Loading...
HomeMy WebLinkAboutItem 29 - Resolution and Appropriation Adjustment to Accept the State Regional Coordination Grant Award Agreement AA611027 Community Development Agency www.santa-ana.gov/cd Item # 29 City of Santa Ana 20 Civic Center Plaza, Santa Ana, CA 92701 Staff Report August 4, 2026 TOPIC: Regional Coordination Project (RCP) Program Year 2026-27 Grant Award for CareerRx OC Healthcare Initiative AGENDA TITLE Resolution and Appropriation Adjustment to Accept the State Regional Coordination Grant Award Agreement AA611027 (Non-General Fund) RECOMMENDED ACTION 1. Adopt a resolution to accept the State of California Regional Coordination Project grant award, and authorize the City Manager to enter into an agreement with the State of California — Employment Development Department, WIOA and approve Appropriation Adjustment for $1,000,000 for the CareerRx OC healthcare initiative. RESOLUTION NO. 2026-XXX entitled A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA APPROVING THE ACCEPTANCE OF GRANT FUNDS FROM THE STATE OF CALIFORNIA EMPLOYMENT DEVELOPMENT DEPARTMENT TO STRENGTHEN COLLABORATION BETWEEN LOCAL WORKFORCE DEVELOPMENT BOARDS AND COMMUNITY COLLEGES, AND SUPPORT TO LOW-INCOME COMMUNITIES IN SANTA ANA 2. Authorize the City Manager, or designee, to conduct all negotiations, sign, and submit all documents, including, but not limited to applications, agreements, amendments, and payment requests, which may be necessary for the completion of the Project scope, including but not limited to agreements with subrecipients, consultants, and contractors. 3. Approve an appropriation adjustment to recognize $1,000,000 in funds from Workforce Innovation and Opportunity Act-Federal Grant-Indirect account (no. 12318002-52001) and appropriating the same amount to expenditure account (no. 12318729-various). (Requires five affirmative votes) GOVERNMENT CODE 484308 APPLIES: No Adopt a Resolution to accept the CareerRX OC Initiative Award August 4, 2026 Page 2 DISCUSSION The State of California Employment Development Department has selected the City to receive a competitive Regional Coordination Project Grant in the amount of$1,000,000 to support CareerRx OC healthcare initiative. This Regional Coordination Project intends to advance workforce innovation through collaboration with adult education providers and community colleges, grounded in regional approaches and sector strategies. The grant will directly address regional healthcare labor shortgages including more than 2,500 Medical Assistant openings and 900 Licensed Vocational Nurses while simultaneously helping residents overcome barriers such as tuition assistance, transportation, and lack of career pathway awareness. The grant period is anticipated to span 24 months focused on expanding career pathway opportunities in allied healthcare occupations, particularly Medical Assistant training and advancement pathways into Licensed Vocational Nurse careers. The City will serve as the lead agency and fiscal agent for the regional partnership. The project brings together workforce, education, and healthcare sector partners to address documented healthcare workforce shortages across Orange County while increasing access to training and employment opportunities for low-income and underserved residents. The following are the key project subrecipients and partner organizations, with the planned funding allocations: • Orange County Workforce Development Board - approximately $349,000 • Anaheim Workforce Development Board - approximately $165,000 • Huntington Beach Adult School - approximately $50,000 • North Orange Continuing Education - approximately $25,000 • Labor Market Information - $21,000 • Hospital Association of Southern California - $15,000 Santa Ana College also plays a critical role in the CareerRx OC initiative as the region's primary postsecondary education partner. While the Regional Coordination Project requires collaboration with adult education providers for entry-level workforce training, Santa Ana College serves as the advanced education and career pathway partner for participants seeking to continue beyond Medical Assistant training into higher-skilled healthcare occupations, including the Licensed Vocational Nurse (LVN) program and other allied health careers. Participants completing the initial training will be encouraged to transition into Santa Ana College's healthcare programs, with eligible individuals receiving Workforce Innovation and Opportunity Act (WIOA) tuition assistance and supportive services. This partnership creates a seamless career pathway that allows residents to earn industry-recognized credentials, advance their education locally, and obtain higher-wage employment while helping meet Orange County's long-term healthcare workforce needs. Adopt a Resolution to accept the CareerRX OC Initiative Award August 4, 2026 Page 3 As fiscal agent and lead entity, the City is anticipated to retain approximately $375,000 of the total award to support regional coordination, direct program operations, participant supportive services, employer engagement, administration, and project oversight. The project is designed to serve participants through cohort-based healthcare training, work-based learning, supportive services, externships, and direct connections to healthcare employers. The partnership will also support regional workforce system coordination and long-term healthcare sector pathway development. This award represents a significant regional investment in workforce development and reinforces the City's leadership role in convening regional partnerships that address both employer workforce needs and economic mobility for residents. Adoption of the Resolution (Exhibit 1) will allow the City to accept the grant funds from the State of California and authorizes the City Manager, or designee, to conduct all negotiations, sign and submit all documents, including, but not limited to applications, agreements, amendments, and payment requests which may be necessary for the completion of the Project scope(s), including but not limited to agreements with contractors, consultants, and vendors detailed in the Grant Agreement. FISCAL IMPACT Approval of the appropriation adjustment will recognize $1,000,000 in funds from the Workforce Innovation and Opportunity Act-Federal Grant-Indirect account (no. 12318002-52001) and appropriate the same amount to expenditure account (no. 12318729-various). Grant includes 10% Administrative Costs, remaining to Staffing, Overhead, and Contractual Expenses. Funds will be assigned, budgeted, and available for expenditure in FY 2026-27. Any remaining balances not expended at the end of the fiscal year will be presented to City Council for approval of carryovers to FY 2027-28. Accounting Unit, Fiscal Year Accounting Unit-Account Fund Description Account Amount Description 12318729- Workforce Innovation FY 2026-27 and Opportunity Act WIOA, Various $375,000 various (WIOA) Workforce Innovation FY 2026-27 12 9 and Opportunity Act WIOA, Payment to 6135 - $625,000 135 (WIOA) Subagent Total $1,000,000 Adopt a Resolution to accept the CareerRX OC Initiative Award August 4, 2026 Page 4 EXHIBIT(S) 1. Resolution Submitted By: Michael L. Garcia, Executive Director, Community Development Agency Approved By: Alvaro Nunez, City Manager EXHIBIT 1 Resolution No: 2026-XXX A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA ANA APPROVING THE ACCEPTANCE OF GRANT FUNDS FROM THE STATE OF CALIFORNIA EMPLOYMENT DEVELOPMENT DEPARTMENT TO STRENGTHEN COLLABORATION BETWEEN LOCAL WORKFORCE DEVELOPMENT BOARDS AND COMMUNITY COLLEGES, AND SUPPORT TO LOW- INCOME COMMUNITIES IN SANTA ANA WHEREAS, the City submitted a proposal to The State of California Employment Development Department ("Grantor") in support of the Regional Coordination Project Initiative. The proposal, representing ongoing initiatives at the WORK Center, aims to develop a regional workforce coordination bringing together local workforce development boards, adult education providers, community college and healthcare employers into a single employer-driven healthcare career pathway. The collaboration seeks to create a unified regional response to healthcare workforce shortages across the City of Santa Ana and the Orange County region ("Project"). WHEREAS, in June 2026, Grantor announced its intent to award the City $1,000,000 to support the Workforce Development Board's ("WDB") efforts to enhance coordination of workforce services and resources between key agencies within the City's local workforce ecosystem ("Grant"). This funding will enable the City's WDB and its collaborating partners to serve participants through cohort-based healthcare training, work-based learning, externships and direct connections to healthcare employers. WHEREAS, the City will enter into a WIOA Subgrant Agreement with the Grantor ("Exhibit A")to accept the Grant funds and to implement the goals and objectives detailed in the Project, which was submitted to and accepted by the Grantor, Grant Number AA611027 ("Grant Agreement"). NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SANTA ANA AS FOLLOWS: Section 1. The City Council of the City of Santa Ana hereby: A. Approves the acceptance of grant funds of up to a maximum amount of One Million Dollars ($1,000,000) for the Grant Project; and B. Certifies that the City has or will have available, prior to commencement of Project work utilizing specified Grant funds, sufficient funds, including those provided by this Grant, to complete the Project; and C. Certifies that the City has or will provide sufficient funds to operate and maintain the Project through the Grant funds; and Resolution No. 2026-XXX Page 1 of 3 EXHIBIT 1 D. Certifies that the City has reviewed, understands, and agrees to the provisions contained in the Grant Agreement for Grant No. AA611027 ("Grant Agreement") attached as Exhibit A; and E. Delegates the authority to the City Manager, or designee, to conduct all negotiations, sign and submit all documents, including, but not limited to applications, agreements (including but not limited to the Grant Agreement, attached hereto as Exhibit A); amendments and payment requests which may be necessary for the completion of the Project scope(s), including but not limited to agreements with contractors, consultants and vendors detailed in the Grant Agreement; and F. Agrees to comply with all applicable federal, state and local laws, ordinances, rules, regulations and guidelines. Section 2. This Resolution shall take effect immediately upon its adoption by the City Council, and the City Clerk shall attest to and certify the vote adopting this Resolution. Adopted this day of 120 Valerie Amezcua Mayor APPROVED AS TO FORM: Sonia R. Carvalho, City Attorney :B �� u Y Andrea N. Garcia Sr. Assistant City Attorney AYES: Councilmembers NOES: Councilmembers ABSTAIN: Councilmembers NOT PRESENT: Councilmembers Resolution No. 2026-XXX Page 2 of 3 EXHIBIT 1 CERTIFICATE OF ATTESTATION AND ORIGINALITY I, Jennifer Hall, City Clerk, do hereby attest to and certify the attached Resolution No. 2026-XXX to be the original Resolution adopted by the City Council of the City of Santa Ana on August , 2026. Date: City Clerk City of Santa Ana Resolution No. 2026-XXX Page 3 of 3 EXHIBIT A WIOA SUBGRANT AGREEMENT SUBGRANT NO: AA611027 MODIFICATION NO: 3 City of Santa Ana SUBRECIPIENT CODE: SAN UNIQUE ENTITY NO: INDIRECT COST RATE: CAP PASS-THROUGH - _ .... _... .._.._..�....�_.-..,_.....