise have had in their transition into adulthood. Multimedia materials and Interview Archive will be provided to all participating youth as a toot in order to help them discover their own passions and interests. Every youth will also receive a workbook to connect their theory-based online content to their real-world experience. With the Interview Archive, youth will be able to hear directly from a broad ranue ol' leaders who can describe what skills, education and/or training they needed to succeed and how they navigated challenges to attain success. The RTN Experience offers participating youth the opportunity to conduct their own interview with leaders in their field of interest. Youth will be trained on how to share their insights and create a Roadtrip Profile. The SAWC and Roadtrip Nation staff will work together to build and provide a range of support activities to maintain youth engagement. Roadtrip Nation will host a series of training sessions to provide the Service Navigator and other administrators with on-the-ground implementation information. In addition to the up-front training, Roadtrip Nation will also provide ongoing technology and administrative support to help drive fidelity throughout the term of the implementation. The signature Roadtrip Nation RV will visit a taroeted site to further drive youth engagement. In essence, the RTN Experience gives youth the tools to embark on a journey of self-discovery. It is built around three overarching themes, Exposure, Self-Construction, and I lit the Road, the curriculum guides youth in exploring options. discoverin,1 their interests. settine goals and mapping out a plan for success. Hearing directly from successful individuals who have Billowed their dreams and navigated challenges to attain success in wildly diverse fields will provide the youth a map for getting to the next stage in their own lives. Moreover, the combination of an hrterview Archive, the real world experiential learning and reflective exercises will provide youth with unprecedented exposure to pathways that are relevant to their individual hopes and dreams. 4 ,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 Division that also manages the Enterprise Zone Programs. The Enterprise Zone program is designed to promote business ,rowth and economic incentives to job generation by offering State tax credits and highly valuable huSlnesses. Main of our Santa Ana residents including youth qualify for these tax credits. It is through our experience, expertise, and partnerships with businesses and community partners, we are able to provide the community with quality job placement assistance and offer connections to a strong labor market The SAWC will offer assistance and guidance in job placement by notifying Service Providers and youth of job opportunities, employer on-site hiring recruitments, andjob fairs. SAWC will notify Service Providers daily via electronic mail and/or flyers regarding job announcements. The Youth Help Desk will also be available to assist youth looking for employment by providing them with job search assistance. job openings, resume assistance, labor market information and demand occupations. In addition the SAWC utilizes a robust job matching software to post local job openings, upload resumes, and automatically match job seekers to the openings that tit their interests, skills, and availability. As an added value, youth that are job ready will have their resume uploaded by the Navigator staff into the job matching software to assist in placing them with local companies. Furthermore, the SAWC integrated one-stop service system and various partners including EDD, allows more individual assistance for our older youth to find employment. Workshops on resume writing and interviewing techniques are just a few of the added components to help them find employment. PERFORMANCE MANAGEMENT The SAWC. through its extensive experience in administering Federal and State funded programs, understands that WLA performance management is vital to the success of the YSPN. As the Service Navigator, the SAWC prepares and trains staff on WIA performance measures and any new and updated legislation. Stuff attends training through DOL and attends the annual California Workforce Association Conferences to stay updated with the most recent legislation and requirements regarding WIA. This is just one example of our commitment to helping the YSPN stay in compliance and in meeting all Federal, State, and locally mandated performance measures. The SAWC also provides training on Common Nleasures 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, I", 211", 3"'. and 411' 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 Netrivorl<. This will ensure that as a network we stay informed of our planned versus actual goal attainments and that we meet all performance measurements. 