CiTY OF LOS ANGELES CALIFORNIA

Charles Woo, President Workforce Investment Board

August 2, 2012

The Honorable Antonio R. Villaraigosa Mayor, City of Los Angeles Room 303, City Hall

Attention: Mandy Morales, Legislative Coordinator

Richard L Benbow, General Manager Community Devdopmenl Department

Council File No.: Council District Nos.: All Contact Persons and Phones Lisa Salazar, (213) 744-7191 Robert Sainz, (213) 744-7396 Operations Division

City Council c/o City Clerk Room 395, City Hall

COMMITTEE TRANSMITTAl: AUTHORIZATION TO ACCEPT $12,000,000 IN WORKFORCE INVESTMENT ACT (WIA) WORKFORCE INNOVATION fUND (Wif) GRANT FOR THE lOS ANGELES RECONNECTIONS CAREER ACADEMY

RECOMMENDATIONS

The General Manager of the Community Development Department (COD) and the Chairman of the Workforce Investment Board (WIB) respectfully request that the Mayor and City Council:

1. AUTHORIZE the General Manager of the COD, or designee, to accept $12 million of WIA-Workforce Innovation Grant funds awarded by the United States Department of Labor (USDOL) to the City of Los Angeles Community Development Department for the Los Angeles Reconnections Career Academy for a period of 36 months starting July 1, 2012;

2. AUTHORIZE the General Manager of the COD, or designee, to execute agreements with the USDOL for the receipt of the $12 million award and any amendments related to this grant;

3. AUTHORIZE the General Manager of the COD, or designee, to execute agreements with agencies competitively procured by the COD and approved by

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the USOOL up to the amounts identified below and subject to review by the City Attorney as to form and legality:

e Los Angeles Unified School District • Los Angeles Conservation Corps, Inc. ~~~ Coalition For Responsible Community Development * Youth Policy Institute, Inc. * lnnerSight L.L.C. * Social Policy Research Associates

$ 910,000 $1,450,000 $1,450,000 $2,950,000 $ 240,000 $ 900,000

4. Authorize the Controller to establish an interest-bearing fund titled "Workforce Innovation Fund" (WIF) No. XXX to be administered by COD and to be used to track grant funds received from the US Department of Labor.

5. AUTHORIZE the Controller to:

a. Establish a receivable from the US Department of Labor within the newly established Workforce Innovation Fund (WIF) No. XXX for $12,000,000.

b. Establish new accounts within the Workforce Innovation Fund (WIF) No. XXX and appropriate as follows:

Account Title Amount

J122 COD $ 517,864

J299 Related Costs 178,303

J765 Workforce Innovation Fund (WIF) 11,303,833

Total $121000,000

c. Increase appropriations within Fund 100/22 as follows:

Account Title Amount

1010 Salaries-General $453,092

1070 Salaries- As Needed 995

2120 Printing & Binding 6,942

2130 Travel 8,500

6010 Office & Admin Expense 8,644 -

6030 Rent & Parking 39,691

Total $517,864

d. Expend funds upon presentation of documentation and proper demand of the General Manager, COD, or his designee,

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6. AUTHORIZE the General Manager, CDD, or designee, to prepare Controller's instructions as necessary to implement actions approved by the Council and Mayor, on matters presented in or deriving from this transmittal, and/or to make necessary technical adjustments, subject to review by the City Administrative Officer; and further request that the Controller implement such instructions; and,

7. AUTHORIZE by Council resolution authority for three existing Senior Project Assistants and for two new exempt positions, subject to review and approval by the Personnel Department as to Civil Service classification, allocation, and exemption:

Number Civil Service Code Class Title

1 1537 Sr. Project Coordinator

1 9184-2 Management Analyst II

This exempt authority is being requested to provide for increased organizational flexibility based on the temporary nature of the awarded grant. These positions will be responsible for grant management, program oversight, and reporting functions. These positions will provide lead program staff member and support of one management analyst for the Workforce Innovation Fund Grant Reconnections Career Academy training and placement components for registered youth and program partners both funded and not funded through the grant.

WIB ACTION

The City of Los Angeles Workforce Investment Board (WIB) and its Youth Council approved acceptance and expenditure of these grant funds at a joint meeting on July 18, 2012.

FISCAL IMPACT

There is no negative impact on the General Fund as all items are funded through the Workforce Investment Act (WIA) Workforce Innovation Grant Recommendations contained herein provide full cost recovery for all related costs and will contribute to the General Fund.

