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25A - AGMT - PRISON EMPLOYMENT GRANT
REQUEST FOR COUNCIL ACTION CITY COUNCIL MEETING DATE: OCTOBER 1, 2019 TITLE: APPROVE AGREEMENT WITH THE STATE OF CALIFORNIA WORKFORCE DEVELOPMENT BOARD FOR THE PRISON TO EMPLOYMENT IMPLEMENTATION DIRECT SERVICES GRANT ($1,306,117) (STRATEGIC PLAN NO. 2,4) CLERK OF COUNCIL USE ONLY: APPROVED ❑ As Recommended ❑ As Amended ❑ Ordinance on 161 Reading ❑ Ordinance on 2nd Reading ❑ Implementing Resolution ❑ Set Public Hearing For CONTINUED TO /s/ Kristine Ridge FILE NUMBER CITY MANAGER RECOMMENDED ACTION Authorize the City Manager to execute an agreement with the State of California Workforce Development Board for the Prison to Employment Implementation Direct Services Grant, for a term commencing October 2019 through March 31, 2022, for an amount not to exceed $1,306,117, subject to non -substantive changes approved by the City Manager and City Attorney. DISCUSSION The California Workforce Development Board and the Employment Development Department announced the availability of state General Funds for the implementation of a regional plan to serve the formerly incarcerated and other justice involved individuals in California with supportive services and earn and learn opportunities. The funds will be released as grants to each of the 14 Regional Planning units. Santa Ana is in the Orange Region along with the Workforce Boards of the City of Anaheim and Orange County. The grant is in response to the passage of Senate Bill 856 which provided $37 million in state General Funds to establish this initiative. A Request For Proposal (RFP) was released with each region required to designate one local Workforce Development Board to be the applicant and fiscal agent. Staff from the City worked closely with the County and City of Anaheim and submitted the proposal on behalf of the region. In April, the City received notice that the region was awarded a total of $3,816,967 with the first agreement to be $1,306,117 and the balance to commence upon expenditure of the first award. The RFP required partnership with the regions Local Workforce Boards, the California Department of Corrections and Rehabilitation Division of Adult Parole Operations, County Probation, Community Based Organizations (CBO's) that serve the formerly incarcerated and other justice involved individuals, and reentry service providers. Staff is preparing several agreements with entities to implement the strategies outlined in the grant proposal and will bring them before City Council in the near future. 25A-1 Agreement with State of California WDB for Prison to Employment Direct Services October 1, 2019 Page 2 Over the three-year period, the awarded Prison to Employment grant intends to serve 310 individuals who were formerly incarcerated or under County Probation or State Parole supervision. Depending on the outcome of their assessment they will be served thru work experience, on the job training, training that leads to industry recognized certificate, or direct placement by using a wraparound case management coordinated with CBO's and the region's three Workforce Development Boards. Coordination of referrals will take place pre-release at county jails and post release through deployment of staff at probation and parole offices located throughout the County. STRATEGIC PLAN ALIGNMENT Approval of this item support's the City's effort to meet Goal # 2 Youth, Education, Recreation, Objective # 4 (Partner with groups and organization to promote education, senior services, job training and development for all Santa Ana residents). FISCAL IMPACT Revenue for this grant has been budgeted in Fiscal Year 2019-20 in the Prison to Employment Program, Federal Grant -Indirect account (no. 14418002-52001) for the first allocation in the amount of $1,306,117. The same amount has been budgeted in the Prison to Employment, Reserve Appropriation expenditure account (no. 14418760-69011). Expenditures for Fiscal Year 2019-20 are estimated to be $653,000 and for Fiscal Year 2020-21 are estimated to be $653,117. Fiscal Year Accounting Unit- Account # Fund Description Accounting Unit, Account Description Amount FY2019-2020 14418760-various Prison to Employment Various $146,600 FY2019-2020 14418760-69135 Prison to Employment Payment to Subagent 506,400 FY2020-2021 14418760-various Prison to Employment Various 146,614 FY2020-2021 14418760-69135 Prison to Employment Payment to Subagent 506,503 Total Contract Amount $1,306,117 APPROVED AS TO FUNDS AND ACCOUNTS: Steven A. Mendoza Kathryn Downs, CPA Executive Director Executive Director Community Development Agency Finance and Management Services Agency Exhibit: 1. Prison to Employment Implementation Direct Services Agreement 25A-2 STATE OF CALIFORNIA -DEPARTMENT OF GENERAL SERVICES STANDARD AGREEMENT AGREEMENTNUMBER PURCHASING AUTHORITYNUMBER (if Applicable) STD 213 (Rev.03/2019) 1 M0113404 EDD-7100 1. This Agreement is entered into between the Contracting Agency and the Contractor named below: CONTRACTING AGENCY NAME California Workforce Development Board (CWDB) CONTRACTOR NAME City of Santa Ana 2. The term of this Agreement is: START DATE September 1, 2019, or upon final approval THROUGH END DATE March 31, 2022 3.The maximum amount of this Agreement is: $1,306,117.00 (One Million Three Hundred Six Thousand One Hundred Seventeen Dollars and No Cents) 4. The parties agree to comply with the terms and conditions of the following exhibits, which are by this reference made a part of the Agreement. EXHIBITS TITLE PAGES ExhibitA Scope of Work 1 Attachment A-1 Workplan 9 Exhibit B Budget Detail and Payment Provisions 4 Attachment B-1 Budget Summary 1 Attachment B-2 Budget Narrative 1 Exhibit C* General Terms and Conditions GTC 04/2017 Exhibit D Special Terms and Conditions 3 Exhibit E Contractor's Response -CWDB Request for Application (RFA) No. 84049 45 Exhibit F** CWDB RFA No. 84049 **Items shown with a double asterisk (**), are hereby incorporated by reference and made part of this agreement as if attached hereto. The document can be viewed in the contract file M0113404. Itemsshown with an asterisk(*), are herebyincorporated byreference and made partofthis agreement as ifattached hereto. Thesedocuments can be viewedat httL)5Yl ✓w.das.ca.0ov70LS/Resources IN WITNESS WHEREOF, THIS AGREEMENT HAS BEEN EXECUTED BYTHE PARTIES HERETO. CONTRACTOR CONTRACTOR NAME (if other than an individual, state whether a corporation, partnership, etc) City of Santa Ana CONTRACTOR BUSINESS ADDRESS CITY I STATE ZIP 20 Civic Center Plaza I Santa Ana CA 92701 PRINTED NAME OF PERSON SIGNING TITLE Steven A Mendoza I Executive Director CONTRACTOR AUTHORIZED SIGNATURE TO FORM Attorney DATE SIGNED 25A-3 Page 1 of 2 O3a1-.11a STATE OF CALIFORNIA -DEPARTMENT OF GENERAL SERVICES STANDARD AGREEMENT AGREEMENT NUMBER PURCHASING AUTHORITY NUMBER (if Applicable) STD 213 (Rev. 03/2019) M0113404 EDD-7100 STATE OF CALIFORNIA CONTRACTING AGENCY NAME California Workforce Development Board CONTRACTING AGENCY ADDRESS CITY STATE ZIP 800 Capitol Mall, Suite 1022, MIC 45 Sacramento CA 95814 PRINTED NAME OF PERSON SIGNING TITLE Laura Caputo Deputy Director CONTRACTING. AGENCY AUTHORIZED SIGNATURE DATE SIGNED CALIFORNIA DEPARTMENTOF GENERALSERVICES APPROVAL EXEMPTION (If Applicable) SCM V I (4.06) 25A-4 Page 2 of 2 EXHIBIT A (Standard Agreement) This Agreement is entered into by and between the California Workforce Development Board, hereinafter referred to as CWDB, and the City of Santa Ana, hereinafter referred to as the Contractor, for the purposes of advancing the CWDB's Strategic Plan goals, specifically the Prison to Employment Initiative. The goals and tasks are identified in Attachment A-1, Workplan, and further defined in Exhibit E, Contractor's Response to the CWDB Request for Application (RFA) No. 84049. The Contractor will comply with the terms and conditions set forward in Exhibit A, Scope of Work, Attachment A-1, Workplan, Exhibit B, Budget Detail and Payment Provisions, Attachment B-1, Budget Summary, Attachment B-2, Budget Narrative, Exhibit C, General Terms and Conditions, Exhibit D, Special Terms and Conditions, Exhibit E, Contractor's Response to CWDB RFA No. 84049, and Exhibit F, CWDB RFA No. 84049, which, by this reference, are made part of the Agreement. 2. The project representatives during the term of this agreement will be: California Workforce Development Board Attn: Cindy Harrington 800 Capitol Mall, Suite 1022 Sacramento, CA 95814 Phone: (916) 651-7526 E-Mail: Cindy. harrington(a)cwdb.ca.gov City of Santa Ana Attn: Deborah Sanchez 801 W. Civic Center Dr., Ste. 200 Santa Ana, CA 92701 Phone: (714) 565-2621 E-Mail: dsanchez(a)santa-ana.org 3. Changes to the contract representatives will not require an amendment to the contract. 25A-5 (CALIFORNIA Workforce Development Board Region Name: Orange Regional Planning Unit Lead Applicant: Santa Ana EXHIBIT 1 CWDB Contract No. M0113404 CWDB/City of Santa Ana Page 1 of 9 Objectives/Activities Estimated Dates Quarter 1 (July - Sept 2019) Meetings with Probation, Parole, and Sheriffs staff - co -locate staff in the area offices and in jail if approved. Work on resource mapping, referral process, etc. Ongoing thru Sept 30 Develop worksites and identify OJT employers Ongoing thru Sept 30 Meetings with CBO partners - referral process, resource mapping, service flow etc. Ongoing thru Sept 30 Local Agreement execution: execution of agreements for sub -grantees Sept 30 2019 Sign agreeement - Fiscal Agent and State Sept 30 2019 Quarter 2 (Oct - Dec 2019) Leverage resources from Local and Regional Partners, outreach for supplemental resources Oct - Nov 2019 Initial Enrollment: Participant selection, enrollment, services 10/1/2019 Intake Case Management/career planning: Assessments, IEP, Career Advising, support services Oct 19 - ongoing Meet with partners to identify additional strategies and resources Ongoing Quarter 3 (Jan -March 2020) Particiapant Skills Increase: Workshops, trainings, support services provided 1/1/2020 Meet with partners to identify additional strategies and resources Ongoing Monthly ORPU meet to review enrollments and activity 1/20/2019 Quarter 4 (April - June 2020) Continue support services begin follow up services 4/1/2020 Meet with corrections partners to monitor progress and implement strategies as needed. Meet quarterly Meet with Partners for continued coordination and program progress Ongoing monthly Quarter 5 (July -Sept 2020) Review program enrollments benchmarks 6/1/2020 ORPU meet to review performance 7/30/2020 Quarter 6 (Oct - Dec 2020) Cont Case Management and Support Services Ongoing Identify co enrollments with WIOA: ensure elilgible clients that can benefit are enrolled in WIOA 12/31/2020 ORPU meet to review performance 12/30/2020 Meet with partners to leverage resources for support services and follow up 31-Dec Quarter 7 (Jan - March 2021) Review Enrollment goals and performance Jan-21 Cont Case Management and Support Services Ongoing 25A-6 CWDE'�Fagn , P�of'S011340a �j�I/�'it�! of Santa Ana ra continue follow up services Ongoing Quarter (April - June 2021) Monitor co -enrollments in WIOA 4/1/2020 Continue follow up services Ongoing Meet with partners to discuss client progress and performance goals Ongoing Continue Support Services Ongoing Quarter 9 (July - Sept 2021) Monthly meetings with partners Ongoing ORPU meet to review performance 6/1/2021 Quarter 10 (Oct - Dec 2021) Meet with partners to discuss client progress and performance goals Begin to discuss coordination of transfer of clients into CBO or WIOA programs for continuation of services as needed Ongoing 12/30/2021 Quarter 11 (Jan - March 2022) Transition caseloads to CBO or WIOA programs for continuation of services as needed Close Out Grant 1/1/2022 3/31/2022 ge2of9 25A-7 \ �ƒ } } } } k LL 0 /a{ \ £ £ £ k � ){ \ \ \ G - R R R R \ \ \ / - f k CL _ /{k/{k/{k ]f - - _ _ __ _ ` / \ _ - - - -- 0_ -_ -_ ° )f2o )f2o )f2o J ±$}_ ±$}_ ±$}_ _- {§!} )§!} )§!} CL 2 2 ƒ$2 ƒ${� ƒ${� _ - o7}{q o7}>% - 7}{q 0- §/{±¥ §/{±¥ a) fie) 3/m§E3/m§E3/m§E IL 00 { < IL 6 5 / U z / j / {k 0 0 0 om \ i 0 re \/ �0W0 6 25W ) ) ) ) ) ) \ \ \ \ \ \ / / / / / / �f - I }per[ _- _- _=2co2 - �)ƒ\k/[ _®(u \I§E -- - __ j\jk/a) a)� - \\/�ƒ\kj - a)0 /�/\� \\/ � e� - -�� EU)0® ss mj \2 \ 2j 00 CL2m U-00U o m\ IL I 2c ƒƒ 24{k CL J\� \ j±E �� - _ �0£ c 8 § k)\ /ƒ /\ / / 6 /0 _>1 2w k §{)2)0 {§ E a� t§§� 25A- 6'0 ) ) ) ) ) \ \ \ \ \ r r o \ \ e e Q Q Q E ) ) ) (_ k E E m® - f \ / 7 \ - - _ - _ /\kk\ -§ -§ § /_ - _- 2) 0-0 o �f �E _ �k�)/§ //m\§§g_ 7\±ao- //[ //[ - =I�§§UR E I)f 7e§)\ §72 \)k{\/ Sa\)"Q]w - - mm8>§{ )22b CL ��)�®) §[ a 8ef 8ef e7 yEe #»§$ƒ2§/§ J/7 J/7 §7\ƒ/§ E E _ 6G \® _> 0 �0� ~k }3R = GE _&\ L kmE c § ƒ§I w Aƒ 363 $t 00 �\ /i{ ��� &(L 25 -10 ) ) ) ) \ \ \ \ ° G @ @ - G - - {7/ 2 & 2 \ \ / / / /�\\/} f o e e a> §£a) $ _— oo27m ° / - E / / /7§)/\G E \{ \{ _)ƒj{\ &�)§=CL £ $§S�2Ee k 3\ 3\ ]f 3 3 � �§3 \E E 0)0) � \\ 00 �30 0� $3 \\k} )\k �§0 25A.11 �/ ) ) ) ) ) \ \ \ \ \ / / / / / 0-0 C) \ 2- §\% _- §\% _- ( \\ C) �� �� �«2_0 c c� j)�/} jE »/ /\ § \) )D -U) )#=22 -) )#=22 LLJ < \\ \\ \\\k{ \)cr G U / E 0E /{ �o f - \ 0 U) /U) o m j// / / "=;"0 COoo omom< I I 1 0 1 0 .\ )k/ _ \k� \ �0 w� < A.12 'tmCY) O C w M Q O F m 00 � m a o U o p m U n C) N N } Y 0 0 0 0 0 LO o 00 va e» t O i O Y R 6 U N O) L w O C7 U Y T O>> 7 C 0 �'E O — .N M L O 3= (6 W o O U c N R V _ > N (n N < r 00 O N O F C N N N C 6 O L (6 .0 U 7 O N ) OA 7 N i 2i .N N > L > O O O O a m E 3 m (7 Q O N L L 3 C Q Q C 0 O 'y T 3 "- O U 2 Y L t Y 0 25A-13 Iq 00 � o � Z — U m � O XC) Wm >n C) mCY) cI Q O MCY) C N M Ua 0 n C) o vrMM�Mmu��rn�r u� u� in in in M M M m LL� O O) LL� M N M V of 0 0 0� M M N N of o u�u�o(D u�oov O LL� 0 0� LL� M N M of W m 0 O N C v -ct C v v U v U o '� T O W a U O V E E W w W ¢ W v W v O 0 L U a o Yi tt m 0 a v r ct v v o M 0 v W C C N v¢` E O T f7 'C F a F > Tn a y'( ? m c o A m E F O a E o 0 m — '� `o 'v W a a a a O a = " o r° E m v v v m U 0 v v m c o z m m m m y m w U Q m m m m � N co 4 i0 (D h N 6 z 25A-14 EXHIBITB (Standard Agreement) BUDGET DETAIL AND PAYMENT PROVISIONS 1. For services satisfactorily rendered and upon receipt and approval of the invoices, CWDB agrees to compensate the Contractor in accordance with Attachments B-1, Budget Summary and B-2, Budget Narrative. The total amount of this Agreement shall not exceed One Million Three Hundred Six Thousand One Hundred Seventeen Dollars and No Cents ($1,306,117.00). 