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HomeMy WebLinkAboutSANTA ANA W/O/R/K CENTER (2) -2009 City of Santa Ana 4 Clerk of the Council AGREEMENT TERMINATION Please complete this form when the attached agreement is no longer in effect. Return form to the Clerk of the Council Office (M-30). Call 647-6520 if you have any questions. NOTE: PLEASE INCLUDE ALL AMENDMENTS IF ANY. THANK YOU. The agreement with cks.2.\---1 rk rt ., 1 No. A.- a C-i Q- 0 5(4, was completed on ° !3( I l 0 and final payment has been made. Department: Phone/Ext.: Cs Signature: Date: "712.2 ( 243t(o Revised 12.07-07 INSURANCE NOT REQUIRED /......:. WORK MAY PROCEED t)L CLERK OF COUNCIL DATE: MAR 5 2010 A-2009-079 st Q '0 If\l \11 OJ CD::) , ~ \:).J ~~ - ~ l '-J\() MEMORANDUM OF UNDERSTANDING BETWEEN THE SANTA ANA WORKFORCE INVESTMENT BOARD/YOUTH COUNCIL AND THE SANTA ANA W/O/R!K CENTER! YOUTH SERVICE PROVIDER NAVIGATOR This Memorandum of Understanding is entered this 1 day of July 2009, by and between the Santa Ana Workforce Investment Board ("WIB")/Santa Ana Youth Council and the Santa Ana W /OIRlK Center ("Provider") acting in its capacity as the Youth Service Provider Navigator. 1. PURPOSE: The Santa Ana Youth Council designated the Santa Ana W/O/R/K Center as their "Service Navigator" for all WIA youth services, and its eligible participants. The Service Navigator's function within the Youth Service Provider Network is to coordinate services in a manner that eliminates bureaucracy from the participating providers. 2. STAFFING RESPONSIBILITY OF "PROVIDER": The Santa Ana W /O/R/K Center must provide sufficient staff to conduct the following roles: A. Assist with recruitment of potential WIA youth participants to Youth Service Provider Network B. Refer eligible youth to appropriate WIA youth providers C. Collect eligibility documentation (both at provider location and Service Navigator si te) D. Certify WIA eligibility E. Ensure accuracy and timely submission of all Job Training Automated (JT A) MIS system forms F. Provide technical assistance and eligibility training to all providers G. Develop policies and procedures to ensure compliance with Federal, State and Local WIA rules, regulations and goals H. Track and maintain program/provider performance goals 1. Coordinate co-enrollment among youth providers J. Actively participate on the Santa Ana Youth Council K. Coordinate (and provide as needed) follow-up services with providers and participants L. Process payment for services within 30 days of receipt M. Conduct an annual fiscal monitoring of youth providers funded under WIA N. Provide on-going Labor Market Information related to youth to providers O. Provide on-going ADAlEEO information/training P. Provide on-going information/training on Child Labor Laws Q. Provide legislative/regulatory updates on services, programs impacted by Youth Workforce Development 1 R. Collect, analyze and report to Youth Council the results of the Customer Satisfaction Surveys S. Create and implement a continuous improvement project based on the results of the Customer Satisfaction Survey T. Be available and prepared for monitoring by Federal, State and SA WIB staff 4. FOLLOW UP SERVICES: Follow-up services will be a coordinated effort between the W/O/R1K Center Service Navigator and the youth program operators. The purpose of follow-up is to determine a participant's employment and educational status after exiting the WIA program and to provide additional assistance if needed. 5. BUDGET: The W/O/RIK Center acting as the "Provider", shall provide all of the services discussed herein as well as those set forth in Exhibit A, for the monetary amount set forth in its Budget attached hereto as Exhibit B. Said Budget may annually be updated as approved by the WIB. 6. DURATION: This MOU shall remain in effect until a written cancellation is submitted by either party giving a 3D-day advance notice. 7. AMENDMENTS: Either party may propose amendments to this MOU at any time by providing written notice to the other. Amendments to this MOU shall require the approval of the authorized signatory for the WIB and the Deputy City Manager for Development Services, on behalf of the W/O/RIK Center. 8. DISPUTES: The parties shall first attempt to resolve all disputes informally. Any party may call a meeting of all parties to discuss and resolve disputes. Should informal resolution efforts fail, the dispute shall be referred to the Deputy City Manager for Development Services to act as mediator, to attempt to resolve the dispute by holding an informal hearing with presentations by both parties. If the Executive Director's resolution efforts fail, any party may file a grievance with the Deputy City Manager for Development Services for review and hearing. The parties agree to be bound by the final determination resulting from that procedure. All costs associated with the grievance procedure shall be borne by the losing party. 9. SEVERABILITY: If any part of this MOU is found to be null and void, or is otherwise stricken, the rest of this MOU shall remain in force. 