�,_.. _. ENTITY: SUBRECIPIENT: City of Santa Ana State of California 801 W. Civic Center Drive, Suite Employment Development Dept. 200 Central Office Workforce SANTA ANA, CA 92701 Services Division GOVERNMENTAL P.O.Box 826880, MIC 69 i ENTITY: Sacramento, CA 94280-0001 Yes This Subgrant Agreement is entered into by and between the State of California, Employment Development Department, hereinafter the Pass-through Entity, and the City of Santa Ana, hereinafter the Subrecipient. The Subrecipient agrees to operate a program in accordance with the provisions of this Subgrant and to have an approved Workforce Innovation and Opportunity Act (WIOA) Local Plan for the above named Pass-through Entity filed with the Pass-through Entity pursuant to the WIOA. This modification consists of this sheet and those of the following exhibits, which are attached hereto and by this reference made a part hereof: Funding Detail Chart Regional Coordination Project PY 25-26 1335 Project Narrative Exhibit A, 17 pages 1335 Budget Summary Plan Exhibit F, 2 pages 1335 Other Exhibit Exhibit F2, 7 pages 1335 Supplemental Budget Form 1 Exhibit G, 3 pages 335 Other Exhibit 1335 Partner Roles and Exhibit H, 3 pages Responsibilities Exhibit J, 4 pages 1335 Performance Goals/Benchmark Plan Exhibit K, 2 pages 1335 Other Exhibit Exhibit L, 2 pages 1335 Other Exhibit Exhibit M, 1 pages 'ALLOCATION(s) ° PRIOR AMOUNT $2,743,885.00 The Pass-through Entity agrees to reimburse the INCREASE/DECREASE: $1,000,000.00 Subrecipient not to exceed the amount listed TOTAL: $3,743,885.00 hereinafter'TOTAL' TERM OF AGREEMENT Terms of Exhibits are as From:4/1/2025 To: 3/31/2028 designated on each exhibit PURPOSE: The purpose of this modification is to incorporate WIOA 15% Governor's Discretionary funding for the Regional Coordination Project(RCP) PY 2025-26 project into grant code 1335.The term of these funds is June 10, 2026, through March 31, 2028. APPROVED FOR PASS-THROUGH ENTITY(EDD) APPROVED FOR SUBRECIPIENT(By Signature) (By Signature) Unilateral modification. Subrecipient Signature not required Name and Title Name and Title Maria McNamara Financial Management Unit Manager Central Office Workforce Services Division Page 1 of 4 I hereby certify that to my knowledge,the budgeted This agreement does not fall within the meaning of Section funds are available for the period and purpose of 10295 of Chapter 2 of Part 2 of Division 2 of the Public expenditures as stated herein Contract Code of the State of California and pursuant to 58 - Digitally signed by Michael ;OPS Cal. Atty. Gen 586, is exempt from review or approval of the Dept. of General Services and the Dept. of Finance Chen Michael Chen Date:2026.06.25 15:58:09 07'00' i Signature of EDD Accounting Officer Budget item:7100 Fund:0869 Budgetary Attachment:Yes Chapter:004 Statute:2025 FY:25/26 Page 2 of 4 SUBGRANT AGREEMENT SUBGRANT NO:AA611027 FUNDING DETAIL SHEET MODIFICATION NO:3 City of Santa Ana I.Allocation Funding Source ' Prior Amount Increase Decrease Adjusted n_ i Allocation r'WIAlWIOA 15% -Governos 4.n. ._'.. Discretionary 80416 1335 Regional Coordination $0.00 $1,000,000 OOy $0 00 $1,000,000.00 Project PY 25-26 06/10/2026 to 03/31/2028 Prog/Element 61/40 Ref 001 Fed Catlg 17.258 Total WIAIWIOA 15%-Governor's. $0.00, $1,000,000.00 $0.00_ $1,000,000.00 Discretiona_. ..___.,. ..w _,.,._ ,. ,... ....._._,._. ry ,Raid Response 86216 292 Rapid Response La off $26,546.00 $0.00 ... .._ $0.00 $26,546.00 p' y Aversion 07/01/2025 to 06/30/2027 Prog/Element 61/70 Ref 001 Fed Catlg 17.278 88426 293 Rapid Response Layoff i $97,820.6' $0 OOr $0 00 $97,820.06 Aversion i 10/01/2025 to 06/30/2027 Prog/Element 61/70 Ref 001 Fed Catlg 17.278 86216 540 Rapid Response by Formula $70,230.00 $0.00, $Q.OQr $70 230.00 07/01/2025 to 06/30/2027 Prog/Element 61/70 Ref 001 Fed Catlg 17 278 88426 541 Rapid Response by Formula $258,793.00 $0.0 $0.00 $258,793.00 10/01/2025 to 06/30/2027 Prog/Element f 61/70 Ref 001 Fed Catlg 17.278yr TotaIMWIANVIOA 25% -Dislocated $453,389.00: $0.00 $0.00 $453,389.00 Worker Rapid Response_ 86156 201 Adult Formula RD 1 $154,076.00 $0 00 $0 003 $154,076.00 07/01/2025 to 06/30/2027 Prog/Element; 3 61/90 Ref 101 Fed Catlg 17.258 88286 202„Adult Formula Rd 2 _ ,a.,..,.n__.$637,623.0- _�F _.....$0 OQA_._v $0.00—gm $_637,623.00 10/01/2025 to 06/30/2027 Prog/Element 61/90 Ref 101 CatIq 86106 301 You heFormula 1Rd 18 um. $817,644.00 m .._.......$0 00 n._._ dw..t rn f $0.0D $817,644.00 04/01/2025 to 06/30/2027 Prog/Element;, 61/90 Ref 101 Fed Catlg 17.259 86206 501' Dislocated Worker Rd 1 $145,392.OD $0.00 $0.00 $145,392.00 07/01/2025 to 06/30/2027 Prog/Element 61/90 Ref 101 Fed Catlg 17.278 88216 502 Dislocated Worker Rd 2 $535,761.OQ $OA0 $0.00. $535,761.00 10/01/2025 to 06/30/2027 Prog/Element 61/90 Ref 101 Fed Catlg 17r278 Total WIANVIOA Formula $2,290,496.00' $0.00 $0.00 $2,290,496.00 Grand Total:' $2,743,885.00 $1,000,000.00 $0.00 $3,743,885.00, All references are to the Workforce Innovation and Opportunity Act of 2014, Title I, unless Page 3 of 4 otherwise noted. For modifications purposes only. All other terms and conditions of this exhibit NARRATIVE SUBGRANT NO:AA611027 MODIFICATION NO: 3 SUBRECIPIENT:City of Santa Ana FAIN NO: 25A55AT000150 FEDERAL AWARD DATE: FUNDING SOURCE: Regional Coordination Project PY 25-26- 1335 TERM OF THESE FUNDS: 06/10/2026-03/31/2028 ----------------------------------------------------------- :Use of funds added by this modification is limited to this period and ; ,additionally limited by the recapture provisions applicable to this funding source. The state may at its discretion recapture funds obligated under this exhibit, if expenditure plans are not being met. PROGRAM NARRATIVE The purpose of this modification is to incorporate$1,000,000.00 of WIOA 15%Governor's Discretionary funding for the Regional Coordination Project(RCP) PY 2025-26 project into grant code 1335. The term of these funds is June 10, 2026,through March 31,2028. P--------------------------------------------------------------------------------------------- ;This exhibit adds to and does not replace the terms and conditions of any other exhibit included in this ;agreement which terms and conditions remain in full force and effect. ---------------------------------------------------------------------------------------------- WIOA (2015) Page 4 of 4 ,,,�►''''"`-'"`�� Regional Coordination Project Program Year 2025-26 EDDProject Narrative The Regional Coordination Project Program Year 2025-26(RCP PY 25-26)focuses on addressingthe challengesfaced bythe special populations listed below.The applicant should demonstrate in the Project Narrative how the applicant's approach to the focus will Lead to the success of the target population(s). Organization Name: City of Santa Ana Project Name: Orange Region Healthcare Initiative Select the population(s)you will serve below Refer to the Solicitation for Proposals for population definitions and eligibility information. Check all that apply. ❑x Adult ❑Youth ❑Other(Describe) Section 1: Statement of Need 1. 1.Target Region The proposed project will serve the Orange County Regional Planning Unit (RPU) in Southern California, which includes the Anaheim Workforce Development Board (AWDB), the Orange County Workforce Development Board(OCWDB), and the Santa Ana Workforce Development Board (SAWDB). Together, these workforce development boards coordinate workforce services across Orange County and operate a network of America's Job Centers of California (AJCCs) that provide employment services, career counseling, training opportunities, and supportive services tojob seekers and employers throughoutthe region. Orange County is home to more than 3 million residents and one of the largest regional economies in California. Healthcare and social assistance are among the region's largest and fastest-growing industries, employing more than 248,000 workers and serving as a critical economic driver. Population growth, increased healthcare utilization, and the needs of an aging population continue to generate sustained demand for healthcare workers across hospitals, clinics, and community-based providers. The target population for this project includes unemployed and underemployed adults, low-income individuals, English language learners, and job seekers seeking entry into healthcare careers through the public workforce system. Many individuals served through the AJCC networkface barriers such as limited accessto postsecondary education, financial constraints, language barriers, and lack of awareness of career opportunities within the healthcare sector. As a result, many residents are unable to access the training and credentials required to enter healthcare occupations that offer stable wages and career advancement opportunities. Despite this demand, significant gaps exist between employer workforce needs and the supply of trained workers. Entry-level healthcare occupations — particularly Medical Assistants (MAs) and Licensed Vocational Nurses (LVNs) — represent high-demand RCP PY 25-26 SFP Exhibit A-Project Narrative Page 1 of 17 February 2026 gateway roles that require industry-recognized credentials and clinical training that many - job seekers cannot easily access. Over the past 12 months, employers have posted more than 2,500 job openings for Medical Assistants and 916 openings for Licensed Vocational Nurses in Orange County alone. Meanwhile, approximately 69,672 regional healthcare workers are approaching retirement age, accelerating replacement demand, and creating an urgent need to expand the pipeline of trained healthcare professionals(EDD LMID,2024). These unmet needs were identified through HealthWorks OC, a sector-driven workforce planning initiative developed through the California Jobs First regional planning process. HealthWorks OC convenes healthcare employers, workforce boards, education providers, and regional stakeholders to identify workforce challenges and align strategies across the healthcare sector. A healthcare employer survey conducted in partnership with the Hospital Association of Southern California (HASC) confirmed critical hiring shortages for entry-level and allied health roles, with employers explicitly identifying Medical Assistants and LVNs as top investment priorities. These findings are further supported by the California Jobs First Orange County Regional Plan, which identifies healthcare and life sciences as priority sectors for regional workforce investment and highlights the need to expand employer-aligned training pathways for residents facing barriers to employment. 1. 2.Target Group Description The target population for this project includes unemployed and underemployed adults, low-income residents, and individuals seeking entry into healthcare careers through the public workforce system across the Orange County region. These individuals are commonly served through the AJCCs operated by the ORPU. Many participants are seeking stable employment opportunities in high=demand sectors such as healthcare but face barriers that limit their ability to access training and employment pathways. A significant portion of the region's workforce population lacks the postsecondary education or industry-recognized credentials typically required for entry into healthcare occupations. According to the U.S. Census Bureau's American Community Survey, nearly 30%of adults aged 25 and older in Orange County have a high school education or less, and an additional 18% have some college experience but no completed credential.This limits access to many healthcare occupations that require specialized training or certification, and as a result, many individuals interested in entering the healthcare sector require additional education, training, and career navigation support to successfully transition into healthcare employment. Participants served through the AJCC system often face multiple barriers to employment, training, and workforce services. Common barriers include financial constraints that limit the ability to enroll in training programs, lack of transportation to training sites or clinical placements, and childcare responsibilities. Additional barriers include limited familiarity with healthcare career pathways, lack of professional networks within the healthcare industry, limited access to clinical training opportunities, limited digital literacy, and gaps in academic preparation required for healthcare-related coursework. These barriers can prevent otherwise qualified individuals from accessing training programs that lead to stable employment in healthcare occupations. Beyond access barriers, significant skills gaps exist between job seeker capabilities and employer requirements. Entry-level healthcare occupations such as Medical Assistants RCP PY 25-26 SFP Exhibit A-Project Narrative Page 2 of 17 February 2026 and LVNs require industry-recognized credentials, hands-on clinical training, and familiarity with healthcare procedures and compliance standards. Many job seekers lack access to structured programs that combine classroom instruction with work-based learning opportunities, and as a result, employers report difficulty finding candidates who possess both the required credentials and the practical skills needed to succeed in healthcare settings. Qualitative feedback from HealthWorks OC employer engagement sessions further highlighted that many new hires lack exposure to clinical workflows, patient interaction protocols, and healthcare workplace expectations—underscoring the need for workforce preparation that extends beyond credential attainment alone. Healthcare employers in the region also report significant retention challenges linked to burnout and the absence of clear advancement opportunities.The HASC employer survey found that regional healthcare systems face ongoing difficulty recruiting and retaining entry-level and allied healthcare workers and explicitly identified building stronger pipelines for Medical Assistants and LVNs as a top investment priority. Employers emphasized that structured,stackable career pathways—enabling workers to enter as MAs and progressively advance into higher-wage LVN roles — are essential both to filling immediate vacancies and to retaining a stable workforce over time. Despite the presence of workforce development services and healthcare training programs within the region, existing systems remain fragmented and difficult for job seekers to navigate.Workforce programs, education providers, and healthcare employers frequently operate independently, resulting in limited coordination between training opportunities, workforce services, and employer hiring needs. This lack of alignment contributes to both workforce shortages for employers and missed economic mobility opportunities for job seekers. The proposed project will address these gaps by strengthening regional coordination among workforce development partners, healthcare employers, and training providers through the HeatthWorks OC sector initiative. By aligning workforce services with healthcare training programs and employer workforce needs,the project will expand access to healthcare career pathways for individuals facing barriers to employment, support improved career navigation, and strengthen alignment between workforce programs and healthcare training opportunities — ultimately improving employment and retention outcomes for individuals entering healthcare careers. 