BACKGROUND

The Los Angeles Reconnections Career Academy was originally funded in 2009 under the Workforce Investment Act (WIA), American Recovery and Reinvestment Act (ARRA) as a demonstration project to serve young people 21 ~24 who were both out of school and out of work. The demonstration project served over a 1,000 young people by connecting them back to education and introducing them to career pathways in the fields of Healthcare, Construction and Green Technologies. The Reconnections Career

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Academy was highlighted by the U.S. Department of Labor's "Allied Health Access (AHA!) Guidebook: How to Develop Programs for Youth in Allied Health Careers".

The Employment and Training Administration (ETA), U.S. Department of Labor (USDOL) announced the availability of approximately $98.5 million in Workforce Innovation Fund (WIF) grants authorized by the Full-Year Continuing Appropriations Act, 2011 (P.L.112-1 0). These funds were allocated to support innovative approaches to the design and delivery of employment and training services that generate long-term improvements in the performance of the public workforce system, both in terms of outcomes for job seekers, employer customers and cost-effectiveness.

The Los Angeles Workforce Investment Board authorized the COD to apply for the Workforce Innovation Grant funds under Solicitation for Grant Applications (SGA/DFA PY-11-05) under Project Type C. Project Type C applications required robust evidenced based program models. The COD submitted the grant application on March 22, 2012 utilizing the Reconnections Career Academy program model. On June 14, 2012, the COD received notification of funding in the amount of $12 million.

PROGRAM MODEL

The Reconnections Career Academy will support the enrollment of 1 ,200 young people between the ages of 16-24 over the next three program years. The program model focuses 100 percent on drop out recovery with connections back to school and career pathways and includes a robust evaluation component conducted by the Social Policy Research Associates (SPR). The program will be administered by the COD with direct services provided by the Youth Policy Institute, the Coalition for Responsible Community Development, the Los Angeles Conservation Corp and the Los Angeles Youth Opportunity Movement, Watts and Boyle Heights. These direct service providers were selected to participate in this grant application predicated on their nationally recognized evidence based programs (as required by Project Type C). The grant application includes a number of funded and non-funded partners who comprise the Los Angeles Youth Workforce Development System and are focused on assisting young people who are both out of school and out of work with educational advancement, career exploration, and employment. The attached logic model provides a summary of the program design and partners.

The LA Reconnections Career Academy (LARCA) is a Los Angeles Workforce Systems Collaborative that operates as a consortium of the Los Angeles City and County WIBs, the City of Los Angeles Mayor's Office, the Community Development Department (CDD), the Los Angeles Unified School District (LAUSD), the Los Angeles Community College District (LACCD), the Los Angeles Area Chamber of Commerce, the Los Angeles Economic Development Corporation (LAEDC), and also includes the Los Angeles Conservation Corps, Inc. (LACC), the Coalition for Responsible Community Development (CRCD), and the Youth Policy Institute, Inc. (YPI) as community partners.

LARCA builds upon the successful model the City established July 1, 2012, which repurposes youth workforce investment activities to combat the extraordinary high

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school dropout cns1s in Los Angeles and the fact that approximately 97,000 youth between the ages of 16 and 24 are out of school and/or out of work. The program will target, for enrollment, out of school youth in six catchment areas surrounding San Fernando High School (HS), Belmont HS, Roosevelt HS, Fremont HS, Santee HS, and select high schools in South Los Angeles.

LARCA's five goals are:

GOAL #1: To recruit 1,380 out of school youth and young adults, ages 16-24, and enroll 1,200 with a 15 percent attrition rate, and provide them with a variety of services (e.g., supportive services, academic enrichment/educational services, job training related services, etc.) that will lead to their attainment of a degree or certificate, enhanced literacy and numeracy skills, job skills, and gainful employment;

GOAL #2: To achieve outcomes that exceed those currently provided by existing youth programs and a greater return on public investment through the alignment of public and private sector services and funding;

GOAL #3: To expand the availability of workforce investment services to youth through the braiding of multiple funding streams and the leveraging of City, LAUSD, Los Angeles Community College District and other resources;

GOAL #4: To reduce the cost of delivering workforce investment services to youth through greater collaboration and coordination among multiple youth service providers; and;

GOAL #5: To integrate youth workforce investment programs, and build an integrated and efficient youth workforce investment service delivery system.