10. HOLD HARMLESS: Each party to this MOU agrees to indemnify and hold harmless the other parties, their officers, agents, employees, and volunteers from and against any and all loss or damage, and from any and all suits, actions and claims filed or brought by any person or persons arising out of acts or omissions of the party or its officers, agents, employees or volunteers in the performance of this MOD. 11. DISCRIMINATION: Provider shall not discriminate because of race, color, creed, religion, sex, marital status, sexual orientation, age, national origin, ancestry, 2 or disability, as defined and prohibited by applicable law, and Provider affirms that it shall comply with all applicable federal, state and local laws and regulations. 12. AUTHORITY AND SIGNATURES: The individuals signing this MOU or its attachments have the authority to commit the party they represent to the terms of this MOU, and do so commit by signing. IN WITNESS WHEREOF, the parties hereto have executed this Agreement the date and year first above written. ATTEST: CITY OF SANTA ANA '--JY7 ~<- p./? _:j"'~ Maria D. Huizar Clerk ofthe Council av/l; a.. David N. Ream City Manager ~ APPROVED AS TO FORM: Joseph W. Fletcher, City Attorney Santa Ana Workforce Investment Board By: b!r ~ ~-- Lisa Storck Assistant City Attorney LM~~/; Lee McMurtray ~ Will Chairman RECOMMENDED FOR APPROVAL: C~~ityManager For Development Services 3 The City of Santa Ana W /O/R/K Center Service Navigator Plan Program Year 2009-2010 TABLE OF CONTENTS Executive Summary 3 Outreach & Recruitment 4 Training and Technical Assistance 6 Eligibility Determination 7 Completing JTA & MIS Forms 7 Job Development & Placement 9 Performance Management 9 Customer Satisfaction. 10 Fiscal Oversight 11 Fiscal Capacity 12 Organizational Strengths and Staff Capacity.. 13 Eligibility Flow Chart (Attachment A) 16 Staff Responsibilities (Attachment B) 18 Budget (Attachment C) 22 Budget Narrative (Attachment D). 23 2 EXECUTIVE SUMMARY The concept of the "Daisy Wheel" service delivery was adopted in 2002 by the Santa Ana Youth Council to provide an "All Youth One System", where resources would be leveraged from a network of Youth Service Providers now known as the Youth Service Provider Network (YSPN). The concept allowed youth regardless of eligibility to receive services from the various Service Providers and the Santa Ana W/O!R/K. Center (SA WC). The Workforce Investment Act (WIA) requires that ten program elements be delivered in a developmental approach to allow youth to receive resources that will help them overcome barriers to education and employment. The WIA ten elements require a collaborative, coordinated and sequenced approach to assisting youth served with WIA funds. The YSPN was formulated with this principle in mind so that no one Service Provider would have to provide all ten elements, allow more youth to be served by the Service Providers through other non-WIA funding streams, and to streamline services provided to youth which were fragmented prior to the development of the YSPN. The YSPN consists of Service Providers that collectively offer the ten WIA program elements in a creative and interactive manner. The concept, as required by the YSPN, allows the Service Provider to focus on what service they specialize in and do best. This, however, is not possible without the role of the Service Navigator. The role of the Service Navigator is critical to promote broad-based coordination and cooperation among all youth Service Providers and to provide the technical assistance needed to make the network a success. Funded through the Santa Ana Workforce Investment Board (WIB)-Youth Council and acting as the Youth Service Navigator, the City of Santa Ana W/O!R/K. Center (SA WC) assumes the primary responsibility of determining youth eligibility, providing technical assistance, training and sharing best practice in case management, placement, exit, and follow-up services. In addition, the SA WC ensures the completion and accuracy of all required forms and documentation. As the Service Navigator, the SA WC will work cooperatively with all Service Providers from the initial outreach, recruitment and intake process to the successful completion, exiting, and follow-up of all WIA youth enrolled in the YSPN. 3 As the Service Navigator, the SA we brings to the YSPN over 15 years of extensive experience, administering a variety of Federal and State funded programs. Staff is well versed in both programmatic and fiscal requirements. As an on-going effort, the SA we has made it a priority to keep staff updated and trained on all State and Federal workforce legislation pertinent to various targeted programs. Since the inception of the YSPN, the SA we has been instrumental in helping the Network meet the required performance measures through consistent oversight and guidance in intake, eligibility, case management, exit, and follow-up. Moreover, through its partnership with local businesses and organizations, the SA we has a comprehensive realm of services and resource available to the YSPN and the youth they enroll. This year the SA we will be working with businesses in the community to place 400 WIA youth in paid work experience during the summer. The SA we will maintain communication with