1.3.Targeted Sector Participants in this project will be trained and placed within Orange County's healthcare sector. Healthcare is a critical component of the regional economy,and a priority sector identified in both the California Jobs First Regional Plan and the ORPU's Regional Plan.The project focuses specifically on entry-level and mid-level gateway roles—Medical Assistants(MAs)as the primary entry point and Licensed Vocational Nurses(LVNs)as the defined advancement pathway. Medical Assistants and LVNs qualify as good-quality jobs due to their stability, competitive employer-sponsored benefits, and structured opportunities for career advancement. A worker can earn a short-term Medical Assistant certificate for rapid entry into the field and subsequently utilize earn-and-learn models and stackable credentials to advance into higher-wage LVN or Registered Nurse(RN) roles.This built-in mobility ensures RCP PY 25-26 SFP Exhibit A-Project Narrative Page 3 of 17 February 2026 participants have a defined ladder for continuous professional and financial growth rather - than a ceiling at the entry level. Strong demand for workers in these roles was determined through a combination of regional labor market analysis and direct employer validation. Over the past 12 months, regional labor market data recorded 2,500 unique job postings for MAs and 916 for LVNs in Orange County. This demand was directlyvalidated through a survey of regional hospital networks conducted in partnership with the Hospital Association of Southern California (HASC),in which employers confirmed critical hiring shortages driven bya limited candidate pool and explicitly identified building the pipeline for MA and LVN roles as a top investment priority. Current and projected employment opportunities demonstrate robust, sustained growth across the service region. Orange County supports more than 12,000 existing MA positions and more than 7,600 LVN positions,with employer demand generating hundreds of new hires monthly. Labor market projections indicate continued sector expansion driven by increased healthcare utilization and significant replacement demand, as approximately 69,672 regional healthcare workers are approaching retirement age—creating an urgent need to expand the pipeline of trained healthcare professionals (EDD LMID, 2024). An assessment of the target population reveals a significant gap between current educational attainment and the specific clinical competencies required by healthcare employers. Regional data indicate that approximately 49% of adults aged 25 and older Lack a college degree, and 61%of job seekers actively exploring healthcare training are currently unemployed (HealthWorks OC Job Seeker Survey, 2024). Employers require specific,definable competencies—including Electronic Medical Records(EMR) navigation, Basic Life Support(BLS)certification,vital signs monitoring, and medication administration that the target population has not had a structured opportunity to acquire. The project's accelerated,cohort-based training model directly addresses this gap by delivering targeted clinical instruction accessible to adults without requiring a bachelor's degree. Coupled with comprehensive wrap-around supports — including transportation assistance, childcare support, and trauma-informed case management — the model actively removes the systemic barriers that prevent disinvested populations from acquiring the skills employers demand. Wage data confirms a clear pathway to living-wage employment. According to the MIT Living Wage Calculator, a single adult in Orange County requires $75,982 annually ($36.53/hour) to meet basic needs. The median annual salary for a Medical Assistant is $46,758, an accessible, rapid-entry starting point, white advancement into an LVN role increases median compensation to $80,290, exceeding the regional living wage standard. The project's stackable credential model is explicitly designed to move participants from initial MA employment toward LVN-level wages, ensuring that entry-level placement is a step toward economic mobility, not a permanent ceiling. RCP PY 25-26 SFP Exhibit A-Project Narrative Page 4 of 17 February 2026 Section 2: Regional, Equity, and Access Strategies 2.1. Regional Project Plan A comprehensive Logic Model(Exhibit H)guides project implementation and clearly outlines the inputs, activities, outputs, and expected outcomes necessary to strengthen healthcare career pathways in Orange County. The logic model reflects the coordinated work of the regional workforce partnership and provides a structured framework for outreach, recruitment, training, and employment strategies. Through this coordinated approach, the project will recruit approximately 75-80 individuals— accounting for screening, eligibility determination, and pre-enrollment attrition — to ensure enrollment of at least 50 participants into healthcare career pathway training. The project will implement culturally relevant outreach and recruitment strategies designed to effectively engage the identified target population, including low- income residents and unemployed or underemployed adults seeking healthcare careers. HealthWorks OC job seeker survey data indicates that 59% of individuals interested in healthcare careers are still in the "Explorer" stage and have not yet enrolled in training. Among this group, 61%are currently unemployed, and many report significant barriers to entry. Specifically, 52%cite the cost of training as their primary barrier, while 30% report a lack of clear information about available career pathways. Outreach strategies are directly designed to address these specific barriers by providing accessible information about career opportunities, available training programs, and financial support resources. Workforce partners will leverage the established AJCC network to connect individuals to career counseling,training opportunities,and supportive services.AJCC staff reflect the linguistic and cultural diversity of the communities they serve and will provide personalized, culturally responsive career guidance to help participants navigate the steps needed to enter healthcare occupations. Additional outreach will occur through partnerships with community-based organizations that maintain trusted relationships within local communities and regularly engage individuals who may not access traditional workforce services. Outreach activities will include healthcare career pathway workshops, informational sessions, partner referrals, and direct engagement with individuals receiving services through city, county, and community programs. Recruitment efforts will be coordinated among all three participating workforce boards to ensure balanced regional coverage and maximize access throughout the county. These outreach methods build upon strategies that workforce partners have successfully implemented in prior workforce development initiatives. Previous regional efforts have demonstrated that career awareness activities combined with career navigation and supportive services significantly increase participation among individuals facing barriers to training and employment. Lessons learned from these initiatives confirm that providing clear information about career pathways, financial assistance, and employment outcomes is critical to helping individuals make informed decisions about entering training programs—particularly among populations with limited prior exposure to post-secondary education or workforce services. RCP PY 25-26 SFP Exhibit A-Project Narrative Page 5 of 17 February 2026 The outreach and recruitment approach is designed to reach a significant portion of the target population in a replicable, effective, and timely manner by leveraging existing workforce and community networks. Workforce centers, community-based organizations, adult education providers, and community college partners collectively serve thousands of job seekers and adult learners each year.Outreach will occur through coordinated referrals, partner communications, career pathway workshops, digital outreach, and direct engagement with workforce center clients. Because these strategies rely on established regional partnerships and service delivery systems, they can be implemented quickly and replicated across multiple communities — ensuring that a large number of eligible individuals can be reached efficiently and connected to healthcare career pathway opportunities throughout the region. 2.2. Planned Service Approach The project will implement an industry-aligned healthcare career pathway designed to accelerate access to employment while creating opportunities for long-term career advancement. Participants will enroll in a 16-week cohort-based Medical Assistant training program that combines classroom instruction with a structured externship with a healthcare employer — providing real-world clinical experience and direct professional connections to potential employers. This training pathway serves as the first step in a defined Medical Assistant to Licensed Vocational Nurse(LVN)career pathway, allowing participants to enter the workforce quickly while continuing to build skills and credentials over time through community college partnership. The cohort-based model reflects evidence-based best practice in adult workforce education. Research consistently demonstrates that cohort structures improve completion rates among low-income adult learners by providing peer support, structured timelines,and shared accountability. The project builds on this model by integrating it with employer- driven curriculum, work-based learning, and intensive wrap-around services—creating an innovative regional approach that combines the accessibility of adult education with the rigor of employer-validated training. The project also addresses a key barrier identified through regional stakeholder engagement: 30% of job seekers interested in healthcare report a lack of clear information about career pathways and entry requirements (HealthWorks OC, 2024). To close this gap, the partnership will implement a Healthcare Career Pathways Expo introducing participants to occupations within the sector, required credentials, training pathways, and advancement opportunities, as well as a healthcare-focused job and career fair connecting participants with employers actively hiring in the region. These events strengthen connections among training providers, workforce partners, and employers while reinforcing how entry-level positions serve as launchpads for long-term healthcare careers. The accelerated 16-week cohort format directly addresses the barriers most reported by the target population. Because the program can be completed in four months, participants from low-income households who cannot afford extended time out of the labor market are able to obtain credentials and enter employment quickly while pursuing additional credentials over time. Participants will be co-enrolled in WIOA Title I Adult services and, where eligible, in CalFRESH Employment and Training and other RCP PY 25-26 SFP Exhibit A-Project Narrative Page 6 of 17 February 2026 complementary programs to maximize available resources.Workforce partners will provide career navigation assistance and supportive services — including transportation assistance, childcare support, and financial assistance — to address barriers that may affect