2. Invoices shall include the CWDB Contract Number M0113404 and shall be submitted monthly in triplicate, in arrears to: California Workforce Investment Board Attn: Angela Medibles 800 Capitol Mall, Suite 1022, MIC 45 Sacramento, CA 95814 3. The Grantee is responsible for ensuring that invoices submitted to the EDD claim actual expenditures for eligible project costs under Attachments B-1 and B-2. Grantee shall, upon demand, remit to the EDD any grant funds not expended for eligible project costs or an amount equal to any grant funds expended by the Grantee in violation of the terms, provisions, conditions, or commitments of this Grant Agreement. B. Withholdina of Grant Disbursements The CWDB and EDD may withhold all or any portion of the grant funds provided for by this Grant Agreement in the event that that the Grantee has materially and substantially breached the terms and conditions of this Grant Agreement, including submission of required reports and data. 2. The CWDB and EDD will not reimburse Grantee for costs identified as ineligible for grant funding. If grant funds have been provided for costs subsequently discovered to be ineligible, the CWDB and EDD may either withhold an equal amount from subsequent payments to the Grantee or require repayment of an equal amount to the state by the Grantee. 3. In the event that grant funds are withheld from the Grantee, the CWDB's Executive Director or designee shall notify the Grantee of the reasons for withholding and advise the Grantee of the time within which the Grantee may remedy the situation leading to the withholding. C. Budget Contingency Clause It is mutually understood between the parties that this Agreement may have been written before ascertaining the availability of congressional and legislative appropriation of funds, for the mutual benefit of both parties, in order to avoid program and fiscal delays which would occur if the Agreement were executed after that determination was made. 25A-15 This Agreement is valid and enforceable only if (1) sufficient funds are made available by the State Budget Act of the appropriate State Fiscal Year(s) covered by this Agreement for the purposes of this program; and (2) sufficient funds are made available to the State by the United States Government or by the State of California for the Fiscal Year(s) covered by this Agreement for the purposes of this program. In addition, this Agreement is subject to any additional restrictions, limitations or conditions established by the United States Government and/or the State of California, or any statute enacted by the Congress and Legislature, which may affect the provisions, terms or funding of the Agreement in any manner. The parties mutually agree that if the Congress and/or Legislature does not appropriate sufficient funds for the program, this agreement shall be amended to reflect any reduction in funds. The CWDB has the option to terminate the agreement under the 30-day termination clause or to amend the Agreement to reflect any reduction of funds. D. California Prompt Payment Clause Payment will be made in accordance with, and within the time specified in, Government Code § 927, et seq. 25A-16 'tm't O C w V Q O 0 4 U C Q O U U m >n U 0 0 0 0 0 N c Lr Lr o Lr o M M l0 c-I N M O c-I M N M y Y O C C O O N ( C UC1 a C O +�+ in Q '6 VI C N E C U) Y U C L s E c` �° a, u v bb O > C O Q VI Q Y O ❑" U .0 U/ C ` N_ .0 Q Q �_ Q O- Y N C w h0 > '6 E in Y .0 Q — § ' C `1 C O ro N N N N Q Q 0 in c U1 in E w v v O _ O X U1 E U/ (D in C N � O U` v E> C w E C E U bn C L O Y Q ] ` U ` U - N C M = N w C w O O U) m U) N " j — E o 0 z m z C 3 O a z-0 a 0 0 p O O p O �i V V V [0 0 Q CO Q Y Q 0 L C L O to w O Y V E N t Q Y U N O a in ? V V N C O Y U N O a Q U U U U i Q Q Q 25A-17 'tm't O C w M Q O o�m Ua o T U n O U U m >n U Y Y Q � C � > Y C j ' Y 3bn > Q Y U/ pn C ` Y C C C O Q O c E E J c ro v O U/ a m� 8 a v E ro a Y o X W 0 0 0 0 0 0 i o 0 o ti 00 Lr N O N 0 M c-I M c-I I C v C I I w"I Y Y Q C_ C O Q C Q E N N Y f0 a > m `O E 3 a a Y N C w C O —_ v o ro C in N O � '6 � v E v C v W U E U C a m � a VI Y VI I a Y Y Q 0 U a O C � > bn Y C j c Y 3 bZ v > c_ Y U pn C ` Y C C C O Q O Y a C� O Y a a E v N v v c E v E 3 J U in U) c v O � U) m-0 m Q a Q E a Y o I 25A-18 CWDBC r ctlp�gv1113404 C f S nta Ana Page 1 of 1 Grantee ISanta Ana - ORPU Budget Line Item Admin* In House Program Contracted Program Total 1 Staff Salaries and Fringe Benefits $91,112.00 $200,000.00 $250,000.00 $541,112.00 2 Staff Travel $5,000.00 $5,000.00 $5,000.00 $15,000.00 3 Operating Expenses Facilities Rent $5,000.00 $30,000.00 $40,000.00 $75,000.00 Office Supplies $1,000.00 $8,000.00 $12,000.00 $21,000.00 - Communications $1,000.00 $2,500.00 $5,000.00 $8,500.00 - Other (Describe) $0.00 4 Equipment Purchases & Furniture -Purchases $1,000.00 $5,000.00 $5,000.00 $11,000.00 -Leases $1,500.00 $5,000.00 $5,000.00 $11,500.00 5 Testing/instructional Materials $15,505.00 $10,000.00 $25,505.00 6 Tuition Payments/Vouchers $100,000.00 $100,000.00 7 Training Costs $200,000.00 $200,000.00 8 Supportive Services $50,000.00 $150,000.00 $200,000.00 9 Indirect Costs $25,000.00 $22,500.00 $25,000.00 $72,500.00 10 Other Program Services $25,000.00 $25,000.00 11 Contracts $0.00 Total Budget Amount 1 $130,612.00 $643,505.001 $532,000.00 $1,306,117.00 Total Cost Percents Total Admin* $130,612.00 10% Total Program $1,175,505. 10 90% Total Budget Amount $1,306,117.00 100% *Administrative Costs not to exceed 10% of total budget 25A-19 CWDB Contract No. M0113404 cE)U4tWTf113anta Ana Page 1 of 1 Grantee JSanta Ana ORPU Budget Line Item 1 - Staff Salary and Fringe Benefits Charged to Project List job titles of staff working on project (FTE) Salaries Fringe Benefits Benefits % Total Econ. Dev. Spec. III,Workforce Spec.Il,Senior Admin Assistant,Accountant,Mgmt Analyst,Sr Acct Assist (.75FTE) $50,000.00 $41,112.00 80.00% $91,112.00 Re -Entry Navigators (5FTE) $250,000.00 $200,000.00 80.00% $450,000.00 $0.00 Subtotal $300,000.001 $241,112.001 $541,112.00 Budget Line Item Narrative Detail Budget Amount 2 Staff Travel Training of staff, attendance grant mgmt. Mtgs in Scramento $15,000.00 3 Operating Expenses - Facilities Rent Office Rent $75,000.00 Office Supplies Basic office supplies - paper,file floders, pens, pencils, notepads, etc. $21,000.00 - Communications phone, internet service $8,500.00 - Other (Describe) 4 Equipment Purchases & Furniture -Purchases computer/laptop/handheld device $11,000.00 - Leases misc - copiers, phone system, etc. $11,500.00 5 Testing/Instructional Materials assessment test materials/instruments, score sheets, booklets,etc. $25,505.00 6 Tuition Payments/Vouchers Payment to training providers $100,000.00 7 Training Costs WEX, OJT's $200,000.00 8 Supportive Services clothing, shoes, tools, transportation, DMV fees, etc $200,000.00 9 Indirect Costs 11.16% Indirect Cost Rate Cognizant Agency - Dept. of Health and Human Services $72 500.00 10 10ther Program Services Treatment, counseling, etc. $25,000.00 11 Contracts Total Budget Amount of Awarded Fund 1 $1,306,117.00 Amount Percentage Total Admin 1 $130,612.00 10% Total Program 1 $1,175,505.00 90% 25A-20 SPECIAL TERMS AND CONDITIONS 1. Subcontractors or Subgrantees Nothing contained in this Agreement or otherwise, shall create any contractual relationship between the State and any subcontractors or subgrantees, and no subcontract or subgrant shall relieve the Contractor of his responsibilities and obligations hereunder. The Contractor agrees to be as fully responsible to the State for the acts and omissions of its subcontractors or subgrantees and of persons either directly or indirectly employed by the Contractor. The Contractor's obligation to pay its subcontractors or subgrantees is an independent obligation from the State's obligation to make payments to the Contractor. As a result, the State shall have no obligation to pay or to enforce the payment of any monies to any subcontractor or subgrantee. 2. Consultant —Staff Expenses The Contractor represents that it has or shall secure at its own expense, all staff required to perform the services described in this Agreement. 3. Public Contract Code (Consultant Services) The Contractor is advised that he/she has certain duties, obligations, and rights under the Public Contract Code §§ 10335 — 10381 and 10410 - 10412, with which the Contractor should be familiar. These Public Contract Code sections can be viewed at: https://Ieginfo.legislature.ca.gov/faces/codes displayText.xhtml? IawCode=PCC&division=2. &title=&part=2 .&chapter=2.&artic1e=4. https://Ieginfo.legislature.ca.govtfaces/codes displayText.xhtml? IawCode=PCC&division=2. &title=&part=2 . &chapter=2.&article=8. 4. Contractor Evaluation Within sixty (60) days after the completion of this Agreement, the Contract Manager shall complete a written evaluation of Contractor's performance under this Agreement. If Contractor did not satisfactorily perform the work, a copy of the evaluation will be sent to the State Department of General Services, Office of Legal Services, and to Contractor within 15 working days of the completion of the evaluation. (PCC 10369) 5. Contractor agrees to provide an education and training assessment for each individual of the supervised population who participates in this project pursuant to Penal Code Section 1234.3(c). The assessment may be undertaken by the contractor or by another entity. A prior assessment of an individual may be used if, in the determination of the CWIB, its results are accurate. 6. Termination Clause This Agreement may be terminated by CWDB by giving written notice 30 days prior to the effective date of such termination. 25A-21 7. Advance Work Should the Contractor begin work before receiving a copy of the approved Agreement, any work performed before approval shall be considered as having been done at the Contractor's own risk and as a volunteer. 8. Force Maieure Neither party shall be liable to the other for any delay in or failure of performance, nor shall any such delay in or failure of performance constitute default, if such delay or failure is caused by "Force Majeure." As used in the this section, "Force Majeure" is defined as follows: Acts of war and acts of God such as earthquakes, floods and other natural disasters such that performance is impossible. 9. Change in Contractor Staff Should a Contractor's team member(s) become unavailable prior to a start date agreed upon with CWDB, the Contractor will propose an equally well -qualified replacement consultant after consultation with CWDB. All replacements are subject to CWDB approval. Switching staff that were identified in the Contractor's proposal with alternates immediately, or soon thereafter, after execution of this Agreement, are grounds for termination of this contract. CWDB has the right to request removal and/or replacement of Contractor resources. 10. Avoidance of Conflicts of Interest by the Contractor A. The Contractor agrees that all reasonable efforts will be made to ensure that no conflict of interest exists between its officers, agents, employees, consultants or members of its governing body. B. The Contractor shall prevent its officers, agents, employees, consultants or members of its governing body from using their positions for purposes that are, or give the appearance of being, motivated by a desire for private gain for themselves or others such as those with whom they have family, business or other ties. C. In the event that CWDB determines that a conflict of interest situation exists, any cost associated with the conflict may constitute grounds for termination of this agreement. This provision shall not be construed to prohibit the employment of persons with whom the Contractor's officers, agents, or employees have family, business or other ties so long as the employment of such persons does not result in increased costs over those associated with the employment of any other equally qualified applicant and such persons have successfully competed for employment with other applicants on a merit basis. D. Certain consultants designated by the EDD's Conflict of Interest Code are required to file a Statement of Economic Interests, Form 700. The Contractor agrees that if the Director of EDD determines that a Statement of Economic Interests, Form 700, is required, the consultant shall obtain the Form 700 and filing instructions from the EDD Personnel Office. 25A-22 11. Travel Clause The travel and per diem shall be set in accordance with Department of Personnel Administration for comparable classes and that no travel outside the State of California shall be reimbursed unless prior written authorization is obtained from CWDB. 12. Workforce Innovation and Opportunity Act Contractor agrees to conform to nondiscrimination provisions of the Workforce Innovation and Opportunity Act (WIOA) and other federal nondiscrimination requirements as referenced in 29 CFR, Parts 37 and 38. 13. Disputes If the Grantee is disputes an action of the CWDB in the administration of this Grant Agreement, the Grantee may appeal to the CWDB's Executive Director or designee. Such appeals shall be filed within 30 calendar days of the notification from Grantee of such dispute. The appeal shall be in writing and 1) state the basis for the appeal, 2) state the action being requested of the Executive Director, and 3) include any documentation relating to the dispute. The CWDB Executive Director will review the correspondence and related documentation and render a decision of the appeal within 30 calendar days, except in those cases where the Grantee withdraws or abandons the appeal. The procedural time requirement may be waived with the mutual consent of the Grantee and the Executive Director. 