the youth Service Providers during the life of the contract by coordinating monthly meetings with all Service Providers for program, legislation, MIS/JT A paperwork updates, and to address any questions or concerns they may have. Individual meetings with Service Providers will also be arranged to assist and address individual issues or questions. The SA we will assist with the marketing, recruitment, outreach, and placement efforts of the YSPN. Ultimately the SA we's goal is to provide the assistance and tools necessary to allow the Service Providers to focus on providing streamlined services to the youth of Santa Ana. A more detailed description on how the SA we will function as the Service Navigator is explained below: OUTREACH AND RECRUITMENT Since the development of the YSPN, the SA we has made it a priority to inform the public of the services and programs available through the YSPN. Through its partnerships and collaboration with community agencies, the SA we has been engaged in planning and participating in community events, job fairs, resource fairs and conducting presentations to connect youth with the YSPN programs. Some of the major events in which the SA we participates include the Annual Summer Youth Job Fair hosted by Employment Development Department (EDD), Senior Transitions Day hosted 4 by the Santa Ana Unified School District (SAUSD), and the World of Work Career Fair sponsored by the Orange County Department of Education. Utilizing the relationships we have established with the SAUSD, EDD, and the Orange County Department of Education, the SA WC has been able to deepen its outreach effort to a much broader base of youth, parents, and educators in the community. The SA WC recognizes the importance of marketing the entire YSPN and its comprehensive programs and services. Every effort is made to ensure that staff markets the network at all job fairs, youth oriented recruitment and outreach events, thus, benefitting all Service Providers. The SA WC, in partnership with the EDD, launched the Youth Help Desk at the WORK Center in the summer of 2007; the objective of the Youth Help Desk is to offer a place for youth to obtain information, services, work readiness assistance and referrals. Staff has been trained to conduct comprehensive assessments for youth, address workforce needs, provide referrals to YSPN programs, and be an overall resource to the youth that come to the SA WC. The Youth Help Desk has been instrumental in bringing to fruition one of the initial goals behind the Daisy Wheel YSPN concept, which was to provide an "All Youth One System" that provides all Santa Ana youth with services regardless of eligibility. The SA WC has been able to leverage resources through the City of Santa Ana's Economic Development Department for marketing materials and to work collaboratively with the Business Outreach Team to promote services offered by the YSPN, Youth Help Desk and SA WC. In addition, this summer the SA WC SAY Employment Program will offer work experience to youth that must be WIA eligible which in turn will offer a pool of eligible individuals for the YSPN to enrollment from. TRAINING & TECHNICAL ASSISTANCE For more than 10 years, the SA WC staff has successfully administered and implemented many federally and state funded employment and training programs. As an on-going effort, the SA WC has made it a priority to keep staff updated and trained on all State and Federal workforce legislation pertinent to various targeted programs. Over the years, staff has acquired and kept 5 abreast with the latest workforce trends and legislative changes to ensure compliance with state and federal regulations. Staff has developed comprehensive training manuals and conducted regular training for all Service Providers using a customer friendly and easily understood format. Since the inception of the Daisy Wheel YSPN in 2002, staff has also translated various complex system measurements and mandatory reporting requirements into an easily understood format for the YSPN Service Providers. As the Service Navigator, the SA WC has organized and/or developed the following training for all Service Providers in order to stay current and be in compliance with our state and federal regulations: · What is WIA? · Enrollment Strategies · Case management Strategies · Co-Enrollments · Credential Information · Fiscal Invoicing · Fiscal Responsibility · Becoming Familiar with your Agency's Contract · Performance Measures · New Enrollment Intake · Case Notes · Exit Strategies · Follow-up training · Disability Awareness · Data Validation For the past seven years, the SA WC, as the Service Navigator, meets with the YSPN on a monthly basis to provide them with monthly reports and the status of their case loads. At the monthly YSPN meeting, the SA WC reports out on enrollments, activities, exits, and follow-ups. As needed, the SA WC also conducts staff in-service training for the Service Providers and alerts them of any changes to paperwork as well as modifications to process and procedures. One of our goals has been to provide the YSPN with all the tools necessary to allow them to focus on providing services to the youth in Santa Ana. The SA WC continues to avail itself to all Service Providers for individualized training and technical assistance. At times, when Service Providers have experienced staff turnover, the SA WC staff readily stepped in and provided much needed transitional and customized training to ensure continuity and consistency of service delivery. Examples of training include eligibility requirements, intake process, activity setting, case management techniques, performance management, exit strategies and follow-up techniques. The trainings were tailored to meet the specific needs of each Service Provider. 