training completion. Participants will also receive workforce preparation services that strengthen job readiness and long-term workplace success, including resume development, interview preparation, professional communication skills, and guidance on healthcare workplace expectations. Career navigation support will help participants understand how MA employment serves as a steppingstone toward higher-wage occupations, and participants wilt receive guidance on additional certifications and educational opportunities—including the LVN pathway through community college —that support ongoing advancement along the healthcare career ladder. The project will strengthen collaboration among workforce boards, education providers, and healthcare employers through continued HealthWorks OC sector engagement. Healthcare employers will inform program design, validate training curriculum, identify emerging skill needs, and support job placement. Workforce partners will provide follow-up services for up to 12 months after employment placement, including career coaching, referrals to additional training opportunities, and guidance on advancing along the healthcare career pathway. This ongoing engagement ensures training programs remain aligned with industry demand while supporting participant retention and tong-term career progression. The project is designed to produce a replicable regional model that can be expanded to additional healthcare occupations and adapted by other workforce regions. The partnership structure — connecting workforce boards, adult education providers, community colleges,and employer networks through formalized MOUs—creates a flexible framework sustainable beyond the grant period.NOCE and HBAS will incorporate the cohort training model into ongoing programming, HASC will continue facilitating employer convenings, and the three workforce boards will sustain healthcare sector engagement through their ongoing WIOA-funded business services activities. Lessons learned and best practices will be documented and shared through the state's technical assistance and evaluation process. 2.3.Job Readiness and Transitional Employment Training The project will prepare participants for employment in high-demand healthcare occupations through a combination of industry-recognized training,job readiness services, and work-based learning experiences designed to ensure participants develop the technical competencies, professional skills, and real-world experience required to enter the healthcare workforce and advance along a defined career pathway. Occupational training is directly aligned with industry-recognized healthcare standards and employer expectations. The Medical Assistant training program prepares participants for roles supporting physicians, nurses, and healthcare teams in both clinical and administrative functions. Curriculum reflects competencies required for American Medical Certification Association (AMCA) credentialing and incorporates both clinical skill development — including vital signs monitoring, venipuncture, and medication administration — and administrative competencies such as Electronic Medical Records RCP PY 25-26 SFP Exhibit A-Project Narrative Page 7 of 17 February 2026 (EMR) navigation and medical coding. Employers engaged through the HealthWorks OC sector partnership provide ongoing input on workplace expectations, emerging skill needs, and evolving healthcare technologies, ensuring the program remains responsive to real- time employer demand. The project is structured to connect participants to employment within a defined career pathway that offers mobility and clear progression toward living wages. Participants will receive career navigation support to pursue progression from MA employment toward LVN roles and beyond, building skills and credentials that support Long- term career mobility and increased earning potential consistentwith the regional livingwage standard. Work-based learning is a central component of the training strategy. Participants will complete a structured externship with a healthcare employer as a required component of the MAtraining program.These externships allow participants to apply newly acquired skills in real clinical settings, build professional networks, and demonstrate their abilities to potential employers. Externships also provide healthcare employers the opportunity to evaluate participants' readiness for employment, strengthening the direct connection between training and hiring and improving the likelihood of unsubsidized employment placement following program completion. As the partnership deepens employer engagement, additional work-based learning opportunities will be developed. During a recent HealthWorks OC industry sector meeting, employers expressed interest in exploring apprenticeship models for healthcare occupations. Building on this momentum, the partnership will work with healthcare employers, education providers, and workforce partners during the grant period to assess the feasibility of developing registered apprenticeship opportunities — identifying appropriate occupations,training structures,and employer participation needed to support a sustainable modelthat expands hands-on learning pathways. The training strategy is designed to balance participants'and employer needs. For participants,the accelerated 16-week program provides a rapid pathway to employment in a stable, growing industry with supportive services that help individuals complete training successfully. For employers,the program creates a reliable pipeline of candidates with the technical competencies and professional skills required to succeed in healthcare settings. Job readiness training complements technical instruction by developing professional communication, workplace professionalism, patient interaction skills, and familiarity with healthcare workplace culture — competencies consistently identified by regional employers as critical for entry-level workers. Through ongoing collaboration among workforce boards, education providers, and healthcare employers, the project will build the regional infrastructure necessary to support future WBL, certified training, and job readiness programs. These partnerships establish the foundation for expanded healthcare workforce initiatives — including additional credential programs, enhanced employer engagement, and new work-based learning models—contributing to the long-term capacity of the regional workforce system to meet growing healthcare workforce demand. RCP PY 25-26 SFP Exhibit A-Project Narrative Page 8 of 17 February 2026 2.4. Supportive Services and Wrap-Around Support The project will implement a comprehensive supportive services strategy designed to remove barriers to training and employment while ensuring participants receive the individualized support necessary to successfully complete training and transition into healthcare careers. Workforce partners will utilize a combination of intensive case management, strategic co-enrollment, and coordinated supportive services to ensure participants can fully engage in training and employment preparation activities. Participants in the target population often face barriers that limit their ability to participate in training programs, including financial constraints,transportation challenges, and childcare responsibilities. To address these barriers, workforce partners will provide individualized assessments, career counseling, and case management services designed to identify participant needs early and connect them with appropriate resources. Staff across participating workforce organizations are experienced in serving diverse populations and will continue to receive training in culturally responsive service delivery and trauma-informed approaches, ensuringthey are prepared to support individuals who may have experienced economic hardship or employment instability. Service delivery policies will support barrier removal by enabling participants to access supportive services quickly and efficiently, allowing workforce staff to respond to participant needs in a timely manner. Strong collaboration among workforce partners, education providers, and community organizations will enable participants to access a full range of services through strategic co-enrollment. Participants may be co-enrolled in WIOA Title I Adult programs, adult education programs, CalFRESH Employment and Training, and other supportive service initiatives — accessing a broader set of resources while avoiding duplication of services. Community-based organizations and education partners will work closely with workforce staff to ensure participants receive consistent guidance, referrals, and follow-up services throughout the training and employment process. The project will implement a trauma-informed case management approach tailored to the cultural, personal, educational, and professional needs of each participant. Case managers will maintain regular contact throughout the training program, monitoring progress, addressing challenges, and connecting participants to additional resources as needed.This ongoing, individualized engagement builds trust, supports full engagement in education and credential attainment, and increases the likelihood of job placement and retention in higher-wage healthcare roles. To ensure participants can focus fully on learning,the project will provide access to a range of wrap-around supportive services addressing common participation barriers, including transportation assistance, childcare support, work-related supplies, and digital access resources. Participants will also receive career navigation services — including resume development, interview preparation,job search strategies, and direct connections to healthcare employers—to support successful transition into employment. Participants will additionally receive pay-for-support services to facilitate the transition from trainingto unsubsidized employment.These may include assistance with certification and licensing fees, work uniforms, and transportation support for job interviews or initial employment. Following job placement, workforce partners will continue providing follow- RCP PY 25-26 SFP Exhibit A-Project Narrative Page 9 of 17 February 2026 up services including career coaching, referrals to additional training opportunities, and - guidance on advancing along the MA-to-LVN career pathway—ensuring participants have the ongoing support necessary to progress toward higher-wage healthcare careers. Section 3: Performance Goals 3.1. Performance Goals Matrix Program outcomes for participants are outlined in the completed Performance Goals Matrix (SFP Exhibit K), which reflects realistic projections based on regional labor market demand, the capacity of education and workforce partners, and the structure of the proposed cohort-based training model. To generate a strong pipeline of participants,the project will recruit approximately75 to 80 adult learners interested in healthcare careers. From this pool, 50 participants will be formally enrolled in occupational training across three healthcare cohorts. All three participating workforce boards will coordinate recruitment efforts across the region to ensure balanced coverage and access. The project anticipates the following performance outcomes,which reflect the advantages of the cohort-based model and exceed the state's negotiated WIOA performance benchmarks: • Enrolled in Certified Training/WBL: 50 participants (100%)—all participants enter cohort-based MAtraining • Scheduled for Credential Completion: 45 participants (90%) — cohort structure and intensive case management support high retention • Credential Attainment: 39 participants (78%)—exceeds the state negotiated goal of 65% • Employment Rate Q2 After Exit: 38 participants (76%) — exceeds the state negotiated goal of 67.5% • Employment Rate Q4 After Exit: 37 participants (74%) — exceeds the state negotiated goal of 65.5% • Employer Engagement:Active collaboration with 10 to 15 healthcare employers to support externships, hiring, and industry alignment Participants will be prepared for employment as Medical Assistants, with a defined advancement pathway toward Licensed Vocational Nurse(LVN) roles through community college partnership. These performance goals are informed by regional labor market data demonstrating strong and sustained demand: over the past year, employers posted approximately 2,500 job openings for Medical Assistants and over 900 openings for LVNs in Orange County, confirming robust absorption capacity for program graduates. Baseline conditions demonstrate a clear gap between regional healthcare workforce needs and the current pipeline capacity. Approximately 61% of job seekers interested in