14. Grantee shall cooperate with CWDB with regard to the performance of this agreement. 15. Grantee shall cooperate with CWDB to provide timely responses to any requests for data and/or reports the CWDB deems necessary for the evaluation of the grant program. Such data may include individual program participant data. Grantee further understands and agrees that this data will be shared with the CWDB and any other stakeholders. 16. Grantee is responsible for the project activities identified in the original Grant Proposal submitted to the CWDB, which is attached to and made a part of this Grant Agreement. Review and approval by the CWDB is solely for the purpose of proper administration of grant funds by EDD and shall not be deemed to relieve or restrict the Grantee's responsibility. 17. Grantee shall fulfill all assurances, declarations, representations, and statements made by the Grantee in the Grant Proposal, documents, amendments, approved modifications, and communications filed in support of its request for grant funds. 18. Grantee agrees to procure all permits and licenses necessary to complete the project, pay all charges and fees, and give all notices necessary or incidental to the due and lawful proceeding of the project work. 25A-23 0113404 EXHIBIT E CWDB Px tal 0 45 Pages (Standard Agreement) Prison to Employment Implementation Direct Services Grant and Supportive Services Earn and Learn Grant Cover Page EDD RFA #84049 Applicant Santa Ana Total Project Budget$1$4,358,726.00 Requested Amount $ $4,358,726.00 Match $ ddress: 801 W. Civic Center Drive, Suite 200 City & Zip Code: Santa Ana, CA 92701 County: Orange Designated Contact Person and Title: Deborah Sanchez, Econ. Development Specialist III - W DB Director Telephone: 714-565-2621 Fax: 714-565-2602 E-mail: dsanchez(asanta-ana-org DUNS Number: 08-315-3247 Proposed Region: Orange Proposed Occupations/Trades: Manufacturing, Hospitality & Tourism, Construction List Partners: Anaheim Workforce Development oar range County Development oar; Division of Adult Parole Operations (DAPO) Southern Region; OC Probation Dept & Community Corrections Partnership (OCCP); OC Sheriffs Department (OCSD); OC Labor Federation; Rancho Santiago Community College; Coastline Community College; CBO's - Working Wardrobes, Project Kinship, Chrvs lis n lustre vc ae ina ntitjea Fer Approval of Authorized Repress 177777777endoza Title: Executive Director, Community Development Agency Signature: Date: 2/15/2019 E-mail: smendoza@santa-ana.orR 25A-24 Grantee ISanta Ana - ORPU Budget Line Item Admin* In House Program Contracted Program Total 1 Staff Salaries and Fringe Benefits $91,112.00 $200,000.00 $250,000.00 $541,112.00 2 Staff Travel $5,000.00 $5,000.00 $5,000.00 $15,000.00 3 Operating Expenses Facilities Rent $5,000.00 $30,000.00 $40,000.00 $75,000.00 Office Supplies $1,000.00 $8,000.00 $12,000.00 $21,000.00 - Communications $1,000.00 $2,500.00 $5,000.00 $8,500.00 - Other (Describe) $0.00 4 Equipment Purchases & Furniture -Purchases $1,000.00 $5,000.00 $5,000.00 $11,000.00 -Leases $1,500.00 $5,000.00 $5,000.00 $11,500.00 5 Testing/instructional Materials $15,505.00 $10,000.00 $25,505.00 6 Tuition Payments/Vouchers $100,000.00 $100,000.00 7 Training Costs $200,000.00 $200,000.00 8 Supportive Services $50,000.00 $150,000.00 $200,000.00 9 Indirect Costs $25,000.00 $22,500.00 $25,000.00 $72,500.00 10 Other Program Services $25,000.00 $25,000.00 11 Contracts $0.00 Total Budget Amount $130,612.001 $643,505.001 $532,000.00 $1,306,117.00 Total Cost Percentage Total Admin* $130,612.00 10% Total Program $1,175,505.00 90% Total Budget Amount $1,306,117.00 100% *Administrative Costs not to exceed 10%of total budget 25A-25 Grantee JSanta Ana ORPU Budget Line Item 1 - Staff Salary and Fringe Benefits Charged to Project List job titles of staff working on project (FTE) Salaries Fringe Benefits Benefits % Total Econ. Dev. Spec. III,Workforce Spec.Il,Senior Admin Assistant,Accountant,Mgmt Analyst,Sr Acct Assist (.75FTE) $50,000.00 $41,112.00 80.00% $91,112.00 Re -Entry Navigators (5FTE) $250,000.00 $200,000.00 80.00% $450,000.00 $0.00 Subtotal $300,000.001 $241,112.001 $541,112.00 Budget Line Item Narrative Detail Budget Amount 2 Staff Travel Training of staff, attendance grant mgmt. Mtgs in Scramento $15,000.00 3 Operating Expenses - Facilities Rent Office Rent $75,000.00 Office Supplies Basic office supplies - paper,file floders, pens, pencils, notepads, etc. $21,000.00 - Communications phone, internet service $8,500.00 - Other (Describe) 4 Equipment Purchases & Furniture -Purchases computer/laptop/handheld device $11,000.00 -Leases misc - copiers, phone system, etc. $11,500.00 5 Testing/Instructional Materials assessment test materials/instruments, score sheets, booklets,etc. $25,505.00 6 Tuition Payments/Vouchers Payment to training providers $100,000.00 7 Training Costs WEX, OJT's $200,000.00 8 Supportive Services clothing, shoes, tools, transportation, DMV fees etc $200,000.00 9 Indirect Costs 11.16% Indirect Cost Rate Cognizant Agency - Dept. of Health and Human Services $72 500.00 10 Other Program Services Treatment, counseling, etc. $25,000.00 11 Contracts Total Budget Amount of Awarded Fund $1,306,117.00 Amount Percentage Total Admin 1 $130,612.00 10% Total Program 1 $1,175,505.00 90% 25A-26 ruLIF0Rt-,orkforce Development Board Region Name: Orange Regional Planning Unit Lead Applicant: Santa Ana Objectives/Activities Estimated Dates Quarter 1 (July - Sept 2019) Meetings with Probation, Parole, and Sheriffs staff - co -locate staff in the area offices and in jail if approved. Work on resource mapping, referral process, etc. Ongoing thru Sept 30 Develop worksites and identify OJT employers Ongoing thru Sept 30 Meetings with CIO partners - referral process, resource mapping, service flow etc. Ongoing thru Sept 30 Local Agreement execution: execution of agreements for sub -grantees Sept 30 2019 Sign agreeement - Fiscal Agent and State Sept 30 2019 Quarter 2 (Oct - Dec 2019) Leverage resources from Local and Regional Partners, outreach for supplemental resources I Oct - Nov 2019 Initial Enrollment: Participant selection, enrollment, services 10/1/2019 Intake Case Management/career planning: Assessments, IEP, Career Advising, support services Oct 19 - ongoing Meet with partners to identify additional strategies and resources Ongoing Quarter 3 (Jan -March 2020) Particiapant Skills Increase: Workshops, trainings, support services provided 1/1/2020 Meet with partners to identify additional strategies and resources Ongoing Monthly ORPU meet to review enrollments and activity 1/20/2019 Quarter 4 (April - June 2020) Continue support services begin follow up services 4/1/2020 Meet with corrections partners to monitor progress and implement strategies as needed. Meet quarterly Meet with Partners for continued coordination and program progress Ongoing monthly Quarter 5 (July -Sept 2020) Review program enrollments benchmarks 6/1/2020 ORPU meet to review performance 7/30/2020 Quarter 6 (Oct - Dec 2020) Cont Case Management and Support Services Ongoing Identify cc enrollments with WIOA: ensure elilgible clients that can benefit are enrolled in WIOA 12/31/2020 ORPU meet to review performance 12/30/2020 Meet with partners to leverage resources for support services and follow up 31-Dec Quarter 7 (Jan - March 2021) Review Enrollment goals and performance Jan-21 Cont Case Management and Support Services Ongoing 25A-27 continue follow up services Ongoing Quarter (April - June 2021) Monitor co -enrollments in WIOA 4/1/2020 Continue follow up services Ongoing Meet with partners to discuss client progress and performance goals Ongoing Continue Support Services Ongoing Quarter 9 (July - Sept 2021) Monthly meetings with partners Ongoing ORPU meet to review performance 6/1/2021 Quarter 10 (Oct - Dec 2021) Meet with partners to discuss client progress and performance goals Begin to discuss coordination of transfer of clients into CBO or WIOA programs for continuation of services as needed Ongoing 12/30/2021 Quarter 11 (Jan -March 2022) Transition caseloads to CBO or WIOA programs for continuation of services as needed Close Out Grant 1/1/2022 3/31/2022 25A-28 � k \ �ƒ } } } } } k � k � ){ \ \ \ 8 8 - R R R ° ° \ \ - 2 k �«�gF k�gF k�gF ma*&\/ �cim C\! \! 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A E F E O — v d U n C v v v W m O O r d C 2 � m m m i x U O v m a w o� U¢ a a a a K � N M 41i0 (O h co, O) z 25A-34 Document Form Form Required Name/Description Provided Implementation & Combined supportive Services Direct Services & Earn and Learn Cover Page YES YES Application Narrative NO YES Flowchart of Services NO YES Form 1: Budget Summary YES YES YES Form 2: Budget Narrative YES YES YES Form 3: Workplan YES YES YES Form 3A: Partners Roles and YES YES Responsibilities Form 4: Participant Plan YES YES YES Form 5: Worker's Compensaiton YES Certificate YES YES Form 6: CCC-307 YES YES YES Form 7: Darfur Contracting Act Certification (if applicable, see YES form for details) If applicable If applicable Form 8: Bidder Declaration YES YES YES Proof of registration with the California Secretary of State's NO Office. If applicable If applicable Partnership Agreement Letter/MOU (For a sample template, see Appendix B in the NO NO RFA) 25A-35 EXHIBIT 1 Prison to Employment ImplementationDirect Form 5: Workers' Compensation Certification EDD RFA ,0.9 I am aware of the provisions of section 3700 of the California Labor Code which requires every employer to be insured against liability for workers' compensation or to undertake self- insurance in accordance with such provisions before commencing the performance of the work of this Agreement. Samantha M. Lambert Risk Management Sup' Name and Title (Print or Type) City of Santa Ana Firm Name 14-Feb-19 Date 20 Civic Center Plaza Street Address Santa Ana, GA 92702 City, State, Zip 25A-36 EXHIBIT 1 Prison to Employment Implementation Direct Services Grant Form 6: CCC-307 EDD RFA #84049 CONTRACTOR CERTIFICATION CLAUSES-307 CERTIFICATION I, the official named below, CERTIFY UNDER PENALTY OF PERJURY that I am duly authorized to legally bind the prospective Contractor to the clause(s) listed below. This certification is made under the laws of the State of California. Contractor/Bidder Firm Name (Printed) Federal ID Number City of Santa Ana 95-6000785 By (Authorized Signature) Printed Name and Title of Person Signing Steven A. Mendoza, Executive Director Community Development Agency Date Executed Executed in the County of 15-Feb-19 Orange CONTRACTOR CERTIFICATION CLAUSES 1. STATEMENT OF COMPLIANCE: Contractor has, unless exempted, complied with the nondiscrimination program requirements. (Gov. Code §12990 (a-f) and CCR, Title 2, Section 8103) (Not applicable to public entities.) 2. DRUG -FREE WORKPLACE REQUIREMENTS: Contractorwill comply with the requirements of the Drug -Free Workplace Act of 1990 and will provide a drug -free workplace by taking the following actions: a. Publish a statement notifying employees that unlawful manufacture, distribution, dispensation, possession or use of a controlled substance is prohibited and specifying actions to be taken against employees for violations. b. Establish a Drug -Free Awareness Program to inform employees about: 1) the dangers of drug abuse in the workplace; 2) the person's or organization's policy of maintaining a drug -free workplace; 3) any available counseling, rehabilitation and employee assistance programs; and, 4) penalties that may be imposed upon employees for drug abuse violations. EXHIBIT 1 Prison to Employment Implementation Direct Services Grant Form 6: CCC-307 EDD RFA #84049 c. Every employee who works on the proposed Agreement will: 1) receive a copy of the company's drug -free workplace policy statement; and, 2) agree to abide by the terms of the company's statement as a condition of employment on the Agreement. Failure to comply with these requirements may result in suspension of payments under the Agreement or termination of the Agreement or both and Contractor may be ineligible for award of any future State agreements if the department determines that any of the following has occurred: the Contractor has made false certification, or violated the certification by failing to carry out the requirements as noted above. (Gov. Code §8350 et seq.) 3. NATIONAL LABOR RELATIONS BOARD CERTIFICATION: Contractor certifies that no more than one (1) final unappealable finding of contempt of court by a Federal court has been issued against Contractor within the immediately preceding two-year period because of Contractor's failure to comply with an order of a Federal court, which orders Contractor to comply with an order of the National Labor Relations Board. (Pub. Contract Code §10296) (Not applicable to public entities.) 4. CONTRACTS FOR LEGAL SERVICES $50,000 OR MORE- PRO BONO REQUIREMENT: Contractor hereby certifies that contractor will comply with the requirements of Section 6072 of the Business and Professions Code, effective January 1, 2003. Contractor agrees to make a good faith effort to provide a minimum number of hours of pro bono legal services during each year of the contract equal to the lessor of 30 multiplied by the number of full time attorneys in the firm's offices in the State, with the number of hours prorated on an actual day basis for any contract period of less than a full year or 10% of its contract with the State. Failure to make a good faith effort may be cause for non -renewal of a state contract for legal services, and may be taken into account when determining the award of future contracts with the State for legal services. 5. EXPATRIATE CORPORATIONS: Contractor hereby declares that it is not an expatriate corporation or subsidiary of an expatriate corporation within the meaning of Public Contract Code Section 10286 and 10286.1, and is eligible to contract with the State of California. 