6 ELIGIBILITY DETERMINATION The SA we as the Service Navigator will assume the primary responsibility of determining WIA youth eligibility in accordance with Federal, State, and local rules and regulations. We will train Service Providers on the eligibility process, provide eligibility forms, calculate participant's family income, determine participant eligibility, review and analyze participant activities, and process eligibility JT A/MIS forms. The SA we has a designated Eligibility Technician with the expenence and knowledge to determine WIA youth eligibility effectively. The Eligibility Technician will review all submitted applications and determine eligibility by verifying eligibility documentation, youth participant right to work, selective service compliance (for males 18 years and older), and determining income eligibility in accordance with the Poverty Guidelines. Review goals and activities to ensure that Performance Measures can be attained, record the participants' information in a database in order to produce reports necessary to keep Service Providers informed, and forward accurate JT A forms to MIS personnel. Recommendations, suggestions, and/or corrections are given to each Service Provider as needed to ensure that the eligibility requirements have been met, and that enrollment goals for each program and the YSPN as a whole are reached. An Eligibility Flow Chart is attached (see attachment A) to provide a better understanding of how eligibility is processed. COMPLETING JTA & MIS FORMS The SA we will ensure that JTA/MIS forms are completed accurately and submitted within the allotted timeframe. We will review all JTA/MIS forms to ensure accuracies and compliance with Federal, State, and Local guidelines. All Service Provider will be provided with computerized JTA/MIS forms, training on completion of JTA/MIS forms, and a JTA/MIS Time Line Policy. SA we staff will be available to answer questions and provide technical assistance to all Service Provider regarding the forms. 7 JT AlMIS forms are processed in a chronological order by the Service Provider and the SA we. Once the application, activity form, and youth test score forms are submitted to the SA we, it is the responsibility of the Service Navigator to ensure that all information is accurate and the activities match the youth's needs. In addition, the SA we ensures the documented youth test scores are accurate and that all forms have appropriate signatures. It is very important to track key information from each form in order to produce reports for Service Providers, track performance outcomes, and have the information readily available to provide guidance to the Service Provider on how to proceed with their participants at any given period. The SA we has developed its own tracking database tailored to provide the above capabilities while giving itself the flexibility and information to provide the YSPN with specialized technical assistance. In addition to the tracking system, a reference file has been created for each youth enrolled in the YSPN in order to track JTAlMIS forms and ensure accuracy of information. The SA we will make copies of the completed JT AlMIS forms and forward them to the MIS Unit for entry into the State data system for official enrollment. Copies of the JT AlMIS forms with an official stamp will be returned to the corresponding Service Provider. As activities are closed, the Service Provider is to submit JT AlMIS forms along with data verification, if necessary, to the SA we who will ensure their accuracy, input the data into the tracking system, make copies of the forms, and submit the forms to the MIS unit for official recording. Once a Service Provider is ready to exit a youth participant, SA we is consulted to determine the best exit strategy. The objective is to make sure that the youth has received quality and necessary assistance to improve their situation and meet WIA Performance Measures. As the Service Navigator, the SA we is responsible for reviewing every exit form, requesting data verification if necessary, obtaining post test score forms, making sure that all activities are closed, and ensuring that exiting the youth is in the best interest of the youth first and then to the YSPN as a whole. Once that has been established, all exit forms and pertinent information are input into the tracking system and copies are made and sent to the MIS unit for entry into the JT A system. 