healthcare careers are currently unemployed, and 80% report never having attempted healthcare training due to financial barriers, lack of career navigation, or uncertainty about how to access training opportunities (HealthWorks OC, 2024). Simultaneously, regional healthcare systems face capacity constraints driven by workforce shortages and an aging employee base, with approximately 69,672 healthcare workers approaching retirement RCP PY 25-26 SFP Exhibit A-Project Narrative Page 10 of 17 February 2026 age(EDD LMID, 2024).These conditions create both an urgent need and a strong absorption - market for the trained workers this project will produce. The proposed cohort-based training model directly addresses these baseline conditions by aligning training with employer demand and delivering it through cohort training contracts established between workforce boards and education partners— consistent with WIOA Title I allowable training activities. This structure supports rapid deployment of training opportunities while maintaining strong employer alignment and achieving higher completion rates through structured instruction, peer support, and intensive case management. Performance outcomes will be measured using established WIOA performance indicators, including training enrollment, credential attainment, employment in the second and fourth quarters after exit, and median earnings. Participant progress and outcomes will be tracked in CaIJOBS for accurate,timely reporting. The project is designed to support participants in obtaining employment within healthcare career pathways that provide long-term wage progression. While entry-level MA positions provide an accessible starting point, advancement to LVN roles, with median annual earnings exceeding $80,290, allows participants to reach and exceed the regional MIT Living Wage standard of$75,982 annually.All proposed performance goals exceed the state's negotiated WIOA performance benchmarks for adults. 3.2. Performance Goal Effectiveness Participants who complete the program will be prepared for employment as Medical Assistants within hospitals, clinics, and outpatient healthcare settings, roles that offer stable employment, employer-sponsored benefits, and a defined pathway toward higher- wage LVN positions and family-sustaining wages. These outcomes directly address the employment and job-quality gaps identified in Section 1 by connecting residents from underserved communities to healthcare careers that offer both immediate income and tong-term economic mobility. Project goals and participant outcomes will be measured through both quantitative and qualitative methods. Quantitative outcomes — including enrollment, credential attainment, employment placement, ERQ2, ERQ4, and median earnings —will be tracked through CatJOBS, consistent with WIOA performance indicators. Qualitative methods will complement these metrics through employer feedback collected during externships and hiring activities, participant feedback, case management observations, and partner collaboration meetings. Together, these methods will allow workforce partners to monitor progress, identify barriers, and support continuous program improvement. As established in Section 3.1, baseline conditions demonstrate a significant gap between the healthcare workforce needs of regional employers and the pipeline capacity of the current system. This project's cohort-based, employer-aligned training model directly addresses that gap by connecting unemployed and underemployed residents to accessible, structured pathways into healthcare employment. The outcomes of this project will drive sustained, meaningful partnerships and long-term systemic change. Healthcare employers will deepen their engagement with the regional workforce system through ongoing externship coordination, curriculum input, and hiring partnerships — creating a sustainable employer-connected pipeline that extends beyond RCP PY 25-26 SFP Exhibit A-Project Narrative Page 11 of 17 February 2026 the grant period. NOCE and HBAS wilt incorporate the cohort training model into ongoing - programming, and the three workforce boards will sustain engagement with the healthcare sector through HealthWorks OC and their WIOA-funded business services activities. Lessons learned will be documented and shared through the state's technical assistance and evaluation process, providing a replicable model for other regions and sectors. Section 4: Partnerships and Governance 4. 1. Partnerships and Responsibilities The project is built on a regional partnership that brings together workforce development boards, adult education providers, and healthcare industry partners to address workforce shortages in the healthcare sector. Formal partnerships have been established with all required partners and are documented in Exhibit J: Partner Roles and Responsibilities,supported by Partnership Agreement Letters and Commitment Letters that outline each partner's contributions, leveraged resources, and responsibilities. The SAWDB serves as the lead agency, providing overall program oversight, grant administration, compliance monitoring, and coordination across the regional partnership. SAWDB will ensure alignment with workforce system policies, grant requirements, and regional workforce strategies while maintaining accountability for program performance and reporting. The OCWDB and the AWDB will partner with SAWDB to coordinate participant recruitment,eligibility determination,career counseling,case management,and supportive services across the region.All three boards will conduct outreach through the AJCC network to identify eligible participants from the target population and will support job placement activities to assist participants in transitioning from training into unsubsidized healthcare employment. NOCE and HBAS will serve as the required education partners, delivering cohort- based Medical Assistant training programs aligned with employer needs. Their responsibilities include classroom instruction, clinical preparation, coordination of externship opportunities with healthcare employers, academic support, and career guidance to help participants successfully complete training and transition into employment. The HASC will serve as the required industry partner, providing insight into healthcare workforce needs and facilitating connections with regional healthcare employers. Through its network of hospitals and healthcare providers, HASC will support employer engagement activities, provide feed back on workforce training priorities, and help identify externship and employment placement opportunities for program participants.This industry engagement ensures training programs remain aligned with real-time labor market needs and employer skill requirements. This project represents the foundational phase of a broader regional healthcare workforce strategy. Through the HealthWorks OC sector initiative, the partnership will actively expand employer engagement, deepen relationships with additional training providers,and explore opportunities to broaden the career ladder into additional healthcare occupations beyond the MA entry point. The goal is to build a sustainable, employer- connected regional infrastructure that extends well beyond the grant period, growing from RCP PY 25-26 SFP Exhibit A-Project Narrative Page 12 of 17 February 2026 an MA training model into a comprehensive healthcare career pathway system that serves - the region's long-term workforce needs. Recognizing that workforce initiatives operate in an evolving environment, the partnership has established a contingency plan to ensure continuity of services. If any partner is unable to fulfill their role during the performance period,the remaining workforce boards and education partners will coordinate to maintain program operations. The region has multiple adult education and healthcare training providers capable of delivering similar programs, and workforce partners maintain relationships with additional institutions that could be engaged if necessary, ensuring the project can continue to meet its goals even if partnerships need to be adjusted. 4.2. Required Partner Outreach and Inclusion NOCE and HBAS were identified as education partners through existing workforce partnerships and their demonstrated ability to deliver industry-recognized healthcare training programs aligned with employer demand. Both institutions actively participate in program design discussions, employer engagement sessions, and pathway development activities to ensure training aligns with current workforce needs.Their roles include refining curriculum, determining cohort training structures, identifying credentialing pathways, and supporting externships and clinical placements.These partners bring extensive experience servingdiverse adult learners, includingcareer changers and individuals facing employment barriers. Education partners will leverage existing MA training programs that serve as the primaryentry point into the healthcare workforce,with a clear progression pathway into LVN roles through a community college partnership. Through this project, NOCE and HBAS will strengthen these programs by implementing cohort-based training models, improving alignment with employer skill requirements, and enhancing support services that address barriers to training completion—creating structured advancement opportunities within the healthcare sector. Healthcare employer engagement builds on regional industry-sector conversations initiated through HealthWorks OC, funded by the California Jobs First Regional Investment Initiative. HealthWorks OC brings together employers, workforce boards, education providers, and community partners to assess workforce needs and align training systems with industry demand. HASC supports this work by engaging its member hospitals and healthcare providers in workforce discussions and validating hiring needs, skill requirements, and workforce challenges across the sector. All three workforce boards will continue to expand healthcare employer participation through ongoing business outreach, regularly engaging hospitals, clinics, and healthcare providers via hiring events, employer visits, sector discussions, and workforce strategy conversations. Together, the workforce boards serve as the intermediary connecting employers, education providers, and workforce system partners, ensuring that industry needs are reflected in training programs,work-based learning opportunities, and employment pathways. Employer engagement will directly influence program design,training alignment, and job placement strategies. Healthcare employers will provide input on skill requirements, hiring needs, and workplace expectations, and will support clinical placements and externships that allow participants to gain practical experience and build relationships with RCP PY 25-26 SFP Exhibit -Project Narrative Page 13 of 17 February 2026 potential employers. Through continuous engagement, the project will ensure training - programs remain responsive to industry demand and that participants are prepared for positions that support career mobility within the healthcare sector. Workforce development boards will leverage their existing employer networks to identify healthcare employers willing and able to hire individuals facing barriers to employment.Toots such as On-the-Job Training(OJT)and Work Experience(WEX)reduce employer risk while allowing participants to demonstrate their skills in real-world settings. Employer participation will continue to grow through HealthWorks OC sector convenings and direct engagement by workforce board business services teams, helping employers recognize the value of a broader and more diverse talent pipeline. Job qualitywitl be addressed through ongoing conversations in the healthcare sector that examine working conditions and identify strategies for improvement. While entry-level MA roles may initially offer modest wages, they provide important benefits in job quality, including employer-sponsored health insurance, stable employment, and clear pathways for advancement. Through sector engagement, the project will explore strategies to strengthen job quality over time, including expanding career ladders, improving workplace safety, and creating wage growth opportunities as workers gain experience and additional credentials. As noted in Section 4.1, the project does not currently have a designated labor partner. The three workforce boards will actively seek to engage labor organizations and worker-serving organizations duringthe grant period to support outreach, identify workforce barriers, and strengthen employer connections. Their involvement will be pursued through HealthWorks OC sector convenings and regional workforce planning activities,with the goal of formalizing a labor partnership to improve program outcomes and tong-term workforce system coordination. Section 5: Statement of Capabilities 5. 