6. SWEATFREE CODE OF CONDUCT: EXHIBIT 1 Prison to Employment Implementation Direct Services Grant Form 6: CCC-307 EDD RFA #84049 a. All Contractors contracting for the procurement or laundering of apparel, garments or corresponding accessories, or the procurement of equipment, materials, or supplies, other than procurement related to a public works contract, declare under penalty of perjury that no apparel, garments or corresponding accessories, equipment, materials, or supplies furnished to the state pursuant to the contract have been laundered or produced in whole or in part by sweatshop labor, forced labor, convict labor, indentured labor under penal sanction, abusive forms of child labor or exploitation of children in sweatshop labor, or with the benefit of sweatshop labor, forced labor, convict labor, indentured labor under penal sanction, abusive forms of child labor or exploitation of children in sweatshop labor. The contractor further declares under penalty of perjury that they adhere to the Sweatfree Code of Conduct as set forth on the California Department of Industrial Relations website located at www.dir.ca.gov, and Public Contract Code Section 6108. b. The contractor agrees to cooperate fully in providing reasonable access to the 7. DOMESTIC PARTNERS: For contracts over $100,000 executed or amended after January 1, 2007, the contractor certifies that contractor is in compliance with Public Contract Code section 10295.3. '0F in Y }m/ C V O v V L V1 Y E 0 Q a1 O- Q a1 _ L Y E E .> Y lG � o �_ wrn Y.3 m N Cu\O L c +� r O w v O Z V C N N O > N " WEO j CG"--11 N 0 � L C V O O C v O Z = fl c 'L y Y V1 Q y y v a1 O � C V O 3 C N T - Ly �_ L -0 r com O > ❑ O v m Owe m N Z j m Y y Z v 0 m m E E N H } O M CO o a N C 4 v o 0 v E m tG Y -O 7 A p O O V 6 N •y m cu V .V =�> 4 0 o a` 0 0 of 0--a EV O 'O C O v O Q O .0 O V 0 Q V E Y . 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B a On� LL C E V r Y N r >� N V X O ,I.X i V X N U J I� LL U Co r LL >p > r LL N 25A-42 T io 2 N N `o o i i wo a E A = o a w Y d d z a 4E� � s _ a G a' d H 3is E— E ry o - m48 � Y '^ a `_ -do a •� c y d `o a .� o- O `o of m v m E a c o .� a t Al 4,5 a s c a o aY`o a A o o c. _ d G G C Y V O= 9 L O C O C C a •eC 2 a a'C. a o= c d d °' ,°'., �o 'd a q Z -o —_ _O `o 0 o •Q Q o a `o a E t a v a ^ E 4EO a _ _ d d� Y _ _ A "' da`- u s `w N� N lQi � 3 S E a S c V m l9 aa- N a O _ N vdi N d C �/ O £ 0 � C q Y O O G V O 'i/ d d 3 _ N O :Q to C a 3 A c _ 0 ID = i c ,a E 410 y o -L- q z Y z ,,, a o .Q `o a a a L a � 'q i o o. O q` N Y E G C L a 6 a 1 — 'O _ _ o E2 a �°' �• a 6 zo Ev -o R 25A-43 C 'c A w e 107:11:311i1 Outreach and Recruitment OC Probation OC Sheriff's Department OCREP Co -enrollment with WIOA As necessary Certifications -Industry-Recognized Credentials including, but not limited to: -National Retail Foundation -Forklift - HS Diploma/GED Vocational Prison to Employment Direct and Supportive Service Grant Service Delivery Flow Chart Intake of Participants - Screening - Pre -qualification - Project suitability - Eligibility I Enrollment I Assessment and Service Planning - Orientation - Assess Interests/Aptitudes - Wisconsin Risk Assessment - Career Counseling/Guidance - Career/Training Exploration - Workshops/job clubs - IEP/IDP Development - On -Going Case Management Individualized Career Services Job Readiness Employment Preparation Resume /Job Search Skills Interview and Follow -Up Skills Classroom Training Job Retention Skills Through a network of training partners including: -Area Community Colleges, Adult Education Industry -Training providers under WIOA contract Sectors OJT's with employers or Work Experience (public~ Construction and or private employers) Manufacturing Hospitality \ Others Support Services and Referrals - Health / Behavioral Health - Counseling - Transportation Assistance - Child Care - Legal Aid - Clothing Assistance - Tools and Supplies - Housing Basic Skills Remediation -Referrals to Local Adult Schools for Reading and Math Skills Enhancement - ALISON online courses Mentoring Referrals to CBOs for mentoring services, case management, job readiness, substance treatment, "Earn and Learn" Work -Based Training - Work Experience - Paid Internships - On -the -Job Training (OJT) - Pre -apprenticeship - Apprenticeship Exit & Follow-up Transition to apprenticeship Placement in further education Unsubsidized Job Placement Follow -Up and Job Retention Supportive services Co -enrollment with WIOA 25A-44 I. Statement of Need Since the inception of Assembly Bill 109 (AB 109) Public Safety Realignment Act of 2011, the Orange Region Planning Unit (ORPU) has seen an accelerated number of justice -involved individuals. The Orange County in -custody prison population is the sixth largest in the State, accounting for 6,555.' or 5% of the total prison population. In 2017, Orange County had the fifth highest number of parole releases with 964 or 5.3%, and had a total of 2,680' parolees. The Orange County Probation Department (OC Probation) oversaw a total supervised population of 10,542' probationers as of September 2018. The Orange County Sheriffs Department (OCSD) had 56,726. releases in FY 2017-2018. Barriers for the Supervised Population are extensive and unique; many times include basic requirements, such as food, clothing, and shelter, which creates challenges beyond employment and training services. The needs for these individuals to become self-sufficient are varied and range from lack of job training difficulties with education, family law issues, immigration, and child support debt. The ORPU will maintain collaboration and conduct outreach to future partners to ensure that resources are available to assist this hard to serve population. Since July 2016, WIOA Title I programs have served over 339 justice -involved individuals. Of those served, roughly 50% obtained employment in the OC Region. In addition, the OC and correction partners implemented the Linking to Employment Activities Pre -Release (LEAP) programs and Forward Focus/Supervised Population workforce training programs. These projects focused on effective strategies within the jails and continue post -release: LEAP 1 • Total Enrolled Pre -Release: 140 • Enrollment in Training Post -Release: 46 • Entered Employment Post -Release: 52 Forward Focus/Supervised Population (Post -Release) • Total Enrolled: 94 LEAP 2 • Total Enrolled Pre -Release: 96 Enrollment in Training: 22 Pre -Release; 10 Post - Release • Entered Employment Post -Release: 24 • Entered Employment: 45 • Enrollment in Training: 59 • Retention in Employment 6 months: 27 • Completion of Training: 52 • Placement in Post -Secondary Education: 4 • Attained Industry Valued Certificates: 37 • Placement in State -Approved Apprenticeship: 1 The ORPU identified several collaborative strategies to reverse the trend of criminal recidivism in hopes of making a meaningful impact in the region. Pre- and post -release services must be implemented to assist justice -involved individuals in examining societal and self-imposed barriers to work and life adjustment and community reintegration. The provision of pre-release services, such as workforce co -location in jail, allows for a smooth transition that increases post -release success. In addition, the need for workforce staff co -location at key sites (jail release centers, parole and probation reporting centers) increases accessibility to employment and supportive services for successful reintegration into the community. With a successful partnership between workforce and supervision, increasing the quality of employment opportunities, those providing a livable wage, will have a significant impact on recidivism. 5 H. Partnerships Partner Roles (see Partnership Agreement/Letters of Commitment) Local Workforce Development Boards: The Orange County Community Investment Division/Orange County Development Board (OCDB), Anaheim Workforce Development Board, and Santa Ana Workforce Development 'CDCR Offender Data Points Offender Demographics For the 24-month period, ending December 2017 'CDCR Offender Data Points Offender Demographics Forth 24-month period, ending December 2017 'OC Probation Department Research Division, September 2018 40C Sheriff's Department, Fiscal Year 2017-2018 'Schnabel T. Kevin. Good Jobs and Recidivism, August 2016 25A-45 Board are the Local Workforce Development Boards for the ORPU. The Local Boards will utilize the region's One - Stop Systems to augment delivery of services to program participants. • Representatives of State Parole offices for the California Department of Corrections and Rehabilitation: The Division of Adult Parole Operations (DAPO), Southern Region, as well as Workforce Innovation and Opportunity Act (WIOA) programs strategies are available to this population. DAPO staff will cooperate with Reentry Navigators to ensure parolees (Justice Involved) are referred to and have relevant information available to progress through training, educational and job opportunities. The leveraged contribution to this project will be staff time and delivery of program services. • Community Based Organizations (CBOs): a. Working Wardrobes has served the justice -involved population for over 25 years, and has successfully developed curriculum targeted specifically to the incarcerated, recently released, and both in -and out -of - custody job seekers. For this initiative, Working Wardrobes will provide case management, workforce readiness training, job training, and soft skills modules to assist the men and women with multiple barriers to employment. They will also offer job development services and placement assistance with numerous employer partners. b. Project Kinship serves as a convener of community resources, and advocates for the health, mental health, and well-being of the reentry population. Project Kinship offers prevention, intervention, and treatment programming; and advocates for system solutions to flip the school -to -prison into the prison -to -career pipeline. The proposed program will serve as a natural continuation of Project Kinship's workforce development and education programs, including restorative practices; job training and vocational support services; and case management services offered to individuals with histories of gang and/or justice system involvement. The main objectives of Prison to Employment Initiative (P2E) are: 1) career planning, work readiness skill building, training, and certifications; 2) job development, intensive case management, and peer mentoring; 3) education enrollment and retention; 4) civic opportunities and leadership development; and 5) incentives, training stipends, paid work experience, and other supportive services. c. Chrysalis has introduced a model for workforce development to assist criminal justice -involved individuals' transition into permanent employment to accomplish the goal of self-sufficiency. Chrysalis has developed a social enterprise that provides transitional employment for those with severe barriers to employment, including individuals in the criminal justice system. As part of the proposed partnership, Chrysalis agrees to provide the following services to eligible participants: one-on-one case management focused on securing employment; job readiness classes; resume preparation; and interview skills training. The organization would like to offer supportive service resources related to participants' job search, including interview clothing, transportation assistance, computer lab access, and phone bank use. Transitional job opportunities are offered throughout Chrysalis' program. d. The ORPU is a member of the Orange County Reentry Partnership (OCREP) this committee is a linkage of CBOs and advocates which function together to serve as a link between community resource providers and justice involved individuals striving to re-establish healthy, productive, and rewarding lives. • Orange County Probation Department and Community Corrections Partnership: The Chief Probation Officer of Orange County also chairs the Orange County Community Corrections Partnership (OCCCP) under the authority of Section 1230(b)(2) of the California Penal Code. OC Probation will provide office space, telephone service, referrals and work in tandem with Orange County Reentry Navigators. • Orange County Sheriffs Department (OCSD): The OCSD will incorporate the P2E project in the jails to screen eligible candidates. The OC Region operated a jail -based AJCC within the Central Women's Jail and the Theo Lacy Jail, funded by the Department of Labor. LEAP 1 and LEAP 2 programs supported recidivism reduction by offering workforce training and development. • Labor Organizations and joint labor-management partnerships: Labor Organizations will provide apprenticeships and hiring opportunities for the formerly incarcerated and other justice -involved individuals. • Employers: Employers will provide subsidize and unsubsidized employment opportunities for justice -involved individuals. 