8 Follow-up services will be conducted for one year for each exited participant by the responsible Service Provider. Follow-Up forms will be submitted to the SA WC for review, for input into the tracking system, for data verification, and to enter into the JT A system. JOB DEVELOPMENT & PLACEMENT The SA WC has a comprehensive realm of services available through its partnership with local businesses and organization. The SA WC is an integral part of the City's Economic Development Department that is comprised of workforce development, Empowerment Zone and Enterprise Zone Programs. The Enterprise and Empowerment Zone programs are designed to promote business growth and job generation by offering state and federal tax credits and highly valuable economic incentives to businesses. Many of our Santa Ana residents including youth qualify for these tax credits, thus providing significant bottom line savings for Santa Ana businesses. It is through all these various links that the SA WC is able to provide the community with quality job placement assistance and offer connections to a strong labor market. The SA WC will offer assistance and guidance in job placement by notifying Service Providers and youth of job opportunities, employer on-site hiring recruitments, and job fairs. SA WC will notify Service Providers daily via electronic mail and/or flyers regarding job announcements. In addition, the SA WC in the last year has become an integrated system and has merged their resources and staffing with our various partners like EDD. This integrated approach allows more individual assistance for our older youth to find employment. Workshops on resume writing and interviewing are just a few of the added components to helping them find employment. The SA WC also offers "ProveIt", a computerized assessment tools that provides clients the opportunity to assess their skill and knowledge in over 1 00 skills and career interest. PERFORMANCE MANAGEMENT The SA WC, through its extensive experience administering Federal and State funded programs, understands that WIA performance management is vital to the success of the YSPN. As of July 1, 2007 the Department of Labor (DOL), Employment and Training Administration (ETA) approved the Common Performance Measures. As the Service Navigator, the SA WC prepared 9 for these changes and had staff attend common measure trainings through DOL and at the annual California Workforce Association Conferences. This is just one example of our commitment to helping the YSPN stay in compliance and up to date with new regulations so the YSPN can succeed in meeting all Federal, State, and locally mandated performance measures. The SA WC also provided training on common measures to allow all Service Providers to have a basic understanding of what common measures are and how they will affect them. The SA we will provide all Service Providers with individual exit oversight. Staff will meet individually with each Service Provider to go over exit strategies for each youth actively enrolled on their case load and evaluate which youth are ready to exit the program and how their exit will impact the overall success of the YSPN. The SA WC will train all Service Providers on how to exit and follow-up on their youth in order to comply with federal, state, and local regulations. We will use our data base to provide reports to the Service Providers and inform them of follow- up due dates for each participant at their 30, 60, 1st, 2nd, 3rd, and 4th quarter follow-up. The Service Provider will also receive updated charts and data informing them of how they are doing with their WIA Performance Measures individually and as a Network. This will ensure that as a network we stay informed of our planned versus actual goal attainments and that we meet all requirements and measurements. CUSTOMER SATISFACTION Measuring customer satisfaction has always been an integral part of the YSPN program operation. Currently, the SA WC is responsible for monitoring and supporting continuous improvement work teams as well as monitoring and increasing customer satisfaction for the entire SA WC. A customer satisfaction survey tool for clients and employers has been developed for those serviced by the SA WC. The SA WC will assist in tailoring a survey for participants under the YSPN. All Service Providers will administer surveys during the life of the program as youth are exited from the program. In addition, all customer satisfaction outcomes will be reported to the Youth Council. The SA WC will create and implement a continuous improvement plan based on the results of the customer satisfaction survey. We are committed to providing exceptional customer services and will strive for continuous improvement utilizing data collected and by sharing this valuable information with all youth Service Providers. 