1.Capability and Knowledge 5.1 Capability and Knowledge (Score Range 0-10 Points) SAWDB will serve as the lead agency for this project, coordinating implementation in partnership with AWDB and OCWDB. Collectively, these workforce boards bring extensive experience administering workforce development programs that serve individuals facing barriers to employment while meeting the workforce needs of regional employers. Each board operates a comprehensive workforce development system providing career services, occupational skills training, work-based learning opportunities, and supportive services for job seekers throughout Orange County. Through administration of WIOA programs and related federal, state, and regional workforce initiatives,the boards regularly serve individuals who are unemployed or underemployed, including low-income individuals,veterans,justice-involved individuals,and others facing significant employment barriers. RCP PY 25-26 SFP Exhibit A-Project Narrative Page 14 of 17 February 2026 The three workforce boards maintain strong administrative, fiscal, and reporting systems to ensure compliance with federal and state workforce program requirements. These agencies routinely administer complex grant programs and have demonstrated capacity to manage funding, track participant outcomes, and report on program performance. Participant services and employment outcomes are tracked through CalJOBS,which enables the boards to document participant eligibility,training enrollment, credential attainment, employment outcomes, and wage progression. Financial management systems and internal monitoring procedures ensure that grant funds are administered in accordance with all applicable federal and state regulations. The workforce boards have extensive experience implementing programs that prepare participants for employment in high-demand industries through industry-aligned training and employer partnerships. One example is the region's participation in the Industry Centered Apprenticeship Network (ICAN), an intermediary organization that connects employers, educators, and workforce partners to develop apprenticeship and work-based learning pathways across multiple industries. Participation in ICAN has strengthened regional capacity to implement employer-driven workforce training models and develop career pathways that lead to quality employment. A particularly strong example of healthcare workforce success is AWDB's support for participants enrolled in the LVN program offered through North Orange County ROP (NOCROP), which achieved 100% job placement for program completers. Graduates moved directly into LVN roles within healthcare organizations, gaining access to stable employment, competitive wages, and long-term career advancement opportunities. This outcome demonstrates the workforce system's capacity to deliver high-quality healthcare training in partnership with education providers, directly relevant to the proposed project. The workforce boards have also administered major statewide initiatives serving individuals facing barriers to employment. SAWDB participated in the Prison to Employment(P2E) initiative, expanding employment and training opportunities for justice- involved individuals. OCWDB participated in the Breaking Barriers initiative, providing workforce and supportive services to individuals facing significant employment barriers. These initiatives demonstrate the regional workforce system's ability to successfully administer grant-funded programs while connecting participants to employment that supports Long-term economic mobility. Based on Program Year 2024 WIOA Adult performance data, the three workforce boards collectively achieved strong outcomes across key federal performance indicators: • Training Participation Rate: —59% of participants received occupational skills training • ERQ2:—73% • ERQ4:—73% • Credential Attainment Rate:—84% • Median Earnings Q2 After Exit:—$9,620 These outcomes exceed the state's negotiated WIOA performance benchmarks and demonstrate a strong track record of preparing participants for quality employment. The proposed project builds directly on this infrastructure by Leveraging existing partnerships with NOCE, HBAS, HASC, and regional healthcare employers to expand healthcare career pathway opportunities and strengthen the regional healthcare workforce pipeline. RCP PY 25-26 SFP Exhibit A-Project Narrative Page 15 of 17 February 2026 5. 2. Staffing and Organizational Capacity An Organizational Chart(OrgChart)for the City of Santa Ana Workforce Development Division is included as a separate exhibit and outlines the organizational structure supporting implementation of this project. The City of Santa Ana Workforce Development Division, housed within the Community Development Agency, has a well-established organizational infrastructure supporting the administration of workforce development programs and services for job seekers and employers throughout the region. The division administers federal, state, and local workforce programs, including WIOA, and has significant experience in managing grant-funded initiatives that serve individuals facing barriers to employment. It operates the Santa Ana Work Center, which provides comprehensive workforce services including career counseling, occupational training, supportive services, and employer engagement activities for unemployed and underemployed individuals from low-income and historically underserved communities. The proposed project will leverage existing experienced staff who currently administer workforce development programs and have extensive experience working with the target population. AWDB and OCWDB will similarly contribute experienced workforce staff through their respective AJCC operations to support recruitment, case management, and employer engagement activities across the region. Carlos de la Riva, Economic Development Specialist III, wilt oversee program implementation and ensure alignment with workforce system policies, grant requirements, and regional workforce strategies. Carlos has more than two decades of experience in workforce development, including program design, grant administration, performance monitoring, and collaboration with education and employer partners. He will provide overall program oversight, ensure compliance with grant requirements, coordinate with regional workforce partners,and monitor performance to ensure the project meets established goals and outcomes. Deborah Sanchez, Economic Development Specialist III, will provide administrative oversight and support. Deborah has more than three decades of experience in workforce development and program administration, including grant management, compliance oversight, and operational coordination. Her responsibilities will include coordinating project documentation, support fiscal and administrative reporting, and ensuring program activities are conducted in compliance with applicable policies and procedures. Araceli Delgado, Workforce Specialist II, will support employer engagement and business outreach. Araceli brings more than fifteen years of experience in workforce development, connecting job seekers with employment opportunities. She will coordinate outreach with healthcare employers, support employer participation in HealthWorks OC sector engagement activities, and assist in connecting participants with employment opportunities while collaborating with regional workforce partners and training providers to strengthen employer partnerships. Jaime Lopez, Workforce Specialist II will provide direct participant support, focusing on intake, eligibility determination, career coaching, and ongoing case management to ensure individuals successfully enroll in training, complete program requirements, and transition into employment. Responsibilities will include conducting RCP PY 25-26 SFP Exhibit A-Project Narrative Page 16 of 17 February 2026 participant assessments, developing individualized employment plans, coordinating supportive services, and maintaining regular contact with participants throughout training and job placement. Section 6: Budget and Sustainability Plan 6.1. Budget Plan and Effectiveness • Complete and attach the Budget Summary Plan (Exhibit F). • If applicable, complete and attach Supplemental Budget(Exhibit G). •The Budget Summary and Supplemental Budget explain all line items. 6.2. Budget Sustainability • Complete and attach the Budget Narrative(Exhibit F2). •The figures in Exhibit F2 must align with Exhibit F. •The Budget Narrative clearly explains all line items in the Budget Summary(Exhibit F). RCP PY 25-26 SFP Exhibit A-Project Narrative Page 17 of 17 February 2026 Regional Coordination Project EDD Program Year 2025-26 _.../' Budget Summary Applicant:City of Santa Ana Project Name:CareerRx OC Refer to the Solicitation for Proposals for eligibility and funding information. BUDGET SUMMARY Line Expense Item Administrative Program Amount Leveraged"" Total Project Budget Item Cost Cost with Leveraged Resources A. Staff Salaries $41,103 $47,378.00 $ $88,481.00.00 B. Number of full-time equivalents(1.5) Skip to next row C. Staff Benefit Cost $14,630 $19,589.00 $ $34,219.00 D. Staff Benefit Rate(percent)(38.67) Skip to next row E. Staff Travel $ $ $ $ F. Operating Expenses $27,267 $57,320 $ $84,587.00 G. Required or Targeted Activities Skip to next row 1. Participant Stipends $ $ $ $ 2. Participant Incentives $ $8513.00 $ $8513.00 3. Training/Tuition $ $ $ $ 4. Work-Based Learning $ $ $66,800.00 $66,800.00 5. Supportive Services $ $105,000.00 $ $105,000.00 H. Furniture,Supplies,and Equipment Skip to next row 1. Small Purchase(unit cost of under$10,000) $ $ $ $ 2. Large Purchase(unit cost of over$10,000) $ $ $ $ 3. Equipment Lease $ $ $ $ RCP PY 25-26 Exhibit F-Budget Summary Page 1 of 2 February 2026 Line Expense Item t � � — Administrative Program Amount Leveraged**** Total Project Budge Item i Cost Cost with Leveraged Resources _ I. ! Contractual Services(if applicable,complete Skip to next row — Exhibit G and add cost below) 1 Subrecipients $ $514,000.00 $133,600.00 $647 600.00 --- 2 Contractors —� $ $111 000.00 $ — $111 000 00 �� J. I Indirect Costs*(complete items 1 and 2 $17,000.00 $27,200.00 $ $44,200.00 1 below) K. Other --r-----__ �_._ $ $10,000.00 $ $10,000.00 ...__ _ k TOTAL PROJECT FUNDING** $100,000.00 $900,000.00 $200,400.00 ! $1,200,400.00 i TOTAL REQUEST*** I $1,000,000.00 *Indirect Cost Rate must be negotiated and approved by Cognizant Agency,per Appendices III or N to Uniform Guidance,2CFR200. 1.Indicate how indirect costs are-determiried(Indirect Cost Rate Agreement(ICRA),Cost Allocation Plan(CAP),or De Minimis):Cost Allocation Plan 2.Name of Cognizant Agency(if ICRA): NA-Cost Allocation Plan(CAP) **A maximum of 10 percent of the total requested grant amount may be used for administrative costs.If the amount awarded differs from the amount requested,administrative costs must be adjusted during the agreement development process so they do not exceed 10 percent of the awarded amount. Administrative costs are limited to no more than 10 percent of the amount allocated under this grant agreement. ***All costs must be rounded to the nearest dollar. The definition of administrative costs is provided in Appendix D of the SFP. ****Leverage amount includes all cash and non-cash resources thatwill be used to support project activities and outcomes. RC P PY 25-26 Exhibit F-Budget Summary Page 2 of 2 February 2026 Regional Coordination Project Program Year 2025-26 EDD Budget Narrative Organization Name: City of Santa Ana Project Name:CareerRx OC Refer to the solicitation for proposals for eligibility and funding information. • Complete the attached Budget Narrative(Exhibit F2)in detail about the specific line-item costs of the Budget Summary Plan(Exhibit F) •Provide a detailed justification for each line-item cost contained in the Budget Narrative (Exhibit F2). For example, staff salaries should include a narrative of the staff activities and the percentage of salary charged to the project. •Demonstrate that key personnel have adequate time and resources devoted to achieving the project goals and outcomes. •If applicable, provide a detailed narrative justification for purchases and/or contracted items from Supplemental Budget(Exhibit G). RCP PY 25-26 Exhibit F2—Budget Narrative Page 1 of 7 February 2026 A. (A-D)Staff Salaries:Total Salaries Paid + Benefits =$122,700.00 Staff salaries are necessaryto support program implementation, including participant recruitment, eligibility determination, case