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, determinc participant eligibility, rcview and analyze participant activities. and process eligibility J1A.AIIS torms. fhc S:Abb'C has a designated Eligibility Technician with the experience and knowledge to determinc WIA yuuth cligibility effectively. The Eligibility Technician will review all submitted pre-applications, barriers, verifying right to work documents, reviewing or registering young male adults to selective service, and determining income eligibility in accordance with the Poverty Guidelines. The Technician will also ensure that proper documentation for Equal Opportunity Grievance Procedure and Participant Grievance Procedure are recorded for each participant. Upon reviewing all eligibility documentations, the Technician will inform the Service Provider of its youth's eligibility status accordingly. Moreover, the Eligibility Technician will review enrolled participant activities to ensure their accuracy, record the participants' information in a database in order to produce reports necessary to keep Service Providers informed, and forward accurate JTA forms to MIS personnel. Recommendations, suggestions or corrections are given to each Service Provider for each participant enrolled as needed to ensure that the eligibility requirements have been met and that enrollment goals for each program and the YSPN as a whole are reached. An Eligibility Flow Curt is attached (see attachment A) to provide a better Understanding of how eligibility is processed. COMPLETING JTA & 1VIIS FORMS The SAWC will ensure that JTA/MIS forms are completed accurately and submitted within the allotted timeframe. We will review all JTA/MIS forms to ensure accuracy and compliance with Federal, State, and Local guidelines. All Service Providers will be provided JTA/MIS forms, training on completion of JTA/MIS forms, and a JTA,/MIS Time Line Policy. SAWC staff will be available to answer questions and provide technical assistance to all Service Provider regarding any forms. JTA;MIS forms are processed in a chronological order by the Service Provider and the SAWC Once the application, enrollment, and youth test score forms are submitted to the SAWC for enrollment, it is the responsibility of the Service Navigator to ensure that all information is accurate, including documented youth test scores, enrollment activities, education status, in addition to making sure all forms have appropriate signatures and dates It is very important to track key information from each form in order to produce reports for Service Providers, track performance outcomes, and have the information readily available to provide guidance to the Service Provider on how to proceed with their participants at any given period. The SAWC has developed its own tracking database tailored to provide the above capabilities while giving itself the flexibility and information to provide the YSPN with specialized technical assistance. In addition to the tracking system, a reference file has been created for each youth enrolled in the YSPN in order to tract: 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 ofliciat enrollment. Copies of the JTA/MIS forms with an official stamp will be returned to the corresponding Service Provider. As youth activities are updated or closed, the Service Provider is to submit JTA/MIS forms along with data verification, if necessary. 'T'ile SAWC will ensure their accuracy, input the data into the tracking system, duplicate the forms, and submit the forms to the MIS Unit for ofticiat recording. 6 Once a Service Provider is ready to exit a youth participant. SAWC is consulted to determine the best exit suhtcgy. The objective is to make sure that the youth has received quality and necessary assistance to improve their situation and meet W'IA Performance Measures. As the Scrvice 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 alt 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 JFA system. J0I3 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 Division that also manages the Enterprise Zone Programs. The Enterprise Zone program is designed to promote business growth and job generation by offering State tax credits and highly vatuable economic incentives to businesses. Many of our Santa Ana residents including youth qualify for these tax credits. It is through our experience, expertise, and partnerships with businesses and community partners, we are able to provide the community with quality job placement assistance and offer connections to a strong labor market. The SAWC will offer assistance and guidance in job placement by notifying Service Providers and youth ofjob opportunities, employer on-site hiring recruitments, and job fairs. SAWC will notity Service Providers daily via electronic mail and/or flyers regardingjob announcernents. The Youth Help Desk will also be available to assist youth looking for employment by providing them with job search assistance, job opening, resume assistance, labor market information and demand occupations. In addition the SAWC utilizes a robust job matching software to post local job openings, upload resumes, and automatically match job seekers to the openings that tit their interests, skills, and availability. As an added value, youth that are job ready will have their resume uploaded by the Navigator staff into the job matching software to assist in placing them with local companies. Furthermore, the SAWC integrated one-stop service system and various partners including EDD, allows more individual assistance for our older youth to find employment. Workshops on resume writing and interviewing techniques are just a few of the added components to help them find employment. PERFORMANCE MANAGEMENT The SAWC, through its extensive experience in administering Federal and State funded programs, undersrmds that WIA performance management is vital to the success of the YSPN. As the Service Navigator, the SAWC prepares and trains staff on WIA performance measures and any new and updated legislation. Staff attends training through DOE and attends the annual California Workforce Association Conferences to Stay updated with the most recent legislation and requirements regarding WIA. This is just one example of our commitment to helping the YSPN stay in compliance and in meeting