10 FISCAL OVERSIGHT The SA WC is responsible for processing the Service Providers invoices and reimbursement requests. It is the responsibility of the SA WC to ensure that all Service Providers understand that the utilization of WIA funds is to be reasonable, allowable and allocable as required by Office of Management and Budget (OMB) circulars, Code of Federal Regulations, EDD Directives and City of Santa Ana policies. The Fiscal Specialist provides a mandatory annual training to all Service Providers fiscal staff regarding the necessary requirements for invoicing their program expenses. At this annual training, all Service Provider receive a YSPN Fiscal Regulations binder with the fiscal regulations and resources necessary for the successful fiscal management of their programs. The Santa Ana WIB is required by federal regulation to conduct a fiscal monitoring of all programs funded by WIA. Onsite monitoring must occur at least once during the program year, must review fiscal records as well as policies and procedures, and provide a written report delineating findings; any needed corrective actions, a timeline for accomplishing the corrective actions and include any follow-up on corrective actions. The SA WC Fiscal Specialist establishes a monitoring schedule for visiting each program operator in the YSPN. During the review, financial records are sampled to ensure accuracy and compliance with federal, state and local regulations. Technical assistance is offered when necessary to establish and maintain accurate accounting procedures. SA WC fiscal staff works with the service provider's fiscal staff to resolve any issues that arise from the monitoring. Written reports are issued indicating findings and weaknesses. Staff follows up with the program operators to resolve findings and maintain financial records as required by regulations. FISCAL CAPACITY The SA WC is a part of the City of Santa Ana. All fiscal and procurement operations follow the policies and procedures of the City. As a part of the City's accounting system, the SA WC has various account numbers assigned that relate to specific funding sources. Revenues and expenditures are coded with account numbers relating to those funding sources. Monthly financial statements are produced based on charges to those accounts. The monthly reports 11 indicate the line item budget amounts, expenditures against the budget and the balance remaining for each account and funding program. Accounts Payable YSPN service provider invoices with accompanying documentation are received and reviewed by the SA WC staff for allowable and reasonable expenditures and for completeness of documentation. Any discrepancies are reported back to the Service Provider with requests for additional documentation as needed. After the invoices have been reviewed, they are forwarded to the Fiscal Specialist for final review, assigning of account numbers and approval for payment. The invoices, along with a request for payment, are sent to City Hall for processing. During the payment process at City Hall, the payment amount, payee, invoice number, payment date and account number are entered into the accounting system. (See Attachment C - Invoice Process) General operating costs of the SA WC are processed in a similar manner. Invoices are reviewed by the Fiscal Specialist who assigns the relevant account code based on the chart of account established by the City. The invoices are approved and forwarded for processing and payment. At the end of the month, expense reports are prepared by account and distributed to the various agencies within the City. Payroll As part of the City of Santa Ana, SA WC staff is paid twice a month. Time sheets are completed by all staff indicating functions and programs that have been worked on during that particular pay period. That information, with the accompanying account numbers, is entered into the payroll system by the Payroll Specialist. Payroll dollar amounts are posted to the accounting system and are reflected on the monthly financial reports. Procurement The SA WC follows the City of Santa Ana's procurement policies as well as federal and state regulations related to procurement. Purchase requisitions for items over $500 are entered into the accounting system and approved by the finance staff at City Hall. Buyers from the Purchasing Department review the requisitions and issue purchase orders following City policies 12 and procedures. When the goods are received by SA WC, staff compares the goods delivered to the purchase requisition for completeness and accuracy. The purchase order paperwork is approved, signed and returned to the Purchasing department. Payment for the goods is initiated through the Purchasing department following City procedures. ORGANIZATAIONAL STRENGTHS AND STAFF CAPACITY The SA WC brings over 15 years of experience operating various federally, state and locally funded employment and training programs, and has consistently met or exceeded performance expectations. Listed below are some of our organizational strengths. 1. A state recognized, award-winning entity with a proven record in leadership, workforce innovation, service integration and quality services. 2. A One-Stop Center with versatility in its service delivery that is capable of addressing the needs of diverse target populations resulting in the diversification of multiple funding streams. 3. Effectively leverage resources across an extensive network of partner agencIes and community organization. Demonstrated fiscal stability and program sustainability over the past 20 years. 