management, employer engagement,fiscal Administrativ FTE x Monthly Salary x Total(FTE X e/Program Position Time Benefits Salary X Time) Cost +Benefits Program Cost Workforce 0.20 x$7,791 x 24 0.20 x$3,429 x Specialist II (months) 24(months) $53,856 Program Cost Economic Development 0.03 x$13,863 x 24 0.03 x$4,347 x (months) 24(months) $13,111 Specialist III Administrative Economic Cost Development 0.03 x$13,688 x 24 0.03 x$4,322 x $12,967 Specialist III (months) 24(months) Administrative Senior Accounting 0.10 x$7,431 x 24 0.10 x$3,429 x Cost Assistant (months) 24(months) $26,064 Administrative Senior 0.03 x$10,923 x 24 0.03 x$4,167 x Cost Management $10,865 Analyst(AM) (months) 24(months) Administrative Account Clerk II 0.10 x$2,312 x 24 0.10 x$120 x 24 Cost (months) (months) $5,837 Choose an item. Choose an item. Choose an item. Choose an item. Choose an item. TOTALS T $88,481 $34,219 $122,700 RCP PY 25-26 Exhibit F2-Budget Narrative Page 2 of 7 February 2026 oversight, and reporting. Program staff will provide direct services to participants, including career navigation, supportive service coordination, and job placement activities. Administrative staff will ensure compliance with grant requirements,fiscal accountability, and timely reporting.The level of effort and allocation of staff time are reasonable and aligned with the scope of work required to successfully serve participants and achieve performance outcomes. E. Staff Travel$0 [N/A F. Operating Expenses$84,587 If Applicable, or not included as part of Indirect Cost. Expense Item Cost Administrative/Program Cost Rent $10,000 Administrative Cost Rent $16,000 Program Cost Insurance $9,970 Administrative Cost Insurance $19,940 Program Cost Accounting(payroll services) and $0 Choose an item. Audits Consumable office supplies $1,357 Administrative Cost Consumable office supplies $3,000 Program Cost Printing $5,000 Program Cost Communications(phones,web Administrative Cost services, etc.) $5,940 Communications(phones,web Program Cost services, etc.) $11,880 Mailing and Delivery $1,500 Program Cost Dues and Memberships $0 Choose an item. o Administrative cost: $27,267 o Program Cost:$57,320 Operating expenses are necessaryto support day-to-day program operations and ensure effective service delivery. Costs such as rent, insurance, communications, and office supplies support staff capacity to provide participant services, coordinate with partners, and maintain program infrastructure. Printing and mailing costs support outreach, recruitment, and participant engagement activities.These costs are reasonable, proportionate to the size of the project, and essential to achieving program outcomes. RCP PY 25-26 Exhibit F2—Budget Narrative Page 3 of 7 February 2026 G. Required or Targeted Activities$ Expense Cost Administrative/Program Cost Participant Stipends $8513.00 Program Cost Training/Tuition $0 Choose an item. Work-Based Learning $0 Choose an item. Supportive Services $105,000.00 Program Cost o Administrative cost: $0 o Program Cost:$113,513.00 Program costs support direct participant services and are critical to achieving training and employment outcomes. Participant stipends are provided to support engagement and retention in training activities. Supportive services funding will address barriers such as transportation, childcare, and work-related expenses, enabling participants to successfully complete training and transition to employment.These investments are necessary to ensure equitable access and improve completion and employment outcomes for participants with barriers. H. Furniture and Equipment*$0 Describe the calculation. Pooled items less than$10,000 per unit, lease or purchase, include a cost allocation-List name of item, cost, and quantity. 1.Amount of Small Equipment and Furniture Total $0 Small Equipment and Furniture Cost Administrative/Program Cost $0 Choose an item. $0 Choose an item. o Administrative cost: $0 o Program Cost:$0 N/A 2.Amount of Large Equipment and Furniture Total $0 RCP PY 25-26 Exhibit F2-Budget Narrative Page 4 of 7 February 2026 Greater than$10,000:List name of item, cost, and quantity to be purchased-prior approval required and added to Exhibit G, Supplemental Budget Large Equipment and Furniture Cost Administrative/Program Cost $0 Choose an item. $0 Choose an item. o Administrative cost: $0 o Program Cost: $0 N/A 3. Equipment Leased Total $0 Administrative/Program Equipment Leased Cost Cost $0 Choose an item. $0 Choose an item. *Refer to EDD Directives WSD 16-16- WSD 16-10-WSD 17-08-WSIN25-17 for Procurement Guidelines o Administrative cost: $0 o Program Cost:$0 N/A RCP PY 25-26 Exhibit F2-Budget Narrative Page 5 of 7 February 2026 I. Contractual Services $110,000 Contractual services will support specialized project activities that require external expertise not available in-house. This includes services such as apprenticeship development, employer engagement support, or technical assistance aligned with project goals.All contracted services are directlytied to program implementation and outcomes and will be procured in accordance with applicable federal and state procurement requirements.These costs are reasonable and necessary to support high-quality program delivery. Subrecipient funding wilt support direct workforce development services delivered by the Anaheim Workforce Development Board ($165,000) and the Orange County Workforce Development Board ($349,000). Subrecipients will conduct participant recruitment,outreach, eligibility determination, enrollment, case management, supportive service coordination, career counseling, employment preparation activities, employer engagement,job placement,follow-up services, and performance reporting. Subrecipients will also support participant access to Medical Assistant training,work- based learning opportunities, healthcare externships and sector-based career pathway activities.These services directly contribute to project outcomes related to enrollment, credential attainment, employment placement, and regional coordination. J. Indirect Costs$44,200 Clearly explain these costs, including identification of your indirect cost rate and base, and indirect cost rate type(Negotiated Indirect Cost Rate Agreement(NICRA, CostAllocation Plan(CAP), or De Minimis. o Administrative cost:$17,000 o Program Cost:$27,200 Indirect costs are calculated using the City's Cost Allocation Plan applied to eligible program cost categories in accordance with federal Uniform Guidance.These costs support shared administrative functions such as accounting, human resources, information technology, and facility operations that are necessary for overall program administration.The indirect cost rate and allocation methodology ensure costs are reasonable, consistent, and compliant with applicable regulations. K. Other$10,000.00 Clearly explain these costs, which do not fit into the specific categories above. o Administrative cost:$0 o Program Cost: $10,000.00 RCP PY 25-26 Exhibit F2—Budget Narrative Page 6 of 7 February 2026 This participant related expense is for the organizing and coordination of a regional wide healthcare job fair to provide additional job search assistance for program participants. Note:A maximum of 10 percent of the total requested grant amount may be used for administrative costs. If the amount awarded differs from the amount requested, administrative costs must be adjusted during the agreement development process so they do not exceed 10 percent of the awarded amount. Administrative costs are limited to no more than 10 percent of the amount allocated under this grant agreement. RCP PY 25-26 Exhibit F2—Budget Narrative Page 7 of 7 February 2026 Regional Coordination Project EDDProgram Year 2025-26 Supplemental Budget Organization Name: City of Santa AnA Project Name: CareerRx OC I. Equipment Item Description' Quantity Cost Per Total Cost Percent Total Cost Item Charged Charged to Project to Project N/A $ % $ 2TOTAL 0 $0 $ 0.00 $0 'List equipment items with a useful life of more than one year with a unit acquisition cost of$10,000 or more charged to the Project, and complete all columns for each item. 2In order to populate the Total at the end of each column, right-click on the "$or 0" in the box at the end of each column and select"Update Field". You may also see Appendix A: Proposal Package Instructions in the solicitation for proposals(SFP)for details. RCP PY 25-26 SFP Exhibit G—Supplemental Budget Page 1 of 3 February 2026 II. Subrecipients3 Service Provider Name Subawarded Deliverables Amount Anaheim Workforce Development Board $165,000.00 Workforce Services Orange County Workforce Development $349,000.00 Workforce Services Board 4Total $514,000.00 Leave blank 3Complete all columns of the II. Subrecipient, including service provider name, subawarded amount, and deliverables that contribute to grant objectives. 4In order to populate the Total at the end of the Subawarded Amount column, right-click on the"$or 0" in the box at the end of the column and select"Update Field". You may also see Appendix A: Proposal Package Instructions in the SFP for details. Reference EDD Directive WSD18-06 for subrecipient/contractor distinctions and responsibilities. RCP PY 25-26 SFP Exhibit G-Supplemental Budget Page 2 of 3 February 2026 III. Contractors5 Description-Type of Service Cost Service Provider If Known Job Training $50,000.00 Huntington Beach Adult School Job Training $25,000.00 North Orange County Continuing Education Labor Market Information $21,000.00 Lightcast Hospital Association of Southern California $15,000.00 Employer Engagement Total6 $111,000.00 'Complete all columns of the III. Contractors, including Description-Type of Service, Cost, and Service Provider(if known),contribute to grant objectives. 'In order to populate the Total at the end of the Cost column, right-click on the"$or 0" in the box at the end of the column and select"Update Field". You may also see Appendix A: Proposal Package Instructions in the SFP for details. All contractors must be competitively procured in accordance with federal and state procurement regulations and policies.See Procurement Standards(Sect.200.318-.326)in the Federal Uniform Guidance, 2CFR200. RCP PY 25-26 SFP Exhibit G—Supplemental Budget Page 3 of 3 February 2026 Regional Coordination Project EDD Program Year 2025-26 Logic Model Organization Name:City of Santa Ana Project Name:CareerRx OC Refer to the Solicitation for Proposals for population definition and eligibility information. Please note:There is a three-page limit for this document. *PROBLEM/Statement of INPUTS ACTIVITIES *OUTPUTS *OUTCOME Need(s) Orange County faces a Workforce Outreach& Participants: Participants: critical healthcare Partners: Recruitment: • 75-80 • 75-80 recruited/screened workforce • SAWDB(Lead •Culturally relevant recruited/screened . 50 enrolled in MA training shortage:2,500+ Agency) outreach via AJCCs • 50 enrolled in MA (100%) MA and 916 LVN job . OCWDB. and CBOs training(100%) • 45 complete certified training openings in the past 12 • AWDB •Healthcare career • 45 complete certified (90%) months,and—69,672 • AJCC network pathway workshops& training(90%) • 39 attain credentials(78%) healthcare Education info sessions • 39 attain credentials Employment: workers nearing Partners.• •Partner referrals and (78%) • 38 employed Q2 after exit retirement(EDD LMID, . NOCE direct community Employment: (76%) 2024). • HBAS engagement • 38 employed Q2 • 37 employed Q4 after exit Industry Partner: Occupational Training: after exit(76%) (74%) Unemployed and • HASC •16-week cohort- • 37 employed Q4 Employer Engagement: underemployed adults based MA training 3 ° • 10-15 g( after exit(74/o) . 10-15 healthcare employers face significant barriers: cohorts) Employer ployer Engagement: actively engaged •52%cite cost of training employers •AMCA-aligned . 