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O.C. CONSERVATION CORPS 5
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O.C. CONSERVATION CORPS 5
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Last modified
7/17/2020 12:57:11 PM
Creation date
1/8/2004 9:39:04 AM
Metadata
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Template:
Contracts
Company Name
Orange County Conservation Corps
Contract #
A-2003-253
Agency
Community Development
Council Approval Date
11/17/2003
Expiration Date
9/30/2005
Insurance Exp Date
7/20/2005
Destruction Year
2010
Notes
Amended by A-2004-113, A-2004-147, A-2005-177
Document Relationships
O.C. CONSERVATION CORPS 5A
(Amended By)
Path:
\Contracts / Agreements\ INACTIVE CONTRACTS (Originals Destroyed)\O (INACTIVE)
O.C. CONSERVATION CORPS 5B
(Amended By)
Path:
\Contracts / Agreements\ INACTIVE CONTRACTS (Originals Destroyed)\O (INACTIVE)
O.C. CONSERVATION CORPS 5C
(Amended By)
Path:
\Contracts / Agreements\ INACTIVE CONTRACTS (Originals Destroyed)\O (INACTIVE)
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in our proposed program. However, the OCCC WIA Coordinator will make every <br />attempt to involve parents in the program to determine participant needs, eligibility, <br />program success, and seek parent input into program design. OCCC will use a variety <br />of methods to gain parent involvement including phone calls, appointments, home visits, <br />surveys, recognition ceremonies and other activities that will include and promote <br />family/parent involvement. <br />What is ,your success based on? <br />Our success is based on several factors. First, we provide these young adults with jobs <br />that help them to meet their basic needs. Second we help them to improve their skills to <br />become more employable and enhance their ability to meet their basic needs. Third, <br />they are given an opportunity to succeed without regard for past history or failures. <br />The success of OCCC's program is based on a team approach using multiple staff to <br />provide case management. The OCCC uses a holistic approach to improve cros on an <br />educational, professional, and personal level that provides prompt remediation of issues <br />as they arise by caring, compassionate adults, who mentor, teach, and coach young <br />adults on a daily basis. Holding cros accountable for their actions with the knowledge <br />that there are both positive and negative consequences for their actions that will affect <br />their ability to earn a living. Cms are treated as adults and employees that must perform <br />at appropriate levels both on work projects as well as educationally in order to remain <br />employed. <br />Which have taught you valuable process improvement lessons? <br />Our biggest challenge is to be responsive, appropriate and timely in addressing the <br />often -critical needs of our hardest of the hard to serve at -risk, young adults population. <br />We constantly seek new methods and tools to improve our processes of identifying and <br />providing much -needed supportive services. We seek to maximize revenue and <br />leverage resources through viable partnerships with other local youth serving <br />organizations. <br />Fiscal Capacity <br />Describe the process used to capture and report fiscal data? <br />During its 9-year history, OCCC has steadily increased its revenue base to its current <br />budget for FY 2001/02 of $2.4 million. OCCC currently manages several grants and <br />contracts of $200,000 or more with its largest single grant of $1,000,000 from the <br />California Department of Conservation, Division of Recycling. OCCC successfully <br />complies each year with financial audits from various state agencies and our own <br />independent financial audit. <br />To account for multiple funding streams, the OCCC uses fund accounting to track and <br />report the varied revenue and expenses. Project codes are assigned to each work <br />project. These project codes are used to track staff and cros work hours devoted to <br />each individual project. These hours are then used to calculate wages for work <br />performed. Fund accounts are assigned to each revenue stream. Project codes are <br />assigned to a fund account to track expenses charged to that fund. Therefore the <br />OCCC has the ability to track and report direct and indirect expenses by individual <br />project and each fund/revenue source. <br />25 <br />
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