25A-46 • Education Partners: Adult Education Providers will coordinate efforts between workforce and education partners/stakeholders to provide training in demand occupations: Rancho Santiago Community College, Saddleback College, and North Orange County Community College District. • Orange County Housing Authority: The Orange County Housing Authority is a sister agency to the ORPU. Staff will work together to assist participants with housing needs. The ORPU will pursue a fully -integrated referral process that encompasses shared case management and will develop a multiple entry point system; a "no wrong door" approach for reentry and justice -involved clients in need of services. Correction partners have identified the need to co -locate allowing for Parole and Probation Officers to easily refer participants to employment services provided within their offices, this will allow for streamline of services between workforce and correction partners. This approach will allow direct referrals from Parole or Probation to a workforce navigator co -located within reporting centers. Furthermore, workforce staff from the local boards will be able to participate in Parole and Probation unit meetings that will facilitate the sharing of information. The OCRPU intends to serve participants who will reside in Orange County. However, if a participant moves out of the area, reentry navigators will refer participants to a One -Stop System/AJCC in their new Local Workforce Development Area (LWDA). Reentry navigators will contact the respective One -Stop System/AJCC and provide information to the participant about the One -Stop System/AJCC such as location, hours of operation, contact number, website details, and directions to access the One-Stop/AJCC. The ORPU will convene monthly meetings where all partners will come to the table to discuss participant accomplishments or issues, program updates, and upcoming events. Partners will have the opportunity to share best practices and lessons learned with regards to the service models that serve the region's justice involved population. The project will be in the Santa Ana Probation office, Orange County Day Reporting Center, and field offices (North County, West County and South County) as well as youth reporting centers (North Region and Juvenile Hall). M. Regional Implementation and Direct Services Plan 1. Describe the specific goals, objectives, and deliverables of project that will lead to improved outcomes for the justice -involved population, including successes in pre -apprenticeship, apprenticeship, and education (i.e. industry recognized certificates, credentials, and degrees), job placement etc. The ORPU intend to serve 350 participants who are under supervision by County probation or State parole. Depending on the outcome of their assessment they will be served thru work experience (WEX), on -the job training (OJT), training that leads to industry recognized certificate, or direct placement. Of those enrolled in training 75% will complete, 65% will enter employment, and 60 % retention in employment after six months. As income is very important to prevent recidivism and homelessness, an emphasis will be placed in WEX and or OJT. A pool of employers who employ justice involved individuals are known and staff will ensure WEX/OJTs are matched to work -ready participants. Recognizing that participants must re-enter the labor market fully armed with skills and competencies that make them true assets to employers. If classroom skills training, pre/apprenticeship and basic skills education are needed, Re-entry Navigators will help them enroll in short term training courses. Training plans will account for abilities and learning styles. The ORPU will pursue a fully -integrated referral process that encompasses shared case management and will develop a multiple entry point system; a "no wrong door" approach for reentry and justice -involved clients in need of services. Learning from the previous Supervised Population Grant 2.0, Correction partners have identified the need to co -locate allowing for Parole and Probation Officers to easily refer participants to employment services provided within their offices, this will allow for streamline of services between workforce and correction partners. This approach will allow direct referrals from Parole or Probation to a Re-entry Workforce Navigator. Furthermore, workforce staff from the local boards will be able to participate in Parole and Probation unit meetings that will facilitate the sharing of information. The reentry and justice -involved are often the least prepared for employment and lack financial resources to sustain participation in training over week or months. The One -Stop Systems in the ORPU will implement support services 25A-47 protocols that provide direct support and referrals for transportation, clothes, uniforms, tools, and other necessities and referrals for housing, substance abuse and mental health services as necessary. Other system partners, such as OCCCP, Temporary Assistance for Needy Families (TANF), CalFresh, OC Child Support TANF and Adult Education Block Grant (AEGB), and a cadre of CBO's also provide resources to leverage and braid to meet the clients' needs. 2. Describe how funds provided through this initiative will complement the work of, and integrate the individuals being served with, the broader workforce, education and employment system within the proposed service area, and evidence that the proposal incorporates innovative strategies or proven practices for service delivery that will lead to improved outcomes, sustainability, and systems improvement. Thin its One Stops and partners, the ORPU can braid its experience in the broader workforce, education and employment system which will lead to greater employment opportunities for the participants thin its connection to employers, career planning case management and follow up, convening of business stakeholders and employers, industry focused research/industry roundtables, customized employer -driven training projects and published research on labor/workforce demands. 3. Describe how regional partnerships to serve the formerly incarcerated will interface with existing regional sector pathways efforts described in existing WIOA regional plans and how information on priority industry sectors and occupations will be provided to partners. The ORPU participates in regional employer stakeholder forums in high growth industries and holds forums for specialty occupational demands. The top three industry sectors that have been identified in the regional plan are also friendly to the former incarcerated participants. They are 1) Manufacturing, 2) Hospitality & Tourism, and 3) Construction. The ORPU convenes quarterly a OC Regional Economic and Workforce Development Network that serves as a mechanism to streamline communication, ongoing collaboration across systems enhance workforce and economic development, and support sector initiatives. Members include educators (K-12, Adult Ed, Community Colleges), workforce and economic development professionals, Dept. of Rehabilitation, Social Services Agency, and EDD. Sharing of research, data and region needs will support the efforts of serving the formerly incarcerated. 4. Describe how regional partnerships to serve the formerly incarcerated will interface with existing CWDB grantees that serve this population, including Forward Focus, Workforce Accelerator Fund, and High Road Partnerships for Construction Careers grantees. We are incorporating best practices learned from LEAP 1, LEAP 2 and Supervised Population (post release) grants — the importance of co -location at probation and parole offices, quickly assessing work readiness and placement in a work experience, OJT and or education career training while also addressing barriers to success such as housing, substance abuse, transportation and family issues. We will coordinate with the community colleges that are working with inmates prior to release to prepare them for life outside of prison. We will work together to coordinate information and referral so as to have a better "hand off' upon release 5. Develop resources to inform employers about AB 1008 Fair Chance Hiring, federal WOTC, California NETC, Federal Fidelity Bonding through EDD, information about CBO's and other organizations that provide job placement services for formerly incarcerated people, and the benefits of hiring formerly incarcerated people. The ORPU has written and electronic material(s) that summarize the various rules/hiring incentives available to area employers who do hire formerly incarcerated individuals. ORPU staff and staff of the various CBO's and other partners working with us to develop OJT's or direct placement will be trained on all the employer incentives so that they can educated area employers on how to access and use the incentives. 6. Describe the process in which identification of and engagement with employers, industry sector partnerships, and labor-management partnerships who are willing to hire formerly incarcerated and .justice -involved individuals, including those with felony convictions, and those who are currently under state or county supervision will occur. For this project the ORPU will leverage its Business Services team that works out of the respective comprehensive One Stop Centers to assist the Re-entry Navigators and CBO's to identify employers that are known to hire formerly 25A-48 incarcerated individuals while also matching the skill set of the candidate to job openings. The ORPU has experience in working with this population and this grant will provide the ability to give greater focus to a segment of our community that has greater barriers to overcome and require support to reduce recidivism. The Business Service team and CBO partners already have a list of known businesses who are able to hire this population. The Business Services team works locally and regionally to place people. They use an interactive employment tool that simplifies the process of filling vacant positions using job listings, social media, mini- recruitment fairs to ensure fast, quality matches between employers and job seekers. They will expand their efforts to identify additional employers who will hire or offer on -site training opportunities for the former incarcerated. The ORPU Business Service team already meets on a regular basis. Justice involved friendly businesses will be added as a recurring agenda item to discuss and share employer names and job openings with the team working on this initiative. 7. Describe anticipated changes to existing MOU's with AJCC's and or new MOU's with other service providers including but not limited to addressing any challenges associated with local ordinances or policies relevant to executing new MOU's Working with formerly incarcerated individuals is not completely new to the ORPU. The opportunity to be co - located with probation and parole so as to meet the client on -site will greatly enhance our ability to better serve the individual. A Partner Agreement has already been developed with Parole and we are finalizing one with Probation and anticipate that being signed shortly. We will develop MOU's or agreements with area CBO's but do not anticipate problems nor do we foresee challenges associated with local ordinances or policies that may be in place. 8. Describe staff and training needs of RPU's, Local Boards, and partners to adequately serve this population In order to accommodate the demands of serving this population, extensive staff and training opportunities are necessary. The local AJCCs will require staff directly dedicated to serving this population, both in case management and business services. This ensures quick enrollment in order to begin the process to enter into career advising, training, OJT, or direct employment. Beyond staff needs, training is extremely important. In order to serve this population effectively, the OCRPU staff, Local Boards, and partners must become well versed in understanding best practices in working with the justice -involved. The Workforce -Corrections partnership will provide instruction and guidance on how to work with this population. They will provide subject matter expertise to Local Boards and partners to assist in decision -making. They will provide information through trainings and meetings. For example, they will provide details on the hardest -to -serve within this population and provide advice on how resources could potentially be most effective. Furthermore, all involved must become knowledgeable of the resources available to both job seekers and employers that encourage job placement. Specifically, OCRPU staff require training from the Employment Development Department (EDD) and additional partners to receive an overview of the various available resources. This includes, but is not limited to, AB 1008 Fair Chance Hiring, the Federal Work Opportunity Tax Credit, California New Employment Tax Credit, and Federal Fidelity Bonding through the EDD state bonding services. AJCC staff will also work with Community Based Organizations (CBOs) and other organizations in the OC Region that provide job placement services for formerly incarcerated people and catalog employers that are willing to employ the justice -involved population. With this information, AJCC staff can work in providing workshops on trainings for potential employers to encourage and support them in hiring the justice -involved population. 