at[ FedcraL State, and locally mandated performance 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 individuall) and as a network. The SAU C 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 7 and evaluate which youth are ready to exit the program and how their exit will impact them erall 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, 1'' end and -4t" 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. "I his will ensure that as a network we stay informed of our planned versus actual goal attainments and that vve meet all performance measurements. CUSTOMER SATISFACTION Measuring, customer satisfaction has always been an integral part of the YSPN program operation. As the Navigator, the SAWC is responsible collecting and analyzing customer satisfaction for the YSPN. A customer satisfaction survey tool for the youth has been developed for those enrolled in the YSPN (see attachment B). The SAWC will randomly survey participants enrolled and exited from the YSPN during the term of the program. In addition, all customer satisfaction outcomes will be reported to the Youth Council Staff for their review. We are committed to providing exceptional customer service and will strive I'or continuous improvement utilizing data collected and by sharing this valuable information with Lill youth Service Providers. FISCAL OVERSIGHT The SAWC is responsible for processing Service Provider invoices and reimbursement requests. It is the responsibility of the SAWC to ensure that all Service Providers understand that the Utilization of WIA Funds is to be reasonable, allowable and allocable as required by Office of Management and Budget (OMB) circulars. Code of Federal Regulations, EDD Directives and City of Santa Ana policies. The accounting staff provides a mandatory annual training to all Service Providers fiscal staff regarding the necessary requirements for invoicing their program expenses. file Santa Ana WfB is required by federal regulation to conduct a fiscal monitoring of all programs funded by WIA. Onsite monitoring must occur at least once during the program year and includes review of fiscal records as well as policies and procedures. A written report delineating findings will be provided to all providers that will include any needed corrective actions, a timeline for accomplishing the corrective actions and include any foltow-up on corrective actions. The SAWC accounting staff establishes a monitoring schedule for visiting each program operator in the YSPN. During the review, financial records are sampled to ensure accuracy and compliance with federal, state and local regulations. Technical assistance is offered when necessary to establish and maintain accurate accounting procedures. SAWC fiscal staff works with the service provider's fiscal staff to resolve any issues that arise from the monitoring. Staff follows up with the program operators to resolve findings and maintain financial records as required by regulations. FISCAL CAPACITY I he SAWC is a part of' the City of Santa Ana. All fiscal and procurement operations follow the policies and procedures of the City. As a part of the City's accounting system, the SAWC has various account numbers assigned that relate to specific funding sources. Revenues and expenditures are coded with account numbers relating to those funding sources. Monthly financial statements are produced based on charglles to those accounts. The monthly reports indicate the line item budget amounts, expenditures against the budget and the balance remaining for each account and funding program. 8 Accounts PaN able YSPN service provider invoices with accompanying documentation are received and reviewed by the accounting staff 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 imoices are assigned account numbers and approved for payment. Community Development Agency :Administrative staff prepares 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 accounting staff 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. I'm roll As part of the City of Santa Ana, SAWC staff is paid twice a month. Time sheets are completed by all stall 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 Senior Accounting Assistant. 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 prOCednt'es. When the goods are received by SAWC, staff compares the goods delivered to the purchase requisition for completeness and accuracy. The purchase order paperwork is approved, signed and returned to the Purchasing department. Payment for the goods is initiated through the Purchasing department following City procedures. ORGANIZATAIONAL STRENGTHS The SAWC brings over 30 years of experience operating various federally, state and locally funded employment and training programs, and has consistently met or exceeded performance expectations. Listed below are some of our organizational strengths. A Mate recognized, award-winning entity with a proven record in leadership, workforce innovation. service integration and quality services. 2. A One-Stop Center with versatility in its service delivery that is capable of addressing the needs of diverse target populations resulting in the diversification of multiple funding streams. 3. Ability to effectively leverage resources across an extensive network of partner agencies and community organization. Demonstrated fiscal stability and program sustainability over the past 20 years. 