10-15 healthcare • 3 cohort externships as top barrier curriculum:vitals, Funding& employers actively coordinated •30%lack clear career venipuncture,EMR, engaged gaged Events: pathway info BLS,medication 3 cohort externshi s ' RCP PY 2025-26 • p 1+Healthcare Career •—49%of adults 25+lack grant funds admin coordinated Pathways Expo a college degree RCP PY 25-26 Exhibit H-Logic Model Page 1 of 3 February 2026 •61%of job seekers • WIOA Title I •Structured externship Events: • 1+Employerlob Fair interested in healthcare Adult co- with healthcare • 1+Healthcare • Ongoing HealthWorks OC are unemployed enrollment employer Career Pathways, convenings • Additional barriers: • Ca[FRESH E&T Career&Job Expo Services: transportation, resources Readiness: • 1+Employer Job Fair . Up to 50 receive supportive childcare,limited • Cal1OBS •Intake,assessment& • Ongoing services digital literacy,no tracking system Individualized HealthWorks OC • Up to 50 receive follow-up clinical networks • HealthWorks OC Employment Plans convenings services post-placement(12 sector initiative •Resume,interview • Services: months) Workforce and education Staff: prep,workplace • Up to 50 receive systems remain • Program professionalism supportive services fragmented,limiting Oversight-EDS •Healthcare Career • Up to 50 receive employer-aligned training III Pathways Expo& follow-up services access and economic • Admin Oversight employerjobfair post-placement(12 mobility for disinvested -EDS III •Career navigation months) communities. . Employer toward MA4LVN Engagement- advancement WS II Supportive Services: • Career Services •Trauma-informed Specialist/Case case management Manager •Transportation, childcare,digital access support •Pay-for-support: licensingfees, uniforms,interview transport •Co-enrollment:WIOA, CaIFRESH E&T Employer Engagement: •HealthWorks OC sector convenings RCP PY 25-26 Exhibit H-Logic Model Page 2 of 3 February 2026 •Curriculum validation with employer partners •Externship&hiring partnership coordination •Exploration of registered apprenticeship models Follow-Up(u to 012 months): •Career coaching& advancement referrals •Guidance on LVN pathway via community college *Must include the statement of needs,the appropriate outputs/deliverables,and the outcome(s)from Exhibit A:Project Narrative RCP PY 25-26 Exhibit H-Logic Model Page 3 of 3 February 2026 Regional Coordination Project EDD Program Year 2025-26 Partner Roles and Responsibilities Organization Name:City of Santa Ana Project Name:Career Rx OC Referto the Solicitation for Proposals for population definition and eligibility information. Partner Organization Roles and Responsibilities Leveraged Leveraged Partnership Resource Source* Agreement Amount Letter** Employer and Industry Associations Hospital Association of Serves as the required industry Yes p q ry partner. $0.00 N/A Southern California(HASC) Provides insight into regional healthcare workforce needs and facilitates connections with hospital and healthcare employer networks.Supports employer engagement, validates hiring needs and skill requirements, coordinates externship and hiring opportunities,and co-facilitates HealthWorks OC sector convenings to ensure training remains aligned with current labor market demand. Regional Healthcare Employers Provide input on workforce skill $0.00 N/A Wes (10-15) requirements,hiring needs,and workplace (hospitals,clinics,outpatient expectations.Host structured externships for providers) MA training participants.Participate in curriculum validation,HealthWorks OC sector convenings,and hiring events. Evaluate participants for employment following externship completion. RCP PY 25-26 SFP ExhibitJ-Partner Roles and Responsibilities Page 1 of 4 February 2026 Partner Organization Roles and Responsibilities Leveraged Leveraged Partnership Resource Source* Agreement Amount Letter** Community College and Adult Schools North Orange Continuing Serves as a required education partner. $0.00 N/A lYes Education(NOCE) Delivers cohort-based Medical Assistant(MA) training aligned with employer needs and AMCA credentialing standards. Responsibilities include classroom instruction,clinical skills preparation, coordination of employer externships, academic support,and career guidance. Incorporates cohort training model into ongoing programming beyond the grant period.Participates in curriculum refinement and employer engagement sessions Huntington Beach Adult School Serves as a required education partner. $0.00 N/A Yes (HBAS) Delivers cohort-based MA training aligned with employer needs and AMCA credentialing standards.Responsibilities include classroom instruction,clinical skills preparation,externship coordination, academic support,and career guidance. Incorporates cohort training model into ongoing programming beyond the grant period.Participates in curriculum refinement and employer engagement sessions. Education and Training Providers Orange County Department of Supports the career exploration and $0.00 N/A Yes Education(OCDE) awareness component of the project. Supports the Healthcare Career Pathways Expo and career fair activities,connectingjob RCP PY 25-26 SFP Exhibit J-Partner Roles and Responsibilities Page 2 of 4 February 2026 Partner Organization Roles and Responsibilities Leveraged Leveraged Partnership Resource Source* Agreement Amount Letter** seekers with information on healthcare occupations,credential requirements, training pathways,and advancement opportunities.Leverages regional education networks to expand outreach to individuals interested in healthcare careers who have not yet enrolled in training. Community-Based,Faith-Based,or Other Non-Profit Organizations Vital Link Serves as a community-based partner $0.00 N/A @Yes supporting healthcare career exposure and awareness activities.Supports the Healthcare Career Pathways Expo and employer career fair,connecting community members,particularly students and career explorers,with healthcare employers, training providers,and workforce partners. Leverages established relationships with schools,community organizations,and regional employers to expand outreach and increase awareness of healthcare career pathways among individuals in the early stages of career exploration. Workforce Partners Orange County Workforce Collaborates with SAWDB to support $66,800 WIOA Yes Development Board(OCWDB) participant recruitment,eligibility determination,career counseling,case management,and supportive services through the A1CC network.Conducts outreach to identify eligible participants and RCP PY 25-26 SFP Exhibit)-Partner Rotes and Responsibilities Page 3 of 4 February 2026 Partner Organization Roles and Responsibilities Leveraged Leveraged Partnership Resource Source* Agreement Amount Letter** supports job placement activities.Sustains healthcare sector engagement through WIOA-funded business services and HealthWorks OC. Anaheim Workforce Collaborates with SAWDB to support $66,800 WIOA Yes Development Board(AWDB) participant recruitment,eligibility determination,career counseling,case management,and supportive services through the AJCC network.Conducts outreach to identify eligible participants and supports job placement.Sustains healthcare sector engagement through WIOA-funded business services and HealthWorks OC. Total Leveraged Resource Amount 1 $133,600 *Type of Funds:WIOA,General/State,other(please describe)as allowed by the Solicitation for Proposal(SFP). **As required by SFP.See Appendix A:Proposal Package Instructions of the SFP for more information. RCP PY 25-26 SFP Exhibit J-Partner Roles and Responsibilities Page 4 of 4 February 2026 Regional Coordination Project EDDProgram Year 2025-26 _J Performance Goals Matrix Organization Name: City of Santa Ana Project Name: CareerRx OC Performance Goals Description Total Participants Performance Goal Rate(%)* 1. Total Participants to be served 50 Leave Blank 2. Number to be enrolled in certified training and 50 100% work-based learning(WBL)** 3. Number enrolled scheduled for completion of 45 90% credentials 4. Total Participants Exited 50 5. Employment Rate 2nd Quarter After Exit 38 76% 6. Employment Rate 4th Quarter After Exit 37 74% 7. Credential Attainment 39 78% 8. Median Earnings 2nd Quarter After Exit*** :4mll $11,682 Refer to Appendix A, State Negotiated Performance Goals PY24 and25(WSIN23-54), and Local Area Negotiated Performance Goals PY24 and 25(WSIN24-17) (October 13, 2022)for more information about performance goals. PY 24-25 Negotiated Performance Goals Adults Employment Rate 2nd Quarter After Exit 67.5% Employment Rate 4th Quarter After Exit 65.5% Median Earnings 2nd Quarter After Exit $7,800 Credential Attainment 66.0% Measurable Skill Gains 60.0% RCP PY 25-26 Exhibit K-Performance Goals Matrix Page 1 of 2 February 2026 In addition to the WIOA performance measures,the state requires subreci pie nts to track total participants enrolled in education,training, and training-related employment. *In order to populate the Performance Goal Rate%, see Appendix A: Proposal Package Instructions of the SFP. **The following are considered WBL programs under the Workforce Innovation and OpportunityAct: pre- apprenticeship programs, registered apprenticeships, customized training,work experiences and internships,transitional jobs, on-the-job training, and incumbent worker training. ***Enter the dollar amount of anticipated median earnings per quarter. RCP PY 25-26 Exhibit K-Performance Goals Matrix Page 2 of 2 February 2026 �--� Regional Coordinator Project EDDProgram Year 2025-26 �---/ Conflict of Interest CONFLICT OF INTEREST DISCLOSURE REQUIREMENTS Grantees must have written standards of conduct that meet the requirements of Title 2, Code of Federal Regulations (CFR), Chapter II, Part 200, Subpart D, § 200.318(c)(1): The recipient or subrecipient must maintain written standards of conduct covering conflicts of interest and governing the actions of its employees engaged in the selection, award, and administration of contracts. No employee, officer, agent, or board member with a real or apparent conflict of interest may participate in the selection, award, or administration of a contract supported by the Federal award. A conflict of interest includes when the employee, officer, agent, or board member, any member of their immediate family, their partner, or an organization that employs or is about to employ any of the parties indicated herein, has a financial or other interest in or a tangible personal benefit from an entity considered for a contract. In addition, per Title 2, CFR, Chapter II, Part 200, Subpart B,§ 200.112, all recipients and subrecipients of funds must disclose in writing any potential conflict of interest to the Employment Development Department (EDD). The EDD requires that grantees engaged in the administration, oversight, and operation of a federal WIOA grant program minimize organizational conflicts of interest through segregation of duties, disclosure, and recusal in order to foster public and partner confidence. Avoidance of Conflict of Interest A. Grantee agrees that all reasonable effort 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 grantee 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 other such as those with whom they have family, business or other ties. C. A determination by EDD that a conflict of interest situation exists is grounds for termination. I. Grantees are required to report any potential conflict of interest to the Employment Development Department in writing within 10 days after the organization becomes aware of the conflict. D. Failure to disclose any potential conflict of interest is grounds for termination. Organization Name City of Santa Ana Authorized Signatory Michael Garcia Executive Director of Title Community Email Mgarcial5@santa-ana.org Development Office Phone# 714.647.5336 Primary Contact 714.565.2629 RCP PY 25-26 Conflict of Interest Page 1 of 2 May 2026 ❑ Private Non-Profit © Local Workforce ❑ Adult/Education and training Organization Development provider Type of Area/Board Organization (Check all that ❑ Community-Based ❑ Faith-based ❑Tribal Organization apply) Organization Organization ® Public agency ❑ Community College ❑ Labor Organization (local government) I certify that l have reviewed and understand the requirements regarding the disclosure and reporting of any potential or actual conflicts of interest. I further affirm that, to the best of my knowledge, our organization does not have any conflicts of interest to report. Authorized Signatory (Must include E signature) Signature Date Name: Michael Garcia June 2, 2026 RCP PY 25-26 Conflict of Interest Page 2 of 2 June 2026 Employment Regional Coordination Project Development Department Program Year 2025-26 i t a is California Conditions of Award Applicant: City of Santa Ana Project Name:CareerRx OC Conditions of Award The application to request Regional Coordination Project, Program Year 25-26,funding is conditionally approved for$1,000,000.00. As a condition of this grant award,the recipient must submit an amendment to their EDD Project Manager within 30 business days of this agreement that fully addresses any necessary revisions to the scope of work and removes any disallowed activities and/or disallowed costs. Your organization is responsible for the Compliance in performance of this subgrant agreement, including but not limited to ensuring that costs are allowable, and comply with: a.The provisions of the Workforce Innovation and Opportunity Act(WIOA), (29.S.C. 3101- 3361 (2014),WIOA Final Regulations, and all legislation, regulations, directives, policies, procedures and amendments. RCP PY 25-26 Exhibit M-Conditions of Award Page 1 of 1 June 2026