9. Describe the provision of an education and training assessment for each individual of the supervised population who will participate in the project Comprehensive and specialized assessments of skill levels and service needs of supervised population will include diagnostic testing, use of assessment tools; in-depth interviewing and evaluation to identify employment barriers and appropriate employment goals. Assessment will entail an examination of the participant's basic skills, occupational skills, prior work experience, employability interests, aptitudes, supportive service needs, level of commitment to gaining and retaining employment and/or reaching and maintaining economic self-sufficiency as well as any restrictions or special requirements as part of their parole or probation 25A-49 Completed assessment will lead to the development of an individual employment plan identifying the employment goals, appropriate achievement objectives, and appropriate combination of services to achieve the goals, and support services needs to remove barriers to achieving successful outcomes. At a minimum, take into account the participant's: Family situation, Education, Basic educational skill, Prior work experience and skills, Occupational skills, Life circumstances of barriers to participation in training and/or work, Employability (attitude towards work, motivation, work maturity skills, financial resources and needs, Interest, career goals and aptitudes (including non-traditional jobs), Supportive service needs, and Personal employment information relating to the local labor market. IV. Regional Supportive Service/Earn & Learn Plan 1. Describe strategies for offering services that are accessible to people who are likely to face the greatest challenges in the labor market such as persons with disabilities facing barriers to employment or low-income disconnected women and men with little to no previous work experience or education attainment and who require immediate income assistance. To assist those that face extensive barriers, the three local boards will make collaborative efforts towards enhancing Competitive Integrated Employment (CIE). CIE seeks to combine resources between the OCDB, SAWDB, AWDB and its partners in addressing employment for populations affected by Intellectual Disability (ID) and Development Disability (DD). Specifically, collaboration with the Department of Rehabilitation (DOR) is necessary in order to expand this initiative. The DOR is currently a member of the Chamber of Commerce and connects with local businesses on a monthly basis in order to introduce their services. DOR utilizes these events to present information for On -the -Job training (OJT) and work experience opportunities. To address the needs of jobseekers with ID/DD or those that are low-income with little to no work experience or education, the three boards will continue to work alongside DOR in conducting trainings and outreach. Local AJCCs will host a DOR representative to take referrals and provide services, such as vocational training or employment services. Due to DOR's expertise in understanding the barriers of this population, they will continue to conduct trainings in order to educate and coach AJCC staff in handling this clientele. Case Managers will learn how to interact with the client and determine whether they should enter into training, job search, or receive a referral to another partner. In addition, Business Services Representatives will learn how to communicate with employers in order to incentivize ID/DD hires and provide guidance on how to hire and onboard this population. In addition, AJCC staff will assist in connecting the population with OJT and additional job placement opportunities to ensure that clients can immediately attain an income. This is extremely important when addressing the needs of low-income members of the supervised population that must enter into the workforce soon after post -release. 2. Describe the types of services that are currently funded by existing, new, and prospective regional partners, the baseline levels of service (number of individuals and types of service) currently being provided in the region to individuals from this population, and how funds furnished through the Prison to Employment Initiative will modify the types and quantity of services provided. These modifications should reflect the diversity of services needed to address the evolving needs of individuals prior to and upon release. The ORPU engages with various local and regional partners in order to deliver services for clients. For programs that previously assisted justice -involved individuals, the region has served over 350 clients across the Orange County Workforce Area utilizing WIOA funds. Current funding supports case management, business services, supportive services, and additional resources provided by partners. This includes, but is not limited to, indirect or direct payment for bus passes, uniforms, licensing fees, etc. If awarded, the funds are expected to serve an additional 3501 ustice-involved individuals within a similar capacity. Local AJCCs and partners will utilize P2E funding to cover internal and external expenses accrued for the supervised population pre and post -release. 25A-50 1-0i/111:jrM 3. Identify potential barriers to successful participation and completion of workforce education and training among the region's reentry population, and describe which supportive services (e.g. transportation, childcare, housing assistance, etc.) will be provided, the partners responsible for providing those services, and the process bywhich individualswill be furnished with those services. Included in this description should be a plan that articulates outreach and recruitment strategies for ensuring these services are provided to those individuals who need the services most Numerous barriers negatively affect members of the supervised population. Justice -involved clients often lack the necessities such as food, clothing, and shelter. This hinders successful and sustainable employment, making it difficult for individuals to become self-sufficient. In addition, stigmas that arise with their record make it difficult to attain employment opportunities. Family law issues, immigration, and child support debt also contribute to the barriers faced by the targeted population. The ORPU currently has a Supportive Policy within each Local Workforce Area. AJCC staff will immediately identify and offer support services, providing assistance with job search, training, and follow-up services. The ORPU will maintain collaboration and conduct outreach to current and future partners to ensure that resources are available to assist this population. Case Managers will determine the client needs and work alongside Business Services Representatives in order to help place with job placement. A referral process that maintains communication amongst local and regional partners will assist in providing services to those that are most in need. Outreach to potential employers will also establish a pipeline for employment, educating them on how to hire and onboard this population. Supportive services designated will include childcare, transportation, clothing/uniforms, testing/licensing fees, eyeglasses, and additional grant allowable procurements. 4. Identify existing and potential opportunities to collaborate with parole and probation partners to 25 18 P2E RFA 984049 determine pre-release when formerly incarcerated individuals are being released into the community and how workforce partners will work with parole and probation to link those being released to workforce services that align with the level of support each individual needs. The ORPU will continue communicating with parole and probation in order to understand the needs of the supervised population pre-release to attain stable employment post -release. Workforce partners can assist in a variety of ways to hinder recidivism rates and ensure long-term success for the targeted population. AJCC staff can provide onsite and remote access to information of services and resources available through the local AJCCs and mandated partners through focused outreach efforts. They can assist in the delivery of basic career services including program orientation, information of universal access services, partnerships, and referrals to additional partner services, and resources available through the AJCC delivery system. To determine an individualized career and/or educational goals, AJCC staff can provide initial assessments of skill levels including literacy, numeracy, English language proficiency, aptitudes, and skill gaps. They can also provide comprehensive assessments and determine service needs through diagnostic testing, evaluation of employment barriers, and establishing appropriate employment goals In addition, staff can provide transitioning to career services for four quarters after the client's first day of employment. Furthermore, AJCC staff will develop an Individual Employment Plan (IEP) to identify employment and educational goals, appropriate achievement objectives, support service needs, selection of an eligible training provider, OJT opportunities, and available pre -apprenticeships to achieve established employment goals. Staff can facilitate client focused career counseling, job search activities, and placement assistance in collaboration with local partners, workforce development programs, and resources. This will occur through follow- up services to provide additional career counseling assistance, support services, and/or information of available resources through partners. Finally, the ORPU can strengthen collaboration between the One -Stop Delivery System delivery system (AJCC), economic development activities, and local area employer needs to develop trainings including classroom, pre -apprenticeship, and OJT that integrate the Prison to Employment population into the local area workforce community. 5. Identify existing intake and case management needs for serving the justice -involved population, and describe how case managers will obtain current information about the education and training an individual received while incarcerated so as to build on both prior assessments of needs and pre-release education and training when determining which services and training to provide as well as how to best position individuals for job 25A-51 placement. This should include the sharing of transcripts or other training information acquired while incarcerated (e.g. certificates, diplomas, degrees, documented work experience, etc.) with LWDBs. Upon referral to a Case Manager from the Regional Parole offices the parolee population will be assigned to a Case Manager and will be scheduled to attend an orientation and program registration. After registration, the Case Manager will work with the parolee to determine an appropriate plan, which will include an objective assessment and individual employment (IEP). The IEP will identify training opportunities available through the AJCC system that may be appropriate for the clients. Case Management and Business Services will assist in a variety of ways. Services include individual career counseling, resource referrals, job development, employment assistance, supportive services, follow-up services, and assistance in compiling essential documents needed to secure employment. 6. Describe how supportive services will support job retention. Supportive services are based on individual needs assessment services necessary to enable an individual to overcome barriers to pursuit and development their career goals. Supportive services may include but not limited to assistance with transportation, childcare and dependent care, housing assistance, clothing, medical and other services that are necessary to enable an individual to participate in the various activities under WIOA. Supportive services will be instrumental to ensure the success and sustainability of the P2E program through a variety of methods. Before services are provided, the OCRPU Case Management staff will meet with their respective clients and develop a resource plan. To best address their needs, case managers will utilize internal resources and/or connect the individual with both local and regional partners. Supportive services include, but are not limited to childcare, transportation, clothing, fees, and eyeglasses. Covering the cost of childcare would help ensure that individuals, both men and women, can enter in the workforce with flexible hours and increased availability in order to assist them in providing for their families. Furthermore, covering the costs of transportation is a counteractive measure against the barriers currently faced by the workforce. Potential methods include providing bus passes, gas cards, and reimbursements for metro cards in order to offset the costs of going to work. Beyond transportation, the costs for professional attire or uniform can also hinder the success of clients. For example, some individuals cannot afford to purchase mandated footwear necessary to work in construction, which prohibits them from working. The OCRPU staff will work with agencies such as Working Wardrobes and connect clients with additional financial resources to cover the costs incurred by mandated attire and footwear. Supportive services can also include covering the costs for test and licensing fees so that individuals are able to work without incurring a prior cost. Finally, should the individual lack appropriate eyewear, support services can assist in procuring glasses for the client. V. Data Collection and Evaluation The ORPU has identified the Santa Ana Workforce Development Board as the fiscal entity for the grant responsible for the collection and reporting of all program data. As part of the data collection methods, the ORPU will utilize CaIIOBS, the State of California's intemet-based case management system, to track and report all Prison to Employment outcomes. Characteristics and demographic information, activities, employment, and retention shall be tracked in Cal10BS. CalJOBS is California's labor exchange system. Participants will be registered in Cal10BS with assistance from the reentry navigator upon enrollment into the program. Participants will use their login information to 1) access their resumes that were completed and uploaded by their reentry navigator; 2) access labor market information; 3) conduct job searches; and 4) research prospective employers and/or training programs. Reentry navigators will work closely with partners, particularly the OC Sheriffs Department and OC Probation, to help identify and track participants that exit the Orange County area to track the participant's continued assistance. All outcomes will be collected in CaUOBS. The OCRPU will also coordinate closely with correction partners to track participants who may have been re - incarcerated. VI. Innovation &Sustainability 1. Describe the elements or strategies to sustain the program beyond the term of the grant and/or to develop the infrastructure to increase the scale and capacity of job placement services to the supervised population. 