4. Lxceptional track record in successfully implementing the following programs: WIA Adult, Dislocated Worker, Youth Formula Grants, Rapid Response, National Fmergency Grants, Governor's I;U'Q discretionary Grants, 25% Grants, DOL Welfare-to-Work Grant, DOL Faith-based 9 lnitiative Grant. The Santa Ana Federal Empowerment Corporation funded - I lousing and Urban Development Grant - FEZ Daisy Wheel Employment and training Program, DOE -Youth Earmark Grant, the llcpartment ol'Justicc - Weed and Seed Program. American Recovery and Reinvestment Act programs for youth and adults. 5. Staff is well versed and current in workforce legislation. Through membership in State and national workforce associations. staff has the ability to access timely workforce resources as well as any pending legislative changes and to share the information with network service providers. 6. Has a fully developed internal monitoring and performance management system in place. Comprehensive and time-tested policies and procedures manuals are updated regularly. Attachment A Train ingon eligibility protocol is provided by Youth Service Navigator • Youth Service Navigator supplies and maintains eligibility forms for all Providers J, Budget Form Administrative Total WIA Cost (Not to Total Cost Match/In Kind Exceed 10%) Program Cost Personnel Salaries Economic Development Mgr - .05 FTE, Workforce Specialist III - 1FTE, Workforce Specialist II - 1.5 FTE, Senior Office Assistant - .25FTE $209,250.00 Personnel Benefits Benefits based on salaries listed above $88,825.00 Total Personnel Salaries & Benefits $298,075.00 $298,075.00 $0.00 Operating Expenses Contractual Services $0.00 Rent $14,060.00 $14,060.00 Phones $2,040.00 $2,040.00 Professional Consultants $11,755.00 $11,755.00 Training and Conferences $1,500.00 $1,500.00 Commodities $0.00 Miscellaneous Office Supplies $4,180.00 $4,180.00 Fixed Charges $0.00 Vehicle lease* $1,350.00 $1,350.00 IT Maintenance $110.00 $110.00 IS Strategic Plan $4,235.00 $4,235.00 Insurance $7,005.00 $7,005.00 Indirect Cost* $12,680.00 $12,680.00 Miscellaneous $0.00 Transportation Passes $1,000.00 $1,000.00 Total Operating Expenses $59,915.00 $59,915.00 $0.00 GRAND TOTAL (Personnel+Operating) $357,990.00 $357,990.00 $0.00 I? BUDGET NARRATIVE Rprcnn tie] - Economic Development Manager - .05 FTE - will oversee Youth functions as part of the Santa Ana Work Center, collaborate with community and business leaders, establish and maintain partnerships with arious agencies to enhance employment training opportunities, represent Santa Ana WIB on regional and statewide boards and associations. Workforce Specialist Ill - I F FE - manage and oversee Youth Service Provider Nemork; provide technical assistance and training to service providers; supervise YSPN case managers; provide monthly performance and enrollment reports for YSPN, Youth Council and State; mentor and follow up with youth participants as needed. Workforce Specialist 11 - 1.5 FTE- will determine WIA eligibility, review and approve MIS documents. provide technical assistance to service providers, assist with job readiness shills training. job search and job placements. Will oversee and train service providers on Roadtrip Nation program. Will provide follow-up services for youth as needed. Senior Office Assistant - 25 FTE -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 Naaieator. Benefits: Benefits are based on rates determined by the City and are calculated as a percentage of salary with the exception of health benefits which are based on each individual's health plan. Retirement - 9.5°/u Employer Paid Member Contribution - 8uro Medicare- 1.45% Retiree Medical - I% Workers Compensation - 1.04% Operating Expenses Rend User Fee: 'file user fee is based on actual square footage for Youth staff and is charged at $2.05 per square foot. Phones: Phone charges are based on $62 per month and include usage charges as well as equipment char-es. Professional Consultants: Professional consultants include the fee for Road Trip Nation and the Youth portion of the annual fee for the security system at the Work Center. The Road Trip Nation educational component will provide curriculum. resources and internet access to the YSPN and youth participants. Cost includes the curriculum. books. training, and two events to engage youth in the program. 13 1 i . II rnininu and Conferences: California Workforce Association hosts an annual Youth Conference held locallv.? It provides staff kith current information on youth programs throughout the state as kell as updates on current and pending legislation. Nliscelluneous Office Supplies: Office supplies cover the cost of office supplies including but not limited to paper, pencils. pens, folders. duplicating costs and postage. All supplies are purchased under the City of Santa Ana's purchasing agreements. Postage is charged by the City's Reprographics Division based on actual usage. Gas charges are based on usage by City vehicles. Vehicle Lease: The vehicle lease covers the cost of a car provided by the City of Santa Ana and includes maintenance. fl Maintenance and IS Strategic Plan: Computer and internet services are maintained by the ff division of the City of Santa Ana. fhe fees are based on the charges assessed by the City to the Santa Ana Wort. Center. Insurance: Insurance is provided by the City of Santa Ana and is based on the rate assessed by the City to the Santa Ana Work Center. Indirect Costs: An indirect cost rate of 6.06% based on salaries is charged by the City of Santa Ana as a part of the City's overall cost allocation plan. The rates are calculated annually. I ransportation Passes: Bus passes and gas cards will be available to youth who need assistance and are unable to receive transportation support through other means. 14