4. Exceptional track record III successfully implementing the following programs: WIA Adult, Dislocated Worker, Youth Formula Grants, Rapid Response, National Emergency Grants, Governor's 15% discretionary Grants, 25% Grants, DOL Welfare-to-Work Grant, DOL Faith-based Initiative Grant, The Santa Ana Federal Empowerment Corporation funded - Housing and Urban Development Grant - FEZ Daisy Wheel Employment and training Program, DOL - Youth Earmark Grant, the Department of Justice - Weed and Seed Program. 5. Staff is well versed and current in all workforce legislations. Through members in State and national workforce associations, staff has the ability to access timely workforce intelligence as well as any pending legislative changes and to share the information with network service providers. 13 6. Has a fully developed internal monitoring and performance management system in place. Comprehensive and time-tested policies and procedures manuals are updated regularly. STAFF CAPACITIES: Economic Development Manager: Has over 20 years of experience in government and overseeing various federally, state and locally funded workforce and economic development programs. Manages the various funding streams and operation of the Santa Ana WORK Center. Serves as an active member to the Santa Ana Workforce Investment Board. Workforce Specialist III: Has a Bachelor's degree in Sociology from UC Irvine, and over 11 years of experience working in the City of Santa Ana with a special focus on serving the youth population. Managed and oversaw Youth Service Provider Network. Extensive experience in managing performance based programs with diverse populations. Developed and fostered collaborative relationships with youth service providers and community based organizations. Has served as an active member of the Santa Ana Youth Council Board since 2001. Is a recipient of the "California Workforce Association 2008 Overall Outstanding Workforce Professional" ofthe year award. Workforce Specialist I: Has a Bachelor's degree from Chapman University. Over 4 years of experience working with youth and young adults in the education and workforce development field. Specializes in community outreach, marketing, eligibility determination, assessment, case management techniques, internal program monitoring, data management, job development and job placement.Js a recipient of the "California Workforce Association 2008 Overall Outstanding Workforce Professional" of the year award. Fiscal Specialist: Has a Bachelor's degree in Business Administration - Finance. Over 32 years of accounting and budgeting experience, of which 25 years were in budget oversight for various divisions within the City of Santa Ana. 13 years in contract writing, oversight and monitoring for the DOL Employment and Training Administration funded workforce programs. 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Youth Navigator Budget Fiscal Year 2009-10 Salaries Benefits Total Personnel Costs: Operations: Communications Training & Travel Office Rent Office Supplies Office Operations Total Operations Costs: Indirect Costs Supportive Services Total Youth Navigator Budget: Attachment C $146,680.00 $50,655.00 $197,335.00 $2,670.00 $1,705.00 $11,600.00 $1,375.00 $7,715.00 $25,065.00 $8,685.00 $1,000.00 $232,085.00 YOUTH SERVICE NAVIGATOR BUDGET 09-10 NARRATIVE Salaries Salaries of $146,680 for fiscal year 09-10 are based on staffing of 2.17 FTE. Due to the fiscal constraints facing the City, the scheduled salary increases may not occur pending the outcome of negotiations with the various unions and the City. The proposed salaries include a 4% increase as of July 1,2009 and a 2.5% increase as of January 1,2010. The salary figure also includes the 8% PERS employee portion paid by the City of Santa Ana as a retirement benefit. Staff includes: Workforce Specialist III Workforce Specialist II Sr. Office Assistant Economic Develop Mgr 1.0 FTE 1.0 FTE 0.15 FTE 0.02 FTE Benefits Benefits of $50,655 are based on the following information: PERS contribution of 8.4% of base salary Medicare contribution of 1.45% of base salary Medical retirement contribution of 1.75% of base salary (increase from 1.4% for 08-09) Workers compensation contribution of 1.04% of base salary Health benefits increased approximately 5% from 08-098 to 098-10 Operations: Contractual services are office overhead costs, which include but are not limited to telephone costs, office rent, training and conference costs, advertising, and contractual obligations. Office Supplies Operating materials and supplies are based on usage for fiscal year 2008-09 and include printing, meeting expenses, mileage, postage, etc. 23 Attachment D Fixed Charges Fixed charges, which include City Equipment Rental, Insurance, IS Strategic Plan and IT Support, are assessed by the City of Santa Ana and the Community Development Agency. Charges are allocated based on staff costs and usage. Indirect costs are 5.92% of the full time salaries and are budgeted at $8,685 for fiscal year 2009-10. Miscellaneous Supportive services are budgeted at $1,000 for the service navigator. Service providers budget supportive services for their participants in their individual budgets. 24 Attachment D