The LARCA Leadership Team and its partners are commitment to changing the way services are currently provided to youth. Each member of the team and each partner believe that the receipt of services should be reserved for specific, well-defined and needy neighborhoods/communities, and for disconnected, out of school youth and their families. The team and its partners have established common goals and objectives, and agreed to utilize a common data management system that can capture all results for publication and release quarterly.

LARCA services will be provided to youth in two cohorts. The Fast Track Cohort will consist of out of school youth and young adults who (according to an assessment by Career Coaches upon program entry and during development of an Individual Service Delivery Plan) are within 12 months of receiving their high school diploma or equivalency degree. The Back on Track Cohort will consist of youth and young adults that are 12 month or more from receiving their high school diploma or equivalency degree.

The focus of LARCA will be on these youth and young adults returning to school, where they can then benefit from educational, job training and other services for advancement

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to higher education and/or placement in career employment. All participating youth will be able to avail themselves of the following offerings: assessments, counseling, academic remediation, work readiness instruction, internships, bridge and occupational skills training, etc. As to the latter, youth will be engaged in career pathways training in the Construction, Green Technology and Healthcare industry sectors.

Social Policy Research Associates will conduct an evaluation of LARCA to further an understanding of the supports and services that are necessary to transition youth, who have dropped out of school, back to school and facilitate their attainment of a high school diploma or equivalency degree. The evaluation will rigorously assess how well LARCA achieves its objectives through, among other methods, a Random Assignment (RA) study. The RA study will assign youth interested in LARCA services to a program group (consisting of those who will actually be able to access services) and a control group (consisting of those who will not be able to access services). The outcomes of the program group and control group will be compared for the purpose of determining the effectiveness of the LARCA model.

Accompanying Social Policy Research Associates' evaluation, RA study, etc. will be an implementation study to examine the effectiveness of LARCA's organizational and partnership arrangements, service delivery design and service delivery strategies.

Social Policy Research Associates' efforts will produce critical information on the LARCA's value in reengaging youth who face daunting odds in achieving educational and employment success. A successful evaluation (as evidenced by increased educational attainment and employment results, and other LARCA outcomes) can serve as the basis for changing the youth workforce investment paradigm in Los Angeles. A demonstration program like LARCA can then be taken to scale as the preferred and tested model for delivering workforce investment services to youth in the Southland, California, and nationally.

FUNDED PARTNERS

CITY OF LOS ANGELES- COMMUNITY DEVELOPMENT DEPT. ($2 1080 1000)

A) Personnel- Funds will be allocated for the 36-month grant period:

$279,375 (36 months @ 100% FTE) one Program Manager (Senior Project Coordinator) who will be responsible for the day to day project management of the grant. Activities include coordinating with all program partner agencies on program implementation, program monitoring and technical assistance. The Program Manager will ensure proper management of all grant activities, including timely reporting and the ability to manage the strategic leadership team.

$251,250 (36 months@ 100% FTE) one Management Analyst II in Program Operations Division who will answer to the Program Manager to provide grant oversight, contract and budget development as well as monitoring of the program.

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$12,563 (36 months @ 5% FTE) one Management Analyst II in the Administrative Services Division to review and process expenditures.

$9,856 (36 months @ 5% FTE) one Accountant II, who will be responsible for all fiscal activities related to this project, including but not limited to: preparing financial reports, processing invoices and payments and performing record keeping duties related to this grant

$12,390 (36 months @ 5% FTE) Senior Accountant II to supervise the Accountant II and review fiscal reports to ensure accuracy.

$2,523 (36 months @ 5% FTE) for an as-needed Community Administrative Support Worker (CASW) to provide clerical and field support work as needed.

Los Angeles Youth Opportunity Movement (YOM) staff salaries: $586,494 (36 months @ 100% FTE) for 3 Career Coaches (Senior Project Assistants) who will be responsible for the day-to-day program implementation and case management of the enrolled program participants including planning, recruitment, intake, assessment, counseling and career guidance. All Career Coach activities are outlined in the LARCA logic modeL

General Administrative Support Program Costs (GASP) for City salaries ($2071808)

City Salaries Sub-Total ($1 ,362,259.00)

B) Fringe Benefits ($485,567)- Funds needed for City-mandated pension retirement, and health insurance benefits at a rate of 35.6 percent for general salaries.

C) Travel ($17,000) ~ Funds allocated to cover travel-related costs for staff (airfare, hotel accommodations, per diem) to attend required and/or necessary trainings prescribed by the Department of Labor.