25A-52 1-0i/111:j1fl The OCWDB, SAWDB, and AWDB design the workforce framework and facilitate the coordination of public policy that affects workforce development issues through various local and regional initiatives. In direct relation to this program, the region will establish a formal system with other agencies including, but not limited to, housing, transportation, economic & community development and local education in order to ensure long-term sustainability of the program. These partnerships will permit access of leveraged funds and resources in order to provide the services necessary to train and upskill the population prior to entering the workforce. Furthermore, the region will promote partnerships with employers, local agencies, educational providers and the community to coordinate resources that address sustainable employment issues. In order to assist the supervised population, attain employment, Business Services staff will work to build private -public partnerships to encourage local employers to train and hire. The region will work in coordinating workforce development activities with both the local and regional are. In addition, collaborative efforts will focus on advocating for current and future workforce needs of employers and job seekers. 2. Describe innovative approaches the program will use to draw funds from existing realignment or other sources New methods of aligning goals and services with local and regional partners will be imperative to the success of the program. The OCRPU has identified the need to co -locate with partners, which would permit Parole and Probation Officers to easily refer participants to employment services provided within their offices. This will allow for a streamline of services between workforce and correction partners, ensuring that funding potential is maximized and efficiently expended. This approach will allow direct referrals from Parole or Probation to a workforce navigator co -located within reporting centers. Furthermore, workforce staff from the local boards will be able to participate in Parole and Probation unit meetings that will facilitate the sharing of information. The targeted population is often unprepared for employment and lack financial resources to sustain participation in training for an extended period of time. The One -Stop Systems (AJCC) in the OC Region will implement protocols that provide direct support and referrals for housing, transportation, clothing, uniforms, tools, and other necessities. In order to further leverage resources, additional partners, such as OCCCP, Temporary Assistance for Needy Families (TANF), CalFresh, OC Child Support, and Adult Education Block Grant (AEGB). Realigning service strategies and resources will permit the OC Region to serve the targeted population in a greater capacity. hi addition, utilizing their expertise and time, partners can further collaborate with local AJCCs in delivering workshops and trainings to better education both justice -involved job seekers and employers. s. Describe how the program will build off of existing efforts to serve this population, create new or adapt existing approaches, and/or accelerate the application of promising practices in workforce development and skill attainment for the supervised population. The ORPU will continue exploring methods to aid the supervised population. Efforts include reaching out to local and regional partners to expand programs that assist and connect justice -involved individuals with pathways to attain self-sufficiency. Specifically, the ORPU will focus on middle skill occupation, which historically pay higher wages than the regional average. This will be particularly beneficial to individuals without a four-year college degree. It will assist increasing their overall standard of living and quality of life. AJCC staff will work closely with clients to connect them with employment opportunities in the Manufacturing, Construction, and Hospitality and Tourism sectors that are traditionally accommodating to this population. The OC Region will work to develop a coordinated outreach effort to expand the list of businesses that have a history of hiring justice -involved individuals. AJCC staff will be knowledgeable of opportunities and incentives available for businesses who are willing to hire the target populated. As such, the OCRPU will make it a priority to work with businesses who offer jobs with good wages and benefits. The three boards, the Employment Development Department (EDD), and additional partners will collaborate and disseminate information to local businesses and partners about the various available resources, such as AB 1008 Fair Chance Hiring, the Federal Work Opportunity Tax Credit, California New Employment Tax Credit, and Federal Fidelity Bonding through the EDD state bonding services. Staff will also work with Community 25A-53 Based Organizations (CBOs) and other organizations in the OC Region that provide job placement services and catalog employers that are willing to employ justice -involved population. The ORPU is currently working alongside the OCSD, OC Probation, and CDCR at the local level to identify potential opportunities to improve coordination between the three local workforce development boards, service providers, and correction partners. A potential method would involve Memorandums of Understanding (MOUs) that would enhance the workforce -corrections partnership and permit staff to participate, train, and share information between CDCR, OCSD, Probation, and the OCRPU. It may also provide the opportunity to co -locate to serve the target population. Staff development is imperative to adequately serve the justice -involved population; therefore, the OC Region will work closely with partners to coordinate trainings that allow for professional development of staff. The ORPU will provide staff with the opportunity to attend trainings provided by partners, such as the National Institute of Corrections trainings, and cultural sensitivity training that are required to ensure that staff remain updated and are aware of best practices and skills needed when working with the reentry population. Beyond the previously mentioned efforts, enhancing the Multi -Core Curriculum (MC3) would also be impactful to serve this population. The OC Region currently collaborates with Coastline Community College and Santa Ana Community College in order to support MC3. As courses become available, the local AJCC conducts outreach efforts in order to educate job seekers and assists in filling the seats available. The AJCC personnel is instrumental in the initial review of potential candidates and helps to ensure that they qualify for the program. Career Advisors undertake the targeted population in determining the best next steps in order to attain employment that will lead to self-sufficiency. 4. Identify additional sources of funding that may be accessed to supplement the funds provided by this grant and describe how regional partners will work in concert to access those fund In order to account for the variety of resources that will be necessary for effective program implementation, the three local workforce boards will collaborate with partners to supplement funds provided by this grant. Beyond application of the previously mentioned methods, the three local boards will look into additional avenues to supplement costs. The region will pursue funding to address underserved targeted populations in the workforce development area. The region will also look into building future partnerships with additional government departments. Aligning goals with Public Safety departments will assist in potentially accessing funds and services that seek to address similar issues. Public Safety works with these individual prior and post release, investment of either their time and/or funding would only further improve the opportunities for success. 25A-54 EXHIBIT 1 <G: ORANGE COUNTY SHERIFF'S DEPARTMENT u From: Greg Boston, Division Director Orange County Sheriffs Department Inmate Services Division 1530 S. State College Blvd Anaheim, CA 9280 To: Carma lacy, Director of Workforce Development Orange County Development Board OC Community Services —Community Investment Division 1300 5. Grand Avenue Building B, 3b Floor, Santa Ana CA 92705 Re: Prison to Employment Initiative Grant SHERIFF -CORONER DON BARNES The Orange County Sheriffs Department (OCSD) is committed to working with the Orange County Regional Planning Unit (RPU), to include the Anaheim Workforce Development Board, Orange County Development Board, Santa Ana Workforce Development Board, and other grant partners to offer in -kind services In conjunction with the Prison to Employment Initiative. As a partner for this grant, the OCSD will provide the following on an in -kind basis: 1. dedicated and secure office space for Career Planners including: desks, phone connections, access to classrooms, and access to private consultation rooms; 2. designated Inmate Re-entry staff who will provide specialized services such as individual assessments, pre- release planning classes and cognitive behavioral therapy classes. 3. coordination between Inmate Re-entry staff and Career Planners for seamless service delivery and referrals; 4. security assessment and safety protocols/training for Career Planners; S. secure access to Career Planners for the buildings, parking, and file storage; and 6. the assessment and selection of inmate candidates for the project based on release dates, risk factors, and need who will then be referred to the Career Planners for eligibility and enrollment into the program. These services are valued at approximately $70,000 per year. The OCSD and the RPU have agreed upon the following plan for service delivery under this grant: !ntegr.ry w thaul compromise Service above self Professional sm in the performance of duty uglance in safeguard ng our community 25A-55 EXHIBIT 1 d �} ORANGE COUNTY .�' SHERIFF'S DEPARTMENT SHERIFF -CORONER DON BARNES eL Location and Facility Operational Structure: This grant will serve offenders who are jailed in the Central Women's Jail and Intake & Release Center at 550 N. Flower St, Santa Ana, CA 92703 as well as the Theo Lacy Facility at 501 The City Drive South, Orange, CA 92868. All services under this grant provided to inmates will be delivered onsite in dedicated offices in this facility until they are released. At that time, services will be delivered by the OCDB by dedicated career planners at the Orange County One -Stop Centers located in three cities throughout Orange County (Irvine, Garden Grove, and Buena Park). The Intake & Release Center and Central Women's Jail is a secure jail complex housing approximately 1290 inmates; while the Theo Lacy Facility houses approximately 3400 inmates. Inmates incarcerated at the facilities are classified into various housing locations depending an their past confinement history, current charges, criminal sophistication, and a host of other indicators. Once classified, inmates are housed in areas ranging from multiple bunk dormitories to one or two -man cells. inmates have access to television, outdoor recreation, local newspapers, mail, commissary purchases (minor grocery store food items and sundries), and special programs. Inmates also receive medical, mental health, and dental care. Schedule of Activities: All activities under this grant will be provided to inmates during normal business hours to best coincide with the services and schedules of the Inmate Re-entry staff of the Sherriffs Department. Coordination: The Sheriffs Department Inmate Re-entry staff and OCOB Career Planners will work together as a team to serve the population under this grant. The team will be physically situated together in adjoining office spaces in the same area of the facility and will work together on a daily basis on the needs of each individual participant. We look forward to collaborating on this important initiative to serve the employment needs of the County of Orange's formerly incarcerated and otherjustice involved populations. Please do not hesitate to contact me for further information or questions. Greg Boston Date Division Director Inmate Services Integrity without compromise I Service above self Professionalsm in the performance of duty I yigionce in safeguard ng our cammunay 25A-56 EXHIBIT 1 ORANGECOUN 110 February 14, 2019 Carma Lacy, Director of Workforce Development Orange County Development Board OC Community Services --Community Investment Division 1300 S. Grand Avenue Building B, 3" Floor, Santa Ana CA 92705 Re: Prison to Employment Initiative Grant— Letter of Support STEVEN J. SENTMAN CHIEF PROBATION OFFICER TELEPHONE: (714)569-2000 1065 N. MAIN STREET, 51F FLOOR SANTA ANA, CA 92701 MAILING ADDRESS: P.O. BOX 10260 SANTA ANA, CA 92711-026C The Orange County Probation Department (Probation) is committed to working with the Orange County Regional Planning Unit (RPU), to include the Anaheim Workforce Development Board, Orange County Development Board (OCDB), Santa Ana Workforce Development Board, and other grant partners to offer in -kind services in conjunction with the Prison to Employment Initiative. As a partnerfor this grant, Probation will provide the following on an in -kind basis: 1. Provide space in Probation office(s) for OCDB staff to implement program services. 2. Pre-screen and conduct initial interview with supervised population candidates for this program. 