D) Supplies ($30,827)- Funds will be used to support the provision of basic operating supplies at the program sites.

E) Other City Costs ($135,005) - this includes Rent and Parking ($100,909), the GASP for City supplies ($15,933) and the GASP for Rent and Parking ($18,164).

F) City Indirect Costs ($49,342) - City indirect costs include the YOM's staff share of City Central Services costs.

City Other Costs Sub-Total ($717,742)

City Total ($2,080,000)

G) CONTRACTUAL SERVICES ($9,920,000)

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SPR Evaluator ($900,000) - will evaluate the program from beginning to end to determine whether the program is successful in meeting outcomes and goals, demonstrating program and cost efficiencies and detailed opportunities for improvement. SPR will be funded for all 40 months to begin and complete evaluation. The evaluator was procured and approved as an US Department of Labor evaluator.

The remaining contractors were all a part of the recent Community Development Department Youth Request for Proposal either as a lead or as a procured subcontractor. All of the Youth potential contractors were in process as of the due date of the grant, and all received above the qualifying score of 70.

lnnerSight Assessment ($240,000)- psychometric and career assessment tool widely researched and consistently validated interest and preference inventory to identify and clarify preferences, interests, and learning and communication styles. Each enrolled participant will receive a tailored self-interest assessment guidebook based on the results of their inventory.

Los Angeles Unified School District (LAUSD) ($910,000) -to provide direct access to LAUSD high school dropout lists for the purpose of direct recruitment and recovery. LAUSD Re-Entry Graduation Promotion Counselors will conduct an assessment of each enrolled student's medical, academic, behavior, social/emotional, family dynamics, and community history, and create an Action Plan, which includes 2, 4, 6, and 8 week action goals for the students and their families. The main function is to return program participants to school to complete their high school level of education. LAUSD Re-Entry Graduation Promotion Counselors will be responsible for the day-to-day program implementation and case management of the enrolled program participants including planning, recruitment, intake, assessment, counseling and career guidance. All Re­Entry Graduation Promotion Counselor activities are outlined in the LARCA logic modeL

Coalition for Responsible Community Development (CRCD) ($1,450,000) - to pay for Career Coaching staff (case management) and other program related costs for 200 enrolled participants. CRCD Career Coaches will be responsible for the day-to-day program implementation and case management of the enrolled program participants including planning, recruitment, intake, assessment, counseling and career guidance, activities outlined in the LARCA logic modeL Other costs include participant supportive services, subsidized wages, and training.

Los Angeles Conservation Corps, inc. (LACC) ($1 ,450,000) - to pay for Career Coaching staff (case managers) and other costs to serve 200 participants. LACC Career Coaches will be responsible for the day-to-day program implementation and case management of the enrolled program participants including planning, recruitment, intake, assessment, counseling and career guidance, activities outlined in the LARCA logic model. Other costs include participant supportive services, subsidized wages, and training.

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Youth Policy Institute, Inc. (YPI) ($2,950,000)- to pay for Career Coaching staff and other costs to serve 400 participants. Career Coaches will be responsible for the day-to­day program implementation and case management of the enrolled program participants including planning, recruitment, and intake, assessment, counseling and career guidance. All Career Coaching activities are outlined in the LARCA logic model. Other costs include participant supportive services, subsidized wages, and training.

Youth Opportunity Movement (YOM)- Boyle Heights and Watts sites ($2,020,000) - to pay for training subsidized wages, and supportive services to 400 participants -200 at each site. YOM Career Coaching staff costs are part of the City's costs. YOM Career Coaching staff will be responsible for the day-to-day program implementation and case management of the enrolled program participants including planning, recruitment, intake, assessment, counseling and career guidance. All Career Coaching activities are outlined in the LARCA logic model.

Contractor Total ($9,920,000.00)

Leveraged Resources - The LARCA grant will leverage $12 million in WIA Youth formula "Youth WorkSource System" formula dollars and $18 million in CDBG and CSBG Department of Housing & Urban Development funds "FamilySource System", currently managed by the City's Community Development Department. Additional leverage comes from the Los Angeles Unified School District's $11 million "Diploma Project" funded through the Department of Education.

RICHA General Manager

RLB:RS:BB

Attachment

CHARLES WOO Workforce Investment Board Chair

Conunumly D<~velopment Dep<Jrtment I ?Oil West 7th Street Los Angeles, C<J iifnr lia 900 IT 1 www wib.lnc:ity org 1 ww.cdcll.ruty orq