3. Provide referral information in writing to OCDB for each participant identified as appropriate for job training and placement services to be provided by OCDB. 4. Collaborate with OCDB staff in -person and electronically on a regular basis to Identify and develop specific program procedures and policies to govern the operational aspects of service delivery. These services are valued at $45,000. Probation and the RPU have agreed upon the following plan for service delivery under this grant: Location and Facility Operational Structure: Santa Ana Probation Office 909 N. Main Street Santa Ana, CA 92701 -57 EXHIBIT 1 Schedule of Activities: Activities will occur during Probation's business hours of operation. Coordination: Erik Wadsworth Division Director Erik.Wadsworth(@orob.gggqv.com (714)569-2140 Martin Corrales Assistont Division Director Ma rtin.Corrales@ prob.ocpov.com (714)569-2222 We look forward to collaborating on this important initiative to serve the employment needs of the County of Orange's formerly incarcerated and other justice involved populations. Please do not hes date to contact me at (714) 645-7004 or by email @ Sue.Detac rob.oc ov.com. Sue DeLacy Date Chief Deputy Probation 0 ic�r ,r 11 25A-58 EXHIBIT 1 PAATNEMRIP AfaREEM NT BETWEEN ORANCIE1t9GIQNAI PLANNING'UNIT ,AND DWISIO.N.QFADULT PAROLE OPEA`ATIONS SOUTHERN REGION PARTIES Orange Reglon'al. planning Unft, their Cocal Workforce Davelophiefit, Board's (WDBa). and:the America's Jop G'enters•,of Callfnmla (AJCC) In t'he reglcn,provlding,*Orkforob planning services. This Partnersh1li Agreement is t6ntercd Into by and betiqgan the followingpartngrs Orange {tegiorip) Planning Unit;.to16ciude; Anaheim Workforce DeV'elopmont Board, Orange County. Wcrkf6eeeDevelopment aoa,rd, $enta.Aha Wbrkfcree D welo'Pment Board, and.the'D.ly!slon of.Adult Parole Operetlons (DAPQ), Southern %glan. Nothing ih this Partnership Agreerilentshould.lie construed as limiting of impeding the baslaspiritof cooperation thatekists between the pa'rticipatlrig,paltners. To create, opportunities; for the•parble.pnpufation.to itnprpvetheir quallficatlons for apprenticeship programs, community oollege career programs, direct Jo'b'plucement as well as Workforce innovatlon and Clpportu6ity Act (W1bAj program gtrategie3 available to YMIs populatibn.,. Partners- will Ifhk, edueatlon, JQb training and work .axperlenf a In -prison to.pa'st-release JoW:by fostering s system of coordinated service dellvery¢o,this population thatfaces•a variety ofbarriers to emplbgment. 25A-59 EXHIBIT 1 The Prison to 8mployn** liilfiative (M) will endeavor to accomplish the Major 6blectives of the Getifordla WI0AUnlflad1Strateglc•Workfoi'ce Gevelopnl;6t Pjaft In order to reduce recidivism, reduce victimization, facilitate reintegration and enhance public spfety. Workfprcedevelopmehtpa,rtrterawfll'provldefocusGdservices tolha'reentry p'opuiation,to ensurat • Fostering demand-,d'riven skills attainment. Wdrkfotee. end Qdutatiorr,p�o§rams oeiadto allgn prograln'content wlth'the state's Industry sgctoeneeds•so ante provide Galftrnla's employers and buslnesse3 with the:skilled woek?crce It naeds to ;oompete in`the global economy. + Enabling upwand mob,Ility Far.pll Callfurnlons,:lncluding pbptjltiogs%w.ith barrl,iYs to employment.. Workforce and, educatfun programs need to be accpsslble for'all gallfarr Tans and ensure that everyone has access to p :marketable Se; ofskills and able to access the level of eduoatlon-necessary to .gnsure economic self-sutclency and security. + Aiigning, ceotdinating, and, ldtegrMM4— p'rograhis and ie'rvicps. to ecanomIre limited resburces while also proVdlnsthe right"sdrvices to elientp, based ed Bath client's particular and potentially unique nkeris•so alto facllitate.skills-attalnrdent. All particlpants, acknowledge that the Local Workforce Devel'ophient Boards are responsible for the.pollct'es and general direction fgr.the Looal WOO and A)CC10he Stops, The leveraged contribution to this. project will be staff time and delivery oYprograrn §ervlces, 15AP0 staff will cooperate, with AJCC staff to ensure parolees (Justlgc bivalved)'ate referred to'and have relevant Information avallable to..progress through training, educp,tton al apd lob oppoyfunitles, The AJCC leveraged' contributions are provided by AICC staff -tulle and on sife re'sciurces to give participants access to computers, phones, current. job listings, .employer recrgltrnents and valuable 'Workshops, AJCO 'stsfr 'will provjde case inanagefherrt and work wJth participants to; develop an employmonvand training plan,. rggelve Job coaching, provldp e'ppropdate •suppgrtke serviceg, address barri'er.'s tb, employment, ano' provlde p.csess'to on-the-joh training,. ecqupational training and 25A-60 EXHIBIT 1 employment opportunities. All!d-staff will report services, prograsg and outcome&ln appropFiatd dhtab'a'sbs, V. ` UL� LI9s7t 1 This, Fertnorshlp ,Agreement will, remain; in effect. for twq years, Rengwa[ of the agreetriant ar 1 be aotornatic contingent upon continuej state fµnding,for the Prison to Employment Initiative, a 25A-61 EXHIBIT 1 Planning Unit Partnership Agreement Signatories; Date- :e tlevelopment'Bnard Planning.Unit I Director/Executive Director Date Orange.CountyWorkfgrceDay Iopmerit oard Orange / Regional.Planning.0 It —�q-- N \..,.,._...,v..._.. Z .11 _tot Director/Executive Director (pate Santa Aha Workforce Development Board, Olangej Regf®nal,Plarlhing Unit Os - Attorney a 25A-62 EXHIBIT 1 Ju aProRraMP6roleA irliztrator Dlvlsloo of Adul'.Parole Operation's; soWVeln R'egidn KAREN'114ACKER 'Regipngl Patrole!Adrtn iniOrAtor or• ;Deglgnde Dl> Won of Adult Parole Oper44ons, S®Utbern Rpglop C71. tt ., Date, �Iltltq Rate 25A-63 EXHIBIT 1 WORKING Garden Grove ALTERNATIVES, INC. Residential Re -Entry Center From: Christopher H. Talley, Assistant Director Working Alternatives, Inc. 11112 Barclay Drive Garden Grove, CA 92841 To: Carma Lacy, Director of Workforce Development Orange County Development Board OC Community Services--Community Investment Division 1300 S. Grand Avenue Building B, 3`a Floor, Santa Ana CA 92705 Re: Prison to Employment Initiative Grant Working Alternatives, Inc. is committed to working with the Orange County Regional Planning Unit (RPU), to include the Anaheim Workforce Development Board, Orange County Development Board, Santa Ana Workforce Development Board, and other grant partners to offer in -kind services in conjunction with the Prison to Employment Initiative, As a partner for this grant, the Working Alternatives, Inc. will provide the following on an in -kind basis: 1. Provide a consistent flow of clients in need of services. 2. Collaboratively 1dentlfy Vet clients to ensure their services go to the neediest. 3. Publicize their mission through our CRB (Community Relations Board) We lock forward to collaborating on this important initiative to serve the employment needs of the County of Orange's formerly Incarcerated and otherjustice Involved population. Please do not Isita$e to contact me, Christopher Talley, Assistant Director, 714-537-3605. Date 11112 Barclay Dr. , Garden Grove, CA 92841 - FEL (714) 537-0605 - FAX (714) 537.9538 s Email: k.washington0workingaltemaiives.org 25A-64 EXHIBIT 1 WorkingWardrobes W The Power of a Paycheck January 26, 2019 Ms. Carma Lacy Director of Workforce Development Orange County Development Board OC Community Services — Community Investment Division 1300 S. Grand Ave., Bldg. B, 3rdFloor Santa Ana, CA 92705 Dear Ms. Lacy, Working Wardrobes for a New Start is a non-profit organization located in Irvine, CA, that empowers men, women, young adults, and veterans overcoming difficult challenges to confidently enter the workforce and achieve success. We are committed to work in collaboration with the Orange County Development Board, the Santa Ana Workforce Development Board, and the Anaheim Workforce Development Board, along with other named partners, to facilitate the Prison to Employment program. We have served the justice -involved population for over 25 years and have successfully developed curriculum targeted specifically to the incarcerated, recently released, and both in - and out -of -custody job seeker. We are able to provide case management, workforce readiness training, job training, and soft skills modules to assist the men and women with multiple barriers to employment. We also offerjob development services and placement assistance with numerous employer partners. Our wardrobe services are the final touch. In December of 2018, we concluded a two-year commitment to the Orange County Development board to facilitate the LEAP2 program for incarcerated women in the Orange County Women's Jail and the Intake and Release Center. We served 96 women and provided job training, workforce readiness and soft skills training along with job placement services. Prior to that, we served over 200 recently incarcerated youth (18-24) through the Division of Juvenile Justice with similar workforce readiness services. We strongly support the application for the Prison to Employment program and look forward to working with our county and city partners to achieve success. Sincerely, A 6:,>o Mary Ann Profeta VP, Career Success Institute Working Wardrobes 1851 Kettering a Irvine, CA 92614 e (714) 210-2460 a Fax (714) 434-2870 www.workingwardrobes.org • www.thehangerboutiques.org 25A-65 EXHIBIT 1 prxor>s+aryr Y OR tlY CCVN'l'V @6T. AbY4 V A WPROrECTMNSHIRORf HOPE LIVES HERE From: Mary Vu, LCSW Director/Co-Founder Project Kinship 2215 N. Broadway St. Suite 2 Santa Ana, CA 92706 To: Carma Lacy, Director of Workforce Development Orange County Development Board 1300 S. Grand Avenue Building B, 311 Floor, Santa Ana CA 92705 Re: Letter of Support forthe Prison to Employment Grant Funding Opportunity Project Kinsh ip is committed to working with the Anaheim Workforce Development Board, Orange County Development Board, and Santa Ana Workforce Development Board and othergrant partners to services In conjunction with the Prison to Employment Grant Funding Opportunity. To support this project the Project Kinship commits to providing the following: 1. Case Management: Referrals and Linkages to Community Resources 2. Individual and Group Counseling Services 3. Peer Navigation and Monitoring Services 4. Education Preparation Strategies 5. Employment Preparation Strategies We look forward to collaborating on this Important Initiative to serve the employment needs of the County of Orange's high -risk inmate population. Please do not hesitate to contact me 714) 941-8009, L�l 1—,14" �,4 vv f /.30/l7 Mary Vu, LCSW Date Director, Co- Foun ma ry @projectl<inshi p.org 25A-66 EXHIBIT 1 CHRYSALIS a nonprofit organization Changing Lives Through jobs ChangeLives.org January 29, 2019 Carma Lacy Director of Workforce Development Community Investment Division 1300 S. Grand Avenue, Bldg. B Santa Ana, CA 92705 Re: Prison to Employment (P2E) in Orange County — Letter of Support Dear Ms. Lacy: On behalf of Chrysalis, I am pleased to write this letter of support for Orange County's proposal under the Prison to Employment (P2E) initiative. If awarded, funding would provide critical resources, enabling the region to better serve the formerly -incarcerated. The initiative will succeed by fostering partnerships between the local workforce development system, CDCR and parole, County Probation, community -based organizations (CBOs) like ours— along with a range of other partners coming togetherto serve the formerly incarcerated and justice -involved local population. Chrysalis has been serving the reentry community for 35 years as a non-profit organization dedicated to creating a pathway to self-sufficiency for homeless and low-income individuals by providing the resources and support needed to find and retain employment. At Chrysalis, we empower our clients to overcome their barriers to employment and complete a self -directed job search. In fall 2018, Chrysalis opened its first location in Orange County, located in Anaheim. Leading up to opening, and since, the local workforce development and reentry services community has welcomed us with open arms. We are thrilled to be a part of this innovative community and to do our part to meet the needs of local residents. As part of the proposed partnership, Chrysalis agrees to provide the following services to eligible participants: • one-on-one case management focused on securing employment; • job readiness classes, resume preparation, and interview skills training; • resources related to participants' job search, including interview clothing, transportation assistance, computer lab access, and phone bank use; and transitional job opportunities, as available, through our Chrysalis Enterprises program. If you have any questions or need additional information, please contact me at michaelew@ChangeLives ore or 213-806-6341. Sincerely, Michael Graff -Weisner VP, Strategy & External Relations Downtown Los Angeles Orange County San Fernando Valley Santa Manic. 522 5. Main St. 290 S. A.aheim Blvd. 13545 Van Nuys Blvd. Ste. 1 1853 ILinr.ln Blvd, Los Angeles, CA 90013 Anaheim, CA 92805 P.<oima, CA 91331 Santa Monicc, CA 90404 (213) 806-6300 (714) 204-3000 (818) 794-4200 (310) 401-9400 25A-67 EXHIBIT 1 Garden Grove — Chamber of Commerce — 09 Founded rom From: Cindy Spindle, CEO/President Garden Grove Chamber of Commerce 12866 Main Street, Suite 102 Garden Grove, CA 92840 To: Carma Lacy, Director of Workforce Development Orange County Development Board OC Community Services --Community Investment Division 130D S. Grand Avenue Building B, 3rtl Floor, Santa Ana CA 92705 Re: Prison to Employment Initiative Grant The Garden Grove Chamber of Commerce is committed to working with the Orange County Regional Planning Unit (RPU), to include the Anaheim Workforce Development Board, Orange County Development Board, Santa Ana Workforce Development Board, and other grant partners to support the Prison to Employment Initiative. As a partner for this grant, the Garden Grove Chamber of Commerce will support the OC RPU through earnest and enthusiastic consideration of referred formerly incarcerated and other justice involved individuals for employment and work -based learning opportunities. We look forward to collaborating on this important initiative to serve the employment needs of the County of Orange's formerly incarcerated and other justice involved population. Please do not hesitate to contact me, Cindy Spindle, CEO/President — 714-638-7950. Cindy SpindI CEO/Preside I —Ld j 5, Date 12866 Main Street, #102 Office: 714-638.7950 www.GardenGfoveChamber.com Garden Grove, CA 92840 Fax: 714-636-6672 25A-68